The untimely demise of Anna Sebastian, a promising young professional at Ernst & Young (EY) Pune, has ignited a critical conversation about the unsustainable nature of modern work culture. Her tragic passing, which her mother connected to job pressures in a letter to EY India Chairman Rajiv Memani, highlights the human cost of prioritising productivity over well-being.
Yet, the news of this tragedy surfaced only two months later, raising serious questions about our response to mental health crises. Why did it take so long for this incident to come to light? Are we too slow to recognise and act on signs of employee distress? EY has expressed deep sorrow and extended condolences, stating: “While no measure can compensate for the loss, we have provided and will continue to provide all necessary support during such distressing times.”
Anna’s mother, Anita Augustine, revealed in her letter the overwhelming pressure her daughter faced during her brief stint at EY. She recounted how Anna struggled with anxiety and sleeplessness in the months leading up to her death, describing a relentless workload and lack of support that exacerbated her mental health challenges.
EY clarified they had been in touch with the family throughout this time, adding: “We are taking the family’s correspondence with the utmost seriousness and humility.”
Whose duty is mental health?
Anna’s tragic death, now circulating widely online, reignites the crucial debate: Who bears the responsibility for ensuring a healthy work-life balance – the individual or the organisation?
The corporate world’s perspective is divided. NR Narayana Murthy recently provoked debate by endorsing a 70-hour workweek, asserting that young professionals must work hard to stay competitive on the global stage. His comments sparked a debate on whether such demands foster toxic work environments.
Similarly, Jamie Dimon, CEO of JPMorgan Chase, made headlines by dismissing the idea that companies should ensure work-life balance, stating bluntly: “It’s your job, it’s not our job.”
However, as Anna’s story illustrates, employees frequently internalise these pressures, with detrimental consequences when organisations fail to offer adequate support.
Burnout – an escalating crisis across industries
Anna’s story is not unique. Burnout and work-related stress are rising, especially in high-pressure fields like finance, consulting, and tech.
A survey by Assocham reveals nearly 43% of employees in India experience workplace stress. Furthermore, a 2017 WHO report highlighted that 18% of global depression cases originate from India. The normalisation of long hours and overwhelming workloads poses severe risks to mental health and well-being across various industries.
Anna’s case underscores the immense pressures faced by young professionals. After passing her Chartered Accountant (CA) exams, Anna joined EY Pune with high hopes. Yet, within months, she was overwhelmed by severe anxiety and stress, which tragically led to her death. Her mother’s letter reveals that Anna was given additional tasks beyond her official duties, intensifying her burden. While employees must learn to set boundaries and say no, the responsibility also lies with organisations to provide training and support that address these critical issues.
In its official statement, EY reaffirmed its dedication to employee well-being: “We place the highest importance on the well-being of all employees and are committed to continually enhancing our efforts to provide a healthy workplace for our 100,000 staff across EY member firms in India.”
However, the testimony of Anna’s mother offers a different perspective. Despite EY’s claims of support, Anna felt isolated in her struggles. This raises questions about whether the company’s well-being programs are sufficient or if they need to go further to protect young professionals from the severe impacts of burnout.
The need for systemic change in workplaces
The prevalence of such extreme cases makes the case for organisations to adopt a more proactive role in preventing these tragedies. One aspect that mental health experts call for is a cultural shift that enables employees to voice concerns about their workloads without fear of repercussions. So, companies must go beyond wellness programs to create an environment where support is both accessible and normalised.
Dr. Jini K. Gopinath, Chief Psychology Officer at YourDost, stresses that organisations must create a safe environment where employees feel “comfortable seeking help and voicing concerns”.
The drive for productivity must not come at the expense of employee well-being. While organisations must take bold steps to proactively enhance work-life balance, particularly for younger professionals, employees should also set clear boundaries without placing the entire burden on their employers.
However, major companies like EY, with their vast influence, have a unique opportunity to lead the way in redefining workplace standards, setting a new precedent for a healthier, sustainable work environment.
By enhancing work-life equations, corporations stand to gain not only in productivity but also in employee satisfaction. For Anna and countless others facing similar struggles, the future of work hinges on our collective resolve to place human well-being above mere profit.