A few years ago, I sat with a board reviewing next yearโs priorities.
We spent hours debating ROI, EBITDA, and cost of capital.
When the conversation turned to ๐ฝ๐ฒ๐ผ๐ฝ๐น๐ฒ, the slide deck showed engagement scores, survey results, and a simple turnover chart.
That was it.
No one in the room could tell the real return on the money already being spent on wellbeing or the cost of ignoring it.
Since then, Iโve worked with several boards to change that conversation.
โข For one client, a โน12 crore resilience program led to a 6% drop in attrition , saving โน30 crore in rehiring and lost productivity.
โข Another saw 15% fewer sick days, translating into faster project delivery and better client satisfaction.
โข A third reduced client escalations by 22%, strengthening margins and protecting key accounts.
These arenโt soft outcomes.
Theyโre measurable returns on a resource every organisation depends on , its people.
Thatโs why I call it ๐ฃ๐ฒ๐ผ๐ฝ๐น๐ฒ ๐ฅ๐ฒ๐๐๐ฟ๐ป ๐ผ๐ป ๐๐ป๐๐ฒ๐๐๐บ๐ฒ๐ป๐ (๐ฝ๐ฅ๐ข๐): the return you earn on every rupee invested in workforce wellbeing.
Boards donโt invest in feelings.
They invest in outcomes.
pROI gives them the language and the numbers to treat people’s health like any other strategic asset.
๐ If your board is still looking at wellbeing as a cost line, itโs time to reframe it as value creation. Letโs build that case together.