SINGAPORE – Imagine walking into an office with cozy wellness zones bathed in warm light and furnished with comfy sofas, complete with stunning views of Singapore’s skyline.

Or stepping into a “neurodivergent room” thoughtfully designed as a peaceful escape from the buzz of an open office, either for focused work or for quiet reflection.

Such inviting, inclusive spaces are increasingly embraced as companies make room for staff with different needs and working styles. Their end goal is clear: bringing more employees back to the office.

According to the 2024 Global Workplace Insights report, only 68 per cent of the respondents in Singapore said they could easily find suitable spots to get work done in their offices – compared with the global average of 76 per cent.

More than 10,000 people from 13 countries were polled in this study published by Unispace, an Australia-headquartered interior design company that has a Singapore branch.

Mr Qiu Jianhan, Unispace’s principal for strategy in Asia, said that while many workers initially craved social interactions after the Covid-19 pandemic, which led companies to expand collaboration spaces, their preferences are shifting. Now, more workers are also requesting a conducive environment in the offices for quiet, focused work.

Mr Patrick Woo, Asia-Pacific human resources director at Steelcase, a global design company known for its office furniture selection, said a good workplace should have a thoughtful mix of private, semi-private, collaborative and social areas.

“It’s no longer a one-size-fits-all type of office. I think that’s gone out the door,” he said.

“The key is designing with intention – focusing on what matters most to your team and then making smaller incremental changes that support both their performance and their well-being.”

Take DBS Bank, for example. While redesigning the office for its Singapore headquarters that now occupies 15 floors at Marina Bay Financial Centre’s Tower 3, the bank actively involved its staff so that the revamped space is tailored to their needs.

Employees can gather for discussions at breakout zones at DBS Bank’s headquarters at Marina Bay Financial Centre.

ST PHOTO: MEGAN WEE

Departments or teams that collaborate frequently get more breakout zones for ideation and brainstorming, while those who need to do more focused work have more quiet pods and partitioned workstations.

“Our approach is that our offices cannot be a replica of other companies’ workspaces,” said Mr Erwin Chong, group head of corporate real estate strategy and administration at DBS. “We must offer employees true flexibility and empower them to choose where and how to work in a way that best suits their needs.”

Wellness zones have also been added on multiple floors of the office since 2022, said Mr Chong.

These spaces – often featuring plush sofas and soft carpets, and with some offering sweeping views of the city skyline and Marina Reservoir’s calming waters – are meant to give employees a place to recharge throughout the workday.

Folding screens and indoor plants are used in some of these spaces to add a sense of privacy. This addressed employees’ concerns about being perceived as unproductive while resting there, said Mr Chong.

DBS Bank employees can recharge at wellness zones that feature comfy couches and indoor plants. Folding screens are added to create a sense of privacy.

ST PHOTO: CHEONG POH KWAN

Ms Jennifer Ong, vice-president of DBS Private Bank, said she appreciates how the company involved employees in co-creating a workplace that supports work and rest. It is a sign that “our well-being truly matters”, she said.

Inclusivity is another area of focus for some companies.

Professional services firm EY , for example, introduced “neurodivergent rooms” when it refurbished its office at One Raffles Quay in late 2024.

EY Singapore’s neurodivergent rooms offer employees a sensory break.

PHOTO: EY SINGAPORE

The rooms feature dimmable lights, muted-colour walls lined with sound-absorbing materials, and complete work set-ups including monitors, ergonomic chairs, whiteboards and charging points.

Mr Liew Nam Soon, EY Singapore’s country managing partner, said the idea came about after some employees asked for workspaces that accommodate different working styles and sensory preferences.

For example, neurodivergent people – whose brains function differently from others’ – may struggle with social interactions and sensory overload.

Having these quiet, enclosed rooms to accommodate their needs is therefore important, and helps “promote inclusivity in the workplace”, said Mr Goh Jun Wee, director of EY-Parthenon’s strategy and transactions team.

Mr Goh added that while he is not neurodivergent, he appreciates having these rooms for focused work and introspective thinking from time to time.

The neurodivergent rooms in EY Singapore’s office come with a complete work set-up.

PHOTO: EY SINGAPORE

Dr Ko Yea Hee, assistant professor of organisational behaviour and human resources at Singapore Management University, said workplace design plays a huge role in shaping employees’ experiences and their performance outcomes.

“The office is where employees spend the majority of their day, and it affects everything from basic physiological comfort and health (via temperature and air quality), to the chance encounters that happen in hallways (shaped by spatial layout), to who is attracted to and retained within the organisation,” she said in an e-mail reply to The Straits Times.

She added that open-concept offices – once an idea in vogue – not only fall short in promoting collaborations, but can also be disruptive to focused work.

Activity-based workspaces, in contrast, are more ideal as employees get to pick their spot depending on what they are working on.

However, such workspace design can bring challenges since it usually involves a flexible seating arrangement.

“If you just throw everyone into a free-for-all scramble for desks, it backfires,” said Associate Professor Ruchi Sinha of Nanyang Technological University, adding that employees may feel stressed about finding a desk, and the teams may feel disconnected.

The organisational psychologist said it is best to assign teams designated zones to keep them connected, but also give them shared spaces that can be reserved as needed. 

“When it’s done right, flexible seating isn’t just about saving office space, it’s about trusting employees to manage their own work and giving them the tools to do their best,” she said.

Prof Sinha added that workplaces should provide something that people do not have at home.

Thoughtful workplace design also sends a message about what a company values.

“Whether it’s sustainability, inclusivity or innovation, the office becomes a living example of the company’s beliefs,” she said.

“When employees can see and feel those values in their daily environment, the office becomes more than just a place to work, it becomes a place they want to be in.”

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