By Alvin Aloysius Goh
CEO, Singapore Human Resources Institute

In today’s tight labour market and rising health cost environment, investing in worker well- being is no longer a discretionary benefit. It is a core business strategy that protects our people, drives productivity, and strengthens organisational resilience.

I remember penning a LinkedIn post years ago, during the height of the Covid-19 pandemic, highlighting how leaders had to confront an uncomfortable truth: safeguarding the financial health of an organisation and the physical health of its workforce. It was often a delicate balance, and the tension has not disappeared.

If anything, it has become more pronounced as prolonged stress, workload intensity, and burnout continue to take a visible toll on organisations and, collectively, on our economy.

At SHRI, we see workplace health not as a short-term response to crisis, but as a long-term capability that organisations must intentionally build, especially as we enter a new financial year.

Why This Matters for Singapore Employers

Singapore’s context makes workplace health especially critical. Given our aging workforce, , high urban density, evolving operating models, and constant skills disruption, our workers across sectors were placed under sustained pressure.

Our national data consistently shows that 1 in 3 workers experienced work-related stress or burnout. While 1 in 2 reported above-average stress levels or moderate mental health challenges. These issues do not remain personal or invisible. They surface in higher absenteeism, turnover, disengagement, and what is often described as quiet quitting.

Ultimately, they show up as business costs.

As global health-related expenses continue to rise, businesses that treat workforce health as a downstream issue will find themselves reacting too late.

Normalising mental health without trivialising it

Just as we have accepted that physical health conditions can affect anyone, often without warning, we must acknowledge that mental health challenges are no different.

Stress, anxiety, burnout, and depression do not discriminate by role or seniority. They are shaped by sustained pressure, life circumstances, and workplace design. Experiencing mental health challenges is not a sign of weakness, poor character, or lack of commitment.

Ignoring them, however, carries real consequences.

In recent years, mental health has become far more visible in public discourse. This increased openness is a positive development. At the same time, awareness has not always translated into meaningful action. In some environments, the language of mental health risks becoming performative, while those who are struggling most delay intervention, downplay early warning signs, or avoid addressing underlying issues altogether.

The challenge today is not whether mental health should be discussed. It is whether individuals and organisations are prepared to respond early and responsibly.

The Economic and Strategic Value of Health at Work

Research by the McKinsey Health Institute estimates that improving employee health and well-being could unlock up to US$11.7 trillion in global economic value annually. It is worth noting that much of this value comes not from lower medical costs, but from higher productivity and reduced absenteeism.

Singapore’s experience with workplace safety and health offers a useful parallel. Our progress did not come from policies alone, nor from enforcement in isolation. It came from sustained education, capability building, and consistent monitoring. Today, Singapore’s workplace fatal injury rate ranks among the best globally, and major injury rates continue to decline.

This demonstrates that coordinated, evidence-based action works. The same disciplined approach is now needed to extend workplace health efforts beyond physical safety into mental, social, and holistic well-being.

A Supportive National Ecosystem

Singapore benefits from a strong policy and institutional ecosystem that supports employer- led health initiatives. Government agencies like the Health Promotion Board (HPB) and Ministry of Manpower (MOM) actively partner employers on issues ranging from chronic disease prevention to mental well-being.

Over the years, SHRI has also worked alongside employers, practitioners, and public agencies to strengthen workplace health literacy, leadership capability, and professional practice. This includes a collaboration with HPB to introduce a new award category that recognises organisations that invest meaningfully in employee well-being. We want to support HR leaders who manage these challenges daily, often quietly and without visibility.

This work is ongoing. Not as a campaign, but as part of building resilient workplaces over time.

What Effective Interventions Look Like

The most impactful workplace health interventions go beyond surface-level activities or symbolic gestures. "Wellness Wednesdays", “Run with me Fridays” or gym memberships are often well-intended but isolated initiatives. Without authentic and structural support, these

activities rarely lead to sustained outcomes.

Perhaps, just as we consider redesigning our job roles, we should redesign our work culture to support personal ownership of physical and mental wellbeing.

Insights from organisations recognised at the Singapore HR Awards show that effective approaches share common characteristics:

• Supportive leadership and team culture that fosters psychological safety
• Adaptability and autonomy at work to reduce burnout risk
• Digital and low-friction solutions that embed into daily workflows such as nudges for breaks or guided mindfulness sessions
• Multi-dimensional strategies that address physical, mental, and social health together
• Clear indicators that track both well-being outcomes and business performance

These interventions succeed because they are embedded into how work is designed and led, not added on as peripheral programmes.

Moving from awareness to accountability

Mental health is no longer a taboo topic, but awareness alone is insufficient. In many organisations, support systems exist, yet utilisation remains low and issues surface only at crisis point. Employers cannot and should not diagnose or fix mental health conditions.

What they can do is create environments where early conversations are normalised, support like Employee Assistance Programmes (EAPs) and mental health services made accessible, and seeking help is treated no differently from addressing a physical health concern.

At the same time, individual ownership matters. Support structures are only effective when people feel safe enough and responsible enough to engage with them. A healthy workplace is not one without stress, but one where stress is acknowledged, managed, and shared responsibly.

Strategic considerations for Employers in Singapore

For organisations operating in a small, talent-constrained economy, workforce health cannot remain an HR side initiative. It must be embedded into core strategy and governance.

This includes:

• Establishing data-driven baselines of employee well-being
• Linking health metrics to business outcomes
• Prioritising scalable, evidence-based interventions
• Embedding well-being into governance, leadership KPIs, and day-to-day operations

Organisations that take this seriously will be better positioned to attract talent, retain capability, and sustain performance over the long term.

Looking ahead

At SHRI, we remain committed to supporting and equipping our members, including HR professionals, business leaders, and organisations, as they navigate these challenges.

While most people genuinely believe mental health matters, that belief often remains abstract until it becomes personal or inconvenient. It is easy to adopt visible initiatives or tick-box measures. What truly makes a difference is whether that belief is reflected in everyday decisions, not declarations.

Let’s turn that belief into practice and champion workplace health through everyday decisions, not just statements of intent.