From policy to practice: How ASEAN workplaces are reimagining mental health

December 29, 2025

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Moderated by Nirmala Supramaniam of AKPK, the session reinforced that workplace mental health goes beyond compliance—becoming a shared responsibility that builds productive, human-centered organizational cultures.

Mental health has moved from the margins of workplace conversations to the center of human capital discussions across ASEAN. From Singapore to Myanmar, organizations are no longer asking whether mental health matters, but how to address it meaningfully, sustainably, and sensitively within diverse cultural and socio-political contexts.

Yet a critical question remains: are organizations simply complying with guidelines, or are they genuinely cultivating cultures of care?

At the Mental Health Experiential Conference – Advancing Psychosocial Wellbeing for Occupational Safety & Health Across ASEAN, regional experts came together during the panel discussion “Elevate ASEAN: Addressing Mental Health as the Key Driver of Human Capital Excellence Across Borders” to unpack this very issue. Their insights reveal that while awareness has increased, the real work lies in trust, leadership accountability, cultural relevance, and cross-disciplinary collaboration.

Singapore: Strong guidelines, complex realities
Associate Professor Frederick Lau, Vice-Chairman of the Traumatic Advisory Council, Financial Justice Court, Singapore, explains that Singapore has long-established robust guidelines for mental well-being. However, translating policy into lived workplace experiences is far more complex.

“When we talk about mental health, Singapore has strong frameworks,” he says. “But the real question is — how are organizations implementing these guidelines on the ground? Are we seeing compliance, or are we seeing a genuine cultural shift?”

Workplace mental health, he notes, cuts across multiple disciplines — HR professionals, employers, mental health practitioners, unions, and employees themselves. No single profession can address it in isolation.

In Singapore, a tripartite model brings together employee unions, employer federations, and the government to develop playbooks and national guidelines. While this collective approach provides structure, employers remain at vastly different stages of maturity when it comes to implementing mental health programs.

Some organizations have advanced Employee Assistance Programs (EAPs) and leadership training, while others are still navigating basic awareness and policy formation.

Consolidating resources, strengthening support
To bridge gaps and reduce fragmentation, Singapore’s Workplace Safety and Health Council last year gathered 30 organizations from various sub-sectors — including the Singapore Association for Counselling, the Singapore Psychological Society, and the National Trades Union Congress — to launch a comprehensive Workplace Mental Health Handbook.

This handbook consolidates resources developed by the Ministry of Health, Ministry of Manpower, and other agencies into a single, accessible reference point for employers.

In parallel, professional bodies within the counselling sphere have been working closely with the Ministry of Manpower to curate a recognized list of EAP providers staffed by qualified counsellors and psychologists. This ensures quality, ethical standards, and professional accountability.

However, challenges persist — particularly around contextualization.

“For multinational corporations, the concern is whether programs are truly localized,” Lau explains.

A growing concern across Singapore and the region is the mental health support gap faced by small and medium enterprises (SMEs). Many SMEs simply do not have the financial or structural capacity to implement full-scale EAPs.

In addition, vulnerable populations such as migrant workers and domestic workers often fall outside traditional corporate support structures, despite facing significant psychosocial stressors.

Yet Lau remains hopeful.

“The model I’m most energized about is collaboration — HR professionals, psychologists, business leaders, and employees working together. Mental health is not a problem that one discipline can solve alone.”

Indonesia: Navigating stigma with cultural sensitivity
From Indonesia, Associate Professor Dr Ipah Saripah highlights a different but equally complex landscape. While mental health awareness is rising, stigma remains deeply embedded.

“Talking about mental health is still difficult,” she explains. “People don’t want to be associated with illness. That fear is real.”

To navigate this, Indonesian organizations are adopting soft-entry strategies. Rather than introducing formal mental health policies upfront, companies often begin with psychoeducation, wellness talks, and informal check-ins to normalize conversations.

There is also a deliberate reframing of mental health — not as pathology, but as part of productivity, family harmony, and spiritual balance, concepts that resonate strongly with Indonesian cultural values.

Partnering with culturally attuned counsellors and psychologists is key. When policies feel safe and culturally respectful, resistance decreases and trust grows.

However, Saripah warns against well-intentioned but poorly executed initiatives.

“Some HR teams conduct stress surveys, identify ‘high-risk’ employees, and place them into programs. That identification itself becomes stressful,” she says.

Acceptance grows only when organizations move away from silent or punitive cultures.

“The key is normalizing the conversation. When leaders acknowledge workload pressures openly and teams practice psychological safety, stress becomes a shared human experience — not a personal weakness.”

Cambodia: Building systems from the ground up
In Cambodia, certified psychologist Hoeur Sethul, who has practised since 1998, describes a mental health ecosystem still very much in development.

“When we build mental health programs, context is everything,” he explains. “A private company and a school setting require entirely different approaches.”

In corporate environments, the focus must include employees, leaders, HR, and counsellors — with clear referral procedures and confidentiality safeguards. Even small procedural errors can destroy trust.

“If employees fear that their information will be used against them, they won’t seek help at all.”

Sethul emphasizes that managers often lack mental health literacy, leading to judgement or fear-based reactions. When leaders understand that mental health support enhances productivity rather than threatens it, they are more likely to encourage help-seeking behaviour.

Trust, he stresses, is the foundation of all counselling work.

In school settings, the ecosystem expands further — involving students, parents, teachers, school leadership, and counsellors. Confidentiality concerns are particularly acute.

“Students worry about cameras, recordings, or being expelled,” Sethul shares. “We must be extremely clear — what is confidential, what is reported, and why.”

Sometimes, formal contracts are used to reassure students and parents, reinforcing accountability and ethical responsibility.

“As long as leaders understand their role, everything else flows more smoothly.”

Myanmar: Prolonged trauma, unusual stress
In Myanmar, the mental health burden is shaped by ongoing conflict. Aung Min Thein, a seasoned counsellor and psychotherapist, describes a nation living under prolonged, abnormal stress.

“People see bombings, arrests, and violence every day. This is not ordinary stress — it’s chronic trauma.”

Despite limited resources, EAPs have played a critical role. Organizations actively promote mental health messaging, particularly during World Mental Health Day, using affirmations like ‘It’s okay not to be okay’.

HR policies have also evolved rapidly. Remote work options, compassionate leave, and flexible arrangements are offered to employees who feel physically unsafe.

“In a country that feels unsafe, organizations can still be safe spaces,” he says.

Leadership: The missing piece
Sethul raises a crucial point — much workplace distress originates from leadership, yet most mental health initiatives focus only on employees.

“Leaders are employees too,” he says. “They deserve support, but roles and boundaries must be clear.”

Unchecked power dynamics can erode trust if leaders misuse access to information. Structure, clarity, and accountability are essential.

Thein adds a broader cultural lens.

“In ASEAN cultures, young people are taught to obey. There is little space to speak openly. When we offer just 15 minutes of listening, people finally release.”

Looking ahead, Thein believes the future of workplace mental health in ASEAN hinges on empathetic leadership and cross-border learning.

“Leaders must practice empathetic listening. And we must share our stories across countries. No single nation has all the answers.”

In regions facing vastly different realities, collaboration becomes not just helpful — but necessary.

Mental health in the workplace is no longer about ticking boxes. It is about courage, care, and collective responsibility. When organizations move beyond compliance and commit to culture, workplaces become not just productive — but profoundly human.

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