Questions and answers

The implementation of the reduction can vary between workplaces and is determined by what is most suitable for the workplace and the staff. Therefore, it's crucial to carefully examine all aspects of the operations, procedures, and workflows, and to lead this effort, a special working time group will be appointed at each workplace.

Staff will choose their representatives for the group, and additionally, it will be composed of representatives chosen by the director. Working time groups will have access to educational material on how best to conduct this work as well as information on ways to increase efficiency and productivity so that employees' presence can be shortened.

The working time group at each workplace will then call for a reform discussion where employees and managers collectively discuss which working time arrangement fits best. Subsequently, the working time group will present proposals for voting.

The new arrangement is expected to take effect no later than January 1, 2021.

The operations of individual departments within the same workplace can differ, so it is not guaranteed that the same work time arrangement will suit everyone. In some cases, a daily reduction of working hours may be suitable for some departments while a weekly reduction might work better for others.

Therefore, the implementation can vary, but it is not intended to be individualized. Furthermore, the outcome of the reform discussion might also be that the arrangement already in place is the most suitable.

If an agreement on the maximum reduction of working hours, i.e., about 4 hours per week, is reached, paragraph 3.1 concerning meal and coffee breaks becomes inactive. This doesn't mean that employees won't be able to take breaks to get a cup of coffee or have lunch; it's just not a formal break in the context of the collective wage agreement. Where employees need someone to cover for them to take a break, the workplace must ensure scheduled consumption breaks. Employees can also choose to retain control over a portion of their meal and coffee breaks, but that will result in a less significant reduction of working hours accordingly.

Before we can shorten the workweek, a thorough examination and analysis of workflows, processes, and the tasks that employees perform is essential.

To achieve the goal of mutually beneficial workweek reduction for staff and the workplace, changes to work arrangements may be necessary, such as enhancing digital services and implementing time management, among other measures.

The reform discussion initiated by the working time group is a prerequisite for reducing working hours, especially in areas with high workload.

In workplaces with significant flexibility, the outcome of the reform discussion may be that no changes to the work arrangements are necessary.

At many workplaces, taking short breaks for personal errands during working hours is common and when adding gym time, it is questionable whether the active work hours per week exceed 36 hours, which would equate to the maximum reduction.

One of the main goals of Better Working Hours is to facilitate the integration of work with personal life for employees. Increased overtime would be directly counter to that goal.

Employees’ wages should not decrease with reduced working hours, and it's also a key premise that this reduction should not lead to increased costs for the City.

Therefore, the reform discussion is necessary, as the reduction must bring mutual benefit to both workplaces and employees.

It is anticipated that work hour reduction will be implemented uniformly for the entire workplace.

However, different arrangements within the workplace may be possible, tied to specific divisions or groups of employees, provided the operations allow for such an arrangement.

It is important to note that arrangements are not negotiated individually; work time changes are not made on a per-employee basis.

Part-time staff are entitled to reduced working hours proportional to their employment percentage.

An employee in a 50% position at a workplace that has agreed to a 13-minute daily shortening of work hours is entitled to a 6.5-minute reduction per day, such that their presence reflects an 18-hour work obligation per week and additional breaks.

No, this is not anticipated in the day shift arrangement, as the change should not lead to increased costs.

No, changes to the work time schedule should not lead to either a decrease or an increase in employees' wages.

However, it may be necessary to review the composition of wages considering overtime 1 and 2 and other compensation.

A shorter workweek should not lead to increased overtime, as no additional wage costs are anticipated.

The collective wage agreements of BHM members and the Preschool Teachers' Association provide that agreed work time reductions can be accumulated for taking off in full or half days in a regular and organized manner during periods that suit the operation of the workplace. The aforementioned is not intended to extend summer vacations.

The collective agreements of BSRB and ASÍ members emphasize taking the reduction continuously, i.e., daily, weekly, or biweekly.

This group of employees with the day workers on shifts arrangement must be examined specifically in the analysis for preparing the implementation of Better Working Hours.

Fundamentally, day workers on shifts are day workers, but the result of the operational analysis may suggest these employees should rather be classified as shift workers.

