Employment 2026 Comparisons

In Norway, there is no general statutory distinction between white-collar and blue-collar workers. Although such terminology may occasionally be used descriptively in practice, it does not constitute a formal legal classification under Norwegian employment law.

The principal statutory framework set out in the Norwegian Working Environment Act applies across sectors and occupations, subject to certain specific exemptions and supplementary rules. As a general starting point, the same core statutory protections apply regardless of whether the employee performs manual, technical, administrative or professional work.

Additionally, in Norway, terms and conditions of employment are to a significant extent regulated through collective bargaining agreements, which may apply within sectors, industries, businesses or occupational groups.

For state employees, specific legislation applies in addition to the general employment law framework. However, the main rules on employee protection are broadly similar in the private and public sectors.

Written Employment Contracts

All employees in Norway are entitled to a written employment contract, regardless of the duration of employment or the percentage of the position. The requirement for a written contract is mandatory and cannot be waived by agreement.

For employment relationships lasting more than one month, the written contract must be in place as soon as possible and no later than seven days after work commences. For shorter engagements, the contract must be in place before work starts.

Mandatory Contract Terms

An employment contract under Norwegian law shall state all factors of major significance for the employment relationship. Mandatory contract terms include:

• the identities of the parties;
• the place of work;
• a description of the work or the employee’s job title, role or category of work;
• the date of commencement of employment;
• if the employment relationship is of a temporary nature, its expected duration and the basis for the appointment;
• probationary period, if agreed;
• the employee's right to holiday and holiday pay, the provisions concerning the fixing of dates for holidays, and any right to other paid leave from the employer;
• the applicable notice periods and procedure upon termination of the employment relationship;
• the pay applicable or agreed on commencement of the employment relationship, any supplements and other remuneration not included in the pay (for example pension payments and allowances for meals or accommodation), method of payment and payment intervals for salary payments;
• duration and disposition of the daily and weekly working hours;
• length of breaks;
• any agreements concerning special working-hour arrangement;
• arrangements for shift changes and/or for work exceeding the agreed working hours, including payment for such work (if applicable);
• information concerning any collective pay agreements regulating the employment relationship;
• the identity of the hirer if the employee is hired out from a temporary-work agency;
• a right to competence development that the employer may offer; and
• social security benefits covered by the employer, including the names of the institutions receiving the employer’s payments in connection with such benefits.

Working Time

The Norwegian Working Environment Act sets forth rules concerning ordinary working hours, breaks, overtime, daily and weekly off-duty rime, work on Sundays and night work.

The maximum regular working hours are nine hours per 24 hours, and 40 hours per week.

For employees working shifts or under certain other specific working time arrangements, the maximum limits are reduced.

The employer and employee may agree in writing to averaging working hours over a period of up to 52 weeks, in which case ordinary working hours may not exceed ten hours in any 24-hour period, 48 hours in any seven-day period, or 50 hours in any single week, and the 48-hour limit may be averaged over eight weeks. In businesses bound by a collective agreement, more flexible arrangements may be agreed with employee representatives, allowing up to 12.5 hours in any 24-hour period and 54 hours in any single week. In all cases, total working time, including overtime, may not exceed 13 hours in any 24-hour period and an average of 48 hours in any seven-day period, subject to a maximum of 69 hours in any single week.

Employees are entitled to at least 11 consecutive hours of daily rest between working periods and a continuous weekly rest of 35 hours. In businesses bound by a collective agreement, derogations may be agreed in writing with employee representatives, provided that employees are granted equivalent compensatory rest or, where this is not possible, other appropriate protection; however, daily rest may generally not be reduced below eight hours and weekly rest below 28 hours.

Working on Sundays is permitted only in specific circumstances provided for by law or agreed in a collective bargaining agreement.

Overtime

Overtime is work performed in excess of the agreed normal working hours. Overtime is only permitted in cases where there is an exceptional and time-limited need for it. The total overtime worked may not exceed ten hours per seven-day period, 25 hours per four consecutive weeks, or 200 hours per calendar year. Collective bargaining agreements may provide for derogations from these limits within the framework permitted by law.

All overtime must be compensated with a “supplement” of at least 40% on top of the ordinary hourly rate. In most collective bargaining agreements, the overtime supplement is 50%. Collective bargaining agreements also often contain more detailed rules on the thresholds for overtime supplements and the basis for calculating such supplements.

