Wellness Report Gympass

WORK-LIFE
THE STATE OF
WELLNESS
2024
Understand
why employees
crave better
wellbeing,
and how it can
supercharge
performance
and productivity
Presented by
1
THE STATE OF WORK-LIFE WELLNESS ‘24 2

1.1 Foreword Maxine Carrington
Chief People Officer,
Northwell Health
Wellbeing is
foundational to
living a good life
But it goes well beyond the individual.
We are discovering an undeniable
correlation between wellness, productivity,
and employee satisfaction, revealing a
prolific driver of sustained business success.
I see the core need for wellbeing in life and em- Decades of research have deter-
ployment as Northwell’s Chief People Officer. mined that wellbeing is the holis-
Wellbeing is what we deliver every day across
tic outcome of our occupational,
our 21 hospitals and 890 outpatient facilities, and I
physical, emotional, social, finan-
have the honor of leading the charge to raise the
cial, intellectual, spiritual, and en-
standard of health of our more than 85,000 team
vironmental wellness. 1/2
members.
This unique vantage point lets me see clearly that Each dimension of wellness is a critical contributor
many companies are getting in our own way on to how we are doing, both at work and at home. A
the road to wellbeing. Striving for work-life bal- deficit anywhere degrades our overall wellbeing.
ance by separating our personal and profession- We cannot thrive in pieces. We are one being, and
al wellbeing makes it more difficult to succeed in our wellness must be treated as such for us to ex-
work or life. In reality, you cannot fully have one perience it.
without the other — they are interdependent.

1.1 FOREWORD
THE EIGHT CORE EMOTIONAL
DIMENSIONS OF
O
C
L
C
A
WELLBEING
U
C
PA
I
YS
TI
O
PH
N
A
L
INTELLECTUAL
SPIRITUAL
Dimensions
of Wellness
EN
V
IR
L
IA
O
N
C
M
SO
EN
TA
L
FINANCIAL
That is why this report, Gympass’ State of Work- adopting a more holistic approach to wellbeing.
Life Wellness 2024, analyzes workforce wellbeing We must embrace that the aspects of wellness
across all eight dimensions of wellness. An interna- traditionally viewed as separate from work in
tional sample of more than 5,000 full-time employ- fact have a profound impact on your professional
ees were asked more than 80 questions spanning success.
the eight dimensions of wellness to assess their
Promoting holistic wellbeing is foundational to
holistic wellbeing and — most importantly to this
Northwell Health’s approach to raising the stan-
report — to measure how each dimension impacts
dard of health. A healthy, engaged workforce has
their performance at work.
a direct impact on our ability to deliver exception-
The results reveal that the push for work-life bal- al care. Helping our team members live healthier
ance is fatally flawed. Our professional experi- lives has a positive ripple effect on their household
ences cannot be tended to separately from our and the entire community. It enables us to raise
life. The futility is instantly apparent when you ap- the standard of health on a broader scale for all.
ply this line of thinking to any other dimension of A holistically well team brings their best selves to
wellness. You would not tell somebody who is sick work, positively influencing our company culture,
to focus on improving their health-life balance, the care they provide at the bedside, and the im-
or somebody who is lonely to do a better job of pact that care has on our communities.
community-life balance. We all know those expe-
You don’t have to be a health provider to bene-
riences are what constitutes wellbeing itself. Oc-
fit from holistic wellness. Operating this way gives
cupational wellbeing is no different.
any employer an edge. It allows you to attract and
This is why we must look beyond work-life balance, retain talent, while maximizing productivity.

1.1 FOREWORD
As revealed in this report, wellness is non-nego-

tiable for today’s workers. Ninety-three percent
of workers say their wellbeing at work is as im-
portant as their salary, up from 83% in last year’s
survey.3
And when they say ‘wellbeing at work,’ they are

talking about holistic wellness. The majority of
workers say that every dimension of wellbeing —
from physical to intellectual — impacts their pro-
ductivity at work. They know being strapped for
cash is distracting, and a bad night’s sleep saps
your focus. Workers are saying loud and clear that
they must be well to work well, and are only look-
ing for employers in step with that reality:
96% of respondents said they

will only consider companies
that place a clear emphasis on
wellbeing next time they are
looking for a job.
This is great news for employers. Workers know
that they do best when they are doing well, and
are actively seeking environments that allow
them to do their best work. It is now on employers
to deliver an employee experience optimized for
workforce wellness.
The world has a way to go. While the results of environment: 77% of employees in their preferred
this international report show global wellbeing is working environment (office, hybrid, or remote)
bouncing back from the pandemic, the recovery say they can take care of their wellbeing. This
is uneven. Who you are, where you work, and the drops down to 65% for employees wishing for a
prestige of your position all impact your wellbeing. different work environment. (This insight is par-
ticularly relevant for the many companies around
Ninety-one percent of leaders, for example, agree
the world issuing back-to-office mandates today.)
they can take care of their wellbeing during the
workday. Compare that to the 76% of managers Companies must care about these gaps if for no
and 66% of non-managers who say the same. And other reason than these inequities limit their suc-
69% of cisgender women say they can take the cess. Happy employees run more profitable de-
time they need, in contrast to 77% of cisgender partments,4 while burnout drives productivity and
men. Then there’s how you feel about your work turnover losses of $322 billion annually globally.5

1.1 FOREWORD
This is why nine out of 10 motivation from their employers — they need the
companies that track their resources, support, and flexibility required to act.
wellness spending see a Our journey towards holistic wellness and the suc-
positive ROI — this intentional cess of initiatives like Gympass have not gone un-
fostering of wellness increases noticed. We have received various accolades and
productivity, decreases awards as a great place to work and have been
healthcare costs, and delivers recognized for our commitment to diversity and
talent management savings.6 inclusion. These achievements validate our ongo-
ing efforts and motivate us to continue listening,
I see that return on investment every day at North-
evolving, and co-creating with our team members
well thanks to innovative solutions like Gympass
to ensure that we are meeting their needs.
that consider the holistic wellbeing of the employ-
ee. While we have experimented with various pro- It’s well past time to build a world that supports the
grams, Gympass stands out as one of the most wellbeing of the individual in all aspects of their life.
successful and well-received benefits we offer. Its Northwell Health brings the world one step closer
accessibility, affordability, and variety lets our team every day as we raise the standard of health. And
members access activities that meet their individ- every check-in at Gympass brings us one step clos-
ual needs. Gympass empowers them to access er to making wellbeing universal. We are thrilled to
holistic wellbeing resources conveniently and at have you walking with us.
reduced costs, ensuring their wellbeing remains a
priority. It meets the core need voiced in this re- Maxine Carrington
port by employees around the world: People want Chief People Officer,
to tend to their holistic wellbeing. They don’t need Northwell Health

1.2 Key Findings
Our State of Work-Life Wellness 2024 report provides actionable

insights HR leaders can use to improve both employee wellbeing and
employee productivity. Here is a snapshot of our key takeaways:
96% 93% 87%

of employees will believe wellbeing would consider
Employee only consider to be as important leaving a company
Wellbeing companies that place
a clear emphasis on
as their salary. not focusing
on wellbeing.
Is Non- employee wellbeing
when looking for their
Negotiable next job.
37% 83% 77%

of employees wish of workers feel engage with their
they worked in a their wellbeing has employer’s available
Top different work improved in 2023, wellbeing benefits.
Wellbeing environment that aligns
with their preference
compared to 2022.
Trends (office, hybrid, or remote).
95% 93% 93%

of workers say of workers say their of people say their
Wellness their emotional physical wellbeing productivity at work
Drives wellness impacts
their productivity.
impacts their work
productivity.
is impacted by how
engaging they find
Productivity their work tasks.
69% 91% 90%

of cisgender women say of leaders agree they of employees in their
they can take the time can take care of their preferred work environment
Disparities they need to take care
of their wellbeing during
wellbeing during the
workday, compared to
are happy with their current
company, compared to
in Wellbeing the workday, in contrast 76% of managers and 80% of workers in their non-
to 77% of cisgender men. 66% of non-managers. preferred environment.

CONTENTS
1 INTRODUCTION 2
1.1 Foreword 3
1.2 Key Findings 7
2 HOLISTIC WELLNESS POWERS WORKPLACE PERFORMANCE 11
2.1 Wellness is Non-Negotiable to Today’s Workforce 14
2.2 Personal Wellness Drives Professional Productivity 17
2.2.1 Overall Wellness 17
2.2.2 Occupational Wellness 18
2.2.3 Physical Wellness 20
2.2.4 Emotional Wellness 23
2.2.5 Social Wellness 26
2.2.6 Financial Wellness 27
2.2.7 Intellectual Wellness 28
2.2.8 Spiritual Wellness 30
2.2.9 Environmental Wellness 30
3 WELLBEING INEQUITY IN THE WORKPLACE 32
3.1 Wellbeing Improves with Senority 34
3.2 Working Where You Want Is Good for Your Health 36
4 CONCLUSION 39

CONTENTS
5 WORLDWIDE WELLNESS 41
5.1 Argentina 43
5.2 Brazil 47
5.3 Chile 51
5.4 Germany 55
5.5 Mexico 59
5.6 Italy 63
5.7 Spain 67
5.8 United Kingdom 71
5.9 United States 75
6 HOW TO BUILD A WELLBEING PROGRAM

THAT INCREASES EMPLOYEE PRODUCTIVITY 79
7 THE GYMPASS WELLNESS BOOST 91
8 ABOUT GYMPASS 95
9 APPENDICES 97
9.1 Methodology 98
9.2 Citations 99
9.3 Demographics 104
9.4 Survey Questions 106

2
HOLISTIC WELLNESS
POWERS WORKPLACE
PERFORMANCE

2 HOLISTIC WELLNESS POWERS
WORKPLACE PERFORMANCE
While the COVID-19

pandemic has waned,
its after effects
continue to reshape
how the world works
Employees at home and on the front lines reas-
sessed their values and goals. They emerged from
the global experience with mental, physical, and
overall wellbeing as a higher priority.
This drove major upheaval in the short-term la-

bor market, ushering in The Great Resignation as
swaths of employees quit and switched jobs. Even
as headlines today blare there is an ongoing rise
of boomerang employees — a trend coined “The
Great Regret” — workers around the world are
clear: Wellbeing is no passing fad, and employers
that don’t care need not apply.
When workers today talk about workplace well-

ness, they mean more than high achievement or
industry accolades. Research shows that occu-
pational wellness is only one of eight dimensions
of wellbeing: physical, emotional, social, financial,
intellectual, spiritual, and environmental. Strug-
gling with any dimension of wellness degrades
overall wellbeing. The interrelated nature of these
dimensions means improvements or declines in

2 HOLISTIC WELLNESS POWERS
WORKPLACE PERFORMANCE
are best approached as different domains of ex-

istence. Handling each effectively requires strict
separation, workers were told, or else job stress
will ruin your evening cocktails and sick children
will make you miss an important client meeting.
Work-Life Wellness (n):

A generative state where
your professional and per-
sonal experience amplify
each other.
This tenuous tightrope was difficult to walk at the

best of times. It became all but impossible when
pandemic lockdowns meant work and life both
had to happen at home — often simultaneously.
Workers suddenly needed a new paradigm for
handling their personal and professional demands.
any aspect can kickstart a domino effect — for
better or for worse. Declining physical wellbeing The crumbling of work-life balance made way for
due to an illness, for example, can cause isolation work-life wellness, a generative state where your
that hampers social and emotional wellness, and personal and professional experiences amplify
lower productivity to the point it decreases occu- each other. Instead of stretching workers thin with
pational wellness. Conversely, for somebody who an unnatural bifurcation of time and identity, this
struggles with depression, improving their mental ethos invites work to be a valuable part of a life
wellbeing through therapy can make it easier to well-lived. It acknowledges that life experiences
workout, see friends, and focus at work, improving are not to be just accommodated but celebrated,
their physical, social, and occupational wellness. as they add to what people bring to their work.
This integration flies in the face of demands for As a result of this evolution, today’s workforce
work-life balance, which emerged as a social norm views all dimensions of wellness as foundational
in the 1970s and 80s.7 The conventional wisdom to their professional performance — and the data
maintains that our work and personal experiences backs them up.

2.1 Wellness is Non-Negotiable
to Today’s Workforce
There is near-universal agreement that employ- The surging importance of wellness can be seen
ers need to deliver on wellbeing if they expect to in the rising usage of employee wellbeing pro-
have a workforce. Nine out of 10 workers (93%) in grams — 77% of workers surveyed say they engage
Gympass’s State of Work-Life Wellness 2024 study with their employer’s wellbeing benefits, a 13% in-
considered their wellbeing at work to be equally crease year-over-year.
as important as their salary, up 83% from 2022.
Employees Prioritize Their Wellbeing Employees Are Increasingly Engaging

at Work as Much as Their Salary with Their Wellness Benefits
100% 100%
93%
75% 83% 75%
77%
68%
50% 50%
25% 25%
2022 2023 2022 2023

0% 0%
% of respondents who consider their wellbeing at work to % of respondents who are engaged with their
be equally important to their salary compared to last year employer’s wellbeing benefits compared to 2022

Failing to meet these expectations will make it
difficult to recruit or retain employees, workers Employee Wellbeing Programs are
Critical for Employee Retention
say. Eighty-three percent of workers say their
100%
wellbeing improved from 2022 to 2023, and they
are not willing to give up these gains. Eighty-sev-
en percent of surveyed workers said they would 75%
consider leaving a company that doesn’t focus

77%
68%
on employee wellbeing (a 13% increase over last
50%
year). And when deciding where to take their tal-
ents, 96% said they will only consider companies
that place a clear emphasis on employee wellbeing 25%
when looking for their next job (up from the 73% of
workers who said the same in 2022). These are not 2022 2023
0%
idle threats: 60% of employees, 64% of managers, % of employees who would consider leaving a company that
does not focus on employee wellbeing compared to 2022
and 75% of C-suites say they are seriously consid-
ering quitting their current job for one that better
supports their wellbeing.8 The majority of employees surveyed say there is
no separation between professional and personal
wellness, that their workplace productivity is im-
Job Seekers Demand Employee pacted by every one of the eight dimensions of
Wellbeing Programs wellbeing. When asked which dimension of well-
100% being is most important to them overall, a third
of workers globally pick emotional wellness. Not
96%
only it was the most popular choice worldwide,
75% 73%
but also the most common response across gen-
erations, workplace environments, seniority lev-
50% els, sexual orientations, gender identities, and in
every single country surveyed.
25%
Financial wellbeing was the second-most com-
mon choice across all of these groups — with the
2022 2023 exception of Italy, where it ranked third after phys-
0%
% of respondents who will only consider companies that place ical wellness. Physical wellness predominately
a clear emphasis on employee wellbeing compared to 2022
ranked as the third most important dimension of

2.1 WELLNESS IS NON-NEGOTIABLE
TO TODAY’S WORKFORCE
0% 10% 20% 30% 40%
Ranking the Emotional 33%
Wellness Financial 23%

Dimensions
in Order of Physical 13%
Importance Social 8%
Spiritual 7%
Intellectual 6%
% of respondents who
Occupational 6%
rank a particular wellness
dimension as the most
important dimension Environmental 5%
wellbeing across these demographic and region- Organizations that lean into well-
al groups. ness report improved talent ac-
Today’s workforce expects an employee expe- quisition and retention, with 85%
rience that fosters holistic wellness, not just pro- of human resources leaders with
fessional wellbeing. Expanding definitions of and a wellness program reporting the
expectations for wellness at work have major initiative decreased their talent
implications for how organizations can attract, management costs.11
nurture, engage, and hold onto employees. Tra-
ditional tactics like compensation packages and
professional development programs still matter —
survey respondents rated them as the most im-
portant and meaningful factors in how they select
an employer — but they are inadequate in isolation.
Many talent professionals are behind the curve,

with recent research showing that recruiters of-
ten underestimate how much candidates value ↓ THE BOTTOM LINE
their happiness.9 Catching up will be vital in a la-
Employee wellness must be a core
bor market where the majority of recruiters ex-
tenant of any talent acquisition and
pect talent acquisition will favor job hunters over
retention strategy.
employers in the next five years.10

2.2
Personal Wellness Drives
Professional Productivity
Today’s workforce views all dimensions of well- While that’s a noted improvement, it leaves four
ness as foundational to their professional perfor- out of ten workers okay at best. Few employees
mance. Employees cannot effectively maintain say they are struggling or really struggling (4%),
safety on a construction site if they are exhaust- but settling for employees who feel ‘okay’ (31%)
ed, deliver an effective sales pitch if they are in or poor (6%) is leaving a lot of productivity on the
the depths of chronic depression, or bring daily table. Workers who are okay or worse are saying
enthusiasm to a job they find dull. they have a deficit in at least one dimension of
wellbeing — and struggling in any aspect of well-
This shift changes expectations of the employee
ness decreases workplace productivity.
experience. In a labor market where the vast ma-
jority of workers value wellness on par with salary
and use wellbeing as a guiding light for their em- The Impact of Wellness
ployment decisions, organizations have to deliver on Employee Productivity
holistic wellbeing through every stage of the em-
0% 50% 100%
ployee lifecycle.
Emotional Wellness 95%
The remainder of this section breaks down how
workers are doing within each of these holis- Physical Wellness 93%
tic dimensions of wellbeing. Notable differences

Intellectual Wellness 93%
and similarities in results are addressed as they
occur across generational, gender identity, and Environmental Wellness 90%
sexual orientation groups. Due to the internation-
al nature of this report, the global response sets Occupational Wellness 86%
could not be broken down by race. For wellbeing

Spiritual Wellness 78%
breakdowns according to regional race catego-
ries, refer to the country-level results in Section 5, Financial Wellness 66%
Worldwide Wellness.
Social Wellness 60%
% of respondents who say their productivity

is impacted by each dimension
2.2.1 Overall Wellness
Last year’s survey results revealed a crisis in well- When a wellness deficit grows large enough, it can
being. Less than half of employees (46%) said that drive absenteeism, a clear and complete lack of
they were thriving or good overall. This year, the productivity. But the even more widespread — and
tide appears to be turning. When asked to rank costly — result is presenteeism, where employees
their overall wellness, 60% of workers this year say who are physically at work are unproductive due
they are good or thriving. to illness, anxiety, or other distraction.

