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.”
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“We do not disclose our capabilities and over the years it has been quite amazing that how generations of NSmen have been able to operationalise such capabilities without having to tell the world. And I am proud of them, and I think this must continue to be the culture that we have in the SAF. On NSF compensation, let me say that having served both NSF and as a Regular, I will be the first one to champion that we recognise the contributions of our NSFs and NSmen appropriately. But I choose my words very carefully. I say "recognise". I think those of us who have served in NS will be very careful to not use the word "compensate", because in truth, no amount of monetary compensation can be equated with the contributions of our NSmen. It is not just the two years that they serve. It is the two years and beyond. And many of our NSmen serve even beyond the two plus 10 years – they volunteer their services. What is the ultimate price for all this contribution? It is not how much money we give them. Ultimately, it is the security and survival of Singapore that we are defending. Yes, we will take care of our NSmen. And it is not just about NSF allowance. We will take care of our NSmen, we will take care of our NSFs in consultation with the Ministry of Finance, where the budget space allows. We contribute to their HOME account, which takes care of their housing, their medical, their education. And when we have the budget space, we will do more, and I will be the first one to champion that we do more. But I do not want us to get into the wrong concept that this is a transactional relationship. I have never seen it so and I hope that generations of Singaporeans will continue to not see it so.”
“Chair, let me respond to both questions. Chair, I understand Mr Tiong has filed a Parliamentary Question and we intend to answer the Parliamentary Question subsequently. But I would just like to say three things, since this is raised now instead of the Parliamentary Question. First, ballistic missiles threat is not new, and it can emanate from within and beyond this region. It has existed for a long time and SAF will continue to build up our capabilities ahead of time. The second thing I will say is that we do not discuss specific threat scenarios in this Chamber, because we do not want to make it a self-fulfilling prophecy. Number three, we do not discuss specific operational response in this Chamber either, because we do not need others to know what we can do and where our gaps might be. That has guided how I was brought up in the SAF and that will be how I continue to lead MINDEF/SAF. Perhaps to share a story with the Members of the House. I have regularly visited our soldiers, including NSFs serving across the entire MINDEF/SAF establishment. Many of them work in classified units. Whenever I meet soldiers, 19, 20 years old, working in a classified unit, I will ask them this question, "What do you tell your parents about what you are doing?" I am proud to say I have consistently heard only one answer, and they do not have to rehearse this because I am the Minister for Defence. They are matured enough to tell me that they will just tell their parents that they are serving their country, full stop. Sometimes, those who know the most say the least. Sometimes, those who do the most say the least. And I think those are wise responses from our NSFs. The SAF works on the basis that many of our systems, classified systems, are operated by NSFs and NSmen.”
“And sometimes for some of these classified capabilities, it is the length of time required for us to develop breakthroughs in the science and technology for us to develop such capabilities. So, at a time where it is appropriate, we will reveal more of such capabilities. But as far as the conventional platforms are concerned, we will use our budget wisely to upgrade those where we can and to acquire new ones when we need to. We do not always acquire new weapons systems only. For example, recently, we have acquired four second-hand C130 to be refurbished to meet our operational needs, to stretch our defence dollar. So, I want to assure Members of the House, it is not just about acquiring new, shiny platforms. Very often, we acquire platforms that meet our needs and we retrofit them according to our operational needs, just as we have done for the C130s, the Leopards and other platforms.”
“Chair, if I may make a couple of points in response to Mr Yip Hon Weng's clarification. First, I do not intend to list out all the conventional capabilities and their timeline. I think we will do that in good time. As I mentioned, we will only reveal the capabilities at a time of our choosing, when it is operationally useful. The second point, I think we also would encourage everyone to move beyond the concept of what we call conventional and non-conventional capabilities. As far as SAF is concerned, they are just capabilities. There will be a spectrum of capabilities that will be required to meet our enduring, emergent and evolving challenges. In the past, the type of scenarios that MINDEF/SAF has to contend with is probably fair to say, a bit more limited. Today, the range of scenarios that MINDEF/SAF has to contend with has expanded greatly. Within these expanded scenarios and each of the different scenarios, we will need a mix of different capabilities to respond. That includes what we call conventional capabilities, classified capabilities, cyber capabilities and including the cheap asymmetric capabilities. We will continue to renew many of our platforms, be it armoured fighting vehicles, ships or planes. These are things that people can see. These are things that our potential adversaries will also take notice. But what is beyond these conventional capabilities will be the other capabilities that I have alluded to, which we may not always reveal to others. Nevertheless, as I have mentioned, it is important for us to keep looking ahead, not just to look at the threat horizon in the next one to two years, but in the next 10 to 20 years. Previously I have mentioned that some of the ideas that we have worked on started some 10, 20 years ago.”
