Taiwan weighs four day workweek as public petition compels official review

Momentum builds for a shorter week in Taiwan

A citizen proposal calling for a four day workweek has cleared Taiwan’s public policy participation threshold, crossing more than 5,700 endorsements and forcing an official reply by early December. The Ministry of Labor, led by Minister Hung Sun-han, says it is listening to voices across the economy before deciding next steps. That review lands at a time when Taiwan’s workers log some of the longest annual hours in the developed world and when businesses, especially in manufacturing and services, warn about costs and staffing pressures.

The core question is whether Taiwan should shift from a five day, 40 hour workweek to a model that grants a third day off. International pilots in the United Kingdom, Iceland and Japan have suggested that shorter weeks can maintain or lift output while improving worker health and retention. Advocates see a chance to ease overwork without cutting pay. Business groups say any change must fit the realities of export driven factories, tight labor markets and smaller companies that lack spare capacity.

Taiwan currently guarantees two rest days per week and nationwide public holidays. Government data show the average employee worked about 2,030 hours in 2024, an increase of roughly 10 hours from 2023, placing Taiwan near the top among 39 peer economies tracked. The new petition has rekindled a debate that has surfaced before, including an earlier proposal that the government set aside after concluding that the evidence and support measures were not yet sufficient.

Why work hours and productivity are back in the spotlight

Work hours in Taiwan have long been a source of concern for labor advocates, doctors and economists. Long shifts and frequent overtime correlate with fatigue, stress and illness. Across many studies, shorter schedules have been linked with lower burnout and fewer sick days, outcomes that can translate into steadier staffing and fewer recruitment costs for employers. That is one reason the idea of a third day off has spread in policy discussions worldwide even when it remains optional at most firms.

Productivity is the hinge of the argument. If similar output can be achieved in fewer hours, then a shorter week can be sustainable for firms and workers. Trials in Europe and pilot programs in Japan have emphasized reorganizing work, cutting low value meetings, improving handovers and automating routine tasks. The claim is not that every task takes less time. It is that better processes and sharper focus can offset fewer total hours spent at the desk or on the production floor.

How the policy process will unfold

The four day workweek petition reached the signature threshold on the government’s Public Policy Online Participation Platform, which requires a formal response by December 7. The Ministry of Labor has said it is canvassing opinions from employees, unions, employers and sector associations to gauge feasibility and design options. Different industries have different rhythms, and any change could vary by company size, shift structure and job type.

Minister Hung Sun-han has framed the review as open ended. In public remarks, he noted the diversity of Taiwan’s enterprises and employment patterns and underscored that the ministry is still gathering input. After describing the next steps, he summarized the current stance succinctly.

Introducing the minister’s comment, the Ministry of Labor chief has reiterated that outreach is underway to guide the government’s response.

We are collecting input from various stakeholders.

An earlier petition in 2023 did not move forward. At that time, authorities cited limited data from abroad, wide potential impact on education, public services, financial settlement, transport scheduling and business operations, and the absence of supporting measures. The government also pointed to existing flexibility in the Labor Standards Act that allows redistribution of hours within current limits, although that framework typically compresses hours rather than reducing them.

What a four day workweek could look like in Taiwan

There are two broad approaches under discussion. One compresses the current 40 hours into four longer days. The other reduces total weekly hours, often to 32, while aiming to keep pay and output steady. The debate is not just about calendars. It is about how work is organized, how pay is set, and how equality is maintained between office staff and shift based workers.

Reduced hours versus compressed schedules

A compressed schedule gives a third day off but keeps total hours unchanged. That can ease commuting and improve work life balance, yet it may increase daily fatigue and risks for workers in safety sensitive roles. A reduced hours model cuts total work time. Many international pilots have used a principle of 100 percent pay for 80 percent of time with a goal of 100 percent output. Under that approach, companies trim meetings, standardize procedures, and strengthen shift coverage to protect service levels. Each model requires careful attention to overtime rules, rest periods and staffing peaks.

Pay and equity

Worker groups argue a shorter week should not mean smaller paychecks. Employers often ask how to protect margins if hours fall. In pilot programs overseas, participating firms commonly kept pay constant, then tracked performance closely. Any policy choice in Taiwan will have to address these concerns directly to avoid widening gaps between white collar roles where tasks are more flexible, and front line jobs in logistics, healthcare and manufacturing where coverage is continuous. Policymakers could explore sector specific pilots, incentives for process upgrades, and safeguards for hourly workers to ensure a fair transition.