2.2 PERSONAL WELLNESS DRIVES
PROFESSIONAL PRODUCTIVITY
It’s estimated presenteeism Employee satisfaction measures how well all of

costs companies in the U.S. alone these efforts come together to deliver occupa-
$1.5 trillion a year, making it 10 tional wellness — and workers say their current
times more expensive than ab- experience leaves something to be desired. Only
senteeism.12 Restoring wellness one in five workers are extremely happy at their
can ease absenteeism and pre- company. More than a quarter (27%) are only
somewhat happy, and 14% are unhappy.
senteeism, delivering cost sav-
ings above and beyond the cost This is a costly ratio for employers. Dissatisfaction
of the program. drives disengagement and turnover.13 It also dam-
ages an employer’s reputation, increasing talent
2.2.2 Occupational Wellness acquisition costs.14 Happy employees, on the oth-
Occupational wellness refers to the personal sat- er hand, are more engaged and productive. Call
isfaction and enrichment derived from one’s work. center employees, for example, have been shown
to make more calls, convert more calls into sales,
Occupational wellness looks different to every
and be more likely to operate on schedule when
person, and often changes throughout the course
in a good mood.15
of one’s career. One person may define it as reach-
ing the corner office, another says it’s doing a job But far from advancing their wellbeing, many peo-
that they love, and another says the work day is a ple say their occupation actually gets in the way
success if they answer half of the emails in their of wellness: More than a quarter of people (27%)
inbox. report their work does not allow them to take care
of their wellbeing when needed, such as exercis-
Given the highly individualized nature of occupa-
ing during the workday, attending a counseling
tional wellness, organizations typically try to de-
session, or taking a mental health day.
liver professional wellbeing in their workplace by
satisfying the other seven dimen-
sions of wellbeing. Competitive
compensation packages, for ex-
ample, address workers’ need for
financial health. Gym memberships
support physical wellness, pro-
viding subscriptions to meditation
apps can improve emotional well-
being, team offsites fosters social
wellbeing, professional develop-
ment advances intellectual well-
ness, flexible work arrangements
improve workplace environmental
wellbeing, and team volunteer days
bolster spiritual wellness.

The degree to which work gets in the way of housework than their husbands and less time at
wellbeing varies among identity groups. The work or doing leisure activities — even when they
employees most likely to say work gives them earn more.16 COVID-19 interruptions in child and
time to take care of themselves are transgen- elder care intensified these demands on their
der* (84%) and gender nonconforming** (80%) time, impacts which continue to affect their
workers. Cisgender women are the least likely workforce participation.17
to have time to care for themselves, with nearly
a third (31%) saying work does not allow them Engaging with employees’ wellbeing has been
to take time for their wellbeing when needed. shown to increase their job satisfaction. Four out of
Twenty-three percent of cisgender men say five employees who work for companies that sup-
the same. This gap is likely related to the gen- port wellbeing say they enjoy work, and 85% say
dered division of unpaid labor at home. Women they plan to stay in their current roles.18 The major-
in heterosexual partnerships continue to spend ity (65%) directly say having access to a wellbeing
more time than their husbands on childcare and program at work improved their productivity.19
Disparities in Time for Personal

Wellness Based on Gender
0% 50% 100%
Transgender 84%
Gender 80%
Nonconforming
Cisgender Men 77%
Cisgender Women 69% Activation Toolkit

A culture of wellbeing empowers workers
Disparities in Time for Personal to feel their best so they can do their best.
Wellness Based on Sexual Orientation Gympass equips companies and their
0% 50% 100% employees with the robust platform they
need to take care of every dimension of their
LGBTQIA+ 76%
wellbeing with services like Thrive Global,
MyFitnessPal, OrangeTheory, Stronger U,
Heterosexual 72% Traniac, and Strava.
% of respondents who agree that work allows them to take

time for their wellbeing when needed (e.g. time to exercise, Talk to a Wellbeing Specialist
time to take annual leave, work flexibly)
*According to recent estimates from the PEW Research Center, 5% of the United States is transgender or gender nonconforming.20 Given the lack of global data, that figure was
used in this study as an international baseline. Five percent of workers in this survey identified as transgender — 35 transgender women and 99 transgender men — qualifying it as a
sufficient sample size for statistical analysis. The small sample of transgender women meant it was not possible to generate statistically significant findings about their wellbeing,
so the aggregate responses of transgender men and women are presented together in this report. **The gender identities included in gender nonconforming are: agender, gender
fluid, nonbinary, queer, third-gender, two-spirit, and other. Fifteen percent of respondents identified as gender nonconforming.

2.2.3 Physical Wellness

Physical wellness refers to the overall health and Employees are eager to improve their physical
vitality of your body, free from any illnesses or wellness. Nine out of 10 employees report taking
conditions. steps to improve their sleep, and three out of five
track their nutrition in some way. And most would
Worker productivity is tightly tied to physical well-
love more support: 85% say nutritionists and train-
ness, which many employees say they lack.
ers would help them achieve their nutritional and
The signs of low physical wellness are widespread: fitness goals.
One in four respondents (26%) say they are unfit,
Improving physical wellness stands to boost pro-
about two out of five (19%) report having a poor
ductivity. Workers are in near-unanimous agree-
diet, and one in four (27%) rate their sleep as at
ment that their fitness (99%), sleep (98%), and
least somewhat unhealthy. Suffering from any
nutrition (99%) matter to their overall wellbeing.
one of these issues is deleterious to one’s wellbe-
The vast majority also say their physical health
ing. Taken together, they can have a compound-
determines their professional performance, with
ing effect.
93% of workers reporting that their physical well-
being impacts their work productivity.
The Impact of Fitness, Nutrition &

Sleep to Overall Wellbeing
100%
99% 99% 98%
75%
50%
25%
Fitness Nutrition Sleep

0%
% of respondents who say their fitness, nutrition and

sleep impacts overall employee wellbeing

Independent research supports their perception.

The Impact of Work
Employees who exercise are less Stress on Sleep
likely to suffer from productivity 0% 10% 20% 30%
drops.21 Having a poor diet Lose Sleep Every

Night
9%
makes it more likely that a Lose Sleep Multiple

worker suffers from decreased Times a Week 24%
productivity, and productivity Lose Sleep Several

27%
losses due to fatigue cost U.S. Times a Month
employers an estimated $201 Lose Sleep a few

23%
times a Year
billion dollars a year.22
Never Lose Sleep 17%
Many companies have begun to accommodate
the crucial role they play in employee wellbeing,
% of respondents whose sleep is impacted by stress
with 79% of respondents saying their company
offered at least one wellness benefit.
Despite these efforts, many organizations are still Most workers also say their job gets in the way
getting in their own way. of taking care of their fitness and nutrition. Six-
ty-three percent of workers say their job makes it
Over half of workers report their job itself disrupts
hard to work out. Employees who don’t exercise
multiple aspects of their wellbeing. In such cas-
regularly are 50% more prone to presenteeism
es, this neglect of worker wellbeing kickstarts a
than those who work out often.24
self-defeating cycle of lost output and degraded
wellness. Over half of workers (58%) also say work makes
it hard to eat healthy. That’s a lot of productivity
Sixty percent of workers, for example, say that
left on the table when nearly four out of five (79%)
work stress keeps them up a few times a month
of workers say the quality of their work would im-
or more. About one in ten says work stress keeps
prove with a better diet. Research backs up this
them up every night. Even short-term sleep depri-
stance: Employees with healthy diets are 25%
vation impairs thinking, leaves people emotional-
more likely to have higher job performance, and
ly strained, and can slow the physical reactions
eating fruits and veggies four to five times a week
important to preventing accidents in active work
boosts job performance by 20%.25
environments.23
Employment demands that make it harder for
Workers feel this negative impact. Respondents
people to take care of their physical health — sleep,
who lose sleep over work say it most commonly de-
nutrition, or exercise — ultimately make it harder
creases their emotional wellbeing, motivation, and
for them to deliver the results asked of them.
productivity at work. This situation can easily spiral,
with lost sleep decreasing productivity to the point Research shows employee health can be im-
of causing additional stress, pushing workers to lose proved through workforce wellness programs.
more sleep, further harming their performance. Such programs can, for example, help employees

get better sleep through sleep apps and exercise

— effective tactics used by only 13% and 30% of
Activation Toolkit
the workforce, respectively. Physical activity, sleep, and nutrition are
keystones of physical wellbeing. Gympass
Seventy-eight percent of HR partners like [solidcore], OrangeTheory,
leaders say their wellness pro- SleepCycle, Calm, Nootric, and LifeSum
gram reduces the cost of provid- give employees a strong foundation for
physical health.
ing healthcare benefits, and 85%
report decreased utilization of Talk to a Wellbeing Specialist
sick days.26 Proprietary research
of Gympass customers specifi-
cally show company healthcare
costs drop by up to 35% when
employees check in five or more
times a month.27
Replacing processed office snacks like candy bars

with healthy options, such as carrots or apples, can
make it easier for employees to have a nutritious diet.

2.2.4 Emotional Wellness

Emotional wellness is the practice of acknowledg-
ing your feelings and managing your emotions in
a constructive, productive manner.
Emotional wellness is a top priority for workers

around the world. When asked which dimension of
wellbeing is the most important, emotional well-
ness was the most popular choice, and nearly all
(99%) say their emotional wellness is important to
their overall wellbeing. More than a third (35%) say
it is extremely important to their overall wellbeing,
and 43% say it is very important.
Most workers are far from actualizing their full

emotional health. Eighty-four percent of workers
globally say their emotional wellness is at least
somewhat healthy. What this doesn’t show is that
39% of people say they are only somewhat healthy,
and 5% say they have unhealthy emotional well-
ness. As 95% of workers say their emotional well-
ness impacts their productivity, these gaps drive
major productivity drops.
0% 10% 20% 30% 40%
The Impact Productivity at work is

extremely impacted by 23%
of Emotional emotional wellness
Wellness on Productivity at work
Productivity
is very impacted by 37%
emotional wellness
at Work Productivity at
work is impacted by 25%
emotional wellness
Productivity at work is
somewhat impacted 10%
by emotional wellness
% of respondents
whose emotional
Productivity at work is
wellness influences their not at all impacted by 5%
productivity at work emotional wellness

The proportion of workers who report their emo-

tional wellbeing is at least somewhat healthy is sim-
ilar across gender and sexual orientation groups.
However — and perhaps surprisingly — traditionally
marginalized groups were the most likely to report
they are extremely emotionally healthy. Transgen-
der employees were most likely to say this (28%),
followed by gender nonconforming employees
(20%). These two groups were also the most likely
to say work gives them time to take care of their
wellbeing (See Section 2.2.2 Occupational Well-
ness). This compares to 10% of cisgender women
and 15% of cisgender men who say they are ex-
tremely emotionally healthy. LGBTQIA+ employees
were slightly more likely than heterosexual employ-
ees to say the same (15% and 12%, respectively).
Transgender, gender nonconforming, and likely to be structured for social wellness and in-
LGBTQIA+ individuals struggle with their emotional clusive wellbeing.
health more frequently than the general popula-
Taken as a whole, employees globally say their
tion, suffering from depression and anxiety more
emotional wellbeing has a resounding impact on
often than their cisgender and heterosexual coun-
their ability to perform professionally: 95% say
terparts. Whether these mental health obstacles
28
their emotional wellness impacts their productiv-

are the cause of medical or social factors have been
ity, with nearly a quarter (23%) saying their pro-
long debated. These groups often face systemic
29
ductivity is extremely impacted by their emotional

barriers to employment, for example, which results
state.
in above-average rates of under- and unemploy-
ment.30/31/32 This can lead to economic stresses that As with physical wellness, workers report their
degrade mental health. jobs often have a counterproductive impact on
their emotional wellbeing. The overwhelming
As this survey only included individuals with a
majority of employees (95%) say they experience
full-time job, these figures represent a specif-
stress during the work day. Nearly a third of work-
ic subsection of these populations. The bet-
ers (30%) typically experience high stress (de-
ter-than-average emotional health of these
fined as those who report being ‘extremely’ or
subpopulations suggests social and economic
‘very’ stressed during the work day).
acceptance can have a large impact on the men-
tal wellbeing of these groups. Self-selection may The impacts of stress can be so severe that The
also be a contributing factor; it is possible these Centers for Disease Control and Prevention con-
workers expend additional time and energy find- siders work stress “the leading workplace health
ing an environment where they will be accepted, problem and a major occupational health risk,
and that the companies who hire them are more ranking above physical inactivity and obesity.”33

Stress results in “accidents, tion apps (currently used by 13% of workers) and
absenteeism, employee physical activity (used by less than half of work-

ers). Therapy coverage as an employee bene-
turnover, diminished
fit can reduce barriers to mental healthcare — an
productivity, and direct medical,
effective tool leveraged by only 14% of employ-
legal, and insurance costs” that
ees — and workplace policies that promote taking
cost the United States $300
breaks in between meetings can protect mental
billion every year.34 health daily.
It also degrades the social wellbeing of employ-
ees: Job stress affects the personal relationships
of 70% of working adults,35 and 91% say their work Activation Toolkit
relationships are negatively impacted by their lev-
Addressing anxiety, improving mindfulness,
el of work stress. and increasing focus all contribute to thriving
emotionally. Giving employees access to services
Stress management programs have become in-
like Headspace, Meditopia, and Root’d through
creasingly popular and are now one of the five Gympass enables your workforce to enrich their
most common wellness programs offered by em- mental wellbeing on their own schedule.
ployers.36 Such programs stand to increase the low
Talk to a Wellbeing Specialist
usage of research-based stress reduction tactics
that workers are underutilizing, such as medita-

