I. Introduction: The Silent Epidemic in Singapore’s Workplaces
In the relentless pursuit of economic excellence that defines Singapore, a silent epidemic is unfolding within its workplaces. It is an unseen hazard, less tangible than a chemical spill or a faulty machine, but its impact on the nation’s workforce and productivity is proving to be just as corrosive.
This is the crisis of mental wellbeing—a challenge that has moved from the periphery of corporate wellness programs to the very center of national strategic concern.
The data paints a stark picture: poor mental health now affects 17% of Singapore’s population, a significant and alarming increase from 13.4% in 2020.
Young adults, the engine of the future economy, are the hardest hit, with over a quarter of those aged 18 to 29 reporting poor mental health.1
These are not abstract figures; they represent colleagues, team members, and leaders struggling to cope in an environment of immense pressure.
This report advances a critical thesis: mental wellbeing is no longer a “soft” Human Resources perk but a “hard,” measurable, and non-negotiable component of Workplace Safety and Health (WSH).
It constitutes a psychosocial hazard with tangible risks to both employee health and business continuity, demanding the same level of strategic oversight, risk assessment, and leadership accountability as physical safety.4
The traditional WSH paradigm, focused on preventing physical harm, is expanding to address the complexities of the modern workplace.
Where the greatest threats to an employee’s health may originate not from the factory floor but from unmanageable workloads, a toxic culture, or the pervasive anxiety of an “always-on” environment.
This comprehensive analysis will navigate the full scope of this evolving priority. It begins by defining the landscape, using localized data to dissect the state of mental wellbeing and the anatomy of workplace stress in Singapore.
The report will then trace the critical evolution of the nation’s WSH framework, demonstrating how legislative and strategic shifts have paved the way for the inclusion of mental health.
It will quantify the staggering economic imperative for action, translating the human cost of burnout and stress into a clear business case for investment.
Subsequently, the report will provide a detailed examination of the national tripartite response, outlining the policies and resources available to employers.
Finally, it will transition from policy to practice, offering a playbook of actionable corporate strategies, supported by local case studies of organizations leading the charge.
This is a definitive guide for Singapore’s leaders—a roadmap to understanding, addressing, and ultimately mastering the new frontier of workplace safety and health.
II. Defining the Landscape: Understanding Mental Wellbeing and Stress in Singapore
To effectively address the challenge of mental wellbeing in the workplace, it is first necessary to establish a clear, contextualized understanding of the issue.
This involves moving beyond generic global definitions to appreciate the unique cultural and economic factors that shape the experience of mental health and stress in Singapore.
This section provides the foundational data and conceptual frameworks needed to grasp the scale and nature of the problem, setting the stage for a deeper analysis of its causes and consequences.
### What is Mental Wellbeing? A Singaporean Perspective
In the Singaporean context, mental wellbeing is defined not merely as the absence of illness, but as a positive and functional state of being.
It is a condition where an individual’s mind is “in order and functioning in your best interest,” enabling them to think, feel, and act in ways that positively impact their physical and social health.6
This state is characterized by the ability to realize one’s own potential, cope with the normal stresses of life, engage in productive work, and make a meaningful contribution to the community.6
Mentally well individuals are typically positive, self-assured, and in control of their thoughts and emotions, which empowers them to navigate challenges and build strong relationships.6
This definition is further enriched by a crucial local nuance that helps to destigmatize the emotional spectrum.
Singapore’s HealthHub, a government health portal, emphasizes that mental wellbeing is also about accepting and embracing a full range of emotions, from happiness to sadness and anger.7
It promotes the understanding that “it is normal to feel all kinds of emotions,” a vital message in a high-achieving society where negative feelings can often be perceived as a failure.7
This perspective reframes mental health not as a constant state of happiness, but as the resilience and capacity to manage varying emotional states effectively.
The Singapore Mental Wellbeing Scale, a self-assessment tool, further operationalizes this by linking good mental health to practical outcomes: functioning well at work and home, having satisfying relationships, solving problems effectively, and controlling one’s emotions.7
### The State of the Nation’s Mental Health: A Statistical Snapshot
The urgency of addressing workplace mental health is underscored by compelling national data.
The 2022 National Population Health Survey serves as a critical benchmark, revealing that 17.0% of Singapore residents aged 18 to 74 suffer from poor mental health.1
This figure represents a significant portion of the active workforce and signals a widespread vulnerability to the pressures of modern life and work.
This is not a new phenomenon but a well-documented and escalating trend. The landmark Singapore Mental Health Study (SMHS) has been tracking the nation’s psychological health for over a decade.
Identifying major depressive disorder (MDD), generalized anxiety disorder (GAD), and obsessive-compulsive disorder (OCD) as conditions of particular importance within the population.8
The study’s findings provide a clinical backdrop to the broader issue of poor wellbeing, establishing the prevalence of specific, diagnosable disorders.
Crucially, the connection between these population-level health trends and the work environment is increasingly recognized.
