A recent pilot program has demonstrated that a four-day work week can significantly improve employee health and reduce burnout. Conducted across six countries, including Australia, Canada, Ireland, New Zealand, the United Kingdom, and the United States, the study involved approximately 2,900 workers from 141 organizations. Participants who shifted to a shorter work week reported enhanced mental and physical well-being after just six months.

Countries like Poland, Iceland, Germany, and Portugal are exploring similar initiatives in response to increasing rates of depression, anxiety, and burnout. In Belgium, employees now have the right to request a four-day work week. The findings of this study, published in the journal Nature Human Behaviour, contribute to a growing body of research advocating for reduced working hours as a means to improve workplace health.

Positive Outcomes from the Pilot Program

Before the trial began, companies underwent two months of training to enhance efficiency and collaboration. Following this, they implemented a four-day work week, effectively reducing working hours by 20 percent. The results were striking: employees reported less burnout, improved health, and greater job satisfaction compared to a control group of 12 US companies that maintained regular hours.

According to Wen Fan, an associate professor of sociology at Boston College and one of the study’s authors, “the wellbeing effects are fairly uniform across companies, across nations, across employees.” The findings revealed that as employees reduced their working hours, their job satisfaction and mental health improved. Notably, even those who only slightly reduced their hours experienced benefits over their peers in the control group.

Most organizations continued to operate on the four-day schedule one year after initiating the program, indicating that the positive effects did not diminish as employees adjusted to their new routines. Brendan Burchell, a sociologist at the University of Cambridge, noted that there was no evidence of a decline in employee wellbeing or performance over time.

Factors Contributing to Improved Wellbeing

The research identified three primary factors contributing to the positive outcomes: employees’ perceived work ability, improved sleep quality, and reduced fatigue. Burchell emphasized the strong connection between quality sleep and various health measures, stating, “the link between getting good sleep and all sorts of health and wellbeing measures is really quite strong.”

Prior to the trial, participants averaged 40 hours of work per week, bringing their new schedule down to 32 hours, which aligns with the average work week in the Netherlands and falls below the European Union’s average of 36 hours. This shift could serve as a model for other nations looking to alleviate workplace stress. For instance, Spain is considering reducing its work week from 40 hours to 37.5 hours.

While the pilot program’s findings are compelling, researchers acknowledged some limitations. Self-reported data on wellbeing may have been biased, as participants may have overstated their health to support the trial’s continuation. Additionally, the companies involved in the study had to opt in, suggesting a pre-existing commitment to employee flexibility and wellbeing that may not reflect broader organizational cultures.

Fan highlighted the challenge of integrating shorter work weeks into dominant organizational cultures that prioritize longer hours and in-office work. The pilot predominantly involved high-income, English-speaking countries, raising questions about how such a model might adapt to different cultural contexts.

Despite these limitations, Burchell described the study as a “blockbuster” that provides robust evidence regarding the impact of four-day work weeks across diverse organizations and countries. He noted that the pandemic has encouraged a reevaluation of work structures, stating, “this is an absolutely key paper that’s… going to be a game-changer.”

As countries and organizations contemplate the future of work, the positive outcomes from this pilot program offer valuable insights into how reduced work hours can foster healthier, more satisfied employees.

A recent pilot study spanning six countries has revealed significant improvements in employee wellbeing following the implementation of a four-day work week. Conducted over six months, the trial involved approximately 2,900 workers from 141 organisations, all of which reduced their working hours by 20 per cent without cutting pay. The findings suggest that this innovative approach could mitigate rising rates of burnout, anxiety, and depression among employees.

Countries such as Australia, Canada, Ireland, New Zealand, the United Kingdom, and the United States participated in the study, which was published in the journal Nature Human Behaviour. This research adds to a growing body of evidence indicating that shorter work weeks can enhance both employee health and overall productivity.

Prior to the trial, participating companies underwent a two-month period of training aimed at improving efficiency and collaboration among workers. Following this, the four-day work week was adopted for six months. According to the study, employees reported notable reductions in burnout and enhancement in both mental and physical health, alongside higher job satisfaction levels.

After examining the outcomes, researchers found that employees who participated in the reduced work week experienced consistent benefits. “It just seems that the wellbeing effects are fairly uniform across companies, across nations, across employees,” stated Wen Fan, an associate professor of sociology at Boston College. The more hours employees reduced, the better they felt about their jobs and mental health.

In contrast, a control group from twelve US companies that did not reduce their work weeks showed no significant changes in employee wellbeing. The study demonstrated that employees who worked fewer hours reported fewer sleep issues and reduced fatigue, underscoring the critical link between adequate sleep and overall health.

Interestingly, the average work week for participants was around 40 hours before the trial, meaning a shift to 32 hours aligns closely with existing standards in countries like the Netherlands, where the average work week is already established at 36 hours across the European Union. Countries such as Spain are now exploring similar reductions in work hours to relieve pressure on their workforce.

Despite these encouraging findings, the study acknowledges certain limitations. Workers self-reported their wellbeing, raising the possibility that they might have exaggerated improvements to support the trial’s continuation. Additionally, as companies opted into the study voluntarily, it is possible that the results reflect a bias towards organisations already committed to employee flexibility and wellbeing.