2.2.5 Social Wellness likely to say they experience discrimination than

cisgender employees (Women: 54%; Men: 53%).
Social wellness refers to the state of having pos- LGBTQIA+ employees were also more likely to ex-
itive and healthy relationships with others. It en- perience discrimination (65%) than heterosex-
compasses the ability to interact with people ual employees (53%). Across generations, Baby
effectively, establish and maintain healthy bound- Boomers are the only age group where more than
aries, and contribute to the wellbeing of both one- half of respondents (58%) say they never experi-
self and the community. ence discrimination in the workplace (Gen Z: 37%;
Millennials: 43%; Gen X: 47%).
Having a best friend at work is good for more than
employee engagement.37 Nearly every respon-
dent said their workplace relationships and sense The Reality of Workplace
of belonging impact their overall wellbeing (99% Discrimination Based on
Sexual Orientation
and 98%, respectively). Lacking either can nega-
0% 40% 80%
tively impact employee performance, with three
LGBTQIA+ 65%
out of five workers (60%) saying their productivity
at work is lower when they feel lonely.
Heterosexual 53%
Employees report a largely sunny picture of their
% of respondents that experienced discrimination at work
social wellness at work, but there are stress frac-
tures. Just over half (53%) say their workplace re-
lationships are healthy or extremely healthy. That
leaves more than a third (36%) of workers with
relationships that are only somewhat healthy, and
one in ten who say their workplace relationships
are at least somewhat unhealthy. And although
87% of people at least somewhat agree that
they can bring their whole self to work, only 26%
strongly agree. (There were no major differences
in this response across identity groups.) Research
shows that relational and belonging shortfalls
hurt productivity, retention, and an organization’s
reputation.38
Most concerningly, one third of workers feel dis-

criminated against at work at least some of the
time, while 10% experience discrimination often
and 5% always experience discrimination. Rates
of discrimination vary across gender identity and
sexual orientation. Despite reporting higher rates
of emotional wellbeing, trans (74%) and gender
nonconforming employees (71%) are still more

2.2.6 Financial Wellness

The Reality of Workplace
Discrimination Based on Gender Financial wellness is the practice of managing
0% 40% 80%
and growing your financial resources in a produc-
Transgender 74%
tive manner.
Gender 71% A job is traditionally viewed as the way people care

Nonconforming
for their financial wellness, but this is not a one-
Cisgender Women 54% way street. Workers around the world say their fi-
nancial wellness also impacts how they do their
Cisgender Men 53% job.
% of respondents that experienced discrimination at work Nearly half of employees (46%) say person-
al finances are their main source of stress,43 and
more than a quarter of workers (26%) say they
Companies have the opportunity to improve so- have unhealthy finances. (This characterization is
cial wellness for workers throughout the em- largely consistent across generational and iden-
ployee life cycle. Inclusive hiring practices and tity groups.) Many more than that, however, have
action-oriented, contextualized anti-bias training financial worries that reduce their focus: 66% of
can boost talent diversity and make teams more full-time employees say their financial situation
welcoming.39 Team building activities can also distracts them from work. Over time, financial
strengthen relationships between coworkers, im- stress impacts physical wellness, causing ailments
proving team dynamics.40 such as headaches, high blood pressure, heart dis-
Social belonging drives results: Diverse organi-

zations are more innovative and profitable, and
companies where workers feel like they belong
see improved job performance, decreased turn-
over, and fewer sick days.41/42
Activation Toolkit
Group bonding is a critical component of social
wellness in the workplace. Gympass can help
you strengthen team bonds with group workouts
at fitness providers like SoulCycle, or in-office
activities like remote yoga classes with Yogaia.

ease, and chronic inflammation44/45 — all of which Four out of five companies
further drive up company healthcare costs. that offer financial support
Personal finance concerns further reduce work- boost employee engagement,
place productivity by disrupting employee sleep satisfaction, and retention.50
patterns — half of workers say their financial sit- Participants in such financial
uation keeps them awake at night at least a few wellbeing programs report
times a month. improved physical and mental
Even short-term sleep deprivation can impact job
health — and lower stress levels —
performance, impair thinking, and reduce emo- than non-participants.51
tional capacity. Chronically poor sleep can cause
cognitive decline — including dementia — and in-
crease the risk of heart disease and obesity.46 This, Activation Toolkit
again, can increase the cost of healthcare bene-
Tracking and managing money allows employees
fits, implying that companies who underpay em- to make the most of their resources. Gympass’
ployees will ultimately overpay for health care. partnership with the financial budgeting apps like
Mobills gives employees the control they need to
Financial health is a top priority for workers across boost their financial wellbeing.
geographies and demographics. Essentially ev-
ery worker surveyed (more than 99%) said their Talk to a Wellbeing Specialist
financial wellness impacts their overall wellbeing.
Most, however, feel their current finances limit
their overall wellness — 67% of respondents say
their financial situation prevents them from in-
vesting in their wellbeing. 2.2.7 Intellectual Wellness
Many leaders are underestimating the extent of Intellectual wellness is the practice of engaging
their workforce’s financial stress: leaders are 28% your curiosity to learn new things and expand
more likely to say their employees are financially your perspective.
healthy than their employees are to say they are
Bored employees are bad for business: 93% of
financially healthy. 47
workers say their productivity is impacted by

Inflation is exacerbating the issue: Less than half how intellectually stimulating they find their work
(45%) of recruiters say their company’s salary in- tasks. And while most workers find some interest
creases are keeping pace with inflation, compared in their work, intellectual disengagement is com-
to the majority (59%) of employees who say their mon — one in five workers say their work is not in-
compensation isn’t keeping up with the cost of liv- tellectually stimulating.
ing expenses.48/49
High levels of disengagement diminish a com-
To address such concerns, many employers have pany’s bottom line, as employee engagement
begun to include financial support in their well- levels can have a profound effect on organiza-
being initiatives. tional outcomes.

It’s estimated that partially and online courses, professional certifications,
and completely disengaged and conferences. But employees want more,

with only 29% of employees reporting they are
employees cost the world $8.8
satisfied with their career advancement oppor-
trillion in lost productivity.52
tunities.54 Management and leadership training,
Engagement levels can also
professional certifications, and technical training
impact an organization’s rates of
are the types of professional development most
absenteeism, safety incidents, popular with employees.55
turnover rates, shrinkage,
customer loyalty, product quality,
sales, and profitability.53
Activation Toolkit
In a win-win for employers, workers say helping
Feed your workforce’s curiosity, broaden their
them get better at what they do improves their
horizons, and embrace new experiences with
intellectual wellbeing: 89% of workers say that
a diverse range of wellness experiences. With
professional development in their field is import- Gympass, they can discover how to optimize their
ant to keeping them engaged at work. But many daily routine with Fabulous, learn novel healthy
are missing out on these potential benefits, with recipes in Ekilu, pick a new skill with a personal
more than a quarter (26%) of employees report- remote trainer through Traniac, or try a new-to-
them activity with any of Gympass’ thousands of
ing their company does not offer professional de-
other wellness partners.
velopment opportunities.

Among organizations that do, the most common
offerings are workshops and seminars, webinars

2.2.8 Spiritual Wellness

Spiritual wellness is defined as expanding a sense
of purpose and meaning in life, including one’s
morals and ethics. It may or may not involve reli-
gious activities.
Reams of research show that igniting a sense of

purpose improves loyalty in customers and em-
ployees alike.56 This has inspired many compa-
nies to operate as purpose-driven organizations
in order to harness the power of helping people
become a part of something bigger than them-
selves. This is a well placed priority, as 78% of
Activation Toolkit
workers say their spiritual wellness impacts their Help your employees cultivate purpose and
productivity at work. meaningful rituals in their day-to-day lives. With
Gympass partners like the meditation apps Calm
And employees say companies are largely de- and Synctuition, the habit log app Fabulous, and
livering on this push. The bulk of full-time work- workout trackers like Hevy and Gym Tracker.
ers (86%) say they find purpose and meaning in

the work they do. A similar ratio — 84% — report
their values and ethics align with those of their
employer’s.
But meaningful work is only part of the equation. 2.2.9 Environmental Wellness
Companies would do well to improve their sup-
Environmental wellness is the practice of maintain-
port for other aspects of spiritual wellbeing. Only
ing and occupying a safe, healthy, and pleasant
25% of employees say that their employer always
environment.
accommodates their religious practices. And,
while eight out of 10 workers say participating in Environmental wellbeing is a powerful determinant
charitable activities is important for their wellbe- of workplace wellness, with nine out of 10 employ-
ing, more than a third (36%) say their company ees saying their workplace environment wellbeing
rarely or never gives employees time for charita- impacts their productivity.
ble activities.
This relationship between work setting and output
While these additional aspects of spiritual well- became a central question for employers at the
being are often treated as separate from the start of the pandemic. More than two years later,
world of work, engaging with them can aid busi- the debate has not faded. The World Health Orga-
ness outcomes. Turnover drops by more than nization declared the global COVID-19 Public Health
50% when recent hires participate in a compa- Emergency over on May 5, 202358 and companies
ny’s charitable programs, such as structured are still trying to decide what work looks like in a
volunteering.57 post-pandemic world.

To date, working in a professional setting is the

most common workplace environment: Over half
of workers in this survey (57%) say they work in an
office, a quarter have hybrid employment, and 18%
work at home. Cross-analysis of the data produced
no macro trend between the groups of workers in
each setting — consistent differences in self-re-
ported wellbeing are more closely tied with how
workers feel about their work environment. In other
words, wellbeing doesn’t improve because every-
one is working from home or because reconvening
in the office. What boosts wellbeing is working in
the environment you prefer (see Section 3.2).
Feeling safe is a major factor determining an indi-

vidual’s environmental wellbeing. Eleven percent
of workers worldwide say they feel physically un-
safe at work, while 17% feel psychologically unsafe.
Feeling unsafe at work can decrease performance,
hampering collaboration and willingness to pro-
pose creative solutions.59 Cross-analysis of global Activation Toolkit
responses found no major differences in rates of On-demand wellness services enable
self-reported workplace safety between gender employees to make any location conducive to
identity or sexual orientation groups. their wellbeing. Gympass’ extensive network
of wellbeing apps and on-demand courses —
Employers are aware of the importance of work- like Strava, Maya, Barry’s X, BuddyFit, and The
er safety, with one in four organizations saying that Platform Studios — lets your employees access
wellness any time, anywhere.
psychological safety is a key aspect of talent reten-
tion.60 Leaders can promote psychological safety
within their organization through recognizing em-
ployee contributions, avoiding blame, advocating
for diversity, and establishing open lines of com-
munication.61 Following industry regulations, pro-
↓ THE BOTTOM LINE
viding adequate breaks, and ensuring employees
have access to enough water and food — especial- Employees recognize that the dimensions
ly for skilled workers — all improve physical health of wellness traditionally viewed as
and safety in the workplace. separate from professional wellbeing are
actually foundational to their professional
As with all other aspects of wellbeing, nurturing envi-
performance. They expect employers to act
ronmental wellness comes back around: Employee accordingly in support of holistic wellness.
safety improves productivity across industries.62/63

3
WELLBEING
INEQUALITY IN THE
WORKPLACE

3 WELLBEING INEQUALITY
IN THE WORKPLACE
It is evident that
nurturing wellness
can improve life
for employers and
employees alike
A deeper analysis of survey results,
however, reveals wellbeing disparities
in the workforce.
As explored in Section 2, sporadic differences in

self-reported wellbeing appear between gen-
der, age, and sexual orientation groups. But most
consistent wellbeing differences track along se-
niority levels and accommodation of employees’
preferred work environments. Such inequalities
— which limit productivity, inclusivity, and per-
formance — are directly tied to an organization’s
structure and operations, putting them within a
company’s sphere of influence.

3.1
Wellbeing Improves
With Seniority
Workers across seniority levels see the value of The higher up somebody works within an orga-
wellbeing, responding at near-identical rates that nization, the higher their self-reported wellness:
their financial, physical, emotional, and social well- Leaders* report better wellbeing than manag-
being are important to their overall wellbeing. ers,** and managers have higher wellbeing than
non-managers.***
But equal values do not translate into equal wellness.
The Impact of Seniority on Wellness

A comparison of how seniority impacts
Leaders Managers Non-managers
different facets of wellness
0% 25% 50% 75% 100%
96%
Happy at their
90%
current company
83%
90%
Are in shape 80%
68%
Tend to emotional 84%

wellness during 70%
workday 57%
Satisfied with 92%

company’s DEI 88%
program 81%
90%
In good
81%
financial health
67%
Find work 91%

intellectually 88%
stimulating 77%
Can participate 88%

in charitable 84%
activities 73%
Feel 91%
psychologically 87%
safe at work 79%
*The job titles included in the leaders category include: Owner, C-level/Executive vice president, Senior vice president/Vice president, Director/Associate Director.
**The job titles included in the managers category include Senior Manager/Manager. ***The job titles included in the non-managerial category include Specialist, Operator,
Technician, Consultant, Teacher/Professor, and Other.

3.1 WELLBEING IMPROVES
WITH SENIORITY
Eighty-one percent of leaders say they are good the wellness of their workforce. This could prevent
or thriving, for example, compared to 62% of man- them from spotting opportunities to boost employ-
agers and 53% of non-managers. They are also the ee wellbeing or from making wellness investments
most likely to say work allows them to take care of that would boost productivity.
their wellbeing: 91% of leaders say their job enables
The data does not indicate whether seniority boosts
them to take care of their wellness. This falls to 76%
wellness or if employees with better wellbeing are
among managers and to 66% for non-managerial
more likely to reach senior positions. From a pro-
employees. This decrease in wellbeing from leaders
ductivity perspective, the impact is the same. Large
to managers, and then in managers to non-man-
swaths of an organization’s workers are experi-
agers is also seen in how respondents rate their:
encing wellbeing deficits that artificially cap their
output. Providing programs and resources tailored
to support non-managerial employees stands to
• Nutritional health
boost productivity in a group that constitutes the
• Sleep health majority of the workforce.
• Ability to tend to emotional wellness

during the work day
• Health of work relationships
• Finding meaning and purpose in work
• Alignment between one’s personal

values and morals and their employer’s
values and morals
• Sense of physical safety
• Feelings of psychological safety
• Ability to bring their whole self to work
• Losing sleep over personal finances
The elevated wellbeing of senior employees may

inhibit them from noticing when the greater work-
force is in need of additional wellbeing support.
Seventy-seven percent of executives say the men-
tal wellbeing of their workers improved over the last
year, for example, while only 33% of their employees
say the same. A similar disparity exists across social,
financial, and physical wellbeing.64 Leaders must
be careful not to confuse their own wellness with
3.2
Working Where You Want vironment, there is a clear difference: employees
is Good for Your Health in their preferred work environment report higher
wellbeing across the board. In fact, workers in their
It’s the question every company is looking to an- non-preferred environment were twice as likely to
swer: What is the best work environment? Should report that they were “struggling” or “really strug-
employees come to the office to harness the pow- gling” compared to employees in their preferred
er of face-to-face conversation? Or are they out- environment. This suggests that location flexibility
weighed by the pros of remote work, like skipping — where possible — may be the best approach to
a commute and increased schedule autonomy? Or supporting worker wellness.
does hybrid deliver the best of both worlds?
Workers in their preferred environment, for exam-
For all the debate, the answer is simple. ple, are more likely to say their work enables them
to care for their wellbeing when needed. Some of
The best work environment is the one you prefer.
the other wellbeing benefits of being in your pre-
Employees surveyed by Gympass reported wheth- ferred work environment include:
er they work in an office, at home, or hybrid. They
then selected which of the three environments • Better health of workplace
relationships
from which they would prefer to work.
• Lower stress levels
Their results show there is no best place to work.
• Better emotional wellbeing
Employees report similar rates of wellbeing across
• Less sleep lost from work stress
office, home, and hybrid work environments. But
• Higher satisfaction with workplace
when you compare those working in their preferred
DEI programs.
environment with those in their non-preferred en-

