Making health and wellbeing a core part of the sustainability agenda
Deepak Jobanputra, Vitality’s Chief Sustainability Officer, tells us about the critical link between health, wellbeing and sustainability
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Tackling climate change is widely recognised as a pressing challenge facing humankind and one that requires collective action from governments, businesses and individuals.
In September 2025, the United Nations (UN) marked 10 years since the adoption of the Sustainable Development Goals (SDGs);17 goals were introduced to help end poverty, protect the planet, and ensure peace and prosperity for all by 2030[1].
The goals are deeply interconnected and cover a variety of areas, from Quality Education to Climate Action, Reduced Inequalities and Good Health and Wellbeing[1].
We can see that climate change is already negatively impacting people’s health, through rising temperatures, heatwaves, and air pollution[2]. Rising levels of poor health amongst the working age-population in the UK, and growing pressures on healthcare systems, are also presenting a sustainability challenge.
With the healthcare industry accounting for nearly five per cent of global greenhouse gas emissions[3] – which is more than the aviation sector[4] – poor health can increase the demand for medical services and further impact the environment.
The shifting expectation on employers
According to Deepak Jobanputra, Chief Sustainability Officer at Vitality, it is critical to note that the SDGs are not just for governments – they act as a blueprint for all organisations. “Businesses have the power to drive change through their operations, culture, and societal influence,” he says.
Nowadays, organisations are facing pressure from employees to demonstrate genuine dedication to sustainability, health, and wellbeing.
Jobanputra agrees, adding that “employees want to work for organisations that care about their wellbeing, their communities, and the planet.
“Investors and regulators are also placing greater emphasis on Environmental, Social and Governance (ESG) performance. Businesses that embrace sustainability and wellbeing are better positioned to attract talent and drive long-term value,” he adds.
Why good health and wellbeing should matter to employers
Talent attraction and retention aside, data has highlighted the costly impact of unhealthy businesses.
For example, Vitality’s Britain's Healthiest Workplace report found that lost productivity due to ill-health was estimated to have cost the UK economy £860 billion between 2014 and 2023[5].
Separate research from The World Economic Forum’s Thriving Workplaces report found that, when employers invest in holistic wellbeing (covering physical, mental, social, and financial health), they can improve lives and unlock significant productivity gains[6].
'Businesses that embrace sustainability and wellbeing are better
positioned to attract talent and drive long-term value'
Deepak Jobanputra, Chief Sustainability Officer, Vitality
It is therefore clear that employers play a central role in fostering a healthy work environment and adopting preventative wellbeing strategies.
Employers are uniquely positioned to influence healthy outcomes by creating supportive environments and offering tools that help to improve employee wellbeing, Jobanputra explains. “This isn’t just good for employees – it’s good for business and society too,” he says.
As Jobanputra sees it, the data “calls for a shift from ‘reactive’ to ‘proactive’ health strategies, and to position workplace wellbeing as a strategic imperative for creating long-term business value”.
Making progress on health and wellbeing
There are many ways that employers can move the dial on the third Sustainable Development Goal, Good Health and Wellbeing.
Giving employees access to and promoting a holistic range of wellbeing services creates brilliant outcomes for all. Helping employees understand their health and giving them access to health screens, exercise programmes and vaccinations are just some examples.
Also, encouraging employees to carshare can help to reduce emissions and promote purposeful journeys, while making electric vehicles more accessible through flexible leasing schemes can help improve air quality.
“Allowing staff to engage in health and sustainability volunteering projects that benefit the community and offering digital health tools that support early diagnosis and screening are other ways employers can make progress,” Jobanputra adds.
Prioritising prevention and reducing demand for health services
Giving staff access to programmes and incentives will demonstrate that your business genuinely cares about health and wellbeing.
Not only will it benefit employees at an individual level, but it makes business sense; Vitality’s Britain’s Healthiest Workplace Report shows a clear correlation between employees’ physical and mental health and their health-related productivity loss over time[5].
Jobanputra explains that the benefits of supporting health and wellbeing go further than workplace productivity though. “By prioritising behaviour change and prevention, we can reduce the overall demand for healthcare services, which in turn can lead to a healthier population and lower healthcare costs,” Jobanputra explains.
“This improves accessibility to healthcare through reduced demand, freeing it up so more people can receive medical attention earlier and before conditions become severe,” he adds.
At Vitality, we have adopted the Shared Value approach to insurance where our members are incentivised and rewarded to live healthier lives. This creates a virtuous cycle where individuals, Vitality and society mutually benefit.
“Not only does this preventative approach improve individual outcomes but, on a societal level, it can also reduce the pressure on healthcare systems, which contributes to long-term sustainability,” Jobanputra adds.
“To deliver on our purpose of making people healthier and enhancing and protecting their lives, we need a healthy environment,” he says. “Healthy people need a healthy planet,” he concludes.
[1] The 17 Goals, United Nations
[2] Climate change: health effects in the UK, Gov.uk
[4] Aviation, IEA
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