What is a four-day week?

Last updated: 14 October 2026

A four-day week means employees work four days a week instead of five. It usually means shorter working hours for the same pay, but it can also mean spreading the same hours over four longer days. In the 100/80/100 model, employees keep 100 % of their pay and work 80 % of their previous hours, with the expectation of maintaining results.

In 1926, exactly 100 years ago, Ford Motor Company moved its factory workers from a six-day to a five-day working week without cutting pay. Henry Ford believed that more leisure time and fewer working hours could increase productivity. In 2017, the Danish company IIH Nordic introduced a 30-hour, four-day week on full pay, after spending the previous year automating and improving internal processes.

A four-day week can mean that employees either work fewer hours or spread their usual working time over four longer days. In 2022, full-time employees in Belgium gained the right to ask their employer for the latter arrangement. With a 38-hour working week, each working day would therefore be 9.5 hours long if the employee wanted the arrangement and the employer approved it. Few took it up: according to Belgian government figures from 2025, fewer than 1 % of full-time employees in the private sector used the option. The British 4 Day Week Campaign has criticised the model because it does not address burnout, stress or overwork.

This page covers the first model, in which employees actually work fewer hours for the same pay, unless otherwise stated. 4 Day Week Global, which is behind many of the trials below, calls this the 100/80/100 model. Employees keep 100 % of their pay and work 80 % of the hours in a "normal" working week.

Researchers at Boston College investigated the four-day week by following 2,896 employees at 141 organisations in Australia, Canada, Ireland, New Zealand, the United Kingdom and the United States. The organisations took part in a six-month trial organised with 4 Day Week Global, introducing a four-day week without cutting pay. Before the change, they received about eight weeks of workshops and guidance to identify tasks that could be improved or removed. Measures included shorter and less frequent meetings, clearer rules for email, fixed periods of uninterrupted work, automation of reporting and customer service, and new project tools.

When the researchers compared working hours before and after the change, they found that employees worked around five fewer hours a week on average. Those whose hours fell the most also reported the greatest improvements in wellbeing.

In 2023, the Portuguese government funded a trial involving 41 companies and more than 1,000 employees. Of these, 21 started together in June 2023 and were followed for six months; the others started in later rounds. The companies chose how to organise the week, and everyone kept full pay. Average working hours fell from 41.6 to 36.5 a week, a reduction of about five hours. Employees reported better mental and physical health than a control group, the share who found it difficult to balance work and personal life fell from 50 to 16 %, and 93 % wanted to continue with a shorter week. After the trial, 17 of the 21 companies that had started together continued with a shorter week.

Pay and workload affect how employees view the arrangement. In September 2026, 90 Norwegian accountants, most of them experienced and state-authorised, answered an internal Sanna survey. Asked what would make a four-day week attractive, 67 % said pay must stay the same, while 66 % said the workload must be reduced rather than simply squeezed into four days.

When the accountants were given a choice between a four-day week at their current salary and a five-day week with 100,000 kroner more a year, 61 % chose the four-day week. 81 % said a four-day week would make them more likely to consider a different employer, and 39 % said it could make them consider changing jobs even if they were not looking. Asked what matters most when choosing a job, 59 % named colleagues and working environment, 43 % pay and 36 % flexible working hours.

The reasons for introducing a four-day week often include preventing burnout, improving employees' wellbeing and attracting strong candidates. Next, we look at changes in working life, the research and some of the organisations that have introduced the arrangement.

Major changes in working life

1919

Norway introduced the eight-hour day and the 48-hour working week in June 1919, when the working week still had six days.

1926: Ford moves to a five-day week

In 1926, exactly 100 years ago, Ford Motor Company moved the workers in its car factories from six days and 48 hours a week to five days and 40 hours, without cutting pay. Henry Ford argued that leisure for workers should no longer be seen as "lost time" or a privilege of the better-off. By his own admission, the change was also meant to raise productivity, since workers were expected to put in more effort in fewer hours. A number of American companies adopted the five-day week in the early twentieth century, and by 1940 it had been extended to large companies by law.

1976

Norway wrote the 40-hour week into law in 1976. Forty hours a week is still the legal maximum for ordinary working time.

1986–1987

In 1986, trade unions and employers agreed in their collective agreements to reduce working time from 40 to 37.5 hours a week, starting in January 1987. The law itself was not changed, so 40 hours remained the legal maximum.