Concerns from manufacturers and small firms

Taiwan’s export engine relies on manufacturers that run complex shifts tied to global orders and supply chains. Factory managers warn that shorter weeks could raise unit costs or complicate maintenance and logistics. Many small and medium sized enterprises operate with lean teams, so even a minor staffing shortfall can ripple across customer service, production and accounting. Hospital wards, classrooms and care facilities face similar constraints, since service demand does not pause for a long weekend.

These concerns do not rule out change. They point to the need for practical pathways. Options include phasing in reduced hours at pilot sites, staggering off days across teams to maintain coverage, and investing in automation or workflow tools that free up time without cutting quality. Any public policy shift could be paired with training support for process improvement and with clear rules that prevent the shorter week from morphing into unpaid overtime.

What trials abroad tell us

Evidence from abroad is mixed in methods but encouraging on key measures. A major six month trial in the United Kingdom enrolled several dozen companies with roughly 2,900 employees. Most participants reported stable or higher output, lower stress, and fewer resignations. Reports say more than nine out of ten participating firms decided to keep the model after the test period ended. Employers cited better recruitment, a lift in morale, and revenue that rose compared with the prior year. Workers cited time for rest, family and errands, which reduced absences.

Iceland tested shorter hours in public services over several years. The outcome led many employees to permanent reductions in hours with no pay cut, supported by improved scheduling and task redesign. Japan has experimented at the company level, showing that focused work time, fewer meetings and changes to communication norms can boost output even with fewer days in the office. The common theme is that results come from reorganizing work, not from simply removing a day.

These pilots do not settle every question. Many were voluntary and concentrated in sectors with greater flexibility. Manufacturing plants, call centers and hospitals face different constraints than software firms or design studios. That is why policymakers in Taiwan are weighing sector specific strategies and pilot programs to gather local data before committing to a broad shift.

Labor activism, wages and culture

Labor groups in Taiwan have pressed for shorter working time alongside wage and pension reforms. Coalitions of unions and nongovernmental organizations planned Labor Day actions centered on reducing hours, adding public holidays, strengthening protections against workplace bullying and raising pension contributions. They also urged the government to lower the threshold for forming unions and to improve bargaining mechanisms. Activists link long work hours with turnover, safety incidents and a high cost of living that forces reliance on overtime pay.

Minister Hung has emphasized that the government raised the minimum wage for ten straight years to reduce pressure to work longer for bonuses and overtime. Taiwan’s work culture still prizes presence and responsiveness, which can stretch days even when official hours are limited. Any transition to a shorter week would need management training on work planning, realistic performance metrics, and safeguards to ensure rest time is genuine rest time. The cultural shift matters as much as the legal provisions.

Key issues for policymakers

The shape of any reform will rest on choices that balance public health, competitiveness and fairness. Technical details will decide whether the policy improves life for a broad range of workers or mainly benefits a narrow set of roles. The following questions will guide the debate.

• Scope: Will the government start with pilots in specific sectors or regions, or propose system wide changes to the Labor Standards Act?
• Model: Will reduced total hours be the goal, or will compressed schedules be permitted under clear safeguards for rest and overtime?
• Pay: How will policy protect take home pay for hourly and shift workers while keeping firms viable?
• Coverage: What rules will ensure hospitals, schools, transit and customer service maintain service levels across a three day weekend?
• Support: Will small and medium sized firms receive training, tax credits or technology grants to redesign work and scheduling?
• Measurement: Which indicators, such as output per hour, retention, absenteeism and safety, will be tracked to judge success?
• Equity: How will reforms account for the different realities of office staff, factory teams, care workers and gig workers?
• Environment: Can reduced commuting and energy use at workplaces deliver measurable cuts in emissions without rebound from leisure travel?

What to Know

• A citizen petition for a four day workweek surpassed 5,700 endorsements, triggering a mandatory government response by December 7.
• Minister of Labor Hung Sun-han says the ministry is collecting views from workers and employers before deciding next steps.
• Taiwanese employees worked about 2,030 hours in 2024, up from 2023 and among the highest in a 39 economy comparison.
• An earlier proposal in 2023 did not advance because authorities cited limited evidence and wide impacts on public services and business operations.
• Two approaches are on the table: compressing 40 hours into four days, or reducing hours, often toward 32, while aiming to keep pay and output steady.
• Manufacturers and small firms warn about costs and staffing, so pilots, staggered schedules and process upgrades are central to feasibility.
• International pilots, including in the United Kingdom and Iceland, reported stable or higher output, lower stress and better retention, with many firms continuing the model.
• Labor groups link shorter hours with health and family time, and are pressing for related wage, pension and workplace protections as part of broader reform.