“These are all warning lessons for us. Every day of peace is another day where the dangers of complacency heighten, as Mr Alex Yam mentioned. We must never let this happen under our watch. Thank you, Chair, and Members of the House, for your continued support for MINDEF/SAF. [Applause.]”
“For instance, we have expanded our defence tech partnerships with various countries. Recently, we have seen an increased interest by various countries to partner Singapore through initiatives, like the Defence Industry Day, where we bring together the defence industries of different countries. These developments show how we have found opportunities to work with new partners to shore up and strengthen our resilience in areas that meet our needs. To do all these, we need to ensure that our people deeply understand the world as it is, and are able to pinpoint the concerns and aspirations of others. This is so that we can develop value propositions to work with them in the evolving context. In conclusion, MINDEF and the SAF will continue to transform itself to defend Singapore against tomorrow's threats. But as I have stated earlier, defence cannot be achieved by MINDEF/SAF alone. National defence is a national endeavour. It belongs to the whole of society – to every Singaporean, in every sector, in every community. We can train with the most advanced capabilities, invest billions in our defence infrastructure. But all of that will count for nothing if we are not vigilant, if we allow ourselves to be fundamentally surprised because we have been lulled into complacency. The recent conflicts have presented many examples where, even when confronted with clear intelligence of threats, capable and technologically advanced militaries failed to respond because they convinced themselves that it would not happen to them or that it could not happen to them. They did not fail in technology, equipping or training. They failed to challenge their mindsets, they failed to guard against complacency, and they fell into denial of the harsh possibilities of conflict.”
“The problem today is that many of these technologies are being militarised and deployed faster than norms can be developed to guide their use. But this also means that we can collaborate with new partners from anywhere in the world, so long as they share the same views as us and want to shape the norms responsibly. There are several other examples of shared interests, such as counter-information campaigns and the protection of critical underwater infrastructure. These are areas where we can work with other like-minded states to learn from their experiences, and for us to share ours, for our mutual benefit. On critical underwater infrastructure specifically, we are tapping the expertise of newer partners, like Finland, Estonia and the Netherlands, to develop principles and best practices for defence cooperation that can be adapted to our region. Another area where we can work with new partners is in defence technology. MINDEF has been diversifying our global partnerships to mitigate single-point supply chain failures. Indeed, the more uncertain geostrategic environment has also raised the risk of supply chain disruptions but it has also presented new opportunities for us to be able to work with partners that previously may not have considered us as their partner of choice. Other countries recognise the same challenge and that is why in this environment, we will also see a more diverse global defence industry. Advanced science and tech innovation is now pursued by a wider range of countries, as well as companies – not just traditional defence companies, but also start-up firms and tech giants, especially for dual-use technologies. These developments all present new opportunities for MINDEF to work with them.”
“First and fundamentally, we must develop a clear-eyed perspective of their challenges, their needs, for us to be able to come up with compelling value propositions to partner them. As a small country, we cannot simply be "neutral". Staying neutral will induce greater pressure on us from others to take their side and narrow our strategic space. We do not want to "choose sides" either, which makes us a proxy for others, takes away our agency and renders us irrelevant. The only way is to develop an approach based on consistent principles that we believe in and are good for Singapore. We must convince others that our view of the world serves their interests too, so that they will want to work with us. In a more unpredictable environment, it is all the more important for our views to be principled and consistent. They signal to others that we will be steady and reliable partners despite changing circumstances. Second, we must capitalise on Singapore's unique value proposition. For instance, it has become even more important now for countries to communicate and share their concerns candidly. We have been able to convene dialogue and encourage common understanding on issues, often away from the public glare. Where we can be useful, Singapore is glad to play our part in providing a space for open and meaningful discussions amongst other partners. But key to our value proposition here is that we must maintain our reputation as a trusted and reliable partner. On Mr Gerald Giam's point, the new threats on the horizon also present new opportunities to find common ground with non-traditional partners and open up new areas for collaboration. The threats that AI and cyber tools can pose are almost universal to every country.”
