Death of 26-year-old EY employee: ‘Healthy workplace is need of the hour’

The death of 26-year-old Anna Sebastian Perayil, an Ernst & Young (EY) employee in Pune, just four months after joining the firm as a chartered accountant, has triggered debate around toxic culture.

The incident gained public attention after Anna’s mother, Anita Augustine, wrote an emotional letter to EY India chairman Rajiv Memani on LinkedIn on Tuesday, alleging her daughter succumbed to “work pressure”. In it, Augustine described how her daughter struggled with “the workload, new environment, and long hours,” which, she believes, led to her daughter’s tragic passing.

Take a look at the post here:

Heartbreaking news from EY Pune – a young CA succumbed to the work pressure and nobody from EY even attended her funeral – this is so appalling and nasty!!! pic.twitter.com/pt8ThUKiNR

— Malavika Rao (@kaay_rao) September 17, 2024

Anna’s death has sparked debates, discussions and confessions about toxic work cultures, and the growing issue of workplace stress in India.

Harsh Mandavia, network development manager at Reasoned Ventures, shared a similar experience involving his cousin from 2019-2020: “My cousin went through a tough time at EY in Mumbai, where the work stress made her so sick she had to be hospitalised.”

“I often ask, ‘How can anyone be okay with such a lifestyle?’ The usual response is, ‘That’s how it is at the start of your career. You have to work hard to get ahead; it’s normal,” Mandavia said.

Speaking to indianexpress.com, an audit senior at EY GDS, who did not wish to be named, described their experience: “As a fresher, my time here was decent, but after four years, I’d describe it as bittersweet. The corporate culture at lower levels can be toxic, with employees hesitant to speak up for fear of retaliation. Logging off at a reasonable time is often frowned upon by superiors, which can affect their behaviour towards you and ultimately impact your performance ratings and bonuses.”

An outlook of the corporate culture in India

This raises a critical question: in an overpopulated country like India, where the corporate sector is rapidly expanding, how have we normalised the ‘rat race’ that equates constant hustling and overwork with productivity?

In the pursuit of growth and profitability, many young professionals find themselves overwhelmed and burdened by escalating workloads, tight deadlines, and an “always-on” work culture.

The audit senior shared another telling example: “I know someone who worked 15-16 hour days during the busy season and was praised as a model employee for bonuses, yet ended up with a poor rating because her senior took all the credit.”

The ripple effects on employee well-being

Employees need to know that their well-being is a priority, and this message must be reflected through actions, not just words. (Source: Canva)

“Excessive workloads and unrealistic or unclear expectations can foster a toxic work environment, resulting in poor work-life balance and increased pressure to outperform, which ultimately heightens stress,” said Piyali Maity, EAP counsellor at 1to1help.

This is not surprising, as stress and inadequate well-being remain persistent issues in the workplace. Despite growing awareness, around 78 per cent of employees in India report experiencing some form of job burnout, leading to physical and emotional exhaustion, according to a recent report by the UKG.

Many employees hesitate to speak up about their struggles because they fear judgement or professional repercussions, with about 33 per cent continuing to work despite facing poor mental health, a Deloitte Mental Health Survey said.

Where companies fail: The lack of empathy and support

“When no one showed up for the funeral, it felt like reducing a person to just a name on payroll sheets. The normalisation of workplace pressure has made a stress-free environment seem dystopian, leading many to equate high-pressure settings with importance,” a professional commented on the absence of EY representatives at Anna’s funeral, which has drawn significant criticism online.

Despite organizations promising a commitment to employee welfare through policies and wellness programs, this situation reveals a deeper corporate detachment from personal well-being. The lack of workplace empathy is concerning. Research from Businessolver shows that while 84 per cent of employees believe empathy drives better outcomes, only 25 per cent of CEOs in India prioritise it.

Amit Vasistha, founder and CEO of GALF, said leaders must champion wellness initiatives. “Their involvement sets a powerful example for the entire organisation, ensuring policies are actively reinforced,” he said.

Additionally, the UKG report reveals that about 64 per cent of employees would welcome a reduction in workload, highlighting the need for better work-life balance. This disconnect illustrates a significant gap between employee needs and the support provided by leadership.

Building a company culture is everyone’s responsibility

Organizational culture encompasses the attitudes and beliefs that shape employee behaviour within a company. The traditional model, where CEOs direct HR to define culture, is becoming obsolete. Instead, a new approach––which empowers everyone to cultivate a positive environment––is emerging.

“Managers are the frontline of employee well-being, making it imperative that HR empowers managers through targeted training on stress recognition, emotional intelligence, and resource allocation,” said Sarabjeet Singh, global head of people, culture, and India, Helpshift.

He stressed on the importance of using predictive analytics and AI to monitor stress indicators in real-time. By integrating mental health policies like flexible work arrangements and wellness programs, organisations can reduce burnout and enhance productivity.

Karnam Gupta, PR Manager, said, “A healthy work culture largely relies on empathetic and supportive team leaders and the company’s commitment to fostering that environment.”

The road ahead

Going forward, Anna’s death should serve as a stark reminder that corporate India has a long way to go in prioritising employee well-being.

Employee well-being should be integrated into the core of an organization’s culture and values. (A professional sharing their views on the EY Pune case, a snapshot from LinkedIn)

Navigating workplace stress with an amplified focus on mental health and empathy must be central to any company’s culture—not only for the sake of employees but for the sustainability of the organisation itself.

Companies must realise that caring for their employees goes beyond policies and rhetoric—it requires action, accountability, and most importantly, compassion.

Disclaimer: The copyright of this article belongs to the original author. Reposting this article is solely for the purpose of information dissemination and does not constitute any investment advice. If there is any infringement, please contact us immediately. We will make corrections or deletions as necessary. Thank you.