International studies, cited within Singapore’s own governmental advisories, consistently suggest that work stressors are among the key factors associated with poor mental health, firmly linking the health of the workforce to the conditions within the workplace.1
### The Anatomy of Workplace Stress in Singapore
To formulate effective interventions, leaders must understand the specific mechanisms and drivers of stress within the Singaporean workplace.
The Ministry of Manpower (MOM) provides a foundational framework for this analysis, categorizing work stress into two primary domains 1:
- Work Content: This refers to the tangible aspects and conditions of the job itself. It includes factors such as an overwhelming job scope, excessive workload and pace of work, long or inflexible work schedules, and a lack of participation or control over one’s tasks.
- Work Context: This encompasses the broader organizational environment and interpersonal dynamics. It includes the prevailing organizational culture, the quality of relationships with colleagues and supervisors, and the interface between home and work life.
While this framework is universal, certain stressors are particularly acute and prevalent within Singapore’s unique work culture.
Research focusing on local professionals has identified performance pressure and work-family conflict as the two most significant sources of stress, directly impacting job satisfaction.11
This is exacerbated by a pervasive ‘always on’ culture, a phenomenon where technology blurs the boundaries between work and personal life.
A striking 2019 Cigna survey found that 92% of working Singaporeans report being stressed—significantly higher than the global average of 84%—with a staggering 80% admitting to working in an environment where they are perpetually connected to their jobs.12
This constant connectivity fuels an expectation of immediate responsiveness, making true rest and psychological detachment from work exceedingly difficult.
Compounding these workplace-specific pressures is the significant external stressor of financial insecurity.
The rising cost of living in Singapore weighs heavily on employees, creating a baseline of anxiety that is carried into the workplace and can severely impact focus, performance, and overall mental resilience.2
This confluence of factors creates a clear pathway from manageable stress (eustress, which can be motivating) to chronic, harmful distress, which often culminates in burnout.
Burnout is not simply tiredness; it is a specific occupational syndrome defined by three core dimensions:
- Feelings of energy depletion or profound exhaustion.
- Increased mental distance from one’s job, or feelings of negativism and cynicism related to work.
- A sense of reduced professional efficacy and accomplishment.12
Recent data confirms that this progression from stress to burnout is a widespread reality for Singapore’s workforce.
The government’s own iWorkHealth assessment tool revealed that in 2024, approximately one-third of participating workers reported experiencing work-related stress or burnout.16
Other surveys paint an even more concerning picture. A 2024 report from Employment Hero found that 61% of employees had experienced burnout in the preceding three months, with Gen Z and Millennial workers being the most affected.13
Similarly, a Telus Health survey from the same year showed that nearly half (47%) of all workers feel mentally or physically exhausted by their work, citing “too much work” as the primary cause.19
| Statistic | Source/Year | Key Implication |
| 17.0% of residents experience poor mental health. | National Population Health Survey 2022 1 | A significant portion of the workforce is already vulnerable to workplace stressors. |
| 92% of working Singaporeans are stressed (vs. 84% global average). | Cigna 360 Well-Being Survey 2019 12 | Singapore’s work environment is demonstrably more stressful than the global norm. |
| ~33% of workers report work-related stress or burnout. | iWorkHealth Tool 2024 16 | A consistent one-third of the workforce is actively struggling, representing a major productivity risk. |
| 61% of employees experienced burnout in the past three months. | Employment Hero 2024 13 | Burnout is not an occasional issue but a frequent, widespread experience for the majority of employees. |
| 47% of workers feel mentally or physically exhausted by their work. | Telus Health 2024 19 | Nearly half the workforce ends the workday depleted, a key symptom preceding full-blown burnout. |
A deeper analysis of these interconnected data points reveals a powerful, self-reinforcing cycle of stress that is particularly characteristic of the Singaporean environment.
The cycle begins with high national living costs, which create intense financial pressure on individuals and families.2
This external pressure fuels an internal “hustle culture” and a pervasive “fear of not being able to do as well as my peers,” especially among younger workers.20
This cultural driver, in turn, normalizes and even valorizes the very behaviors that lead to poor mental health: long working hours and an ‘always on’ mentality that erodes personal time.12
These behaviors directly manifest as the key stressors of performance pressure and work-family conflict.11
The inevitable outcome of this sustained pressure is the widespread burnout and exhaustion reported across multiple surveys.13
This burnout compromises professional efficacy and productivity 15, which, in a fiercely competitive job market, can heighten fears of job insecurity and underperformance, thus linking back to and amplifying the initial financial pressures.
The workplace, therefore, is not merely a source of stress; it is the primary arena where these broader societal anxieties are magnified, played out, and ultimately transformed into a debilitating cycle of poor mental wellbeing.
III. The Evolution of WSH: Integrating Mind and Body
The inclusion of mental health within Singapore’s Workplace Safety and Health framework is not a sudden or radical departure from established principles.
Rather, it represents the logical and necessary evolution of a mature safety system that has progressively broadened its definition of “health” and “hazard.”
