Chan Chun Sing
Singapore
“Since 2002, the Ministry of Defence (MINDEF) has worked with the autonomous universities (AUs) to establish arrangements that minimise disruption to National Servicemen (NSmen) who are pursuing full-time studies up to the undergraduate level, while meeting the Singapore Armed Forces' (SAF's) operational and training needs.”
“Secondments help to build up the range of competencies and work experiences of public officers to strengthen their longer-term employment relevance and resilience. The Public Service Division's guideline to agencies is to support public officers even while they are on secondment.”
“The priority of our National Servicemen must be their military duties and operational training, to meet the Singapore Armed Forces's (SAF's) operational requirements.”
“In January 2026, I had informed this House that the Government had convened an independent committee to conduct a review of the political salary framework that was laid out in 2012. The Committee has completed the review and submitted its recommendations to the Government in April.”
“All countries seek to develop mutually beneficial partnerships, and the United States-Indonesia Major Defence Cooperation Partnership is one such example.”
“Since the Singapore Armed Forces Volunteer Corps (SAFVC) was established in 2014, over 1,500 men and women have completed training and served as SAFVC Volunteers (SVs). Presently, there are about 1,100 in-service SVs, comprising 52% male and 48% female. About seven in 10 of our in-service SVs are new Citizens or Permanent Residents.”
The complete record
Every one of 2,624 lines we hold for Chan Chun Sing, in date order, each linked to its source. Free to read, in full, without an account. Page 1 of 53.
“The priority of our National Servicemen must be their military duties and operational training, to meet the Singapore Armed Forces's (SAF's) operational requirements. SAF transport operators undergo extensive and rigorous driving training to ensure proficiency in handling a wide range of military vehicles across varied terrains and operating conditions. Given the different requirements and operating environments compared to general motoring on public roads, a set of conversion criteria for civilian driving licence is necessary. This includes fulfilling the requisite driving mileage and safety standards and possessing good disciplinary records. Over the past three years, approximately 85% of full-time National Serviceman transport operators have attained their civilian driving licences.”
“The Ministry of Defence (MINDEF) or the Singapore Armed Forces (SAF) treats operation and information security seriously to protect its operations, personnel and capabilities. MINDEF or SAF recognises the risks posed by personal electronic devices and digital applications, including fitness tracking applications, which are not new. MINDEF or SAF has in place a tiered security management plan that governs the use of personal electronic devices and digital applications within our camps and bases through clearly demarcated zones and during sensitive operations and trainings. MINDEF or SAF also recognises the utility of personal electronic devices and digital applications, which includes supporting health and physical training routines. Therefore, MINDEF or SAF adopts a balanced approach towards implementing best security practices and ensuring security compliance, while allowing the use of personal electronic devices and digital applications for productivity and lifestyle needs in security-cleared zones. MINDEF or SAF regularly reviews its security policies and measures to stay abreast with technological developments and risk assessments. No security breaches have been detected from the use of fitness trackers and fitness training applications thus far. MINDEF or SAF will continue to incorporate feedback to enhance its security policies and directives.”
“Secondments help to build up the range of competencies and work experiences of public officers to strengthen their longer-term employment relevance and resilience. The Public Service Division's guideline to agencies is to support public officers even while they are on secondment. This includes scheduling regular check-ins with the officer and jointly planning for their return to the parent agency or further secondment opportunities to another agency. This is to facilitate a smooth transition into their next jobs after secondment. In some instances, some officers may adjust their secondment period or choose to have a break until their preferred job opportunity is available – these options are available to the officer. The officer receives full pay and benefits if he or she is working. Pay and benefits will be suspended if the officer is on a break between jobs. The Public Service does not centrally track the specific data that is being requested.”
“Since 2002, the Ministry of Defence (MINDEF) has worked with the autonomous universities (AUs) to establish arrangements that minimise disruption to National Servicemen (NSmen) who are pursuing full-time studies up to the undergraduate level, while meeting the Singapore Armed Forces' (SAF's) operational and training needs. Undergraduate NSmen studying in AUs are generally called up for In-Camp Training (ICT) during their university's designated vacation periods. At the same time, deferments may be granted for NSmen, regardless of their institution of study, if the ICT coincides with their full-time studies or compulsory academic requirements needed for graduation. Unit Commanding Officers can approve other deferment requests beyond academic requirements, subject to the unit's operational and training needs. MINDEF regularly engages the institutes of higher learning and will continue to review the deferment framework to ensure it remains relevant, while ensuring that the SAF's operational readiness and training requirements continue to be met.”
“In January 2026, I had informed this House that the Government had convened an independent committee to conduct a review of the political salary framework that was laid out in 2012. The Committee has completed the review and submitted its recommendations to the Government in April. The Government recognises that the Middle East conflict is still ongoing, causing major economic uncertainties and clouding the outlook for Singapore. Against this backdrop, the Government has decided to defer consideration of the Committee's recommendations, until the impact of the conflict on Singapore is clearer. At the appropriate time, the Government will release the Committee's report together with the Government's response. Members of Parliament will have the opportunity to review the report and Government response together then, for a more meaningful debate.”