3.2 WORKING WHERE YOU WANT
IS GOOD FOR YOUR HEALTH
The Impact of Workplace

Preference on Wellness
A comparison of how disparities in workplace
Preferred working environment Non-preferred working environment
preference impact different facets of wellness
0% 25% 50% 75% 100%

Wellbeing
86%
improved over
79%
last year
Happy at current 90%

company 80%
Job doesn’t
40%
make it difficult
30%
to work out
Experience low/
72%
no stress during
64%
work day
Can bring
90%
whole self to
82%
work
In good financial 77%

health 69%
Find work
85%
intellectually
76%
stimulating
Employer’s
87%
values/ethics
79%
align
Feel
87%
psychologically
77%
safe at work

3.2 WORKING WHERE YOU WANT
IS GOOD FOR YOUR HEALTH
More than a third of workers overall wish they had

a different work environment, turning this wellness
gap into a widespread productivity drain.
In Preferred Work Wish They Had a Different

Environment Work Environment
Office 60% 39%
Hybrid 64% 36%
At Home 72% 28%
A comparison of workers who are in their prefered work environment to those that are not.
Some of this disparity may be a result of what dif- place flexibility — such as for construction or facto-
ferent workers prioritize when looking for a job. ry workers — may find external wellness programs
Employees in their preferred work environment are a particularly useful tool to inject flexibility into a
more likely to say they will prioritize employee well- more rigid work environment. A flexible wellbeing
being during their next job hunt than those in their platform that offers holistic wellness solutions (See
non-preferred work environment. This preference Section 6) allows employees to take care of them-
can easily translate into employees being more selves in a customized way that can reduce the im-
likely to skip job opportunities that are not their ide- pact of their environmental miss-match.
al work setup.
But this self sorting does not make their wellness

any less of a concern for their employers. Disre-
garding wellbeing does not decrease its impact on
productivity. In fact, workers in their non-preferred
work environment are actually more likely to say
↓ THE BOTTOM LINE
their emotional, physical, and environmental well-
ness impacts their productivity, that their produc- How a company operates can improve
tivity decreases when they are lonely or find their or degrade worker wellbeing. Many
tasks uninteresting, and that their finances distract organizations are currently limiting their
them from work. own success with structures that cap
wellbeing based on seniority or work
Flex policies that permit employees to operate from
environment. Greater customization of
their preferred workplace can enable companies wellness supports and work setups can
to support their employees’ individual environment reduce these inequalities.
preferences. Companies that cannot offer work-

4

4 Conclusion
There is no
productivity
without wellbeing
Sick people cannot bring their A-game, stressed
people are distracted, and exhausted people cannot
focus. Being well is the foundation of working well.
Employees around the world see this connection. apps — the multitude of options mean employers
Wellbeing is now a guiding light for employment and employees alike can cultivate a wellness plan
decisions, and there is not a single dimension of suited to their individual needs. They are further
wellbeing they consider unrelated to their career. aided by the fact that one solution can improve
Every part of life cast as separate from work is ac- multiple dimensions of wellbeing. Meditation, for
tually what enables professional performance. example, aids emotional wellbeing. At the same
time, it eliminates stress to improve sleep and im-
Companies that grasp this connection have the
prove focus. One intervention can provide mul-
opportunity to deliver an employee experience
tiple dividends. And the better integrated these
optimized for wellbeing and productivity, be-
tactics are into a singular platform, the more eas-
cause they are one in the same. This is particular-
ily they are utilized in concert.
ly important for tackling the persistent workforce
wellness inequalities based on identity, workplace How people tend to their wellbeing evolves over
preference, and seniority. These deficits are not time. It changes day to day, and every person
inevitable — they are driven by workplace factors, will experience wellbeing highs and lows over
putting them within an organization’s sphere of the course of their career. This means there is no
influence. set-it-and-forget-it wellness solution. Tending to
wellness requires a holistic solution that keeps up
The complex, interrelated nature of wellbeing re-
with the times. And given the profound impact it
quires a holistic approach to eliminating these in-
has on an organization’s output, worker wellbeing
equalities. Fortunately, this complexity also means
deserves the same hawkish attention devoted to
that organizations have various tactics available
EBITDA and corporate taxes. It is as fundamental
to improve wellness. From gym memberships to
to business success as any other market condi-
budgeting app subscriptions, nutrition trackers to
tion — but this is one organizations can control.
virtual personal trainers, therapy coverage to char-
ity days, professional development to meditation
5

5 Worldwide
Wellness
Zooming in — Argentina, Brazil,

from the global Chile, Germany, Italy,
analysis, this Mexico, Spain, the
United Kingdom, and
section examines
the United States.
worker wellbeing
Wellness rates are presented overall, as well as
in each of the by gender, sexual orientation, and race. These re-
nine surveyed
sults provide HR and business leaders with a pow-
erful insight into where their country is delivering
countries
worker wellbeing, and where gaps can be closed
to improve productivity.*
*The major takeaways presented at the top of each region pull from questions with response sets of at least 30 people. As a result, while the responses of transgender individuals
are included in regional charts, they are not factored into the key takeaways as no region had 30 or more transgender participants in its response set. This is also the case for sev-
eral regional race categories. The number of respondents for each identity group is indicated in parentheses next to the identity group name.

5.1
Argentina
Argentinian employees are among the most likely

to consider leaving a company that does not fo-
93%
cus on employee wellbeing. They are also heavily
engaged in their employer’s wellbeing benefits.
Among the 569 respondents, 94% said their emo-
of workers consider their
tional wellness impacts their productivity while wellbeing at work to be equally
88% indicate their productivity is impacted by important as their salary.
their physical wellbeing.
Employees in Argentina are the second-most

likely to say their wellbeing declined since 2022
90%
(20%), with only U.K. workers reporting wellness of workers say they would
drops at a higher rate (28%). When considering consider leaving a company
gender identity, 21% of cisgender men say their that does not focus on
wellbeing dropped — the highest rate among the
employee wellbeing.
surveyed countries. Conversely, the highest rate
of wellbeing improvements was reported by gen-
der-nonconforming employees (83%). Among ra-
85%
cial identities, those who selected ‘other’ are the of workers engage with their
least likely to say they are good or thriving (50%) employer’s wellbeing benefits.
or to report wellbeing improvements (72%).

5.1 WORLDWIDE WELLNESS:
ARGENTINA
My wellbeing from 2022 to 2023.
Improved Drastically 19%
Improved Slightly 27%
Improved 34%
Declined 16%
Declined Drastically 4%
Woman Man Gender Non-

Transgender (10)
Cisgender (158) Cisgender (168) Conforming (190)
Improved
18% 17% 20% 24%
Drastically
Improved
28% 27% 30% 31%
Slightly
Improved 35% 35% 40% 29%
Declined 13% 20% 10% 12%
Declined
5% 2% 0% 5%
Drastically
Heterosexual (470) LGBTQIA+ (93)
Improved Drastically 17% 25%
Improved Slightly 30% 24%
Improved 34% 33%
Declined 16% 13%
Declined Drastically 4% 5%

ARGENTINA
Of African Rather
Amerindian (37) White (449) Other (36)
descent (19) not say (41)
Improved
32% 21% 14% 17% 17%
Drastically
Improved
16% 37% 22% 33% 27%
Slightly
Improved 38% 26% 26% 22% 42%
Declined 8% 16% 12% 22% 10%
Declined
5% 0% 3% 6% 5%
Drastically
How would you currently rate your overall wellbeing?
Thriving 17%
Good 45%
Okay 31%
Poor 5%
Struggling 1%
Really Struggling <1%

Transgender (10)
Thriving 12% 12% 20% 24%
Good 53% 46% 50% 40%
Okay 27% 35% 20% 28%
Poor 6% 5% 0% 6%
Struggling 1% 0% 10% 2%
Really
Struggling <1% 1% 0% <1%

ARGENTINA
Thriving 15% 29%
Good 46% 37%
Okay 33% 23%
Poor 5% 9%
Struggling <1% 3%
Really Struggling 1% 0%
Of African Rather
Amerindian (37) White (449) Other (36)
descent (19) not say (41)
Thriving 33% 21% 13% 11% 12%
Good 46% 42% 34% 39% 46%
Okay 14% 26% 25% 36% 34%
Poor 5% 11% 4% 8% 5%
Struggling 3% 0% <1% 3% 2%
Really
0% 0% <1% 3% 0%
Struggling
The Impact of Wellbeing on Productivity
Occupational → 85% of workers say they are happy working at their current company.
Physical → 88% of workers say their physical wellbeing impacts their work productivity.
Emotional → 94% of workers say their emotional wellness impacts their productivity.
Intellectual → 94% of people say their productivity at work is impacted by how engaging they find their work tasks.
Environmental → 89% of people say their workplace environmental wellbeing impacts their productivity.
Spiritual → 69% say their spiritual wellbeing impacts their productivity at work.
Financial → 66% of people say their financial situation distracts them from work.
Social → 56% say their productivity at work is lower when they feel lonely.

5.2
Brazil
Brazilians say they’re a content and focused

workforce overall — but there is still room for
95%
improvement. It leads the pack in occupational
wellness, with the highest proportion of workers
who say they are happy at their current com-
pany (93%). Among the 576 respondents in Bra- wellbeing at work to be equally
zil, 64% said their emotional wellness impacts important as their salary.
their productivity while 62% indicate their pro-
92%
ductivity is impacted by their physical wellbe-
ing. Personal finances also stand out as uniquely
distracting when compared to other countries.
of workers say they would
It is also the nation with the highest rate of consider leaving a company
gender nonconforming workers who say their that does not focus on
wellbeing improved from 2022 to 2023 (96%).
employee wellbeing.
Among racial identities in Brazil, those who se-
lected ‘other’ are the least likely to say they are
good or thriving (53%), or to report wellbeing
84%
improvements (77%). of workers engage with their
employer’s wellbeing benefits.

BRAZIL
Improved 37%
Declined 9%

Transgender (13)
Improved
31% 25% 15% 46%
Drastically
Improved
20% 20% 31% 19%
Slightly
Improved 36% 40% 54% 31%
Declined 9% 12% 0% 4%
Declined
4% 4% 0% 0%
Drastically
Improved 37% 37%
Declined 10% 8%

BRAZIL
Black
Indian or Rather
Asian (39) White (381) or African Other (43)
Native (15) not say (7)
American (99)
Improved
26% 31% 33% 37% 23% 14%
Drastically
Improved
21% 20% 20% 19% 26% 29%
Slightly
Improved 46% 37% 40% 35% 28% 43%
Declined 8% 9% 7% 7% 16% 15%
Declined
0% 3% 0% 1% 7% 0%
Drastically
Thriving 24%
Good 39%
Okay 28%
Poor 6%
Struggling 1%
Really Struggling 1%

Transgender (13)
Thriving 23% 23% 15% 31%
Good 43% 35% 39% 38%
Okay 23% 34% 39% 25%
Poor 7% 7% 8% 6%
Really
Struggling 3% <1% 0% 0%

BRAZIL
Thriving 24% 26%
Good 39% 38%
Okay 28% 24%
Poor 6% 8%
Struggling 1% 3%
Black
Indian or Rather
Asian (39) White (381) or African Other (43)
Native (15) not say (7)
American (99)
Thriving 15% 27% 20% 24% 19% 0%
Good 44% 38% 40% 39% 35% 57%
Okay 33% 27% 20% 28% 28% 43%
Poor 5% 6% 20% 7% 9% 0%
Struggling 2% <1% 0% 1% 5% 0%
Really
Struggling
0% 2% 0% 0% 5% 0%

5.3
Chile
Chilean workers are the second most likely to

say their work is equally important to their sala-
95%
ry, (95%, tied with Brazil), and third most likely to
engage with their employer’s wellbeing bene-
fits (85%). Among the 573 respondents in Chile,
emotional wellbeing stands out as the most val- wellbeing at work to be equally
ued dimension, with 95% of employees saying important as their salary.
their emotional wellness impacts their produc-
89%
tivity. Physical wellness is also critical, with 90%
of respondents indicating it impacts their pro-
ductivity at work.
Within the workforce, gender nonconforming consider leaving a company
employees report the highest rates of wellbeing that does not focus on
improvement from 2022 to 2023 of any gender
employee wellbeing.
identity group (86%), slightly more than cis-
gender men (85%). Among racial groups, those
with two or more ethnicities are least likely to
86%
say wellbeing improved (79%) or that they are of workers engage with their
thriving or good (50%). employer’s wellbeing benefits.

CHILE
Improved 35%
Declined 13%

Transgender (17)
Improved
13% 21% 47% 17%
Drastically
Improved
29% 19% 24% 35%
Slightly
Improved 38% 45% 24% 33%
Declined 18% 10% 6% 13%
Declined
3% 5% 0% 1%
Drastically
Improved 36% 6%
Declined 13% 2%
Declined Drastically 3% <1%

CHILE
Mixed/ Rather
Amerindian (72) White (233) Two or more Other (38) not say (105)
ethnicities (133)
Improved
33% 16% 16% 16% 18%
Drastically
Improved
24% 31% 25% 37% 37%
Slightly
Improved 31% 40% 38% 26% 29%
Declined 11% 12% 17% 16% 12%
Declined
1% 1% 4% 5% 3%
Drastically
Thriving 16%
Good 41%
Okay 34%
Poor 6%
Struggling 2%

Transgender (17)
Thriving 13% 18% 18% 17%
Good 35% 49% 47% 39%
Okay 43% 26% 29% 35%
Poor 5% 5% 6% 6%
Really
Struggling <1% 0% 0% 2%

CHILE
Thriving 16% 14%
Good 41% 47%
Okay 34% 28%
Poor 6% 7%
Struggling 2% 4%
Mixed/ Rather
Amerindian (72) White (233) Two or more Other (38) not say (105)
ethnicities (133)
Thriving 25% 14% 13% 16% 17%
Good 40% 48% 37% 45% 32%
Okay 25% 30% 42% 24% 40%
Poor 8% 6% 7% 5% 6%
Struggling 1% 1% <1% 8% 3%
Really
Struggling
0% <1% <1% 3% 2%

5.4
Germany
Of all countries surveyed, German workers are

the most likely to say their productivity is im-
92%
pacted by their physical (98%), environmen-
tal (97%), and spiritual wellbeing (96%). Many,
however, are experiencing wellbeing deficits, as
Germany hosts the second-highest proportion wellbeing at work to be equally
of workers who say they are poor, struggling, or important as their salary.
really struggling (12%) when asked to rate their
83%
overall wellbeing.
Within the workforce, cisgender men are the

most likely to say they are good or thriving (64%) of workers say they would
and that their wellbeing improved between 2022 consider leaving a company
and 2023 (88%). Seventy-seven percent of em- that does not focus on
ployees with a migration background say their
employee wellbeing.
wellbeing improved since last year, compared
to 86% of employees without an immigration
background.
65%
of workers engage with their

GERMANY
Improved 34%
Declined 10%

Transgender (31)
Improved
15% 26% 23% 25%
Drastically
Improved
36% 38% 39% 31%
Slightly
Improved 30% 24% 26% 28%
Declined 10% 10% 10% 11%
Declined
8% 3% 3% 5%
Drastically
Improved 28% 21%
Declined 11% 8%

GERMANY
My wellbeing from 2022 to 2023. Responses based on respondents immigration background.
Yes (159) No (468)
Improved 28% 21%
Declined 11% 8%
Thriving 17%
Good 40%
Okay 31%
Poor 6%
Struggling 5%

Transgender (31)
Thriving 17% 24% 10% 13%
Good 37% 41% 45% 43%
Okay 34% 30% 39% 30%
Poor 6% 3% 3% 9%
Really

GERMANY
Thriving 17% 15%
Good 40% 39%
Okay 32% 31%
Poor 5% 9%
Struggling 5% 4%
Broken down by
immigration status. Yes (159) No (468)
Thriving 16% 17%
Good 39% 41%
Okay 31% 31%
Poor 7% 5%
Struggling 4% 5%

