“I hope my child’s experience leads to real change so that no other family has to endure the grief and trauma we are going through. My Anna is no longer with us, but her story can still make a difference,” wrote Anita Augustine.
These heart-wrenching words come from a mother grieving the loss of her daughter, Anna Sebastian Perayil, who passed away in July 2024. A chartered accountant at EY (Ernst & Young) India, Anna’s mother claims her death was caused by overwhelming work pressure.
Anna had only begun her career at the firm in March 2024, but according to her family and colleagues, she was quickly burdened with excessive work. “The workload, new environment, and long hours took a toll on her physically, mentally and emotionally. She began experiencing anxiety, sleeplessness, and stress but kept pushing herself, believing that hard work and perseverance were the keys to success,” Anita added in the letter.
The tragic death of 26-year-old Anna has cast a spotlight on the critical importance of fostering a healthy work culture and implementing policies that promote a supportive environment. Anna’s story is not an isolated case, as the flood of grief and anger on social media reveals. Many people have come forward, sharing their own experiences with toxic workplaces, the stress they endured, and how it led to health issues or even forced them to quit their jobs.
In response, the National Human Rights Commission (NHRC) has issued a notice to the Union Ministry of Labour and Employment, requesting details about the investigation’s findings and the measures being taken to prevent further loss of young lives due to work-related stress.
“…. chasing impractical targets and timelines is resulting in grave violations of human rights of the employees. It is the prime duty of every employer to provide a safe, secure and positive environment to its employees. They must ensure that everyone working with them is treated with dignity and fairness,” wrote the NHRC.
How can companies create better workplaces where employees can truly thrive?
To explore this, we spoke with employees from organisations that prioritise wellbeing, HR experts who design employee-friendly policies, employers who champion flexible work cultures, and mental health organisations that collaborate with companies to foster overall wellness. Their insights provide valuable answers to building healthier, more supportive workplaces.
Companies that walk the talk
Many of us dedicate our lives to work, often without realising that we’re missing out on precious time with family, friends, and most importantly, ourselves. Roshne Balasubramanian — a former journalist and now senior manager of communications at the Nalandaway Foundation, a non-profit organisation — admits to having done the same in her previous roles. She worked in toxic environments that took a toll on both her mental and physical health.
However, when her mother fell ill, Roshne was forced to reassess her priorities, ultimately leaving journalism. She describes Nalandaway as a refreshing change, where employee well-being is truly valued.
“This company not just talks the talk, but also walks the walk. It feels good to be part of a workspace that is accommodative and understanding. Due to my mother’s illness, I had to work from home for some time, which I was initially hesitant to ask for, but they made it happen for me,” shares Roshne.
The organisation offers a comprehensive employee wellness programme, which includes reimbursements for therapy sessions, 10 paid period leaves annually, and a weekly team bonding activity called Thursday Circles, where employees come together to share personal stories. They also host ‘Brews & Banter’, a bi-monthly engagement activity aimed at fostering connection among staff.
Additionally, Nalandaway has an open forum grievance redressal policy, ensuring employees have a safe space to voice concerns and seek resolution. “We can share our thoughts in these open forums, which are designed to enable communication. Even if we wish to be anonymous, one can do so and the founder answers our questions,” she adds.
Today, she says, she enjoys going to work and is thriving in an environment where no one is judged. “There’s a clear demarcation between work and life, thanks to boundaries around what you’re expected to do,” she adds.
Anita Augustine, mother of Anna Sebastian Perayil, writes to Rajiv Memani, EY India Chairman, about her daughter’s tragic death. Anna, a promising CA graduate, joined EY Pune but faced excessive workload and pressure pic.twitter.com/bATxfx7dS9— 𝐏𝐥𝐚𝐧𝐞𝐭 𝙀𝙖𝙧𝙩𝙝 (@Earth_Bestshots) September 17, 2024
While organisations like Nalandaway have proactively implemented such initiatives, others may need some guidance. This is where companies like Manah Wellness come in, helping businesses develop effective employee mental well-being programmes. By fostering strong ecosystems and encouraging regular self-care practices, they are driving significant positive change in workplace environments.
“True change can be created when the work culture focuses on people first. Companies should not work on employee engagement activities as some sort of compliance or compulsion, but rather make it a part of their overall culture,” says Debasmita Sinha, chief psychologist and senior director – clinical excellence, Manah Wellness.
Manah Wellness builds “emotionally healthy workplaces” by prioritising a ‘people-first’ approach. As Debasmita emphasises, meaningful change starts from the top. They assist companies in creating strong policies that focus on employee well-being, ensuring a healthier and more supportive work environment.
“We have normalised and glorified this toxic culture. It’s important for employees to take measures for their own well-being by having a routine and focusing on self-care. There is also a need for mentorship to guide youngsters on how to handle stress and take responsibility,” she adds.
How can companies build a healthy workplace?
