Need to Humanise Mental Health in Corporate Culture

As the nation continues to discuss the toxic work culture in the corporate sector, following the recent outcry over the death of EY executive Anna Sebastian Perayil due to excessive workload, another tragic incident has emerged in Chennai. Last Thursday night, a techie named Karthikeyan, who had been working at a Pallavaram-based firm for the past 15 years, was found electrocuted, entangled in live wires. His family revealed that he had been battling depression due to work pressure and was on medication.

We are often overwhelmed by a barrage of questions that disturb our minds, yet we find no answers because we prioritise competition over positive cohabitation. These recent incidents are not new to us; we have long ignored the sensitivity of the issue, waiting for more such tragedies to occur.

The issue of suicides among multinational firm professionals in India is indeed alarming. A report in Business Insider (2022) reveals that, India’s major cities, that attract many people seeking better job opportunities and livelihoods, have unfortunately become hotspots for suicides. The four major cities -- Delhi (2,760), Chennai (2,699), Bengaluru (2,292), and Mumbai (1,436) together account for nearly 35.5% of all suicides reported from 53 mega cities.

With the latest data showing a sharp rise in suicides in India, employers are being urged to reduce workplace stress and train managers to support employees’ mental wellbeing. In January, 2022, a 31-year-old IT worker, Roop Kishore Singh, hanged himself in Hyderabad, citing extreme work pressure in a message to his family. In the same year, September, 39-year-old assistant manager Amit Kumar killed himself in Gurugram and left a four-page suicide note stating his character had been tarnished. In August 2021, Anil Kumar, 34, an employee at Tata Consultancy Services in Hyderabad, hanged himself due to alleged work pressure. In 2019, software employee Pogaku Harini, 24, died by suicide in her hostel room in Raidurgam, Hyderabad, after being told she would not receive more work. That same year, IT worker Gundla Chaitanya, 23, employed in Jubilee Hills, Hyderabad, also took his life at his guest hostel, leaving a note expressing his unhappiness with his job. The list goes on.

These tragic incidents in the IT industry and in multinational companies, of employees ending their lives due to work-related stress are not isolated. Factors such as long hours, tight deadlines, heavy workload, job insecurity, and conflicts with colleagues or bosses contribute significantly to this issue.

Notably, well-known multinational companies, despite offering attractive remuneration packages and alluring incentives, place immense pressure on white-collar professionals in India, pushing many to the brink. A typical busy office often reveals signs of high work-related stress, including long hours, job strain, and poor future prospects. These factors are vividly illustrated in the letter by Anita Augustine, the mother of the late Anna Sebastian, which details the toxic work environment and prevalent work pressure at the Pune EY office. Additionally, the mother expressed frustration with the company's Human Resource department, stating that “they did not support her late daughter. She had attempted to communicate her concerns about Anna's health to both the manager and assistant manager, but reportedly received no response”.

After this incident, this writer spoke with some friends working in multinational companies and learned some daunting facts about their work culture. They highlighted how companies glorify long working hours and normalise working on weekends. They also mentioned that employees were expected to be ready with their systems even on off days to provide data and figures whenever required. From these observations, it is clear that these companies operate like total institutions, leaving little room for employees to breathe. In some cases, they are strictly allowed to carry their laptops even on their planned vacations and leaves.

In his 1897 book, Suicide: A Study in Sociology, French sociologist Emile Durkheim describes suicide as a ‘social fact’ and highlights how high levels of regulation and integration can drive individuals to take their own lives. This classic work remains relevant today, as we observe employees in multinational companies being treated like robots, compelled to work in highly regulated environments, and forced to conform to corporate culture.

In 2020, Infosys co-founder Narayana Murthy suggested that Indians should work a minimum of 70 hours a week for two to three years to offset the economic slowdown caused by the coronavirus lockdown. This proposal faced widespread criticism, with opponents citing studies that show regularly working long hours can lead to severe physical and mental stress, and is a significant risk factor for increasing suicidal thoughts and intentions.

Recent statistics highlight a dramatic rise in suicides among professional workers. According National Crime Records Bureau (NCRB) data for 2021, approximately 50 people in India are believed to die by suicide every week due to career or workplace problems. The NCRB report also revealed that a total of 164,033 people died by suicide in India in 2021, marking a 7.2% increase compared with 2020.

However, many experts believe that the available statistics on suicides in India are underestimated and unreliable. Numerous suicides are not included in official statistics for various reasons. For instance, the stigma associated with suicide. Additionally, if a suicide occurs outside of work hours or away from the workplace, it may not be classified as work-related, even if the victim’s family and police suspect that job-related stress or other factors contributed to the death. So, the number of deaths by suicide is much higher than the actual recorded cases.

While many Indian companies are still not fully aware of the risks associated with anxiety and depression among employees, and how to prevent, reduce, and manage these issues, a handful of employers recognise the importance and benefits of fostering a mentally healthy workplace culture. The term "handful" reflects how we often overlook mental health issues, not viewing them as legitimate concerns.

We openly discuss physical health problems, but mental health remains stigmatised and less accepted in society. Many of us worry about being judged by colleagues or having our struggles labeled as ‘mental’ and shared with others. This fear leads to a reluctance to speak openly about our feelings. It’s crucial to recognise that our brains are constantly active, and just like our bodies, they can experience challenges. We need to foster an environment where mental health is acknowledged and discussed without stigma.

Both large and small firms should initiate safety and wellbeing programmes, emphasising their commitment to addressing suicide directly with employees. A dedicated day should be planned to enhance the mental and emotional wellbeing of associates.

Additionally, multinationals should promote a 24/7 helpline, peer-based counseling, professional counseling, staff support, and guidance on managing mental and physical health. Each location should have a specific local advice line for professional counseling. To combat work-related stress and employee isolation, companies should implement team-building and enjoyable activities in the workplace. Leadership should emphasise humility and thoughtfulness, considering the impact of their actions on local communities, the planet, and future generations.

The key lessons from the recent incidents for multinational and software companies should be to create a conducive environment where employees feel comfortable sharing their concerns and feedback without being judged or bullied. Additionally, there should be special support available from a therapist or a counselor for those facing mental health challenges.

The writer is Assistant Professor, Department of Sociology, Maitreyi College, University of Delhi. She is also Member, Executive Committee, Asian Ethnicity. The views are personal.