“Many of our volunteers, some of whom are also our Operationally Ready National Servicemen, have valuable real-world experiences and industry expertise. Having a strong volunteer core also adds to our deterrence. Potential adversaries would think twice if they knew they would face a populace that is committed, skilled and prepared to defend Singapore. And the more Singaporeans who volunteer with their time and service, the more powerful our deterrence will be. That is why MINDEF will strengthen the Defence Volunteer Ecosystem through the SG Defence Volunteer Network and SAFVC. Senior Minister of State Zaqy will speak more about this in greater detail on how we intend to expand the size and scope of the SAFVC. The fourth "c" has to do with connections – our diversified portfolio of international partnerships, which have advanced Singapore's and SAF's interests in crucial ways. Our fundamental ability to build connections and partnerships rests on a capable and credible SAF. No one will want to partner someone who is unable or unwilling to pull their own weight and make a contribution. Thus far, our partnerships have provided valuable opportunities, such as opening up new training areas overseas. This has allowed us to overcome our space constraints for complex, large-scale exercises. These partnerships also provide access to advanced defence technologies to equip our warfighters. Mr Vikram Nair and Mr Shawn Huang asked about MINDEF's approach to building defence relations in a more volatile and complex landscape. My response is that we cannot take our connections and value to others for granted. We must strengthen our value proposition to others as their needs will also shift and for that, we must keep evolving our approaches with them for us to remain relevant.”
“The third ring of support is the wider NS community – comprising some 750,000 former NSmen, as well as the 2.5 million families and employers supporting them. The importance of the third ring cannot be understated – the extent of support they offer to our second ring directly affects the commitment of our full fighting force. The final ring represents our entire society. We must remember that a strong SAF cannot fight alone if our society has already crumbled under pressure. It is also important that we continue to build the resilience of our population to external forces and disruptions. MINDEF will therefore step up engagements with these broader segments of society, to cultivate an entire population that is committed and prepared to defend Singapore, as part of wider Total Defence efforts. In support of this objective, SAFRA will review its mission to extend its engagement beyond active NSmen. We will reimagine SAFRA as a platform for defence engagement to include our former NSmen and their families. Minister of State Desmond Choo will speak about this later. Dr Neo Kok Beng asked if we should redefine NS to include voluntary services in all uniformed groups, and to allow new citizens to participate. While NS is the bedrock of our defence and will remain so, we can do more to encourage a culture of participation in defence through volunteerism. Everyone has a part to play, and everyone who lives in Singapore should have opportunities to volunteer in some way. Volunteers play a key role in supporting the SAF and Singapore's defence by taking on meaningful roles that complement the work of Regular personnel. Today, the defence volunteer base is more diverse and dynamic than ever.”
“Mr Kenneth Tiong asked about the talent pipeline into the DIS to tackle threats on our critical information infrastructure (CII). MINDEF recognises that many of our NSmen have honed their skills in the fast-changing cyber and tech domains through their private sector careers. They have valuable experience we can tap on to augment the defence of Singapore's critical networks. The DIS will thus better organise our national servicemen with relevant cyber expertise, into Sectoral Cyber Defence Teams. These teams are aligned to our CII sectors and will aim to strengthen the resilience of our CIIs. Senior Minister of State Zaqy will elaborate more on these NS cyber units in his speech. Third is our commitment to the share of talent that MINDEF/SAF receives. I am thankful that the public service continues to allocate top talents to MINDEF/SAF so that they can lead the SAF to be ready for today's and tomorrow's challenges. I am also grateful to parents for continuing to entrust their sons and daughters to the SAF, and to schools for grooming the next generation of leaders. Altogether, these expressions of commitment send a powerful signal of strong, whole-of-nation support for Singapore's defence to potential adversaries. The third "c" is contributions from our wider community that lend strength to the SAF. This strength can be seen through a model of concentric circles. At the centre of the SAF is the high-readiness core of active-duty personnel, who will respond first in any contingency. The second ring is the SAF's full-force potential, comprising 250,000 NSmen who can be mobilised when required. Thus far, we have talked about how we will better support the first two rings.”
“We are invested in making the most of their time in NS and during their Operationally Ready National Service (ORNS) cycle. We strive to bring out the best in every serviceman so that they can contribute more meaningfully and effectively with their abilities. This is especially so, since today's SAF has a greater variety of roles to deal with an expanded spectrum of operations. Many of these new roles no longer depends solely on traditional notions of physical or operational fitness. This will require a mindset shift on how we think about the abilities of our servicemen. Combat categorisation in the past tended to stream our servicemen based on what our people could not do. But we can unlock our people's potential if we shift our focus to what they can do. 3.30 pm To this end, MINDEF will review our Medical Classification System to be more precise. This will allow better characterisation of the medical fitness of our servicemen, and how that affects their ability to undertake various tasks. Coupled with continuous efforts to redesign roles and vocations, the Medical Classification System will enable our servicemen to be more meaningfully and effectively deployed. Some may also be deployed to vocations that they were previously not eligible for. The review of the Medical Classification System is being done in consultation with public medical specialists and members of our specialist advisory boards. With greater precision, this ensures that our servicemen are deployed only to vocations that they are medically assessed to be suited for. The robust safety and training system in MINDEF/SAF will continue to ensure that our servicemen in redesigned roles can train and operate safely. We also want to better harness the talents of our NSmen with specific expertise.”
