The silent revolution of the four-day workweek: what does the law say?

Right now, there's no law in the Netherlands forcing companies to adopt a four-day workweek. However, the existing legal framework gives employees a surprisingly powerful tool to ask for one. The Flexible Working Act (Wet flexibel werken) provides eligible employees with the right to request changes to their working hours or schedule, and an employer needs a substantial business reason to say no. This unique position puts the Netherlands at the forefront of legally supported work-life flexibility.

Is a Four-Day Workweek a Legal Right in the Netherlands?

While many other countries are still in the experimental phase, the Netherlands has already carved out a legal path for employees who want more say over their schedules. The goal isn't to push every business into a four-day model. Instead, it’s about empowering employees to start the conversation with real legal weight behind their request. You could call it a 'silent revolution'—not a sudden, disruptive overhaul, but a steady, legally-backed shift towards more adaptable work arrangements.

So, how does this actually work in practice? Generally, it takes one of two forms. The first is a compressed workweek, where someone works their full-time hours (say, 40 hours) over four longer days instead of five. The second approach, which is more common here, involves reducing the total number of hours worked to create a shorter week. A typical example is an employee moving from a 40-hour contract down to 32 hours.

Understanding the Core Models

It’s crucial to understand the difference between these models, as they have very different consequences for payroll, benefits, and how you plan your operations. Let's break them down.

Here’s a quick overview of the main ways a four-day workweek can be structured. This helps clarify the important distinction between simply rearranging hours and actually reducing them.

Four-Day Workweek Models at a Glance

Model Type	Total Weekly Hours	Pay Impact	Common Example
Compressed Week	Stays the same (e.g., 40)	Full pay and benefits	4 x 10-hour days
Reduced Hours	Decreases (e.g., from 40 to 32)	Pro-rata pay and benefits	4 x 8-hour days

As you can see, a compressed schedule keeps someone as a full-time employee with the same pay, while a reduced-hours model essentially transitions them to a part-time contract with adjusted salary and benefits.

The heart of the Dutch approach is employee agency. The law doesn’t push one specific model. It simply creates the conditions for an employee to formally ask for a schedule that better suits their life, forcing the employer to take that request seriously.

This legal foundation transforms the four-day workweek from a simple company perk into a real, tangible option for many workers. The key point to remember is that the right to request a four-day week is legally protected. This shifts the dynamic entirely, turning a casual chat into a formal process with clear rules. For a broader understanding of the legal landscape, our overview of Dutch employment law provides essential context. Getting to grips with this is the first step for any business or employee looking to embrace this modern way of working.

Decoding the Flexible Working Act (Wet Flexibel Werken)

The legal engine driving the four-day workweek conversation in the Netherlands is the Wet flexibel werken, or the Flexible Working Act. This isn't some new law forcing shorter weeks on businesses. Instead, it’s a powerful piece of legislation that formalises an employee's right to ask for a change in their working pattern. Think of it less as a rigid rulebook and more as a structured pathway for negotiation.

At its core, the Act gives employees a formal route to request adjustments to their working hours, schedules, or even their place of work. An employee can officially ask to reduce their hours to achieve a four-day week, or they might request to compress their existing hours into fewer days. The law then places a clear obligation on the employer to take this request seriously.

This legal framework is a major reason why the Netherlands is a leader in flexible work culture. We already have the shortest average working hours in Europe, with people clocking in around 29 to 32.1 hours weekly. That's well below the EU average, and the Act reinforces a cultural norm where employees feel empowered to ask for different arrangements. You can explore more data on European work patterns and discover more insights about Dutch working culture on 4dayweek.io.

Who Is Eligible to Make a Request

Not every employee can walk in on day one and make a formal request. The Act sets out clear eligibility criteria, which helps ensure the process is fair and manageable for businesses.

To submit a request under the Flexible Working Act, an employee must typically:

• Have been with the company for at least 26 weeks when the change is supposed to start.

• Work for a business that employs 10 or more people. Very small companies are exempt from some of these formal obligations.

It’s a straightforward system. It's designed to give employees who have shown a commitment to the company a clear channel to adapt their role to their life.

The Formal Request Process

This isn't just about a casual chat by the coffee machine; it's a formal, documented process. This structure is there to protect both the employee and the employer by making sure everything is clear and accountable.

The employee has to submit a written request to their employer at least two months before they want the change to kick in. This request needs to be specific: the new number of hours, the proposed schedule, and the intended start date. Once that letter lands on your desk, a legal timeline starts ticking.

