The tragic story of Anna Sebastian Perayil, an EY employee who succumbed to a toxic work culture, reflects a widespread issue in modern workplaces. This article delves into her mother’s powerful letter to EY’s Chairman, who failed to respond until it went public. We explore how toxic seniority-driven work cultures are destroying mental health globally and offer actionable solutions on how empathy, pay parity, and speaking up can build better workplaces.
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We all know what it is like to be at the bottom of the ladder. When you are new to a job, unsure, eager to learn, but also terrified of making mistakes. Now imagine, instead of guidance, you are met with endless pressure, unreasonable demands, and a culture where speaking up feels like career suicide. This is not a hypothetical. It was the reality for Anna Sebastian Perayil, a young EY (Ernst & Young) employee, who tragically lost her life because of the toxic work culture she encountered while auditing Bajaj Auto.
This one simple idea—being the senior you needed when you were a junior—can genuinely change the world. It is time to break the cycle of workplace bullying and prioritise empathy, fairness, and respect.
Who was Anna Sebastian Perayil and what happened to Her?
Anna was a junior auditor at EY, one of the world’s largest professional services firms. The job came with prestige, but also the burden of unreasonable expectations and a toxic work culture. At the time of her death, she was working on the Bajaj Auto audit, a task that was overwhelming in both scope and pressure.
Anna’s death shocked her family, especially her mother, who penned an emotional letter to the Chairman of EY. This letter, deeply personal and revealing, highlighted the gruelling nature of Anna’s job and the oppressive conditions that ultimately contributed to her demise. In her mother’s words: “The work culture at EY destroyed my daughter.”
Yet, despite the poignancy and the urgency of the message, the Chairman did not respond until the letter was leaked to the public, sparking outrage and conversations across the professional world.
What did Anna’s mother say in her letter to the EY Chairman?
Anna’s mother’s letter was a desperate plea for change. Can you imagine, no one from Anna’s workplace attended her funeral? Such is the apathy around us. Here are some of the key points she made:
1. Work Pressure Beyond Capacity: Anna was overworked to the point of exhaustion. The nature of her tasks, combined with constant deadlines, created a level of pressure no young professional should bear.
2. Toxic Culture of fear: The environment fostered a fear of speaking out. Juniors were intimidated by seniors, scared of losing their jobs, and conditioned to accept this as the norm.
3. No Support Systems: Despite working in a prestigious organisation, Anna felt isolated. There was no formal system for addressing mental health concerns or providing adequate breaks or relief during crunch times.
4. Accountability of Leadership: Anna’s mother held EY’s senior leadership responsible, accusing them of fostering an environment that placed profits and performance over people’s well-being.
The most heart-wrenching aspect of this letter was that it resonated with countless other professionals facing similar circumstances. And yet, the Chairman of EY remained silent until the public learned of it.
Why didn’t the EY Chairman respond?
One might ask, why did it take a public outcry for EY’s leadership to acknowledge the letter? It’s indicative of a larger, deeply embedded problem within corporate structures: **the dehumanisation of employees**—especially juniors.
Looks at how the letter came to light. Someone leaked it online. Must be a soul with a conscience (which tells us that it is not too dark yet. There are rare people with souls). Or someone who was so fed up with the culture of toxicity. The company per se, had dumped the letter ✉️ in a bin.
When organisations are so focused on profits, performance metrics, and bonuses for the top brass, they often overlook the well-being of the very individuals who make these profits possible.
This raises a critical question: why are we glorifying the leaders at the top who turn a blind eye to the suffering at the bottom?
What is really haappening to juniors in corporations worldwide?
Unfortunately, Anna’s story is not unique. Toxic work cultures, where juniors are exploited, have become an open secret across industries. Whether it is banking, consulting, or tech, the pattern is eerily similar. Seniors rake in the big bucks while juniors are made to work unreasonable hours, often for significantly less pay and with little to no recognition.
Let us look at some statistics:
- A 2019 report from the World Health Organization (WHO) states that workplace stress is the fifth leading cause of death worldwide.
- In the UK, 1 in 6 workers report experiencing workplace bullying, according to the Trades Union Congress (TUC).
- The World Economic Forum (WEF) found that juniors in global firms earn as much as 50-70% less than their senior counterparts, despite often working longer hours.
These numbers highlight a disturbing truth: the workplace is becoming increasingly unequal and unhealthy, especially for juniors.
Are men also suffering in silence?
While much attention is (rightly) given to the struggles of women in toxic work environments, men, particularly junior men who are often viewed as "unsuccessful" because they haven’t climbed the corporate ladder quickly, are also subjected to similar treatment.