Leading or Particularly Independent Position

The working time provisions in the Working Environment Act do not apply to employees in leading or particularly independent positions. These exemptions apply to employees in a genuine leadership role, or in a position that lets them organise their own work and hours largely without supervision. Certain baseline protections nevertheless continue to apply, including the general requirement that working arrangements must not expose employees to undue physical or mental strain.

Flexible Arrangements and Working Time Agreements

Under Norwegian law, employees have a right to flexible working hours, meaning a degree of influence over the start and end of their working day, provided that this can be accommodated without significant inconvenience to the employer. This is intended to facilitate a better balance between work and everyday life, while allowing the employer to refuse such arrangements where they would cause genuine operational disruption. Employees aged 62 or over, and employees with health, social or other significant welfare needs, also have a right to reduced working hours on the same condition, and may revert to their previous working hours at the end of the agreed period.

Part-Time Employment

Employment shall, as a rule, be on a full-time basis. If an employer nevertheless wishes to engage an employee on a part-time basis, the need for part-time employment must be documented in writing, made available to employee representatives and discussed with them before a decision is taken. Part-time employees have a preferential right to an increased position and to additional shifts, ahead of the employer hiring new staff or engaging agency workers for the same work, if they are qualified and if this would not cause significant inconvenience to the business.

Minimum Wage

Norway does not have a single statutory national minimum wage applying across all sectors. Wages are a matter of individual or collective negotiation, and there is no statutory floor.

However, within certain sectors, minimum wage rates set by collective bargaining agreements are made generally applicable by law to all workers in the sector – regardless of whether the employer is bound by the CBA or not. This mechanism applies to sectors such as construction, cleaning, hospitality, catering and food service, road freight transport, the ship-building and shipyard industry, the fish processing industry and the automotive sector. Minimum wage levels in these sectors are updated regularly and employers in covered sectors must comply with the applicable minimum rates and are subject to inspection.

Wage Negotiation

In Norway, salary negotiations largely take place within the framework of the collective bargaining system. Centralised collective bargaining rounds between employers’ organisations and trade unions typically set the overall parameters for wage growth, whether through general pay increases, adjustments to minimum rates or guidelines for local negotiations.

Bonus Arrangements

Bonus arrangements are common, particularly in financial services, technology and other sectors where performance-related pay is established practice. The terms on which a bonus is payable – including targets, payment dates and treatment during notice periods – are a matter of contract.

Vacation and Vacation Pay

Under the Holiday Act, employees are entitled to a minimum of 25 working days of annual vacation (in practice four weeks and one day, although according to market practice and collective agreements, most employees are entitled to five full weeks). Employees aged 60 or older are entitled to an additional six working days of vacation.

Vacation pay is earned in the year preceding the vacation year and is calculated based on the employee’s gross remuneration during that earning year. As a statutory minimum, vacation pay amounts to 10.2% of such remuneration. In practice, however, many employees are entitled to five weeks of vacation, in which case vacation pay is commonly calculated at 12%. Vacation pay is typically paid in connection with the main vacation period, often in June.

Sick Leave and Sick Pay

Employees who are unable to work due to illness or injury are entitled to sick pay, provided that the applicable statutory conditions are met. The employee must document the absence either by self-certification or by a medical certificate, depending on the length of the absence and the employer’s arrangements regarding the use of self-certification.

The employer is responsible for paying sick pay for the first 16 calendar days of sickness absence. Thereafter, the National Insurance Scheme assumes responsibility for the payment of sickness benefits. The employer may continue to pay salary during the period in which benefits are payable by the National Insurance Scheme and seek reimbursement for the amount covered.

Maternity, Paternity and Parental Leave

Norwegian law provides for extensive rights to leave and benefits in connection with pregnancy, childbirth and adoption. Mothers are entitled to leave in connection with childbirth, including mandatory leave during the period immediately following delivery. The other parent is also entitled to leave in connection with the birth, and both parents may, subject to the applicable statutory conditions, qualify for parental benefits.

The Norwegian system of parental benefits is primarily funded through the National Insurance Scheme. Subject to the applicable statutory conditions, parents may choose between full parental benefits for 49 weeks or partial benefits for 59 weeks, in each case up to the applicable income cap. In addition to the leave periods covered by parental benefits, each parent is also entitled to up to 12 months of unpaid leave in connection with the birth or adoption of a child.

Other Types of Mandatory Leave

Norwegian law provides employees with several statutory leave periods including leave for prenatal examinations, breastfeeding leave, leave in connection with the care of children, including care days in the event of a child’s or childminder’s illness, leave to care for close relatives at the end of life, leave for military service, leave for the performance of public duties, and educational leave subject to certain statutory conditions.

