A global report by EY (“Wellbeing: A Sound Investment”) shows that improving well-being conditions can raise productivity by up to 12% and generate an average return of 4 to 1 in health and well-being programs. Other studies, such as those by Gallup and the World Health Organization, have documented reductions in turnover and absenteeism of up to 40% in companies with comprehensive wellness strategies.
But Mexico, one of the countries with the lowest labor productivity, is very far from international standards. According to research from the Institute of Purpose and Integral Wellbeing, 94% of the country’s organizations meet only minimum levels of well-being, while only 10% to 15% have developed a culture that prioritizes emotional health, empathetic leadership and work flexibility.
“There are companies that already compete globally and are adopting international wellness standards, but the majority remains focused on basic compliance,” explains Rosalinda Ballesteros, director of the institute. “The challenge is to move from duty to conviction: understanding that investing in well-being is not a cost, but a source of productivity.”
There is no nearshoring without happy workers
In a study, the Federal Reserve Bank of Dallas warned that Mexico faces a structural lag in total factor productivity (TFP) and that, to capitalize on nearshoring, it will have to increase not only its physical investment, but also the efficiency of its human capital. The report warns that for decades Mexico’s economic growth has depended primarily on a larger workforce and physical investment, but those gains have been offset by poor productivity growth.
“Mexico can no longer depend solely on demographic momentum to expand,” the analysis notes, “it must unleash its productivity potential to scale to the next level.”
For Ballesteros, this efficiency also depends on the well-being of the people. “A rested, purposeful and balanced person produces more and better,” he says. “Wellbeing is not just about feeling good, it is a concrete strategy to increase productivity,” he explained during the Wellbeing 360 event at TecMilenio University.
According to the World Economic Forum, countries that invest in comprehensive well-being – education, mental health, mobility and work-life balance – are also those that have higher rates of innovation and productivity per capita.
In contrast, economies with longer hours, less rest and high levels of stress tend to grow less. Mexico, where more than 30% of workers dedicate more than 48 hours a week to their job, faces precisely a dilemma where working more does not mean producing more nor does it mean earning a better salary.
What does the evidence say?
In 2020, the Ikea brand introduced “Wellness Days”, allowing 12 days off per year for self-care or emergencies. This focus on mental health contributed to a reduction in employee turnover from 35% to 24.5%.
And according to a study by the World Economic Forum and the McKinsey Health Institute, published in January 2025, it is estimated that investing in worker well-being could generate up to $11.7 trillion of additional economic value globally. Which roughly equates to an opportunity of between $1,100 and $3,500 per person, or 17% to 55% of the average annual salary.
A well-justified investment decision
In addition to the impact on the company’s productivity and direct profits, employee health is becoming a crucial factor for investors and corporate reputation, as more and more alliance, investment and supply chain decisions are made based on the S (Social) factor of the ESG criteria of corporations and funds, notes the World Economic Forum (WEF).
In fact, the agency points out three case studies that demonstrate the impact on return on investment (ROI) rates.
Swiss sportswear company On implemented a health program focused on improving presenteeism and reducing turnover that helped it achieve an 11.6x return on investment, equivalent to $2.9 million annually in productivity gains.
In the case of Experian, a consumer data company, the use of predictive analytics on employee well-being and engagement reduced global turnover by 4%, with savings of $14 million over two years.
Another example is Vitality, an insurer that integrated wellness metrics into its management models. Its employees most committed to the program lost 50% fewer work days due to presenteeism and had 28% fewer absences than the rest.
Lost talent, financial results at risk
For her part, teacher Abril Torres, specialist in gender studies and co-author of the book Positive Environments, emphasizes that well-being cannot be separated from work inclusion, a component that also impacts productivity.
“Inclusion policies are not an expense, they are an investment that is reflected in greater efficiency, loyalty and productivity,” he maintains. “Much of the talent that Mexico needs to compete globally is stored in women who cannot fully join formal work because labor structures are still designed for a male profile that does not consider care responsibilities.”
In fact, the author points out in the book that companies that maintain inclusion policies for vulnerable groups have a 25% greater chance of financial success than those that lack these.
