Introduction

More than 3.5 billion adults worldwide spend around 90,000 hours—roughly 45 years—of their lives working, making workplaces a major determinant of health. Health encompasses physical, mental, social and spiritual well-being, not merely the absence of illness. The report argues that employers, governments and other stakeholders can significantly influence population health through workplace policies and environments. Improving workforce health benefits employees, their families and communities while strengthening organisational performance. With demographic ageing, rising chronic disease and increasing burn-out, organisations that act early to improve workforce health can generate economic and social gains.

Briefing 1 The case for investing in employee health

Investment in employee health and well-being can create nearly $12 trillion in global economic value through improved productivity, lower absenteeism and stronger workforce participation. Poor health imposes significant economic costs through reduced work capacity, premature mortality and disengagement. Healthier workforces tend to experience higher productivity, stronger retention and greater employee satisfaction. Organisations that prioritise well-being also benefit from improved performance and reduced healthcare costs.

The analysis shows that workplace interventions—such as preventative health programmes, mental health support and improved working conditions—can generate measurable returns for employers and society. Businesses therefore have both a social responsibility and a financial incentive to integrate health into corporate strategy and organisational culture.

Briefing 2 Current status of healthy workforces

Despite growing awareness, many workforces remain unhealthy or unsupported. Burn-out, mental health challenges and chronic disease are widespread, affecting productivity and quality of life. Survey evidence highlights disparities across demographic groups: younger employees report significantly poorer holistic health than older workers, while women report worse outcomes across several health indicators.

The research also finds that many organisations struggle to measure workforce health effectively, limiting their ability to identify risks and evaluate interventions. Factors such as job design, workload intensity, financial stress and workplace culture influence employee well-being. Without systematic monitoring and targeted interventions, these conditions contribute to reduced engagement and productivity. Addressing workforce health therefore requires coordinated action across organisational leadership, workplace policies and broader social systems.

Briefing 3A Creating a healthier workforce: Measuring the impact of investing in a healthy workforce

Effective measurement is essential for improving workforce health. The report proposes a holistic measurement framework that captures physical, mental, social and financial aspects of employee well-being. Organisations are encouraged to collect consistent data, track health indicators over time and link workforce health outcomes to business performance.

Robust measurement allows employers to identify high-risk groups, prioritise interventions and quantify the return on investment of health initiatives. Evidence shows that organisations implementing systematic measurement frameworks can demonstrate improvements in productivity, reduced absenteeism and stronger employee engagement. Data-driven approaches also enable employers to benchmark progress and align health initiatives with broader organisational goals.

Briefing 3B Creating a healthier workforce: Developing an action plan with new mindsets and structural interventions

Building healthier workforces requires a shift in organisational mindsets and structural practices. Employers are encouraged to embed health considerations into leadership decisions, workplace culture and operational processes. Key actions include improving job design, promoting mental health support, providing access to preventative healthcare and strengthening workplace flexibility.

Structural interventions may involve redesigning work environments, addressing excessive workloads and creating supportive management practices. Organisations should also ensure equitable access to health resources and tailor interventions to diverse employee needs. Collaboration between employers, healthcare providers and policy-makers can amplify impact and create healthier labour markets.

Conclusion

Workplace health is a critical driver of productivity, economic growth and social well-being. By integrating holistic health strategies, measuring outcomes and implementing structural changes, employers can create healthier workforces and stronger organisations. Coordinated action across sectors can improve employee well-being while generating substantial economic value.