Understanding this historical trajectory is crucial for business leaders, as it demonstrates that addressing psychosocial risks is now a fundamental expectation, rooted in decades of legislative and strategic development.
### From Factories to Forethought: The Legislative Shift
The journey of workplace safety in Singapore began with a narrow and prescriptive focus.
The Factories Act of the 1970s was the nation’s first major step toward formal safety standards, setting foundational guidelines for industrial environments like construction and manufacturing.4
Its approach was primarily reactive and compliance-based, centered on a checklist of rules designed to prevent tangible, physical accidents—protecting the body from visible harm.
A paradigm shift occurred in 2006 with the introduction of the landmark Workplace Safety and Health Act (WSHA), which replaced the outdated Factories Act.4
This legislation fundamentally changed the philosophy of workplace safety in Singapore. The focus pivoted from passive compliance with a fixed set of rules to proactive risk management.
The WSHA mandated that employers and other stakeholders must anticipate, identify, and control all potential hazards at their source, before they can cause harm.21
Crucially, it shifted the legal responsibility to those who create and control the risks, establishing a principle of greater accountability that extended to employers, supervisors, and even employees themselves.4
This move from a prescriptive to a performance-based regime created the essential legal foundation for addressing a broader spectrum of hazards, including the less visible but equally damaging psychosocial risks that impact mental health.
### Towards “Total WSH”: The WSH 2028 Vision
Building on the foundation of the WSHA, Singapore has pursued a series of ambitious national strategies aimed at continuously improving safety outcomes.
The WSH 2015 and WSH 2018 strategies were highly successful in their primary goal of reducing workplace fatality rates to record lows.22 However, the current
WSH 2028 strategy signals another significant evolution in thinking. The vision has expanded beyond the singular focus on preventing deaths and injuries to promoting a holistic and preventative safety culture.
The core concept driving WSH 2028 is “Total WSH,” an integrated approach to managing safety, occupational health, and personal wellbeing.
The strategy’s stated aspiration is to cultivate a culture where companies are “intrinsically motivated to prevent accidents and keep their workforce healthy”.5
This explicitly broadens the definition of “health” beyond the absence of physical injury to encompass the overall wellbeing of employees.
A tangible manifestation of this shift is the new national target for at least 50% of employees to have access to employer-initiated health promotion activities, a clear signal that proactive health and wellness initiatives are now considered a component of the national WSH agenda.5
### Leadership on the Line: The Code of Practice for Directors’ WSH Duties
Perhaps the most powerful development in embedding mental wellbeing into the WSH framework is the move to enforce accountability at the highest echelons of corporate leadership.
The Approved Code of Practice on Chief Executives’ and Board of Directors’ WSH Duties, introduced in 2022, was a direct response to the need to strengthen ownership and ensure that safety and health are not delegated away from the boardroom.24
This Code of Practice makes it unequivocally clear that WSH, in its broadest sense, must be integrated into core business decisions.
It clarifies the duties of company directors under the WSH Act, specifying that they are personally liable for proving they have exercised due diligence to prevent workplace incidents.25
The code outlines specific, reasonably practicable steps that leaders must take, including allocating sufficient resources for WSH initiatives—which explicitly covers mental well-being programmes—and conducting regular reviews to understand the workers’ state of well-being.24 This top-down accountability is further reinforced by the mandatory
Top Executive WSH Programme (TEWP), which corporate leaders in high-risk industries must attend to understand their legal responsibilities and learn how to shape a positive WSH culture.26
| Era/Legislation | Key Focus | Implication for Mental Wellbeing |
| Factories Act (1970s) | Prescriptive rules, physical hazards, compliance. | Not on the radar; focus was solely on physical safety in industrial settings. |
| WSH Act (2006) | Proactive risk management, greater accountability for all hazards. | Created the legal foundation for addressing psychosocial risks as a “hazard” to be managed. |
| WSH 2028 Strategy | Holistic “Total WSH,” intrinsic motivation, promoting overall health. | Explicitly brings employee health and overall wellbeing into the national WSH strategy. |
| Code of Practice for Directors (2022) | Top-down ownership, director-level accountability, due diligence. | Makes mental wellbeing a board-level responsibility with personal legal ramifications for directors. |
The deliberate progression of Singapore’s WSH framework reveals a strategic convergence of what were once considered separate domains: legal liability, business risk, and employee health.
The WSH Act provided the foundational legal basis for managing all forms of risk. The WSH 2028 strategy then supplied the national vision and direction, pushing organizations towards a more holistic and preventative view of health.
Finally, the Directors’ Code of Practice created the critical enforcement and accountability mechanism, ensuring this vision is implemented from the top down.
As a result of this convergence, poor mental wellbeing is no longer just a human resources or employee health issue.
It is now a legal compliance risk for directors who fail to exercise due to diligence.25 It is a significant business continuity risk due to its proven impact on productivity and attrition. And it is a deviation from the national safety vision of “Total WSH”.5
This powerful nexus fundamentally changes how organizations must approach the topic. It cannot be siloed within a single department; it demands a coordinated, strategic response from the Board, Legal/Compliance, and Operations, as it now sits squarely at the intersection of their functions.
