share on
From strengthening workplace safety to embedding fair grievance processes, leaders at Tripartite Connect 2025 unpacked the role of empathy, trust, and Singapore’s tripartite model in helping SMEs and large employers alike. Report by Sarah Gideon and Priya Sunil.
At Tripartite Connect 2025, leaders from the government, businesses, and unions emphasised that Singapore’s “secret sauce” for success lies in collaboration – an approach that, in Singapore, is known as tripartism.
Organised by the Tripartite Alliance Limited (TAL), the event brought together business leaders, union representatives, and policymakers to address the evolving challenges of building safe, fair, and progressive workplaces in Singapore.
In his welcome address, TAL Chairman Bob Tan highlighted Singapore’s unique strength in making tripartism work – not by imposing solutions, but by bringing industry and union partners together to openly discuss issues and work towards win-win arrangements. “We all know the outcomes we want, but how to address it is often very difficult to achieve,” he shared.
“Over the years, we’ve learned to work together, make compromises, and find different ways of achieving the right outcome.”
“And it is important for us to do that because if we are able to do it properly, it basically means we will get an engaged workforce and engaged employers. Ultimately, the economy will benefit from that.”
Bob pointed to the Workplace Fairness Act, the Tripartite Guidelines on Fair Employment Practices, and the Tripartite Guidelines on the Re-employment of Older Workers – all developed through extensive discussions, piloted to ensure they were practical, and introduced only once consensus was reached among tripartite partners.
“Some of these were introduced as legislation because we know they would not cause major issues, while others remained as guidelines to enable our businesses to thrive in ways that are often difficult to implement in other countries,” he explained. “So, I think the importance of a safe workforce and progressive employment practices is something we can achieve far better as a tripartite group than if we attempted it individually.”
Concluding his speech, Bob said: “The SME sector sometimes gets lost in our pursuit of what we think is best for the economy – mainly because the owners of small and medium-sized enterprises often lack the infrastructure to introduce institutionalised or formalised ways of doing things.”
“You're so busy trying to make ends meet and keep the business going that sometimes you miss the opportunity. By engaging you, bringing you on board, providing resources, and offering support, we hope to help you become a more responsible employer both in terms of safety and fair employment practices so that your business can thrive.”
Minister of State for Manpower Dinesh Vasu Dash echoed Bob Tan's sentiment, calling progressive practices and workplace safety not just moral imperatives, but competitive advantages.
Delivering the opening address, MOS Dinesh said: “Successful companies are not measured solely by their profitability and operational efficiency, but also their ability to attract and retain talent.”
As employee expectations evolve, he highlighted two important factors for safe, healthy, and progressive workplaces:
- A safer and healthier workplace not only translates to higher workforce productivity but also builds trust and assurance among employees, buyers, and customers – unlocking new opportunities.
- Fair and progressive practices that support diverse employee needs and foster a culture of trust and inclusion are equally vital. These can include flexible work arrangements, age-friendly policies supported by job redesign, and open communication channels.
“Together, these practices create workplaces where employees feel safe, valued and empowered – laying the foundation for stronger employee engagement, culture of trust, higher productivity, and ultimately, business growth.”
On workplace safety and health (WSH), MOS Dinesh cited the Safety Disqualification Framework introduced in 2022 as an example of how good safety is good for business. He urged more service buyers to set clear WSH expectations, uplifting supply chains and industry standards.
Finally, he encouraged more businesses to actively advocate for WSH. “This would not only uplift your supply chains but also create a positive ripple effect on the wider industry.”
“For SMEs, strong WSH performance builds trust, improves productivity, and strengthens their reputation with clients.”
Beyond the prevention of work injuries, he stressed the importance of investing in workforce health. While some may view health as a personal responsibility, workplace factors can significantly influence an individual’s wellbeing – and, in turn, their performance at work.
“A workplace that promotes healthy living improves employee engagement and wellbeing. More importantly, a healthy workforce, where employees are fit and focused, creates a more productive workforce.”
Last year, he noted, close to 150,000 employees benefited from the Workplace Safety and Health (WSH) Council’s Total WSH Programme, with about 90% of respondents gaining useful knowledge and one in three ergonomics workshop participants reporting reduced pain in their daily activities.
To boost participation in the programme, MOS Dinesh announced a discounted group insurance package from the WSH Council and Singlife, aimed at rewarding employers who prioritise their employees’ health and wellbeing with accessible, affordable workplace coverage.
Championing workplace safety as a strategic business driver
Presenting at the event, Kwek Eik Sheng, Group Chief Operating Officer, City Developments Limited (CDL), also underscored that WSH is a core business strategy that is embedded within CDL’s people-centric sustainability approach, and not merely a regulatory compliance exercise.