Under the Act, an employer must consult with the employee about their request. If the employer fails to make a decision at least one month before the proposed start date, the employee's request is automatically granted exactly as they submitted it.

This deadline is the law's teeth. It prevents employers from simply ignoring a request or kicking the can down the road. It forces a timely, considered response. It's also worth noting the legal landscape for flexible workers is always shifting; you can learn more about what's coming with the More Security for Flexible Workers Act in our 2025 guide.

What Counts as a Substantial Business Reason

Here's the critical part for employers: you can't refuse a request just because it’s inconvenient. The law demands a "zwaarwegende bedrijfs- of dienstbelangen," which translates to a substantial business or service-related reason. This is a high bar to clear.

What counts as "substantial" isn't left to guesswork. It generally falls into a few specific categories:

1. Serious Operational Problems: For instance, if granting the request would create unmanageable chaos in scheduling, production, or safety protocols.

2. Financial Unsustainability: If the change would saddle the business with unreasonable financial costs.

3. Lack of Replacement Staff: If there isn't enough work to redistribute or it's genuinely impossible to hire someone to cover the vacated hours.

A small café, for example, could probably argue that their only chef compressing hours into a four-day week is impossible, as it leaves the kitchen critically understaffed during peak lunch service. On the other hand, a large software company might struggle to prove that one developer working four days instead of five creates the same level of operational disaster. Every case is judged on its own specific context, ensuring the law is applied fairly.

Navigating Employer Obligations and Employee Rights

So, an employee has formally requested a four-day workweek. What happens next isn't just a casual chat; it’s a structured process governed by clear legal duties. For employers, this means handling the request with genuine care. For employees, it means knowing their rights if the answer isn't what they were hoping for.

Think of this as a formal dance with legally defined steps. An employer can't simply ignore the request or brush it off without proper consideration. The law requires a dialogue, ensuring the employee’s proposal is taken seriously from the moment it lands on your desk.

This structured approach is there to prevent ambiguity and protect both sides. It gives the employer a clear framework to follow, while shielding the employee from an arbitrary "no."

The Employer's Toolkit for Handling Requests

Once that request is submitted, a legal clock starts ticking. Your main obligation is to formally respond. You are required to consult with the employee to discuss their proposal and then deliver a final, written decision at least one month before the proposed start date. If you miss this deadline, the law is simple: the employee's request is automatically approved.

Your responsibilities are clear and sequential:

• Acknowledge the Request: Formally confirm you've received the employee's written submission.

• Schedule a Consultation: Set up a meeting to talk through the practical side of the proposed schedule change.

• Document Everything: Keep detailed notes of all conversations, your considerations, and the final decision-making process.

• Provide a Written Decision: Clearly communicate the approval or denial in writing, making sure it’s delivered before that legal deadline.

This isn’t just about ticking compliance boxes; it’s about good management. A transparent process builds trust, even if you ultimately have to deny the request. It demonstrates that the proposal was given the serious thought it legally deserves. And while our focus is on the Netherlands, understanding general labor laws from other regions can offer valuable context on how employer duties and employee rights are handled elsewhere.

To help you stay on the right side of the law, we've put together a simple checklist for managing these requests.

Employer Compliance Checklist for Work Schedule Requests

Step	Action Required	Key Consideration
1. Receive & Acknowledge	Formally confirm receipt of the employee's written request.	Start the clock. The one-month decision deadline begins now.
2. Schedule Consultation	Arrange a meeting with the employee to discuss their proposal in detail.	This is a mandatory consultation, not an optional chat. Listen to their reasoning and discuss potential impacts.
3. Assess the Request	Objectively evaluate the proposal against business needs.	Document your assessment. Can the role be done in four days? What is the impact on the team, clients, and operations?
4. Make a Formal Decision	Decide whether to approve, approve with modifications, or deny the request.	If denying, you must have a "substantial business reason." Vague reasons won't suffice.
5. Provide Written Notice	Communicate the final decision in writing to the employee.	This must be done at least one month before the proposed start date. Failure to do so results in automatic approval.
6. Update Contract (If Approved)	If the request is granted, amend the employment contract accordingly.	Specify the new work pattern, hours, and any pro-rata changes to salary, leave, and benefits.

Following these steps ensures you're not just making a fair decision, but a legally sound one.