2020–2022: the pandemic and working from home

The pandemic is often seen as a turning point in what employees expect from the organisation of their working lives. In HR Norge's 2024 survey on flexibility, covering more than 340 member companies, 80 % of employers said employees expected more flexibility than before the pandemic.

In 2025, SD Worx surveyed Norwegian employees about their preferred working-time arrangements. 35 % preferred flexible working hours, 26 % a six-hour day and 23 % a four-day week. Flexibility can therefore mean different things: for some it is about when they work, while others want shorter days or fewer working days.

In a different survey conducted for SD Worx in 2024, 1,000 Norwegians were asked which arrangement they would prefer if they could afford to work less. 68 % preferred a four-day week and 24 % a six-hour day. Here they were choosing between two ways of reducing working time, not between all the arrangements in the 2025 survey. The figures therefore do not show that the desire for shorter working hours has declined.

Today: who wants shorter hours?

Employers often see the desire for flexibility as a generational issue. In HR Norge's 2024 survey on flexibility, 76 % of employers said Generation Z demands more flexibility and more adaptation to individual needs than other generations. Other surveys suggest a more complex picture. Time pressure seems strongest for families with young children: in SD Worx's survey, 3 in 10 Norwegians said they barely manage their everyday lives while working full time, and the share was considerably higher among parents of small children. Younger employees, meanwhile, seem to value time at the workplace. In a survey by Akademikerne, four in five said working from home had weakened the professional community at work, and those under 35 missed the social community most.

What the research shows

The main findings so far:

In the largest study, covering 2,896 employees at 141 organisations in six countries, burnout fell and job satisfaction, mental health and physical health improved after the move to a four-day week. A control group of companies whose hours did not change showed no such improvement.
In a government-funded trial in Portugal, 21 companies began working shorter hours on full pay in June 2023. After six months, 17 chose to continue with shorter hours, but 5 limited the arrangement, for example to the summer months. Companies that changed how they worked, for example by shortening meetings or automating tasks, were more likely to continue.
In a British trial, 61 companies tried shorter working hours on full pay for six months. 56 chose to continue with the arrangement they had tried, and a year later at least 54 still had shorter working hours. The companies used different arrangements, so not all had one fixed day off each week.
In Germany, employees whose hours were cut had fewer minutes of measured stress per day than a control group, but took about as many sick days.

The UK, Portuguese, German and Nordic trials were all run with 4 Day Week Global, and several of the largest studies were analysed by the same research team at Boston College, led by Wen Fan and Juliet Schor. The studies from Iceland and Gothenburg took place before 4 Day Week Global's trials began in 2022.

Six countries: less burnout and better health in 141 organisations

Original title: Work time reduction via a 4-day workweek finds improvements in workers' well-being

Juliet B. Schor, an economist and sociologist at Boston College, has researched working time since her 1992 book The Overworked American. Since 2022, she and her team have studied 245 organisations and 8,700 employees that moved to a four-day week, and she set out the findings in her 2025 book Four Days a Week.

The largest peer-reviewed study to come out of this work was published in Nature Human Behaviour in 2025 by Wen Fan, Juliet Schor, Orla Kelly and Guolin Gu. It followed 2,896 employees at 141 organisations in Australia, Canada, Ireland, New Zealand, the United Kingdom and the United States. Before the trials began, each organisation had about eight weeks to remove work that created no value, including meetings without meaningful content, and then moved to a four-day week for six months without cutting pay. Burnout fell, and job satisfaction, mental health and physical health improved. When the researchers looked at why, they found that part of the improvement came from employees feeling more able to do their jobs, sleeping better and being less tired.

To check that the improvement came from the shorter week rather than from something else, the researchers also followed a control group: employees at 12 companies that had shown interest in the trial but did not take part. Their wellbeing did not improve in the same way.

Read the research article in Nature Human Behaviour.

United Kingdom: 56 of 61 companies continued with a shorter week

Original title: The results are in: The UK's four-day week pilot

The British trial ran from June to December 2022 and involved about 2,900 employees at 61 companies. All companies had to reduce working hours without cutting pay, but could organise the reduction in different ways. Some gave everyone the same day off, others staggered days off between employees, and some spread the shorter hours over the year. "Four-day week" was therefore an umbrella term in the trial, not one particular weekly schedule. The research was led by Juliet Schor and Wen Fan at Boston College and David Frayne and Brendan Burchell at the University of Cambridge.