IV. Psychological Safety: The Bedrock of a Mentally Healthy Workplace
While policies, programs, and resources are essential components of a corporate mental health strategy, their effectiveness is entirely dependent on a single, foundational element: psychological safety.
Without a culture where employees feel safe to be vulnerable, to admit struggle, and to seek help without fear of negative consequences, even the most well-funded initiatives are destined to fail due to low engagement and a fundamental lack of trust.
In Singapore, the data indicates a profound deficit in this area, representing the single greatest barrier to progress.
### Defining Psychological Safety: Beyond Just Being “Nice”
Psychological safety is a concept rigorously defined by Harvard Business School professor Amy C. Edmondson as “a belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns or mistakes”.27
In the workplace, this translates to a “shared belief that the team is safe for interpersonal risk-taking”.28 It is crucial to understand that this is not about creating an environment devoid of conflict or accountability. On the contrary, it is about fostering a culture where constructive debate, challenging the status quo, and admitting errors are seen as essential for learning and innovation.29
A psychologically safe environment is one where employees can raise concerns about unmanageable workloads, question a flawed strategy, or admit they are struggling with their mental health, all without fearing that it will damage their reputation or career prospects.
### The Singaporean Deficit: A Crisis of Confidence
The evidence points to a severe and concerning lack of psychological safety in Singapore’s workplaces.
A landmark survey by Calm Collective Asia and Milieu Insight revealed that Singaporean employees report the lowest levels of psychological safety across Southeast Asia.30
This is not a marginal difference; it is a significant cultural outlier that demands urgent attention.
The most telling statistic from this research is that more than 6 in 10 (62%) Singaporean employees are uncomfortable sharing their mental health challenges with their managers.28
This figure stands in stark contrast to a country like Vietnam, where only 21% of employees reported similar discomfort, highlighting the depth of the issue in Singapore.30
This crisis of confidence is further corroborated by the finding that nearly half (45%) of all employees believe their workplaces provide little to no psychological safety at all.30
This indicates that for a vast portion of the workforce, the default assumption is that it is unsafe to be vulnerable at work.
### The Culture of Silence: Why Employees Don’t Speak Up
This reluctance to speak up is not born from a lack of need, but from a rational calculation of perceived risk.
The “culture of silence” is sustained by a potent combination of fears deeply embedded in Singapore’s high-performance and competitive work environment.2 The primary reasons employees do not disclose their struggles are:
- Fear of being judged or discriminated against (37%): A deep-seated concern that revealing a mental health challenge will lead to being stigmatized or treated unfairly.28
- Fear of being perceived as weak, unproductive, or lazy (36%): In a culture that prizes resilience and high output, admitting to feeling overwhelmed is often equated with a lack of competence or commitment.28
- Concerns about confidentiality (30%): A lack of trust that sensitive personal information shared with a manager or HR will be kept private.30
These fears create a powerful disincentive for early help-seeking. Employees are conditioned to hide their struggles until they reach a breaking point, by which time the impact on their health and performance is far more severe.
### The Tangible Consequences of Fear
This lack of psychological safety is not an abstract cultural issue; it has direct, measurable, and detrimental consequences for both employees and the organizations they work for.
The Calm Collective Asia survey established a clear causal chain linking a low-safety environment to negative business outcomes.
As a direct result of work-related stress in environments perceived as unsafe, employees reported experiencing:
- Anxiety symptoms (42%)
- Burnout (40%)
- Disengagement from work (30%)
- An intention to leave their jobs (29%) 30
This data demonstrates that psychological safety is a leading indicator of workforce stability and productivity. A climate of fear directly fuels the very conditions—burnout, anxiety, and disengagement—that lead to higher attrition rates and lower performance.
When examining the landscape of workplace mental health in Singapore, a fundamental and dangerous disconnect becomes apparent.
On one hand, there is a clear “supply” of resources being pushed by the government and adopted by companies. Initiatives like the Tripartite Advisory, the iWorkHealth tool, and the provision of Employee Assistance Programs (EAPs) represent a significant investment in mental health support.3
However, this supply is met with severely suppressed “demand” from the employees who need it most.
The reason for this suppression is the pervasive lack of psychological safety. An employee suffering from chronic stress will not utilize a company-sponsored EAP if they fear that their participation will be tracked and used against them in a performance review.30
They will not follow the advisory’s advice to speak to their manager if they believe that manager will perceive them as weak or unproductive.
This creates a perilous situation where management may have a false sense of security. They see the programs on paper and assume the issue is being addressed, while a silent crisis continues to escalate among a workforce that feels too afraid to “activate” the available support.
Therefore, psychological safety is not merely one component of a wellbeing strategy; it is the foundational prerequisite. It is the essential cultural groundwork that must be laid before any other initiative can hope to be effective.
Without it, companies are simply building a healthcare system that no one feels safe enough to visit, resulting in wasted investment, unaddressed risks, and a workforce that continues to suffer in silence.