Strategic integration and measurable benefits
CDL embeds WSH standards into its procurement process from the outset, assessing contractors on safety credentials such as bizSAFE accreditation, rather than cost alone. The company requires clear safety KPIs that align with national benchmarks and active participation in engagement programmes with on-the-ground commitments. This approach has delivered measurable benefits, including fewer project delays, lower insurance premiums, and higher workforce morale, engagement, and productivity.
Partnering with SMEs
Recognising that unique constraints that SMEs face, including limited expertise and manpower, CDL adopts a collaborative approach with SMEs who show genuine commitment, by providing them additional support to improve their WSH standards.
Building a culture through engagement
CDL goes beyond compliance by celebrating safety excellence through annual awards and organising team-building initiatives such as its 5-Star Environmental, Health, and Safety (EHS) Sports Day. These engagements enhance camaraderie while reinforcing safety culture, reinforcing the message that workplace safety should be both a source of pride and a competitive advantage.
As one of the 18 inaugural WSH Advocates recognised at the Singapore WSH Conference 2024, CDL’s message is clear: future-ready partnerships are not defined by cost alone – they demand proven safety credentials and shared values in building a stronger, safer Singapore.
WSH needs to start at the top
During a dialogue on protecting your people and business, moderated by Christopher Koh, General Manager of the WSH Council, four leaders took the stage to share their perspectives on safety as a strategy:
- Abu Bakar Mohd Nor, Chairman, WSH Council
- Ang Yuit, President, Association of Small & Medium Enterprises / Managing Director, The Adventus Consultants
- Shawn Ong, Chief Operating Officer, Galmon (S) Pte Ltd
- Yeo Wan Ling, Assistant Secretary-General (ASG), NTUC / Director of SME Partners and Women and Family, NTUC / Executive Secretary of National Transport Workers’ Union
Abu Bakar emphasised that safety must be integrated into the tripartite framework, not treated as a stand-alone initiative. He outlined the evolution of safety responsibility – from workers (Safety 1.0), to employers (Safety 2.0), to industry via the WSH Council (Safety 3.0), and finally to government through the Multi-Agency Safety and Health Taskforce (Safety 4.0).
Building on this, Shawn stressed that safety is a long-term investment, where prevention saves significantly more than the cost of accidents – both financially and in team morale. He noted that safety culture must be led by example, with leaders demonstrating a genuine commitment to protecting lives. His company, Galmon, reinforces this by prioritising risk assessments, training and engaging employees, and leveraging technology for faster response.
Meanwhile, ASG Yeo underscored NTUC’s proactive approach to workplace safety and health, prioritising both physical safety and mental well-being. She shared that through initiatives like “NTUC In Your Workplace”, NTUC aims to help SMEs build a safe and happy workplace, which in turn fosters a culture of safety and well-being. ASG Yeo noted the importance of corporate culture in supporting flexible work arrangements (FWA) and addressing the needs of senior and female workers, including those experiencing menopause. On this, she noted that many SMEs have taken the lead in adopting progressive and inclusive workplace policies.
Further reinforcing the need for cultural integration, Ang Yuit called for WSH to be embedded into business operations. He pointed to the value of empowering employees, including the authority to stop unsafe work, as a way to improve both safety outcomes and overall business performance.
Building trust through grievance handling
Just as workplace safety must be embedded into operations and championed from the top, so too must fairness and accountability be reflected in how grievances are addressed. One critical yet often overlooked part of HR strategy is grievance handling. With Singapore’s new Workplace Fairness Act intended to be implemented in 2027, all employers with more than 25 employees will be required to have a proper grievance-handling process in place – this would include ensuring employees know how to raise concerns, and maintaining proper records when issues arise.
Against this backdrop, one panel turned the spotlight on a critical – yet often underestimated – part of workplace fairness: effective grievance handling.
Grievances reported to the Tripartite Alliance for Fair and Progressive Employment Practices (TAFEP) today range from issues with supervisors, colleagues, or work arrangements, to more serious matters like workplace discrimination or harassment. “Often, when we engage the companies involved, we find that many of these grievances stem from poor communication or misunderstandings,” shared Faith Li, General Manager, TAFEP, while moderating this conversation.
“Without a trusted internal channel, employees may feel unheard and resort to going to external bodies – or even to social media – to have their concerns addressed,” she added.
Faith was joined by panellists Aileen Tan, Group Chief People and Sustainability Officer, Singtel Group; Charles Ho, Managing Director, On Cheong Company Pte Ltd; Tan Dengqi, Director, Call Lade Enterprises Pte Ltd, and ASG Yeo to unpack insights into the importance and implementation of grievance handling processes.
Why grievance processes matter
For SMEs and larger organisations alike, grievances often start small: disagreements over schedules, task allocation, or reporting structures. But without proper channels, minor issues can escalate into significant disputes.
Faith went on to highlight the broader value of effective grievance handling: “When employers implement a proper grievance handling process and employees trust the channel, workplace grievances can be addressed early. This helps to foster a more harmonious and respectful environment."
