What does it mean for an organisation to be truly healthy? In today’s corporate world, the answer is shifting dramatically. Companies are moving beyond the old paradigm of “wellness” programs – often limited to gym memberships or annual health checks – toward a broader focus on employee well-being in all its dimensions. Dr. Ashika Pillay, a medical doctor and Chief Wellness Officer at Emergent Africa, has been at the forefront of this evolution. She advocates a total well-being approach that goes far beyond physical fitness, encompassing mental, emotional and even spiritual health. As Dr. Pillay stresses, nurturing employees’ holistic well-being is not just a moral imperative but a strategic one: a workforce that truly thrives will drive business success in ways that a merely “well” workforce cannot.

This paper provides a comprehensive look at how corporate health strategy is evolving “from wellness to well-being.” Aimed at HR leaders, C-suite executives, heads of employee wellbeing and Chief Wellness Officers across industries, it offers thought leadership on why and how to expand your organisation’s approach to employee health. We will examine the shortcomings of traditional wellness programmes, explore the business case for a well-being-centric strategy, and share practical insights – including case examples – on embedding well-being into corporate culture and leadership.

From Wellness to Well-Being: What’s the Difference?

The terms wellness and well-being are often used interchangeably, but they signify different scopes. Wellness typically refers to physical health – fitness, nutrition, and absence of illness – whereas well-being is broader, encompassing the full spectrum of factors that contribute to a person’s quality of life. In essence, wellness is one component of well-being. While early corporate wellness programs focused mainly on improving employees’ physical health (encouraging exercise, healthier eating, smoking cessation, etc.), a well-being approach recognises that employees are whole people with mental, emotional, social and financial needs as well.

Dr. Pillay and other experts emphasise that true health means health, happiness, and prosperity for employees – not just low cholesterol levels or a healthy BMI. Most employers have long understood the importance of supporting physical health, but other critical elements of well-being were often overlooked. These underserved dimensions include mental health and emotional resilience, social connections and sense of community, financial security, and even the sense of purpose or spiritual fulfilment one gets from work. It is now clear that neglecting these aspects can undermine even the best physical wellness initiatives.

Research by Gallup has defined five interconnected elements of well-being: career (purpose), social, financial, physical, and community. When people thrive in all five, the benefits are striking. One Gallup poll found that employees satisfied in all five areas take 41% fewer sick days and are 81% less likely to want to change jobs. Unfortunately, only a small fraction of people – about 7% – report being satisfied in all five dimensions. This gap represents a huge opportunity for employers. By evolving from a narrow wellness agenda to a comprehensive well-being strategy, organisations can help more of their workforce thrive across the board – with significant payoffs in productivity, engagement and retention.

Why Traditional Wellness Programs Fell Short

Corporate wellness programs became popular over the past few decades, initially driven by a desire to curb rising healthcare costs. Companies often introduced wellness initiatives like health screenings, weight-loss challenges or subsidised gym memberships believing healthier habits would reduce medical claims. “Wellness was the answer to rising medical costs,” explains Sara Martin, CEO of WELCOA (Wellness Council of America). However, many of these first-generation wellness programs did not deliver the hoped-for ROI. A rigorous multi-year study by Harvard Medical School and University of Chicago found that such programs produced no significant improvements in clinical health measures or healthcare spending, and no reductions in absenteeism or job performance issues.

Why did the traditional approach underperform? A key lesson is that health is more complex than step contests and biometric screenings. As Martin observes, “People weren’t getting well because health care is more complex than getting people to exercise more…”. Lifestyle tweaks alone couldn’t solve deeper problems. In many cases, the workplace itself was contributing to poor employee health – an issue early wellness efforts failed to address. “What companies refuse to see is that often it was the company that was making employees sick in the first place,” Martin says. “If you have a terrible work/life balance, an awful job and you dislike your boss, buying a Fitbit won’t solve the problem.” In other words, a toxic culture or chronic job stress can overwhelm the benefits of a yoga class.

Additionally, many wellness programs implicitly put the onus on individuals to improve their health without addressing structural factors. As Dr. Ashika Pillay points out, it’s misguided to assume stress or burnout are simply personal failings; often it is “the structure of the work itself that’s the problem,” from punishing workloads to lack of autonomy. Indeed, studies show that superficial wellness perks have delivered minimal results in improving employees’ health, well-being or productivity when the root causes of distress – such as overwork, lack of control, or unsafe environments – remain unchanged. Early wellness schemes often treated symptoms, not causes.

This realisation has sparked a shift in thinking. Forward-looking companies now understand that employee health cannot be a siloed HR project or a mere after-hours offering. Instead, it must be integrated into the fabric of how work gets done. Rather than expecting a meditation session to offset an otherwise unsustainable work pace, the focus is turning to redesigning work itself in healthier ways. We will explore what this entails – but first, let’s consider why investing in comprehensive well-being makes compelling business sense.

