Discover how a pioneering approach to working hours delivered transformative results for employees, the business, and the environment.
Alba Facilities Services (AFS), a Glasgow-based facilities management company, has achieved something remarkable: a complete transition to a 4-day working week with no reduction in pay - and the results have set a new standard for the industry.
Launched in October 2023 in partnership with Strathclyde University, the initiative was part of a Knowledge Transfer Partnership (KTP) that placed a dedicated graduate into the business to analyse the pilot and draw insight from global best practice.
This was no token gesture. It was a strategic move to address multiple challenges head-on - from boosting productivity and employee engagement, to creating sustainable business growth and weathering the cost-of-living crisis.
Innovation In Action
The goals of the 4-day week pilot were bold and ambitious:
- Enhance employee wellbeing and work-life balance
- Improve productivity and business efficiency
- Drive innovation across all levels of the company
- Lay foundations for future growth and resilience
- Reduce Alba’s environmental impact
To make this vision a reality, AFS’s senior leadership team led from the front, overcoming structural and operational hurdles and embedding cultural change at every level of the organisation.
Managing Director Ian McCall explained to David Frise on the Behind the Built Environment Podcast Extra, that the spark came after listening to Andrew Barnes’ TED Talk and audiobook on the 4-day working week. Inspired, he began to analyse Alba’s productivity data and realised it could be feasible in FM – despite common perceptions that client-facing, reactive services could never adapt.
A People-First Approach
Key to the project’s success was deep employee involvement. Rather than impose the changes from the top down, Alba ensured its workforce was central to the design and delivery of the initiative:
- Designated “4-Day Week Champions” were appointed across the business to represent colleagues and feed ideas into the programme.
- A comprehensive internal communications campaign - including staff meetings, one-to-ones, and video updates - helped keep everyone informed, engaged and reassured.
- Transparent communications extended beyond the business to clients and stakeholders, ensuring service expectations were understood and met.
- Line managers played a vital role in positively reinforcing the change and leading by example.
To ensure fairness, the “gifted day off” model was introduced: employees earned the extra day as long as agreed productivity targets were met. Targets were co-designed with staff, so ownership was shared, and managers used missed targets as opportunities for constructive conversations rather than penalties.
Importantly, the structure varied across teams. The finance team always took Fridays off, since client engagement was low at week’s end. Helpdesk staff rotated days to ensure continuous coverage. Engineers alternated between Monday–Thursday and Tuesday–Friday schedules, giving them one standard weekend and one long weekend in every two-week cycle.
McCall admitted not everyone was comfortable with the model. A small number left, as working to measurable targets wasn’t for them. But for the majority, the cultural change brought greater motivation and efficiency, supported by peer “champions” who relayed feedback anonymously and kept dialogue flowing.
Measurable Results, Long-Term Impact
After 9 months, the pilot concluded - and was deemed such a resounding success that the 4-day week became a permanent fixture in the business.
The outcomes speak for themselves:
Business Performance
- 15% increase in productivity despite a 20% reduction in hours
- First-time fix rate jumped from 72% to 87% - a major efficiency gain
- Year-on-year turnover growth, driven by process innovation and better employee performance
- Creation of new specialist roles to support smarter workflows and enable future growth
Interestingly, productivity gains were tracked not just in the office but also in the field: engineers were less likely to leave sites early, choosing instead to finish jobs fully rather than return another day – saving both travel time and client disruption.
People And Culture
- 80% reduction in staff turnover, far exceeding the original 50% target
- Significant improvement in recruitment outcomes, with new hires citing the 4-day week as a key attraction
- Stronger engagement, motivation, and innovation among teams
- Approximately 4,700 working days returned to employees, offering greater personal time and quality of life
- Employees report feeling more valued, less stressed, and deeply satisfied with the change
Unexpectedly, the change also helped staff financially: some reported saving over £3,000 a year in childcare thanks to their extra day off – a critical benefit during the cost-of-living crisis.
Environmental Benefits
The company achieved a 20% reduction in carbon footprint, thanks to fewer commuting days and better travel planning
Leading The Way In FM
With the permanent rollout of the 4-day week, Alba Facilities Services is now the only known FM business in the UK to implement this model business-wide. The project has positioned the company as a trailblazer in innovation, employee engagement, and sustainable business practices.
Clients were initially cautious, but McCall noted that better planning and elimination of the traditional “Friday early finish” actually meant improved service availability. Emergency and out-of-hours cover remained unchanged.
“Implementing the 4-day work week has been transformational for Alba, and I am delighted with the benefits we’ve seen for both the company and our employees. The project has exceeded all expectations and has been a resounding success.”
Ian McCall, Managing Director
A Model Worth Sharing
Iain McCaskey, Head of Devolved Nations believes this is a story that all members should hear.
“I would like Ian to present this project to Scottish Members at the next Scottish Nation Meeting. It’s a positive, powerful topic – and a story that will inspire other BESA members across the country.”
Reflecting on the journey, McCall offered advice to other FM leaders considering the shift: don’t give staff a blank sheet of paper, but do involve them meaningfully in shaping the process. Communicate openly, appoint champions, and prepare for surprises – both positive and challenging. Above all, commit fully once you start.
Looking Ahead
While optimistic about his team and clients, McCall admitted to “sleepless nights” given wider economic headwinds. Rising employment costs and tax changes have already forced Alba to scale back apprentice recruitment from four to two this year. Yet despite external pressures, he remains confident that the 4-day week has strengthened Alba’s culture, retention, and client relationships for the long run.
Interested in finding out more?
For a deeper dive into the story behind Alba’s 4-day week transformation, hear it first-hand from Managing Director Ian McCall in conversation with BESA Chief Executive David Frise on the Behind the Built Environment Podcast EXTRA.
Looking for more innovative ways to grow and future-proof your business?
Join us at the BESA Annual Conference on 16 October, The Brewery London. This year’s theme, Race to the Top, explores how businesses can thrive in a rapidly evolving industry. Don’t miss the ‘Going for Growth’ session - packed with practical strategies to help you stay competitive and resilient in today’s economic landscape.