The panel agreed that a formal grievance process does more than manage conflicts – it builds trust, reduces turnover and disruption, supports retention, and ultimately provides the stability that forms the foundation for business growth and scaling.
It could, in some instances, also highlight gaps in policies or processes that need improving.
ASG Yeo highlighted the role of unions in bridging this gap: “One underrated resource that SMEs can tap on is our union leaders serving as branch officials. In unionised companies, they serve as a vital and trusted bridge between management and workers. They can help interpret company policy in a way that’s relatable to workers and can resolve many issues before they escalate.”
Training line managers to spot and resolve grievances
For SMEs, building an effective grievance-handling process often starts with line managers. With fewer layers of hierarchy, these leaders are typically able to spot potential issues early on. Dengqi emphasised a structured approach: First, he shared, employees need to know the channels available – hotlines, feedback apps, email. Next, train HR and supervisors through webinars, courses, and role-playing exercises.
Charles added practical examples: Even something as simple as lunch break allocations can spark a quarrel. But with trained line managers, these disputes can be addressed calmly and fairly, preventing bigger problems later.
In that vein, Charles pointed out:
“To me, ‘SME’ has a slightly different meaning – ‘small means empathetic’. Often, bosses are close to their employees, which makes resolving issues easier.”
He added that most importantly, leaders must be good listeners. “Resolution comes before results. If you’re not a good listener and instead just impose your authority, that won’t solve problems.
"You need to listen, analyse, then go back and engage with employees, clarifying what might have been missed and working together as one unit to resolve issues."
On Aileen’s end, one of the measures put in place is protection – creating a psychologically safe space for employees to raise grievances. She elaborated: “During investigations, employees are assured they will be protected from any form of retaliation, which is critical to making them feel safe.”
The organisation also trains its people to approach grievance handling factually – stressing that decisions should never be based on opinions or feelings, but on evidence. This, Aileen added, ensures the process is fair and credible.
One thing that was affirmed by the panellists was: Whether you’re a big organisation or a small one, the tone from the top really matters. What leaders stand for in areas like grievance handling sets the benchmark for the entire organisation.
The panellists also emphasised that trust is equally important. Employees may raise issues – big or small – but at the end of the day, they must believe the system is fair, that their concerns will be addressed appropriately, and that matters will be handled consistently. That trust is critical.
Advice for SMEs implementing grievance processes
Wrapping up the session, Faith distilled the discussion into “Five Cs”:
- Compliance: Implement grievance procedures in line with the Workplace Fairness Act.
- Capability: Train HR, supervisors, and line managers to identify and address grievances promptly.
- Communication: Make grievance channels known and accessible.
- Confidence: Build trust in the fairness and transparency of the system.
- Company Success: Fair employment practices support business growth and long-term success.
“Ultimately, embedding a robust grievance handling process is not just about meeting regulations. It’s about creating workplaces where employees feel heard, respected, and safe – which in turn drives engagement, retention, and success.”
Ensuring comprehensive support for enterprise and workforce development
In the final session of the day, Alvin Soo, Senior Business Manager, SME Centre@ASME, outlined how the Centre supports SMEs through tailored advisory, diagnostics, and capability workshops in marketing, human capital, and business growth.
Alvin highlighted the importance of not only recruiting talent but also nurturing and retaining employees as a critical driver of business growth. He further outlined key takeaways, including the use of salary benchmarking through comparison calculator, compa-ratio analysis, structured employee engagement approaches, and the application of the talent development model.
Key programmes include the Enterprise Development Grant, offering up to 50% funding for projects in marketing, strategy, finance, human capital, and service expertise; and the Company Training Committee Grant, with up to 70% funding for enterprise and workforce transformation tied to measurable employee and productivity outcomes.
Conclusion
All in all, the sessions at Tripartite Connect 2025 made one thing clear: workplace safety, progressive practices, and effective grievance handling are not isolated HR checkboxes – they are interconnected pillars of trust, resilience, and long-term competitiveness. For SMEs, embedding these principles into daily operations doesn’t just prevent problems; it strengthens relationships, boosts morale, and positions businesses for sustainable growth.
By listening with empathy, acting with fairness, and partnering across the tripartite spectrum, employers can create workplaces where people thrive – and when people thrive, so does the business.
The Tripartite Alliance for Fair and Progressive Employment Practices (TAFEP) and the Workplace Safety and Health (WSH) Council are agencies under the Tripartite Alliance Limited (TAL), which was established in 2016 by the tripartite partners — the Ministry of Manpower, National Trades Union Congress, and Singapore National Employers Federation — to build safe, progressive and harmonious workplaces across Singapore.
TAFEP provides resources to help employers and HR professionals keep abreast of HR best practices, while the WSH Council provides resources to help companies build a healthy workforce and safe workplace. Visit tafep.sg and wshc.sg respectively to find out more.
Image / Provided by TAL
share on
