Re-imagining Healthy Workplaces in Asia

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A PATHw Regional Round Table

INTRODUCTION: Tyler Thorpe Senior Consultant, Great Place To Work


SESSION 1: Into The Looking Glass: Key Issues & Challenges

MODERATOR: Julien Remond, CEO, Awakened Mind

In support of Migraine Awareness Week, leaders will discuss the economic burden, top issues and challenges when it comes to migraine and mental health.

Economic Burden of Migraine in Singapore

Speaker: Dr. Eric Finkelstein, Professor of Health Services and Systems Research Program Duke-NUS Medical School, Singapore

Over 600 people with migraine in Singapore took part in this nationwide study that aims to quantify the economic cost of migraine among full-time employees in Singapore. The study looks into factors such as healthcare expenses and loss in productivity, due to missed work days or impacts on capacity to carry out daily jobs. According to this study, migraine cost the city state SGD $1.04 billion in 2018.

Impact of migraine on workplace productivity and monetary loss: a study of employees in banking sector in Malaysia

Speaker: Associate Professor Dr Ivy Chung, Deputy Dean of Health & Wellbeing Research Cluster Universiti Malaya, Malaysia

This is the first study from any Asian countries to report the prevalence of migraine among workers in the banking sector. This study highlights the impact of migraine on work productivity and the substantial monetary loss attributed to not only absenteeism, but more importantly to presenteeism. This study also highlights the unmet needs in migraine management among employees at workplace.

Migraine & Mental Stressors In the Workplace

Speaker: Associate Professor Dr. Wan Aliaa, Neurologist & Associate Professor at Faculty of Medicine & Health Sciences, Universiti Putra Malaysia

Migraine and mental health issues can have direct impacts on employee health and productivity. In this segment, a neurologist will give an overview of migraine, the key mental health issues that affect employees, and the impacts that they bring. The segment will also cover trigger factors to help employers identify and prevent them, as well as solutions or initiatives that can help employees manage these impacts.

New Ways of Seeking Treatment – A Philippines experience

Speaker: Dr Rosalina Picar, Philippine Neurological Association, President

In light of the pandemic, there is a profound shift in the way we manage healthcare, considering many people are remotely working and social distancing. The speaker will share the key issues that affect how people manage their health and consult neurologists in light of the pandemic. She will also share new ways of seeking treatment in the new normal, including best practices on managing consultations.


SESSION 2: The Way Forward – Towards Healthier Workplaces

MODERATOR: Dr Gia Sison, Occupational Health Expert and CNN Philippines host

Speakers from different industries will share perspectives and solutions on how we can effectively adapt to the new normal and new ways of working. The panel will also discuss how we can collaborate, including sharing ideas and resources, and leveraging innovation to mitigate harmful effects of the pandemic on workplace health, and to tackle issues like the impact of migraine on employee health. 

Breaking the stigma around migraine in the workplace

Speaker: Azrul Mohd Khalib, Chief Executive, Galen Centre for Health and Social Policy, Malaysia

Chronic migraine sufferers can experience significant social stigma in the workplace, which can be damaging to their health. In this segment, Azrul will highlight the issue of migraine stigma and discrimination in the workplace, as well as propose tips and solutions that companies can roll out to break this stigma and ensure mental wellness in the workplace.

Leveraging technology for a healthier workplace

Speaker: Jonathon Dixon, Head Enterprise Business Segment, Asia Pacific & Japan, Amazon Web Services

For billions of people, the way we work has rapidly changed as COVID-19 has created new risks, barriers and other challenges. Many companies have quickly moved to maintain safety for employees and customers in order to continuing to operate, providing important services to the public and jobs for employees. This segment will examine the role technology has played in this shift, and look at the way companies have used technology to quickly adapt to changing circumstances.

Adapting to the new normal & new ways of working

Speaker: Dr. Ethan Lim,Head, Clinical & Wellness, Cigna Singapore

COVID-19 has caused far-reaching effects on employee well-being changed the way we work. In this segment, hear how COVID-19 has altered working environments and processes in large companies, and the organisational initiatives that HR leaders can roll out to limit work disruption, improve communication and promote healthier environments, especially when working across multiple teams, and business functions.

Strategizing a well-being programme for employees in the new normal

Speaker: Marla Arnall Senior Principal, Asia Consulting Leader, Mercer

Designing a holistic well-being programme and benefits is not an easy task for employers, having to cater to different needs, demographics and behaviours. However, it has become more important than ever, especially in light of the pandemic. This segment will cover the steps, considerations and tips that go into planning, designing and rolling out effective programmes and initiatives for employees to improve their mental and physical health in the workplace.

Reimagining healthy workplaces in Asia

Speaker: Leonhard Schaetz, Novartis Global Market Access Director

Leonhard Schaetz concludes the discussion with a presentation on role-modelling work through home programmes and initiatives, and remote patient consultations to promote healthier work environments and help people adapt to the new normal.