“All countries seek to develop mutually beneficial partnerships, and the United States-Indonesia Major Defence Cooperation Partnership is one such example. In a fast-evolving geopolitical landscape, it is to be expected that all countries, including Singapore, will look to entrench their relevance and expand collaboration with their partners of choice. Singapore will continue to actively engage and seek to make common cause with as many countries as possible, to forge overlapping circles of friends. Over the years, this approach has helped us to foster mutually beneficial relations and engage in constructive defence partnerships. We believe that doing so will contribute to peace and stability for our region.”
“The Singapore Armed Forces (SAF) does not provide additional meal allowances for our full-time National Servicemen (NSFs) beyond the monthly national service (NS) allowance. The operational context between the SAF and the Home Team is different. The vast majority of NSFs in the SAF are based in camps or locations that tend to be sited in less accessible areas. For operational reasons, we provide these NSFs with lodging and meals from cookhouses to better accommodate their training and duties. On the other hand, most Home Team personnel are stationed at locations where commercial meal options are accessible and fresh rations from cookhouses are not available. Hence, a meal allowance is provided to them instead. Home Team personnel based in training institutes with access to cookhouses do not receive an additional meal allowance. In the SAF, a small group of NSFs perform operational roles at locations without SAF cookhouses. In such cases, the NSF may request to receive fresh rations while on duty, if they so desire, and arrangements will be made. For the minority of SAF NSFs that stay out of camp, the monthly NS allowance already provides for their basic personal upkeep, including the cost of meals. We have reviewed the NS allowance four times over the past decade to ensure that it remains adequate and will continue to do so regularly. NSFs who require further assistance due to personal circumstances are supported through the Financial Assistance Scheme. I encourage any NSF facing difficulties to speak with their commanders.”
“The refreshed Medical Classification System (MCS) is part of broader efforts over the years to optimise the deployment of our National Servicemen in the Singapore Armed Forces (SAF) and the Home Team. As the nature of warfare and our security landscape evolve, traditional notions of “combat fitness” are no longer sufficient. The SAF and Home Team have therefore adopted technology and developed new operational concepts to address the evolving security threats, taking into account the manpower available today and in the future. This has opened up a wider variety of operational roles for our Servicemen. By providing a more precise understanding of each Serviceman's medical fitness, the refreshed MCS enables our Servicemen to take on roles that better reflect what they can do and thus increasing meaningful opportunities for them to contribute in the SAF and Home Team. Some 1,200 servicemen each year will be eligible for more training activities and roles they would have been previously ineligible for. SAF pre-enlistees enlisting from October 2027 onwards and Home Team pre-enlistees enlisting from November 2027 onwards will be graded under the refreshed MCS. Similar to today, Full-time National Servicemen who experience a change in their medical conditions during Full-Time National Service may be redeployed as their conditions should commensurate with the requirements of the roles they are in.”
“Since the Singapore Armed Forces Volunteer Corps (SAFVC) was established in 2014, over 1,500 men and women have completed training and served as SAFVC Volunteers (SVs). Presently, there are about 1,100 in-service SVs, comprising 52% male and 48% female. About seven in 10 of our in-service SVs are new Citizens or Permanent Residents. Interest in joining the SAFVC has grown significantly over the years. In the past five years, we have received an annual average of around 900 applications, with about 1,300 applications received in 2025, compared to an annual average of around 600 from 2014 to 2020.”
“The Ministry of Defence has established protocols to audit sensitive areas and corruption cases for security breaches. Appropriate scrutiny and governance measures are in place. We cannot share further details for security reasons.”
“Staff well-being, workplace culture and good retention are important priorities for the Public Service, as they are in many other leading organisations. These are factors that ensure our public officers serve with purpose and deliver effectively for Singaporeans and Singapore. Our Public Sector leaders are accountable not only for delivering on the agency's mission but also for organisational health and workforce outcomes. We take a holistic approach to assessing leadership performance and succession planning. Our leaders are evaluated across organisational and people outcomes and their abilities to deliver effectively on policies and programmes. These aspects are all essential competencies demanded of our leaders in the Public Sector. When planning for succession, we consider their dispositions, strengths, experience and the specific needs of the agency. We recognise that not all leaders can be equally strong in all competencies. Our system therefore places strong emphasis on developing our leaders throughout their careers while also developing leadership teams where individuals complement each other's strengths to achieve high performance and meaningful impact.”
“The vast majority of Full-time National Servicemen (NSFs) in the Singapore Armed Forces (SAF) are deployed to roles where their lodging and meals are provided. Only around 12% of NSFs in the SAF are stay-out personnel who are not provided lodging. All NSFs, including stay-out personnel, are provided with the same monthly base allowance that is sized for their basic personal upkeep. In doing so, the transportation needs of NSFs have been considered, including the cost of the public transport concession card. The cost of providing free transport for NSFs would need to be cross-subsidised by other commuters through higher fares, or by taxpayers. Some countries choose to provide conscripts with a national travel pass to cover their travel expenses. In Singapore, we have included the cost of public transport for NSFs in their NS allowances. Either way, the costs are funded by the Government and ultimately, by taxpayers. We choose to take care of our NSFs by providing them with cash through their monthly NS allowance, rather than directly prescribing specific provisions for them. In this way, we give NSFs the agency to purchase items according to their needs.”