The labor unions that have not made a specific agreement on the implementation of working hours (attachment 1) are as follows:

• Félag grunnskólakennara (Association of Primary School Teachers)
• Félag kennara og stjórnenda í tónlistarskólum, association of teachers and administrators in music schools
• Félag íslenskra hljómlistarmanna, association of Icelandic musicians
• Skólastjórafélag Íslands (Association of School Directors in Iceland)

Yes, it is necessary to assign specific individuals to oversee the project at each workplace to ensure its progression.

The working time group should include representatives of both staff and management. It is crucial that the group reflects the diversity of jobs at the workplace and the varying circumstances of the employees, such as whether their attendance is fixed or flexible.

It must be ensured that representatives from ASÍ, BHM, and BSRB each have their own representative in the group, assuming that the employees of the workplace are members of these alliances' affiliated associations.

The manager is responsible for calling for nominations and suggestions for individuals to sit on the working time group and for calling the group's first meeting.

Each workplace decides the number of members in the group, but the main point is that the group should reflect the diversity of positions at the workplace.

The aim is for the groups to be small; however, each workplace decides what's best, since workplaces vary.

The working time group's role is to lead the discussion on work hour changes at each workplace. This includes gathering information about and analyzing the workplace's operations.

Subsequently, the group forms discussion points for consultative meetings with staff (reform discussion), processes the results, sends representatives to consultations with workplaces providing similar services, and ultimately proposes changes to the work schedule and breaks arrangement.

The electronic form for the results of the reform discussion and voting specifies what should be included in the working hours agreement.

It is necessary to detail the improvements the workplace intends to make as well as to define the implementation of schedule reductions and breaks.

At least half of the employees need to participate in the voting, and a simple majority decides the outcome.

When proposals are divided, for instance by staff groups, divisions, or offices, a majority of the staff the proposal concerns must approve it.

The proposal that receives the most votes is considered approved, and the majority of the employees affected by the proposal must participate.

If the difference is small, a repeat vote between the top two proposals could help achieve consensus on the outcome.

No, it's the majority's decision in the voting on the working time group's proposals that counts.

An unsuccessful consultation refers to a situation where a workplace either rejects the working time group's proposal(s) for changed work arrangements, or the group fails to reach a decision on changes to present for voting.

Annex 1 states that if an agreement on changed work hours is not reached, the work time of employees will be shortened by 13 minutes per day, and breaks will follow the same arrangement as before according to section 3.1 of the collective agreement.

Following a notification of an unsuccessful consultation, the Department of Human Resources & Work Environments will convene the implementation group, which has the role of assisting staff and management in achieving mutual benefits with the changed work hours arrangement.

Many workplaces already offer a great deal of flexibility, allowing staff to attend to family and personal errands during work hours, as it is often the only time of day when certain tasks can be addressed.

There needs to be a specific discussion about how to handle 'quick errands' and whether they can be eliminated altogether during work hours, as staff can attend to those tasks in their free time once the working hours have been shortened.

If that is not possible, it is the policy of Reykjavík City that staff may attend to personal matters such as funerals, medical appointments, parent interviews, and similar tasks as long as workplace conditions permit, as detailed in the Attendance Policy of Reykjavík City.

In such cases, the employee should always consult with their supervisor, and it is not considered work time.

Therefore, staff must clock out during such absences, which may then be considered the allocation of the workweek reduction equivalent to the duration of the absence.

However, absences for doctor's visits should not result in loss of income or deductions from employees' fixed salaries, provided the reason is urgent and it was not possible to reschedule the appointment.

It means that the employee can use that time as they wish, leave the premises, or do whatever they please during that time.

According to the collective agreement, day workers are entitled to a 30-minute unpaid lunch break. In addition, there are two coffee breaks, 15 and 20 minutes each, and they are paid. If staff utilized the unpaid lunch break and the 35 minutes of coffee breaks, the workday before changes would be 8 hours and 30 minutes.

To shorten the workday, it has been agreed to use the coffee breaks as part of the lunch break at most workplaces. The implementation varies because at some workplaces the lunch break is 30 minutes, while at others it is 35 minutes.

The daily presence where lunch break is 30 minutes is, therefore, 7 hours and 55 minutes, while where it is 35 minutes, the presence is 8 hours.

At some workplaces, coffee breaks may continue to be taken before and after noon, while work is done during lunchtime. In that case the presence is also 8 hours.