When the trial ended, 56 of the 61 companies chose to continue with their shorter-hours arrangement, and 18 made it permanent. Among employees who answered surveys at both the start and the end, 71 % reported less burnout and 39 % said they were less stressed, while 15 % said no amount of money would persuade them to go back to five days. The number of employees leaving the companies fell by 57 % over the trial period. Revenue at the companies that shared their figures stayed broadly the same, rising by 1.4 % on average. A year later, at least 54 of the 61 companies still had shorter working hours, and at least 31 had made the arrangement permanent.

Read the report on the British trial and the one-year follow-up.

Portugal: 17 of 21 companies kept a shorter working week

Original title: Four-Day Week: Results from Portuguese Trial

The Portuguese government funded a trial evaluated by Pedro Gomes, an economist at Birkbeck, University of London, and Rita Fontinha at Henley Business School, with technical support from 4 Day Week Global. The trial covered 41 companies with more than 1,000 employees, of which 21 started together in June 2023 and were followed for six months, while the others started in later rounds. Companies could choose their own format: in 51 % of companies, employees had one fixed day off each week, while 49 % alternated between four-day and five-day weeks, a total of nine working days over two weeks. Average working hours, including overtime, fell from 41.6 to 36.5 a week.

The researchers compared the employees with a control group of workers from companies that had been interested in the trial but decided not to take part. The employees' mental and physical health improved compared with the control group, and the share who found it hard to balance work and personal life fell from 50 to 16 %. By the end, 93 % wanted to continue. When asked, workers valued the four-day week at 28 % of their salary, and most said they would only move to a five-day job for more than 20 % higher pay.

Of the 21 companies that started together, 17 kept a shorter working week after the trial, although 5 of them scaled it back, for example to the summer months only. How the change was made mattered. Three in four companies changed how they organised their work. The most common change was shorter meetings; others included new management software, automated processes and better internal communication. Of the companies that made at least two such changes, 92 % kept the shorter week, compared with 62 % of those that made one change or none.

Read the final report from Portugal.

Germany: less measured stress, but the same number of sick days

Original title: Die 4-Tage-Woche in Deutschland

The German pilot was organised by the consultancy Intraprenör with 4 Day Week Global, and its results were published by researchers at the University of Münster led by Julia Backmann. For six months in 2024, 45 organisations cut working hours on full pay. Only one in five moved to a full four-day week; the rest made a smaller reduction. Each organisation decided how to implement the change, and larger organisations introduced it only for some employees or teams. Unlike most studies in this field, the Münster team did not rely only on what employees said about themselves. They also collected data from smartwatches and measured the stress hormone cortisol in hair samples.

Employees reported less stress and fewer symptoms of burnout. They slept on average 38 minutes more per week, and their measured stress fell by nearly 90 minutes a week. Compared with a control group, employees with shorter hours had significantly fewer minutes of stress per day. The trial found no significant difference in sick days between the two groups. Of the 45 organisations, 43 completed the trial. The two that dropped out were both large companies and cited economic difficulties or a lack of internal support.

Read the report from the University of Münster.

Sweden and Norway: 10 of 11 workplaces kept a shorter week

Original title: 4 Day Week Sverige & Norge: En studie om kortare arbetstid, smartare arbetssätt och dess påverkan i arbetslivet

Eleven workplaces in Sweden and Norway, in the private, public and non-profit sectors, took part in a six-month trial that for most of them began between November 2024 and January 2025. About 250 employees took part. The study was led by Lena Lid Falkman at Karlstad University in collaboration with Boston College and 4 Day Week Global, and its report was published in 2026. Each workplace chose its own model, most often a four-day week or a six-hour day, and received training in how to reorganise its work.

Employees reported less stress and anxiety, better sleep and greater happiness, and felt more productive, while their workload felt unchanged. The workplaces kept or improved their results, sick leave fell, and 10 of the 11 kept a shorter working week after the trial. Companies run for profit did as well as or better than before, while public-sector participants stayed within budget, held as many client meetings and even carried out more operations. One participant was an accounting firm, and Affärsvärlden reported that it showed a shorter week can work even where a business bills by the hour.

