Slightly over a year ago, the Singapore government launched a National Mental Health and Well-being Strategy aimed at reducing stigma around mental health conditions and increasing support for patients, with workplace mental health and wellbeing identified as a focus area.

What can companies do to tap on this national agenda? People Matters asked Wong Keng Fye, Head of Human Capital at Maybank Singapore, about some best practices that have worked well.

Maybank has been awarded TAFEP's Work-life Excellence Award five times since 2006 - the only bank in the fast-paced financial sector to be accoladed so many times for responsiveness to employees’ work-life needs. Here are some tips he shared.

Now that the government is taking the lead to strengthen the mental healthcare infrastructure, what are some ways companies can take the opportunity to align with this new agenda?

At Maybank, our people are at the heart of everything we do, as reflected in our mission ‘humanising financial services.’ Therefore, their well-being matters deeply to us. We’re dedicated to creating a safe, supportive space where everyone feels it’s okay to be vulnerable, leading to open conversations on mental health, whether with each other or our HR team. In particular, our employees have benefited from the regular workshops, seminars, and training we provide to reduce signs of stress individually and in others. I also believe our partnership with the Health Promotion Board has been significant in creating awareness about mental health in our workplace to foster a culture that truly cares. 

Employee Assistance Programmes, including paid counselling services is another way our employees can access mental health resources and get trained to be certified mental health first aiders. I’ve observed that this has reduced the stigma that used to come with discussions around mental health challenges. We also have a Recreation Club that organises social and sporting activities. The idea is to encourage employees to form new bonds and support systems through various activities.

Our commitment to keeping communication open and supportive extends to leadership as well. That’s why we offer a variety of channels, such as skip-level dialogues, roundtables with senior management, and even anonymous Q&A sessions, so employees can feel heard and voice their concerns.

By taking this holistic approach, we ensure that caring for mental well-being is not just a policy but a part of who we are as a team.

Can you share a bit more about how your leaders drive the mental well-being agenda?

Our leaders set the tone by modeling the importance of mental well-being, respecting work boundaries, and championing “Rules of Engagement” to protect time for rest and recharging. Leading by example is essential. Leaders must remain committed to prioritising mental well-being and work-life balance, and embodying the principle of “work hard, play hard”.

We encourage open communication by regularly sharing updates on well-being initiatives, goals, progress and upcoming changes. We are also mindful that this communication has to be two-way, and employees also have the right channels to be heard and provide feedback to leaders through open dialogues or anonymous channels, depending on their comfort level.

 Additionally, leaders should encourage conversations about mental health to reduce any stigma associated with these discussions, especially with the senior management team. By doing so, leaders can build a well-rounded, supportive and effective strategy for employee well-being.

What are some trends you've observed that can be expanded on now that there's an additional national spotlight on the issue?

I feel diversity and inclusivity should be key focuses in any organisation.  It has been our priority at Maybank. Therefore, we have in place a Human Rights Policy and Dignity Policy, which ensures the Bank does not engage in business activities that may harm people, and it is aligned with international human rights principles. At the same time, our Future Ready Code of Ethics and Conducts and Dignity Policy emphasises integrity, fair treatment and respect for all employees regardless of race, religion, ethnicity, gender, culture, language or other backgrounds.

 Another topic in the spotlight is flexible work arrangements, which have become integral to sustaining workforce participation and productivity whilst balancing family responsibilities. Maybank was one of the early adopters of flexible work arrangements, which were in place even before the pandemic and further enhanced with the mobile work arrangement policy, which gives staff the flexibility to work between home and office. These efforts enabled us to clinch the Silver Award for Best Remote Work Strategy at the Employee Experience Awards 2023.

At the level of the HR function, what in your experience works to encourage people to proactively take care of their mental wellbeing, or to make use of the tools provided to them?

 To make mental health support easily accessible, we keep a “wellness corner” on our portal, where employees can find tools like the C.A.R.E. Circle, our WeCare Telegram support channel, and access professional counseling services. Again, to emphasise, leaders' involvement plays a big part, as when leaders openly support and use mental health resources, it sets a positive example. Our leaders actively promote these resources, making sure everyone knows they’re available to use, reinforcing our efforts towards mental well-being.

Apart from this, we also promote work-life balance. We have a Sabbatical Leave policy, which offers employees the opportunity to take a formal career break and explore their potential.

At team levels, how can individuals and managers in particular encourage work-life balance in a fast-paced sector like banking?

Balancing work-life demands in a fast-paced sector like banking is challenging but feasible with the right strategies. Going back to my earlier response of leading by example, it’s the manager's responsibility to set clear personal boundaries in the workplace by respecting work hours and avoiding after-hours emails. It’s equally important to do regular check-ins on workload to ensure it’s manageable and re-distributing tasks where necessary. Encouraging time off and celebrating downtime with family and friends are also effective methods to maintain a healthy work-life balance, which we encourage at Maybank.

Most importantly, understanding that seeking support from a colleague, manager or mental health professional when needed, is a sign of strength not weakness.

Remember that it is “okay to not be okay”.

At an individual level, prioritising high-impact tasks, setting clear boundaries, and taking regular breaks are essential. Tools like to-do lists or time management apps also aid in staying organised and maintaining focus, and switching off notifications during personal time reinforces a healthy separation between work and life.