Singapore’s first anti‑discrimination law: What HR needs to do before 2027

By the end of 2027, two new pieces of legislation will together form Singapore’s first unified legal framework to tackle workplace discrimination. The Workplace Fairness Act (WFA), passed in 2025, and the Workplace Fairness (Dispute Resolution) Bill will fundamentally change how employers recruit, manage and exit staff – and how employees can bring claims.

For HR leaders, the next two years are a critical preparation window.

The WFA outlaws discrimination across the entire employment lifecycle. That means HR processes and decisions relating to:

• Recruitment and selection

• Hiring and onboarding

• Training and development

• Performance management and evaluation

• Promotions and progression

• Termination and dismissal

These protected characteristics include age, nationality, sex, marital status, pregnancy, caregiving responsibilities, race, religion, language ability, disability and mental‑health conditions.

Importantly, principles that were previously set out in the Tripartite Guidelines on Fair Employment Practices will now have the force of law. HR teams can no longer treat them as “best practice” – they will become enforceable obligations.

Workplace discrimination will constitute a civil breach under the WFA. Employers may face administrative sanctions, and serious cases can attract fines of up to S$50,000 – rising to S$250,000 for repeat violations.

For HR and senior leadership, that elevates discrimination risk to a board‑level compliance issue, comparable with health and safety or data protection.

Employees will be able to sue directly

The Workplace Fairness (Dispute Resolution) Bill complements the WFA by creating a clear route for employees to bring discrimination claims.

The Bill introduces a statutory tort of discrimination. In practice, this means employees and jobseekers will be able to sue employers directly for alleged discriminatory conduct. Further, claims can relate to decisions made at any stage of the employment relationship, provided they fall within the protected grounds.

This is a significant shift from a purely guideline‑based regime to one where HR decisions are open to formal legal challenge.

Once mediation is complete, claims will be heard in one of two forums:

• Employment Claims Tribunal (ECT) for claims up to S$250,000, using simplified procedures and generally without lawyers.

• High Court for claims above S$250,000, where parties can be legally represented and proceedings will more closely resemble traditional litigation.

The ECT is intended to be more accessible and less intimidating, which may encourage a higher volume of smaller claims. High‑value disputes, meanwhile, will be escalated to the High Court, bringing greater complexity and public scrutiny.

Strict time limits HR needs to track

The new regime builds in tight timelines for employees to act – something HR will need to understand and manage in practice.

Non‑hire decisions: mediation request generally must be filed within one month of the decision not to hire.

In‑employment decisions (e.g., promotion, performance rating): employees typically have six months to act.

End‑of‑employment decisions (e.g., dismissal, non‑renewal): claims usually must be raised within one month of the last day of employment.

Extensions may be granted in limited circumstances, such as for pregnant employees or those who are injured, but employers should not assume generous flexibility.

From an HR systems perspective, this heightens the importance of accurate, date‑stamped records of key employment decisions and communications.

Mandatory 3‑step dispute resolution process

The legislation sets out a structured pathway for discrimination disputes, starting inside the organisation and escalating only if necessary.

1. Internal grievance process

Every employer will be required to maintain a clear, documented internal grievance procedure for discrimination complaints.

Employees who believe they have been treated unfairly must first raise the issue internally.

Handled well, this step can resolve issues early and reduce the likelihood of external claims.

2. Mediation with the Commissioner for Workplace Fairness

Where internal resolution fails, the next step is mandatory mediation before the Commissioner for Workplace Fairness, within the applicable time limits.

The goal is to facilitate settlement without the expense and stress of adversarial litigation.

The tight filing windows mean HR needs a process to identify potential discrimination disputes quickly and assess whether a mediation filing is likely.

3. Adjudication by ECT or High Court

If mediation does not resolve the matter, the claim moves to adjudication.

The ECT will hear claims up to S$250,000 in private, with streamlined procedures and usually self‑representation (union representation may be allowed in specific circumstances).

The High Court will hear larger claims, with legal representation permitted but under a judge‑led model designed to keep proceedings focused and efficient.

For HR, this underlines the need for robust documentation – from job ads and interview notes to performance evaluations and dismissal justifications – that will stand up under scrutiny.

Guardrails against abusive claims

While the framework strengthens employee rights, it also includes protections for employers against misuse.

Both the ECT and the High Court will have powers to:

• Strike out claims that are clearly without merit.

• Impose adverse cost orders on claimants who pursue unfounded allegations.

• Prevent duplicative proceedings, so the same claim cannot be run in multiple forums at once.

This should give HR and leadership some assurance that the system is designed to deal with genuine grievances rather than encourage vexatious litigation.

Four Practical Actions For HR To Take Now

With implementation expected by the end of 2027, employers have a valuable – but finite – grace period to get ready. HR leaders should prioritise the following steps:

1. Align internal processes with the new framework
2. Audit and update employment practices
3. Invest in training and culture change
4. Start early and use the transition period wisely

The new workplace fairness regime marks a turning point in Singapore’s employment landscape.

HR teams that move early to align policies, processes and culture with the upcoming laws will not only reduce legal risk but also position their organisations as employers of choice in a tightening talent market.