Introduction Workplaces are not just spaces for economic activity, but environments that shape health and well-being. People spend much of their waking hours at work, making it a powerful determinant of mental health. Supportive workplaces can provide stability, identity, and social connection; conversely, environments marked by discrimination, high pressure, or silenced discussions around mental health can create significant challenges. In 2022, approximately 60% of the global population was employed, and about 15% of working-age adults experienced mental disorders or other mental health conditions. Mental health within institutional settings has recently gained attention, especially after the coronavirus disease (COVID-19) pandemic. During its first year of the pandemic, rates of depression and anxiety increased by over 25%, affecting nearly 1 billion people. These figures underscore the scale of the issues and highlight how stigma and cultural expectations often discourage employees from disclosing their struggles. Unless these barriers are addressed, mental health will remain an invisible burden among the “working-age group,” with far-reaching costs for organizations and the economies. Understanding Organizational Challenges Stigma is one of the most persistent barriers to mental health in the workplace. Individuals from Generation Z, Millennials, caregivers, and historically underrepresented groups often experience increased mental health challenges and may be more comfortable discussing them. However, comfort does not always translate into action. A 2025 national survey found that half of employees worry about losing their job if they discuss mental health at work. Stress and anxiety, while natural responses to pressure, are often misunderstood. Frequent or intense stress can contribute to mental health conditions. These early signs are often overlooked and treated as temporary consequence of fluctuating workloads rather than signals of developing mental health issues. Organizational practices may contribute to the stigma. Many companies provide full coverage for physical health but treat psychological care differently, often offering limited or no support. Unlike physical conditions, mental health is not as easily visible, which leads to it being overlooked. Moreover, expressions of mental health issues can differ significantly across cultures, making recognition more challenging. Cultural Burdens Cultural and belief systems in Asia and the Pacific strongly shape perceptions of mental health. Asian cultures often emphasize reticence about personal matters. Employees may hesitate to disclose their own mental health problems due to concerns about being seen as unproductive and dissatisfied. The fear of "losing face" and potential job loss discourages open discussion. Mental illness is closely linked to social values with moral implications. In some contexts, such as education, teachers experiencing mental health issues may face blames for affecting students. Stigma can persist once a person is perceived as having a mental health condition, discouraging them from seeking help. In some workplaces, mental health is downplayed as “stress” — framed as a normal, manageable part of daily life rather than a legitimate medical concern. Cost of Unaddressed Mental Health Challenges Neglecting workplace mental health has profound consequences. Employees may experience absenteeism (loss of working days) or presenteeism (being present but not productive). Anxiety and depression alone cause more than 12 billion lost working days annually, costing the global economy around $1 trillion. Poor mental health fuels a vicious cycle of disease and disability. Unaddressed conditions increase susceptibility to noncommunicable diseases such as cardiovascular disease, weaken immunity, and raise the risk of communicable diseases. This can lead to long-term disability, escalating healthcare costs and financial pressures borne not only by individuals, organizations, and governments. Studies show improved mental health coverage reduces long-term disability claims related to mental disorders. At the corporate level, poor mental health drives high staff turnover, increasing recruitment and training costs. Remaining employees may disengage, diminishing creativity, collaboration, and innovation. Recognizing mental health as a core workplace issue transforms a liability into an opportunity to strengthen resilience and human capital. Effective Approaches to Supporting Mental Health Understanding cultural diversityCultivating a caring culture that promotes psychological safety through empathy and concern is key. Raising awareness of mental health in culturally diverse workplaces fosters a sense of agency in individuals, empowering them to resist stigma. Promoting discussions normalizes emotional well-being. Simple practices, such as mindfulness or structured reflection after stressful periods, reinforce a culture that values psychological well-being. Building peer monitor and supportA caring environment with attentive coworkers strengthens mental health support. Supervisors who can spot early warning signs can provide support, while peers can recognize signs of struggle and offer initial help. Early intervention based