5.5
Italy
The Italian workforce is particularly concerned

with mental health and engagement: Employ-
95%
ees here are most likely to say their emotional
wellbeing and interest in their work tasks impact
their wellbeing (98% for both). Physical wellbe-
ing is also extremely important, with 96% of the wellbeing at work to be equally
population indicating it impacts their productiv- important as their salary.
ity at work.
Italy also leads the pack internationally for cis-

gender female wellbeing. It is the country with
86%
the highest proportion of cisgender women to of workers say they would
report their wellbeing as thriving or good (72%), consider leaving a company
as well as the highest rate of cisgender women that does not focus on
who say their wellbeing improved from 2022 to
employee wellbeing.
2023 (90%). It also has the second-highest rate
of LGBTQIA+ workers who say their wellbeing
improved from 2022 to 2023 (91%), just behind
63%
Mexico. of workers engage with their

ITALY
Improved 32%
Declined 10%

Transgender (28)
Improved
21% 11% 18% 11%
Drastically
Improved
37% 32% 39% 33%
Slightly
Improved 33% 42% 32% 41%
Declined 7% 9% 7% 10%
Declined
2% 6% 4% 4%
Drastically
Improved 42% 37%
Declined 11% 6%

ITALY
White
or of Of mixed North Hispanic/ African South Southeast Middle African Other Rather
European ethnicity African Latino American Asian Asian Eastern (2) (1) not say
descendent (12) (7) (26) (8) (6) (1) (6) (14)
(529)
Improved
Drastically 11% 58% 0% 19% 13% 17% 0% 17% 0% 0% 7%
Improved
Slightly 42% 17% 29% 31% 50% 83% 0% 67% 100% 0% 43%
Improved 32% 25% 71% 46% 25% 0% 100% 17% 0% 100% 14%
Declined 11% 0% 0% 4% 0% 0% 0% 0% 0% 0% 29%
Declined
Drastically 5% 0% 0% 0% 13% 0% 0% 0% 0% 0% 7%
Thriving 19%
Good 43%
Okay 29%
Poor 6%
Struggling 2%

Transgender (28)
Thriving 21% 22% 36% 16%
Good 52% 44% 32% 44%
Okay 22% 25% 21% 32%
Poor 5% 4% 7% 6%
Really

ITALY
Thriving 17% 25%
Good 49% 38%
Okay 27% 29%
Poor 5% 7%
Struggling 3% 0%
Really Struggling <1% <1%
White
or of Of mixed North Hispanic/ African South Southeast Middle African Other Rather
European ethnicity African Latino American Asian Asian Eastern (2) (1) not say
descendent (12) (7) (26) (8) (6) (1) (6) (14)
(529)
Thriving 19% 58% 14% 15% 25% 17% 100% 17% 0% 0% 0%
Good 44% 25% 43% 42% 38% 17% 0% 50% 0% 100% 36%
Okay 28% 8% 43% 35% 13% 17% 0% 33% 100% 0% 43%
Poor 6% 8% 0% 7% 13% 50% 0% 0% 0% 0% 7%
Struggling 2% 0% 0% 0% 0% 0% 0% 0% 0% 0% 7%
Really
Struggling
1% 0% 0% 0% 13% 0% 0% 0% 0% 0% 7%

5.6
Mexico
Mexican workers are all-in on employee well-

ness, hosting the highest percentage of work-
97%
ers who say they are good or thriving (70%).
Employees here are the most likely to say they
consider their wellbeing at work to be equally
important as their salary (97%), that they would wellbeing at work to be equally
consider leaving a company that does not focus important as their salary.
on employee wellbeing (93%), and are the most
93%
engaged in their employer’s wellbeing benefits
(90%). Among the 573 respondents in Mexico,
94% said their emotional wellness impacts their
productivity while 92% indicated their produc- consider leaving a company
tivity is impacted by their physical wellbeing. that does not focus on
They also report the highest improved wellbe-
employee wellbeing.
ing rates overall (93%) and for LGBTQIA+ workers
(92%), as well as the lowest proportion of work-
ers who are poor, struggling, or really struggling
90%
(5%) when asked to rate their wellbeing. of workers engage with their

MEXICO
Improved 43%
Declined 6%

Transgender (9)
Improved
27% 28% 56% 33%
Drastically
Improved
20% 20% 22% 18%
Slightly
Improved 44% 47% 22% 42%
Declined 8% 5% 0% 6%
Declined
2% 0% 0% 2%
Drastically
Improved 43% 40%
Declined 6% 6%

MEXICO
Amerindian Rather
Of African
or Indigenous Asian (5) White (129) Mixed (323) Other (22)
Descent (19) community (35) not say (48)
Improved
47% 49% 60% 36% 25% 23% 21%
Drastically
Improved
5% 14% 20% 21% 20% 27% 29%
Slightly
Improved 42% 37% 20% 36% 46% 50% 46%
Declined 0% 0% 0% 7% 7% 0% 4%
Declined
5% 0% 0% <1% 2% 0% 0%
Drastically
Thriving 25%
Good 46%
Okay 24%
Poor 2%
Struggling <1%
Really Struggling <1%

Transgender (9)
Thriving 24% 22% 22% 29%
Good 44% 52% 44% 43%
Okay 28% 24% 33% 22%
Poor 2% 2% 0% 4%
Struggling <1% 0% 0% <1%
Really
Struggling 2% 0% 0% <1%

MEXICO
Thriving 24% 33%
Good 50% 33%
Okay 22% 24%
Poor 2% 9%
Struggling <1% 0%
Amerindian Rather
Of African
or Indigenous Asian (5) White (129) Mixed (323) Other (22)
Descent (19) community (35) not say (48)
Thriving 47% 40% 0% 31% 23% 9% 14%
Good 37% 40% 60% 45% 47% 55% 44%
Okay 11% 20% 20% 19% 25% 36% 38%
Poor 5% 0% 20% 5% 3% 0% 4%
Struggling 0% 0% 0% <1% <1% 0% 0%
Really
0% 0% 0% 0% 1% 0% 0%
Struggling

5.7
Spain
Workers in Spain indicate that emotional well-

ness is the most impactful dimension of wellbe-
90%
ing, with 95% of workers saying their emotional
state impacts their productivity. Physical well-
being is also valued by the Spanish workforce,
with 90% of the 568 respondents indicating it wellbeing at work to be equally
impacts their productivity. important as their salary.
Workplace dissatisfaction is highest in Spain
among the surveyed workforces, with 20% of
employees saying they are at least somewhat
86%
dissatisfied with their current company. It is also of workers say they would
the country with the highest rate of LGBTQIA+ consider leaving a company
workers who rate their wellbeing as poor, strug- that does not focus on
gling, or really struggling (17%). Within the Span-
employee wellbeing.
ish workforce, male cisgender workers have the
highest rate of wellbeing improvement from
2022 to 2023 (87%). However, cisgender women
76%
are nearly twice as likely as cisgender men to of workers engage with their
say they are poor, struggling, or really struggling employer’s wellbeing benefits.
(Cisgender Women: 15%, Cisgender Men: 8%).

SPAIN
Improved 33%
Declined 14%

Transgender (15)
Improved
12% 10% 13% 17%
Drastically
Improved
36% 38% 60% 30%
Slightly
Improved 28% 39% 20% 34%
Declined 18% 8% 7% 16%
Declined
6% 4% 0% 2%
Drastically
Improved 34% 35%
Declined 14% 8%

SPAIN
White
or of Of mixed North Sub- Hispanic/ African Middle Oriental Southeast Other Rather
European ethnicity African saharian Latino American Eastern Asian Asian (4) not say
descendent (14) (8) (6) (29) (1) (5) (0) (0) (14)
(513)
Improved
Drastically 12% 14% 13% 33% 28% 0% 20% - - 25% 0%
Improved
Slightly 37% 29% 0% 33% 24% 0% 20% - - 50% 50%
Improved 34% 36% 75% 33% 38% 100% 40% - - 0% 29%
Declined 14% 14% 13% 0% 7% 0% 0% - - 25% 21%
Declined
Drastically 13% 7% 0% 0% 3% 0% 20% - - 0% 0%
Thriving 11%
Good 39%
Okay 39%
Poor 8%
Struggling 2%

Transgender (15)
Thriving 7% 11% 0% 13%
Good 42% 42% 53% 38%
Okay 36% 39% 27% 36%
Poor 9% 6% 20% 9%
Really

SPAIN
Thriving 10% 18%
Good 41% 29%
Okay 39% 36%
Poor 7% 14%
Struggling 2% 1%
White
or of Of mixed North Sub- Hispanic/ African Middle Oriental Southeast Other Rather
European ethnicity African saharian Latino American Eastern Asian Asian (4) not say
descendent (14) (8) (6) (29) (1) (5) (0) (0) (14)
(513)
Thriving 11% 14% 0% 17% 17% 0% 20% - - 0% 0%
Good 40% 29% 38% 0% 38% 0% 20% - - 50% 36%
Okay 38% 57% 63% 67% 34% 100% 20% - - 25% 57%
Poor 8% 0% 0% 17% 7% 0% 20% - - 0% 7%
Struggling 2% 0% 0% 0% 0% 0% 20% - - 0% 0%
Really
Struggling
2% 0% 0% 0% 3% 0% 0% - - 25% 0%

5.8
United
Kingdom
Workers in the United Kingdom are experiencing

widespread wellbeing deficits when compared
88%
to the other countries surveyed. It is the country
with the lowest rate of wellbeing improvement
over the last year (72%), and has the highest
number of workers who say they are poor, strug- wellbeing at work to be equally
gling, or really struggling (15%) across all gender important as their salary.
classes.
Among the 616 respondents in the UK, 91% said

their emotional wellness impacts their produc-
86%
tivity while 86% indicate their productivity is im- of workers say they would
pacted by their physical wellbeing. They lead the consider leaving a company
pack as the workforce most likely to say their pro- that does not focus on
ductivity at work is lower when they feel lonely
employee wellbeing.
(67%), and tie Brazil as the country most likely to
say their financial situation distracts them from
work (72%).
70%
of workers engage with their

UNITED KINGDOM
Improved 28%
Declined 23%

Transgender (13)
Improved
10% 12% 23% 9%
Drastically
Improved
27% 29% 23% 36%
Slightly
Improved 28% 37% 46% 31%
Declined 27% 19% 8% 21%
Declined
8% 3% 0% 4%
Drastically
Improved 30% 30%
Declined 26% 18%

UNITED KINGDOM
Mixed/ Asian/ Black/African/

White Black British Caribbean Rather
Multiple ethnic Asian Other (3)
(518) groups (11) (34) (5) not say (6)
British (39)
Improved
8% 0% 10% 27% 40% 33% 0%
Drastically
Improved
31% 9% 26% 32% 0% 33% 17%
Slightly
Improved 31% 36% 54% 38% 40% 33% 50%
Declined 26% 36% 5% 3% 20% 0% 0%
Declined
4% 18% 5% 0% 0% 0% 33%
Drastically
Thriving 9%
Good 37%
Okay 39%
Poor 9%
Struggling 3%

Transgender (13)
Thriving 8% 13% 8% 11%
Good 32% 40% 46% 40%
Okay 40% 36% 46% 35%
Poor 12% 7% 0% 8%
Really

UNITED KINGDOM
Thriving 9% 9%
Good 37% 37%
Okay 38% 42%
Poor 10% 5%
Struggling 3% 4%
Mixed/ Asian/ Black/African/

White Black British Caribbean Rather
Multiple ethnic Asian Other (3)
(518) groups (11) (34) (5) not say (6)
British (39)
Thriving 8% 0% 18% 18% 40% 0% 17%
Good 35% 36% 51% 44% 20% 67% 33%
Okay 41% 27% 21% 32% 40% 33% 33%
Poor 9% 18% 8% 6% 0% 0% 0%
Struggling 3% 18% 3% 0% 0% 0% 0%
Really
3% 0% 0% 0% 0% 0% 17%
Struggling

5.9
United
States
Though the U.S. is the second-happiest country

when it comes to employer satisfaction (92% -
90%
second only to Brazil), it hovers in the middle of
the pack when considering the other dimen-
sions of wellness. Among the 569 respondents
in the US, 78% said their emotional wellness im- wellbeing at work to be equally
pacts their productivity while 75% indicate their important as their salary.
productivity is impacted by their physical well-
83%
being. Occupational wellness also stands out
as uniquely important, with 91% of respondents
saying it impacts their productivity at work.
When considering gender, the US had among consider leaving a company
the highest proportion of gender nonconform- that does not focus on
ing workers who say they are poor, struggling,
employee wellbeing.
or really struggling (tying with the U.K. at 14%).
Within the US, respondents who identified as
Middle Eastern or Northern African descent, as
77%
well as those who self-identify as “other” rated of workers engage with their
their wellbeing the lowest among all races. employer’s wellbeing benefits.

UNITED STATES
Improved 37%
Declined 16%

Transgender (23)
Improved
13% 30% 43% 24%
Drastically
Improved
34% 13% 17% 20%
Slightly
Improved 34% 47% 39% 40%
Declined 10% 9% 0% 13%
Declined
0% 1% 0% 4%
Drastically
Improved 38% 40%
Declined 16% 16%

UNITED STATES
American Black or Hispanic/ Native Other Two or White Rather

Indian or Asian African Middle Eastern
Hawaiian/
Alaska (21) American Latino or Northern
Other Pacific (4) more races (390) not say
Native (9) (94) (43) African (6) (22) (9)
Islander (6)
Improved
Drastically 33% 10% 27% 14% 17% 17% 0% 14% 20% 0%
Improved
Slightly 11% 38% 20% 19% 33% 50% 0% 23% 25% 56%
Improved 33% 38% 47% 49% 50% 17% 75% 23% 35% 44%
Declined 11% 10% 6% 17% 0% 17% 0% 32% 18% 0%
Declined
Drastically 11% 5% 1% 2% 0% 0% 25% 9% 2% 0%
Thriving 14%
Good 48%
Okay 26%
Poor 7%
Struggling 4%

Transgender (23)
Thriving 15% 15% 9% 14%
Good 44% 65% 60% 47%
Okay 31% 13% 17% 25%
Poor 6% 3% 4% 7%
Really
Struggling <1% 0% 4% 3%

UNITED STATES
Thriving 12% 19%
Good 48% 47%
Okay 29% 20%
Poor 6% 6%
Struggling 3% 5%
American Black or Hispanic/ Native Other Two or White Rather

Indian or Asian African Middle Eastern
Hawaiian/
Alaska (21) American Latino or Northern
Other Pacific (4) more races (390) not say
Native (9) (94) (43) African (6) (22) (9)
Islander (6)
Thriving 44% 20% 23% 16% 0% 17% 0% 0% 12% 11%
Good 44% 10% 45% 47% 67% 33% 50% 41% 51% 67%
Okay 11% 67% 19% 30% 0% 33% 25% 32% 25% 22%
Poor 0% 0% 8% 2% 17% 0% 0% 23% 7% 0%
Struggling 0% 5% 4% 2% 17% 17% 0% 0% 4% 0%
Really
Struggling 0% 0% 1% 2% 0% 0% 25% 5% 2% 0%

6
HOW TO BUILD A
WELLBEING PROGRAM
THAT INCREASES
EMPLOYEE PRODUCTIVITY
6
How to Build a Wellbeing
Program that Increases
Employee Productivity
HR leaders have it
in their power to
improve the holistic
wellness and output
of their workforce
through employee
wellness programs.
The following
section will walk you
through:
• How to identify which dimensions of
wellness need improvement at your
organization.
• Tactics you can use to get the time

and resources required to launch a
program.
• Ways you can quantify and track the

program’s impact over time.