V. The Business Case: From ‘Mental Health’ to ‘Mental Wealth’
For too long, workplace mental health has been framed as a social responsibility or a “nice-to-have” employee benefit.
To secure genuine C-suite and board-level commitment, the conversation must be reframed in the language of business: risk, cost, productivity, and competitive advantage.
The data from Singapore and leading global institutions makes an irrefutable case that investing in employee mental wellbeing is not an expense, but one of the most critical strategic investments an organization can make.
It is about transforming the concept of ‘mental health’ into the strategic asset of ‘mental wealth’.
### The Staggering Economic Cost to Singapore
The failure to adequately address mental health in the workplace carries a staggering price tag for the nation as a whole.
A landmark study by Duke-NUS Medical School and the Institute of Mental Health (IMH) quantified this cost, estimating that poor mental health drains Singapore’s economy of approximately $15.7 billion annually, which is equivalent to nearly 3% of the nation’s Gross Domestic Product (GDP).32
This immense economic burden is not an abstract calculation; it is the sum of concrete, measurable losses at the corporate level, driven by three primary factors:
- Absenteeism: Employees struggling with symptoms of anxiety and depression miss an average of 17.7 additional days of work each year compared to their peers. This direct loss of labor costs the economy an estimated $4,980 per affected worker annually.33
- Presenteeism: Arguably the more insidious cost, presenteeism occurs when employees are physically at work but are mentally and emotionally disengaged and unproductive due to poor wellbeing. The study found that 40% of affected workers reported being less productive, translating to a staggering $28,720 in economic losses per worker each year.33
- Healthcare Utilisation: Poor mental health leads to increased use of healthcare resources, adding to the overall cost burden.33
These figures transform the issue of mental health from a personal struggle into a major national economic challenge, demonstrating that the wellbeing of the workforce is inextricably linked to the economic health of the nation.
### The ROI of Wellbeing: A Compelling Investment
While the cost of inaction is high, the return on investment (ROI) for proactive wellbeing initiatives is equally compelling.
Investing in a mentally healthy workplace is not about charity; it is about smart capital allocation that yields tangible financial returns.
A study by Singapore’s National Council of Social Service (NCSS) provided a clear local benchmark, finding that for every S$1 invested in workplace adjustments to support mental health (such as flexible arrangements or access to counselling), companies reaped an average of S$5.60 in returns.
These gains were realized through concrete business benefits, including reduced absenteeism, lower medical claims, and higher productivity.12
This finding is supported by global research. A ground-breaking 2024 study from Oxford University, analyzing 46,000 employees, discovered a direct correlation between employee wellbeing and corporate financial performance.
Organizations with higher levels of wellbeing reported better financial outcomes, including higher return on assets, greater market valuations, and increased profits.
On average, companies that made a strategic investment in wellbeing saw a 20% higher return over a two-year period compared to those that did not.32
This evidence positions wellbeing not as a cost center, but as a driver of financial outperformance.
### The War for Talent and the Cost of Inaction
In Singapore’s competitive and talent-scarce market, a positive mental health culture has become a critical competitive advantage in the war for talent.
The data is unequivocal: employers who genuinely prioritize the wellbeing of their people see a 25% lower employee turnover rate.32
n an environment where the cost of recruiting, hiring, and training new talent is substantial, a 25% reduction in attrition represents a massive and direct contribution to the bottom line.
Today’s job seekers, particularly from the younger generations, are increasingly sophisticated in their evaluation of potential employers, actively seeking out organizations that offer comprehensive mental health support and a culture that values work-life harmony.
Furthermore, the cost of inaction is poised to escalate from a competitive disadvantage to a direct legal and reputational risk.
The impending Workplace Fairness Legislation, with enforcement set to begin in 2026, will prohibit all forms of discrimination based on mental health conditions across the entire employment lifecycle, from recruitment to dismissal.3
Organizations that fail to build inclusive and supportive environments will not only lose talent but will also expose themselves to legal challenges, regulatory penalties, and significant damage to their brand.
The traditional business case for mental health support has often been framed defensively, focusing on mitigating downside risks like reducing the costs associated with absenteeism and medical claims.
While this argument is valid and important, the new data allows for a far more powerful, offensive strategic argument.
The evidence from institutions like Oxford University demonstrates that high levels of employee wellbeing are not just about preventing loss; they are a leading indicator of superior financial performance, greater innovation, and enhanced organizational resilience.32
This dual-sided case is profoundly compelling for any board or leadership team. It reframes the conversation entirely.
The question is no longer, “How much will this wellness program cost us?” but rather, “How much future growth, innovation, and resilience are we leaving on the table by
not investing in the mental wealth of our people?” This elevates the topic from a tactical HR budget item to a strategic, board-level conversation about long-term value creation and competitive advantage.
VI. The National Blueprint for Action: A Tripartite Approach
Recognizing the scale and complexity of the mental wellbeing challenge, Singapore has responded with a comprehensive, multi-pronged national strategy.