“There’s no evidence of any falling back in terms of employee wellbeing or in terms of the performance,” noted Brendan Burchell, a sociologist at the University of Cambridge, who has analyzed similar projects in the UK but did not participate in this research.

As the four-day work week gains traction, the implications for various work cultures remain to be seen. Fan pointed out that the prevailing organisational culture in many industries often prioritises longer hours, which may pose challenges to broader adoption of reduced work weeks.

Despite the need for further exploration, Burchell characterized the study as a pivotal piece of research. “This is an absolutely key paper that’s going to be a game-changer,” he remarked, highlighting the potential for four-day work weeks to reshape employment practices in the wake of the pandemic. The momentum toward shorter work weeks reflects a growing recognition of the importance of employee wellbeing in fostering a more productive workforce.

New data has exposed significant disparities in cancer care across Ireland, revealing a troubling “postcode lottery” that jeopardizes patient health. With a new cancer diagnosis occurring every three minutes, the urgency for equitable access to timely testing and treatment has never been greater.

Widespread Variations in Care

According to the Irish Cancer Society, only 74.2 percent of men received their prostate rapid access clinic appointment within the targeted 20 working days. This figure starkly contrasts with regional data, where appointments in Galway fell as low as 12.7 percent, while over 80 percent were seen in Cork and Limerick.

Similar inconsistencies were evident in breast and lung cancer care. For instance, 96.6 percent of patients in Waterford commenced radiotherapy within the established timelines, compared to just 62 percent in Dublin’s Beaumont Hospital. These delays highlight a critical issue: where a patient lives can significantly affect their chances of receiving timely and effective cancer treatment.

Impact of Delays on Survival Rates

Averil Power, Chief Executive of the Irish Cancer Society, emphasized that these delays lead to avoidable fatalities. “In cancer care, time can be everything,” she stated. Early-stage diagnosis can yield survival rates exceeding 80 percent, but by stage four, those rates plummet to below 20 percent. Therefore, swift access to diagnostic tests and treatments is essential.

Unfortunately, HSE data reveals that national targets for cancer tests and treatments were frequently unmet between March 2024 and February 2025. Many patients are experiencing distressing waits for tests, with one woman at the Mater Hospital in Dublin waiting 169 days for an urgent breast assessment. Alarmingly, nearly one in four women referred for urgent testing at Breast Rapid Access Clinics did not meet the 10-day target.

Across various hospitals, patients wait longer than necessary for initial appointments at Prostate Rapid Access Clinics. In Galway University Hospital, only 13 percent of patients were seen on time, further compounding concerns about the accessibility of cancer care.

The Need for Systemic Improvement

Delays are particularly pronounced for chemotherapy in the west and north-west regions. At Letterkenny University Hospital, an average of only 20 percent of patients began their treatment on schedule, with some months reporting zero timely starts. While there are signs of improvement, the current situation is unacceptable.

Radiotherapy treatment times have also been problematic, with only 66 percent of patients starting treatment within the 15 working days target across public hospitals. In St Luke’s Hospital in Dublin, this figure dropped to 62 percent, further illustrating the inconsistency in care.

These delays not only cause immense anxiety for patients and their families but also significantly increase mortality risk. Research published in the British Medical Journal indicates that each four-week delay in cancer treatment can elevate mortality rates by up to 10 percent.

Addressing the Shortcomings

Effective cancer services require adequate staffing, equipment, and physical space. Many cancer centers are struggling with shortages in at least one of these critical areas. Despite the dedication of healthcare professionals, there simply aren’t enough staff members to meet the demand. Additionally, essential equipment is lacking; for instance, there is no PET scanner in public hospitals in Galway, Limerick, or Waterford, and several radiotherapy machines in Dublin are outdated and frequently out of service.

The Irish Cancer Society calls for the government to prioritize investments in infrastructure and staffing for public cancer centers as part of the ongoing review of the National Development Plan. With projections indicating that nearly a quarter of a million people will receive a cancer diagnosis during the current government’s term, immediate action is necessary to ensure that all patients can receive timely and effective care.

As Averil Power noted, everyone deserves to hear the hopeful words, “You will survive,” rather than facing the tragic consequences of a postcode lottery in cancer care.

Blood donation clinics are set to take place in Newcastle West, with an urgent appeal for both regular and new donors to contribute. The initiative is prompted by a significant decline in national blood supplies, which the Irish Blood Transfusion Service has identified as critical at this moment.

According to the Irish Blood Transfusion Service, the summer season typically presents challenges in maintaining adequate blood supplies. The organization noted that many individuals are enjoying their well-deserved summer holidays, leading to reduced clinic attendance. Additionally, the recent warm weather has further impacted donor turnout, exacerbating an already rising demand for blood across the country.

Upcoming Donation Clinics

The blood donation clinics will be held at the Longcourt Hotel on July 21, 2024, and July 22, 2024. Both sessions will operate from 16:50 to 20:10. Individuals interested in donating blood are encouraged to make appointments by calling 1800 222 111.

As the demand for blood rises month on month, every donation becomes increasingly vital for patients in need. The Irish Blood Transfusion Service emphasizes the importance of community support during this critical period to ensure that hospitals can continue to provide essential medical services.

Potential donors are encouraged to consider their eligibility and to take the opportunity to help save lives. Blood donation is a simple yet impactful way to contribute to the health and wellbeing of the community, especially during times of heightened demand.