THAT INCREASES EMPLOYEE PRODUCTIVITY
Occupational Wellness
• Employee Net Promoter Scores (eNPS): eNPS
measures how likely employees are to recom-
mend their employer as a workplace. The high-
er the score, the more engaged and satisfied
employees are. This score is calculated from a
two-question survey. It asks, on a scale of zero
Phase 1 to ten, how likely it is for an employee to rec-

ommend the company as a place to work to
Identify Your their friends and family. The second question is
Wellness Needs an open-ended question that encourages re-
sponders to elaborate on their rating. Promoters
The first stage in launching a wellness initiative that
are people who rate their response as a 9 or 10,
improves productivity is identifying what aspects
passives rate it a 7 or 8, and detractors are any
of your workforce wellbeing need a boost. Emo-
responses of 6 or below. To calculate the eNPS
tional, financial, and physical wellness are all top
from these groups, subtract the percentage of
priorities for workers, so these are always great
detractors from the percentage of promoters.
places to start. You can also identify what wellness
deficits are hampering your staff in particular. This • Turnover Rate: A high turnover rate implies high
lets you optimize your wellbeing program to ad- levels of dissatisfaction. Tracking it over time can
dress these issues. You can do this with tradition- help you identify if there are patterns — such as
al HR metrics and employee surveys, and through staff leaving during a certain time of the year or
our interactive employee wellness assessment. from a different department. Conducting exit
interviews is a particularly useful way to collect
detailed information about what is motivating
1.1 Quantifiable people to leave. You can calculate your turnover
Wellbeing Metrics rate with the following formula:
Standard human resource metrics — from em-
Overall Employee Turnover rate = (Number of
ployee net promoter scores to accident rates —
employees who left during a specific time peri-
are valuable windows into the state of wellness
od / Average number of employees during that
at your organization across the eight dimensions.
time period) x 100
Analyzing them through this lens allows you to
identify a wellness baseline. Consider collecting • Job Satisfaction: Regularly survey your employ-
some of the following metrics so you can ana- ees to ask them how satisfied they are with their
lyze where a wellness intervention may be most job. This is typically asked as a Likert scale ques-
beneficial. Many can be generated through hu- tion, with possible answers ranging from “ex-
man resource management systems, data from tremely satisfied” to “extremely unsatisfied.” This
your healthcare provider, and employee surveys helps you identify the areas in which employees
(more on that in step 2). feel unfulfilled and make changes accordingly.

Physical Wellness for and using benefits helps maintain emotional

wellness over time — heavy use or spikes in us-
• Annual Medical Costs Per Employee: Monitoring
age can indicate a problem.
the annual medical costs per employee gives
you insight into the state of workforce physi- • Employee Morale: To measure morale, you can
cal health. If you find that there are patterns in include targeted questions in anonymous sur-
which certain departments or cohorts of peo- veys where employees are asked to rate ques-
ple have higher costs than others, it may be tions on a scale from one to five, such as “I am
worth investing more resources into these ar- proud to work here” or “My supervisor cares
eas to ensure that all employees have access to about my wellbeing.”
adequate healthcare.
• Engagement with Company Fitness Programs:

Pulling the participation rates of any existing
wellness programs can give you an idea of which
ones your staff finds the most helpful. These
figures can range from the number of employ-
ees who attend a meditation webinar to how
many employees enroll for a gym membership
reimbursement.
• Sick Days: High rates of absenteeism due to ill-

ness are a clear indicator of poor physical well-
ness in an organization. If there is a spike in
absences from certain departments or at cer-
tain times of year, it can indicate targeted ad-
justments need to be made.
Emotional Wellness
• Stress-Induced Healthcare Spending: Examples
of health issues often tied to chronic stress in-
clude insomnia, weight fluctuation, high blood
pressure, heart and digestive problems, and
depression. If you see a spike in utilization of re-
lated medical services — or mental health re-
sources — it could indicate employees with low
mental wellness.
• Mental Health Days: If you offer these, you can

track utilization trends over time. While using
them is a good thing — that’s what they’re there

Social Wellness package plays a major role in the financial health

of employees. Review compensation packages
• Diversity & Inclusion Scorecard: The scorecard
and determine how competitive they are in the
measures the inclusion of different identities
market. If you are below market averages, raising
and backgrounds in your organization. It looks at
it to meet or exceed the benchmark over time
metrics like gender, age, race/ethnicity, sexual
can help improve employee financial wellbeing.
orientation, veteran status, disability and more.
The scorecard helps you track progress on your • Financial Planning Services: Offering employ-
diversity initiatives and see what areas still need ee financial planning services can provide the
improvement. external expertise they need to achieve long-
term financial health. Tracking the utilization of
• Do You Have a Best Friend at Work?: This much-
these programs helps you understand if they’re
mocked Gallup survey question is actually a
being used as intended and make adjustments
valuable indicator of how well an employee
accordingly.
feels they belong and are accepted at work. In-
corporating it into your employee surveys gives
you the opportunity to gauge if team building is
in order.
• Employee Interest Groups: Employee inter-

est groups can range from anything from True
Crime podcast fans to a volleyball league to
identity-based resource groups. These can fos-
ter a sense of belonging and community, while
also providing an outlet for them to engage in
activities that are important to them. Encourag-
ing the formation of such groups and tracking
participation in them gives you a sense of how
well people fit in and engage socially with their
coworkers.
Financial Wellness
• Average Retirement Savings Rate: Analyzing the
average retirement savings rate among em-
ployees can help you determine if they’re saving
the recommended amount for their age group
or plan. Tracking the amount of money saved in
these accounts and looking for ways to incen-
tivize employees to start saving more.
• Market Competitiveness: Your compensation

Intellectual Wellness
• Professional Development Participation Rates:
Tracking the number of employees taking part
in learning opportunities can indicate how en-
gaging your current programs are for your
workforce.
• Innovation: Creative thinking shows employees

are deeply engaging with the situations they
face in the workplace and finding new ways to
approach them. Depending on your industry,
new patents filed, products created, workflow
systems refreshed, or industry awards can all
indicate innovation.
• Internal Advancement: When employees are

moving up within the organization, it can indi-
cate that they find their work stimulating and
rewarding. Tracking the number of applications
for promotion within your organization helps
you gauge how many employees are interested
Spiritual Wellness
in delving deeper into their chosen field. • Volunteer Participation: Measuring how many
employees participate in staff volunteer days or
use company-provided volunteer days off can
give you a window into if employees feel they
can take time away from work to support their
spiritual growth.
• Do You Find Meaning and Purpose in Your Work?:

Including questions that directly address voca-
tional purpose in your employee surveys is a di-
rect window into how meaningful employees
find their work.
• Floating Holiday Utilization: Instead of defaulting

to a traditional holiday schedule, many employ-
ers have begun to offer ‘floating holidays’ that
can be used at any time of the year to better
support religious diversity in the workforce. Us-
age rates of this benefit can indicate if employ-
ees in your organization feel comfortable taking
time off for religious holidays.
Environmental Wellness 1.2 Take Gympass’ Employee

• Accident Rates: Accident rates measure the
Wellness Assessment
number of injuries and fatalities that occur in Employee surveys are most helpful when they un-
a workplace. This physical safety metric helps cover opportunities for improvement. However,
employers determine if their safety protocols some HR leaders struggle to ask the right ques-
are effective and identify any areas where they tions because they have no baseline data to anchor
need to improve. to. This forces them to cast a wide net, presenting
broad, even arbitrary surveys that fail to provide the
• Employee Complaints: Tracking the number of
level of insights needed for incremental improve-
complaints filed can help employers detect any
ment in their wellbeing programs. In other situa-
underlying issues that may not be visible in ev-
tions, employee surveys may not be feasible at all
eryday operations and take appropriate action
due to a distributed workforce or lack of resources.
to address them.
To overcome these common challenges and equip
• Ergonomic Injuries: Ergonomics is the study of
HR leaders with actionable insights, Gympass cre-
how people interact with their environment,
ated a complementary Employee Wellness Assess-
and it is important for ensuring employee com-
ment. The assessment consists of fifty questions
fort and safety. Common ergonomic injuries in-
specifically tailored for HR leaders to assess the ro-
clude back pain, carpal tunnel, and tendonitis.
bustness and efficacy of their wellness program in
These often come from repeated motions, like
each of the eight dimensions of wellness: occupa-
typing or chopping food. You can collect infor-
tional, physical, emotional, social, financial, intellec-
mation from your healthcare provider about
tual, spiritual, and environmental. Based on these
the number of claims made for ergonomic inju-
inputs, the assessment provides an overall employ-
ries to gauge how prevalent this issue is in your
ee wellbeing score, as well as scores for each di-
organization.
mension. Personalized recommendations are also
provided based on the results, giving HR leaders a
plan of action for improving the holistic wellbeing
of their employees.
Take the Assessment

the program gives the initiative the best chance

to have a durable impact. This stops it from falling
through the cracks, as can so often happen when
there are too many cooks in the kitchen. Ideal-
ly the point-person for this program is personal-
ly enthusiastic about wellbeing, as well as able to
crunch the numbers so you can demonstrate its
impact.
Phase 2 If the person best suited to run the program is

concerned about their bandwidth, prioritization
Preparation exercises (like Eisenhower Matrices and Stop/
Start/Pause exercises) can help identify less criti-
2.1 Pick Your cal activities that can be de-prioritized in order to
Productivity Metrics focus on employee wellness.
You will want to track your organization’s key pro-
As you assess your budget to find funding for your
ductivity metrics in tandem with your wellbeing
employee wellbeing program, keep in mind that
metrics and survey insights. This will enable you
employee wellness programs have been shown
to follow the wellbeing program’s impact on pro-
to produce a positive return on investment. Stud-
ductivity over time.
ies show that they can generate $6 in returns for
Look at how your organization defines success every dollar spent thanks to their productivity in-
for guidance in picking the most impactful met- creases, as well as healthcare and talent man-
rics. If, for example, your organization produces agement savings. This means that, while you may
online education courses, you may want to track need to find start-up capital to get the program
the number of new courses launched by your up and running, it will not be an expense long-
production team and how many educational in- term for the organization. Such returns will turn it
stitutions partner with you as a result of your sales into a bottom-line boost.
team’s outreach. On the other hand, you would
Keep in mind you may be able to get external
not want to use the number of views each course
funding too.
receives to measure the success of your wellbe-
ing program. While that may be an important fig-
ure for business success, it does not gauge the
Some insurance companies offer
output of your staff.
wellness dollars, or funds set
2.2 Allocate Resources aside for corporate clients to pay
for qualifying employee health
With your priorities identified, it’s time to seek
and wellness programs. These
funding for your wellness problem and identify
external dollars can advance
who will shepherd the program to success.
workforce wellbeing on behalf of
Selecting somebody in your department to run your organization.

2.3 Select a Holistic Wellness Plan

Chances are high that your needs assessment iden-
tified that your staff could use help related to several
dimensions of wellbeing. And since every wellness
journey is unique, a one-size-fits-all approach is un-
likely to deliver results. In order to meet these varied
needs, you will want to look for a multi-dimensional
and flexible employee wellness program.
For your staffers, a wellness program with diverse

offerings caters to a broader range of employee
preferences. This makes the program more acces-
sible, which helps increase participation rates that
drive results. Gympass, for example, provides em-
ployees with access to high- and low-intensity exer-
cises, in-person and remote experiences, apps for
nutrition, sleep, period, and activity tracking, guided 2.4 Design Incentive
meditations, and more. Employees can take part in Structures
the program whenever and wherever they are.
Incentives can help drive employee participation
As for HR leaders, running a single, holistic wellness in wellbeing programs. They not only motivate em-
platform significantly reduces the administrative ployees to take part, but also help them perceive
load. It eliminates the need to juggle various pro- these initiatives as beneficial and enjoyable, rath-
grams, each with their own set of logistics, partici- er than just another task added to their workload.
pant tracking, and success metrics. This streamlined Ideas you can incorporate into your wellness pro-
approach saves time and resources while sim- gram include:
plifying the communication and implementation
• Recognition for Achievement: Recognize and
process. This supports greater participation and
celebrate the employees who regularly partici-
effectiveness.
pate in wellbeing activities. This could be done
through a ‘Wellness Champion of the Month’ fea-
Activation Toolkit ture in the company newsletter or a special men-
Gympass’ integrated access hub allows tion in company meetings. Base your recognition
organizations to easily manage their wellbeing on participation over achievement, such as days
program. Our simple admin tool lets HR leaders engaged with your wellbeing program over miles
invite employees to participate, manage
run or minutes meditated.
payments and subscriptions, and track
employee wellness activities and trends — all • Extra Wellness Days: Reward employees with
in one place.
additional time off once they reach certain mile-
stones in the wellbeing program. This creates a
direct link between their efforts towards person-
al wellbeing and their work-life balance.

• Healthy Competition: Organize wellness chal-

lenges where teams or individuals compete
against each other for prizes. This can foster a
sense of community while adding an element of
fun to the wellness program.
• Wellness Points System: Establish a points sys-

tem where employees can earn points for par-
ticipating in wellness activities. These points can
be redeemed for rewards such as gift cards or
company merchandise.
• Healthy Meal Vouchers: Who says there’s no such

thing as a free lunch? Providing meal vouchers for
nutritious food options encourages healthy eat- Phase 3
ing while rewarding employees for taking part in
your program. Activate
• Massages and Relaxation Treatments: Free mas- 3.1 Consistent
sage coupons or spa treatment gift cards are a Communication
luxurious reward for taking care of yourself. This
Launching a wellness program takes more than
reward also does double duty, as the employee
sending a single staff-wide email. After all your
using it is further tending to their physical and
good work, you don’t want this exciting an-
emotional wellbeing.
nouncement to get lost in their inbox. You have
• Health Savings Account (HSA) Contributions: to share information with employees consistently
Making contributions to an employee’s HSA can and through a wide variety of channels to garner
be a powerful incentive for participating in the engagement, so you will want a comprehensive
wellness program that further empowers your communications plan.
employees to take care of their health.
Consider starting your launch with an announce-
ment at a company-wide town hall meeting. This
sends a strong message to your employees that
their wellbeing is a top priority for the organiza-
tion. (After the town hall announcement is a good
time for that staff-wide email, since you can tell
them to look out for it!)
After your initial launch comes the next phase:

continual communication. Wrap joining your well-
being program into company onboarding, issue
celebratory chats in the company Slack when you
hit programmatic milestones, and share informa-

tion about upcoming wellness events or new re- of your organization. Research shows people who
sources on staff intranet or break rooms. have a Wellness Champion in their department
are more engaged and satisfied, have a better
Social media is also a powerful tool. HR represen-
view of their overall wellbeing, and have a higher
tatives can lead by example, sharing their wellness
opinion of their employer. And you have dedicat-
journey on professional platforms like LinkedIn. Not
ed boots-on-the-ground forces that can help en-
only does this make use of the program visible, it
sure your wellness program evolves as necessary
can serve as a great recruitment tool for candi-
to meet the changing needs of your employees.
dates vetting a company’s dedication to employ-
ee wellbeing.
Activation Toolkit
Gympass has empowered HR teams for a
decade with all the communication tools they
need to kick start their employees’ wellness
journey. We tap trending strategies — like
monthly campaigns, event calendars, webinars,
wellbeing content, and communication plans
— to help organizations reach their target
employee adoption rates. Our support starts
during onboarding, and continues for our
entire partnership through wellbeing content,
campaigns, programs, and virtual events.
Together, we promote habit shifts that foster
a culture of wellbeing within your organization.
Phase 4
Talk to a Wellbeing Specialist Track Success
4.1 Calculate Your Impact
Has absenteeism dropped, job satisfaction in-
3.2 Build a creased, sales improved, or production paces
Wellness Team picked up as a result of your program? Now is the
Although HR runs the wellness program, fostering time to find out! Re-measure your chosen well-
a team of enthusiastic employees can help you being and productivity metrics a few months af-
promote the program. Pulling Wellness Champi- ter launching your program and compare to see
ons from every part of the organization — across what impact it has had so far. Gympass clients, for
departments, seniority, identity, and work en- example, have tripled the number of active em-
vironment groups — promotes inclusivity and ployees in their workforce.65
engagement.
This is an iterative process. You will want to check
When done effectively, this can foster ownership in on the metrics regularly over time to see if the
and ensure the program resonates with all levels impact grows or flatlines. That information will

enable you to make adjustments and to optimize

your wellness offering moving forward. These fig-
ures are also valuable for maintaining leadership
buy-in for the program. Make sure to include the
productivity results of your program in annual and
quarterly reports, especially the reduced health-
care and talent management costs. Your CEO and
CFO will be more likely to continue supporting a
program with a positive ROI.
You can also use these productivity improvements

to help calculate the overall fiscal contribution of
your program with the following formula:
Company Wellbeing ROI = Productivity Increases

+ Talent Management Savings + Healthcare Sav-
ings – Wellness Program Costs
This enables you to clearly

quantify and communicate your
overall impact on the company’s
bottom line.
Activation Toolkit
Gympass leveraged data from more than 19,000
employees of companies who work for our
clients to calculate our impact. We compared the
average cost of medical care in the six months
before an employee’s first wellness activity with
the average cost of their medical care in the six
months after one year of using Gympass. This
analysis revealed that healthcare costs decrease
by up to 35% when employees do at least five
wellness activities a month.
↓ FURTHER READING
How to Convince your CEO and CFO to

Invest in a Wellbeing Program

7
THE GYMPASS
WELLBEING BOOST
7 The Gympass
Wellbeing Boost
This international
dataset reveals that
Gympass improves
every dimension of
employee wellness,
delivering an overall
wellbeing boost
When the survey responses of Gympass users are

compared to those of non-users, their wellbeing
is higher across the board. Physical and emotion-
al wellness — the two dimensions employees are
most likely to say impact their work productivity —
see the largest improvements. Sixty-eight percent
of Gympass users say their emotional wellbeing is
healthy or extremely healthy, compared to 55% of
non-users. They also report healthy or extreme-
ly healthy sleep and nutrition at higher rates than
non-users. In addition, they are 17% more likely to
say they are fit or extremely fit.