“Ministry of Defence/Singapore Armed Forces has always maintained strict confidentiality over our service personnel's medical information, including their mental health information. This will not change under the refreshed Medical Classification System. Access is restricted to authorised personnel, in accordance with prevailing Ministry of Health and healthcare data governance requirements and is not shared with civilian employers or insurers.”
“From 1 January 2025, the Civil Service had broadened its two-day provision of Parent Care Leave (PCL) to Family Care Leave (FCL) to include other immediate family members, such as grandparents, siblings and grandchildren, in view of additional caregiving demands. From 2023 to 2025, on average each year, about 42,300 officers or 46% of eligible officers in the Civil Service took at least one day of PCL or FCL. The mean and median number of days of corresponding leave taken were 1.74 days and two days respectively.”
“Political office holders (POHs) are seconded to the National Trades Union Congress (NTUC) to reinforce the Government's longstanding partnership with the labour unions and facilitate collaboration with the unions in shaping policies that address workers' concerns in Singapore. In general, the Government and NTUC will co-fund portions of the POHs' salary. This cost-sharing arrangement is intended to ensure that both organisations have a mutual stake and shared responsibility for the outcomes of the secondment. In the last 10 years, the Government has generally funded about 50% of the fixed component of the salaries, which include the basic monthly and 13th month components. Regardless, POHs who are seconded to NTUC receive only one pay package as an appointment holder, and the current annual package of all POHs is as set out in the 2012 White Paper on "Salaries for a Capable and Committed Government". The budgeted expenditure on manpower for POHs in each Ministry is published in the Budget book annually.”
“The breakdown by country of study for the Public Service Commission (PSC) scholarship recipients in the last decade since 2016 is in the following table: Taking into account all Government scholarships (including PSC) over the last three years (i.e. 2023-2025), on an annual average basis, 49% of the recipients studied at our local Autonomous Universities, 30% in the United Kingdom, 15% in the United States of America and 6% in other countries. PSC does not set annual targets for scholarship awards by country, as the numbers are dynamic and depend on the assessment of the scholarship recipients' aptitude, the courses offered by various countries and scholarship recipients' areas of interest and course of studies. Scholarship recipients studying locally are also encouraged to participate in overseas exchanges and internships/work attachments and to pursue their postgraduate studies in a different country. Overall, we aim for a diversified portfolio over the mid- to long term, with our scholarship recipients bringing back a diversity of perspectives and connections from the various countries they go to.”
“In operations and training involving NSmen, the Singapore Armed Forces (SAF) ensures adequate time for the safe and effective preparation and conduct of the activities as well as sufficient rest and recuperation across different phases, even as it seeks to minimise the overall time imposition on the NSmen. The SAF actively monitors NSmen's experiences and gathers feedback from them through various means, including post-ICT surveys. Over the years, the SAF has acted on the monitoring and feedback to make operations and training involving NSmen more efficient. For example, the Individual Physical Proficiency Test (IPPT) for NSmen has been decoupled from their ICTs, allowing them to complete their fitness requirements at their own convenience. The IPPT experience has been redesigned to reduce the time spent by NSmen. The conduct of ICTs has been made more efficient through digital tools, such as the OneNS app, which allows NSmen to carry out various ICT administrative functions digitally. Waiting time between training activities has also been reduced where feasible, through efforts such as better pre-ICT planning and resource allocation, and decoupling of small group and commanders' training to reduce waiting time for the majority of soldiers. The SAF has also enhanced its facilities, such as the Multi-Mission Range Complex, for more efficient conduct of training. The SAF will continue to monitor and improve operational, training and administrative efficiencies for NSmen while ensuring the safe and effective conduct of activities as well as sufficient rest and recuperation for them.”
“Mr Speaker, Sir, we thank Mr Christopher de Souza for his support of our men and women in service. The answer to both questions is yes. We intend, like in any operation, to debrief the team thoroughly and then we will share the relevant lessons with our servicemen, including those that may not be made publicly available. On his other question about sharing some of these facets of the work with the wider public, we will certainly do so as we have done so in the first tranche with the media, including our local newspapers and broadcast media, to highlight some of the work that is done behind the scenes to enable this mission. And finally, I would just like to thank all Members for your support, because as the Chinese saying goes, "台上一分钟，台下十年功". For the SAF to be able to mount an operation successfully, even if it is one minute on the stage, it requires 10 years of hard work behind the stage. [Applause.]”