More extensive rights to leave or pay during leave may follow from collective bargaining agreements, individual employment contracts and/or internal policies or employee handbooks adopted by the relevant undertaking.

Confidentiality

Employees are subject to a general duty of loyalty towards their employer. As part of this duty, employees must not disclose or misuse confidential information obtained through their employment. This obligation applies during the employment relationship and is often supplemented by express confidentiality provisions in the employment contract.

Non-compete clauses in employment contracts are strictly regulated by the Working Environment Act. To be valid, a non-compete clause must be agreed in writing between the employer and the employee. The clause must also be justified by the employer’s particular need for protection against competition. The employer must be able to demonstrate a specific and legitimate business interest that goes beyond a general wish to restrict competition, and the clause must not be broader in scope or duration than necessary to protect that interest. A non-compete clause cannot be enforced if the termination is due to downsizing or other circumstances attributable to the employer.

The maximum duration of a non-compete restriction is 12 months from the end of the employment. If the clause is enforced, the employer must pay compensation to the employee throughout the restricted period. As a rule, the compensation must equal 100% of the employee’s remuneration. However, the compensation may be reduced for employees with a high income and/or adjusted due to income earned by the employee from other sources during the restriction period. The obligation to pay compensation is mandatory and cannot be waived by agreement. An employer that fails to pay the required compensation will not be able to enforce the clause.

The employer must, within the statutory deadlines, provide a written statement explaining whether and to what extent the non-compete clause will be enforced if requested by the employee during the employment. Upon dismissal or resignation, the employer must also provide this statement on its own initiative. The clause is binding only to the extent set out in that statement.

Non-Solicitation of Customers

Non-solicitation of customers clauses may restrict an employee from contacting or soliciting the employer’s customers after termination, but only in relation to customers with whom the employee has had contact or a business relationship prior to the end of employment. A customer non-solicitation clause must be agreed in writing and may be enforced only to the extent necessary to protect the employer’s legitimate business interests. The maximum duration is 12 months from the end of the employment. A customer non-solicitation clause cannot be enforced if the employment ends due to downsizing or other circumstances attributable to the employer.

The employer must, at the employee’s request, provide a written statement within the statutory deadline specifying whether and to what extent the clause will be invoked. The statement must also identify the customers covered by the restriction.

Unlike non-compete clauses, customer non-solicitation clauses do not trigger any statutory obligation to pay compensation.

Non-Solicitation of Employees

Restrictions agreed between the employer and employee on the solicitation or recruitment of the employer’s employees are not subject to specific statutory rules. This means that such clauses may in principle be agreed without being subject to requirements of maximum duration, compensation or written statements.

By contrast, non-recruitment clauses agreed between undertakings are prohibited under the Working Environment Act, subject only to limited statutory exceptions in connection with business transfer processes.

Through the EEA Agreement, the EU General Data Protection Regulation (GDPR) has been incorporated into Norwegian law through the Personal Data Act and applies in full.

In the employment context, employers are data controllers and must ensure that the processing of employee personal data has a valid legal basis, is proportionate, and is carried out transparently.

In addition, Chapter 9 of the Working Environment Act regulates control measures directed at employees, including monitoring of electronic communications, GPS tracking and camera surveillance. These rules apply alongside, and independently of, the GDPR. Employer access to employees’ email accounts and other electronically stored material is also specifically regulated and permitted only in limited circumstances.

The processing of special categories of personal data, such as health data, trade union membership and biometric data, is subject to stricter requirements under the GDPR and Norwegian law.

The engagement of foreign workers in Norway is subject to immigration, employment and tax rules, the application of which depends on the worker’s nationality, the nature and duration of the work and type of assignment. Citizens of EU/EEA countries may work in Norway without a residence permit. Nationals of countries outside the EU/EEA will normally require a residence permit with the right to work before commencing employment in Norway.

Foreign workers employed in Norway are generally entitled to the same protection under Norwegian law as Norwegian employees. Employers engaging foreign workers may be subject to specific obligations relating to reporting, identification cards, HSE requirements etc.

EEA nationals who work in Norway for more than three months must register in accordance with the immigration rules, while nationals of countries outside the EEA will normally need to obtain the relevant residence permit before commencing work.

Employers may be required to complete registrations with the tax authorities, obtain tax deduction cards, report employment relationships to the relevant public registers, and comply with industry-specific notification or identification requirements.