Gympass Users Experience Comparison of employee wellbeing
between Gympass users and non-users
Better Overall Wellbeing
Compared to Non-Users Gympass Users Non-Users
0% 20% 40% 60% 80%
Reported a
75%
Positive Overall
Wellbeing
69%
Reported a
Year-over-year 77%
Improvement in
Wellbeing 70%
Gympass Users Experience Improved

Wellbeing Across All Dimensions
Comparison of employee wellbeing between Gympass
Gympass Users Non-Users
users and non-users for each dimension of wellness.
0% 25% 50% 75% 100%

Employee
74%
Satisfaction
69%
Physical 66%
Wellness 49%
Emotional
68%
Wellness
55%
Work
67%
Relationships
58%
Financial
61%
Wellness
48%
Work Tasks
71%
are Intellectually
67%
Stimulating
Personal Values/
72%
Ethics Align with
66%
Employer’s
Physically
82%
Safe at Work
78%
Psychologically
71%
Safe at Work
68%

7 THE GYMPASS
WELLBEING BOOST
Among the other improvements evident between

users and non-users, Gympass participants are
more likely to report:
• They are thriving or good
• Their wellbeing improved since last year
• Their Work is intellectually stimulating
• They feel safe at work
• They have healthy workplace

relationships
These holistic improvements can have a major im-

pact on a company’s productivity and profitabili-
ty. Employees with high wellbeing produce better
work faster, improving output. They are also less
likely to incur major healthcare expenses like
surgery or emergency room visits, decreasing a
company’s healthcare expenses — in fact, internal
research shows active Gympass users can reduce
company healthcare expenses by up to 35%.66 Si-
multaneously, content employees are more likely
to stay with their current employer. Gympass us-
ers are happier with their current employer than
non-users, and companies with widespread Gym-
pass engagement see turnover rates drop by up to
40%.67 This cuts talent acquisition costs and builds
institutional knowledge, improving efficiency.
Our corporate partners stand to gain every one

of these benefits. By improving every dimension of
wellness, Gympass is a powerful workforce well-
ness solution.

8
AA BB OO UU TT
ABOUT
ABOUT
ABOUT
ABOUT
GYMPASS
8 About
Gympass
OUR GLOBAL IMPACT

Gympass is the most loved corporate wellness
platform, offering the best network of gyms, stu-
11 7,500+
dios, classes, personal trainers, and wellness apps
— all in one employee benefit. More than 15,000
companies use Gympass to help their employees countries cities
move, eat, sleep, and feel better with access to
fitness and wellness partners in subscriptions that
cost up to 50% less than traditional memberships. 50,000+
in-person and
15,000+
clients
Gympass more than doubles the number of em-
virtual gyms,
900+
ployees engaged with wellness. This widespread
classes, trainers
participation results in workforces that are 40%
and wellbeing
less likely to turnover and saves their companies activities
apps
up to 35% on healthcare costs. Investing in em-
ployee wellbeing is investing in company perfor-
mance. Get started at gympass.com. 300 MILLION 9 BILLION
check-ins minutes of
employee
“A practical and accessible way wellbeing
for us to live a healthier life.”

— Gympass User
“As a result of SoFi’s rapid growth,

UK
we’re becoming a more diverse DE

IRL
workforce – and everybody has USA
PT
unique needs. It’s very important MX ITA
ES
that our [benefits] program speaks
to those needs and is able to sup-
port [our] people no matter where
they are in their life journey. I want
everybody to participate as much BRA
as possible on all the different pro- CL
grams that we have. I think it just AR
breeds loyalty not only to Gympass,
but also to SoFi”.
— Debbie Westover, Director of Benefits

9
APPENDICES
APPENDICES
APPENDICES
APPENDICES
APPENDICES
APPENDICES
9.1 Methodology
Gympass conducted its

2024 Work-Life Wellness
survey to assess the
current status of worker
wellness across the eight
dimensions of wellness
Between July 13 to August 4, 2023, 5,144 full-time ity. For example, ‘healthcare benefits’ and ‘tuition
employees at least 18 years of age were surveyed reimbursement’ were not response options for re-
online through the polling agency Qualtrics. The spondents in Germany for the question: “Which of
results have a 95% confidence level and a 4% the following perks do you consider to be the MOST
margin of error (calculated at the individual coun- important when joining a company?” as those ser-
try level based on the total population of full-time vices are not tied to employment in that region.
employees). Response options for the survey’s
85 questions (see “Survey Questions”) included
Likert Scales, multiple choice, and multi-choice
selections.
The countries included in this survey were: The

United States and United Kingdom, Brazil, Argen-
tina, Chile, Spain, Italy, Germany, and Mexico. Be-
tween 568 and 576 responses were collected
from each country. Respondent groups were rep-
resentative of their respective countries.
Where necessary, response options were adapt-

ed to reflect regional variations in benefit availabil-

9.2
1.
Citations
Swarbrick, M. (1997, March). A wellness model for clients. ResearchGate. https://www.researchgate.

net/publication/281208344_Swarbrick_M_March_1997_A_wellness_model_for_clients_Mental_Health_
Special_Interest_Section_Quarterly_20_1-4
2. Stoewen, D. L. (2017, August). Dimensions of Wellness: Change Your Habits, change your life. The
Canadian Veterinary Journal. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5508938/
3. The State of Work-Life Wellness 2022. Gympass. (2022).

https://www.gympass.com/en-us/resources/report
4. Gallup. (2023, August 29). State of the Global Workplace: 2023 Report.
https://www.gallup.com/workplace/349484/state-of-the-global-workplace.aspx
5. Gallup. (2023, July 28). Employee Wellbeing Is Key for Workplace Productivity.
https://www.gallup.com/workplace/215924/well-being.aspx
6. Return on Wellbeing Report 2023. Gympass. (2023, May 18).

https://gympass.com/en-us/resources/research/return-on-wellbeing-study-2023
7. Alton, L. (2023, March 22). The Evolution From Work-Life Balance to Work-Life Integration. ADP.
https://www.adp.com/spark/articles/2018/10/the-evolution-from-work-life-balance-to-work-life-
integration.aspx
8. Fisher, J., Silverglate, P. H., Bordeaux, C., & Gilmartin, M. (2023, June 28). As workforce well-being dips,
leaders ask: What will it take to move the needle?
https://www2.deloitte.com/us/en/insights/topics/talent/workplace-well-being-research.html
9. LinkedIn Talent Solutions. (2023). The 2023 Future of Recruiting report.

https://business.linkedin.com/talent-solutions/resources/future-of-recruiting

12. Razik, K. (2021, January 14). Presenteeism costs 10x more than absenteeism.
how can leaders tackle this?. Thrive Global. https://community.thriveglobal.com/
presenteeism-costs-10x-more-than-absenteeism-how-can-leaders-tackle-this/
13. Job Satisfaction: Impact on Employees performance. London Premier Centre. (2023, July 6).
https://www.lpcentre.com/articles/job-satisfaction-impact-on-employees-performance
14. Conway, J. D. (2021, April 28). Dissonance Disaster: When Employer Brand And Talent
Brand Don’t Align. https://www.forbes.com/sites/forbeshumanresourcescouncil/2021/04/28/
dissonance-disaster-when-employer-brand-and-talent-brand-dont-align/
15. Bellet, C., De Neve, J., & Ward, G. (2019, October 17). Does Employee Happiness have an Impact on
Productivity?. SSRN. https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3470734

9.2 CITATIONS
16. Fry, R. (2023, April 13). In a Growing Share of U.S. Marriages, Husbands and Wives
Earn About the Same. https://www.pewresearch.org/social-trends/2023/04/13/
in-a-growing-share-of-u-s-marriages-husbands-and-wives-earn-about-the-same/
17. Berger, M. W. (1970, September 12). How have women in the workforce fared,
three years into the pandemic?. Penn Today. https://penntoday.upenn.edu/news/
how-have-women-workforce-fared-three-years-pandemic
18. 22 Telling Employee Wellness Statistics [2023]: How Many Companies have Wellness Programs.
Zippia. (2023, June 28). https://www.zippia.com/advice/employee-wellness-statistics/
19. Virgin Pulse. (2021, August 5). Talent Acquisition, Retention and Other Benefits of Corporate Wellness
Programs. https://www.virginpulse.com/blog-post/talent-acquisition-retention-and-other-benefits-of-
corporate-wellness-programs/
20. Brown, A. (2022, June 7). About 5% of young adults in the U.S. say their gender is different
from their sex assigned at birth. https://www.pewresearch.org/short-reads/2022/06/07/
about-5-of-young-adults-in-the-u-s-say-their-gender-is-different-from-their-sex-assigned-at-birth/
21. Hollingshead, T. (2012, August 19). Poor employee health means slacking on
the job, business losses. Brigham Young University. https://news.byu.edu/news/
poor-employee-health-means-slacking-job-business-losses
22. Ricci, J. A., Chee, E., Lorandeau, A. L., & Berger, J. (2007). Fatigue in the U.S. workforce: prevalence
and implications for lost productive work time. Journal of occupational and environmental medicine,
49(1), 1–10. https://pubmed.ncbi.nlm.nih.gov/17215708/
Figure adjusted for inflation using the CPI inflation calculator: https://www.in2013dollars.com/
23. Newsom, R., & Wright, H. (2023, August 31). The Link Between Sleep and Job Performance.
https://www.sleepfoundation.org/sleep-hygiene/good-sleep-and-job-performance
24. 22 Telling Employee Wellness Statistics [2023]: How Many Companies have Wellness Programs.
Zippia. (2023, June 28). https://www.zippia.com/advice/employee-wellness-statistics/
25. Lockwood, S. (2019, June 26). Are Healthier Workers More Productive? Science Says Yes!. StartUs
Magazine. https://magazine.startus.cc/healthier-workers-productive-science-says-yes/

27. Physically Active Employees Can Reduce Company Healthcare Costs by 35%.
Gympass. (2023, July 25). https://gympass.com/en-us/blog/gympass-news/
physically-active-employees-reduce-healthcare-costs/
28. Borgogna, N. C., McDermott, R. C., Aita, S. L., & Kridel, M. M. (n.d.). Anxiety and depression across
gender and sexual minorities: Implications for transgender, gender nonconforming, pansexual,
demisexual, asexual, queer, and questioning individuals. APA PsychNet.
https://psycnet.apa.org/record/2018-46063-001

9.2 CITATIONS
29. Haelle, T. (2016, March 23). Probing The Complexities Of Transgender Mental Health. https://www.npr.
org/sections/health-shots/2016/03/23/471265599/probing-the-complexities-of-transgender-mental-
health
30. Baboolall, D., Greenberg, S., Obeid, M., & Zucker, J. (2021, November 10). Being transgender at work.
https://www.mckinsey.com/featured-insights/diversity-and-inclusion/being-transgender-at-work
31. Johnson, K. (2013, September 6). Transgender Workers at Greater Risk for Unemployment
and Poverty. National LGBTQ Task Force. https://www.thetaskforce.org/news/
transgender-workers-at-greater-risk-for-unemployment-and-poverty/
32. Medina, C., & Mahowald, L. (2023, January 12). Discrimination and barriers to well-being: The state of
the LGBTQI+ community in 2022. Center for American Progress. https://www.americanprogress.org/
article/discrimination-and-barriers-to-well-being-the-state-of-the-lgbtqi-community-in-2022/
33. Centers for Disease Control and Prevention. (2022, June 9). Workplace Health Promotion.
https://www.cdc.gov/chronicdisease/resources/publications/factsheets/workplace-health.htm
34. Mohney, G. (2018, January 15). Stress Costs U.S. $300 Billion Every Year.
https://www.healthline.com/health-news/stress-health-costs
35. Highlights: Workplace Stress & Anxiety Disorders Survey. Anxiety and Depression Association of
America. (n.d.). https://adaa.org/workplace-stress-anxiety-disorders-survey
36. American Psychological Association. (n.d.). The American workforce faces compounding pressure:
APA’s 2021 Work and Well-being Survey results. https://www.apa.org/pubs/reports/work-well-being/
compounding-pressure-2021
37. Mann, A. (2018, January 15). Why We Need Best Friends at Work.
https://www.gallup.com/workplace/236213/why-need-best-friends-work.aspx
38. Lattimer, C. (2023, February 26). How to Recognise Toxic Relationships at Work and What to Do.
People Development Magazine.
https://peopledevelopmentmagazine.com/2023/02/26/toxic-relationships-at-work
39. U.S. Department of Health & Human Services. (2021, September 27). Scientific Workforce Diversity
Seminar Series (SWDSS) Seminar Proceedings: Is Implicit Bias Training Effective?. National Institutes of
Health: Office of the Director. https://diversity.nih.gov/sites/coswd/files/images/NIH_COSWD_SWDSS_
Implicit_Bias_Proceedings_508.pdf
40. Baharom, G. K., Stoverink, T. G., & Kalogiannidis, O. S. (2022, October 7). Effect of Team Building on
Employee Productivity; A Case Study of Eastpharma Company in Turkey. Stratford Journals.
https://stratfordjournals.org/journals/index.php/journal-of-human-resource/article/view/1280
41. Adams, D. (2022, March 3). Harnessing The Power Of Diversity For Profitability.
https://www.forbes.com/sites/forbesbusinesscouncil/2022/03/03/harnessing-the-power-of-diversity-
for-profitability/?sh=3510ba1f459a

9.2 CITATIONS
42. Carr, E. W., Reece, A., Kellerman, G. R., & Robichaux, A. (2021, December 21). The Value of Belonging at
Work. Harvard Business Review. https://hbr.org/2019/12/the-value-of-belonging-at-work
43. Special Report: Financial stress and the bottom line – Why employee financial wellness matters to
your organization. PricewaterhouseCoopers. (2017, September).
https://www.pwc.com/us/en/services/trust-solutions/private-company-services.html
44. Robinson, L., & Smith, M. (2023, June 6). Coping with Financial Stress. HelpGuide.org.
https://www.helpguide.org/articles/stress/coping-with-financial-stress.htm
45. Frech, A., Houle, J., & Tumin, D. (2021, September 13). Trajectories of unsecured debt and health at
midlife. SSM - Population Health.
https://www.sciencedirect.com/science/article/pii/S235282732100121X#bib7
46. Newsom, R., & Wright, H. (2023, August 31). The Link Between Sleep and Job Performance. Sleep
Foundation. https://www.sleepfoundation.org/sleep-hygiene/good-sleep-and-job-performance
47. Zuss, N. (2023, March 31). Employers Grossly Overestimate Employee Well-Being, Annual Study
Shows. Plansponsor. https://www.plansponsor.com/employers-grossly-overestimate-employee-well-
being-annual-study-shows/
49. PwC’s 2023 Employee Financial Wellness Survey. PricewaterhouseCoopers. (n.d.).

