Fewer Residents Left Employment Due to Eldercare Commitments Between 2024-2025: MOM

Why It Matters

Reducing eldercare‑driven exits helps sustain Singapore’s tight labour market and eases pressure on economic growth. It also shows that flexible work policies can retain skilled workers while supporting caregivers.

Key Takeaways

• Eldercare‑related workforce exits fell to 12,300 in 2025
• 2024 peak at 13,200, highest in five years
• Flexible working arrangements identified as top caregiver support
• Tripartite guidelines drive employer adoption of flexible leave
• Government will keep reviewing caregiver support schemes

Pulse Analysis

Singapore’s rapidly aging population is reshaping its labour dynamics. By 2030, seniors are projected to comprise over 20% of residents, intensifying the pool of potential informal caregivers. When family members withdraw from employment to provide eldercare, the economy loses both productivity and tax revenue. The recent dip from 13,200 to 12,300 eldercare‑related exits suggests that demographic pressure may be easing, but the underlying challenge of balancing care responsibilities with career continuity remains critical for a city‑state with a limited talent base.

Policy makers have turned to flexible working arrangements (FWAs) as a pragmatic lever. The Tripartite Guidelines on FWA Requests, backed by the Institute of Human Resource Professionals, give employers a structured framework to grant reduced hours, remote work, or staggered shifts. Early adopters report higher employee retention and morale, especially among mid‑career professionals who are most likely to shoulder caregiving duties. By normalising flexibility, MOM aims to create a work‑life harmony ecosystem that reduces the need for outright labour‑force withdrawal, aligning corporate productivity goals with social welfare objectives.

Looking ahead, the sustained review of caregiver support schemes will be pivotal. Companies that embed flexible policies into their core talent strategy can differentiate themselves in a competitive hiring market, attracting not only caregivers but also a broader segment that values work‑life balance. Moreover, Singapore’s approach offers a template for other economies confronting similar ageing trends. Continuous data monitoring, coupled with employer incentives, will determine whether the modest decline in eldercare‑driven exits can be translated into a long‑term stabilisation of the labour supply.