In a world that equates male success with seniority, ageing juniors—those who have been stuck in low-ranking positions for extended periods—are often ridiculed, belittled, or ignored. These men face a unique kind of discrimination, where their worth is measured solely by their job title.
Take the story of Rajesh, a 38-year-old software engineer who, after 12 years in the same company, remains a junior developer. Despite being highly skilled, Rajesh is regularly passed over for promotions in favour of younger employees. His team leader, who is ten years younger than him, frequently mocks him in front of colleagues, saying he should "get with the times." Rajesh’s mental health has deteriorated, but speaking out would likely cost him his job.
Why is there such a huge pay parity between juniors and seniors?
Let us be real—juniors are doing much of the heavy lifting, but when it comes to salary, the disparity between them and their senior counterparts is mind-boggling. Globally, pay gaps between the entry-level employees and the senior managers can be as high as 10x or more.
In the tech industry, for instance, juniors in the US make an average of $80,000 per year, while their seniors easily rake in $200,000-$400,000. This isn’t just a financial gap—it is a power imbalance that allows seniors to exploit juniors with little consequence.
How do we stop the toxicity and create a healthy work culture?
The good news? There’s a way to turn things around. Here are a few simple but profound steps we can take to change the narrative:
1. Speak up: If you’re a junior, and you’re facing harassment or unfair treatment, speak up. Yes, it’s scary, and yes, there may be backlash. But silence is even more dangerous. The more you allow toxic behaviours to go unchallenged, the more you enable them.
2. Mentoring over exploitation: Senior employees need to remember what it was like to be in junior positions. Instead of seeing juniors as disposable resources, they should offer guidance, mentorship, and empathy. Being a good leader isn’t about cracking the whip; it’s about lifting others up.
3. Address pay gaps: It is high time companies stop rewarding seniority and start rewarding actual contributions. Juniors who are putting in the hours, solving problems, and driving results deserve fair compensation.
4. Name and shame bullies: We should not tolerate workplace bullies—no matter how high up they are. HR departments need to take complaints seriously and act swiftly instead of appeasing then for their seniority. And if they don’t, then we, as a society, should expose these bullies for what they are. Even in Anna's case, the HR department at EY stands by her bosses, who might have actually killed her, even though indirectly.
5. Promote Mental Health initiatives: Companies must create robust mental health support systems. This includes regular check-ins, counselling services, and stress management workshops. Mental health should not be a box-ticking exercise but a core part of workplace culture.
How can we foster a culture of learning and unlearning?
It is not enough to call out toxic work cultures—we must actively work to change them. Learning and unlearning are fundamental to growth.
We need to:
- Learn empathy: Understanding that every individual has different capacities and needs.
- Unlearn toxic competitiveness: Success should not be about how many people you’ve stepped on to get to the top.
- Learn to be open to criticism: Accepting feedback without taking it as a personal attack helps everyone grow.
- Unlearn fear-based leadership: Leading by intimidation does not create long-term success.
What is the role of mentoring?
Mentoring plays a vital role in creating positive work environments. Senior employees have the power to be the mentors they wished they had when they started. Mentorship should be focused on empowerment, not exploitation. It’s about sharing knowledge, offering support, and, most importantly, fostering an environment where juniors feel safe, valued, and heard.
Can we build a healthy society by fixing workplaces?
The way we work is a reflection of the society we live in. Toxic workplaces breed toxic societies. If we want a mentally healthy society, we need to start by creating mentally healthy workplaces. This means addressing inequalities, fostering open communication, and prioritising people over profits.
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What do you feel about this idea? Share your stories, thoughts and anecdotes 💭 in the comment section 👇🏻 below 👇🏻
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Frequently Asked Questions
FAQs
1. Why don’t more people speak up about toxic work cultures?
Fear of retaliation and job loss are two major reasons. Many employees fear that by speaking up, they’ll be labelled as troublemakers, which could affect future job prospects.
2. How do I know if my workplace is toxic?
Look for signs like excessive workloads, constant stress, lack
of work-life balance, bullying, and a culture of fear. If speaking up is discouraged, that’s a red flag.
3. Can toxic work cultures lead to serious mental health issues?
Absolutely. Chronic stress, anxiety, and depression are common consequences of working in a toxic environment.
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*Tushar Mangl writes on mental health, soul food, leisure activities, and a greener, better society. Speaker, author of "Hey Honey Bunch", "Ardika" and "I Will Do It."*
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