“Mr Speaker, Sir, the Singapore Armed Forces (SAF) has a framework to recognise all our units and personnel who have participated in operations. We will similarly do so for the recent mission undertaken by the SAF in service of our nation. Within the bounds of operational security, the SAF will profile the mission planning, execution and the background training that enabled the SAF to execute this mission. All missions involve risks. All missions are enabled by the consistent investment in training and equipping over the years. We thank Singaporeans for their support of our SAF. Our SAF remains ready to execute our missions in service of our nation. Mr Speaker, Sir, this mission was made possible by the collective efforts of many across the SAF and other agencies, including those beyond the Ministry of Defence (MINDEF). Besides the air crew who mounted the flights, there was also a team of headquarter planners, intelligence analysts and policy staff, some of whom are non-uniform officers, who worked at short notice to develop a safe flight plan, obtain diplomatic clearances and formulate various contingency scenarios and responses. We had a military medical team deployed to ensure the safety and well-being of those on board, commercial personnel from our defence partners, including ST Engineering Defence Aviation Services and ST Airport Services, deployed alongside our uniform engineers to support aircraft maintenance and cargo management. Locally, our Full-time National Servicemen ensure that the aircraft was prepared and equipped in a timely manner for the two flights.”
“We introduced the Enhanced Expertise Deployment Scheme in 2022 to optimise the deployment of our Operationally Ready National Servicemen (NSmen). Under the scheme, suitable NSmen can be redeployed from their existing Operationally Ready National Service roles if they have acquired specialised civilian expertise that the Singapore Armed Forces (SAF) requires. NSmen have been redeployed to support the SAF in existing and emerging domains such as Medical, Legal, Digital, Cyber, and Communications. As it is a fairly new scheme, the numbers have yet to stabilise. In the past three years, about 1,000 NSmen have indicated interest in the scheme annually through direct applications or via our units who proactively identify suitable NSmen. Interested NSmen undergo a selection process to determine if they have the appropriate skillsets matched to the available openings. Thus far, about 20% of interested NSmen have been redeployed under the scheme. The Work-Learn Scheme is not a redeployment scheme. Servicemen who sign up for such schemes undergo a combination of full-time NS followed by Regular service.”
“The Ministry of Defence (MINDEF) conducts its procurements in accordance with the Government's procurement principles of transparency, open and fair competition, and value for money. Given the nature of defence procurements, operational and information security are additional critical considerations for MINDEF. MINDEF's default procurement approach is to conduct open tenders via GeBIZ. Where there are good reasons and valid justifications, closed tenders, also referred to as limited tenders, may be conducted. Some criteria for adopting closed tenders include operational and information security considerations, proprietary or intellectual property rights, and interoperability with existing systems. Local companies are invited to participate in closed tenders if they possess the relevant products, services or expertise. MINDEF's defence procurements are subject to the necessary approvals, governance processes and audits to ensure accountability and proper stewardship of public funds. For security reasons, MINDEF does not publicly disclose data of our defence contracts.”
“The Singapore Armed Forces (SAF) continuously monitors developments that can impact Singapore's security, including emerging technologies. Ballistic missiles have been around for many years, both within and beyond the Asian region. The SAF has and will continue to build up our defence capabilities ahead of time.”
“The Public Service is committed to paying all public sector employees on time. Employees of Ministries and Statutory Boards receive their monthly salaries at fixed payment dates in mid-month and end of each month. In 2025, there were generally no late monthly salary payments for eligible Ministry and Statutory Board employees, except for 35 cases involving new public officers where there was an administrative delay in updating their appointment records in the payroll system. This was immediately rectified and the officers received their monthly salary in the next month. These cases constitute about 0.02% of our over 158,000 officers. Even with our efforts, instances of late payments could still arise, such as system errors and outages, that impact payroll processing timelines. In such cases, we aim to ensure any affected officer will receive his/her payment in the subsequent payroll. We also proactively engage the affected officers to keep them informed and address any concerns. Officers who face late payment situations can raise the matter with their human resource department, who will look into their case and rectify the situation as appropriate. The Public Service Division and Accountant-General's Department continuously monitor and enhance our payroll systems and processes to ensure salaries are paid in a timely manner.”
“The Ministry of Defence recognises that our pre-enlistees make a significant transition from civilian to military life in National Service (NS). We work closely with schools, community partners and other stakeholders to help them prepare for NS prior to their enlistment. These include NS information sharing sessions held at schools and Singapore Armed Forces Reservists' Association and virtual visits to the Basic Military Training Centre, to help pre-enlistees and parents gain a better understanding of the NS journey, training environment, and support systems. Online, NS features have been introduced on the LifeSG mobile application to prepare pre-enlistees for their enlistment with timely and convenient information. During their Full-Time NS, the Singapore Armed Forces has an established support system for its national servicemen. Then Senior Minister of State for Defence, Mr Heng Chee How, provided a comprehensive description of the system in his response to Parliamentary Questions from Mr Desmond Choo and Dr Wan Rizal on 7 March 2024. The Member can refer to that reply. [Please refer to "Ensuring Mental Well-being of National Servicemen", Official Report, 7 March 2024, Vol 95, Issue 132, Oral Answers to Questions section.] All servicemen are also briefed on avenues of feedback and support, such as hotlines for counselling, safety and feedback. These have been utilised at a consistent rate over the past few years.”
“Where needed, units will make arrangements for affected service personnel to receive support services, such as psychological care, and/or implement suitable redeployment or distancing arrangements to minimise distress for parties.”
