could change with increasing pressure on healthcare budgets and the tightening of fiscal wallets. For these countries, the goal will likely be to maintain quality and accessibility across health systems while controlling costs. Consequently, companies may be asked to pay for their employees’ healthcare, especially if the workplace is found to be a cause of ill health. For example, Japan introduced the Stress Check Programme in 2015 to tackle an increasing number of work-related mental health disorders. The programme requires workplaces with more than 50 employees to offer an annual stress survey and to facilitate consultations with a physician for those with high stress levels.25 More recently, the Chilean government introduced a mandatory evaluation of workplace environments and mental health in 2024 to promote the accountability of employers for their employees’ health. The Chilean Safety Association has taken a leadership role in this policy change by developing preventive medicine, launching affordable mental health for communities and convening local organizations and leaders to collaborate on mental health (including the development of an annual Mental Health Thermometer). Supporting employee health does not need to rest on employers alone and can be a joint public and private effort. There is no need for employers to reinvent the wheel: they can benefit from the expertise, infrastructure and goals of public health stakeholders through partnerships, especially as these stakeholders may offer referral pathways. For example, employers may consider partnering with a private, non-profit or public healthcare provider to offer on-site employee health clinics with a focus on preventive care. This could include cardiovascular, diabetes, cervical cancer or mental health screenings that give employees easier access to care without taking paid time off. Employers can also consider one-off events, such as a day of optional flu or COVID-19 shots, eye exams or specialist training to prevent back injuries. 2 Productivity and presenteeism: There is growing evidence of a potential causal link between employee well-being and increased productivity and reduced presenteeism While the global investment case for improved productivity and reduced presenteeism offers clear value, calculating the gain or ROI for a specific programme within an individual organization can be more complex. The literature demonstrates, however, a correlation between employee well- being interventions and productivity improvements of between 10% and 21%.26 Research by the University of Warwick found that happier employees are more productive,27 while a recent University of Oxford study found that happier employees in a call centre were 13% more productive.28 More high- quality research on the causal links is needed, but these early insights are promising. 3 Talent management: A focus on health can improve employee attraction and retention Investing in employee health and well-being can boost employee retention. Research from Mercer shows that companies which foster a “culture of health” experience employee turnover rates 11 percentage points lower than those that do not.29 Moreover, investing in employee health and well-being is increasingly important for attracting talent. Research from Saïd Business School finds that for many employees, factors contributing to their well-being – such as mental and physical health, work-life balance and job satisfaction – are as crucial as traditional incentives such as salary.30 This is especially important for younger generations31 in the workforce, born between 1996 and 2010 (also referred to as Gen Z).32 A McKinsey Health Institute survey of more than 42,000 respondents found that at least a third consider physical, mental, social and spiritual health resources when choosing an employer, with Gen Z respondents and those with lower mental health scores giving particular consideration to mental health benefits.33 Employers may also wish to consider how to promote the health of older employees. Increases in life expectancy and advances in healthcare will extend working lives: by 2050, about 30% of the global workforce will be over 50 years old.34 Governments may raise the retirement age or rethink pension structures in response. Consequently, both public and private sector organizations should expect an increasingly multigenerational workforce and tailor their health and well-being programmes accordingly. Employers’ actions are ever more visible to stakeholders. Platforms such as Glassdoor, Indeed, Fishbowl and Reddit offer employee insights into how organizations treat employees and support their well-being, potentially influencing the decisions of recruits, customers and investors. Data from these platforms can be harvested to find out how employees may feel and why they quit. For example, a recent MIT study identified toxic culture at the top of a workplace as a meaningful factor in employee resignations.35 Many people with mental illness can continue working without relapse with appropriate support for their resilience. They can live their lives, support family, disperse stigma among colleagues, and contribute to corporation and society. Society needs to realize that people with mental illness are an asset and not a cost. Tsuyoshi Akiyama, President, World Federation of Mental Health Thriving Workplaces: How Employers can Improve Productivity and Change Lives 10

Thriving Workplaces How Employers can Improve Productivity and Change Lives 2025