Managers found the change hardest. Several said that the extra work of scheduling staff and keeping the operation running made it difficult to free up hours for themselves, let alone a whole day, and in at least one case the shorter week meant more work for the manager. Lena Lid Falkman suggested this pressure may ease once the new ways of working have settled.

Read about the Nordic study at Karlstad University.

Iceland: 2,500 public-sector employees moved to a 35–36-hour week

Original title: Going Public: Iceland's Journey to a Shorter Working Week

Iceland's trials, run in the public sector between 2015 and 2019, cut weekly hours rather than working days. About 2,500 employees had their hours reduced from 40 to 35 or 36 a week, and productivity and service levels held up in most workplaces. After the trials, 86 % of Iceland's workforce either had shorter hours or the right to negotiate them.

Read the report on the Icelandic trials.

Six-hour days at Svartedalen elderly care home, Gothenburg

Sweden has also tested the six-hour day. In 2015, staff at Svartedalen, an elderly care home in Gothenburg, moved to six-hour days on full pay. To measure the effect, researchers compared them with staff at Solängen, another care home, whose hours did not change. After 18 months, 77 % of Svartedalen's staff said their health was good, against 49 % at Solängen. Sick leave at Svartedalen stayed at around 6 %, while at Solängen it rose from 7 to almost 13 %. The trial was expensive, however: the city had to hire extra nursing assistants to cover the shorter days, and after 18 months it had cost 9.8 million Swedish kronor. Similar trials in Swedish hospitals and care homes at the time rarely led to permanent change, despite good results for staff.

Read the research report on Svartedalen.

The limits of the evidence

The trials do not provide a definite answer about how shorter working hours would work for employers in general. As ETLA noted in its 2025 review, the organisations chose to take part, and many prepared before the trial. They may therefore differ from other workplaces.

The six-country study and the trials in Portugal, Germany and Gothenburg had control groups whose working hours did not change. The trials in the United Kingdom, Iceland and the Nordics did not, making it harder to know whether the changes were due to shorter working hours. Most trials lasted six months, and we know less about the effects over several years.

Objections in Norway

The main objections in Norway concern cost and the supply of labour. In a survey for its 2024 report on labour supply, the Confederation of Norwegian Enterprise (NHO) found that only 2 % of companies believed a shorter working week could be combined with full pay. Around 60 % of those who rejected the idea said it would be too expensive or difficult to keep the business running for the same hours with more staff, and half expected turnover and profitability to fall.

Steinar Holden, professor of economics at the University of Oslo, has said he does not believe in a six-hour day as a general reform, and that it is better for people to work more or less in the phases of life that suit them.

When it has not worked

Not every organisation that tried a four-day week has kept it. Cooper Parry, a British accountancy firm, joined the second UK pilot in October 2022 with around 450 staff. Its chief people officer said that one shared day off would not work for everybody, so each employee was to find their own way of taking 20 % off their working week. The firm ended its four-day week in February 2026.

Krystal, a British web hosting company, returned to a five-day week in 2023 after trying a four-day week. In the company's own explanation, only half of the customer support team was working on Mondays, its busiest day. This caused cases to pile up. Returning to five days would bring the whole team back to work on Mondays. Krystal also said it planned to hire more customer support staff.

At Opportunity Global, a training company in Yorkshire with 35 employees, managing director Michaela Reaney ended a trial a month early in 2021. Around 40 % of her team had struggled with it, and a few experienced serious stress from cramming their work into four days. Working parents also found that having a fixed day off made them less comfortable asking for flexibility on other days.

Researchers who have looked at why trials fail reach similar conclusions. Benjamin Laker of Henley Business School and Chidiebere Ogbonnaya of King's College London argue in MIT Sloan Management Review that four-day week trials tend to fail for two reasons. Leaders keep working five days while expecting their staff to work four, and teams drop a day without changing how meetings and other work are organised, so the same work ends up squeezed into fewer hours. The Portuguese trial found the same: the companies that changed how they worked were the ones most likely to keep the shorter week.

Which companies in Norway have a four-day week?

Here are Norwegian employers that have introduced, tried or announced a four-day week. The arrangements vary, and the table distinguishes between planned starts, trials and arrangements already introduced, based on the available information.

