
Recent remarks by Larsen & Toubro (L&T) chairman S.N. Subrahmanyan advocating for 90-hour work weeks has sparked a heated debate about workplace culture and employee well-being in India. Subrahmanyan’s endorsement of extended work hours, including Sundays, comes just months after the tragic death of a young employee at Ernst & Young Global member firm SR Batliboi in Pune, allegedly due to workplace stress.
When questioned about L&T’s expectations for working on Saturdays, Subrahmanyan stated, “I regret I am not able to make you work on Sundays, to be honest. If I can make you work on Sundays, I will be happier because I work on Sundays too.” He even trivialized personal time by remarking, “What do you do sitting at home? How long can you stare at your wife?” These comments have drawn widespread criticism and reignited discussions about the balance between productivity and personal well-being.
India’s Culture of Long Work Hours
Subrahmanyan is not alone in supporting extended work weeks. Infosys founder N.R. Narayana Murthy previously proposed 70-hour workweeks, citing post-World War recovery efforts in Japan and Germany as examples. Ola founder Bhavish Aggarwal has also backed similar ideas.
However, such views clash with global research linking long working hours to adverse health outcomes. The International Labour Organization (ILO) ranks India second globally in the percentage of people working long hours, with over 51% of employees working more than 49 hours a week. This equates to nearly 10 hours daily in a standard five-day workweek.
The Impact on Employee Health and Productivity
Experts argue that marathon workdays lead to burnout, reduced creativity, poor decision-making, and lower innovation. Pallavi Jha, chairperson of Dale Carnegie Training India, emphasizes that prioritizing employee wellness improves organizational performance and retention. “Normalizing such cultures carries the high risk of workforce toxicity and complete disengagement,” says Jha. Aditya Narayan Mishra, CEO of CIEL HR, notes that while passion and hard work are crucial, organizations must recognize the diversity of their workforce. “We work in a multigenerational, highly diverse workforce with varying beliefs and preferences. A one-size-fits-all approach is not sustainable,” he says.
Lessons from Japan and Societal Consequences
Rituparna Chakraborty, co-founder of TeamLease, highlights the societal risks of extreme work cultures. “In Japan, overemphasis on working long hours has contributed to a society where people remain single and don’t start families. This has accelerated the country’s aging population crisis,” she warns.
This phenomenon, often referred to as karoshi or death from overwork, has far-reaching consequences beyond individual health. Japan’s work culture has also led to a decline in mental well-being, with increasing reports of anxiety, depression, and loneliness among employees. The societal impact extends to declining birth rates and a shrinking workforce, forcing the government to adopt drastic measures such as encouraging automation and robotics to fill labor gaps.
Such prolonged work hours leave little time for personal growth, community engagement, or leisure, eroding the fabric of society. In such cultures, individuals are often unable to develop meaningful relationships, participate in civic activities, or contribute to social cohesion. This creates a vicious cycle where younger generations, seeing the toll of such lifestyles, opt out of traditional career paths or even marriage and parenthood altogether.
She also draws attention to the economic paradox created by overwork. While longer hours may temporarily boost output, they lead to diminished productivity over time as workers face burnout and health crises. Organizations end up bearing the financial burden of increased healthcare costs, absenteeism, and high employee turnover, offsetting any short-term gains.
The Japanese example serves as a cautionary tale for other countries, including India, which may face similar societal and economic consequences if extreme work cultures are normalized.
Opposition from Industry Leaders
Several Indian business leaders have voiced their disagreement with Subrahmanyan’s views. Harsh Goenka, chairman of RPG Enterprises, sarcastically suggested renaming Sunday as “Sun-duty” on social media. He added, “Work-life balance isn’t optional, it’s essential. #WorkSmartNotSlave.” Harsh Mariwala, founder of Marico, stressed the importance of quality over quantity in work hours, stating, “It’s about the quality and passion one brings to those hours.” Anand Mahindra, chairman of the Mahindra Group, highlighted the need for personal time to enhance decision-making, saying, “If you’re not spending time at home, with friends or reflecting, how will you bring the right inputs into decision-making?”
The Evidence Against Overwork
The World Health Organization (WHO) and the ILO have found that individuals working over 55 hours a week face a 35% higher risk of stroke and a 17% higher risk of ischemic heart disease compared to those working 35-40 hours weekly. Additionally, chronic stress from overwork can lead to mental health challenges like anxiety and depression, further diminishing an individual’s productivity and overall quality of life. Such findings underscore the urgent need to balance work and personal life.
The Last Words
The debate around long work hours highlights a critical need for Indian companies to reassess workplace expectations. Sustainable success lies in valuing employee well-being and fostering a culture that prioritizes both productivity and personal growth. As workplace stress continues to make headlines, it’s time for organizations to focus on smarter, not longer, work practices. Investing in efficient systems, promoting flexibility, and encouraging downtime are proven strategies that not only enhance employee satisfaction but also ensure sustained organizational success.
(Mohd Ziyauallah Khan is a freelance content writer based in Nagpur. He is also an activist, social entrepreneur, and the secretary of Professional Solidarity Forum – PSF Nagpur Chapter, a networking group for professionals within the community.)