Connect with us

BizNews

Working a four-day week boosts employee wellbeing while preserving productivity – study

Sixty-one organisations in the UK committed to a 20% reduction in working hours for all staff, with no fall in wages, for a six-month period starting in June 2022. The vast majority of companies also retained full-time productivity targets.

Published

on

Sixty-one organisations in the UK committed to a 20% reduction in working hours for all staff, with no fall in wages, for a six-month period starting in June 2022. The vast majority of companies also retained full-time productivity targets.

Now, results from the world’s largest trial of a four-day working week reveal significantly reduced rates of stress and illness in the workforce – with 71% of employees self-reporting lower levels of “burnout”, and 39% saying they were less stressed, compared to the start of the trial.

There was a 65% reduction in sick days, and a 57% fall in the number of staff leaving participating companies, compared to the same period the previous year. Company revenue barely changed during the trial period – even increasing marginally by 1.4% on average. 

In a report of the findings presented to UK lawmakers, some 92% of companies that took part in the UK pilot programme (56 out of 61) say they intend to continue with the four-day working week, with 18 companies confirming the change as permanent.

Research for the UK trials was conducted by a team of social scientists from the University of Cambridge, working with academics from Boston College in the US and the think tank Autonomy. The trial was organised by 4 Day Week Global in conjunction with the UK’s 4 Day Week Campaign.

Companies from across the UK took part, with around 2,900 employees dropping a day of work. Organisations involved in the trial ranged from online retailers and financial service providers to animation studios and a local fish-and-chip shop.

Other industries represented include consultancy, housing, IT, skincare, recruitment, hospitality, marketing, and healthcare.

Researchers surveyed employees throughout the trial to gauge the effects of having an extra day of free time. Self-reported levels of anxiety and fatigue decreased across workforces, while mental and physical health improved.

Many survey respondents said they found it easier to balance work with both family and social commitments: 60% of employees found an increased ability to combine paid work with care responsibilities, and 62% reported it easier to combine work with social life.

“Before the trial, many questioned whether we would see an increase in productivity to offset the reduction in working time – but this is exactly what we found,” said sociologist Prof Brendan Burchell, who led the University of Cambridge side of the research.

“Many employees were very keen to find efficiency gains themselves. Long meetings with too many people were cut short or ditched completely. Workers were much less inclined to kill time, and actively sought out technologies that improved their productivity.”

Dr David Frayne, a Research Associate at the University of Cambridge, said: “We feel really encouraged by the results, which showed the many ways companies were turning the four-day week from a dream into realistic policy, with multiple benefits.”

Joe Ryle, Director of the 4 Day Week Campaign, calls the results a “major breakthrough moment” for the idea of shorter working weeks. “Across a wide variety of different sectors of the economy, these incredible results show that the four-day week actually works.”

In addition to the survey work, designed in collaboration with colleagues including Prof Juliet Schor from Boston College, the Cambridge team conducted a large number of extensive interviews with employees and company CEOs before, during and after the six-month trial.

Other pilots run by 4 Day Week Global in the US and Ireland – with research conducted by many of the same academics – have already reported their findings. However, the UK trial is not only the largest to date but also the first to include in-depth interview research.

“The method of this pilot allowed our researchers to go beyond surveys and look in detail at how the companies were making it work on the ground,” said Frayne, from Cambridge’s Department of Sociology.

In terms of motivations, several senior managers told researchers they saw the four-day week as a rational response to the pandemic – and believed it would give them an edge when it came to attracting talent in the post-Covid job market.

Some saw it as an appealing alternative to unlimited home working, which they felt risked company culture. Others had seen staff suffer through health problems and bereavement during the pandemic, and felt an increased “moral responsibility” towards employees.

“I hated the pandemic, but it’s made us see each other much more in the round, and it’s made us all realise the importance of having a healthy head, and that family matters,” said the CEO of a non-profit organisation that took part in the trial.

However, many said shorter hours were being discussed long before Covid as a response to demanding or emotionally draining work. The CEO of a video game studio pointed to high-profile examples of “crunch and burnout” in their industry as a reason for involvement in the trial.

Perhaps surprisingly, however, no organisation interviewed was taking part in the trials simply because technology had reduced their need for human labour.

Some companies stopped work completely for a three-day weekend, while others staggered a reduced workforce over a week. One restaurant calculated their 32-hour week over an entire year to have long opening times in the summer, but much shorter in winter.     

A few companies in the trial attached strings to the reduced hours, including fewer holiday days, agreement that staff could be called in at short notice, or a “conditional” four-day week: one that only continued while performance targets were met.