on observed behaviors can reduce the impact of crises. However, this approach succeeds only with strong leadership, commitment, and accountability from management. Shifting responsibility from individuals to the organization ensures a credible and consistent approach. Establishing workplace mental health policies and practicesPolicies should prioritize mental health alongside physical health. Embedding psychosocial risk assessments in routine occupational health checks identifies stressors early. Building on this foundation, flexible working arrangements and role adjustment allow employees to manage pressure effectively, reducing burnout risk. A crisis response plan or structured return-to-work program provides a clear path for recovery and reintegration. Health insurance should include mental health care to ensure comprehensive support. Building Resilient Workplaces Organizations should reduce stigma and consider cultural contexts in supporting mental health. Clear plans, guidelines, and attention to everyday mental health help the staff support each other and measure progress. Effective management, balanced workloads, and fair task distribution prevent overburdening employees. Early action and regular check-ins can identify mental health concerns before they escalate. Workplaces that recognize issues early and provide timely support cultivate a healthier and more compassionate environments. Embedding mental health as a core organizational priority enhances productivity, performance, and resilience. Proactive and sustainable framework—from early detection and intervention to reintegration and flexible work policies—ensure support extends beyond conventional practices. Note: Mental health was part of the discussions during ADB's 1st INSPIRE Health Forum: Inclusive, Sustainable, Prosperous and Resilient (INSPIRE) Health Systems in Asia and the Pacific. Resources A. Wu, et al. 2021. Organizational Best Practices Supporting Mental Health in the Workplace. J Occup Environ Med. 63 (12). pp. e925–e931. Asian Development Bank and European Bank for Reconstruction and Development. 2025. Good Practice Note on the Management of Workplace Mental Health and Well-being: Preventing Psychological Risks and Promoting Positive Mental Health in the Workplace. E. Banzon and V. Yiengprugsawan. 2024. Key Strategies to Improve Mental Health Support Across Asia and the Pacific. Asian Development Blog. E.K. Kelloway, J. Dimoff, and S. Gilbert 2023. Mental Health in the Workplace. Annual Review of Organizational Psychology and Organizational Behavior. 10. pp. 363–387. World Health Organization. 2022. Guidelines on Mental Health at Work. WHO and International Labour Organization. 2022. Mental Health at Work: Policy Brief. Ask the Experts Vasoontara S. Yiengprugsawan Senior Universal Health Coverage Specialist (Service Delivery), Human and Social Development Office, Sectors Department 3, Asian Development Bank Vasoontara Yiengprugsawan oversees ADB’s technical assistance on strengthening primary healthcare and management of chronic noncommunicable diseases and mental health. She has held senior health research positions in Australia, a WHO Fellowship with the Asia Pacific Observatory on Health Systems and Policies, and worked in policy and research with a UN Migration Agency in Geneva. She holds a PhD in Epidemiology, Economics and Population Health from Australian National University and MA in International Development from Syracuse University. Follow Vasoontara S. Yiengprugsawan on Visisya Pinthongvijayakul Associate Professor, Chandrakasem Rajabhat University Visisya Pinthongvijayakul teaches at the university’s Program of Community Development, Faculty of Humanities and Social Sciences in Bangkok. His research focuses on ethnology and health services research and social medicine, with publications in Journal of Southeast Asian Studies and American Anthropologist. He was a Georg Forster Research Fellow at Heidelberg University's Institute of Anthropology. Asadang Dusadi-Isariyavong Principal Medical and Health Specialist (Staff Health), Budget, Personnel, and Management Systems Department, Asian Development Bank Dr. Asadang Dusadi-isariyavong’s position as corporate physician is key in building a proactive and structural approach to staff health and well-being—integral to ADB’s vision. He takes a significant role in the reform of staff’s medical and health benefits and emergency medical management. He leads the mental health and wellness initiatives that support staff and their family members to thrive through challenging times. Eduardo P. Banzon Director, Health Practice Team, Human and Social Development Office, Sectors Department 3, Asian Development Bank Dr. Eduardo Banzon champions Universal Health Coverage and has long provided technical support to countries in Asia and the Pacific in their pursuit of this goal. Before joining ADB in 2014, he was President and CEO of the Philippine Health Insurance Corporation, World Health Organization (WHO) regional adviser for health financing for the Eastern Mediterranean region, WHO health economist in Bangladesh, and World Bank senior health specialist for the East Asia and Pacific region. Leave your question or comment in the section below: View the discussion thread.