THE WELLNESS LINK COLUMN
WORKPLACE WELLNESS:
What Every CEO Should Know
By Dr. Mitra Maharaj
Investing in health isn’t just good for people — it’s smart business. When leaders think about growth, their first instinct is often to focus on things like strategy or markets. Yet, beneath all these drivers lies a more fundamental asset: people. Employees are the lifeblood of an organisation, but unhealthy employees cost businesses more than many realise. From absenteeism to presenteeism, from preventable injuries to mental health struggles, the hidden costs of poor health ripple through companies and erode their profitability.
The Wellness Link, the new column in LINKAGE, seeks to bridge this gap between employee wellness and business success. It is a product of the Health Working Group of AMCHAM T&T’s H.S.E. Committee and will explore critical issues in occupational and employee health, offering practical insights. The goal is simple: to show that investing in wellness is good for people and smart business.
Wellness programmes pay off
Business leaders often ask: “Can we afford to invest in wellness programmes?” A better question might be: “Can we afford not to?”
The workplace is often described as the “second home”, where adults spend the majority of their waking hours. Inevitably, health challenges arise in or outside the office affect work performance, eighteen through absenteeism (when employees miss work) or presenteeism (when they show up but are unwell, leading to reduced performance).
Globally, presenteeism costs companies up to 2–3 times more than absenteeism. Locally, we typically deal with a rise non-communicable diseases such as diabetes, hypertension and obesity, coupled with workplace stress and ergonomic-related injuries.
Research consistently shows a return on investment for companies that prioritise health. For every dollar invested in wellness programmes, organisations can see returns of $2–$4 through lower absenteeism, higher productivity and reduced healthcare costs. But beyond ROI, wellness initiatives send a powerful cultural message: “We value our people.” That in turn strengthens employee loyalty and enhances the employer’s brand.
In today’s competitive and globalised talent market, younger workers in particular seek employers who demonstrate genuine care for wellbeing. For multinational companies set up in Trinidad and Tobago or for local firms looking to expand globally, this is not a “soft” factor. It is part of being competitive.
Put Wellness into Practice
Wellness at work is not about installing a gym in the office or offering fruit bowls in the lunchroom, though those can help. True wellness involves a strategic, integrated approach. Some of the most impactful interventions include:
Ergonomic design: Proper workstation setups.
Mental health support: Employee assistance programmes, stress management training, a culture of psychological safety.
Preventative health services:Workplace vaccination campaigns, health screenings and surveillance.
Education and empowerment: Health talks, wellness newsletters, initiatives that encourage healthy eating and exercise.
Occupational safety programmes: Compliance with OSH standards, protecting workers from exposure hazards and accidents.
Wellness programmes are scalable. A multinational with thousands of staff may roll out a full corporate wellness strategy, while a smaller local business can start with low-cost but high-impact changes like health awareness sessions or ergonomic assessments.
Here’s a simple step-by-step:
Assess needs: Identify the most pressing health risks for your workforce—such as ergonomics or chronic disease.
Start small: Pilot one or two initiatives that address those needs directly.
Measure impact: Track absenteeism, employee satisfaction or productivity metrics.
Scale gradually: Build out a more comprehensive wellness strategy over time.
Integrate into culture: Ensure wellness is not an “add-on” but part of how the company operates.
Even modest programmes can generate visible results in a short time, creating momentum for more ambitious interventions.
The Role of Leadership
Perhaps the most important factor
in wellness success is leadership buy-in. Employees quickly see whether
wellness is genuine or tokenistic. A CEO who takes health seriously or
participates in wellness initiatives sends a powerful signal throughout the
organisation.
Leadership also ensures continuity. Wellness must survive beyond one enthusiastic HR officer or committee, it should be embedded into policies and budgets.
For executives and boards, the argument for workplace wellness can be distilled into four pillars:
Productivity: Healthy employees deliver more consistent, higher-quality work.
Cost Control: Reduced absenteeism, fewer medical claims and lower turnover.
Reputation: Being seen as an employer of choice enhances recruitment and retention.
Compliance: Meeting occupational safety and health regulations reduces legal and financial risks.
In Trinidad and Tobago, workplace wellness efforts face a mix of hurdles and opportunities. Chronic diseases such as diabetes and hypertension are widespread among working-age adults, driving up health costs and threatening productivity if left unmanaged. At the same time, many professionals report high levels of stress and burnout, often linked to economic uncertainty and the pressure of being constantly available. Occupational risks add another layer of complexity, with industries from construction and petrochemicals to office-based sectors each presenting their own health hazards. Compounding these issues is a cultural perception that health is primarily a personal responsibility rather than a shared priority between employer and employee.
Yet these challenges create a unique opportunity for AMCHAM T&T members. By pioneering wellness initiatives, we can strengthen our workforce, reduce costs and position ourselves as leaders in corporate responsibility across the region.
ABOUT THE AUTHOR
Dr. Mitra Maharaj is an Occupational Medicine Physician and the AMCHAM T&T Health Working Group Lead