This approach is built on the foundation of tripartism—a collaborative effort between the Ministry of Manpower (MOM), the National Trades Union Congress (NTUC), and the Singapore National Employers Federation (SNEF).
For business leaders, understanding this national blueprint is essential, as it provides not only a clear set of expectations and guidelines but also a rich ecosystem of resources and support designed to help organizations succeed.
### The Tripartite Advisory on Mental Well-being: A Deep Dive
The centerpiece of the national strategy for workplaces is the Tripartite Advisory on Mental Well-being at Workplaces.
First launched in 2020 and subsequently enhanced, this document serves as a practical, actionable guide for employers.1
It moves beyond high-level principles to offer concrete recommendations structured across three distinct levels of intervention: the organization, the team, and the individual.
This tiered framework allows companies to build a holistic and integrated support system.
The following table provides a structured summary of the key recommendations from the Tripartite Advisory, serving as a practical checklist for employers looking to align their strategies with national best practices.
| Level | Recommendation | Key Actions |
| Organisation Level | Appoint Mental Well-being Champions: Designate individuals to drive the mental wellbeing agenda. Review HR Policies: Ensure policies are supportive and non-discriminatory. Establish After-Hours Communication Policy: Set clear expectations to prevent burnout. Develop Return-to-Work Policies: Support employees recovering from mental health conditions. | – Join the WSH Council’s Wellbeing Champions Network for resources and training. – Align hiring and promotion practices with the upcoming Workplace Fairness Legislation to prevent discrimination. – Clearly state that after-hours emails and messages do not require an immediate response, except in emergencies. – Provide flexible work arrangements (FWAs) to allow for a gradual transition back to work. |
| Team/Department Level | Train Managers and Supervisors: Equip line managers with the skills to support their teams. Foster a Psychologically Safe Environment: Encourage open conversations about mental health. Set Up a Peer Support System: Create an informal, accessible support network. | – Provide training for managers to spot early signs of mental distress and know where to refer employees for help. – Mandate regular, confidential check-ins between managers and employees to discuss workload and wellbeing. – Send interested employees for formal peer support training offered by partners like NTUC. |
| Individual Level | Provide Access to Counselling: Offer professional, confidential support services. Extend Benefits Coverage: Include mental health treatment in corporate insurance and benefits plans. | – Implement a confidential Employee Assistance Programme (EAP) and actively promote its use. – Review flexible employee benefits plans to ensure they cover consultations with psychologists or psychiatrists. |
### A National Support Ecosystem for Workplaces
Beyond the advisory, the tripartite partners have built a robust national ecosystem of tools, resources, and networks designed to support companies in their mental wellbeing journey.
This ecosystem provides practical assistance at every stage, from diagnosis to implementation. Key components include:
- Assessment and Diagnosis – iWorkHealth: This is a free, confidential, online psychosocial health assessment tool developed by MOM and its partners. It allows companies to survey their employees to identify key workplace stressors and gain an aggregated, anonymous overview of their workforce’s state of mental wellbeing. This tool serves as a critical first step, enabling data-driven interventions rather than guesswork.1
- Capability Building and Best Practices:
- Wellbeing Champions Network: Hosted by the WSH Council, this network serves as a community of practice for appointed champions from various companies. It provides access to training, resources, and a platform to exchange best practices and learn from peers, accelerating the development of effective programs.16
- Total WSH Programme: This program offers organizations free access to a range of mental wellbeing workshops and resources, helping to build internal capabilities without significant financial investment.17
- Immediate Support for Individuals – National MINDLINE 1771: Launched in 2025, this is a national, 24/7, confidential helpline and text service. It serves as a crucial “first-stop touchpoint” for any individual experiencing distress. Trained counsellors provide immediate support and can guide individuals to appropriate long-term care, whether it be community services or professional help. For employers, the existence of MINDLINE provides a critical safety net for employees in crisis.38
- Grants and Toolkits: A variety of other resources are available to guide and support employers. These include the Health Promotion Board’s (HPB) Workplace Outreach Wellness (WOW) Package, which offers grants for wellbeing programs; the NCSS Mental Health Toolkit for Employers, which provides guidance on hiring and supporting individuals with mental health conditions; and resources from advocacy groups like Silver Ribbon Singapore.35
A holistic examination of Singapore’s national strategy reveals a sophisticated and intentionally designed system.
It is not merely a list of disparate programs but a multi-layered, “no wrong door” ecosystem of support.
The strategy skillfully combines proactive organizational assessment through tools like iWorkHealth, capability-building via the Wellbeing Champions Network, clear policy guidance with the Tripartite Advisory, and reactive individual support through the National MINDLINE.
This integrated approach demonstrates a deep understanding that workplace mental health is a complex challenge.
It cannot be solved by a single solution but requires a system of mutually reinforcing interventions that operate at the national, corporate, and individual levels, ensuring that support is available at every point of need.
VII. Building a Resilient Organisation: Practical Strategies and Best Practices
While national policies provide the framework, the true impact on employee wellbeing is determined by the strategies implemented within each organization.
