Recently, the Indonesian Ministry of State-Owned Enterprises officially launched a four-day work week initiative, following a successful pilot program that began in June 2024.

This voluntary program, called the ‘Compressed Work Schedule’, allows eligible employees to complete their 40-hour work requirement across just four days, with the option to do this up to twice a month.

Currently, this initiative is limited to the Ministry of State-Owned Enterprises and has not yet been extended to the state-owned companies under its oversight. The initiative aims to alleviate employee stress and improve work-life balance, addressing the mental health challenges faced by the younger workforce.

The dilemma of a four-day work week has been an ongoing one in Asia, especially with burnout  on the rise. In cities such as Tokyo, Japan, four-day work weeks have been implemented to help employees cope with mental health struggles and to increase fertility. Other countries, such as Singapore, have seen ongoing debates with employers largely rejecting the notion, citing costs and a loss of productivity.

However, the communications industry is different and it is widely accepted that an ‘always on’ mentality still largely persists. According to a 2024 study by Never Not Creative, it was found that 70% of professionals in the media, marketing and creative sectors have experienced burnout in the past 12 months.

So could a four-day week then work in the industry to retain talent and prevent burnout? According to Pamela Tor Das, VP, Singapore and Emerging Markets at TEAM LEWIS, regardless of industry, the concept of a compressed work week is only possible if it is a norm within the industry. “In agency consultancy work, which is client-facing, if our clients are on a five-day work week, this will be hard to implement,” she said.

She added that for such an initiative to be successful before a wider workforce implementation is in place, it would depend on a market’s existing work norms and culture.

“When it comes to supporting mental wellness and defining work-life balance, it’s an overall work culture we need to promote in a nation. Not something confined to a specific industry or service. Rather than setting fixed guidelines on work hours, which can be hard to implement in our line of work, burnout typically happens when individuals can’t draw the lines between work and personal time,” she explained.

Das noted that for TEAM LEWIS’ teams in Singapore and Indonesia, they are constantly trying to balance service levels with a view point of urgency. “This requires constant education for not just the team but also clients – conversations on how to draw lines and boundaries. We’re not excelling at it yet but we are constantly trying and if more companies do so, that’ll enable us to build a similar culture across the nation,” she said.

Adding to her point, Chatrine Siswoyo, senior advisor for the ASEAN region at Vero noted that the industry is inherently fast-paced, reactive, and client-driven. “Client needs do not fit neatly into a fixed schedule—our teams need to be on standby every day, and during crises, 24/7 responsiveness is essential. Our work is highly dynamic, requiring flexibility to meet media cycles, urgent client requests, and evolving situations,” she said.

While Siswoyo argued that it is possible to adopt a four-day work week, Asia is still relatively conservative when it comes to workplace flexibility, especially in industries where client servicing is a priority.

“Many Asian businesses still equate productivity with visibility, and traditional work ethics often emphasize long hours. However, there is growing momentum in markets such as Singapore and Japan, where work-life balance is increasingly recognized as a business advantage,” she said.

She added that in Indonesia and other Southeast Asian markets, there is still a strong expectation for responsiveness, but younger professionals and agencies embracing hybrid work models signal that change is possible.

“Vero’s experience with flexible work shows that it is possible to build a culture where trust and autonomy drive productivity. Our work-from-anywhere policy allows teams to balance their personal and professional lives without sacrificing high-quality client service,” she said. “Another advantage is that greater work flexibility can increase workforce diversity and inclusivity. A more accommodating work model allows mothers, caregivers, and those who may not be able to work rigid office hours to participate fully in the workforce. This would not only open opportunities for a broader talent pool but also bring in fresh perspectives, which is essential for an industry that thrives on creativity and understanding diverse audiences.”

Working Smarter, Not Harder 

Meanwhile, some comms leaders argue that it is really about setting a standard from the top down. “Communications is a 24/7 job so it’s really less about having an official four-day policy but rather, planning your work well and synchronizing your output and outcomes with your leadership,” said Syed Mohammed Idid, general manager of strategic communications and stakeholder engagement at West Coast Expressway in Malaysia.

“If you can achieve your goals, why not a three-day week right? Why not a six-hour day? It all depends on management and leadership because at the end of the day, comms is about the outcome and doing whatever it takes to achieve it even if it means working extra some days and less on others,” he said.

Adding to his point, Brian Griffin, CEO and founder or Vero said that at his agency, they remain committed to hybrid work and have naturally found a rhythm where Monday to Thursday are incredibly productive days, while Fridays tend to have a slower pace. “In fact, in 2025, we made the move to formally ban internal meetings for all Vero teams on Fridays to help our teams ease into the weekend with more focus and flexibility. In practice, we have already embraced the essence of a four-day workweek—without a formal policy to enforce it,” he said.

Agreeing with him, Ashvin Anamalai, CEO of DNA Creative Communications noted that the key isn’t working fewer days—it’s working smarter while keeping the agility this industry demands.

"Compressing 40 hours into fewer days doesn’t reduce workload; it just reshuffles it—potentially creating bottlenecks, slowing down approvals, and making teams less available when clients and media need them most. It could also mean employees end up working longer, more intense days, leading to burnout rather than balance," he said. 

As such, Anamalai explained, the focus should be on flexibility and efficiency—giving teams the autonomy to manage their time while ensuring we remain responsive, creative, and competitive. In communications, success isn’t about working fewer days—it’s about working smarter, faster, and with the right priorities.

"Asia isn’t ready for a four-day workweek—but it is ready for a smarter, more efficient way of working," he added.

At the end of the day, Siswoyo summarises it best when she says that a four-day work week is possible as long as one is mindful that the primary challenge is the unpredictable nature of PR and communications. “Crisis management, media relations, and real-time engagement often require professionals to be on standby beyond standard work hours. If agencies adopt a results-oriented culture rather than a "being available all the time" mindset, it could be a viable model. The key is not just fewer days but smarter work,” she said.