More than 100 leaders, professionals, and policymakers gathered at Kigali Convention Centre, on Thursday, May 29, for the second edition of the Social Dialogue Forum, hosted by Solid Minds Counselling Clinic. Held under the theme “Compassionate workplaces: Normalizing mental health, building resilient organizations,” the event focused on practical ways to integrate empathy and mental well-being into Rwanda's workplace culture. ALSO READ: How to tackle mental health at work, school The forum brought together participants from sectors including health, public service, private companies, and civil society. It was attended by CEOs, HR professionals, and mental health experts, reflecting a growing acknowledgment that mental well-being is essential to long-term organizational growth. Samuel Munderere, the CEO and Co-founder of Solid Minds, noted that two decades ago, while supporting survivors of the 1994 Genocide against the Tutsi in Rwanda, he found himself under emotional strain, compelled to appear strong while privately struggling. “I was hiding my pain and exhaustion. I believed that vulnerability was weakness,” he said. ALSO READ: The essence of mental health, wellbeing in the workplace That belief eventually gave way to a personal mental health crisis, a turning point that inspired him and his wife to establish Solid Minds with a vision of creating workplaces where mental health is openly acknowledged and prioritized, not only in times of crisis but every day. Munderere pointed to worrying data to illustrate the urgency, highlighting that over half of the staff at King Faisal Hospital report burnout; in Kenya, 35 percent of employees take unreported leave due to stress; and in Uganda, only six percent of employers provide structured mental health support. “Compassion in the workplace is a strength, not softness. Mental health must be treated as health,” Munderere said. He added that at Solid Minds, organizations have witnessed transformative shifts when leaders intentionally foster emotional well-being. “When leaders speak openly about their own experiences, they create cultures where employees feel safe to be human. The future belongs to those brave enough to care today.” Nadiya Tucker, the clinic’s Senior Regional Manager for Strategy and Partnerships, introduced a three-pillar model as a practical framework for cultivating compassionate workplaces. She explained that access, belonging, and communication and connection are foundational to employee support and organizational health. To highlight the importance of access, Tucker noted the case of a young employee who was refused time off to deal with a family emergency. She noted that expecting productivity from someone under emotional strain is counterproductive. Granting such access, she said, can often lead to better performance and outcomes for both the employee and the organization. On the second pillar; belonging, Tucker explained the impact of simply acknowledging employees as people. “We ask how the work is going a lot, but do we ask how the employee is doing?” she asked. “Someone just naming and validating goes a long way.” The final pillar; communication and connection, fosters trust through openness and shared experiences. “There’s a lot of power in being able to communicate and connect. Organizations should assess their current culture, posing the question, ‘is there a version of compassion that can exist in the workplace?’” Tucker said. During a panel discussion, Dr. Salim Wangabi, the Regional Manager of Strategy and Partnerships at Solid Minds, opened the dialogue by challenging common misconceptions. “A toxic environment filled with suspicion, opaqueness, and lack of clarity is not compassionate. Compassion in the workplace is about empathy, openness, and transparency.” Dr. Salim stressed that compassion should not be interpreted through one’s personal lens alone, because the shoe might not be your size. He urged employers to avoid assumptions and instead co-create solutions with employees, noting that creating well-being and responsibility is the way to develop a compassionate workplace. He added that this must be a deliberate, sustained practice, not a once-off gesture. Lucy Moindi, the Chief Operating Officer of Harambee Rwanda, a not-for-profit social enterprise tackling youth unemployment, explained the need for attentiveness to often-overlooked details, such as noticing whether the cleaner came to work or understanding why a colleague is absent. For her, compassion means creating spaces where employees feel heard, included, and valued regardless of how long they have been with the organization. Moindi noted that after the Covid-19 pandemic, everyone has become a professional in recognizing challenges like narcissism or gaslighting. This growing awareness, she added, makes the conversation about mental health and compassion all the more urgent. She called for practical spaces like flexible work arrangements and better medical provisions, especially for women who face separate challenges in many workplaces. Patrick Kananga, the Chief Labour and Decent Work Administrator at the Ministry of Public Service and Labour (MIFOTRA), noted that mentally healthy workplaces better capture the full scope of what is needed, a space that promotes well-being, fairness, and dignity. He highlighted the International Labour Organization’s concept of “decent work,” explaining that fair pay, reasonable hours, social dialogue, and job security all contribute to mental wellness. Kananga added that mental health in the workplace is not just a cultural ideal, it is also a legal obligation. He explained that the ministry has been integrating mental health awareness into public institutions through its Workplace Awareness Programme. He said, “We started by promoting compassion, but now it is an obligation,” referencing recent directives with measurable indicators and timelines for mental health implementation, and noting that inspections have begun in public institutions to set a precedent for the private sector. Dr. Salim noted that not everyone understands what compassion means in a professional context, stressing that education and awareness must be the foundation. “Organizations need to provide clear support structures, ensure confidentiality, and conduct regular reviews. Compassion is a shared responsibility, which is why employers must cultivate an empathetic culture, but employees must also be empowered to practice self-care,” he added. Dr. Darius Gishoma, the Division Manager of Mental Health at the Rwanda Biomedical Centre (RBC), commended Solid Minds for convening the forum and praised the quality of the dialogue, stating that the conversations help move beyond crisis management to proactive care. Gishoma said that since May 2023, several government ministries and partners implemented a workplace wellness programme that includes annual capacity building, health check-ups, occupational safety, and mental health awareness. He noted that the Ministry of Health continues to receive requests from public and private institutions seeking guidance on mental health, often working with Solid Minds to respond. “Improving workforce well-being is a national priority and a key component of Rwanda’s Vision 2050. We are committed to building a healthier, more engaged workforce,” he said.
