In November 2024, Singapore introduced the Workplace Fairness Bill in Parliament, aiming to protect employees from discrimination based on age, gender, race, and mental health. This proposed legislation marks a significant step in Singapore’s journey towards fair and inclusive workplaces. However, it raises an important question: can policy alone create truly supportive environments where employees feel valued, respected, and genuinely empowered to thrive?
While the Bill sets essential protections, real well-being requires more than rules. True well-being is fostered by a workplace culture that lives these values—a culture where inclusivity is not just mandated but practised daily. Let’s explore why cultural change is key to creating well-being and how organisations can go beyond compliance to make these ideals a reality.
THE LIMITS OF LEGISLATION IN FOSTERING WELL-BEING
Laws like the Workplace Fairness Bill provide essential protections, ensuring that employees have the right to fair treatment regardless of background, identity, or health status. However, legislation alone often falls short in addressing the everyday experiences that define employees’ well-being.
Without a supportive culture, anti-discrimination policies risk becoming little more than “tick-box” exercises. When employees feel pressure to hide personal challenges or experience microaggressions that go unchecked, workplace policies lose their intended impact. Policies need to be felt, not just filed away, and this requires daily, intentional actions from everyone in the organisation.
WHAT TRUE WELL-BEING REQUIRES: MOVING BEYOND COMPLIANCE
So, what does it take to create a truly well-being-focused workplace? The answer lies in building a culture that values support, safety, and inclusivity as core priorities. Here are some key elements that can help organisations move beyond compliance:
Inclusive Leadership: Leaders have a powerful influence on workplace culture. For policies to be effective, leaders must not only endorse them but embody them. Leaders who practise empathy, create open channels of communication, and show genuine interest in employees’ well-being set the foundation for a supportive environment. A policy’s effectiveness can rise or fall with a leader’s approach—whether they’re creating psychological safety or fostering fear.
Well-being Champions and Peer Support: In workplaces where well-being champions or peer supporters exist, employees have someone they can trust with concerns and challenges. These champions provide safe, informal spaces for employees to share and seek support. They actively bridge the gap between policy and practice, demonstrating that well-being is a lived value, not just a corporate directive. When employees see their peers leading well-being initiatives, it reinforces a sense of safety and normalises open discussions about personal challenges.
Daily Practices of Openness and Empathy: Inclusivity must be built into everyday practices. Regular team check-ins, empathy training, and clear, well-communicated flexibility options are just a few examples. When employees know they can take a mental health day, participate in regular well-being check-ins, or even have a break to recharge, they experience their workplace as truly supportive, rather than merely compliant.
Mental Health and Psychological Safety: Addressing Stigma in the Workplace
The Bill’s inclusion of mental health as a protected category is a progressive step. However, as with any policy, its impact depends on the culture that supports it. Despite having protections, many employees still hesitate to speak up about mental health issues, fearing judgement, or even repercussions on career progression. A culture that values well-being proactively addresses stigma and encourages employees to discuss mental health without fear.
Organisations can normalise mental health support through practices such as offering mental health days, maintaining anonymous helplines, and including mental health resources in staff communications. Some companies have adopted “well-being check-ins” where employees can discuss personal stressors with a trusted colleague or supervisor. By making mental health support part of daily culture, organisations can help employees feel more comfortable seeking support.
THE ROLE OF WELL-BEING CHAMPIONS AND PEER SUPPORT NETWORKS
Peer support networks also cultivate a sense of community. Whether they’re leading a group discussion, checking in with a colleague, or organising a well-being workshop, peer supporters create a ripple effect of safety and inclusivity. By empowering employees as well-being champions, organisations make well-being a team effort, creating a shared responsibility that enhances the sense of trust and care.
ACTIONABLE STEPS FOR ORGANISATIONS: EMBEDDING WELL-BEING INTO CULTURE
To make well-being a lived value rather than a mere policy, organisations can take practical steps:
Empathy and Inclusivity Training for Leaders: Equip leaders with skills to foster psychological safety. Empathy and listening training help leaders understand the value of openness, setting the tone for inclusivity.
Regular Well-being Check-ins: Normalise well-being check-ins and encourage team leaders to create spaces where employees feel safe discussing their concerns. Brief, regular check-ins can go a long way in helping employees feel acknowledged and supported.
Encourage Flexibility and Autonomy: Flexible work arrangements allow employees to manage stress more effectively, balancing personal and professional responsibilities. Flexible scheduling, work-from-home options, and wellness breaks can make a substantial difference in employees’ lives.
These actions not only support employee well-being but also strengthen the organisation by building trust, resilience, and engagement among staff. When employees feel respected and supported, they’re more likely to contribute positively, leading to better team morale and productivity.
MAKING WELL-BEING A CORE VALUE, NOT JUST A POLICY
The Workplace Fairness Bill is an essential step towards building a fairer and more supportive working environment in Singapore. Yet, to realise its full potential, organisations must go beyond compliance and make well-being a daily, lived value. A culture that champions inclusivity and empathy empowers employees to thrive, helping them bring their best to work.
Creating such a culture is not the sole responsibility of HR or a specific department. It’s a commitment that every leader, manager, and employee should embody. If we want a workplace where people feel genuinely supported, we need to move beyond simply avoiding discrimination and embrace practices that promote open dialogue, respect, and shared responsibility for well-being.
Let’s ask ourselves: How can we make well-being a reality, not just a requirement? By moving beyond policy to create a culture of care, we make workplaces where everyone feels empowered to succeed, supported by leaders and peers who value them fully.