Remote and Mobile Work

In Norway, remote and mobile work is generally permitted, but is subject to rules on occupational health and safety, working time, data protection and, where relevant, social security. Regular work from home is specifically regulated by the Home Office Regulations, while other forms of mobile work are mainly governed by the Working Environment Act, the GDPR and the Norwegian Personal Data Act.

Written Agreement

Regular home working must be based on a written agreement regulating, among other things, the scope of the arrangement, the employee’s availability, and any access procedures. Any inspection of the home requires the employee’s consent.

Occupational Health and Safety

Employers remain responsible for a fully satisfactory working environment, including remote workers, although the practical scope of this duty is more limited outside the employer’s premises. In practice, compliance is typically addressed through risk assessments, internal control routines, appropriate equipment and employee self-assessments. Both physical and psychosocial factors must be considered.

Working Time

The ordinary statutory working time rules apply to remote and mobile workers (working under Norwegian law), including limits on working hours, overtime and daily and weekly rest periods. The Home Office Regulations allow certain written deviations, subject to the mandatory limits of the Working Environment Act.

Data Protection

Employers must ensure compliance with the GDPR and the Norwegian Personal Data Act. Remote and mobile work generally requires appropriate technical and organisational measures, such as secure remote access, encrypted devices and clear policies on confidential information and use of personal devices.

Social Security

Social security issues arise mainly in cross-border remote working arrangements. As a general rule, employees working in Norway are subject to Norwegian social security, but the position may differ under EU/EEA rules or applicable bilateral agreements. This should be assessed carefully where employees reside in one country and work remotely for an employer in another, or work across multiple jurisdictions.

No General Statutory Right to Sabbatical Leave

Norwegian law does not provide a general statutory right to sabbatical leave. Extended leave for travel, personal projects or rest therefore depends mainly on agreement between the employer and the employee. In practice, such arrangements are more common in some sectors, including academia and research.

Agreed Arrangements

Sabbaticals are typically granted on a discretionary basis or under internal policies, employment contracts or collective bargaining agreements. The arrangement should be documented in writing and regulate the duration of the leave, whether it is paid or unpaid, the employee’s right to return, and the treatment of pension, bonus and other benefits during the leave period.

Statutory Leave Schemes

Although not generally regarded as sabbaticals, certain statutory leave rights may in practice allow for longer absences from work. Most notably, employees may be entitled to unpaid educational leave, subject to statutory conditions. Employees are also entitled to leave in connection with, for example, military service, parental leave and certain care responsibilities. These schemes are linked to specific statutory purposes and do not create a general right to extended leave.

Restrictions

Employers are generally free to decide whether to grant a non-statutory sabbatical, subject to contractual commitments, collective agreements and general principles of non-discrimination. During the leave period, the employment relationship will often continue, meaning that duties of loyalty and confidentiality normally remain in force unless otherwise agreed.

No Specific Regulation of “New Work”

Norwegian law does not contain a separate legal framework for “new work”. Instead, such working models are governed by the ordinary rules of employment law, health and safety, working time, data protection and non-discrimination.

Desk Sharing and Activity-Based Working

Desk sharing and other activity-based workplace models are generally permitted but must be implemented in compliance with the Working Environment Act. Employers must ensure a fully satisfactory physical and psychosocial working environment and, where relevant, inform and consult employee representatives.

Platform Work and Employee Classification

Platform-based work is an important development in the Norwegian labour market. The key legal issue is whether the individual is an employee or an independent contractor. Under the Working Environment Act, there is a statutory presumption that a person performing work for another is an employee unless the hiring party proves otherwise.

AI and Digital Management Tools

The increasing use of AI and other digital tools in recruitment, performance management, monitoring and workforce planning may raise issues under employment law, data protection law, equality and anti-discrimination law, and the rules on control measures. This is particularly the case where such tools are used to monitor employees or support decisions that may have significant effects on individual employees.

Practical Implications

In practice, the main legal questions are usually not whether such forms of “new work” are permissible, but how they are introduced and managed. Key considerations include correct classification, employee involvement, compliance with working environment requirements, and lawful handling of personal data.

Trade Unions Play a Central Role

Trade unions play a central role in the Norwegian labour market and are a key feature of the Norwegian model of industrial relations. Union density is relatively high, particularly in the public sector and in more traditional industries, and trade unions are important both in collective bargaining and in day-to-day workplace relations.

Employees Have a Protected Right to Organise

The right to organise is protected under Norwegian law. Employees may not be dismissed or otherwise subjected to adverse treatment because of trade union membership or participation in lawful union activities. Employers are also prohibited from taking measures aimed at preventing or obstructing lawful trade union activity.