“The Ministry of Defence and the Singapore Armed Forces (SAF) take a proactive approach to ensuring the well-being of our Full-Time National Servicemen (NSFs). Prior to their enlistment, we work closely with schools, community partners and other stakeholders to help them prepare for National Service (NS). These include NS information sharing sessions held at schools and the Singapore Armed Forces Reservists' Association as well as virtual visits to the Basic Military Training (BMT) Centre. During BMT, every recruit is assigned a buddy for mutual support and receives education and training to help them better recognise signs of stress, cope with challenges and provide support for their buddies. The recruits also have access to their commanders, who are trained to pick up signs of distress, as well as support from professional staff, including doctors, psychologists, counsellors and orientation officers at the BMT Centres' Care Hubs. Throughout their full-time NS, NSFs are regularly interviewed and engaged by different levels of commanders, who would identify NSFs with potential problems and render assistance. Para-counsellors are available in every unit and psychologists in the divisions provide frontline support. Recognising that some NSFs may not be comfortable to share their questions or problems openly, the SAF operates a series of accessible hotlines, including those for counselling, safety and feedback. The SAF takes a zero-tolerance stance towards unacceptable workplace conduct. Reports related to workplace harassment are investigated and those who engage in such behaviour will be dealt with.”
“The Republic of Singapore Navy has various programmes to ensure the safety and operational readiness of its ships. These include comprehensive and regular maintenance regimes that are in line with industry standards and best practices and life-extension programmes for refurbishment and modernisation. Our Endurance-class Landing Ships Tank (LSTs) remain operationally safe and fit-for-mission. We believe that they will continue to serve Singapore well into the 2030s. We will provide further updates on the LSTs' replacement closer to the date when they are due to be replaced.”
“We will continue to review and improve our emergency preparedness exercises and systems for crises and disruptions. The scenarios and extent of disruption for future exercises will continue to evolve based on different scenarios, our needs and potential challenges.”
“One of the aims of Exercise SG Ready, is to get Singaporean organisations and individuals to plan for disruptions. This year's exercise focused on disruptions to power and digital connectivity. The Ministry of Defence worked with Government agencies and participating organisations to decide on the extent of simulated disruptions. This year, we simulated a partial disruption. We assessed this was sufficient to get participants to be more aware of potential disruptions and to plan and prepare for such occurrences, without overly affecting businesses and daily life. For resilience against a total blackout of all digital and communications channels, there must be different communications channels with different layers of redundancies. This minimises the chance of a total communications blackout where all channels are knocked out at the same time. This year's exercise provided a platform for agencies to test contingency communications channels. The Singapore Civil Defence Force's public warning system and the Electronic Road Pricing 2.0 On-Board Unit notification were activated to alert Singaporeans to the broadcast of an important message. The message was then broadcast on free-to-air television (TV) channels, local radio broadcasts and digital channels, such as the gov.sg WhatsApp. We also reminded the public that they could tune in to FM radio broadcasts if free-to-air TV channels and digital channels become unavailable. Those who do not have access to an FM radio and are unable to obtain the information through other means can receive updates at community nodes, such as community centres. There are currently no plans to distribute battery-powered FM radios to every household.”
“For example, we have begun bundling services across life moments, like birth, National Service pre-enlistment, ageing and legacy planning. Instead of navigating different agencies separately, citizens can access services relating to these life moments seamlessly via LifeSG. Lastly, for those who are unable to transact digitally with the Government, the ServiceSG Centres were established as a digital safety net to provide assistance to the most commonly needed 600 services from over 25 agencies. Together, these efforts continuously uplift service quality and ensure improvements are sustained across the whole-of-Government.”
“The Singapore Public Service seeks to achieve a consistently high standard of service delivery through a few ways. First, we strengthen officers' competencies through continuous learning. The Public Service Division has worked with agencies to develop a Service Competency Framework that sets out the skills expected of service delivery officers across government. This includes frontline officers, as well as those who manage citizens' feedback, our hotlines and digital services. Our service delivery officers develop these competencies through continuous learning. Our frontline service officers typically undergo training in the relevant policies, programs and commonly asked questions of their respective agencies. They are also given necessary soft skills related to customer service to serve a diverse range of citizens. We also make available various opportunities for public officers involved in service delivery to learn best practices across agencies and private sector, through immersion programmes and job attachments across the Public Service and with private companies, as well as through various peer learning conferences. Second, we ensure clear service standards and continuous improvement. The public service sets and regularly updates whole-of-Government (WOG) service delivery standards, including standards for both replies to public queries as well as digital delivery of services. Third, we redesign service processes for a more integrated, seamless and citizen-centric experience. Service quality is not only about how frontline officers serve, but more importantly, how services are organised and experienced by citizens based on their needs. To do this, we leverage data insights from citizen feedback to streamline processes and re-design citizen-centric services.”
“The Government continually reviews the emerging skills that our public officers need in order to meet the changing needs of Singapore. This includes skills in areas, such as artificial intelligence, quantum technology and sustainability, among others. Officers deepen their skills through formal training courses, attachments and secondments outside of the public service, and other forms of learning on the job. We will continue to invest in building up and updating the capabilities of public officers so that the public service stays relevant and future ready.”