Interviews documented how companies reduced working hours without compromising on targets. Common methods included shorter meetings with clearer agendas; introduction of interruption-free ‘focus periods’; reforming email etiquette to reduce long chains and inbox churn; new analyses of production processes; end-of-day task lists for effective handovers or next-day head starts.

When employees were asked how they used additional time off, by far the most popular response was “life admin”: tasks such as shopping and household chores. Many explained how this allowed them a proper break for leisure activities on Saturday and Sunday.  

“It was common for employees to describe a significant reduction in stress,” said researcher and Cambridge PhD candidate Niamh Bridson Hubbard. “Many described being able to switch off or breathe more easily at home. One person told us how their ‘Sunday dread’ had disappeared.”

For some parents of young children, a midweek day off meant savings on childcare expenses. For those with older children, it meant some welcome ‘me time’. All reported doing more of the activities they already enjoy – from sport to cooking, music making to volunteering. Some developed new interests, while others used the time to get professional qualifications.  

“When you realise that day has allowed you to be relaxed and rested, and ready to absolutely go for it on those other four days, you start to realise that to go back to working on a Friday would feel really wrong – stupid actually,” said the CEO of a consultancy organisation involved in the trial.

When it came to working culture, employees were generally positive, feeling more valued by their employer and describing a shared sense of purpose arising from efforts to make the four-day week a success.

However, several staff at one large company had concerns about intensifying workloads, while some at creative companies expressed disquiet over reduced worktime conviviality due to ‘focus time’, and argued that unstructured chat often generates new ideas.

By the end of the six-month trial, many of the managers said they could not imagine returning to a five-day week. “Almost everyone we interviewed described being overwhelmed with questions from other organisations in their industry that are interested in following suit,” said Burchell. 

“When we ask employers, a lot of them are convinced the four-day week is going to happen. It has been uplifting for me personally, just talking to so many upbeat people over the last six months. A four-day week means a better working life and family life for so many people.”

BizNews

Mercato Centrale, College of Saint Benilde launch micro-certification program to upskill MSMEs in food sector

Developed through the collaboration of Mercato Centrale’s entrepreneurship platform and CSB’s School of Hotel, Restaurant, and Institution Management (SHRIM), the courses aim to equip  both aspiring and existing food entrepreneurs with the tools to build sustainable, growth-oriented businesses.

Published

on

Mercato Centrale Group, the country’s premier food and lifestyle market, has partnered with De La Salle-College of Saint Benilde (DLS-CSB) to roll out  micro-certification courses aimed at strengthening micro, small, and medium enterprises (MSMEs) in the food industry. 

The program will offer short courses covering food business management, marketing strategies, financial literacy, and culinary innovation. Developed through the collaboration of Mercato Centrale’s entrepreneurship platform and CSB’s School of Hotel, Restaurant, and Institution Management (SHRIM), the courses aim to equip  both aspiring and existing food entrepreneurs with the tools to build sustainable, growth-oriented businesses. The program is expected to launch in the coming months and will be open to home-based food vendors, market stall owners, and individuals entering the food industry.

The partnership was formalized through a memorandum of understanding signed on March 26, 2025, at  the Vatel Restaurant within the CSB campus. The signing ceremony was attended by RJ Ledesma and Vanessa Ledesma of Mercato Centrale; DLS-CSB Chancellor Benhur Ong; SHRIM Dean Marie Paz Castro; and Vice Chancellor for Academics Angelo Marco Lacson.

“Almost 99.5% of businesses in the Philippines are MSMEs, and a large number of them are in the food industry,” said RJ Ledesma, co-founder of Mercato Centrale. “Our mission has always been to champion local food entrepreneurs by providing them with the right platform and support. Through this partnership with CSB, we’re taking that commitment further by giving MSMEs access to quality education and training—tools that can help them sustain and grow their businesses. With what we’ve built at Mercato, we have a real opportunity to contribute to making these businesses more sustainable. This initiative also reflects our Lasallian mission of service.”

Under the agreement, the partnership will roll out a comprehensive set of academic and industry-focused initiatives. These include student internships across Benilde’s hospitality and entrepreneurship programs, providing students with hands-on experience in real-world business environments. Selected courses will be micro-credentialed to better align academic offerings with the operational needs of the food and hospitality sector. Faculty and associates from both institutions will also participate in immersion and exposure trips to gain deeper insights into industry practices.