The Business Case for Well-Being

Healthy employees drive better business outcomes, so investing in well-being pays off. Studies consistently show that when employees feel well – physically energised, mentally safe, and valued – they are more productive and engaged at work. They also miss fewer days and produce higher quality results. Conversely, when stress, poor health or burnout spread through a workforce, performance declines and costs rise. For example, in the U.S. alone, common issues like high blood pressure, obesity and physical inactivity are estimated to cost employers over $36 billion a year in lost productivity.

Well-being is also crucial for retention and recruitment. People who thrive in their jobs stick around – and those in unhealthy environments leave. Employees who are satisfied in all aspects of well-being are far less likely to look for a new job. Meanwhile, burnout and mental distress are now among the top drivers of turnover. Tellingly, one survey found nearly 40% of global executives were considering quitting their roles due to work-related stress. Employees at all levels are rethinking their priorities. In fact, more than 80% of workers today say they would rather have good mental health than a high-paying job, and about two-thirds would even take a pay cut to join a company that truly supports their well-being. In other words, if your organisation doesn’t foster a healthy work-life, your talent may vote with their feet.

Finally, a culture of well-being fuels innovation and resilience. When employees feel safe, supported and able to balance work with life, they are more creative and adaptable – willing to put forward new ideas and weather challenges. By contrast, a stressed-out, fearful workplace stifles initiative. Companies that make well-being a priority tend to develop more resilient, high-performing teams, better able to navigate change and sustain success. The business case is clear: caring for your people is directly linked to business outcomes, from productivity and customer service to talent attraction. In short, promoting employee well-being is just good business.

From Programme to Culture: Embedding Well-Being at Work

Real progress comes when well-being is not just a programme, but a core part of how you do business. As one industry expert put it, true workplace health must be embedded in how work is structured, scheduled and supported – from leadership practices to team norms. In practical terms, this means infusing well-being into the company’s values, day-to-day policies and culture.

Leadership commitment. The tone is set at the top. Leaders should champion well-being as a foundational value and lead by example. That could mean discouraging excessive late-night emails, openly discussing their own self-care practices, and encouraging employees to prioritise their health. Companies increasingly designate senior executives or teams (for instance, a Chief Wellbeing Officer and wellness committee) to drive these efforts. Having a dedicated leader for well-being ensures that initiatives are coordinated and that employee health remains a strategic focus, not an afterthought. It also sends a clear message to everyone that “we care about you.” In turn, managers at all levels need to be trained and empowered to support their teams’ well-being, through regular check-ins, flexibility, and empathy. Building a culture of psychological safety – where people feel safe to speak up about challenges – is crucial. For example, organisations can encourage open conversations about mental and physical health and provide avenues for employees to seek help confidentially. When staff feel heard and supported by leadership, trust grows and well-being becomes part of the fabric of work.

Healthy work design. Evolving your corporate health strategy also involves redesigning aspects of work itself to reduce harm and stress. Examine workloads, schedules and workflows through a well-being lens. Are people working punishing hours or consistently unable to unplug? If so, take action to change that. Offering more flexibility and control to employees over how, when and where they work is one effective step. Options like flexible hours or remote work (where feasible) can help individuals balance job and life demands, preventing burnout. Equally, ensure that productivity expectations are realistic – build in buffers so that “crunch time” is the exception, not the norm. Removing unnecessary stressors (such as redundant meetings or overly bureaucratic processes) can lighten cognitive load and give employees breathing room. The aim is to create a work environment where it’s possible to excel and stay healthy. For instance, some firms have instituted periodic “no-meeting” days, meeting-free lunch hours, or encouraged employees to set boundaries on after-hours availability. Such policies reinforce that rest and recovery are valued. In short, designing human-centric work – with reasonable demands, job control, and adequate support – pays off by boosting both well-being and performance.

Social support and resources. Humans thrive on connection, so a key part of well-being is fostering a supportive community at work. Organisations should nurture teamwork, mentorship and camaraderie, rather than pitting people against each other. Simple measures like team-building activities, peer recognition programs, or providing comfortable break spaces for colleagues to socialise can strengthen interpersonal bonds. Feeling connected at work is a buffer against stress; employees who have friends and confidants in the workplace are more resilient and engaged. Inclusivity is also paramount – everyone, regardless of role or background, should feel they belong. A culture of respect and inclusion directly feeds into a culture of well-being.