Norwegian employers: working hours, pay and start date
Employer and source	Location	Sector	Model and status	Start date	Pay retained?
Sanna	Oslo	Accounting	Planned 30 hours over four days for the accounting team	1 November 2026 (planned)	Yes
Brunch Oslo	Oslo	Advertising	Four days, Fridays off; continued after finances improved	Around the start of 2024	Initially a 20 % pay cut; full pay restored from October 2024
Akuna	Stavanger	IT	Four-day week with reduced working hours; continued after a one-year trial	2024	Yes
Analyse & Tall	Oslo and Harstad, also an office in Copenhagen	Analysis	Four-day week of 30 hours, with every Friday off for everyone; one fixed home-office day, so staff meet in the office three days a week (company's own information, email from partner Howard Lundberg, 5 November 2026)	15 January 2024	Yes, 100 % pay
Kvalsund barnehage	Kvalsund, Hammerfest	Municipal kindergarten	80 % working time with a rotating day off; three-year pilot project	August 2024	Yes, 100 % pay
Minus 1	Oslo	Technology consulting	Four days with the "minus 1 day" off; employees can choose to work five days	From the company's founding	Not stated in the source
Culturas	Norway	Organisational development	States on its website that it has a four-day week; weekly hours are not specified	Not specified	Not specified

Brunch Oslo started with a 20 % cut in both working hours and pay to avoid redundancies after losses in 2022 and 2023. From October 2024, employees kept the shorter week on full pay. Akuna introduced three hours of shared focus time each day and cut many meetings to make better use of working hours. Analyse & Tall introduced a 30-hour, four-day week on full pay on 15 January 2024, and later introduced three fixed office days after employees found they were seeing each other too rarely.

Kvalsund kindergarten is taking part in a three-year pilot project in Hammerfest municipality. Employees work 80 % of their usual hours and keep 100 % of their pay. This is reduced working time, not a normal working week squeezed into four days. The Union of Education Norway describes the trial.

Employers in other Nordic countries

Denmark
IIH Nordic
A Danish digital agency that in February 2017 became the first company in Denmark to introduce a four-day week, with 30 hours and no cut in pay. It spent the year before preparing: every employee spent one day a month finding ways to automate or improve internal processes. In the first year, sick leave halved to 1.7 %.
Denmark
Abtion
An IT company with 34 employees in Copenhagen and Odense that gave all its staff Fridays off with no cut in pay, originally to attract IT specialists. To produce as much in four days as it had in five, it introduced fixed shared working hours from Monday to Thursday.
Denmark
Umage
A furniture and lighting design company that moved its employees from 37 to 30 hours a week over four days in August 2019. The employees took a pay cut as part of the change. Its chief executive, Jacob Nannested Hansen, said the aim was to improve both efficiency and wellbeing, and the company hired student assistants to handle urgent tasks on Fridays.
Sweden
Socialförvaltningen Nordost
The social services administration for north-east Gothenburg, where around 90 staff in three units took part in the Nordic trial, working either one day less a week or a six-hour day. Its HR manager, Frida Johansson, said the change had not increased costs or reduced quality, and the social services chose to continue after the trial.
Sweden
Altitude Meetings
A conference and meetings company in Malmö. Since September 2023 its staff have worked four days every second week, alternating 32-hour and 40-hour weeks, on full pay.
Finland
Kasvu Labs
A software company with seven employees that reduced working time without reducing pay. Everyone has Fridays off, which keeps holiday and payroll calculations simple, and its leadership says the main reason is a better balance between work and life.
Other countries
In the United Kingdom, the 4 Day Week Foundation keeps a register of accredited employers, which listed 263 organisations in September 2026. 4 Day Week Global has also run trials in Australia, Canada, Ireland, New Zealand and the United States.

About Sanna and the four-day week

From 1 November 2026, Sanna is introducing a four-day working week. A full week for the accounting team will be 30 hours over four days, with no reduction in pay, and the fifth day is not made up by working longer days.

Sanna is a Norwegian accounting firm started by Petter Reistad in 2025. The firm now has around 2,000 companies as clients, with about 20 employees in Oslo and one accountant in Sweden.

The aim is for Sanna to be Norway's best accounting firm to work for as an accountant. The company expects artificial intelligence to make accounting work more efficient and believes some of the time this saves should benefit employees. Sanna also expects the four-day week to make it easier to attract talent.

Questions about working less

Can I ask my employer for a four-day week?