“As developing integrated systems and real capabilities take time and consistent effort, we invest steadily in technology and our people's skills and competencies over the long term. We eschew a feast and famine approach to defence spending. Rule number five, resilience matters. It is important for SAF to build resilience against disruptions. We achieve this through means such as the ability to adapt to our unique needs, ensuring adequate stockpile and having alternative sources of supplies. Rule number six, best solution mindset. We acquire the most cost-effective system to meet our operational needs, guided by robust professional assessment, rather than being tied to any single source or solution. Where we need to achieve greater resilience or customise to our own unique needs, we may develop our own unique systems. Rule number seven, last but not least, goes back to the first – operational needs, always. Our operational needs remain our foremost and utmost consideration so that we can build a strong SAF, equip our war fighters with the best systems available against today's and tomorrow's challenges. Going forward, I expect the growth in defence spending to keep pace with GDP, barring major shocks. However, if the need arises, we are prepared to spend more. Next is our commitment to NS, which is essential for generating the force required to meet our critical needs for national security and survival. The service and support of our NSFs and NSmen are vital to this effort. Our people are at the core of what we do, and the fighting spirit of our people determines how successful we are. MINDEF and SAF does not take the commitment of our NSmen and NSFs lightly.”
“This is especially for classified capabilities. Our local defence industry gives us resilience, the ability to scale and, most importantly, the ability to develop capabilities that we cannot buy. Their credible capabilities also allow us to be a partner of choice for others to want to work with us. That strengthens our relevance and value proposition. For the second "c", let me touch on the commitments to Singapore's defence. This commitment by our political leadership and whole of society is expressed in various forms. To Dr Wan Rizal's point, our first commitment is a steady, consistent and disciplined way that we approach our defence expenditure. Various Members have asked about how we apply our resources judiciously and apply them in a disciplined way. This was supposed to be an answer that I will give to Ms Valerie Lee, who has posed a Parliamentary Question, but I thought it is perhaps useful for me to share my seven golden rules of defence expenditure and how we spend money. Rule number one, operational needs first and last. Our top priority always goes to our operational needs, both current and emerging. All other considerations are secondary. Second, we must be clear-eyed on our life-cycle cost. We plan our investment 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 that capability. Third, we take an integrated system view. We acquire and develop capabilities not in isolation, but with a view towards them being a part of the larger integrated system within SAF. This ensures that the SAF's capability is more than the sum of its individual parts. Rule number four, consistency is key.”
“We do not want to be caught in a situation where we are fundamentally surprised by developments that we should have seen coming. The task of building up the SAF is never-ending. We must continue to stay ahead of the changing threat landscape. If we stand still, we fall behind. If we become complacent, we become irrelevant. And I am happy to report to the House that when I returned to MINDEF last year, I continued to see this spirit. In 1997, then a Major Chan Chun Sing was writing about the use of unmanned drones in swarms. We were talking about computer viruses because, for those of you who remember WordPerfect, some of you will know that you can play aircraft simulation if you know the correct code behind WordPerfect. This has already told us what could come many years later. In 2000, before I left SAF, we were talking about classified projects that, today, are coming to fruition when I returned to MINDEF. Defence is a long-term business. And I am glad that today when I returned to SAF, I am seeing my men and women of SAF, not just the talking and thinking about the challenges today, but what are the challenges that could emerge in 10 or 20 years' time. That is and that must be the spirit of SAF. Next, our defence capability, in my mind, must be manifested in six arms. Beyond the Army, Air Force, Navy and DIS, it must also include our defence and technology community, and it must also include our defence industries. We have judiciously invested in the DSO National Laboratories and DSTA over the years, building a corps of scientists and engineers with expertise that money cannot buy. In our quest for resilience and to strengthen our ability to scale at speed, we must also have a strong and reliable local defence industry.”