Employee Protections and a Path to Appeal

The law provides strong safeguards for employees throughout this process. Crucially, an employee cannot be dismissed or penalised simply for making a flexible work request. This protection is vital, as it allows people to ask for a four-day week without fearing for their job security.

If an employer denies the request, they must provide a substantial business reason in writing. If the employee feels the denial is unfair or doesn't meet this high legal standard, they have the right to appeal. The first port of call is usually an internal grievance procedure, but if that proves fruitless, the matter can be taken to court.

A judge will then weigh up whether the employer's reasons genuinely qualify as "substantial." An argument based on mere inconvenience or a simple preference for traditional schedules is very unlikely to hold up.

Adjusting the Contractual Details

If the request gets the green light, the final step is to update the employment contract. This is where you formalise the practical details of the new four-day workweek. The specific changes will depend entirely on whether the employee is moving to a compressed or a reduced-hours model.

For a reduced-hours schedule, several key parts of the contract will need pro-rata adjustments:

• Salary: Pay will be recalculated based on the new, lower number of working hours.

• Vacation Days: The annual leave entitlement will be reduced in proportion.

• Pension Contributions: Both employer and employee contributions will likely need to be adjusted.

• Sick Pay: Entitlements during illness may also be calculated based on the new part-time status.

On the other hand, a compressed workweek (e.g., 40 hours packed into four days) generally means the employee retains their full-time status. In this case, salary, vacation days, and pension plans typically stay the same. However, the contract must still be amended to reflect the new daily working hours and the updated schedule. This careful contractual adjustment is the final piece of the puzzle, turning a four-day week proposal into a legally binding reality.

Solving Payroll, Timekeeping, and Overtime Puzzles

Shifting to a four-day workweek is more than just a cultural change; it’s a significant administrative overhaul. To manage this transition well, you need to untangle the knots in payroll, timekeeping, and overtime before they become a tangled mess. The quiet revolution of the four-day week demands precision, and your primary guide here is what the law says about working hours.

The two main models—compressed weeks versus reduced hours—create entirely different payroll scenarios. A compressed week (like 40 hours worked in four 10-hour days) means the employee stays full-time. In contrast, a reduced-hours model (like 32 hours in four 8-hour days) effectively makes the role part-time. This distinction is the starting point for every calculation that follows.

Adapting Time Tracking for Longer Days

Most standard timekeeping systems are built around a traditional 8-hour day. When employees start clocking 10-hour days in a compressed model, your systems need to be told about this new normal. If they aren't, the software might incorrectly flag the extra two hours each day as overtime, leading to payroll errors and a lot of confusion.

To prevent this, you absolutely must recalibrate your systems:

• Redefine the 'Standard Day': Update employee profiles so their new standard workday is 10 hours, not 8.

• Adjust Overtime Triggers: Make sure overtime pay only kicks in for hours worked beyond the newly defined 10-hour day or 40-hour week, in line with their contract and Dutch law.

• Communicate Clearly: Train your managers and employees on how to record their time accurately under the new structure. This will save you from the headache of manual corrections down the line.

Legally Defining Overtime in a New Framework

Overtime is a critical piece of the puzzle. When a standard workday is 10 hours, what legally counts as overtime? The answer lies in both the employment contract and the collective labour agreement (CAO), if one applies. The Dutch Working Hours Act (Arbeidstijdenwet) sets maximum limits, but it doesn't automatically define overtime pay rates.

Typically, overtime in a compressed week is any time worked beyond the contractually agreed daily or weekly hours.

For example, if an employee on a 4×10-hour schedule works an 11th hour on a Tuesday, that single hour is overtime. If they work an extra day, all hours on that fifth day would also be considered overtime and subject to the agreed-upon premium.

When moving to a four-day week, figuring out how to calculate overtime correctly is a critical first step. Getting it right ensures you’re being fair and, just as importantly, staying compliant with the law.

Calculating Pro-Rata Adjustments for Benefits

For employees moving to a reduced-hours model (say, from 40 to 32 hours), nearly every benefit will need a pro-rata adjustment. The calculation itself is straightforward, but it demands meticulous attention to detail. You are essentially recalculating their entitlements based on their new part-time status.

Here’s a practical breakdown of the key adjustments:

• Holiday Pay (vakantiegeld): This is calculated as a percentage of their new, lower gross annual salary.

• Annual Leave: Vacation days are reduced proportionally. An employee moving from a five-day to a four-day week (80% of their original hours) would now be entitled to 80% of their previous holiday allowance.

