The rising prevalence of workplace-related mental health issues, particularly burnout, has garnered significant attention from both public and private sectors. This thesis investigates how workplace strategies incorporate mental health considerations, focusing on the development process and implementation within Dutch corporate offices. Against a backdrop of increasing burnout rates and associated costs, now exceeding €3.3 billion annually in the Netherlands, this study aims to bridge the knowledge gap on how mental health is embedded within workplace strategy-making. Utilising a qualitative, abductive research approach, this study combines theoretical review and an embedded single-case study, including document analysis and semi-structured interviews. Findings reveal that while well-being is strategically prioritised, translating these aspirations into actionable measures remains challenging. The research identifies a disconnect between intangible mental health considerations, which are well integrated into organizational strategies, and tangible workplace implementations, which often fade to the background due to feasibility constraints and funding limitations. The study concludes that mental health remains underprioritised in workplace strategy, without a cohesive and clear approach. This segmentation hinders effective cascading of mental health priorities across organizational levels, raising questions about responsibility and actionability. Addressing these gaps, the thesis highlights the need for greater clarity, enhanced interdepartmental collaboration, and stronger support for mental health considerations throughout workplace strategy formulation and implementation.