The overall state of workplace mental health in the Philippines reveals a troubling paradox: high rates of psychological distress but low levels of recognition, openness, and help-seeking behaviour.

A study by AXA underscores the scale of the problem: nearly 9 in every 10 Filipino professionals (87%) reported experiencing mental health issues linked to work. This is significantly higher than the global average of 76%.

Symptoms ranged from fatigue and sleep difficulties to feelings of worthlessness and disinterest, with half of the respondents reporting more than four symptoms – five times higher than the global rate.

Yet, despite such numbers, fewer than 25% of workers actually attributed their mental health struggles to work. This disconnect speaks volumes. AXA calls it out for what it is: a misalignment between perception and reality.

The cost of silence: disengagement and exits

The cost of this silent crisis is showing up in ways that business leaders can no longer afford to ignore. AXA’s data shows 85% of Filipino employees are thinking of pulling back from work, while 68% are considering quitting or switching jobs altogether.

Over half are proactively upskilling for other roles, working remotely to escape toxic environments, or taking sick leave – 31% of which is directly related to mental health.

Burnout in particular has taken centre stage, with 33% of employees saying they experience it. The figure is well above the 20% global benchmark.

And while 70% of companies in the Philippines claim to offer mental health support – higher than the 57% global figure – the help doesn’t always reach those most in need. Only 22% of those experiencing burnout sought professional support, and satisfaction among burnt out employees dips to 58%, compared to 68% across the broader employee base.

The importance of psychological safety

Mental health support can’t just be a tick-the-box exercise or a flashy campaign. According to another regional survey by Milieu Insight and Calm Collective Asia, 38% of Filipino employees don’t feel comfortable talking about their mental health with their managers – the third-highest level of discomfort among six Southeast Asian nations. Only Singapore (62%) and Malaysia (45%) reported higher discomfort levels. The reasons are telling:

• Fear of judgment or discrimination (52%)
• Not wanting to burden others (47%)
• A sense that no one will understand (41%)

These attitudes are fuelled by cultural beliefs such as hiya, the Filipino sense of shame, which often prevents employees from speaking up. It’s a cultural tightrope between resilience and vulnerability, and most employees opt to keep their struggles hidden, masking mental health days as physical illness.

Workplace culture is another stumbling block. While 46% of respondents rated their company’s culture around psychological safety as satisfactory, 38% felt it was either non-existent or poorly implemented. Only 16% believed their workplace offered a high degree of openness and trust when it came to mental wellbeing.

Stressors on the job and preferred remedies

What’s weighing Filipino workers down? The top workplace stressors cited by respondents are:

• Excessive workloads (46%)
• Long working hours (41%)
• Worries about job performance (40%)

Unsurprisingly, these pressures result in anxiety (47%) and burnout (46%), creating a cycle of poor health and low productivity.

When asked what would make a real difference, employees pointed to:

• Flexible work arrangements (49%)
• Paid time off for mental health (43%)
• A dedicated budget for wellness activities (36%)

Mental health education is also in high demand: 49% of Filipino employees want more awareness initiatives, compared to a global average of 36%. There’s also interest in external consultations (43%) and mental health days (38%).

The business case for mental health investments

Poor mental health can also result in poor performance at work. As Sharon C. Hernandez, CHRO of AXA Philippines, puts it: “Prioritising the health of employees and recognising how critical it is to ensure they maintain a positive state of being in and out of the workplace is a business imperative.”

Sabrina Ooi, CEO of Calm Collective Asia, echoes the sentiment: “Psychological safety creates the conditions for employees to seek help from their managers, and use the resources available to them. By increasing their mental health literacy and practising compassion, managers can positively influence the wellbeing of their teams.”

Milieu Insight’s CEO Gerald Ang adds a final word of caution: “While mental health resources are important, they are part of a well-rounded solution needed to provide a healthy environment that employees can thrive in.”

Debunking mental health myths at work

Any meaningful change must begin by dismantling long-held misconceptions. Here are a few still prevalent in Philippine workplaces:

Mental health problems = laziness or weakness: Mental conditions don’t discriminate – they affect high performers and hard workers too.

Admitting to mental health issues is shameful: Seeking help is a sign of self-awareness and strength, not disgrace.

Mental illness equals incompetence: With support, people with mental health challenges can be reliable, capable, and high-performing.

Mental health issues are rare or not serious: The numbers say otherwise, and the business impact – from absenteeism to attrition – is real.

Seeking help leads to job loss: This fear remains common, but progressive workplaces are showing how support boosts retention.

Only low performers struggle with mental health: In reality, even top achievers are not immune to stress and burnout.

Mental illness is permanent: Many conditions are treatable, and recovery is possible with the right support.

The way forward: Going beyond lip service

Filipino employees are not lacking in resilience – they’re lacking in safe spaces, support systems, and leaders equipped to listen without judgment. Businesses must reframe mental health not as a liability to be managed but as an asset to be nurtured.

From leadership training and awareness campaigns to flexible policies and proactive support, the tools are there. What’s needed now? The will and the wisdom to use them.