Specifically, the general provisions of collective wage agreements in section 3.1 regarding meal and coffee breaks during day work hours are as follows:

3.1.2 It is permissible to extend, shorten, or eliminate lunchtime with an agreement between the institution's representatives and a simple majority of the employees concerned.

3.1.3 If the mealtime during the daytime work period is changed according to Article 3.1.2, the daytime work period ends later or earlier accordingly. If mealtimes are extended as per Article 3.1.2, the extension does not count as part of the work time.

3.1.4 On a normal workday, there should be two coffee breaks, 15 minutes and 20 minutes, which are considered work time.

3.1.5 Coffee breaks can be extended, shortened, or eliminated in the same way as lunchtimes.

The goal of Better Working Hours is to promote a better work environment and workplace culture. It's important for the mental and physical well-being of employees to take regular breaks from work, and therefore workplaces need to plan changes in working hours with this in mind. So yes, there will be lunch breaks.

However, these breaks will no longer be at the discretion of employees to schedule as they please, nor at predefined times, but rather when opportunities arise. The duration of breaks will be adjusted to better working hours. In cases where employees are required to be present and cannot leave without finding a replacement, a system must be implemented to allow for breaks.

It is also important to remember that provision 3.4 regarding meals and cafeterias remains unchanged, meaning that employees will still have access to a cafeteria where possible or receive meal allowances.

Therefore, it is still expected that employees can eat during work hours, but they will not have 30-35 minutes for a lunch break to use at their discretion. In this regard, it is necessary to discuss and determine a reference time for lunch, taking into consideration the operation and circumstances at each workplace, such as access to a cafeteria.

Likewise, it is still anticipated that employees can have a cup of coffee and other refreshments even though formal coffee breaks are not specified.

The provisions 3.4 regarding food and cafeterias remain unchanged, which means that employees will still have access to a cafeteria as feasible or receive meal allowances according to further conditions thereon.

To achieve a reduction in working hours, concurrent changes in work arrangements, workflow, cooperation, and time management must be examined so that the objectives of mutual benefit for both employees and the workplace can be realized.

Improvements in workplace operations are a prerequisite for being able to shorten the workweek.

It is emphasized that the project for better and shorter working hours is a collaborative effort and it is important that all employees and managers contribute to its success.

Detailed information on the reform discussion and talking points. Also included are good tips about mindset and innovation during changes.

Employees cannot 'postpone' the reduction of working hours or earn the right to take it at other times than what the working hours agreement dictates.

It must be kept in mind that the reduction of the workweek is not intended to increase or decrease other rights. Thus, it does not affect the accrual of other rights such as vacation or sickness benefits.

Neither credit nor debt is created for reduced hours not taken according to the working hours agreement.

Employees cannot 'postpone' the reduction of working hours or earn the right to take it at other times than what the working hours agreement dictates.

It must be kept in mind that the reduction of the workweek is not intended to increase or decrease other rights. Thus, it does not affect the accrual of other rights such as sickness benefits.

Neither credit nor debt is created for reduced hours not taken according to the working hours agreement.

The conditions for meal allowances are stipulated in Article 3.4 of the collective agreements of Reykjavík City.

Even though the duration of lunch breaks will be adjusted to better working hours, it is not expected that the payment of meal allowances will cease, provided the other conditions of the provision are met, i.e., the employee's work duty corresponds to at least a 50% working ratio, and the employee has a work obligation at a fixed workplace from 11am to 2pm excluding lunch breaks, or possibly from 6pm to 8:30pm.

The implementation of reduced hours/presence on individual workdays can therefore affect the payment of meal allowances for that day, as per the aforementioned conditions for payment, for example, in the case of maximum reduction, and if the schedule is weekly from noon.

Employees who are absent from work are not expected to participate in workplace reform discussions or the vote on reducing the workweek.

The minimum vacation is 30 days (240 working hours), and accrual still references a 40-hour workweek according to chapter 4 of the collective wage agreements.

Consequently, vacation time must be calculated based on a 40-hour workweek, as if no reduction has occurred. The same applies to those taking partial-day vacations.

For example, if an employee has a 4-hour worktime reduction on a given day but takes the entire day off, 8 hours of vacation time will still be deducted.