“The 2012 Committee undertook a fundamental review of the political office holders' salary framework, which included an extensive public feedback exercise at the time. This framework was further reaffirmed in 2017 by a subsequent committee. The 2026 Committee's terms of reference are to recommend the appropriate salary levels based on the existing salary framework, and where necessary, to propose refinements so that the implementation of the framework will remain relevant and able to meet its intended purpose. The Committee will consider information from a variety of sources to inform their deliberations. The work of the Committee is still ongoing, and it will submit its report to the Government when ready, after which the Government will consider its findings and provide an update to Parliament. The 2026 Committee will not be reviewing the allowances of legislative and secretarial assistants of Members of Parliament as it falls outside the scope of the framework.”
“(vii) Operational Needs Always. Going back to the first principle, our operational needs remain our foremost and utmost consideration, so that we can build a strong SAF that is prepared for today's threats and tomorrow's challenges. The first and last principles are deliberately repeated, in order to emphasise its importance. We do not let any non-operational considerations distract us from acquiring the best systems we can afford for our warfighters.”
“Our defence spending and procurement decisions are consistently underpinned by key principles that ensure the effective use of resources in building up our capabilities and readiness to defend Singapore. These include the following: (i) Operational Needs First. Our first priority is always on our operational needs, both current and emerging ones. To build up our capabilities ahead of time, and not just-in-time. (ii) Clear-eyed on Life Cycle Costs. We plan our investments with full consideration of life cycle cost and long-term sustainability, taking into account the financial and manpower resources needed in acquiring, establishing, developing and maintaining the capability. (iii) Integrated Systems View. We acquire and develop capabilities not in isolation, but with a view towards them being a part of the larger integrated system within the Singapore Armed Forces (SAF). This ensures that the SAF's capability is more than the sum of its individual parts. (iv) Consistency is Key. As developing integrated systems and real capabilities require time and consistent effort, we invest steadily in technology and our people’s skills and competencies over the long term, eschewing a “feast and famine” approach in defence spending. (v) Resilience Matters. It is important for the SAF to build resilience against disruptions. We achieve it through means such as the ability to adapt to our unique needs, ensuring adequate stockpiles and having alternative sources of supplies. (vi) "Best Solution" Mindset. We acquire the most cost-effective systems to meet our operational needs, guided by robust professional assessments rather than being tied to any single source or solution. Where we need to achieve greater resilience or customise for our unique needs, we may develop our own systems.”
“Over the last 10 years, the Individual Physical Proficiency Test (IPPT) passing rate for National Servicemen (NSmen) has remained stable and are similar across age groups. Among those who attempted IPPT, the proportion of NSmen who achieved Gold or Silver Awards is about 35%; those who achieved Pass with Incentive is about 35%; and those who achieved a Pass is about 15%. The percentages have been relatively stable across the years since 2017.”
“There are currently around 2,700 Employment Pass Holders in Ministries and Statutory Boards. They generally work in job roles that require skills that are in shortage among our local workforce, such as engineering and information technology.”
“ServiceSG seeks to integrate services across agencies to make public service delivery more accessible and inclusive. The Public Service adopts a “digital first, but not digital only” approach. For the majority of citizens who are digitally savvy, they can navigate public services and complete their transactions via the agency websites or on integrated service delivery channels, like LifeSG. For citizens who may need additional support with digital transactions, ServiceSG Centres provide face-to-face support for close to 600 services across more than 25 agencies so that these citizens can complete their Government transactions with more confidence. Some of the frequently used services by citizens who require assistance at ServiceSG Centres include Singpass-related transactions, such as downloading the Singpass App, creation or reset of Singpass account, Central Provident Fund-related transactions such as nominations and account enquiries, and Housing and Development Board services including rental flat maintenance matters and carpark applications. Since 2021, ServiceSG has expanded across Singapore, establishing 10 centres islandwide. We will progressively expand the number of centres in tandem with the needs of residents, while being prudent in the use of fiscal resources. We determine where to set up our centres based on several considerations, including population density and demographics, and prioritise areas that are less well served by Government services and/or have growing populations of residents who require additional support with digital transactions.”
“The Ministry of Defence (MINDEF) receives applications from National Service (NS)-liable males of various faiths to defer their NS for the purpose of religious studies or to practice as a religious teacher or leader. Each appeal is assessed on a case-by-case basis. Since 2020, an average of 30 madrasah students per year have been enlisted for NS. They are represented across the Uniformed Services, subject to operational and manpower requirements.”
“From time to time, the Government seconds political office holders to take on roles within the National Trades Unions Congress (NTUC). This arrangement enables the Government to strengthen our longstanding partnership with the labour union, understand workers' concerns; and collaborate closely to shape policies that benefit Singapore and Singaporeans. Political office holders who are seconded to NTUC receive only one pay package as an appointment holder, as outlined in the 2012 White Paper on Salaries for a Capable and Committed Government. The cost is shared between the Government and NTUC.”
