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Once considered a progressive outlier, the model is now rapidly gaining attention worldwide. Since the evolutional impact of Covid-19, countries like the UK, Germany, and even Iceland as early as 2015, have led the way with promising outcomes. Most recently, this April marks the participation of Japan in this transformative movement.

In practical terms, the concept of four-day workweek typically involves an approximately 32-hour work schedule per week, offering employees one additional day to focus on personal interests and energy replenishment. This extra time is considered a leveraging push towards physical and mental well-being, whether through exercise, reading, mindful practices, or simply embracing a slower pace of life.

How shortening workweek is transforming the global workplace

As the foundation of the four-day workweek concept aims to improve employee productivity, satisfaction and mental health, many global brands and companies find the motivation to apply the model and search for more enhanced efficiency in working progress. 4 Day Week Global, an organization supporting companies with their specialized programs, reported a significant reduction of up to 64% in burnout cases and 32% in quitting cases after applying the program.

Consistent findings from the Flexa platform reveal a mutual signal overtime: workers trialed with the new workweek show strong preference towards the changes, and this trend has grown steadily in the job market halfway through 2025. The collected data highlights a growing desire for reduced work hours and work-life balance.

In August 2019, Microsoft Japan conducted a trial of a four-day work week as part of their “Work-Life Choice Challenge”, by offering employees paid Fridays off. The results left strong impressions that opened major indications for this breakthrough system:

• Productivity Increase: Microsoft Japan reported a 40% increase in productivity during the trial period. This was largely due to more efficient meetings and improved time management.
• Cost Savings: The company also saw a reduction in operational costs, including a 23% drop in electricity usage and a 59% decrease in paper consumption, building the ground for further sustainable impacts.
• Employee Satisfaction: Employees also reported feeling happier, gained higher motivation, and reduced stress with the additional day off, which contributed to an overall improvement in evaluating their work-life balance.

Naturally, this transition isn’t the ideal structure for everyone. Specialized industries like healthcare, retail, and industries that require streamline and continuous customer service will have to consider adjustment in operating hours or staffing models. Compressing a full workload into fewer days can risk increased pressure on employees if not carefully managed due to workload compression caused by shorter hours, yet maintaining a similar five-day work scope. Likewise, regulatory frameworks in certain sectors may limit flexibility around working hours and staffing levels.

Our experiences with the Four-day Workweek

At The Brand Promise, we have embraced this model with a commitment to tailoring the working experiences to our team’s preferred rhythm, with an emphasis on developing life as a whole. Novelty is inevitable in implementing this model at the early stages, but time passes and the team undoubtedly has benefited from the awaiting advantages. A longer weekend has allowed our team to intake deep rest and recharge, returning to work with renewed energy, motivation, and a spacious mind to look for both personal and professional growth. The added flexibility also empowers a better balance between personal responsibilities and development opportunities.

But here comes the reality. In truth, despite the changes, we are not yet fully committed to the schedule. Not entirely — not just yet.

There are weeks when the rhythm stretches beyond four days, especially during high-demand periods. At times, the weight of multiple projects, client timelines, and operational needs calls for more hours, more presence. And that’s the honest reflection of a business still in its second year, actively navigating a fast-paced, evolving landscape. We acknowledge that this journey is less about perfection and more about progression — learning how to honour our intentions while meeting the needs of a growing, dynamic business. For us, the four-day model is not a rigid framework, but a compass: one that reminds us to return, again and again, to what matters — individual holistic development, wellbeing, and conscious leadership.

This mindset also calls for a shift in how we define work itself. The four-day week is more than a reduction in hours – it is a reimagining of how, when, and where work happens. It opens a new direction, where work efficiency turns vital and is measured not only through the number of hours worked but also through the quality and results achieved.

Thus, this shapes The Brand Promise’s working culture and drives our team to find the optimal efficiency without compromising quality as we move forward. As one of Vietnam’s pioneers in workplace innovation, we remain committed to exploring models that empower our employees to reach their full potential, building a strong foundation for a “happy, well, and dynamic” team. That said, we understand that while this model works for us, its fundamental truth stands strong: four-day workweek is not a one-size-fits-all solution. Different sectors face unique challenges, and what works in one context may not always translate seamlessly to another. For The Brand Promise, we continue to refine our approach, knowing that adaptability is key to finding the best fit for our team and ensuring we keep our promises to all partners and to ourselves.