Equally important is providing mental health support as a normal part of employee benefits. This might include free counselling or Employee Assistance Programmes, mental health days, and workshops on stress management. During recent years, employers dramatically expanded such resources – 92% of large companies increased mental health offerings amid the pandemic – and many are integrating them permanently. Dr. Pillay, with her medical and mindfulness background, advocates for preventative approaches here: she recommends teaching mindfulness, resilience and emotional intelligence skills to employees as part of well-being training. By equipping people to manage pressure and practice self-care, companies can prevent many issues from escalating. Ultimately, supporting mental well-being is just as critical as physical safety in the workplace. When people know they can access help (and won’t be penalised for it), they are more likely to address problems early. Over time, this creates a more open, compassionate workplace where seeking help is seen as strength, not weakness.

Embedding well-being into culture is an ongoing journey. It stretches across all functions – HR policies, management training, office design, communications, and more – and requires continuous listening and improvement. The payoff, however, is a workforce that is healthier, happier, and more productive. Instead of treating well-being as a one-off initiative, it becomes “how we do things around here,” which is the ultimate goal.

Case in Point: Deloitte’s Holistic Well-Being Strategy

To see the difference between a traditional wellness program and a modern well-being strategy, consider the case of Deloitte, the global consulting firm. In 2016, Deloitte created a Chief Well-Being Officer role and revamped its employee health efforts into a holistic well-being programme. They shifted from isolated wellness perks to a proactive approach addressing mental health, work-life balance and personal growth. Deloitte launched a company-wide mental health campaign, provided training in resilience and empathy for employees and managers, and encouraged each team to tailor well-being practices to its specific needs. The CWO’s presence in the C-suite ensured these efforts had top-level backing and were integrated into business decisions. As Deloitte’s leadership noted, if you don’t support employee well-being, you “are sub-optimising people’s potential” – whereas investing in employees’ wellness enables them to perform at their best.

Early results were positive: employees reported a more open culture around well-being, and the firm strengthened its reputation as an employer that “empowers people to be well so they can perform at their best in both their professional and personal lives.” Deloitte’s experience shows that evolving from wellness to well-being is not only possible but transformative. By making well-being a core strategy rather than a side initiative, the company turned employee health from a checkbox HR activity into a driving force for performance and culture. In doing so, Deloitte exemplified how prioritising holistic well-being can help an organisation thrive.

Conclusion: From Wellness to Well-Being – A New Paradigm for Corporate Health

In the journey “from wellness to well-being,” companies are learning that taking care of employees in a truly holistic way is foundational to sustainable success. The evolving corporate health strategy is about viewing employees not as expendable resources, but as whole human beings whose growth and health fuel the organisation’s growth and health. As Dr. Ashika Pillay and her peers have championed, well-being must be woven into the DNA of the corporate culture – into leadership mindsets, management practices, and everyday work life.

This new paradigm requires commitment, but the rewards are manifold. By broadening our perspective from simply preventing illness to actively promoting thriving, we unlock higher engagement, innovation, and loyalty. We also create workplaces that are simply happier and more humane. In an era where talent is mobile and values-driven, a company known for genuinely caring about its people’s well-being will stand out as an employer of choice. Conversely, organisations that cling to outdated “productivity at all costs” models risk alienating their workforce and falling behind.

For corporate leaders and HR professionals, the mandate is clear: it’s time to evolve your health strategy. Start by listening to your employees and addressing the systemic issues – whether it’s unrealistic workloads, lack of flexibility, or inadequate support – that may be undermining well-being. Empower a leadership cadre (be it a Chief Wellness Officer or a committed team) to drive and coordinate well-being efforts across the enterprise. And importantly, lead by example: cultivate your own well-being and encourage your managers to do the same, creating a ripple effect throughout the organisation.

In conclusion, the shift from wellness to well-being represents a maturation in how we think about employee health. It recognises that a healthy organisation is one that helps its people flourish, not just avoid illness. It’s about prevention and potential, not just cure. Dr. Pillay often reminds executives that work should enhance people’s lives, not detract from them. When companies heed this insight – designing work that supports employees’ physical vitality, mental peace, social connection, financial security and sense of purpose – the results speak for themselves. From the shop floor to the boardroom, well-being is becoming the cornerstone of high-performing, future-fit companies. The question for leaders is no longer “Is our workplace making people sick?” – the data is clear that many are – but rather “What are we doing to change that?”. It’s a journey Dr. Ashika Pillay and many others are proud to lead, and one that every organisation can begin today.

References:

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• “Managers Impact Our Mental Health More Than Doctors, Therapists — and Same as Spouses.” UKG Workforce Institute press release, 27 Feb 2023.
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• Patty Starr, “Culture Of Health: From Wellness To Wellbeing.” Health Action Council Blog, 27 Oct 2016.