For many international business professionals working with China, the term 996 will sound familiar. It refers to a work schedule of 9 a.m. to 9 p.m., six days a week, for a total of 72 working hours per week. Over the years, it has become closely associated with the speed, responsiveness and competitive drive that have helped shape China’s economic development.
However, 996 is about far more than long working hours. It offers valuable insight into China’s entrepreneurial culture, competitive mindset and evolving workforce. For members of the Belgian-Chinese Chamber of Commerce (BCECC), the 996 phenomenon helps explain the pace, expectations and competitive dynamics that continue to shape many sectors of the Chinese economy.
What exactly is 996?
The term 996 is simple: employees work from 9 a.m. until 9 p.m., six days a week. The practice became particularly associated with China’s technology sector during the country’s digital boom, as companies competed intensely for market share, innovation and growth. Although often associated with well-known technology companies and start-ups, 996 was never permitted under Chinese labor law. Instead, it emerged as an informal workplace norm in highly competitive industries.
For many entrepreneurs, 996 was long regarded as a necessary ingredient for success. The logic was straightforward: if competitors were willing to work harder and move faster, companies needed to keep pace in order to succeed. In fast-moving industries, speed often mattered more than perfection. Products could be improved later, but losing market share could be costly.
Link with “China Speed”
Anyone who has done business in China will likely be familiar with what is often called “China Speed”. Decisions are taken quickly, projects move fast, and responsiveness is frequently regarded as a competitive advantage. 996 became closely linked to this reputation. Long working hours were not the only driver of China’s speed, but they certainly played a role. Combined with fierce competition, entrepreneurial ambition, digitalization and highly integrated supply chains, long working hours helped many Chinese companies move faster than their global competitors.
This culture emerged during a period of rapid economic growth, when many entrepreneurs believed that extraordinary commitment was necessary to achieve extraordinary results. In fast-growing industries, teams were expected to move quickly, adapt continuously and bring new ideas to market at remarkable speed. For many young professionals, the trade-off was clear. Leading technology companies offered attractive salaries, career opportunities and the chance to be part of one of the world’s most dynamic economies. Many accepted long working hours as part of that opportunity.
More than management pressure
It would be too simplistic to view 996 solely as management imposing long hours on employees. In many cases, social and competitive pressures also played an important role. When colleagues regularly stay late, respond to messages at night or remain available during weekends, employees may feel pressure to do the same. This collective mindset helped turn 996 into a widely accepted norm, with commitment often measured as much by availability and responsiveness as by results.
Growing criticism and changing attitudes
As China’s economy matured, concerns about 996 grew. Issues around burnout, mental health and work-life balance became increasingly difficult to ignore. One of the most visible signs of this shift was the 996.ICU movement, launched in 2019. Its slogan, “Work 996, end up in the ICU,” quickly gained attention both inside and outside China.
At the same time, younger generations began questioning whether career success should come at the expense of personal well-being. Concepts such as Tang Ping (“lying flat”) and discussions around workplace pressure reflected a growing desire for a better balance between professional ambition and personal life.
China’s authorities also clarified their position. In 2021, the Supreme People’s Court and the Ministry of Human Resources and Social Security stated that excessive overtime arrangements such as 996 violate Chinese labor law. This sent a clear signal that widespread practice does not automatically mean legal acceptance.
Is 996 disappearing?
The answer is not entirely straightforward. In recent years, Chinese authorities and a growing number of companies have taken steps to reduce excessive overtime and promote healthier working habits. However, many observers believe that informal pressure remains, particularly in highly competitive sectors such as technology, artificial intelligence and finance. As a result, some commentators argue that “quiet 996” still exists. While it is less visible than before, it has not disappeared entirely.
What should Belgian companies understand?
For Belgian companies, the most important lesson is not whether 996 is right or wrong, but what it reveals about China’s business culture. The pace of communication, decision-making and execution often reflects the environment in which Chinese companies operate. Understanding this context can help avoid misunderstandings and strengthen cooperation.
Belgian companies do not need to imitate this rhythm. The challenge is to remain responsive enough to work effectively with Chinese partners while maintaining their own corporate culture and organizational boundaries.
Our piece of advice
The 996 work culture should not be viewed simply as a story about long working hours. It is also a story about ambition, competition, economic transformation and a workforce that continues to evolve. For companies doing business with China, understanding 996 helps explain why Chinese organizations often move so quickly and why responsiveness is frequently seen as a sign of commitment. At the same time, the growing debate around work-life balance shows that China is changing, just as workplaces around the world are changing.
Recognize the speed. Understand the pressure. Respect the cultural differences. But remember that sustainable business success ultimately depends not on how many hours people work, but on creating long-term value through trust, clarity and mutual respect.
The Belgian-Chinese Chamber of Commerce (BCECC) helps companies better understand the opportunities, challenges and realities of doing business in today’s China through insights into developments such as the evolution of the 996 culture.
Best regards,
The BCECC team