Mai Tlau, Head – Corporate Wellness Practice at Prudent Insurance Brokers, highlights why corporate India must close the care gap in workplace mental health and expand access to inclusive support systems
Mai Tlau, Head – Corporate Wellness Practice, Prudent Insurance Brokers
Mental health in India has undergone a significant transformation over the past decade, moving from being seen as a peripheral issue to becoming a core priority. Rapid socio-economic change, urbanisation, evolving family structures, and the lingering aftereffects of the pandemic have reshaped how individuals experience stress and well-being. According to a whitepaper published by Prudent Insurance Brokers, titled, Mind The Gap – Advancing Mental Health, one in seven Indians struggles with some form of mental health issue, with depression, anxiety, and substance abuse being the most prevalent. These challenges have extended beyond the personal sphere, leaving a profound impact on workplaces across the country.
For corporate India, the implications are clear. Poor mental health is no longer an invisible issue – it is affecting productivity, retention, and long-term organisational growth. The whitepaper shows that Indian companies lose approximately 14 per cent of working hours annually due to mental health-related issues. Beyond absenteeism, where employees take frequent sick leave, presenteeism has emerged as an even greater concern. Employees often continue to work while unwell, but with diminished productivity and quality of output. Based on our findings, we understand that presenteeism accounts for nearly one and a half times the productivity loss compared to absenteeism. The issue has also taken a tragic turn, with suicide rates among working professionals rising alarmingly by over 20 per cent year-on-year, underscoring the urgent need for workplace interventions.
Stigma, silence, and the generational divide in mental health
While awareness has increased and conversations about mental health are more common than before, stigma remains one of the greatest barriers. Many employees are reluctant to acknowledge their struggles for fear of judgment, stalled career growth, or job insecurity. This hesitation contributes to a widening ‘care gap’, where even organisations offering Employee Assistance Programs or well-being initiatives see limited utilisation. Mental health continues to be perceived as a personal weakness rather than a legitimate health condition, making it harder for individuals to seek timely care.
The problem is further complicated by generational differences. Younger employees, especially Millennials and Gen Z, are more vocal about their expectations of psychological safety, purpose, and work-life balance. Many are willing to switch employers if these needs are not met. In contrast, older cohorts such as Gen X and Baby Boomers, shaped by different workplace norms, often hesitate to voice concerns or seek professional help, even when available. This generational divide creates a complex landscape where a one-size-fits-all approach to workplace well-being falls short.
The role of managers in mental well-being
Managerial capability adds another layer of complexity. Managers are often the first point of contact for employees in distress, yet many lack the training to recognise early warning signs or respond empathetically. This gap results in missed opportunities for timely support and often exacerbates the problem. Building managerial capacity through structured training and certifications can help leaders cultivate psychologically safe workplaces where employees feel supported and understood.
To make meaningful progress, organisations must adopt a holistic and inclusive approach to mental health. Traditional health insurance provisions that focus primarily on hospitalisation fail to address the reality that most mental health needs are outpatient in nature, involving therapy, counselling, or preventive care. While most group health policies now technically can include inpatient mental health coverage, utilisation remains negligible and is not systematically tracked. This is due to the stringent criteria required for inpatient admission and the continued stigma that discourages employees from filing claims under a mental health diagnosis. Outpatient (OPD) coverage is even more limited – industry estimates indicate that only 10–15 per cent of employers currently extend mental health benefits such as therapy or counselling sessions through their group health plans. To close this gap, companies can take the lead by expanding OPD mental health coverage, normalising claims, and integrating structured counselling and therapy into their core benefits design – ensuring employees have timely, stigma-free access to care. Alongside, structured well-being programs that integrate regular assessments, manager sensitisation workshops, and mental health certifications can build resilience within organisations. Complementary care solutions delivered through digital platforms, such as guided meditation, cognitive behavioural therapy apps, and personalised self-assessments offer employees convenient and scalable avenues for support.
Building a culture of strength through support
Addressing workplace mental health comprehensively is both a business and societal imperative. Companies that ignore these concerns risk financial loss, reputational damage, and difficulty in attracting and retaining talent, particularly among younger generations. Conversely, organisations that integrate outpatient mental health services into their benefits design, reinforce support systems like Employee Assistance Programs, and normalise conversations around psychological health stand to gain not only healthier employees but also stronger, more resilient businesses.
Ultimately, the way forward lies in creating cultures where seeking support is viewed as a strength, not a weakness. By embracing holistic and inclusive strategies, corporate India has the opportunity to play a transformative role in advancing mental health outcomes – building not only more productive workplaces but also contributing to the broader well-being of society.