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Less worried.
Less stressed.
Helping our nurses — from every culture — feel supported through the hardest shifts.
Behind every shift is someone far from home.
KTPH's ~2,000 nurses keep one of the world's best health systems running. A large share of Singapore's newer nurses were recruited from abroad — and they carry the work, and the distance from home, quietly.
Many cultures, one ward
Nurses from the Philippines, Myanmar, India, Malaysia and China work side by side — often in their second or third language.
The 2am moment
After a brutal night shift, the weight lands when there's no colleague to talk to and no counsellor's door open.
Care for the carers
They give all day. The question is whether anyone is catching them before they break.
“I can be strong for my patients. It is the silence after that is hard.”
This isn't a feeling. It's in the data.
Burnout among nurses, Singapore tertiary hospital — % scoring in the high-burnout range (Maslach Burnout Inventory).
foreign-nurse attrition in 2021 — roughly double the local rate.
typical use of traditional employee support — the help goes unused.
nurses & care staff Singapore must add by 2030 (MOH) — retention is national.
Sources: Ang et al., MBI study of a Singapore tertiary hospital (n=1,826); Singapore MOH / public-sector attrition reporting.
What we can fix — and what we won't pretend to.
Burnout has structural causes. We say so out loud. That honesty is also the more durable position — senior nurses see straight through anything else.
- — Understaffing, ratios and shift intensity.
- — Workload that is set above the ward.
- — The structural pressures only leadership can change.
- Catches people earlyConfidential support they reach for before they break.
- Gets actually usedA front door with no stigma, no waitlist, no booking friction.
- Gives leaders a readAnonymised insight on where strain is concentrated.
We overlay KTPH's award-winning Global Workplace Health programme — we don't replace it.
Most support sits unused at 3–6%.
A help line nobody calls doesn't help anyone. Three barriers keep nurses away — and each one is sharpest for someone working in their second language, far from home.
Stigma
Fear that asking for help is visible to managers and follows you into appraisals and licensing.
Friction
Booking, waitlists and office hours — none of which survive a rotating shift pattern.
Mismatch
Being offered a counsellor who doesn't share your language or your migrant experience.
Cultural depth + an AI front door = uptake.
Cultural depth
Therapy in 30+ languages with culturally matched providers who understand the migrant experience.
AI front door
Always-on first line — anonymous, no booking, no waitlist. Start at 2am, no one watching.
Human behind it
The AI triages and supports between sessions; real therapists carry the care.
No individual data ever reaches the hospital.
- Trust is the precondition for any clinician population.
- Individual use, sessions and content stay private — full stop.
- Leadership only ever sees aggregate, anonymised insight.
- We architect and say this loudly and early, before anyone signs up.
- Nurses' careers and licensing are never touched by using Bliss.
If nurses don't believe it's confidential, they won't come.
The pilot: 500 nurses, contained and clear.
Who — 500 nurses
One or two highest-strain units (ED / ICU / oncology) plus one with a high concentration of international nurses, to show the language edge.
How long — 3–4 months
Long enough to see the utilization curve and early movement; short enough to stay contained.
Languages — mapped to KTPH
Confirm the real staff mix (English, Mandarin, Malay, Tamil, Tagalog, Burmese, Hindi…) and match providers to it.
Sponsor — the Chief Nurse
Anchored to a clinical champion who owns the win, not an HR side-project.
Four numbers, agreed up front.
Utilization
The headline. Our number vs KTPH's current support baseline.
Burnout (MBI)
A short Maslach instrument — apples-to-apples with existing Singapore data.
Turnover intention
Intent-to-leave, pre/post. This is the line to the money.
Lived experience
Anonymised testimonials — the human proof beside the numbers.
One instrumented pilot, one clear scoreboard — so the expansion conversation is about evidence, not opinion.
Name the win before we start.
Leave the success condition undefined and you re-run the whole sale at the end. We agree the exact threshold that triggers expansion — up front, in writing.
Utilization
reaches an agreed target — far above the 3–6% baseline.
Emotional exhaustion
shows a measurable drop in the cohort.
Intent-to-leave
falls — the signal that links to retention savings.
What finances the care.
Nothing here is charity. Keeping nurses is dramatically cheaper than replacing them — and the pilot is instrumented to produce the one figure that proves it.
Replacement is expensive
Recruitment, agency cover, onboarding — and relocation & licensing on top for international hires.
Patient safety
Burnout is a documented driver of clinical error — a quality line, not just an HR one.
National tailwind
Workforce sustainability is a stated priority — opening grant and co-funding angles worth probing.
Pricing built to remove the risk.
- · 3–4 month fixed term, fixed price
- · Full multilingual access + AI front door
- · Measurement & success-gate reporting
- · No long-term lock-in to start
- · Triggered when the success gate is met
- · Scales across NHG units & sites
- · Annual term with volume pricing
- · Co-funding / grant routes explored together
Four steps. The first one is small.
Scope
Confirm units, language mix & confidentiality model with the Chief Nurse.
Launch
Onboard ~500 nurses; AI front door live in their languages.
Measure
Track utilization, MBI & intent-to-leave against the baseline.
Review
Meet the success gate → green-light cluster rollout.
Green-light a 500-nurse, 3–4 month pilot — so our nurses, from every culture, have somewhere to turn when the shift is over.