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The BBC has published an in-depth piece on “996 culture” – the practice of working 9 am to 9 pm, six days a week.
Although many of the case studies focus on US technology companies, there are clear takeaways for UK business owners. Below are some of the key themes that stood out.
The Attraction of 996
The article explores AI start-ups in the US that openly promote 70-hour working weeks, often drawing in young, ambitious employees who regard long hours as a badge of honour. Some firms even set out these expectations in their recruitment material.
996 culture is neither new nor exclusive to the US. It first gained traction in China a decade ago, when it was viewed as a powerful way to help tech companies and start-ups gain momentum. However, it ultimately triggered widespread complaints about workers’ rights, which led to a legal crackdown.
According to the BBC’s report, intense competition within AI is now pushing some US founders to expect extreme levels of commitment. Concerned about being beaten to market, they equate longer hours with faster progress.
Concerns Around 996
The report also highlights a number of issues associated with the 996 approach.
For example, while it may be understandable – and even expected – that a founder with significant personal investment works 70–80 hours per week, imposing the same demands on employees does not necessarily result in higher productivity and may exclude individuals who would otherwise be vital to the organisation’s success.
Sustained long working hours can lead to long-term burnout and other health risks. The BBC references conclusions from a 2021 analysis by the World Health Organization (WHO) and the International Labour Organization (ILO). This analysis found that working 55 hours or more per week increased the risk of death from heart disease by 17% compared with working 35–40 hours. The risk of stroke rose by 35%.
Beyond health implications, productivity does not increase in direct proportion to hours worked. Research conducted by Michigan State University indicates that employees working 70 hours per week are no more productive than those working 50 hours per week.
Could 996 Culture Work for You?
While 996 culture is not widespread in the UK, it does have its advocates. In certain sectors – such as large corporate law firms and investment banking – 70-hour weeks may feel commonplace. Some professionals may even favour what has been termed “work–life integration”. However, there are clear drawbacks.
Under the UK’s Working Time Regulations, working more than 48 hours per week on average is not permitted unless an employee voluntarily opts out or their role falls within specific legal exemptions. This means that a 996 pattern is technically possible, but placing pressure on staff to comply, rather than offering a genuine choice, would carry significant risk.
From a practical perspective, a 996 model may also make recruitment more challenging. Prospective employees would need a compelling reason to commit to 70 hours per week instead of a 35-hour week elsewhere.
An over-reliance on unpaid or excessive overtime can undermine productivity, particularly over the long term. Investing in skills development, automation and more efficient workflows may deliver a far better return than simply extending the working day.
For smaller businesses especially, culture can be a genuine competitive advantage. Building a reputation for balanced and sustainable working practices can enhance your appeal as an employer and reduce staff turnover.
Finding a Sustainable Pace
If you are a business owner, aspects of 996 may feel uncomfortably familiar. In the early stages of building a company, periods of longer hours are often unavoidable. However, if this becomes a permanent pattern, it is usually a sign that something within the business needs to change – rather than simply requiring you to work harder.
Pressure often stems from predictable sources: tight cash flow, capacity gaps, unclear processes or tasks that only you can perform because others have not been trained. These challenges are frequently resolvable once identified.
If reducing your working hours is an objective, the first step is to pinpoint the source of the strain. With clarity comes the ability to make practical adjustments. Sometimes, a relatively small organisational change can have a significant impact.
Whether you are reviewing your workplace culture or reflecting on your own workload, if you would like to discuss your situation or explore how to make your business more scalable and less dependent on your time, please get in touch. We would be delighted to support you in continuing to run and grow your business sustainably.
