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As Bee Hong Tan, Director of Human Resources Singapore, advocates, unlocking the full potential of people means going beyond traditional metrics to create an environment where every individual — regardless of background, identity, or role — feels truly seen, heard, and valued.
True inclusion goes beyond representation; it’s about fostering equity, respect, and belonging so that diverse talent can contribute fully and succeed together.
At Alcon Singapore Manufacturing (ASM), the heart of its diversity & inclusion journey is a simple yet powerful belief: belonging drives performance.
With a purpose of helping people ‘See Brilliantly’, the team recognises that to truly unlock the potential of its people, more needs to be done to go beyond traditional metrics and create an environment where every individual — regardless of background, identity, or role — feels seen, heard, and valued.
With a clear goal in mind and heart, ASM was able to clinch the gold award for ‘Excellence in Diversity, Equity and Inclusion’ at the HR Excellence Awards 2025, Singapore.
Catching up with HRO, Bee Hong Tan, Director, Human Resources Singapore, Alcon Singapore Manufacturing (ASM) shares how her team keeps inclusion alive — not only as a corporate initiative, but as a shared commitment across the organisation.
Q Tell us about your inspiring HR initiative – what sparked the idea, and how did you know it was the right path to take?
At the heart of our diversity & inclusion journey was a simple but powerful belief: belonging drives performance. At Alcon, our people's diverse backgrounds and perspectives fuel innovation, helping us deliver exceptional outcomes and fulfil our purpose of helping people ‘See Brilliantly’. We recognised that to truly unlock the potential of our people, we needed to go beyond traditional metrics and create an environment where every individual — regardless of background, identity, or role — feels seen, heard, and valued.
The spark was ignited during a series of listening sessions we held with our associates in Singapore. We heard stories of resilience and hidden potential. These conversations became a turning point, revealing that while policies were in place, the lived experiences of our people showed opportunities to unlock potential and foster belonging.
We knew we were on the right path when we co-created our D&I roadmap with associates across all levels, embedding inclusion into leadership, talent, and community engagement.
The recognition under this award is especially meaningful. It affirms that inclusion is not just a corporate initiative, it’s a shared commitment across every part of our organisation.
Q Every journey has its ups and downs – can you share a challenge your team faced and how you worked through it together?
One of our key opportunities was securing buy-in across diverse teams with different working cultures. We started with the sites’ senior leadership teams, then engaged associates through focus groups and empowered site ‘Culture Ambassadors’ to lead initiatives that were meaningful within their context.
It wasn’t always easy, but the breakthrough came when we stopped driving change for people and started building it with them. By listening, adapting, and co-creating solutions, we built trust. And that collective ownership made all the difference. It’s what makes this recognition particularly meaningful.
Q What impact has this initiative had on your organisation so far, and what do you hope it inspires in the wider HR community?
This initiative has strengthened our culture of belonging, improved engagement scores, and empowered associates to be active drivers of inclusion. We are seeing stronger cross-team collaboration, more open dialogue, and a deeper sense of pride across our sites. It also contributed to record-high performance in business, quality, and safety.
I hope our experience inspires the HR community to view inclusion not as a one-off programme, but as a mindset that is co-created with associates, grounded in empathy, and sustained through shared ownership.
Q Looking back, is there a moment, person, or value that kept you and your team motivated throughout the journey?
What kept us going was our shared belief that respect and inclusion are lived through everyday actions.
A moment that stood out was seeing more associates, from different functions and roles, step up as Culture Ambassadors or join programme committees to lead site-wide initiatives that sparked real conversations and meaningful change. What was even more encouraging was how actively others participated in these efforts.
It reminded us that leadership isn’t defined by a title. It‘s driven by purpose.
That spirit of ownership and doing what’s right kept us motivated, even as we came from diverse backgrounds.
Q If you could offer one golden nugget of wisdom to HR professionals aiming for excellence, what would it be?
Start with listening, lead with purpose, and act with passion. The most powerful HR strategies are not crafted in boardrooms.
They’re co-created with the people we serve.
"When we listen with intent, lead with empathy, and stay anchored in purpose, we don’t just drive change; we ignite trust, shape culture, and leave a lasting impact.”
Read more interviews on why organisations have won trophies for their HR practices - head over to our Winning Secrets section!
Lead image / Provided
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