https://www.pwc.com/us/en/services/consulting/business-transformation/library/employee-
financial-wellness-survey.html
50. Bank of America Study Finds 84% of Employers Now Say Offering Financial Wellness Tools Helps
Increase Employee Retention. Bank of America. (2022, September 27).
https://newsroom.bankofamerica.com/content/newsroom/press-releases/2022/09/bank-of-america-
study-finds-84--of-employers-now-say-offering-fi.html
51. Prudential. (2019). The Interplay Between Health & Financial Wellness Benefits and How it Impacts
Employees. https://news.prudential.com/content/1209/files/PrudentialWellnessProgramsCensus.pdf
52. Pendell, R. (2023, September 11). Employee engagement strategies: Fixing the world’s $8.8 trillion
problem. https://www.gallup.com/workplace/393497/world-trillion-workplace-problem.aspx
53. Gallup. (2023, January 7). The Benefits of Employee Engagement.

https://www.gallup.com/workplace/236927/employee-engagement-drives-growth.aspx
54. Wellable. (2022, December 22). 9 Employee Engagement Statistics You Should Know For 2023.
https://www.wellable.co/blog/employee-engagement-statistics-you-should-know/
55. Professional Development: What Employees Want. Payscale. (2019, October 30).
https://www.payscale.com/research-and-insights/professional-development-employees-want/

9.2 CITATIONS
56. How a Purpose-Driven Culture Gets You More Loyal Customers. RevBoss. (n.d.).
https://revboss.com/blog/how-a-purpose-driven-culture-gets-you-more-loyal-customers
57. Benevity. (n.d.-b). Talent Retention Study: Connecting purpose and employee retention.
https://cdn.bfldr.com/ZZ11QL2O/at/fxh6v7w5qkw3rk64hqsrs5/Talent_Retention_Study_2022.pdf
58. Global and U.S. Agencies Declare End of COVID-19 Emergency. Pfizer. (2023, May 11). https://www.
pfizer.com/news/announcements/global-and-us-agencies-declare-end-covid-19-emergency
59. Marschall, A. (2023, July 12). Unlocking Innovation and Growth Through Psychological Safety in the
Workplace. https://www.springhealth.com/blog/psychological-safety-in-the-workplace
60. The State of Talent Optimization 2023 Report. The Predictive Index. (2023, July 26).
https://www.predictiveindex.com/learn/talent-optimization/resources/surveys-reports/
the-state-of-talent-optimization/
61. Ravishankar, R. A. (2022, December 1). A Guide to Building Psychological Safety on Your Team. Harvard
Business Review. https://hbr.org/2022/12/a-guide-to-building-psychological-safety-on-your-team
62. Chinda, T., Techapreechawong, S., & Teeraprasert, S. (n.d.). An Investigation of Relationships between
Employees’ Safety and Productivity.
http://www.ppml.url.tw/EPPM/conferences/2012/download/SESSON4_A/10%20E145.pdf
63. Bayram, M. (2020, April 28). Factors affecting employee safety productivity: an empirical study in
an OHSAS 18001-certified organization. International Journal of Occupational Safety and Ergonomics.
https://www.tandfonline.com/doi/full/10.1080/10803548.2020.1739892
64. Fisher, J., Silverglate, P. H., Bordeaux, C., & Gilmartin, M. (2023, June 28). As workforce well-being dips,
leaders ask: What will it take to move the needle?
https://www2.deloitte.com/us/en/insights/topics/talent/workplace-well-being-research.html

66. Physically Active Employees Can Reduce Company Healthcare Costs by 35%.
Gympass. (2023, July 25). https://gympass.com/en-us/blog/gympass-news/
physically-active-employees-reduce-healthcare-costs/


9.3 Demographics
Which best describes your current

role within your company?
C-Level/Executive vice president 4.47%
Senior vice president/Vice president 2.29%
Director/Associate Director 7.48%
Senior Manager/Manager 19.23%
Specialist 18.49%
Operator 18.76%
Technical 6.85%
Consultant 5.03%
Teacher/Professor 5.03%
Other (please specify) 12.37%
Total 100.00%
How many full-time employees (FTEs)

are in your company?
1 - 20 FTEs 23.62%
21 - 100 FTEs 21.25%
101 - 500 FTEs 18.47%
501 - 1,000 FTEs 11.26%
1,001 - 5,000 FTEs 11.20%
5,001 - 10,000 FTEs 6.47%
> 10,001 FTEs 7.74%
Total 100.00%

9.3 DEMOGRAPHICS
Which of the following best describes

the industry you are working in?
Architecture & Engineering 4.47%
Business Operations & Management 4.59%
Cleaning & Grounds Maintenance 2.84%
Community & Human Services 3.29%
Construction & Extraction 4.16%
Education & Instruction 9.29%
Farming, Fishing & Forestry 1.44%
Finance & Accounting 7.12%
Food & Beverage 4.39%
Healthcare 9.20%
Legal 2.45%
Manufacturing & Utilities 4.59%
Marketing, Advertising & Public Relations 1.52%
Media, Arts & Design 1.17%
Military & Intelligence 0.78%
Personal Service 2.14%
Protective & Security 1.28%
Repair, Maintenance & Installation 1.81%
Sales, Customer Service & Retail 9.45%
Science & Research 0.97%
Supply Chain & Logistics 1.98%
Technology 8.81%
Transportation 3.03%
Other (please specify) 9.25%
Total 100.00%

9.4 Survey
Questions
Demographic/Company Questions
1. What best describes your employment status over the last three months?
2. In which country do you currently reside?
3. How many full-time employees (FTEs) are in your company?
4. When were you born?
5. Which of the following best describes the industry you are working in?
6. Which of the following best describes your occupation?
7. Which best describes your current role within your company?
8. Which best describes your current work environment?
9. With which gender identity do you identify?
10. With which sexual orientation do you identify?
11. With which race/ethnicity do you identify?
Occupational Wellness
12. Which of the following perks do you consider to be important when joining a company? Select all that apply.
13. Which of the following perks do you consider to be the MOST important when joining a company? Select one.
14. To what extent do you agree or disagree with the following statement: When looking for my next job, I will only consider
companies that place a clear emphasis on employee wellbeing.
15. How happy are you working at your company?
16. To what extent do you agree or disagree with the following statement: My work allows me to take time for my wellbeing
when needed (e.g. exercise during the workday, meditate, attend a counseling session, take a mental health day, etc.)
17. To what extent do you agree or disagree with the following statement: I consider my wellbeing at work to be equally
important to my salary.
18. Which of the following wellness benefits does your employer offer? Select all that apply.
19. Which of the following wellness benefits do you consider to be MOST important? Select one.
20. How engaged are you with your employer’s wellbeing benefits?
21. How would you currently rate your overall wellbeing?
22. Do you feel your wellbeing has improved or declined in 2023 (compared to 2022)?
23. To what extent do you agree or disagree with the following statement: I would consider leaving a company that does
not focus on employee wellbeing.
24. Which of the following, if any, would make you consider looking for a new role? Select all that apply
25. Which of the following would make you consider looking for a new role the MOST? Select one.
Physical Wellness
26. How would you rate your physical fitness?
27. How important is physical activity to your wellbeing?
28. My productivity at work is ________ by my physical wellbeing.
29. Where do you work out most often?
30. How much do you spend on gym memberships each month (including classes)?
31. Which of the following fitness programs does your company offer? Select all that apply.
32. Of the fitness programs offered by your company, which do you routinely participate in? Select all that apply.
33. To what extent do you agree or disagree with the following statement: A personal trainer would help me achieve my
fitness goals.

9.4 SURVEY
QUESTIONS
34. To what extent do you agree or disagree with the following statement: My job makes it difficult to work out.
35. How would you rate your overall nutritional health?
36. How important is your nutrition to your overall wellbeing?
37. To what extent do you agree or disagree with the following statement: The quality of my work would improve if I had
a healthier diet.
38. Which of the following do you use to keep track of your nutrition? Select all that apply.
39. How much do you spend to keep track of your nutrition each month?
40. To what extent do you agree or disagree with the following statement: A nutritionist would help me achieve my
nutrition goals.
41. To what extent do you agree or disagree with the following statement: My job makes it difficult to eat healthy.
42. How would you rate your overall sleep health?
43. How important is sleep to your wellbeing?
44. How often does work stress keep you up at night?
45. You mentioned that work stress keeps you up “insert previous answer option”. Which of the following areas of your life
does this impact? Select all that apply.
46. Which of the following, if any, do you use nightly to help improve your sleep? Select all that apply.
47. How much do you spend on sleep apps each month?
Emotional Wellness
48. How would you rate your overall emotional wellness?
49. How important is your emotional wellness to your overall wellbeing?
50. My productivity at work is ________ by my emotional wellness.
51. How stressed are you during the workday?
52. How do you manage your stress? Select all that apply.
53. How much do you spend on meditation apps each month?
54. To what extent do you agree or disagree with the following statement: My employer enables me to tend to my emotional
wellness during the workday.
Social Wellness
55. To what extent do you agree or disagree with the following statement: My productivity at work is lower when I feel lonely.
56. How would you generally rate your relationships at work?
57. How important are your relationships at work to your overall wellbeing?
58. My work relationships are ______________ by my level of work stress.
59. How important is your sense of belonging at work to your overall wellbeing?
60. How satisfied are you with the Diversity, Equity & Inclusion (DEI) program at your current company?
61. To what extent do you agree or disagree with the following statement: I feel like I can bring my whole self to work.
62. How often do you feel discriminated against at work?

9.4 SURVEY
QUESTIONS
Financial Wellness
63. How would you rate your financial wellness?
64. How important is your financial wellness to your overall wellbeing?
65. To what extent do you agree or disagree with the following statement: Worrying about my finances distracts me from my work.
66. How often does your financial situation keep you up at night?
67. To what extent do you agree or disagree with the following statement: My financial situation prevents me from investing in my
overall wellbeing.
Intellectual Wellness
68. My productivity at work is _________ by how engaging I find my work tasks.
69. To what extent do you agree or disagree with the following statement: My work is intellectually stimulating.
70. To what extent do you agree or disagree with the following statement: Professional development in my field is important to
keeping me more engaged at work.
71. What professional development opportunities does your company offer free of charge?
Spiritual Wellness
72. To what extent do you agree or disagree with the following statement: I find purpose and meaning in the work I do.
73. To what extent do you agree or disagree with the following statement: My values and ethics align with those of my employer.
74. To what extent do you agree or disagree with the following statement: Participating in charitable activities is important to
my wellbeing.
75. My company provides opportunities for its employees to participate in charitable activities.
76. My company accommodates my religious practices.
77. My productivity at work is ________ by my spiritual wellbeing.
Environmental Wellness
78. Do you work from the office, from home, or in a hybrid setting?
79. Would you rather work from the office, from home, or in a hybrid setting?
80. To what extent do you agree or disagree with the following statement: I feel physically safe at work.
81. To what extent do you agree or disagree with the following statement: I feel psychologically safe at work.
82. Which of the following has ever occurred to you in the workplace? Select all that apply.
83. My productivity at work is _________ by my environmental [workplace] wellbeing.
Conclusion
84. Which of the eight dimensions of wellness is the MOST important dimension to your overall wellbeing? Select one.

© Gympass US, LLC 2023
Produced in the United States of America August 2023
Gympass, the Gympass logo, and gympass.com are trademarks or registered trademarks of Gympass US, LLC, in
the United States and/ or other countries. Other product and service names might be trademarks of Gympass or
other companies.
This document is current as of the initial date of publication and may be changed by Gympass at any time. Not all
offerings are available in every country in which Gympass operates.
The performance data and client examples cited are presented for illustrative purposes only. Actual performance
results may vary depending on specific operating conditions and other factors. THE INFORMATION IN THIS DOC-
UMENT IS PROVIDED “AS IS’’ WITHOUT ANY WARRANTY, EXPRESS OR IMPLIED, INCLUDING WITHOUT ANY WAR-
RANTIES OF MERCHANTABILITY, FITNESS FOR A PARTICULAR PURPOSE AND ANY WARRANTY OR CONDITION OF
NON- INFRINGEMENT. Gympass services are warranted according to the terms and conditions of the agreements
under which they are provided.
The client or company is responsible for ensuring compliance with laws and regulations applicable to it. Gympass
does not provide legal advice or represent or warrant that its services or products will ensure that the client is in
compliance with any law or regulation. Statements regarding Gympass’ future direction and intent are subject to
change or withdrawal without notice, and represent goals and objectives only.

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WORK-LIFE

THE STATE OF WORK-LIFE WELLNESS ‘24 2

THE STATE OF WORK-LIFE WELLNESS ‘24 3

THE EIGHT CORE EMOTIONAL

THE STATE OF WORK-LIFE WELLNESS ‘24 4

As revealed in this report, wellness is non-nego-

And when they say ‘wellbeing at work,’ they are

96% of respondents said they

THE STATE OF WORK-LIFE WELLNESS ‘24 5

THE STATE OF WORK-LIFE WELLNESS ‘24 6

Our State of Work-Life Wellness 2024 report provides actionable

96% 93% 87%

37% 83% 77%

Trends (office, hybrid, or remote).

95% 93% 93%

69% 91% 90%

THE STATE OF WORK-LIFE WELLNESS ‘24 7

1.2 Key Findings 7

2 HOLISTIC WELLNESS POWERS WORKPLACE PERFORMANCE 11

2.1 Wellness is Non-Negotiable to Today’s Workforce 14

2.2 Personal Wellness Drives Professional Productivity 17

2.2.1 Overall Wellness 17

2.2.2 Occupational Wellness 18

2.2.3 Physical Wellness 20

2.2.4 Emotional Wellness 23

2.2.5 Social Wellness 26

2.2.6 Financial Wellness 27

2.2.7 Intellectual Wellness 28

2.2.8 Spiritual Wellness 30

2.2.9 Environmental Wellness 30

3 WELLBEING INEQUITY IN THE WORKPLACE 32

3.1 Wellbeing Improves with Senority 34

3.2 Working Where You Want Is Good for Your Health 36

THE STATE OF WORK-LIFE WELLNESS ‘24 9

5.8 United Kingdom 71

5.9 United States 75

6 HOW TO BUILD A WELLBEING PROGRAM

7 THE GYMPASS WELLNESS BOOST 91

9.3 Demographics 104

9.4 Survey Questions 106

THE STATE OF WORK-LIFE WELLNESS ‘24 10

THE STATE OF WORK-LIFE WELLNESS ‘24 11

While the COVID-19

This drove major upheaval in the short-term la-

When workers today talk about workplace well-

THE STATE OF WORK-LIFE WELLNESS ‘24 12

are best approached as different domains of ex-

Work-Life Wellness (n):

This tenuous tightrope was difficult to walk at the

THE STATE OF WORK-LIFE WELLNESS ‘24 13

Employees Prioritize Their Wellbeing Employees Are Increasingly Engaging

2022 2023 2022 2023

THE STATE OF WORK-LIFE WELLNESS ‘24 14

consider leaving a company that doesn’t focus

THE STATE OF WORK-LIFE WELLNESS ‘24 15

0% 10% 20% 30% 40%

Ranking the Emotional 33%

Wellness Financial 23%

Many talent professionals are behind the curve,

THE STATE OF WORK-LIFE WELLNESS ‘24 16