• Pension Contributions: Both employer and employee contributions must be adjusted to reflect the new salary.

• Sick Pay: Entitlements during illness will be based on the new part-time salary.

These calculations are identical to those for any part-time employee. For a deeper dive into how paid time off is handled for non-full-time staff, you can learn more about how part-time employees get PTO in our detailed guide at https://lawandmore.eu/blog/do-part-time-employees-get-pto/. Getting these details right isn't just good practice; it's a legal necessity that upholds the principle of fair treatment for all employees, no matter their working pattern.

Learning from the Dutch Success Story

The Netherlands didn't just stumble into its reputation as a pioneer of the four-day workweek. This shift wasn't an accident; it grew from a cultural and economic landscape that has long prioritised a healthy work-life balance over the "always-on" hustle culture seen elsewhere.

A huge piece of the puzzle is the country's high rate of part-time work, which has been a normal, respected part of the economy for decades. Unlike many places where working part-time is seen as a secondary or less serious career choice, in the Netherlands, it's mainstream. This is particularly true for women, and it has created a broad societal comfort with work schedules that don't fit the traditional 9-to-5, five-day model.

Because this flexibility was already baked into the culture, the move towards compressed four-day weeks felt less like a radical leap and more like a logical next step.

The Tangible Benefits of the Dutch Model

The results of this widespread adoption aren't just based on feelings; they show up in clear, positive outcomes for employees and businesses alike. When people have more control over their schedules and more time for their personal lives, their well-being improves dramatically—and that feeds directly back into their work.

Socially and economically, the advantages are distinct. Reductions in working hours have been linked to significantly lower burnout rates, along with better mental health, higher job satisfaction, and even improved sleep quality. You can dive deeper into the data and learn more about Dutch work-life balance on Fortune.com.

Productivity hasn't suffered, either. In fact, many companies report that it has remained stable or even increased. The common fear that fewer hours automatically means less output simply hasn't proven true. Employees working a compressed week are often more focused and efficient with their time on the clock.

The Dutch experience offers a powerful lesson: a four-day workweek isn't just about giving people an extra day off. It's about building a system where focused, productive work and a healthy personal life can coexist, ultimately creating a more resilient and satisfied workforce.

This model proves that a more sustainable way of working is not only possible but profitable.

A Wider European Perspective

The Dutch approach doesn't exist in a vacuum. It actually aligns perfectly with broader trends and legal directives at the European level that are pushing for greater flexibility across all member states.

A key driver of this is the EU's Work-Life Balance Directive. This directive requires all member states to implement policies giving workers the right to request flexible working arrangements. This specifically includes requests for:

• Reduced working hours

• Flexible work schedules

• Remote working options

While Dutch law, such as the Wet flexibel werken, often goes beyond the Directive's minimum requirements, the EU's push creates a supportive legal environment across the continent. It signals a collective move away from rigid, one-size-fits-all work structures and towards more adaptable, people-focused models.

For other European nations, the Netherlands serves as a practical, real-world case study. It shows how to translate the principles of the Work-Life Balance Directive into a successful national strategy. The Dutch success story offers a clear blueprint for what other countries can achieve by empowering employees to shape their own work lives.

How to Pilot a Four-Day Week in Your Business

Jumping straight into a permanent four-day workweek is a massive leap of faith. That's why a well-structured pilot programme is the smartest way to test the waters. It allows you to gather real-world data, see what works (and what doesn't), and sort out any kinks before making a long-term commitment. Think of it as a trial run, not an irreversible decision.

The first step is to define exactly what success looks like for your business. It’s not enough to simply see if people are happier; you need concrete, measurable objectives. This gives your pilot a clear purpose and helps you make a properly informed decision when the trial ends.

This methodical approach is crucial for figuring out if this new way of working is a good fit for your company culture and, just as importantly, if it aligns with what the law requires for fair work practices.

Setting Clear Objectives and Success Metrics

Before you even think about starting, you have to define your goals. Are you trying to cut down on burnout? Boost productivity? Or maybe become a magnet for top talent? Whatever it is, be specific. Your metrics should be a healthy mix of hard numbers and human feedback.

Consider tracking a range of key performance indicators (KPIs):

• Productivity Metrics: This could be anything from project completion rates and sales figures to the number of tasks completed per team member. The aim is to see if output stays the same or, ideally, improves.

• Employee Well-being: Use anonymous surveys to measure stress levels, job satisfaction, and perceived work-life balance. You'll want to take a snapshot before and after the trial to see the real difference.