Trade Unions are Important Representatives of Employees

Trade unions may represent their members in matters relating to pay, working conditions and other employment terms, both in dealings with the employer and in collective bargaining. In organised workplaces, unions also play an important role in information, consultation and co-determination processes.

Trade Unions Also Play a Role in Collective Disputes

The right to strike is protected under Norwegian law and forms part of the broader collective labour law framework. Industrial action is subject to procedural requirements, including mediation rules, and in exceptional cases the authorities may intervene where a dispute threatens vital societal interests.

Employee Representation Takes Several Forms

In Norway, employee representation is exercised through trade union representatives, safety representatives, working environment committees and, in some companies, employee-elected board representatives. The applicable structure depends on the size of the undertaking, whether it is bound by a collective bargaining agreement and the matters concerned.

Trade Union Representatives are Typically Appointed in Unionised Undertakings

Where employees are unionised and the employer is bound by a collective bargaining agreement, trade unions will typically appoint shop stewards. They represent union members in dealings with the employer, particularly in relation to pay, working conditions and the application of collective agreements. Their role is mainly governed by collective agreements, the Working Environment Act and the Labour Disputes Act.

Safety Representatives and Working Environment Committees are Statutory Bodies

Under the Working Environment Act, undertakings must as a main rule elect a safety representative. Undertakings with at least 50 employees must establish a working environment committee. These bodies deal with occupational health and safety matters and form part of the statutory framework for employee participation in working environment issues.

Board-Level Representation Forms Part of Norwegian Corporate Democracy

In companies with more than 30 employees, employees may, as a main rule, require representation on the board of directors. In companies with more than 200 employees, a corporate assembly may also be required unless another arrangement has been approved.

Information and Consultation Rights Arise From Several Sources

Employee representation in restructuring, transfers of undertakings and other significant workplace changes follow a combination of employment legislation, company law and collective agreements. In practice, trade union representatives often play a central role in these processes.

European Works Councils

Norwegian undertakings may in practice be affected by such arrangements where they form part of multinational groups.

CBAs Play a Central Role

Collective bargaining agreements (CBAs) are a key part of the Norwegian labour market model. They are entered into between trade unions and employers or employers’ organisations, either at sector level or at company level. Coverage is high, particularly in the public sector and in organised parts of the private sector.

CBAs are Legally Binding

A CBA is binding on the parties and their members. For employees falling within its scope, the agreement forms part of the legal framework governing pay and working conditions. Individual employment terms that conflict with mandatory provisions of an applicable CBA may be set aside to the extent of the inconsistency.

Bargaining Takes Place at Several Levels

Norwegian collective bargaining takes place at central, sectoral and local level. CBAs typically regulate matters such as pay, working time, supplements and other employment conditions, while local agreements may supplement the central framework.

CBAs Create a Peace Obligation

While a CBA is in force, the parties are subject to a peace obligation and may not take industrial action in relation to matters regulated by the agreement. Disputes concerning the interpretation, validity or breach of a CBA may nevertheless be brought before the Labour Court of Norway, which has exclusive jurisdiction over collective agreement disputes.

General Framework

Any termination of employment must be objectively justified by circumstances relating either to the undertaking or to the employee. The employer must be able to demonstrate both a legitimate basis for termination and a fair, proportionate and properly documented process.

Termination Based on the Undertaking’s Circumstances

“Dismissal based on circumstances relating to the undertaking” refers to business-related grounds for termination, such as redundancy, restructuring or reduced operational needs. Where termination is based on circumstances relating to the undertaking, several specific issues are typically central to the assessment of validity.

• A legitimate business need – the employer must be able to identify and document the operational needs underlying the measure. Typical examples include reorganisations, cost-saving measures, and the discontinuation or relocation of functions. The employer is also expected to consider whether the objective could be achieved through less intrusive measures.
• An appropriate selection pool – as a starting point, the selection pool comprises the entire employing legal entity rather than only the affected department, function or location. A narrower pool may be accepted where there are objective reasons for doing so and the limitation is properly assessed and documented.
• Objective selection criteria – the choice of employees for termination must be based on relevant criteria applied consistently across the selection pool. These often include seniority, competence, performance and social considerations. Applicable collective agreements may affect which criteria must be considered and the relative weight given to them.
• Suitable alternative work – before deciding on termination, the employer must assess whether other suitable work is available within the undertaking and, in some cases, elsewhere within the group.
• An individual assessment – even where the measure is business-driven, the final decision must rest on an individual assessment of the employee concerned. The employer must be able to justify both the selection, and why termination, rather than redeployment or other measures, was considered necessary.

