As we move deeper into 2025, the pressures on workers globally have intensified. Rising living costs, blurred work-life boundaries, climate disruptions, and economic uncertainty are no longer fringe issues, they are central to how people experience their jobs.
According to Gallup, only about 34% of employees worldwide say they are “thriving,” and global employee engagement fell to 21% in 2024. That figure should give every leader pause because well-being is not a perk; it is a determinant of performance, retention, and long-term competitiveness.
Over the years, the definition of workplace well-being has evolved. A decade ago, it was often associated with medical cover or gym access. Today, it spans physical health, mental resilience, emotional support, continuous learning and even financial security. Research increasingly shows that employees who feel supported across these dimensions are more productive, more engaged, and less likely to leave. McKinsey estimates that improving employee health and well-being could raise global GDP by 4–12% in middle- and high-income economies, a signal that this is not just an HR issue, but an economic one.
At Absa, we see well-being as a core business strategy. Every September, during Wellness Month, we reflect on how colleagues experience the workplace and reaffirm our commitment to support them. This approach is practical and built into the daily rhythm of work. Through our Employee Assistance Programme, regular health checks, and peer mentoring, colleagues have access to professional and emotional support. Collective activities such as the Kenya Bankers Association Interbank Games and our lifestyle-shaping “Soulfood” sessions foster camaraderie and connection. Learning Week gives colleagues the chance to upskill and prepare for the future, nurturing a culture of continuous growth alongside care. These may look like simple interventions, but together they reflect a deliberate choice to support the whole person, body, mind, and spirit.
The real test, however, is what happens after Wellness Month ends. At Absa, we are seeing wellness shift from being a programme to becoming part of the culture. It shows up in team huddles, in colleagues checking in on one another, and in leaders making space for honest conversations. Small, daily practices are quietly transforming well-being from a corporate agenda into a shared mindset.
This lesson is for all industries, the organisations that treat well-being as foundational are already seeing the difference: reduced burnout, higher engagement, stronger innovation, and better customer outcomes. The future of human capital depends on how consistently we embed well-being into the way work is designed and experienced.
For me as a leader, the conclusion is clear. Great places to work are not defined by output but by how people feel about showing up every day. When employees thrive, businesses thrive. That is the essence of the culture we are building, and it is why we continue to place well-being at the very heart of our strategy.
By Mumbi Kahindo – Chief People Officer at Absa Bank Kenya