ESG Institute » Artykuł Wellbeing-en

Take a moment to reflect: how do you feel today? Do you have the energy to take action? Can you enjoy the little things? Do your relationships with others strengthen you? This is the very essence of wellbeing—a state in which you feel good not only physically but also mentally and socially. It’s not a luxury, but a foundation on which you build your daily life, your work, and your relationships. It’s the feeling that “everything is working” — within you and around you. Wellbeing consists of several elements that are like puzzle pieces influencing each other; here we can mention physical, mental, social, professional, and related financial aspects.

In today’s world, where stress and burnout have become almost everyday realities, the concept of employee wellbeing is gaining importance. Companies increasingly recognize that investing in employees’ physical and mental health translates into their productivity, engagement, and loyalty. Unfortunately, alongside the rising popularity of this trend, a dark side appears — wellbeing-washing.

What exactly is wellbeing-washing? Simply put, it is the practice of superficially and often cynically promoting initiatives related to employee wellbeing without genuinely committing to creating a truly supportive work environment. It is a facade behind which there are no fundamental changes in organizational culture, work overload, unfair pay, or a toxic atmosphere. Companies engage in superficial actions to improve their image, attract talent, or avoid criticism, without taking real steps to improve their employees’ quality of life.

How to recognize wellbeing-washing?

There are several warning signs that may indicate wellbeing-washing rather than authentic care for employees:

Superficial initiatives: The company boasts free fruit, weekly yoga classes, or a relaxation room but simultaneously ignores problems like overtime, lack of development opportunities, or team conflicts. These small perks create an impression of caring for wellbeing but do not address the core issues.
Lack of systemic changes: Wellbeing-washing is characterized by the absence of fundamental changes in work organization. A company may offer mindfulness sessions but maintain unrealistic deadlines and workloads that generate chronic stress.
PR communication instead of real actions: The company heavily promotes its “wellbeing initiatives” on social media and annual reports, but employees inside the organization do not feel any real improvement. The focus is on PR, not on actual support.
Shifting responsibility onto employees: The company provides wellbeing tools and resources (meditation apps, webinars on healthy eating) but implies that it is the employee’s personal responsibility to take care of their wellbeing. Systemic factors causing stress and burnout are ignored.
No measurable results: The company does not monitor the impact of its “wellbeing initiatives” on employees’ wellbeing and productivity. Lack of concrete data and indicators suggests the goal is not real improvement but just creating a positive image.
Contradiction with organizational culture: If the company culture is toxic, based on competition, lack of trust, and constant rush, all wellbeing initiatives will sound hollow and insincere. Authentic wellbeing requires consistency between declarations and real practices.
Using wellbeing to increase productivity: If the main goal of wellbeing initiatives is merely to boost employee performance without genuine care for their wellbeing, this is a cynical approach. Wellbeing should be an end in itself, not just a tool to achieve profits.

Why do companies resort to wellbeing-washing?

There are several reasons companies may choose wellbeing-washing over authentic investment in employee wellbeing. Implementing effective wellbeing programs involves several significant challenges and motivations. First, making real changes in organizational culture—such as reducing workload, raising wages, or improving working conditions—incurs substantial financial costs. For this reason, many companies opt for superficial initiatives that are cheaper and easier to implement.

Second, image pressure plays an important role. In today’s competitive job market, companies must maintain their image as attractive employers. Promoting wellbeing initiatives, even if superficial, can help attract and retain talent. This allows companies to present themselves as caring for employee wellbeing, a key factor in recruitment and retention. Wellbeing has also become a trendy topic in business. Companies may feel pressured to “stay current” and demonstrate commitment to the issue, even if they lack a deep conviction about its importance. This often leads to implementing wellbeing programs that are more marketing gimmicks than genuine support for employees.

The final aspect is avoiding responsibility. By focusing on individual wellbeing initiatives, companies can avoid responsibility for systemic problems contributing to employee stress and burnout. Instead of addressing root causes, companies focus on alleviating symptoms, which may be less costly and require fewer organizational changes.

How to build an authentic wellbeing culture?

Genuine commitment to employee wellbeing requires a holistic approach and fundamental changes in organizational culture. To create an authentic wellbeing culture, several key elements must be implemented.

First, regular listening to employees is essential. Gathering feedback on their wellbeing, workload, and needs helps understand real problems and tailor actions to their expectations. This is a basic step toward understanding what truly affects employees’ wellbeing.

Another important aspect is addressing systemic issues. Instead of focusing solely on individual initiatives, the company should tackle systemic factors contributing to stress and burnout, such as overtime, unclear expectations, unfair pay, or a toxic atmosphere. Solving these basic problems is crucial for improving overall employee wellbeing.

Investing in leadership development is also extremely important. Leaders play a key role in shaping organizational culture. Training in empathy, communication, and team support is necessary so leaders can effectively support their teams and create a positive workplace atmosphere.

Promoting work-life balance is another essential element. The company should actively support the balance between professional and private life by offering flexible work arrangements, encouraging the use of vacation time, and respecting employees’ free time. This allows employees to better manage their time and reduce work-related stress. Providing access to professional support is also important. Offering access to psychological consultations, employee assistance programs (EAP), or stress management training can be valuable support for employees facing challenges.

Summary

Measuring and monitoring results are key to assessing the effectiveness of actions. Regular monitoring of wellbeing-related indicators such as absenteeism, burnout rates, or survey feedback allows evaluating the success of initiatives and making necessary adjustments.

In conclusion, wellbeing initiatives should be authentic and consistent with company values. Communication about these efforts should be transparent and fact-based so that employees feel the company truly cares about their wellbeing.

Author: Zofia Nocoń (Junior ESG Specialist at ESG Institute)

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