Termination Based on the Employee’s Circumstances

Where termination is based on circumstances relating to the employee, the assessment is individual and case specific. Norwegian courts carry out an overall balancing exercise, weighing the employer’s need to terminate against the impact on the employee, the seriousness of the conduct or performance issue, and the employer’s handling of the matter.

Grounds that may justify termination include persistent underperformance, refusal to comply with lawful and reasonable instructions, breaches of the duty of loyalty, and other inappropriate workplace conduct. Whether termination is justified will depend on the nature, gravity and duration of the issue in question.

Before concluding that dismissal is the only viable course, the employer is expected to have worked through available alternatives. What this requires will depend on the nature and seriousness of the issue, but may involve setting clearer expectations, providing structured follow-up and support, exploring whether a different role or set of duties is feasible, or imposing a formal written warning where conduct or performance has fallen short.

Procedure

Norwegian law prescribes certain procedural requirements for a valid termination, regardless of the ground relied on. In particular:

• discussion meeting – before a final decision on dismissal is made, the employer must invite the employee to a discussion meeting. At the meeting, the employer sets out the grounds for the proposed decision, and the employee is given a genuine opportunity to respond and add relevant information; and
• written notice – notice of termination must be given in writing and comply with statutory requirements. Among other things, the notice must inform the employee of the right to request negotiations, bring legal proceedings and, subject to statutory conditions, remain in post pending resolution of the dispute.

The employer must also ensure a defensible process leading up to the decision, including appropriate documentation. In business-related terminations, the employer must ensure consultation with employee representatives where required, and a consistent approach to selection and alternative work.

Consequences of Procedural Defects

Where the written notice fails to satisfy the statutory formal requirements, the termination may be declared invalid on procedural grounds alone, provided the employee challenges it within the applicable time limit. Deficiencies elsewhere in the process – such as omitting the discussion meeting or conducting it as a formality – will not automatically lead to invalidity, but courts will weigh such shortcomings against the employer, and they can materially affect the outcome of any dispute.

Right to Remain in Post

If the employee challenges the termination, the employee will generally be entitled to remain in post until the dispute has been finally resolved.

Collective Redundancies

Additional rules apply where the employer is contemplating collective redundancies. Most importantly, the employer must begin consultations with employee representatives at a stage when the consultations can have a real effect on the outcome, with a view to avoiding dismissals, reducing the number of employees affected, or mitigating their consequences.

Norwegian law prescribes statutory minimum notice periods. The statutory minimum notice periods are:

• probationary period – 14 days, unless otherwise agreed in writing or in a collective agreement;
• up to five years’ service – one month;
• five to ten years’ service – two months;
• more than ten years’ service – three months;
• more than ten years’ service and aged 50 or over – four months;
• more than ten years’ service and aged 55 or over – five months; and
• more than ten years’ service and aged 60 or over – six months.

For employees who qualify for the extended notice periods because of age and length of service, the employee’s own notice period is nevertheless limited to three months.

Employment contracts and collective agreements may provide longer notice periods, but not shorter ones to the employee’s detriment. In practice, three months’ notice is common for many employees. Generally, notice runs from the first day of the month following the month in which notice is given, except during probation, when it runs from date to date.

During the notice period, the employee will normally remain entitled to salary and benefits and is generally expected to continue working as normal. As a main rule, the employer cannot unilaterally place the employee on garden leave.

There is no general statutory requirement to pay severance, whether in addition to notice or instead of notice. Nor may the employer unilaterally substitute a payment for the applicable notice period. However, following termination, the employee may request negotiations with the employer, and it is quite common for the parties to enter into a voluntary settlement agreement under which the employee may be awarded severance and/or garden leave as an alternative to a continued dispute regarding the validity of the termination.

No external advice, approval or authorisation is required to terminate employment.

Norwegian law permits summary dismissal only where the employee has committed a gross breach of duty or other material breach of the employment contract. Examples of conduct that may justify summary dismissal include serious dishonesty, such as theft or fraud, violence or threats in the workplace, grave disloyalty, significant unauthorised absence, serious breaches of confidentiality, or clear and serious insubordination.

The employer must carry the burden of establishing both the factual basis and the legal justification for the decision – including demonstrating that the severity of the breach was such that immediate termination, rather than dismissal with a notice period, was a proportionate response in the circumstances.

