Kathy is a highly versatile manager with over 20 years of experience across various industries, with a global perspective. She is a strong advocate in equality and social justice – promoting women and other under-represented minorities in the IT, Life Sciences and more recently, in Maritime industry, through designing and implementing various diversity and inclusion programs. At Lloyd’s Register, she works with senior business leaders in Asia to strengthen LR’s accountability and capability in their diversity and inclusion efforts, enable equality of opportunities and foster a culture of inclusion where all colleagues can bring their authentic selves to the workplace.
We are delighted that Kathy will be speaking in Singapore as part of our Asia summit. We caught up with her to see how she’s feeling in the runup to the event.
Hi Kathy, we are thrilled that you will be speaking at the Wellbeing at Work Asia Summit in March. Our first and most important question is, how are you doing today?
As I write this blog, I’m glad to see the end of February. The beginning of each year is typically the busiest as we plan and operatize our strategy. Additionally, world politics also had an impact on the workforce as seen in the January’s U.S. President Executive Orders, namely in DEI cancellation.
As a leader based in the region, what are the main challenges you are facing when it comes to employee wellbeing and mental health?
Employee wellbeing and mental health have become critical areas of focus for leaders globally for a sustainable workforce. The APAC region presents its own unique set of challenges due to cultural, societal, and economic factors. The cultural stigma around mental health whereby mental health issues is still considered taboo and discussing them openly is often avoided. Impact: Employees may fear being judged or experiencing negative consequences if they acknowledge struggles with mental health. On top of that, many APAC countries have workplace cultures that emphasize long working hours, high productivity, and “presenteeism” (being physically present at work even when unwell). Impact: This can lead to burnout, stress, and physical health issues, as employees feel pressured to prioritize work over their personal and mental wellbeing. In a region with multiple languages and dialects, communicating effectively about mental health can be difficult. The terminology and phrasing may not always translate well or carry the same meaning. Impact: Miscommunication or lack of understanding can hinder employees from engaging with available resources.
What strategies have you seen developing over the past 6 months, both internally and externally, that are moving the dial on wellbeing in the workplace?
I have seen the following effectively implemented – leaders being vulnerable and sharing about their struggles which impact their mental health and wellbeing. Such open communication normalises mental health and foster a supportive culture. Adopting flexible working arrangements and setting boundaries to reduce burnout is yet another initiative to promote work-life balance. In this region, Australia leads by having a law which allow employee to disconnect and rest by not taking work related calls/messages after a certain time. Partnering with mental health professionals and organizations to provide credible support and training. And lastly, regularly survey employees to understand their needs and adjust wellbeing programs accordingly as a form of measurement and feedback loop.
Why is employee wellbeing so important to you personally?
I have seen the consequences of not addressing employee wellbeing in terms of high absenteeism, low engagement and hence, low productivity throughout my career working in corporations. Often, I reflect on how all these can be abated by being sincere, kind and a genuine care towards the individual. My role in the People team as the DEIB Director, further solidifies my belief in the power of wellbeing initiatives, through providing better support, resources and community building.
What impact is AI having in your organization and how are you managing that?
AI is playing a crucial role in driving innovation, improving efficiency, and enabling sustainable outcomes in the built environment which Arcadis operates in. Through AI, enhanced decision-making is an outcome as AI tools are enabling Arcadis to analyze large volumes of data to make better and faster decisions. Predictive analytics powered by AI helps Arcadis anticipate future challenges, such as climate risks or traffic congestion, allowing more proactive and sustainable designs. AI-powered project management tools increase efficiency by automating routine tasks, streamlining workflows, and improving collaboration across teams. AI is being deployed to model and analyze the environmental impact of projects, making it easier to find sustainable alternatives and reduce carbon footprints. For example, AI enables Arcadis to simulate energy-efficient building designs or optimize water management systems for cities.
Other than AI, are there any challenges that you are seeing for the first time and how are you addressing them?
One of the challenges that I see is the speed and frequency of changes which have an impact on businesses and hence, the work force. Such volatility – be it international relations, trade tariffs, supply chain constraints, climate changes etc. require a agile workforce to pivot. Core emerging skills like adaptability, resilience, creativity and agility would be required of employees going forth.
What areas do you think employers should be focused on over the next 12 months?
For all employers, success depends on its people. The priorities should be building a diverse, inclusive, and future-ready workforce. Some of focus areas which employers are already focus on: Upskilling and Reskilling – Equip employees with digital, sustainability, and leadership skills to meet evolving demands. Diversity, Equity, and Inclusion (DEI) – Continue fostering an inclusive culture by recruiting and retaining diverse talent and creating pathways for equitable career growth. Employee Wellbeing – Invest in mental health and wellbeing initiatives to support employees and enhance productivity. All these efforts are to unlock the potential of human capital whereby a highly skilled and motivated workforce is critical to delivering high-quality services and maintaining a company’s reputation as an employer of choice.
Do you feel that investment in employee wellbeing in the region is increasing or decreasing and is that a direct reflection on HR leaders’ increasing ability to demonstrate effective returns of their strategies to leadership?
Employee Well being is certainly increasing within the APAC region. The fact that we have this Well Being Summit annually, attracting both corporates as well as NGOs and community leaders demonstrates the keen interest to promote good health and well being for the sustainability of the workforce. This is one of the UN SDG principles.
Kathy will be speaking in Singapore at the Wellbeing at Work Summit Asia. Further details on the Summit can be found here.