To further enrich learning, Mercato Centrale and DLS-CSB will co-host data analytics workshops and seminars that draw from Mercato’s field experience—equipping students, faculty, and the broader public with a deeper understanding of market trends and consumer behavior. Students will also take part in project-based learning alongside Mercato, solving real-world entrepreneurial challenges. These will be supported by mentorship-led class enrichment programs that bridge academic theory with practical application.

The collaboration marks a strategic alliance between two institutions committed to empowering the next generation of Filipino food entrepreneurs through accessible, experience-driven education.

For updates on enrollment and course offerings, follow Mercato Centrale on Facebook and @mercatocentraleph on Instagram

Continue Reading

BizNews

Asahi Appliances taps TikTok Shop

By tapping into TikTok Shop’s unique ACE Indicator System—Assortment, Content, and Empowerment—Asahi Appliances has modernized its approach while staying true to its legacy.

Published

on

For over four decades, Asahi Appliances has been a household name in the Philippines, known for its durable electric fans and a broad range of home appliances. Now, the brand has found new momentum in the digital marketplace through TikTok Shop, achieving remarkable growth in the latter part of 2024. By tapping into TikTok Shop’s unique ACE Indicator System—Assortment, Content, and Empowerment—Asahi Appliances has modernized its approach while staying true to its legacy.

Asahi Appliances saw a surge in sales, growing 2,700% year-over-year from Q4 2023 to Q4 2024, and 56.5% quarter-on-quarter from Q3 2024 to Q4 2024. The 11.11 Paskong Panalo Sale played a key role in this momentum, driving sales nearly six (6) times higher than the 10.10 sale that same year.

Reinventing Success with Digital Innovation

Asahi Appliances’s success on TikTok Shop exemplifies how local and heritage brands can thrive in a rapidly evolving digital space. The platform’s ACE Indicator System, which guides sellers in optimizing their assortment, enhancing content, and empowering campaigns, played a central role in this transformation. By refining its product offerings, creating engaging livestreams, and maximizing ad placements, Asahi Appliances connected with a new generation of online consumers.

“TikTok Shop has given us a platform to bring our products and story to life in a way that truly resonates with today’s audience,” said Eunice T. Sy, Vice President of Asahi Appliances. “This has been an opportunity to not just sell, but to engage with our customers on a deeper level, offering them value while staying true to the quality that has defined us since 1982.”

The Power of Assortment and Engagement

Through TikTok Shop, Asahi Appliances curated exclusive offers, including discounts, bundles, and Buy 1 Get 1 deals, tailored to its audience’s preferences. This strategy drove substantial growth, with gross merchandise value (GMV) increasing by 130% quarter-on-quarter. The brand also embraced TikTok Shop’s tools, such as the Shipping Fee Program and Bonus Cashback Program, to create a seamless and appealing shopping experience.

Complementing these efforts was a robust content strategy that featured daily livestreams and collaborations with creators. During major campaigns like 11.11, the brand extended livestream durations to seven hours, engaging customers in real time and significantly increasing impressions. These efforts translated into a 361% year on year growth in livestream sales, with product impressions surging 387% quarter-on-quarter.

Building Trust in E-Commerce

Asahi Appliances’s journey on TikTok Shop reflects the broader value of operating within a safe and trustworthy e-commerce ecosystem. TikTok Shop ensures compliance with Philippine laws, including requiring Philippine Standards (PS) Licenses or Import Commodity Clearance (ICC) certifications for regulated products. These measures provide assurance to both sellers and consumers, reinforcing the integrity of the platform.

“Trust is the foundation of any thriving digital marketplace,” said Franco Aligaen, Marketing Lead of TikTok Shop Philippines. “At TikTok Shop, we go beyond driving growth. We are committed to building a secure and transparent ecosystem where brands like Asahi Appliances can thrive, and consumers can shop with confidence, knowing they are protected by the highest standards of compliance.”

Globally, TikTok Shop has invested over USD 500 million in safety initiatives, including the development of tools to identify and remove non-compliant products. Programs like the TikTok Shop Intellectual Property Rights (IPR) Report further demonstrate its commitment to fostering a secure marketplace.

A Blueprint for Filipino Excellence

Asahi Appliances’s transformation on TikTok Shop is more than just a business success; it is a testament to the potential of Filipino enterprise in the digital age. By blending innovation with heritage, the brand has demonstrated how traditional businesses can adapt to the demands of a new market while preserving their identity.

“This isn’t just about growing sales; it’s about showing what Filipino craftsmanship can achieve when paired with the right tools,” Sy added. “TikTok Shop has been an invaluable partner in this journey, helping us share our story with customers who value quality and authenticity.”

To explore Asahi Appliances’s innovative offerings and see how they’re embracing the digital marketplace, visit their official TikTok Shop.

