Brazil is proposing to end the 6x1 work schedule to establish a maximum 40-hour weekly workweek [1].
The move aims to eliminate the regime where employees work six days and have one day off. This shift addresses long-standing labor concerns and attempts to balance worker well-being with the economic costs of transitioning the national workforce.
President Luiz Inácio Lula da Silva (PT) and Hugo Motta (Republicanos-PB), president of the Chamber of Deputies, discussed the plan during a meeting in the presidential office on Monday, May 25 [1]. The proposal outlines a transition period of 12 months [1]. Under this plan, the weekly workload will be reduced by two hours after 60 days of promulgation [1]. The full reduction to a 40-hour limit will be reached after one year [1].
The legislative process has already seen movement in Brasília. The proposal advanced in the Chamber on Wednesday, May 22 [2]. Additionally, the Constitution and Justice Committee (CCJ) gave admissibility to two Proposed Amendments to the Constitution (PECs) that aim to reduce working hours [4]. A final vote on these measures has not yet occurred [4].
Lawmakers and government officials are currently debating the cost-benefit ratio of the transition [2]. The focus remains on how the reduction in hours will affect business operations and the broader economy, while attempting to improve the quality of life for workers across the country [1, 2].
“Brazil is proposing to end the 6x1 work schedule to establish a maximum 40-hour weekly workweek.”
The shift from a 6x1 schedule to a 40-hour week represents a significant pivot in Brazilian labor law. By implementing a phased reduction—starting with two hours after 60 days—the government is attempting to mitigate the immediate economic shock to employers while fulfilling a social demand for shorter workweeks. The admissibility of the PECs in the CCJ indicates a legislative appetite for reform, though the final impact will depend on the specific cost-mitigation strategies adopted during the one-year transition.
