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"Prioritising employee wellbeing and mental health fosters long-term engagement, drives innovation, and builds a resilient culture — key pillars for the sustainable growth and success of Hana Bank," the Chief Human Capital and Operation Officer reflects.
In Indonesia, where workplace culture is rooted in rasa hormat (respect), rukun (harmony), and gotong royong (community), mental health remains a taboo topic. Many employees stay silent, fearing judgment in environments that value endurance and conformity.
Yet the statistics are sobering: in 2023, 20% of Indonesians were reported to have mental health disorders. Despite growing awareness, support remains limited — and the economic toll could reach 21.9% of GDP by 2030.
For HR leaders, this is both a challenge and a call to action. With cultural sensitivity and a people-first mindset, they are uniquely positioned to embed well-being into business strategy and foster open, stigma-free workplaces.
In this new column, 'Well Within', we spotlight Indonesian HR leaders making mental health a shared priority. In this first edition, Sarah Gideon speaks to Sumia, Chief Human Capital and Operation Officer, Bank KEB Hana Indonesia, on building a business case for sustainable support.
When asked whether mental health issues are considered in Hana Bank's broader employee wellbeing strategy, Sumia shares that the organisation's commitment to making the company a 'Great place to work' is reflected in a comprehensive employee wellbeing strategy that covers physical, mental, emotional, and financial wellbeing. This approach is deeply embedded in the corporate culture and noted that mental health is specifically addressed through access to:
- Therapy or counselling (via insurance or partnerships),
- Internal campaigns and workshops to raise awareness,
- Coaching and mentoring support,
- Regular one-on-one check-ins,
- Wellness initiatives promoting work-life balance, and
- An inclusive environment that encourages open discussions about mental health.
Reflecting on the broader impact of mental health in the workplace, particularly during times of crisis such as the COVID-19 pandemic, Sumia shares how disruptions to daily life affected communities on a deeper level, acknowledging that many individuals experienced heightened stress, anxiety, grief, depression, loneliness, and burnout — "driven by prolonged lockdowns, uncertainty, health-related fears, and social isolation."
In response, Hana Bank took deliberate action to prioritise the health and safety of its people. "We established a 24/7 service system to ensure uninterrupted, high-quality support for our customers, while simultaneously implementing measures to maintain employee productivity in the safest possible way," Sumia shares.
She adds that the management team closely monitored both preventive and corrective actions to ensure a secure and supportive working environment for employees and their families. This proactive approach to mental health and wellbeing, she says, enabled Hana Bank to navigate the crisis effectively.
As a result of these collective efforts, Hana Bank was able to get through the pandemic without resorting to layoffs, instead maintaining a low employee turnover rate and, notably, achieving the company’s financial targets within a year of the pandemic’s peak.
"By putting our people first, we unlocked benefits that go far beyond cost savings and productivity," she concluded.
"Prioritising employee wellbeing and mental health fosters long-term engagement, drives innovation, and builds a resilient culture—key pillars for the sustainable growth and success of Hana Bank."
In discussing the impact of mental health on workplace productivity, Sumia emphasises the importance of holistic wellbeing.
"We believe that a healthy body supports a healthy mind — and only when our people are well, both physically and mentally, they can contribute their fullest potential to the company. Mental wellbeing isn’t a luxury; it’s a fundamental driver of high performance, innovation, and sustainable growth.
"Poor mental health does not just affect individuals — it impacts teams, culture, and ultimately business outcomes. That’s why we’re committed to seeing our employees not just as workers, but as whole human beings. When we genuinely care for their wellbeing, they bring their best selves to work — and that’s when extraordinary things happen."
To effectively secure leadership buy-in for mental health initiatives, Sumia believes that to build a strong business case for investing in mental health initiatives, HR should adopt a strategic, data-driven approach that aligns with organisational objectives.
She outlines key steps, including quantifying and analysing the impact of mental health on business performance using both internal data — such as presenteeism, turnover rates, and medical records — and external data such as benchmarks and professional reports.
Adding to this, she points to the importance of conducting a cost–benefit analysis to estimate potential costs and benefits, including ROI, whilst stressing the long-term value of investing in employee wellbeing.
Finally, she advises, HR should make it a point to share qualitative feedback gathered from employee surveys and focus group discussions to provide real insights; collaborate with stakeholders to develop a comprehensive and sustainable mental health strategy aligned with the company’s culture and goals, as well as take steps to communicate and monitor the strategy.
On the topic of evaluating the effectiveness of workplace mental health programmes, Sumia highlights that measuring the return on investment (ROI) involves “evaluating the financial benefits gained from improved employee well-being in relation to the cost of implementing these initiatives."
She explains that while structured approaches exist, a practical and meaningful method is to integrate mental health outcomes into broader business performance metrics, such as productivity, engagement, retention, and organisational performance.
Here, she acknowledges that the benefits of mental health initiatives may not be immediate, noting that these initiatives represent a long-term investment in its' people. To her, the true value lies in building a sustainable, resilient, and high-performing workforce over time.
"At the heart of our organisation’s mission — Growing Together, Sharing Happiness — is a commitment to creating a human-centered workplace.
“By investing in mental health, we’re not only supporting individual well-being but also fostering an environment where people feel valued, supported, and empowered to bring their best selves to work.”
This, she adds, aligns with the bank's core belief: "that humanising the work, the workforce, and the workplace is essential for long-term success — for both our employees and the organisation as a whole."
To end off our conversation on a more personal note, Sumia shares how she navigates challenging times by leaning into her faith.
"I surrender to God. I trust in His wisdom and I believe that everything happens for a reason. Even when the path is unclear or difficult, I hold onto the faith that it will ultimately lead to something good.
"I place my hopes and worries in His hands, knowing that He sees what I cannot. I seek His guidance, His help, and His peace — and I trust that whatever comes is part of a greater plan meant for my growth and my good," she reflects.
Photo / Provided
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