Continue Reading

BizNews

5 Trends shaping the future of online selling

The consumer ecommerce market is expected to approach $6 trillion by 2027, according to the International Trade Administration, up from roughly $4 trillion in 2024.

Published

on

Thanks to the explosion of ecommerce over the past couple decades, consumers can find virtually any product or service they can think of online. In fact, the consumer ecommerce market is expected to approach $6 trillion by 2027, according to the International Trade Administration, up from roughly $4 trillion in 2024.

A diverse collection of product segments is driving this growth, including everything from fashion and furniture to food and beverage. While major marketplace retailers still lead the category, ecommerce has become commonplace among small businesses, too. In fact, by the end of 2023, an estimated 80% of small businesses had at least basic ecommerce capabilities, according to a report by Digital Commerce 360.

However, small businesses are grappling with challenges such as inflation, supply chain issues and keeping pace with major retailers, among others, that are driving a variety of ecommerce trends in 2025 and beyond, including:

Video Content

Spurred by social media, video content is in high demand on ecommerce sites, too. Videos that explain how to use products, offer tips for using them and demonstrate projects that were completed using a product all earn favor with shoppers. In addition, videos that highlight product features, video reviews on social media and “live shopping events” on the social channels of ecommerce retailers can provide a more appealing interactive experience for shoppers.

Inclusive of the “live shopping events” trends, livestreaming is often popular among consumers as it can create a sense of FOMO (fear of missing out), leading to enhanced brand loyalty and engagement. Short-form videos sweeping social media also drive engagements and offer a quick, appealing way to demonstrate new or popular products.

Personalized Products

Ecommerce provides opportunities for shoppers who appreciate buying products that are uniquely their own. Online buying platforms that allow for customization of products such as shoes, clothing and drinkware can create buyer engagement and earn loyal shoppers who know they can purchase the items they want exactly to their own specifications.

In fact, a survey by McKinsey Insights found 80% of loyal customers prefer shopping with brands that offer tailored choices and personalized experiences. From color selection and accessories to performance variations, custom options can help create a highly personalized shopping experience that allow buyers to interact more directly than they would for a standardized transaction.

Beyond the initial purchase, customized reports and shipping notifications are also becoming the norm. Shippers can alert customers to their products’ delivery status – including any delays or changes – via email, text, video message or, in some cases, a customizable dashboard where consumers can view incoming shipments tied to their account or address, request a different delivery time or location, pre-sign for packages and more.

Micro Purchasing Moments

You may think phenomena like impulse buys or convenience purchases are reserved for brick-and-mortar stores, but micro-purchasing trends suggest otherwise. These purchases are typically made by someone looking for a quick solution or information in a hurry from a mobile device, such as comparing two or more similar products and clicking a “buy now” link, ordering and paying for food ahead of time to skip the line, making a hotel or excursion reservation while traveling or looking up movie showtimes and purchasing tickets from the same page. Ecommerce sites that can establish themselves as a resource, make information easy to digest and simplify the purchasing process are earning customers (and revenue).

Flexible Payment Options

Online purchases were once limited almost exclusively to credit card purchases, but over time, businesses have granted greater flexibility to shoppers when it comes to collecting payment. While this trend has been growing for several years, many contemporary ecommerce sites now accept credit or debit cards, online checks, digital wallet and mobile payment services, cryptocurrency and even installment payments via third-party providers. By 2029, the third-party payment market is expected to almost double from $62.5 billion in 2024, according to findings from Mordor Intelligence.

Simplified Shipping Options

Evolving technology isn’t just improving the browsing and purchasing side of ecommerce; shipping operations are also seeing enhancements. For example, ShipAccel, a digital platform designed by Pitney Bowes, simplifies and enhances shipping operations with advanced ecommerce technology. The platform empowers early ecommerce brands to ship like larger companies with access to discounted carrier rates; more than 80 integrations including leading marketplaces, data and insights to help make smarter shipping decisions; branded tracking; and return capabilities. It features a collection of apps, widgets and application programming interfaces to easily configure new workflows and seamlessly meet the demands of business growth.

“As ecommerce becomes a mainstay, shippers must take a technology-first approach, utilizing platforms that can grow along with the business and partnering with providers who offer deep expertise in the segment,” said Shemin Nurmohamed, president of Sending Technology Solutions at Pitney Bowes. “As a result of using technology like ShipAccel, ecommerce shippers can save money, enhance operational efficiencies and delight customers – all of which support the business’ bottom line.”

Continue Reading
Advertisement
Advertisement

Like us on Facebook

Trending