After a successful year-long trial, Contact is proud to announce that we are permanently adopting a four-day working week on a 100:80:100 model, 100% pay for 80% of the time while maintaining 100% productivity. While this approach is still rare, particularly across the arts and heritage sector in Manchester, we believe it is a vital step towards a more sustainable and forward-thinking workplace.

A Positive Impact on Our Team

Our findings from the trial have been overwhelmingly positive. Staff reported that the new working week allowed them to pursue voluntary, educational and caring responsibilities, as well as enhancing their working networks.

Our production manager Adam said: ‘Contact’s approach to the working week has opened up opportunities within the industry for me. I’m able to engage with additional contracts and keep creatively contributing as a theatre maker, whilst still being part of Contact and its wider community. This has enabled me to develop new skills which I can bring back and utilise in our theatre.’

Another member of staff noted the benefit of additional time for ‘life admin’: ‘I find the four-day week gives me time to focus on completing life admin, such as doctors’ appointments, allowing me to be 100% focused on my job on my four working days.’

Balancing the Needs of a Venue-Based Organisation

As a place-based organisation, we had to carefully consider how best to implement the four-day week while maintaining our role as an arts centre for young people and the local community. We made the decision to close the building on Mondays, which has allowed us to maintain consistency in our operations. However, in acknowledging the trade-offs, this means we are unable to offer free space to young people or take on venue hires on that particular day. Finding this balance has been crucial in making the four-day week work effectively for us.

Time to Adjust and Listen to Our Team

Implementing the four-day week took time. We wanted to ensure that all staff were properly consulted, that any concerns were addressed, and that the new structure had fully settled before making it permanent. This led to a delay in formally announcing the decision, but it was important to us that the change was made in a way that truly worked for everyone.

One of the challenges we are still working through is our holiday allowance. Many staff have reported that, with a shorter working week, they now find it harder to take their full entitlement. We are reviewing whether adjustments might be needed to ensure that time off remains both manageable and beneficial for our team because we don’t want staff to feel under pressure, either to take time off when their workload is at a peak or to or to lose holiday allowance.

Another challenge we have had to consider is that the four-day week doesn’t always work for our Senior Leadership Team and HR. These roles often require attending meetings and carrying out essential work as the organisation requires, which can conflict with the our new hours. We are continuing to assess how best to balance this need while maintaining the principles of the new structure.

A Flexible Future for the Arts Sector

At Contact, we believe that flexibility is key to building a resilient and thriving workforce. Research shows that, for the first time in the history of Randstad’s annual review of the world of work, work-life balance has overtaken salary as the top priority for employees. To continue attracting the best talent in our industry, we recognise the need to evolve.

We were early adopters of flexible and hybrid working models, and now with a permanent four-day week, we are investing in the well-being of our staff, improving productivity, and ensuring Contact remains at the forefront of positive change in the arts and culture sector.

We are incredibly proud to be making this commitment and look forward to seeing the benefits it will continue to bring.