The most forward-thinking companies in Singapore are moving beyond compliance and generic wellness initiatives to build deeply integrated and personalized support systems.
This section explores the practical strategies and best practices that are proving most effective, drawing on local case studies to illustrate excellence in action.
### Modern Employee Assistance Programs (EAPs): From Reactive to Proactive
The traditional Employee Assistance Program (EAP), often a reactive, telephone-based service for employees in crisis, is evolving. Modern EAPs are increasingly digital-first platforms that offer a spectrum of proactive and preventative support.
These platforms provide tools for daily mental fitness, such as guided meditation, sleep stories, mood tracking, and access to on-demand coaching, in addition to conventional therapy.31
This shift from a purely reactive model to a proactive one encourages employees to engage with their mental health continuously, not just when they are in distress.
To drive utilization, especially in a culture where stigma remains a concern, providers emphasize absolute confidentiality and offer multilingual support to cater to Singapore’s diverse workforce.3
A powerful local example is MSIG Singapore’s partnership with the mental health platform Intellect.
By adopting a solution that provides continuous support across all stages of wellbeing—from thriving to moderately stressed to needing urgent care—MSIG took a deliberately proactive stance.
Their playful and collaborative approach to rolling out the program resulted in a remarkable 76% adoption rate of the Intellect app among their employees, demonstrating that when support is accessible, relevant, and well-communicated, engagement can be exceptionally high.40
### The Flexibility Imperative: Implementing Effective FWAs
Data consistently shows that flexible work arrangements (FWAs) are one of the most valued forms of mental health support by employees in Singapore.
One survey found that 53% of workers cited flexible arrangements as a key measure to boost their wellbeing.30
FWAs directly address major stressors like work-family conflict and burnout by giving employees greater control over their schedules and work environment.
Recognizing this, the tripartite partners have formalized the process with the Tripartite Guidelines on FWA Requests, which took effect in December 2024.
These guidelines require employers to have a formal process for considering FWA requests and to base any rejections on reasonable business grounds.42
This elevates FWAs from an informal perk to a structured component of the modern workplace. Effective implementation involves offering a range of options, which can be broadly categorized as 43:
- Flexi-time: Allowing variations in start, end, and break times (e.g., staggered hours).
- Flexi-load: Offering variations in workload (e.g., job sharing, part-time work).
- Flexi-place: Providing options for work location (e.g., telecommuting, hybrid work).
### Empowering the Front Line: The Critical Role of Manager and Peer Support
No mental health strategy can succeed without the active involvement of line managers. They are the lynchpin of the employee experience, and their daily interactions have a profound impact on team culture and psychological safety.
The Tripartite Advisory rightly emphasizes the critical need to train managers and supervisors to spot the early signs of mental distress, to initiate sensitive conversations, and to know how to refer employees to professional help without overstepping their role.1
An empathetic, well-trained manager can be the difference between an employee receiving timely support and suffering in silence.
Alongside formal management training, leading organizations are establishing peer support systems.
This involves training a cohort of employee volunteers to act as a safe, informal, and confidential first point of contact for colleagues who are struggling.
Peer supporters are not counsellors; rather, they are trained in active listening and empathy, and their role is to help destigmatize help-seeking and guide their peers toward professional resources.3
This grassroots approach helps to build a culture of care from the ground up.
The National University of Singapore (NUS) provides a stellar case study in this area. Through its Health & Wellbeing unit, the university runs a two-day peer staff support workshop.
The program has been highly effective, with a survey revealing that 97% of participants felt more confident in their ability to provide support to their colleagues after attending the training.45
### Case Studies in Excellence: Learning from Singapore’s Leaders
Several organizations in Singapore are setting the standard for what a truly supportive workplace looks like.
Their initiatives go beyond surface-level programs to address the structural and cultural drivers of mental wellbeing.
- National University of Singapore (NUS): Beyond its peer support program, NUS has implemented a highly structured Mental Health Return-to-Work Programme. This initiative is designed to support employees recovering from a mental health condition as they reintegrate into the workplace. Each participant is assigned a dedicated care manager who acts as a single point of contact, providing emotional support and coordinating with HR and the employee’s supervisor. This allows for practical, personalized adjustments, such as a phased return, modified workloads, or temporary work-from-home arrangements, ensuring the employee is supported rather than overwhelmed.45
- Starbucks Singapore: The company demonstrates a deep commitment to inclusive hiring and providing tailored support for employees with mental health conditions. Recognizing that the high-sensory environment of a café can be challenging, Starbucks offers practical accommodations. This includes assigning these employees to quieter shifts or stores, providing flexible hours, and ensuring that store managers are specifically trained to support their wellbeing. Team members are also trained on how to manage a situation if a colleague experiences a meltdown, ensuring the employee’s dignity is protected.45
- Guardian Singapore: Guardian showcases the power of expert partnerships. The company works closely with the Institute of Mental Health’s (IMH) OcTAVE rehabilitation team to support its employees. This collaboration provides several benefits: IMH helps assess job applicants, giving the employer confidence in their capabilities, and provides ongoing training for Guardian’s store managers. This training educates them on how different mental health conditions might manifest at work and how to make effective accommodations. For example, an employee whose medication causes morning drowsiness can be proactively scheduled for afternoon shifts, a simple but powerful adjustment that enables them to perform at their best.45
An analysis of these leading case studies reveals a common, powerful theme. The most successful corporate mental health strategies in Singapore are decisively moving away from generic, one-size-fits-all programs.
