A company in Minas Gerais is getting a head start on a change still pending in Congress and reducing the workweek from 44 to 40 hours, aiming for a better balance between work, family, and health.

A change that may seem minor in terms of clock time but has a significant impact on the daily routines and health of many Brazilian workers: the end of the 6×1 work schedule. The reduction of four hours per week, which aims to improve work-life balance and foster an organizational culture focused on well-being, is still under discussion in Congress, amid a debate surrounding its impacts on workers, companies, and organizations. While the issue moves forward in the legislative arena, the Ramacrisna Institute, located in Betim, in the Belo Horizonte Metropolitan Area, has decided to implement the change ahead of schedule.

The change in working hours places the institution at the forefront of a discussion that has gained momentum across the country. A study published in 2025 by the scientific journal *Nature Human Behavior* tracked 2,896 workers from 141 organizations in six countries during a workweek reduction experiment. The researchers identified improvements in burnout, job satisfaction, mental health, and physical health, as well as a reduction in sleep-related problems and fatigue.

The Brazilian results also point in this direction. In the first pilot program coordinated by 4 Day Week Brazil, organizations that participated in the work-time reduction experiment reported—among the disclosed indicators—that 87% of workers had more energy to perform their tasks, 60% noted improved engagement, and 44% perceived a better work-life balance.

Gabriella Prado, communications coordinator at the Ramacrisna Institute, is an example of the positive impact of this change. As the mother of Lucas, 6, and Matheus, 3, she explains that the new work schedule has transformed a family dynamic that was directly tied to her work hours.

Previously, due to the 44-hour workweek, it fell mainly to the children’s father to take them to and pick them up from school, for example. The routine also made it difficult for Gabriella to attend important appointments for her oldest son, who has special needs and a schedule that includes medical appointments and therapy sessions. “It may not seem like many hours, but for those with young children, like me, it makes a huge difference. Before, I relied heavily on my husband’s support to organize the children’s routine. Now, I’m able to be present for moments I used to miss,” says Gabriella.

The change has also given her the space to focus on her own needs. Gabriella has already begun planning a new self-care routine and is looking for a physical activity to incorporate into her daily life. “I’ve also started thinking more about myself. I want to take care of my health, exercise, spend quality time with my family, and, above all, be more present in my children’s daily lives. It’s a change that goes far beyond work,” she says.

For Ramacrisna’s Human Resources Coordinator, Aline Michelle, the implementation of the new work schedule is the result of a planning process and an institutional decision that places people at the center of management strategies. “This change was carefully thought out and planned. It is part of the management strategy adopted by Ramacrisna in line with the FIB. We’re not just talking about reducing work hours, but about rethinking people’s relationship with work and with time. We hope this new work schedule will contribute to greater balance, well-being, motivation, and quality of life for our employees,” she explains.

According to Aline, the expectation is that the positive effects will also be felt within the organizational environment. “When a person is able to better balance work with family, health, rest, and personal projects, they tend to be more satisfied and more engaged. We want to build an environment where people feel valued and realize that caring for them is also a priority for the institution,” she concludes.

Reduced Work Hours and Gross National Happiness Certification (GNH)

The change comes at a particularly symbolic moment for the Institute, which recently received the Gross National Happiness (GNH) Certification, granted by the government of Bhutan. This recognition views well-being as one of the pillars for organizational development and aligns with a vision that Ramacrisna has been incorporating into its management practices. The institution also adheres to ESG principles, seeking to integrate social responsibility, sustainability, and good governance practices into its operations.

For Ramacrisna, the certification received from the Bhutanese government represents not only recognition but also a commitment to continue putting these principles into practice. “For us, the FIB certification also represents a commitment. It’s not enough to just talk about happiness and well-being; we need to turn these concepts into practices. Changing our work schedule is one of them,” Aline points out.