This number did not include those who sought private psychiatric help or were 'under diagnosed' by doctors.

Dr Tsang estimated that symptoms of depression were overlooked in as many as 30 to 40 per cent of cases. Yet the confirmed incidences of depression and anxiety in Hong Kong alone were sufficient to set alarm bells ringing, he warned.

An estimated 30 per cent of the workforce is stressed, experiencing depressive symptoms such as feeling low and lacking energy. However, this is considered normal.

Studies indicate serious depression may affect around 15 per cent of the population at some point - and is twice as likely to affect women as men.

Hong Kong's waiting list for psychiatric treatment, which averages eight weeks and in some cases can extend to two years, underlines the extent of the problem.

Depression can usually be cured, with treatment over a few weeks generally resulting in an improved mood. But for some it all gets too much. Alarmingly, Hong Kong's suicide rate has increased every year since 1997, coinciding with the first serious economic downturn in modern times.

In 1998 to 1999 it leapt a startling 60 per cent, and the number continues to rise. Last year it hit another new peak of 18 suicides for every 100,000 people. 'This is considered to be high on a global comparison scale,' Dr Tsang said.

All of which points to one thing: Hong Kong is demonstrably burning out.

Dr Tsang blames the pervading culture of long hours at work - most commonly because insecure staff are reluctant to leave before the boss.

His advice to employers is blunt: 'Don't drive your staff mad. Top management must realise this way of doing things is not cost-effective. Long hours cause exhaustion, overload and burnout. It causes staff to lose interest and become negative about their work.'

One recent study found that working beyond eight to 10 hours is counterproductive. Tiredness, lack of concentration and depression not only add up to inefficient and even incompetent work with 'performance deteriorating abruptly' but, in the end, the organisation suffers from absenteeism, interpersonal conflicts or even accidents.

'People suffering emotional problems are easily distracted, forgetful and unable to concentrate,' Dr Tsang said. 'This can lead to mistakes and accidents at work, as well as injuries, damage and losses. With intervention, this could be prevented.'

Around 14 per cent of absenteeism from work is attributable to mental problems, not to mention the social costs of treatment and damage to relationships with colleagues and family.

'If you work hard, you need the time to play hard,' Dr Tsang said. 'Work should only be part of our life. We need something else - family, friends, hobbies, leisure time or sports. All these serve as protecting factors because they relax us, make us happy and bring positive meaning to life. Without the relief they bring, stress accumulates and damages both mental and physical health.'

What can employers do to help?

Dr Tsang advises them to become more aware of stress among staff and demonstrate sufficient concern. Early intervention can help ensure rapid recovery.

'Be aware of early signals,' he said. 'A nice guy may suddenly become agitated and tense, or become especially sensitive and break into tears or get into conflict with colleagues.'

Repeated absenteeism and poor performance at work or lack of job satisfaction are also indicators of an underlying mental health problem.

Most effective, however, is preventing or at least minimising workplace stress in the first place.

'Management must understand that working hours should be reasonable,' he said.

'Long hours are not productive. Let staff rest, refresh [themselves] and enjoy their leisure and they will return more efficient the next day.'

Bosses should set an example - and reassure staff they do not need to remain at work merely for appearances.

'Some companies are now turning off the power or air-conditioning at 7pm. Others are even deducting bonuses if people stay late. They are literally forcing staff to go home,' Dr Tsang said.

In less enlightened organisations, staff find their own way of coping.

'I know of one company where the employees just sit around and chat from nine to five, then get their work done in the evening while they wait for the boss to go home,' he said. 'Many staff, especially juniors, are not brave enough to leave earlier.'

On the positive side, many companies are wising up.

Consultant psychiatrists, who are common in the United States but rare in Hong Kong, are starting to make an appearance here, although mainly in multinationals.

Dr Tsang said more local companies should turn to consultants. 'They can play a very important role through early recognition of mental health problems and early intervention,' he said.

Consultants also help staff overcome the perceived stigma that prevents many of them from seeking help. 'There is a common resistance to accepting a mental health problem. People are worried it might affect their career prospects if it goes on record.'

Dr Tsang said much could be done to counter stress. Yoga, tai chi, meditation, breathing exercises and physical workouts help to relieve stress, as does reading books or nurturing plants.

'Even watching football on television is relaxing, while chatting with friends is an opportunity to vent frustration,' Dr Tsang said.

'If something is causing you pain inside, it's better to spit it out.'

He said Hong Kong's Chief Executive, Tung Chee-hwa, had failed to set a good example.

The civil service he leads is concerned about growing stress, particularly since its workforce has been reduced by 20,000 to 160,000 people - meaning an increased workload even as public expectations rise.

Dr Tsang said the civil service had 'a wide variety of staff management programmes for stress', but Mr Tung was personally famous for one of the most punishing work schedules of all.

He starts work at 7am and rarely finishes before 11pm. And he has accumulated a whole year of holidays.

'He is setting a bad example to the workforce,' Dr Tsang said. 'I recommend he works from nine to five and reserves time to enjoy his life.'

MENTAL PROBLEMS in the workplace

450 million people worldwide suffer at any given time

Problem common to all countries

Predicted to 'increase considerably'

Staggering economic and social costs

British study found 100 million work days a year lost due to stress

US study found stressed staff absent for 1.5 to 3.2 days more a month than colleagues