Instead, they are building highly personalized and structurally integrated support systems. The success of NUS, Starbucks, and Guardian does not lie in simply offering a wellness app; it lies in their commitment to tailoring interventions to the specific, nuanced needs of individual employees.
This is achieved through structured return-to-work plans, flexible operational scheduling, and job redesigns.
Support is not an external resource to be accessed; it is embedded directly into the management structure and the daily operational fabric of the organization.
This represents a significant evolution in corporate thinking—a shift from merely “providing a resource” to proactively “designing a supportive system.”
This deeper, more integrated approach is the hallmark of a truly mature and effective workplace wellbeing strategy.
VIII. The Future of Workplace Mental Health in Singapore
As Singapore continues to navigate the complexities of a post-pandemic world and a challenging global economic landscape, the focus on workplace mental health is set to intensify.
The foundation has been laid through progressive legislation, national strategies, and growing corporate awareness. However, significant challenges remain.
The future of workplace mental health in Singapore will be defined by the ability of organizations to bridge the persistent gaps between policy and practice, between employer offerings and employee needs, and between stated values and lived experience.
### Bridging the Gaps: From Policy to Lived Experience
Despite commendable progress, several critical gaps must be addressed to create truly healthy and sustainable work environments.
- The Implementation and Utilisation Gap: A recurring theme is the disconnect between the availability of mental health programs and their actual use. While many companies now offer resources, employee engagement often remains alarmingly low.46 This gap is primarily a symptom of the psychological safety deficit. Until employees trust that using these resources will be confidential and will not result in negative career repercussions, utilization will remain poor.30 The future lies in building this trust through consistent, authentic leadership action that proves it is safe to seek help.
- The Needs Mismatch: There is a notable misalignment between what employers are prioritizing and what employees identify as their most pressing concern. Surveys show that while companies are focusing on mental and physical health programs, employees rate financial wellbeing as their top source of stress.14 A holistic approach is needed, one that recognizes that financial anxiety is a major driver of poor mental health. Future strategies must integrate financial education, resources for financial planning, and fair compensation as core components of employee wellbeing.
- The Inclusive Hiring Paradox: While many Singaporean companies report having inclusive hiring policies, a troubling paradox exists: nearly half of employers admit to being hesitant to actively hire individuals with known mental health conditions.46 This highlights a gap between policy on paper and practice in reality, often driven by stigma and a lack of understanding. With the Workplace Fairness Legislation coming into force, organizations will be legally mandated to close this gap. The future will require a concerted effort to move beyond performative inclusivity to genuine, supportive employment practices.
### The Leadership Mandate: The Ultimate Driver of Change
Ultimately, the transformation of Singapore’s workplaces into environments that foster mental wealth will be driven from the top.
Sustainable, cultural change is not achieved through HR initiatives alone; it requires the unwavering commitment of the C-suite and the Board of Directors.
Experts and leading practitioners are unanimous on this point: leaders must set the tone by modeling healthy behaviors, prioritizing their own wellbeing to prevent burnout, and championing mental health as a core business strategy, not just a CSR activity.32
The WSH Code of Practice for Directors has institutionalized this mandate, making it a matter of legal and fiduciary duty.24
The board is now accountable for ensuring that the organization’s systems, resources, and culture are conducive to the safety and health—both physical and mental—of its workforce.
This top-down accountability is the most powerful lever for change, as it forces the integration of wellbeing considerations into every aspect of business strategy, from project timelines and resource allocation to procurement and performance management.
### Concluding Thoughts: A Strategic Imperative for a Thriving Nation
The evidence presented throughout this report converges on a single, undeniable conclusion: the mental wellbeing of Singapore’s workforce is a strategic imperative of the highest order.
It is a core issue of Workplace Safety and Health, with clear legislative and regulatory backing. It is a matter of legal responsibility, with personal accountability now extending to the highest levels of corporate leadership.
And most importantly, it is a powerful business imperative, with a direct and measurable impact on productivity, talent retention, financial performance, and long-term organizational resilience.
The journey ahead requires a shift in mindset. It demands that leaders move beyond viewing mental health as a problem to be solved and begin seeing it as a potential to be unlocked.
It is about creating the conditions where employees can not only cope but thrive. For Singapore to maintain its competitive edge and build a truly resilient and innovative economy, it must invest in its most valuable asset: its people.
This means fostering workplaces that are not only physically safe but psychologically sound. It is about transforming the conversation from ‘mental health’ to ‘mental wealth’—a strategic asset that will power the success of Singapore’s organizations and its people for decades to come.32
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