- Have regular employee pulse checks
“Ask questions and conduct surveys or focus group discussions to understand what employees want. This can help in forming initiatives and policies,” says Debasmita.
- Conduct mental health screenings
“Include mental health screenings just like the physical health ones to determine who needs help,” she adds.
- Let people across the organisation lead the initiative
Form committees with people from different levels and verticals. It should go beyond an HR engagement activity, she adds.
- Train your managers
Companies must focus on training and sensitising managers, says Advocate Vishakha Joshi.
- No unrealistic deadlines
Don’t promise unrealistic dates of delivery to your clients, which invariably leads to late nights and work overload.
- Build a robust employee wellness programme
Talk to your employees, have team bonding sessions and open forums wherein employees can express their opinions and air grievances.
- Be kind to each other
Make this a non-negotiable to ensure a happy workspace where employees and employers are kind to each other.
- Work on human capital
Mentor and coach employees and help them out when they are stuck. Don’t consider them as replaceable.
Echoing Debasmita’s top-down approach, Anu Singh, an HR professional with over two decades of experience, stresses that change must begin at the leadership level. Anu — the author of Art of Retention, a book on how to retain employees — believes that HR plays a critical role in ensuring overall employee well-being by shaping policies and procedures that foster a healthy work environment.
“We need to work on the mindset of employees at a workplace and create a happy one. The cultural shift needs to happen right from the CEO. Create an open space and provide flexibility to employees. You need to build trust and patience over time,” she says.
The ability to say no
While many may not have the resources or flexibility to leave a toxic workplace, some find the courage to do so. Shobhit Jaju, a chartered accountant, shared his own experience in a LinkedIn post, detailing his time as a CA article assistant at EY during 2010-11.
“I vividly remember the horrors of my eight-month-long stint with EY, which felt like a lifetime. I joined EY at the very young age of 19…On my first day, I was mocked by a senior for not being able to file documents properly and was told pompously that I had a lot to learn,” he wrote.
He added, “I was burnt out in the first eight months of my career, under-slept, overworked, just broadly exhausted with my life…My parents came to my rescue, and they forced me out of this, by explaining how this was not normal, and I should do a normal internship and concentrate more on my studies, not burn myself out so early in my career. I feel I was lucky as I was staying with my parents, and they could see what I was going through, guided me, and could not let me continue with something unsustainable,” he wrote.
He then completed his articleship in a smaller firm, and is today an associate vice president – governance research at Institutional Shareholder Services (ISS).
Just like Shobhit, Vishakha Joshi, an advocate, had unpleasant experiences during her stint at one of the Big Four accounting firms. Today, she is the founder of Prospero Legal Services, where she ensures that her employees are treated fairly.
“One of the biggest challenges is meeting unrealistic deadlines, which leads to a lot of overwork. As a boss, it’s our duty to set realistic deadlines and explain to the client why it wouldn’t be possible before that. The nature of legal work is usually urgent, but unless it’s a life and death situation, you can do it in a decent frame of time,” she says.
By planning leaves in advance, she ensures smooth operations while prioritising employee comfort. She also conducts POSH (Prevention of Sexual Harassment) training for corporates and points out that, currently, there are no specific labour laws in India protecting white-collar workers.
“In India, this work culture is a deep rooted cultural issue. Companies need a very hands-on HR person. Managers also require a lot of training and gender sensitisation. Ultimately, you don’t want your employees to feel miserable and wait for the day to end. You have to respect a person’s autonomy and ensure that they are comfortable. Respect goes both ways,” she says, adding that companies must promote employee safety and take pride in their employees.
Beyond these initiatives, two aspects that are often lacking in today’s workplaces are mentorship and kindness. Having a good mentor is crucial for success, yet in many large organisations, few individuals have the time or inclination to guide young employees.
Chetna Israni, director and co-founder of Morning Star BrandCom, is a strong advocate for coaching and mentoring her staff, believing that these elements are essential for fostering growth and success in the workplace.
“It’s important to work on your employees and guide them. If you don’t care for your employees, they won’t care about the business. We personalise KRAs based on the employee and their experience. Since I am a coach, I believe in mentoring them and always being there to provide solutions,” says Chetna.
They also uphold a non-negotiable rule of kindness, prominently displayed in the office with a large poster that reads, ‘Be kind to each other’. The team celebrates every employee’s achievements, fostering an environment free from jealousy. Each Friday concludes with chai, snacks, and gupshup (casual conversation), providing a forum for employees to share any concerns or problems.
By implementing these and similar other practices, employers can create healthy workspaces where everyone feels valued. No one should feel overwhelmed or overworked; if you do, it’s important to seek help. Ultimately, work is not everything. While your workplace may not remember you, your family and friends certainly will.
As Anna’s mother poignantly stated, it is our collective responsibility to ensure that no other family or parent endures the pain they are experiencing.
Edited by Pranita Bhat