• Client Satisfaction: Keep a close eye on client feedback, response times, and general satisfaction levels. You have to ensure that your service quality doesn't take a hit.

• Operational Costs: It's worth tracking any changes in overheads like electricity or office supplies. You might find some unexpected financial benefits.

These metrics give you a balanced scorecard to judge the pilot’s true impact, moving you beyond anecdotes and into the realm of hard data.

Managing Risks Proactively

A successful pilot is one that anticipates problems before they happen. Longer workdays, for instance, can lead to burnout if not managed carefully. Scheduling can quickly become a logistical puzzle, especially for client-facing teams.

One of the most common pitfalls is failing to plan for continuous coverage. Staggering days off can solve this, but it requires crystal-clear communication and solid scheduling tools to make sure someone is always available for critical tasks or customer enquiries.

Create a risk register and brainstorm solutions for potential issues. Worried about customer service gaps? You could assign one team member to monitor urgent communications on their day off, on a rotating basis, and make sure they're fairly compensated for that time. This sort of proactive planning turns potential crises into manageable challenges.

The Legal Side of a Trial Period

A pilot programme might be temporary, but it still needs a formal, legal framework. This protects both the company and your employees. You can't just verbally agree to change working hours; it has to be documented correctly.

The best practice is to issue a temporary addendum to each participating employee's contract. This document should clearly state:

1. The Duration: Specify the exact start and end dates of the pilot programme.

2. The New Schedule: Detail the new working hours, days off, and any changes to break times.

3. No Permanent Change: Include a clause confirming that this is a temporary trial and does not represent a permanent change to their terms of employment.

4. Reversion Clause: State that once the pilot concludes, the employee’s original working hours and schedule will be reinstated, pending a final decision on the programme's future.

5. Performance Metrics: Briefly outline the success criteria you'll be using to evaluate the programme.

This addendum provides legal clarity, manages everyone's expectations, and ensures there's no confusion about the temporary nature of the arrangement. It’s an essential step in running a compliant and transparent pilot.

Frequently Asked Questions

When talk turns to the four-day workweek, it’s natural for specific questions to pop up. Let’s tackle some of the most common queries employers and employees have about how this works under Dutch law.

Can an Employer Force an Employee Onto a Four-Day Week?

The short answer is no, absolutely not. The entire spirit of the Dutch Flexible Working Act (Wet flexibel werken) is built around an employee’s right to request a change to their working pattern. An employer can't just decide one day to move a team member to a four-day schedule.

Any change, whether it's cutting hours or compressing them into fewer days, has to be a mutual agreement. It’s a protection that ensures the law genuinely empowers workers, rather than giving employers a tool to impose schedules that don't fit.

Does This Law Apply to All Employees in the Netherlands?

Not quite. The law lays out some clear eligibility rules. Generally, it applies to employees who have been with their company for at least 26 weeks. This waiting period ensures that there's an established working relationship before a formal request can be made.

There's another important distinction: the full legal obligation to formally consider and respond to a request applies only to companies with 10 or more employees. Very small businesses are exempt from some of these stricter procedural hoops.

Key Takeaway: The right to request a four-day workweek isn't something you have from day one. It’s designed for established employees in businesses that are large enough to reasonably manage this kind of flexibility without facing undue hardship.

What Happens to My Public Holidays on a Compressed Four-Day Week?

This is a great question, and the answer almost always comes down to your company's policy and what’s written in your employment contract. Typically, if a public holiday lands on one of your four scheduled working days, you get that day off with pay, just like everyone else.

But what if the holiday falls on your new, regular day off—say, a Friday? In that case, you usually don't get an extra day of leave in lieu. The holiday simply falls on a day you weren't scheduled to work anyway. It’s really important to get this clarified in writing in a contract addendum before you make the switch.

Can I Ask to Go Back to a Five-Day Week After Switching?

Yes, you can. The law is designed for flexibility in both directions. An employee can request to change their working pattern, and that includes asking to return to their previous schedule. The process you follow is exactly the same as when you made the initial request.

As a rule of thumb, an employee can make a formal request to change their schedule once per year under the Act. An exception might be made if unforeseen circumstances crop up, like a major shift in your personal life that justifies an earlier request. This provision keeps the door open for both sides to adapt as business needs and personal lives evolve, proving that the move toward flexible work is about adaptable, not rigid, arrangements.