SCAL Leading the Way with Safety Time-Outs (STOs): A Holistic Approach to Workplace Well-Being
Chang Hua and Wee Hur Construction Share Insights on Implementing the Total WSH Framework
The greatest weapon against stress is our ability to choose one thought over another. – William James
Starting the Conversation: The Growing Need for Mental Health Support in Construction
The construction industry is no stranger to high pressure. Deadlines, safety risks, and long hours can take their toll—not just on the body but on the mind too. It’s time to rethink what “safety” really means. Sure, helmets and harnesses are non-negotiable, but so is mental well-being. Why? Because stress and fatigue can lead to poor decisions, and poor decisions can lead to accidents.
Recognising the link between mental health and safety, initiatives in Singapore are redefining how the industry approaches workforce well-being.
Spotlight on Mental Health in the Total WSH Framework
Mental health is now a core pillar of the Total Workplace Safety and Health (WSH) Framework. Developed collaboratively by the Ministry of Manpower (MOM), Workplace Safety and Health Council (WSHC), WSH Institute (WSHI), and The Health Promotion Board (HPB) the framework aims to mitigate issues such as fatigue and stress, which can have serious implications on safety and productivity. This mental health focus is an integral component, grounded in the understanding that a mentally healthy workforce is better equipped to perform safely and effectively.
“Mental well-being is like the software that keeps a safety system running smoothly. If it’s compromised, the entire system’s integrity—and ultimately the safety of our teams—is at risk,” explains Joseph Chua, SCAL WSH Committee Workgroup Lead.
The framework is designed around the A-I-M-E model—Assessment, Intervention, Monitoring, and Evaluation. This systematic approach helps companies gauge their teams' mental health, implement targeted interventions like counselling and stress management programmes, and continuously adjust these supports as needed.
Case Studies: Enhancing Mental Health and Safety through Safety Time-Out and Total WSH
Case Study: Chang Hua Construction Pte Ltd
Chang Hua Construction has integrated both the STO and Total WSH framework into its operations, with a focus on mental health initiatives. WSH Manager Lawrence Yap shares that participating in SCAL's first STO initiative was a way to emphasise their commitment to safety and foster employee engagement. “We invite not just our employees but also clients and consultants to join the STO, creating a culture of safety,” he explains. Since initiating STOs, they’ve observed a reduction in incidents, with zero injuries reported.
Building trust has been key—our employees now truly feel they belong and know their well-being matters. It’s this trust that makes all the difference. - Lawrence Yap, WSH Manager, Chang Hua Construction.
To support mental well-being, Chang Hua implemented the iWork Health Survey, which highlighted areas where employees needed more support. Through external mental health training, the company addressed an initial challenge: reluctance among workers to speak up. The training helped both employees and managers feel more comfortable discussing stress, contributing to a decrease in absenteeism. “It’s all about building trust,” says Lawrence. “Our employees now have a sense of belonging, knowing that their well-being matters.”
Case Study: Wee Hur Construction Pte Ltd
At Wee Hur Construction, safety is woven into the fabric of their workplace culture. According to Morgan Sangaran, Wee Hur’s Environment, Health, and Safety Manager, the company has made a deliberate shift to prioritise both physical and mental well-being, with transformative results. “STOs allow our workers to bring forward ideas and concerns, making them feel more connected to leadership, says Morgan. “This two-way communication has fostered trust and a sense of ownership among employees, contributing to a significant drop in incident rates.”
To strengthen their mental health initiatives, Wee Hur began conducting workforce assessments to identify common stressors, including workload pressures and challenging deadlines. These insights informed practical interventions:
Regular “Tool Box” Meetings: These sessions became platforms for open dialogue, where workers could share challenges and management could provide reassurance or solutions.
Team Workouts: Physical activity was incorporated into the workday as a stress reliever and team-building exercise.
Expert Advice: Inviting medical professionals to educate workers on mental health provided employees with actionable tools to manage stress, while also normalising conversations around mental health.
While gaining initial management buy-in required persistence, Morgan highlights how the shift has paid off:
Mental health is now a priority. The workforce is more engaged and productive, so it’s a win-win for everyone. - Morgan Sangaran, Environment, Health, and Safety Manager, Wee Hur.
Today, Wee Hur’s efforts have enhanced employee satisfaction and elevated productivity and safety standards. By tackling mental health head-on, they’ve proven that prioritising well-being doesn’t just benefit employees—it drives business success too.
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Lian Beng Group is one of Singapore's major home-grown construction groups with integrated civil engineering and construction support capabilities. Since 1973, we have been providing our construction expertise through the construction of residential, industrial, commercial and infrastructure projects. Apart from Construction, the Group also engages in Property Development, Investment Holding, Dormitory and Ready-mix Concrete business. We look forward to creating a sustainable living environment for our future generations.
Insights from the SCAL Total WSH Workgroup: Why Mental Health Matters
Joseph Chua, the workgroup lead for Total WSH in SCAL, shared that the workgroup was formed to bring attention to the mental side of workplace safety. Especially in construction, where long hours and high pressure can lead to burnout and distractions.
Recognising the challenge of balancing safety programmes with business demands, SCAL provides companies with resources, workshops, and networking opportunities to implement Total WSH affordably and effectively.
Chua shared that assigning staff to manage TWSH does not equate to increased overheads. Selection of appropriate staff to champion TWSH initiatives as a secondary dual role would address the overhead concern and foster the ‘Care for worker’ culture in the organisation, thus enhancing the sense of belonging and reducing turnover.
However, Chua also points out that companies need to be mindful when implementing mental health programmes. “It’s about setting a balanced message: we care about your well-being, but this care needs to be used responsibly.”
As the industry automates, SCAL aims to remind employers that people are still central to the process. “Technology can’t replace the value of well-supported employees who feel physically and mentally secure,” he says. “Without your workforce, your business is nothing.”
Key Takeaways: Supporting Mental Health for a Safer Workplace
The experience of companies that have embraced STO and Total WSH demonstrates the positive impact of prioritising mental health in safety practices. Companies report improvements not only in safety outcomes but also in team cohesion, engagement, and reduced absenteeism.
These companies offer important lessons:
Engage from the Top Down: Support from management is crucial for a comprehensive safety culture.
Encourage Open Dialogue: Allowing workers to express their challenges promotes trust and reduces stress.
Provide Mental Health Resources: Programs like counselling and stress management workshops can enhance focus and reduce the risk of incidents.
Balance Care with Accountability: Communicating a balanced message helps employees understand the value of support while fostering responsible use of resources.
Wrapping Up: Building a Healthier, Safer Future through Total Well-Being
Programmes like STO and Total WSH show that prioritising mental health isn’t just the right thing to do—it’s smart business.
Companies are encouraged to explore the mental health resources within Total WSH and to create a culture where well-being is seen as a foundation for safety. By focusing on both physical and mental resilience, the construction industry can build a safer, more supportive environment that benefits everyone involved.
After all, a workforce that feels valued and supported is not just safer but also more productive and engaged.