CLOSING REMARKS: Mathias Domineg, Deputy Head of Mission, Swiss Embassy Philippines

The data science behind this list from Great Place To Work®

Great Place To Work® has been surveying employees around the world about their workplace experiences for 30 years. We have developed a set of themes and metrics that not only predict whether employees feel their workplace is great, but predict retention, agility, and overall business success.  

Using our proprietary Trust Index™ survey, we measure the core of what we know creates great workplaces — key behaviors that drive trust in management, connection with colleagues, and loyalty to the company.  

The survey enables employees to share confidential quantitative and qualitative feedback about their organization’s culture by responding to 60 statements on a five-point scale and answering two open-ended questions.

Employees tell us whether leaders are accessible, communicate honestly and clearly, and if their actions match their words. They tell us whether they feel respected as individuals, if they receive training benefits, appreciation, support for their well-being and opportunities to contribute. They tell us whether they believe their company is fair related to pay, profits, promotions, recognition, favoritism and opportunities. They tell us if they are proud of their work, their team, and their company, and if they feel they make a difference and their work is meaningful. And they tell us whether they enjoy the people they work with, feel cared for and can be themselves.  

List rankings are based on this employee feedback, which we analyze to determine the extent to which this experience is shared by the full workforce. Great Place To Work measures the differences in survey responses across demographic groups and roles within each organization to assess both the quality and consistency of the employee experience. Statements are weighted according to their relevance in describing the most important aspects of an equitable workplace. 

The best companies create great work experiences not just for management, but also for their part-time employees on the front lines, for those who’ve just joined and those who’ve spent their whole career there, for every race and ethnicity, gender, neurotype, or other demographic in the organization – we look at it all. Companies with the broadest set of employees who report positive workplace experience receive the highest rankings on lists.

In addition to analyzing employee feedback, for National List’s for companies in the Medium and Large size categories, we also consider what a company can tell us about their programs and workplace strategy. Each company also answers six essay questions that provide greater insight into how, and why the organization is great for all people. Responses are rigorously evaluated and cross-reviewed according to Great Place To Work’s research-driven criteria. From what companies share in datapoints and essays, we identify the organizations that offer the most generous, caring and innovative cultures that reflect a genuine commitment to meet the diversity of their people’s needs inside and outside the workplace as validated by what employees themselves report in survey results.
Where an industry list is being revealed (i.e. Healthcare, Technology) additional information provided from an organization in the form of a culture audit will not be considered; rather we analyze employee feedback from the Trust Index survey with the above methodology.

Because employee feedback drives these rankings, surveys must meet strict requirements for how they are distributed and the percentage of employees who respond to ensure they accurately represent honest feedback from the company’s full population. To be eligible for the list, companies must be Great Place To Work Certified™, have 10 or more employees in the country they are being Certified, and be operating in the industry relevant to a specific Industry list if applicable (i.e. Healthcare, Technology). If categories are being listed within a National list, category break downs are as follows: Companies with 10-29 people were considered for the Micro category; those with 30 to 99 people for the Small category; companies with 100 to 999 employees were considered for the Medium category; and those with 1,000 or more for the Large category. Some lists in certain countries may combine categories in which case that will be specified in the list breakdown.
While essay responses provide important context for rankings, only survey data can garner a list placement.

The data science behind this list from Great Place To Work®

Great Place To Work® has been surveying employees around the world about their workplace experiences for 30 years. We have developed a set of themes and metrics that not only predict whether employees feel their workplace is great, but predict retention, agility, and overall business success.  

Using our proprietary Trust Index™ survey, we measure the core of what we know creates great workplaces — key behaviors that drive trust in management, connection with colleagues, and loyalty to the company.  

The survey enables employees to share confidential quantitative and qualitative feedback about their organization’s culture by responding to 60 statements on a five-point scale and answering two open-ended questions.

Employees tell us whether leaders are accessible, communicate honestly and clearly, and if their actions match their words. They tell us whether they feel respected as individuals, if they receive training benefits, appreciation, support for their well-being and opportunities to contribute. They tell us whether they believe their company is fair related to pay, profits, promotions, recognition, favoritism and opportunities. They tell us if they are proud of their work, their team, and their company, and if they feel they make a difference and their work is meaningful. And they tell us whether they enjoy the people they work with, feel cared for and can be themselves.  

List rankings are based on this employee feedback, which we analyze to determine the extent to which this experience is shared by the full workforce. Great Place To Work measures the differences in survey responses across demographic groups and roles within each organization to assess both the quality and consistency of the employee experience. Statements are weighted according to their relevance in describing the most important aspects of an equitable workplace. 