“Nobody will talk seriously to anyone without real capabilities. When we say we want to partner another defence establishment to develop science and technology or do research in a particular area, we must inspire confidence in others that we will deliver. And we will deliver. And that is the basis upon which we will continue to build our relationships with the rest of the world, continue to entrench our relevance. And on that note, I thank Members of the House for your support for our defence, of NS. And may we continue to work on this together to build Singapore for the next lap. [Applause.]”
“I try to understand what is going on in their thinking, where we can partner them to make a contribution for our mutual shared interests. And if there are differences that we need to manage, how can we manage them sensitively while we continue to manage to hold on to the big picture to work for each other's mutual benefit. It is the same for the US; it is the same for China. And at every stage of their development, there will be evolving priorities that we need to keep, we need to be sensitive to and we need to keep finding those new value propositions. And it is with that spirit that I think we can stay vigilant to the challenges and also be ready to seize the opportunities. If there is one thing that we share between the MINDEF and SAF speeches today is that, yes, the world is in a state of flux. There are many challenges, but that does not mean that we have no agency. That does not mean that there are no new opportunities for us to entrench our relevance to the world. So long as we go in with our eyes open, take a realistic approach to what the world is, constantly challenge ourselves to find and create those value propositions, we will be in good stead. Last but not least, I must say this. It is one thing to have ideas on how we can be relevant, how we can make a value contribution. But ultimately, nobody will partner Singapore if we are not reliable, trustworthy nor capable. Today, the SAF is opening up many new opportunities to work with new partners because they find the SAF a credible institution. They find us serious-minded, thinking long term and honest with integrity. These are valuable attributes that we must continue to hold in order for us to entrench our position as a credible partner with real capabilities.”
“Chair, I thank Mr Yip for his clarification. I have a simple rule that I encourage everyone in the Public Service, and all the men and women at SAF to do, to contribute to how Singapore can continue to strengthen our relevance to the world. Singaporeans, we travel widely. We go to many countries. Every time I talk to my servicemen, I talk to my Public Service officers, I always ask them to come back and tell me three things, wherever they go, in that country: what has remained the same, what has changed and what do you think is going to change? I see this as a discipline that all of us as Singaporeans can contribute to. Because in today's uncertainties, it is not just the role of MINDEF and MFA to sense-make what is happening around the world. All of us as fellow Singaporeans, all of us can make a contribution, no matter which corner of the world we go to. Understand the world deeply. Do not understand just what they do but understand why they do what they do. And always come back, tell us the three things: what has not changed, what has changed and what will change? Because we will constantly need to find new value propositions, be it major powers or China. We do not take a moralistic attitude towards other people's foreign policy or military posture, but I take a very realistic view of what they do and to understand why they do what they do. So, for the US, China and other middle powers, we never take it as a given that they will continue to want to engage with Singapore. What has worked in the past may no longer work, going forward. So, constantly, regularly, when I meet my US counterparts and my Chinese counterparts, it is the same approach.”
“A third area, critical underwater infrastructure. Today we have heard of many stories of the challenges that the European countries face, the Middle Eastern countries face. And now we are thinking through how we can convene like-minded partners to come together to develop some norms for the protection of our critical underwater infrastructure. Because under international laws there is a lacuna on what can be done and who should be responsible for what. But we have heard enough interest from our partners from Australia, New Zealand, North East Asia, Europe and even America, to want to talk about this topic and to explore how we can work collectively to share information, share best practices and perhaps, narrow the international legal lacuna. These are just examples of how we are able to look for new opportunities to work with new partners. But all these are contingent on this basic: we must clearly understand what people are thinking and why are they thinking what they are thinking, so that we can come up with a timely value proposition, so that I can answer the two questions that I always challenge myself before I go into a meeting: "Why does he want to talk to me? And will he still want to talk to me after the meeting?”
“Chair, if I may build on the point that I have raised in my answer. Yes, the threats have broadened and deepened, but I must say that the opportunities for us to work with new partners have also expanded. Perhaps I illustrate this with my recent trip to the Munich Security Conference. I am one of the few Asian representatives in a otherwise mainly European conference. The question is what are we doing there? Why are we there? But more importantly, what can we offer there? And before I go for any conference, I always ask myself this question, "Why do people want to talk to us?" The fact that we want to talk to people is quite obvious, but why do people want to talk to us? And after meeting them, will they still want to talk to us? And that goes to the core of the value proposition. For example, on the cyber front. A cyberattack on one part of the system is an attack on the entire network and we will pitch to other partners that our defence is better when we do it collectively. We might be geographically distanced. We might be geographically far apart. But we share the same challenges when it comes to cyber. Another example, information warfare: where people use information to try and divide societies. Today, there are no shortage of examples and live operations in Europe, the Baltic Scandinavian countries. And suddenly, they find that there are partners that can work with them are beyond their European region. And that was why last year, at the Shangri-La Dialogue, we saw the highest participation of the European countries in our Shangri-La Dialogue for many years. Because they now see opportunities to work with credible, trusted and reliable partners – and Singapore is one of them. And suddenly, we find that we have new opportunities.”
