26-Year-Old EY Pune Employee Succumbs to Work Stress: A Wake-Up Call for Corporate Responsibility in India

Dear Readers

In a deeply tragic incident, a 26-year-old EY Pune employee passed away due to severe work-related stress just four months after joining the firm. Her mother has since written an open letter to the company’s India head, accusing the firm of glorifying overwork and holding them accountable for her daughter’s death. This heart-wrenching case has cast a spotlight on the toxic work culture pervasive in many Indian corporates, where long hours and relentless pressure are normalized, pushing employees to their breaking points.

In the aftermath of the tragic death of 26-year-old Anna Sebastian Perayil, an EY Pune employee, her mother, Anita Augustine, penned an emotional letter to EY India Chairman Rajiv Memani. The letter called attention to the toxic work culture and relentless pressures that contributed to her daughter’s demise. Anita implored EY to reflect on their company culture, saying,

"This is a wake-up call for you to reconsider how you treat your employees. The relentless demands, glorification of overwork, and pressure to meet unrealistic expectations cost my daughter her life."

Anita described how her daughter, a Chartered Accountant from Kochi, Kerala, had only worked at EY for four months but was already showing signs of severe stress. She recalled how Anna began experiencing anxiety, sleeplessness, and health issues shortly after joining. Despite these warnings, Anna continued to push herself, believing hard work and perseverance would see her through.

The letter also detailed how Anna faced excessive pressure from her managers. "She was bombarded with work at all hours," Anita wrote, "and when she raised concerns about the impossible deadlines, her manager told her, 'You can work at night; that's what we all do.'" This disregard for Anna’s well-being highlighted a systemic issue within EY’s culture, where overwork was not only normalized but glorified.

One of the most devastating parts of Anita's letter involved the company’s lack of empathy following Anna’s death. "EY employees did not attend her funeral," Anita noted. "For a company that preaches values, it was hurtful that they couldn't be there to support us in our moment of grief."

Anita’s letter encapsulates the emotional toll that the glorification of overwork takes on employees and their families. Her heartfelt plea to EY serves as a broader call for change across corporate India, urging firms to put employee well-being at the forefront of their operations.

This incident is not just about one company or one tragic loss; it reflects a much larger problem within corporate India’s work culture. As the world moves towards more humane and sustainable work environments, the need for companies to rethink their priorities and practices is more critical than ever. The death of this young employee should be a wake-up call for businesses to prioritize employee well-being, not just as an ethical responsibility but as part of their broader ESG commitments.

Why This Is an ESG Issue

Incorporating the "Social" component of ESG (Environmental, Social, and Governance) is vital for businesses to succeed sustainably. Workplace health, safety, and mental well-being are fundamental aspects of the "Social" pillar.

Overworking employees and glorifying toxic work culture erode not only an individual’s health but also the very foundation of corporate sustainability.

The death of this EY employee serves as a reminder that companies must not view ESG simply as a compliance exercise but as a holistic framework that requires real accountability. ESG-conscious companies are expected to foster environments where employees can thrive, not merely survive. Prioritizing employee mental health should be seen as a strategic imperative, not an afterthought, and companies that fail to address these concerns risk serious reputational damage and potential financial consequences.

In countries like France and Germany, companies are already adopting progressive policies that respect work-life boundaries. For instance, France implemented the “right to disconnect” law, which makes it illegal for employers to contact employees outside of work hours. Similarly, companies in Germany are required to limit emails and work-related communications after hours, ensuring that employees have time to recharge without being on-call 24/7. These policies are not just about ensuring work-life balance—they are about protecting mental health, enhancing productivity, and preventing burnout.

Such laws could provide a model for Indian companies looking to evolve. The stress-related death at EY highlights the urgency for similar measures in India. While legislating a “right to disconnect” would require broader government action, companies can proactively implement internal policies that restrict work-related communications outside of office hours and encourage employees to truly log off.

The Toxic 70-Hour Workweek: A Harmful Mentality

The issue of overwork is further compounded by the prevailing mindset among many Indian business leaders. Recently, Narayana Murthy, the co-founder of Infosys, ignited controversy when he suggested that India’s youth should work 70-hour weeks to help accelerate the nation’s economic growth. While his comment was intended to inspire hard work and dedication, it reflects an outdated and dangerous mindset that equates long hours with success. This attitude, unfortunately, pervades much of India’s corporate culture, where working beyond normal hours is often seen as a badge of honor.

Murthy’s statement also underscores a broader issue: the normalization of overwork as an essential component of ambition and productivity. Indian managers, particularly in high-pressure industries like consulting, finance, and technology, often propagate this notion that more hours equal more value. The result? A workforce on the brink of burnout, grappling with mental health crises, and, in extreme cases, suffering fatal consequences.

The glorification of overwork and excessive hours does nothing to boost productivity in the long run. In fact, research shows that overworking leads to diminishing returns—fatigue, stress, and decreased cognitive function make employees less effective over time. In stark contrast, countries with healthier work-life policies, such as the Scandinavian nations, consistently rank high in productivity and happiness. These nations offer valuable lessons on how fewer work hours, flexibility, and work-life balance can result in higher output and healthier workforces.

The Role of Companies in Shaping a Healthier Future

The tragedy at EY is a stark reminder that companies must take the lead in reshaping toxic work cultures. Here are some steps Indian businesses can adopt to create more sustainable work environments:

1. Implement the “Right to Disconnect” Policy: Companies should voluntarily adopt policies that limit work-related communications after hours. This would ensure employees have time to recharge, spend time with family, and manage personal commitments without the constant pressure of being “on call.”
2. Mental Health as a Corporate Priority: Beyond just offering helplines and workshops, mental health needs to become an integral part of a company’s culture. This can include mandatory mental health breaks, on-site counseling services, and managers being trained to identify burnout early and intervene effectively.
3. Flexible Working Hours: Firms must adopt flexible working arrangements that allow employees to manage their time better. Remote working, flexible hours, or even shorter workweeks can go a long way in promoting mental health and employee satisfaction.
4. Management Accountability: Leaders and managers play a crucial role in shaping work culture. Holding them accountable for the well-being of their teams—both physically and mentally—can create a more compassionate work environment. Training them to actively discourage glorification of overwork is equally critical.
5. Clear Workload Boundaries: Workload should be distributed realistically, with clear guidelines on what is expected and what constitutes overwork. Companies must ensure that employees are not being overwhelmed with unrealistic deadlines and that their contributions are being recognized in ways other than hours spent.

Beyond Productivity: Building a Future-Ready Workforce

In a global economy increasingly driven by sustainability, corporate responsibility extends far beyond profit margins. Creating a healthy, motivated workforce is not just good for business—it’s essential for attracting and retaining top talent, especially among younger generations who prioritize mental health and work-life balance.

Indian companies must recognize that they can no longer afford to burn out their employees in pursuit of short-term goals. Building a resilient, future-ready workforce means fostering environments where employees are mentally and physically supported, and where toxic practices like overwork are actively discouraged.

The death of the EY employee is a tragedy, but it also serves as a stark reminder that corporate India must do better. It’s time for companies to move beyond mere compliance and embrace genuine accountability for the well-being of their people. By doing so, they can ensure that their success is sustainable—not just for the business but for the individuals who power it.

Yours in more empathetic workplaces,

Jogitha