Wellhub’s global corporate wellness platform has released new research that shows a stark wellbeing gap between CEOs. The Return on Wellness 2025 Study was published in June 2025. 93% CEOs reported excellent or good personal well-being compared to only 63% employees.
The study found that more than three quarters of CEOs surveyed (78%) see wellbeing as an investment and not just a perk.
Why is there a significant gap between the wellbeing of employees and executives, if CEOs self-report as healthy and happy, and they recognize the benefits to business from workforce wellbeing investments? This article explores the root causes of this divide, from financial disparities to unaddressed stressors at work.
Inequality in workplace wellbeing
Let’s start with the accessibility question. The CEOs’ high salaries allow them to invest in expensive options like therapy, coaching and personal training, preventative health assessments, wearable technology, and better food and nutrition.
The cost of premium health care is often out of reach for many employees. Deloitte’s 2025 Gen Z & Millennial Survey reveals that over half of younger workers are living paycheck-to-paycheck. There are also signs that second jobs are becoming more popular among SME employees who are struggling with rising costs of living.
MetLife Research revealed that 45% of employees who have mental health issues cite money worries as the main cause.
In the UK many employees also struggle to access NHS services. A huge backlog following Covid has left 6.2 million patients waiting for treatment. CEOs may have the money to pay for private healthcare but those with lower and middle incomes will find themselves on a waiting list.
These leaders have the double benefit of better access to healthcare and financial security, which is undoubtedly a major factor in this reported imbalance.
If the CEO invests in his or her own wellbeing, he/she will consider raising budgets for organisational well-being.
CEOs as champions of wellbeing
Organisations have a duty to provide meaningful solutions to employees who are struggling to pay for the help they need. Wellhub’s research shows that CEOs who report good wellbeing are champions of employee wellbeing investments. However, this has not yet translated into initiatives and provisions which have a meaningful effect.
The following are key findings:
- CEOs who engage personally in wellness programmes will invest twice as much.
- Employee participation is the biggest concern among CEOs when it comes to wellbeing provisions for employees (budget follows closely behind).
- The chances of receiving additional funding could be increased by 58% if you report your impact monthly.
It’s good to know that CEOs who are invested in their own wellbeing will consider raising budgets for organisational well-being. This is not without caveats.
Manage the participation problem
In a study 2024 by Cigna Healthcare, over half of HR leaders admitted that their employees were not using their benefits. Business leaders are therefore entitled to a holistic wellbeing strategy. It should consider the entire employee journey and include a proactive plan to encourage participation.
Part of the problem is a lack in communication about services and support available to employees. It is not enough to send out an email with a new initiative. The employees need to be reminded and nudged at key touchpoints.
Employers should also investigate which cohorts are particularly resistant to change and then follow up with an approach that is more nuanced. shows, for example, that 70% of young males avoid seeking mental support. The emphasis placed on emotional expression rather than action-oriented therapy is cited as the main reason. Support mechanisms can be reframed as an opportunity for men to develop.
Stress in the workplace: How to deal with it
Organisations should also reflect on how they contribute to the rising levels of stress and burnout among their employees, especially younger generations. Deloitte Research found that 40% of Gen Zs, and 34% of the millennials were anxious or stressed most of their time. One-third of them said their jobs contributed to their poor mental state.
Dr Jo Burrell, a clinical psychologist who is also the co-founder and CEO of Ultimate Resilience, says that employers do not address this issue effectively. The Oxford Study revealed that most wellbeing interventions do not improve wellbeing, because they fail to address the core stressors at work. Employees will not engage with tokenistic offerings. Employers need to do the necessary groundwork in order to understand job requirements and ensure that support is timely and effective.”
This stark gap in wellbeing between CEOs, their employees and the general public will continue to exist unless there is an intentional approach that addresses the real struggles of workers.
A strategy is the first step to making a real impact
Wellhub’s study also revealed that more than half of CEOs consider wellbeing to be a strategic investment, one that increases productivity (56%), reduces absenteeism (67%), and strengthens employee retention (73%).
The high cost of implementation is their second greatest concern in relation to the benefits of wellbeing. Leaders say that these large budgets need proof of impact. They also state that more frequent reporting, ideally monthly, could lead to increased budgets for wellbeing.
But, further investments are not only granted through timely reporting. When creating a strategy for wellbeing, organisations need to take into account the issues they want to solve and their desired impact. They can then benchmark their progress. Dr Jo Burrell points out that employees’ struggles and concerns should be the starting point for this (often ignored) process. CEOs may view well-being as strategic, but they often skip the strategy. “Too often, interventions are selected based on their popularity or shine, and not their relevance.”
The key to a truly strategic approach is listening. It’s important to understand employee concerns and tailor support accordingly.
Closing the Well-Being Gap
Employees are facing a rising cost of living, increasing work-related stress, and chronic health conditions with little support. Although CEOs are aware of the impact that these issues can have on their business, they still do not have a strategy in place to address the root cause.
This stark gap in wellbeing between CEOs, and their employees will continue to grow if we don’t take a proactive approach to combating the struggles of real employees.
