Work-Life Balance or Corporate Slavery? The 90-Hour Workweek Debate

The 90-Hour Workweek Controversy

In a recent internal interaction 90-Hour Workweek, SN Subrahmanyan, Chairman of Larsen & Toubro (L&T), ignited a firestorm of criticism with his suggestion that employees should work a 90-hour week, including Sundays, to remain globally competitive. His remarks have drawn comparisons to earlier statements by Infosys founder Narayana Murthy advocating a 70-hour workweek, highlighting the persistent tension between corporate ambitions and employee well-being.

Subrahmanyan’s rationale stems from a conversation with a Chinese professional, who attributed China’s economic competitiveness to longer work hours. Subrahmanyan remarked, “If you want to be on top of the world, you have to work 90 hours a week.” He further questioned the purpose of time spent at home, asking, “What do you do sitting at home? How long can you stare at your wife?”

The backlash from employees, social media users, and labor rights activists has been swift, with critics labeling these statements as promoting “corporate slavery.” This incident has reignited debates about work-life balance, mental health, and the ethics of labor practices in corporate India.

Public Reaction: A Call for Work-Life Balance

The comments have sparked widespread outrage, with many questioning the implications of such a grueling work culture:

• Mental Health Concerns: Prolonged work hours are linked to increased stress, burnout, and deteriorating mental health. Organizations worldwide are moving toward prioritizing employee well-being—a trend seemingly at odds with Subrahmanyan’s proposal.
• Work-Life Balance: Employees argue that time outside work is essential for personal growth, family engagement, and maintaining overall happiness.
• Economic Perspective: Critics have highlighted the disparity between the salaries of high-level executives and those of entry- or mid-level employees. Expecting similar work hours without proportional compensation exacerbates dissatisfaction.

Corporate Practices Under Scrutiny

Subrahmanyan’s remarks come at a time when work-life balance and employee well-being are becoming critical indicators of sustainable business practices. Former employees of L&T have shared experiences of minimal leave policies and demanding work schedules, contributing to high attrition rates.

The backlash also brings into focus India’s evolving labor ecosystem. Countries like Japan, once notorious for “karoshi” (death from overwork), have introduced work-hour caps to address the health risks of excessive working hours. In contrast, India lacks comprehensive policies to regulate corporate labor practices.

Legal and Ethical Implications

Subrahmanyan’s remarks may indirectly conflict with labor laws that emphasize humane working conditions. While India’s labor regulations do not mandate a cap on weekly work hours for private employees, they provide guidelines for overtime pay and workplace safety.

The recent outrage also raises questions about ethical corporate leadership. Is it justifiable for business leaders to normalize excessive working hours to achieve economic goals?

Relevant Case Studies and Global Comparisons

1. Infosys and the 70-Hour Workweek: Narayana Murthy’s suggestion of a 70-hour workweek faced similar backlash, with employees emphasizing the importance of flexibility and fair compensation.
2. Sweden’s 6-Hour Workday Experiment: Some companies in Sweden have adopted six-hour workdays to improve productivity and employee satisfaction, demonstrating that shorter work hours can be both ethical and efficient.
3. Japan’s Work Hour Reforms: Following the deaths of overworked employees, Japan introduced limits on overtime. These measures provide a stark contrast to proposals for extended work hours.

The Path Forward: Striking a Balance

To foster a healthier corporate culture, organizations must prioritize sustainable work practices. This includes:

1. Flexible Work Hours: Offering hybrid models or allowing employees to choose work hours that suit their personal lives.
2. Mental Health Support: Providing counseling and stress management programs to improve employee well-being.
3. Fair Compensation: Ensuring pay scales align with increased expectations.
4. Leadership by Example: Leaders should set a precedent by valuing balance and avoiding statements that undermine it.

The debate over the 90-hour workweek highlights the broader challenge of balancing corporate competitiveness with employee well-being. As businesses evolve, adopting ethical and sustainable work practices is no longer optional—it’s essential. Larsen & Toubro and other corporations must reflect on these conversations to ensure they foster environments where employees thrive both professionally and personally.