2026 Q3 · 40 major U.S. employers
Mental Wealth Corporate Wellbeing Index
In September 2026, Mental Wealth analyzed 40 major U.S. employers and scored each on two independent axes: how they talk about wellbeing publicly, and what employees report experiencing. The results represent the positive relationship between these two variables, with companies that demonstrate a greater commitment to wellbeing communications generally also performing better on employee-reported wellbeing.
- Wellbeing
- In a corporate context, wellbeing is the set of conditions that let employees sustain high performance over time: physical and mental health, social connection, room to grow, and a workload that is balanced with personal priorities.
- Wellbeing communications
- This is the comprehensive picture of what a company says about how it supports employee wellbeing, in documentation, sustainability reports, careers content, certifications, and leadership statements, and how consistently, specifically, and credibly it says it.
Companies scored
40
Wellbeing Communications Score, average
51.7/ 100
Drawn from public sources, including SEC filings, third-party certifications, and independent press, the Wellbeing Communications Score measures how a company talks about employee wellbeing: how consistently, how specifically, and how credibly.
Employee Wellbeing Experience Score, average
55.8/ 100
Built from classified employee review content across major platforms, the Employee Wellbeing Experience Score measures what employees actually report living through, across five pillars of wellbeing.
01Where each company lands
[mwi-explorer]
Strong on bothOptimal
Above benchmark on communications and experience
The target position. The company says a lot about wellbeing and employees confirm it, so the message is credible and the experience gets the recognition it has earned.
Under-selling
Experience ahead of message
An untold story. Employees report a good experience, but the company isn't getting credit for it with candidates, investors, or the press. The fastest route to the optimal quadrant is communicating what already exists.
Over-promising
Message ahead of experience
A credibility risk. Public claims run ahead of what employees report, and anyone can check one against the other on review sites. The fix is closing the experience gap, not scaling back the message.
Weak on both
Below benchmark on communications and experience
The experience needs work first. More messaging alone would move the company into over-promising, so the priority is improving practice, then telling that story.
02Key findings
Most industries are sitting on an untold story
Six of the nine sectors communicate less than their employee experience supports. Only three communicate more.
For communications teams: Many companies already have the evidence for a stronger wellbeing story in their employee reviews and internal survey results. Putting it into filings, careers pages, and leadership messaging carries little risk, because employees will back it up.
Communications does not compensate for a weak experience
Companies with weaker employee experiences don't talk more to make up for it. They talk less. The 10 companies with the weakest Experience scores trail on communications by 12.1 points on average; the 10 strongest trail by only 3.2.
For communications teams: Messaging can't stand in for the experience itself. Where Experience is weak, the job is to help fix the connection to available support, programs and practices that drive employee feedback.
Directional alignment is the norm between communications and experience
32 of 40 companies (80%) sit on the same side of the benchmark on both axes. What companies say about wellbeing generally tracks what employees report.
For communications teams: Audiences can test claims against employee reviews, so a stronger message has to be earned by a stronger experience. The eight companies out of alignment are where message and reality most need reconciling.
Companies vary far more in what they say than in what employees feel
Communications scores spread nearly twice as widely as Experience scores (standard deviation 17.1 vs. 9.6). Employee experience is fairly similar across major employers; how they talk about it is not.
For communications teams: Communications is where companies differ most, so it's where a company can most readily stand out. Specific, verifiable disclosure does more for that than broad claims.
03The full ranking
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04The industry lens
Each sector's geometric-mean score on both axes. Sectors marked * include only one or two companies.
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05How this is built
Each company receives two independent scores. The Wellbeing Communications Score is drawn from public sources, including SEC filings, third-party certifications, and independent press, and measures how a company talks about employee wellbeing: how consistently, how specifically, and how credibly. The Employee Wellbeing Experience Score is built from classified employee review content across major platforms and measures what employees actually report living through, across five pillars of wellbeing.
The two scores are never combined into a single number. The Positioning-to-Experience Gap (Communications minus Experience) is reported as its own figure, describing whether a company's public voice on wellbeing runs ahead of, behind, or in step with the employee experience.
Benchmarks shown on the charts are the cohort's geometric mean on each axis.
Want the full picture behind a score?
The scores above are the public output of a proprietary research methodology. Each company's complete analysis, including sourcing, classification detail, and scoring rationale, is available directly from Mental Wealth.
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