The best companies create great work experiences not just for management, but also for their part-time employees on the front lines, for those who’ve just joined and those who’ve spent their whole career there, for every race and ethnicity, gender, neurotype, or other demographic in the organization – we look at it all. Companies with the broadest set of employees who report positive workplace experience receive the highest rankings on lists.

In addition to analyzing employee feedback, for National List’s for companies in the Medium and Large size categories, we also consider what a company can tell us about their programs and workplace strategy. Each company also answers six essay questions that provide greater insight into how, and why the organization is great for all people. Responses are rigorously evaluated and cross-reviewed according to Great Place To Work’s research-driven criteria. From what companies share in datapoints and essays, we identify the organizations that offer the most generous, caring and innovative cultures that reflect a genuine commitment to meet the diversity of their people’s needs inside and outside the workplace as validated by what employees themselves report in survey results.
Where an industry list is being revealed (i.e. Healthcare, Technology) additional information provided from an organization in the form of a culture audit will not be considered; rather we analyze employee feedback from the Trust Index survey with the above methodology.

Because employee feedback drives these rankings, surveys must meet strict requirements for how they are distributed and the percentage of employees who respond to ensure they accurately represent honest feedback from the company’s full population. To be eligible for the list, companies must be Great Place To Work Certified™, have 10 or more employees in the country they are being Certified, and be operating in the industry relevant to a specific Industry list if applicable (i.e. Healthcare, Technology). If categories are being listed within a National list, category break downs are as follows: Companies with 10-29 people were considered for the Micro category; those with 30 to 99 people for the Small category; companies with 100 to 999 employees were considered for the Medium category; and those with 1,000 or more for the Large category. Some lists in certain countries may combine categories in which case that will be specified in the list breakdown.
While essay responses provide important context for rankings, only survey data can garner a list placement.

The data science behind this list from Great Place To Work®

Great Place To Work® has been surveying employees around the world about their workplace experiences for 30 years. We have developed a set of themes and metrics that not only predict whether employees feel their workplace is great, but predict retention, agility, and overall business success.  

Using our proprietary Trust Index™ survey, we measure the core of what we know creates great workplaces — key behaviors that drive trust in management, connection with colleagues, and loyalty to the company.  

The survey enables employees to share confidential quantitative and qualitative feedback about their organization’s culture by responding to 60 statements on a five-point scale and answering two open-ended questions.

Employees tell us whether leaders are accessible, communicate honestly and clearly, and if their actions match their words. They tell us whether they feel respected as individuals, if they receive training benefits, appreciation, support for their well-being and opportunities to contribute. They tell us whether they believe their company is fair related to pay, profits, promotions, recognition, favoritism and opportunities. They tell us if they are proud of their work, their team, and their company, and if they feel they make a difference and their work is meaningful. And they tell us whether they enjoy the people they work with, feel cared for and can be themselves.  

List rankings are based on this employee feedback, which we analyze to determine the extent to which this experience is shared by the full workforce. Great Place To Work measures the differences in survey responses across demographic groups and roles within each organization to assess both the quality and consistency of the employee experience. Statements are weighted according to their relevance in describing the most important aspects of an equitable workplace. 

The best companies create great work experiences not just for management, but also for their part-time employees on the front lines, for those who’ve just joined and those who’ve spent their whole career there, for every race and ethnicity, gender, neurotype, or other demographic in the organization – we look at it all. Companies with the broadest set of employees who report positive workplace experience receive the highest rankings on lists.

In addition to analyzing employee feedback, for National List’s for companies in the Medium and Large size categories, we also consider what a company can tell us about their programs and workplace strategy. Each company also answers six essay questions that provide greater insight into how, and why the organization is great for all people. Responses are rigorously evaluated and cross-reviewed according to Great Place To Work’s research-driven criteria. From what companies share in datapoints and essays, we identify the organizations that offer the most generous, caring and innovative cultures that reflect a genuine commitment to meet the diversity of their people’s needs inside and outside the workplace as validated by what employees themselves report in survey results.
Where an industry list is being revealed (i.e. Healthcare, Technology) additional information provided from an organization in the form of a culture audit will not be considered; rather we analyze employee feedback from the Trust Index survey with the above methodology.

Because employee feedback drives these rankings, surveys must meet strict requirements for how they are distributed and the percentage of employees who respond to ensure they accurately represent honest feedback from the company’s full population. To be eligible for the list, companies must be Great Place To Work Certified™, have 10 or more employees in the country they are being Certified, and be operating in the industry relevant to a specific Industry list if applicable (i.e. Healthcare, Technology). If categories are being listed within a National list, category break downs are as follows: Companies with 10-29 people were considered for the Micro category; those with 30 to 99 people for the Small category; companies with 100 to 999 employees were considered for the Medium category; and those with 1,000 or more for the Large category. Some lists in certain countries may combine categories in which case that will be specified in the list breakdown.
While essay responses provide important context for rankings, only survey data can garner a list placement.