On December 23, 2025, the United Forum of Bank Unions reiterated its demand for a five-day banking week and warned of a nationwide strike in the third week of January 2026 if the government does not respond. The unions highlighted that a memorandum of understanding with the Indian Banks Association in December 2023, and a joint note in March 2024, had already agreed in principle to make all Saturdays holidays. However, the Centre has not yet issued the necessary notifications. The plan is to hold sit-ins at state capitals from January 5, a national press meet on January 13, and then a one-day all-India strike if there is no progress. This could potentially affect branches, clearing operations, and customer-facing services across public and private sector banks.
For ground-level employees, the demand is about more than just an extra holiday. Branch staff describe six-day weeks that often extend into late evenings at quarter ends, with sales targets added to compliance checks and customer service. Many claim they already work unofficially on Sundays to catch up on digital reporting, and that their family life and health have been quietly suffering for years while other sectors moved to five-day norms. Younger officers who joined during the digital banking boom are particularly frustrated that while their apps are marketed as modern and agile, their own work schedules still resemble an earlier era. HR teams inside banks are caught between public commitments to wellness and the reality of long queues, thin staffing, and regulatory deadlines that do not pause for protests.
From a compliance and leadership perspective, the five-day week debate touches multiple layers of law and policy. The new labour codes, state Shops and Establishments Acts, RBI guidelines on branch hours, and the Banking Regulation Act framework all intersect with union settlements and customer expectations. Even before any strike occurs, HR heads must update business continuity plans, map critical roles, and prepare clear communication about attendance, wage treatment, and alternative channels for customers. Boards will need to decide whether to actively support the transition to five-day weeks as part of a broader productivity and digitisation strategy, or treat it as a concession that will only come under pressure. Either way, ignoring the emotional and physical toll on frontline staff is no longer sustainable in an era where every harsh email and overworked weekend can end up on social media.
What changes would you implement first in your bank if a five-day week became reality tomorrow? How should HR balance union pressure, customer convenience, and regulator expectations during this kind of national agitation?
For ground-level employees, the demand is about more than just an extra holiday. Branch staff describe six-day weeks that often extend into late evenings at quarter ends, with sales targets added to compliance checks and customer service. Many claim they already work unofficially on Sundays to catch up on digital reporting, and that their family life and health have been quietly suffering for years while other sectors moved to five-day norms. Younger officers who joined during the digital banking boom are particularly frustrated that while their apps are marketed as modern and agile, their own work schedules still resemble an earlier era. HR teams inside banks are caught between public commitments to wellness and the reality of long queues, thin staffing, and regulatory deadlines that do not pause for protests.
From a compliance and leadership perspective, the five-day week debate touches multiple layers of law and policy. The new labour codes, state Shops and Establishments Acts, RBI guidelines on branch hours, and the Banking Regulation Act framework all intersect with union settlements and customer expectations. Even before any strike occurs, HR heads must update business continuity plans, map critical roles, and prepare clear communication about attendance, wage treatment, and alternative channels for customers. Boards will need to decide whether to actively support the transition to five-day weeks as part of a broader productivity and digitisation strategy, or treat it as a concession that will only come under pressure. Either way, ignoring the emotional and physical toll on frontline staff is no longer sustainable in an era where every harsh email and overworked weekend can end up on social media.
What changes would you implement first in your bank if a five-day week became reality tomorrow? How should HR balance union pressure, customer convenience, and regulator expectations during this kind of national agitation?