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HR leaders from Aqua Restaurant Group, Dr. Martens, New World Development Company, and Haitong International Securities Group, discuss the need for continuous innovation and adaptation in wellbeing to meet the evolving needs of employees.
In times of uncertainty, employee wellbeing is a crucial element in building organisational resilience.
At the recent #InspireHR 2025 conference, HRO's annual event in Hong Kong bringing together over 200 delegates, a panel discussion moderated by Joey Chung, Group Head of Human Resources at Haitong International Securities Group, featured the following panellists for a lively conversation:
- Theresa Sham, Human Resources Director at Aqua Restaurant Group
- Kris Lui, Vice President, Human Resources, APAC at Dr. Martens
- Fanny Lau, Head of HR & Administration at New World Development Company
(moderator and panellists all pictured above, L-R)
Working in a high-pressure hospitality industry, Sham shared vivid examples from her restaurant operations, where long shifts, irregular hours, and physical demands contribute to both physical and mental exhaustion.
To tackle burnout, she emphasised that “prevention is more important than reaction”, highlighting her company’s initiatives such as five-day workweeks, paid breaks between shifts, and flexible contracts tailored to individual needs – including new mothers and part-time staff with other passions.
Lau further stressed the importance of knowing your customer – your employees. She cautioned against treating wellbeing programmes as rigid policies or HR checkboxes, advocating instead for initiatives based on employee preferences.
“Our HR job is not to do like a chatbot, but really to do something valuable for our employees. Really know your customers and try to deliver what they want – that is very important,” she said.
Lui resonated, and added a strategic lens, urging HR leaders to avoid overwhelming employees with a “laundry list” of wellness activities.
She encouraged a holistic, rotating approach across the eight dimensions of wellness – physical, emotional, social, occupational, intellectual, financial, spiritual, and environmental.
The panel agreed that engagement must start at the top. Lau shared how her company involves C-suite leaders and department heads in wellness activities, while Lui emphasised that if leaders don’t support it, don’t force it – instead, align wellness with business goals and create environments where leaders can model wellbeing through fun and authentic experiences.
Looking ahead, Lau expressed excitement about the intersection of AI and wellbeing, noting how tools like Copilot can boost productivity but may also raise new mental health considerations.
Sham added that leaders must role model healthy boundaries with technology: “We encourage our team, especially managers and leaders, to be role models – to switch off during holidays, both mentally and physically.”
Lui closed with a powerful recommendation: Positive Intelligence. She explained how identifying personal “saboteurs” – internal stress triggers – and shifting to a “sage” mindset can help individuals and teams manage stress proactively.
The panel believed, even during times of company restructuring or big changes, HR can – and should – continue to take care of employee wellbeing through transparency and empathy.
Chung concluded: “As HR professionals, we need to remain positive during periods of restructuring or major organisational changes. Whenever there are new policies or company updates, employees come to us first. How we position ourselves matters. Be positive, stay calm, and then we can navigate change together.”
Lead image / HRO
Are you an HR leader passionate about sharing your insights with the community? We’re always on the lookout for thought leaders to join our speaker lineup and inspire fellow professionals. If you’re keen to contribute your expertise, connect with Kery Tuah at keryt@humanresourcesonline.net to explore exciting speaking opportunities.
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