Before a decision is made, the employer must invite the employee to a discussion meeting. The summary dismissal must then be notified in writing and comply with the same strict formal requirements that apply to an ordinary termination notice, including information about the employee’s right to request negotiations and bring legal proceedings. The employer is also expected to act promptly once the relevant facts are known, as undue delay may weaken the basis for summary dismissal.

Termination agreements are commonly used to regulate an agreed departure from employment. In practice, they are typically entered into after a dispute has arisen or in connection with a contemplated termination. There are no specific procedures or statutory requirements for enforceable release, but they should be recorded in writing and drafted clearly, and any waiver of claims should be clearly expressed and sufficiently precise in scope.

An employee cannot, as part of a termination agreement or otherwise, surrender statutory employment protection in exchange for financial compensation before the relevant right has arisen – the one exception being a prior agreement with a senior executive who has contractually opted out of the ordinary dismissal protection regime.

There is no statutory formula for severance pay. If severance, payment in lieu of notice, or garden leave is agreed, the terms are determined by negotiation.

Discrimination and Protected Grounds

Dismissal must not be based on unlawful discrimination. The Working Environment Act and the Equality and Anti-Discrimination Act prohibit direct and indirect discrimination in connection with termination of employment on grounds such as sex, pregnancy, parental leave, care responsibilities, ethnicity, religion or belief, disability, sexual orientation, gender identity, gender expression, age, political views and trade union membership.

Pregnancy, Parental Leave and Sickness Absence

Particularly strong protection applies in connection with pregnancy, childbirth, adoption, parental leave and sickness absence. An employee may not be dismissed on grounds relating to pregnancy or leave in connection with pregnancy, childbirth or adoption. If dismissal takes place during such leave, it is presumed to be based on the leave unless the employer can demonstrate otherwise.

Employees on sick leave are also protected by a special statutory rule under which a dismissal given during the first 12 months of absence due to illness or injury is presumed to be related to the absence unless the employer proves that it is based on other grounds.

Whistle-Blowers

Employees who report censurable conditions in accordance with the whistle-blowing rules in the Working Environment Act are protected against retaliation. This protection includes protection against dismissal, and retaliatory dismissal may give rise to claims for invalidity and compensation.

Trade Union Representatives

Trade union representatives benefit from enhanced protection against dismissal. Their representative function must not in itself give rise to dismissal or otherwise be undermined through termination of employment.

Under Norwegian law, an employer must have a valid ground to lawfully terminate an employment relationship. Grounds for challenging a dismissal typically include the following.

Lack of Objective Justification

A dismissal may be challenged where the employer cannot demonstrate a genuine and sufficient basis for termination. In business-related dismissals, this may involve the absence of a real redundancy need. In employee-related dismissals, the employer must show sufficiently serious and documented grounds, such as misconduct, breach of duties or persistent inadequate performance. Norwegian law also requires a broader proportionality assessment, including whether the dismissal is reasonable in light of the employer’s need and the consequences for the employee.

Defective Redundancy Process

In redundancy cases, claims commonly arise from the absence of a genuine business need, an unjustifiably narrow selection pool, the use of non-objective or inconsistently applied selection criteria, or failure to consider whether other suitable work is available for the employee.

Failure to Consider Less Intrusive Measures

Before giving notice, the employer is generally expected to consider less intrusive measures where relevant, such as warnings, performance follow-up, adjusted duties or redeployment. A failure to carry out an individual and case-specific assessment may support a claim that the dismissal was not objectively justified.

Procedural Defects

The Working Environment Act imposes important procedural requirements. A notice that fails to meet the statutory formalities may be invalid if challenged in time.

Summary Dismissal Below the Required Threshold

Summarily dismissal requires a gross breach of duty or other material breach of the employment contract. If that threshold is not met, the dismissal may be set aside as unlawful.

Consequences of a Successful Wrongful Dismissal Claim

Failure to comply with the statutory formal notice requirements will generally render the termination invalid, if challenged in time. In exceptional cases, however, the courts may uphold the dismissal if automatic invalidity is clearly unreasonable. Other procedural defects do not automatically result in invalidity, but will typically be given significant weight in the overall assessment of whether the dismissal was objectively justified. 

If the dismissal is found invalid, the employment relationship will continue, and the employee is, as a main rule, entitled to remain or be reinstated in the position.

If a dismissal is unlawful, the employee may claim compensation for financial loss and non-economic harm. Financial loss may include lost salary and benefits, including future loss, and is not subject to a statutory cap. Compensation for non-economic harm may also be granted, depending on the circumstances.