Yes, you can ask your employer for a four-day week, but you have no general statutory right to four working days on full pay. You can agree on such an arrangement. The right to reduced working hours and the right to flexible working hours are separate rights with specific conditions.

Am I entitled to reduced working hours?

You may be entitled to reduced working hours under section 10-2, fourth paragraph, of the Norwegian Working Environment Act if you are aged 62 or over, or have health, social or other substantial welfare reasons. This can include caring responsibilities, for example. The reduction must be possible without substantial inconvenience to the organisation. The right does not automatically provide full pay or a particular day off. Apply in writing and explain why you need shorter working hours, how you would like to distribute them and how long the arrangement should last.

What is the difference between a four-day week and a six-hour day?

A four-day week means fewer working days, while a six-hour day means shorter days. Four days of 7.5 hours and five days of six hours both amount to 30 hours a week. A compressed four-day week, however, can have the same number of hours as a five-day week. Compare the number of hours, how they are distributed and the pay, not just the name of the arrangement.

Will my pay fall if I work less?

It depends on the agreement. Reduced working hours under section 10-2, fourth paragraph, of the Working Environment Act do not entitle you to compensation for lost pay, so pay normally falls proportionately. If the employer introduces shorter working hours on full pay, you keep your pay as agreed. Clarify working hours and pay in writing before the change.

What are normal working hours in Norway?

Normal working hours are 40 hours a week and 9 hours a day under section 10-4 of the Working Environment Act. Many collective agreements provide shorter working hours, often 37.5 hours a week. A four-day week is therefore always an agreement to depart from the general rule.

Can my employer refuse reduced working hours?

Yes. The right to reduced working hours under section 10-2, fourth paragraph, of the Working Environment Act applies only when the conditions are met, and the employer can refuse an application if the reduction cannot be implemented without substantial inconvenience to the organisation. Outside this right, shorter working hours must be agreed.

How many hours is a four-day week?

It depends on the arrangement. In the 100/80/100 model, the week goes from 40 to 32 hours. Other organisations have 30 hours, or other totals. A compressed week has the same number of hours as before, spread over four days. Look at the hours and the pay agreement, not just the number of days.

Can I work overtime on a four-day week?

Yes. A four-day week is an agreement on normal working hours, not a ban on extra work. Extra work follows the rules of the Working Environment Act, including requirements for valid grounds and limits on how much extra work may be carried out.

Articles and media coverage

AI rising star valued at 120 million kroner — introduces a four-day week. Dagens Næringsliv, 13 October 2026. Accounting company Sanna and company Celsia raise 30 million kroner in venture capital and introduce a 30-hour week for the accounting team.

Ulrik (28) accepted a four-day working week on full pay. NRK Trøndelag, 14 October 2026. Accountant Ulrik Lager describes what it is like to work 30 hours over four days at the newly established accounting firm Sanna.

Ukeslutt: The four-day working week. NRK Radio, 10 October 2026. The segment begins 4 minutes and 39 seconds into the programme and covers the four-day week on full pay.

HR Norge chief Even Bolstad: The four-day week will have major negative consequences. Dagens Perspektiv, 29 November 2024. Even Bolstad warns about the costs of shorter working hours on full pay for businesses and municipalities.

Tested the four-day working week: "An eye-opener". E24, 16 January 2025. A follow-up on Norwegian organisations that have tried a four-day week, including the advertising agency Brunch Oslo.

Wants a four-day week: "We need to think differently". E24, 17 January 2025. Mímir Kristjánsson of the Red Party and then Minister of Labour Tonje Brenna disagree about shorter working hours in health and welfare professions.

4 Day Global wants to test the four-day working week in Norway. NRK Sørlandet, 11 June 2024. Coverage of plans to trial four-day weeks and six-hour days in Norwegian organisations.

A compressed working week or a regular five-day week?. BI Business Review, 9 October 2024. A review of research on compressed working weeks, in which the same hours are spread over fewer days. This is a different arrangement from reduced working hours on full pay.

The four-day working week must wait. Adresseavisen, 13 March 2024. An editorial arguing against a general introduction, while supporting limited trials.

Introduced a four-day week — now sick leave is at a record low. Utdanningsnytt, 24 January 2025. Kvalsund kindergarten in Hammerfest reports lower sick leave and more job applicants after introducing a four-day week on full pay.

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