Prudential Singapore has released a report detailing its approach to workplace transformation, positioning flexibility as a core business strategy rather than a temporary pandemic response. Titled Focus on Flexibility: A Human-Centred Approach to the Future of Work, the document explores how organisations can adapt through physical design, hybrid models and cultural change.
The report frames its approach around three key questions — how work is done, where it is done and why. This framework underpins the company’s move to its new office at Labrador Tower, a transition it uses as a case study to examine how work environments and policies can evolve to support performance and wellbeing.
“Flexibility is no longer a bonus – it’s a fundamental requirement for organisational success,” writes Chan San San, Chief Executive Officer of Prudential Singapore. “By implementing a culture of flexibility throughout our operations, we’re seeing firsthand how the right balance enhances both employee wellbeing and business outcomes.”
The report is released amid a global push-and-pull over return-to-office policies. In 2024, companies like Amazon and Grab reinstated full-time office requirements, while Microsoft and Spotify maintained flexible models. A KPMG CEO Outlook Report cited in the document found that 83% of business leaders expect a full return to the office within three years, up from 64% the year before.
In contrast, Prudential reports that its internal data supports continued flexibility. A 2023 People Survey showed its “Work and Life Blend” score — tracking how supported employees feel under flexible arrangements — rose to 70%, up nine percentage points from December 2021.
Neetha Nair, Chief Human Resources Officer at Prudential Singapore, argues that flexibility is now tied closely to employee engagement and talent development. “Flexibility at work empowers individuals to balance personal and professional aspirations, nurturing a sense of connection and belonging within teams,” she says. “By enabling employees to thrive, organisations cultivate innovation, engagement, and growth.”
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The report highlights that younger job seekers increasingly expect such arrangements. In a 2023 internal survey of Prudential interns and undergraduates, flexible work was the second-most important factor in deciding whether to join a company, after workplace culture.
Workplace flexibility, as defined in the report, includes both flexi-time and flexi-place arrangements. “There is no one fixed way of working anymore,” it states. Employees at Prudential can adjust their hours and choose to work from different locations, including Labrador Tower, Prudential Tower in the CBD, and UE BizHub West.
“Understanding the different dimensions of flexibility — how, where and why — helps organisations design environments where people can thrive,” says Nair. “A purpose-driven environment ensures that employees are inspired to deliver their best, contributing to a resilient culture.”
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Prudential's Labrador Tower office has been designed to support different work modes, with features such as quiet zones for focus work, collaborative meeting areas, consultation booths, and recharge corners. The building also includes ergonomic desks, inclusive design elements for neurodiverse staff, and wellness spaces such as a prayer room and bistro.
Garry Lim, Singapore Head of Procurement and Third-Party Risk Management at Prudential plc, notes that the move to Labrador Tower was an opportunity to rethink the purpose of the workplace. “It’s really about a workspace that is designed to support hybrid work models, and this means a lot more emphasis on collaborative spaces and technology,” he says.
Plug-and-play tools and a dedicated Tech Bar for on-site IT support were added to ensure that employees can transition seamlessly between remote and in-office work. Smaller meeting rooms were also prioritised after the company found that large conference rooms were underutilised.
The transition itself was designed with change management in mind. The report notes that previous relocations had been challenging for staff, particularly the move from Prudential Tower to Marina One in 2017. Learning from that experience, the Labrador Tower shift included early staff engagement, trial runs of furniture and floorplans, and the appointment of “workplace ambassadors” to collect feedback.
“It’s all about micro-experiences now,” says Suman Thiagarajan, Director, Group Transformation at Prudential plc. “Nobody wants a big bang anymore – that’s boring. People want to discover the space as they spend time in it.”
Culture, the report argues, is critical to making flexibility effective. It calls for a shift from presence-based management to results-driven leadership. “Achieving true flexibility requires a company culture that is outcome-focused, prioritises trust, and empowers employees,” it states.
The report also touches on the integration of environmental and social values. The company maintained its recycling initiative at the new office, collecting over 1,600kg of recyclable material in 2024. It also plans to launch a community garden initiative called Healthy Harvest in 2025 to promote food sustainability and wellbeing.
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Prudential’s Labrador Tower location places it within an ecosystem of technology firms, aligning with its broader strategy to integrate digital tools and data analytics into business operations. The insurer’s global AI Lab, launched in 2024, is also based in Singapore.
Ben Tan, Chief Distribution Officer, says the shared space was designed to encourage interaction between teams that previously operated in silos. “Our unified workspace encourages the exchange of ideas between employees and financial representatives, and drives the creation of innovative solutions to better serve our customers,” he says.
The report concludes that flexibility is not just about convenience or morale, but about preparing for long-term structural shifts in how people work. “High performance and high wellbeing are not competing priorities, but complementary forces that will shape the future of work,” it states.