“We do not consider that as adequate. We want to make sure that there is a after-sales service and we want to assure ourselves if the lifecycle of that platform is for 20 years, we have the capability and the assurance and the spares to make sure that, that will work for 20 years. Even if one day the supplier goes away, we must have the technical capability to continue to upgrade those platforms for the 20 years and beyond. That is the DNA within MINDEF. On the Member's second point about working with research agencies beyond MINDEF, DSTA and DSO. Indeed, we have done that systematically over the years. We have established relationships, established labs with our own universities and also some overseas universities. But I would just say that we will have to be very careful with how we handle such relationships. While increasingly, there are a lot of technologies that can be dual use, not every technology provider will be comfortable with such a posture. When we approach partners to work with MINDEF, we must do it sensitively, respecting their comfort zone. And we should also be careful not to put our partners in positions that they find difficult. When we secure any technologies, we must also protect the intellectual property and respect the conditions upon which those technologies have been shared with us. We must respect that. Otherwise, nobody will want to work with us. So, it is not just established companies, it is not just startups, it is also research labs in Singapore and beyond.”
“Chair, let me first assure Members of this House that the audit system in MINDEF is multi-layered and robust. Actually, the AGO does audit MINDEF and the AGO has submitted reports to this House before of its audit of MINDEF processes. Even for classified projects, there is a system for us to audit classified projects to make sure that money is well spent. And that is done by various different classified agencies to cross audit one another. It will also require oversight from authorities beyond the direction of command. This is how we ensure that we get bang for the buck. This process is robust, is rigorous, and the best testimony or a benchmark or an indicator is that you often hear that contractors complain about MINDEF/SAF. And that is because we drive the hardest bargain. In fact, recently I was overseas for a meeting and I met up with one of the global defence majors. He gave me a back-handed compliment. He says, "Your people are very tough. They negotiate very hard. But you know why I still want your business? Because if I can get the MINDEF/SAF business, you are my reference customer." So, I quickly asked him, "so does that mean that I get a better price?" And indeed, MINDEF/SAF is often a reference customer and we want to maintain and upkeep our reputation. Because they know that when MINDEF buys something, the process is robust. And we have those rules that I mentioned: operations come first, operations come last. The start and end of everything has to do with our operational needs and no other considerations. No political interference, no political considerations, no other pecuniary things. In order to negotiate such a deal to ensure our resilience, it is not just the upfront purchase. Many countries, many militaries will buy things upfront.”
“So, for example, in the recent issue with the CII, while we are managing the incident real time, we are also conducting exercises and trainings to help the various telco to build up their capabilities, because at the end of the day when an attack is on a part of the network, the strength of our defence is always contingent on the weakest link and we want to level up the capabilities across the entire nation. Likewise, when it comes to the issue of counter terrorism, it is not just about MINDEF or MHA capabilities. Actually, what is the terrorist trying to do? They are trying to psychologically shake us and take away the sense of normalcy that we have. One of the most important thing that we need to do if we were ever under attack is to never allow the terrorists to achieve their aim of disrupting our way of life. The psychological defence part is so important, which goes beyond MINDEF and SAF. It requires a whole of society effort for us to make sure that we are inoculated. We have seen how the experiences of other countries have done. In fact, there is one particular country which has a standing policy. Whenever they are faced with a terrorist attack, and if the terrorist were successful in killing someone or bombing somewhere, they made it a point that within a few hours, they will make sure that the place is entirely cleaned up and people will go on with their life as per normal. Because to them, that is how you defeat the terrorists and tell them that, "You may kill or harm a few of us, but you will never rob us of our peace". And that, I think, is an aspirational standard that we should also strive towards.”
“Chair, indeed, as Mr Vikram Nair said, many of these threats are cross domain. They do not just emanate from within the security domain. They can cross into the civilian domains. And MINDEF will continue to work very closely with our MHA counterparts, MDDI. In fact, across the whole of agencies. How do we do this? We have various standing arrangements from committees that look into the future to operational committees that look at actual operations, so that we can be ready, not just to handle the current ops, but also to anticipate the future ops. Let me give some examples. For example, in the recent cyber attacks that we have seen, the agencies involved will include assets and capabilities from MINDEF, MHA, the Cyber Security Agency of Singapore, the Infocomm Media Development Authority and also other various related sectors. We will continue to do this, as to who takes the lead and who is the first among equals, it will depend on the operational context. In certain instances, the civilian agencies will front it. The rest of the Government agencies, including MINDEF, will continue to support as a whole-of-Government, whole-of-nation effort. In other more serious contingencies where MINDEF needs to front it, the other contingents will continue to support and we have standing operational structures on how we continue to operate this. Having said that, I must emphasise that it is not just about dealing with the contingencies, just as the recent cyber attacks have shown. What we also need to do as a whole-of-Government is to deploy our resources to help our various agencies build up their capabilities.”
“It is not in our interest to cause invidious comparison or to bring this down, this sacred duty of serving our country into a transaction. Of course, we will take care of our NSmen. Of course, we will regularly review our NSF allowances. Of course, we will do more for the HOME awards. Of course, we will do more for the NS credits, the tax incentive, wherever we can. You can have my assurance. We will take care of our NSmen. But I appeal to Members of this House not to conflate duty with transaction. [Applause.] 4.30 pm”