Grounds

In Norway, protection against discrimination and harassment is primarily regulated by the Equality and Anti-Discrimination Act and the Working Environment Act. The prohibition on discrimination applies to all aspects of the employment relationship, including in connection with the recruitment processes, salary negotiations, promotions, termination of employment and reorganisation processes.

The prohibition against discrimination applies to a wide range of protected grounds, including gender identity or expression, pregnancy, parental leave, care responsibilities, ethnicity, religion, belief, disability, sexual orientation, age, trade union membership and political views.

Both direct and indirect discrimination are prohibited.

Burden of Proof

A shared burden of proof applies; the employee must first establish facts giving rise to a reasonable presumption that discrimination has occurred. Once that threshold is met, the burden shifts to the employer to show that the treatment was lawful, including that it was objectively justified, appropriate to the aim pursued, and no broader than necessary.

Enforcement Bodies

A discrimination claim may be brought before the ordinary courts and, in certain cases, before the Equality and Anti-Discrimination Ombud or the Anti-Discrimination Tribunal. The Ombud has an advisory role and may issue non-binding statements, while the Tribunal may issue binding decisions in discrimination matters. However, claims concerning dismissals and other matters with significant consequences for the employment relationship must be brought before the ordinary courts.

Remedies

A dismissal that is based on, or materially influenced by, unlawful discrimination or harassment may be challenged and held invalid, in which case the employee is entitled to remain in, or return to the position. Available remedies also include orders to cease the unlawful conduct, compensation for financial loss and compensation for non-economic harm under the Equality and Anti-Discrimination Act. 

Compensation for financial loss is not subject to a statutory cap and may cover the full loss caused by the discriminatory treatment. Compensation for non-economic harm is assessed on a case-by-case basis in light of the seriousness of the breach and the circumstances of the case.

Over recent years, Norwegian courts have made increased use of digital and remote participation, since the COVID-19 pandemic accelerated the use of technology in court proceedings and mediation.

According to the Dispute Act, hearings before the court may be conducted wholly or partly digitally and remotely where this is appropriate and defensible. Parties and witnesses may also be examined remotely, primarily by video link. If a party objects to a remote hearing, the court must decide the issue by a formal order.

Documents to be used as evidence in cases before the courts are normally filed and served electronically through the courts’ online portal. Legal representatives are required to use this system, and electronic signatures are used instead of handwritten signatures.

Court-annexed mediation remains a standard feature of civil proceedings, and in employment cases. Generally, digital mediation tools are increasingly used in line with the broader digitalisation of the Norwegian civil procedure. However, there is no separate statutory regime governing digital mediation in employment disputes.

Individual employment disputes are primarily heard by the ordinary courts in Norway and not by separate employment tribunals. However, certain specific procedural rules apply, including statutory time limits for bringing claims. Failure to comply with those time limits may result in the claim being time-barred.

In disputes concerning the validity of a dismissal, the employee is, in principle, entitled to remain in the position while the case is pending. This right normally includes both the right to continue performing work and the right to receive a salary, subject to the statutory exceptions.

Employment disputes are in practice normally handled by lawyers. Trade unions may also provide legal assistance and representation to their members.

The Labour Court is a specialised court with jurisdiction over collective labour law disputes, including disputes concerning the validity, interpretation or existence of collective agreements and breaches of collective agreements.

Arbitration is possible in employment disputes under Norwegian law, but its use is subject to important limitations. Pre-dispute arbitration agreements are not enforceable in respect of individual employment disputes, and an employee cannot validly waive in advance the right to have such disputes heard by ordinary courts. An exception applies to the chief executive, for whom a pre-dispute arbitration agreement may be valid. Arbitration may also be agreed after a dispute has arisen. In practice, however, arbitration is rarely used in individual employment relationships, and disputes are more commonly resolved through negotiations, settlement agreements or ordinary court proceedings.

The allocation of legal costs in employment disputes is governed by the general rules of the Dispute Act. As a main rule, the prevailing party is entitled to full compensation for its legal costs from the opposing party, provided that the costs were necessary. However, the court may depart from that main rule where the statutory conditions for doing so are met, including where the losing party had good reason to bring or defend the case, where there was genuine doubt as to the outcome, or where, in light of the relationship between the parties, there are sufficiently weighty reasons to do so. As a result, even a successful employer does not necessarily recover all its costs, and in some cases each party may be ordered to bear its own costs.