"Is 'Long Working Hours' an Enemy of Health and Work-Life Balance? — 44% Report Negative Impact in Survey, Some Accept Depending on Compensation"

1. The Contents of "44% Oppose Extension" as Indicated by the Survey

According to the latest "Genius Digipoll" reported by NDTV Profit (PTI distribution), 44% of respondents are negative about extending working hours, citing "negative impacts on personal time, health, and well-being" as reasons. 40% would accept it if additional compensation is sufficient, while 16% are optimistic about the potential for increased productivity.

The survey was conducted online from July 1 to 31, 2025, targeting 2,076 people. Furthermore, **79% expressed a desire to participate in discussions about changes to the time system**, indicating that "top-down time extensions" are unlikely to gain support. Transparency, dialogue, and consensus-building are essential in corporate decision-making. NDTV Profit

"Modern workers are not opposed to change. What is needed is fairness, empathy, and dialogue. Simply extending hours will only widen the gap," (Summary of comments by R.P. Yadav, Chairman and MD of Genius HRTech) NDTV Profit

2. Scientific Basis for "Long Working Hours = Health Risk"

The health impacts of long working hours are a global public health issue. According to joint estimates by WHO/ILO, working 55 hours or more per week increases the risk of stroke by about 35% and the risk of death from ischemic heart disease by about 17%. In 2016, deaths related to long working hours reached 745,000, showing a serious trend with a 29% increase compared to 2000. This is a statistic that affects life and quality of life, not just a matter of "being tired." AIHAWorld Health Organization

3. Points That Resonate with Japanese Readers: The Triple Burden of WLB

In Japan, the negative effects of long working hours have been widely recognized through "work style reforms" and the issue of karoshi (death from overwork). The survey results suggest a triple burden that resonates with the Japanese workplace.

1. Direct health impacts: Cardiovascular diseases, sleep disorders, mental health issues, obesity, and concerns about cognitive decline in the long term. World Health Organization

2. Impact on family and life: Opportunities for childcare, caregiving, and re-learning are reduced, lowering psychological safety within the family.

3. Counterproductive to productivity: Accumulated brain fatigue reduces decision-making quality, damaging "output per hour."

4. The Reality of "40% Acceptance": The Trade-off Between Compensation and Flexibility

The survey shows that **40% would accept an extension if there is sufficient compensation**. This indicates a "package deal" of compensation design, flexibility, and safety considerations. During busy periods when time extensions are unavoidable (manufacturing, retail, logistics, events, etc.),

• clear premium wages (overtime pay, busy period allowances, night shift special allowances)

• visualization of compensation (visualization in pay slips, explanation of resources, pre-sharing of total limits)

• granting flexibility (compensatory leave the following month, staggered work hours, telecommuting, shortened shifts)

• health safety net (occupational health consultations, fatigue accumulation checks, minimum rest intervals = intervals between shifts)

By presenting these in a package, psychological acceptance increases. It is clear from the fact that **79% want to participate in the design process** that money "alone" is not convincing. NDTV Profit

5. The Key to "Participatory" Design: The "Involvement" Desired by 79%

When changing work rules or shift designs, introduce labor-management consultations, employee surveys, and pilot operations, forming a loop of **"voices from the field → design → verification → revision."** Especially regarding "who, when, how much, and in which department" the extension will occur, fairness in distribution is prone to disputes. Voluntary selection, clarification of maximum hours, and disclosure of allocation bases prevent distrust. NDTV Profit

6. Corporate Compass: Measuring "Energy" and "Outcomes" Instead of Time

The perspective of **"energy instead of time"** emphasized by R.P. Yadav is highly compatible with outcome-based standards. The tips for making it work on-site are as follows.

• Visualizing the "waves" of work: Use BI/dashboards to visualize seasonal and project peaks

• Inventory of "important and urgent": Limit extended tasks to those that are "important and urgent"

• Consideration of cognitive load: On days with continuous decision-making, set limits on both continuous working hours and meeting time

• Design for recovery: Institutionalize intervals between shifts and recovery days within the week (micro-recovery)

• Delegation of authority: Eliminate approval bottlenecks and operate with short time × high output

7. Implementation Checklist (For Companies)

1. Re-examine laws and labor-management agreements: Design of extension limits / Review of 36 agreements and local rules

2. Definition of compensation: Options for premium rates, allowances, and compensatory leave

3. Health guardrails: Avoid continuous work exceeding 55 hours per week, intervals between shifts (e.g., 11 hours)

4. **Specify "end conditions" for busy periods**: Endless extensions erode trust

5. Transparent communication: Pre-explanation → Feedback collection → Revision

6. Verification through data: KPI for turnover rate, absenteeism, incidents, medical expenses, engagement

7. Room for on-site discretion: Design that allows teams to choose "extension, automation, or outsourcing"

8. Personal Self-care & Negotiation Skills (For Readers)

• Declare boundaries: Mute notifications after work hours, personally implement **"No Overtime Day"**

• The three essentials for recovery: Sleep (quality × length) / Exercise (accumulation of light intensity) / Diet (avoidance of blood sugar fluctuations)

• Manage "cognitive load" instead of time: Schedule high-difficulty tasks in the morning, meetings and routines in the afternoon

• Negotiate through visualization: Record the frequency, time, and health impacts of extensions in a log, and negotiate with your supervisor about compensation and alternatives

• Access medical and occupational health: Seek early consultation for signs of headache, palpitations, insomnia, or depression

• The 55-hour red line: Use the international evidence that working over 55 hours a week increases disease risk as a basis for designing "upper limits." World Health Organization

9. Why "Extensions Don't Work Well": A Behavioral Science Perspective

The linear model of "the more you do, the more results you get" ignores fatigue and the depletion of cognitive resources. Long hours easily lead to a negative spiral of increased error rates → rework → further time investment. As WHO/ILO data shows, in the long run, cardiovascular risks accumulate, leading to increased turnover, absenteeism, and medical expenses. World Health Organization

10. When Extensions Are Unavoidable—The "Blueprint"

• Sprint extension: Limited extension for 1-2 weeks + clear end date

• Rotation system: Prevent continuous overextension for individuals by using a rotation system for night and weekend extensions

• Micro-bonus: Immediate small rewards + large recovery (compensatory leave/long holidays) the following month

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