Beyond lunchtime yoga and free coffee: Real strategies for reducing workplace stress The conversation about employee wellbeing is more prevalent than ever.

CEOs, HR leaders, and line managers are acknowledging the need to address workplace stress, not merely morally, but as a business necessity. And yet, amidst this rising awareness, many organisations default to surface-level solutions; offering lunchtime yoga, beanbags in breakout areas, and endless supplies of barista-quality coffee. While these perks may be appreciated, they seldom scratch the surface of the real issue. The problem is deeper. If we are to truly support our people and create happier, more productive workplaces, we must look beyond the aesthetic and get to the heart of what drives employee stress.

In my time as managing director of Waitrose and now as founder of WorkL, platform dedicated to enhancing workplace happiness, I know firsthand what happens when you put people at the heart of business strategy. Through WorkL, we've surveyed millions of workers across sectors. The results point reveal that sustained reduction in stress comes not from perks but from purpose, people, and process.

The Business Case for Employee Happiness
Employee happiness is a strategic advantage. Organisations with engaged and satisfied employees experience higher productivity, reduced turnover, and enhanced financial performance. I believe that every organisation must have a Corporate Happiness Strategy in parallel with their business plan

1. Purpose: Why We Do What We Do
One of the greatest causes of stress is a lack of meaning in work. When employees don't understand how their work contributes to the larger mission of the company, or worse, when there is no larger mission—they become disengaged. Disengagement breeds anxiety, discontent, and a sense of futility. Clarity of purpose has a calming effect. It creates alignment. Employees no longer feel as though they're running on a treadmill, they're part of a journey.

Action: Regularly communicate the company's mission and link it to individual roles. Celebrate not just results but contributions to shared purpose.

2. People: Leadership, Trust, and Relationships
Much of workplace stress stems from poor communication, lack of feedback, micromanagement, or worse, toxic leadership. The relationship that you have with your manager is a key indicator for how happy you are at work. Good management isn't about charisma or clever strategy, it's about care, clarity, and consistency. Managers must set expectations, give constructive feedback, and listen.

Psychological safety is vital. Employees must feel they can speak up without fear of retribution. Trust, once built, is a powerful antidote to stress. It enables people to bring their whole selves to work, to ask for help, and to admit mistakes, ultimately creating loyalty and long-term engagement.

Action: Invest in management development focused on emotional intelligence, listening skills, and creating psychologically safe environments.

3. Process: Autonomy, Fairness, and Flow
Often overlooked, the systems and processes we put in place can either empower people or drain them. Inflexible rules, excessive red tape, and unclear decision-making create friction. That friction breeds frustration and stress. Equally, a lack of autonomy can make employees feel powerless. When people are trusted to make decisions and are given flexibility in how they work, stress decreases. Autonomy creates a sense of control—and with control comes calm and empowerment- one of my Six Steps to Workplace Happiness. I've long advocated for fairness as a core business principle. Employees are aware of inequities in pay, opportunity, and recognition. When they perceive unfair treatment, it creates resentment and stress. Equally, fair and transparent systems reduce uncertainty and build goodwill- I call this Information Sharing. Flow is a critical element. When people are bogged down in unnecessary meetings, poor technology, or conflicting priorities, their work becomes disjointed. Creating smoother workflows, reducing admin, and improving systems, gives people more time to do meaningful work.

Action: Audit your processes. Ask your teams what wastes their time, what frustrates them, and where they feel powerless. Then act on it.

4. Listen First, Act Second
Too many organisations guess what their people need. They invest in glossy wellbeing initiatives without ever asking, "What's causing you stress?" The best way to reduce workplace stress is to listen, regularly and rigorously. Anonymous surveys, 1:1 conversations, team check-ins—all are vital. When people see that their feedback leads to change, it builds trust. When they feel heard, stress levels decrease.

Action: Establish regular feedback loops, pulse surveys and ensure leadership responds visibly to what's heard.

5. Celebrate Progress, Not Perfection
A perfectionist culture can be one of the most toxic environments. When mistakes are punished or achievements never feel "enough," employees live in a constant state of tension. That tension erodes wellbeing. Instead, create a culture that celebrates progress. Recognise small wins. Encourage experimentation. Build in rest and reflection. Stress often arises not from what we do, but from the pressure to do it flawlessly, quickly, and without rest. When we acknowledge effort and encourage a growth mindset, we relieve some of that pressure and people perform better as a result.

Action: Reframe success in terms of learning and progress, not just flawless execution.

Workplace stress is not a wellness trend, it's a leadership issue. The organisations that succeed in the coming years will be those that take a serious, strategic approach to wellbeing. Not with gimmicks, but with genuine care, thoughtful leadership, and a commitment to better ways of working. We must move beyond yoga classes and complimentary cappuccinos. Those may boost morale temporarily, but they won't change the underlying experience of work. True transformation comes when we embed purpose, build trust, and fix the systems that hold our people back. We have a duty to our employees, to our shareholders, and to ourselves, to create workplaces where people can thrive. When we do, the benefits are profound; less stress, more productivity, better retention, and above all, a more human kind of business.