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Wellbeing has long been a focus for CGF members. There are many effective actions that organisations can take to promote mental health in the workplace; research suggests it has strong links to productivity.
Thriving workforces mean successful, sustainable businesses. That’s why wellbeing has been a particular focus of many CGF members for some time, through our Collaboration for Healthier Lives Coalition of Action (CHL). To promote company cultures of health and wellbeing for our people to help drive the industry forward.
Set a clear vision and measurable targets for employee wellbeing and link them to business outcomes and financial impact. The real economic opportunity around health and wellbeing is on moving people from poor health to optimal health.Improving global employee health and wellbeing could create up to $11.7 trillion in economic value.
Estimated total value created by initiatives to improve EH&W, 1$ trillion.1
Source: McKinsey Health Institute analysis
Promote holistic health across selected pillars of health (this may include physical, mental, social, spiritual, financial, nutrition or others) – by addressing existing challenges and fostering positive employee wellbeing.
Holistic health includes four dimensions of health1
Commit to identifying the starting point and developing a wellbeing strategy that addressing both current challenges and good practices that foster a thriving workforce, while recognising the variability in baselines across countries/regions.
54% of employees in the Consumer sector report good holistic health1, lower than the global average of 57%
Commit to take a data-driven approach to assessment and intervention design, to understand effectiveness and inform adjustments.
Several workplace factors impact a wide set of health and work-related outcomes
Design and deploy wellbeing interventions using a tailored portfolio approach which influences all levels of the organisation; use data to identify and address root cause of challenges; solicit feedback and empower employees to make choices in shaping wellbeing interventions.
Interventions should be balanced across different audiences and goals
Make wellbeing conversations a natural part of the workplace culture, driven by leadership behaviour that models care, empathy and prioritises employee wellbeing.
Top five drivers of burnout symptoms
Relative importance of predictors for burnout1 – % of difference in outcome predicted by construct2
Embed health and wellbeing into the organisation’s core values and daily operations with leadership championing its integration throughout the organisation. Watch leaders of CGF companies advocate for mental health and employee wellbeing here.
*developed through collaboration with 
Healthy, happy employees are the foundation for every responsible business. In 2023, the CHL launched The Consumer Good Forum’s Year of Employee Wellbeing campaign, which tasked its members and partners with creating workplace cultures that actively promote and support staff health and wellbeing, both mental and physical. Packed full of practical advice, it included over 30 pieces of content, including CEO videos, wellbeing masterclasses and case studies.
Every company has a responsibility to positively shape the wellbeing of their workforce.
Worsened by COVID-19, there has been a 25% increase in the prevalence of anxiety and depression worldwide. Poor mental health costs the world economy approximately $2·5 trillion per year.
The Workforce Nutrition Alliance (WNA), co-founded by The Consumer Goods Forum (CGF) and the Global Alliance for Improved Nutrition (GAIN), achieved several milestones since its inception in 2019. We are proud nutrition programmes have reached 6 million workers through our advocacy and technical support, and we are working towards 10 million by 2030.
Wellbeing has long been a focus for CGF members. There are many effective actions that organisations can take to promote mental health in the workplace; research suggests it has strong links to productivity.