“For example, we will strengthen our soldiering fundamentals of live-firing and better prepare them against future threats and a wider range of operational scenarios. Since 2013, the Multi Mission Range Complex (MMRC) at Pasir Laba has been used by generations of NSmen to hone their marksmanship. For more of our soldiers to use such facilities, the Army will build a second MMRC at Bedok Camp. Beyond just increased capacity, MMRC 2 will allow our soldiers to train more realistically and precisely across more scenarios and different domains via the new Video Targetry System and MMRC 2 will also allow our soldiers to hone their counter drone techniques. MMRC 2 will free up land currently occupied by six baffled ranges, which can be repurposed for our other training needs. It will also be easier for our soldiers to train at MMRC 2 NSmen can simply book ranges for training conveniently through the OneNS app without having to go through their parent unit. And it has always been my own personal vision that our NSmen can go into a range to hone their skill, just as they go to a bowling alley. I will make another point on capabilities. We have and we will continue to invest steadily in conventional, cheap-asymmetric, cyber and classified capabilities. We will also train our people well to maximise their capabilities. We will focus not only on the "teeth" in terms of the inducting new weapon system, but also on the "tail" in terms of improving resilience of our supply chains. However, we must guard against complacency. We must strive to develop capabilities for the next bound instead of the last conflict. Adaptation and agility must be built into the SAF DNA.”
“We are also cognisant that beyond manned and unmanned systems, modern warfare is also a contest of resilience, and this is where we will also increase our efforts to make sure that our systems are resilient as a whole. We will also respond to threats emanating from cheaper unmanned platforms in a way that does not pose significant cost asymmetry. In other words, we cannot use a missile to take down every drone that comes at us. Ms Yeo Wan Ling asked about beyond the physical hardware, what else must we do? And we agree. We must also continue focusing on building our capabilities in the cyber domain. We must keep pace with the rapidly evolving technology and threats that we encounter daily. To do so, we must continue to experiment and innovate our cyber training practices. The DIS will thus reposition the Cyber Defence Test and Evaluation Centre (CyTEC) as a Cyber Defence Test and Experimentation Centre. Beyond training our cyber defenders, CyTEC will be equipped with cutting-edge technologies to facilitate innovation and strengthen our cybersecurity. Like other professional armed forces around the world, SAF does not disclose every capability we develop or deploy. What I can say is that the SAF will continue to invest in capabilities ahead of future threats. This will give us the decisive edge and allow us to overcome our security challenges. The SAF will continue to announce our acquisitions at a time of our choosing when such disclosures are operationally useful. So far, I have spoken about technology and hard capabilities, which are critical force multipliers for SAF. Yet beyond and behind each capability is our people, and it is equally important that the SAF trains our people for a much more complex environment.”
“This supports the SAF’s mission in safeguarding Singapore’s Sea Lines of Communication as part of Singapore’s maritime security surveillance network. The SAF will also continue to scale the use of unmanned platforms for new concepts of operations and pair them with manned platforms. If I may just make a point here. Many Members have talked about unmanned platforms. "Unmanned platforms" does not mean it does not require manpower. I always thought that a more appropriate term is “remotely piloted platforms” in scale or individually. They need manpower, they need different types of manpower. The Navy’s Victory-class Multi-Role Combat Vessel (MRCV) will be equipped with the combat capability of a modern frigate. But it will also be a “mothership” for unmanned systems. The second MRCV is on track to be launched in the third quarter of 2026. On Ms Joan Pereira and Ms Poh Li San’s point, beyond the conventional, the rise of cheap-asymmetric capabilities, including drones, will present both threats and opportunities. The SAF will develop a “high-low” mix of capabilities, complementing high-end conventional systems with cheap, dual-use systems available in the commercial market, especially in the drone and digital areas. We will also be focusing our efforts to integrate both manned and unmanned operations as a system. As to the mix between manned and unmanned, that will be a dynamic equilibrium determined by the rate of technological progress. For example, we can use low-cost naval swarm drones for maritime security. This builds agility in our processes so that we can rapidly adapt to the changing battlefield and technological landscape. As we speak today, we already have unmanned surface vessels patrolling the Singapore Straits together with our manned or crewed vessels.”
“Such tactics are designed to induce pressure on their targets while mitigating the chances of triggering full-scale military responses, as it is always difficult to attribute responsibility. They also exploit legal and operational ambiguities that could delay responses. Ultimately, these attacks create uncertainty and seek to undermine confidence and disrupt our society’s ways of life. In the face of these wide-ranging challenges, how can we continue to defend Singapore and protect our way of life? One thing remains clear. The world does not owe us a living or our survival. We can rely only on ourselves and not on the security guarantees of anyone else. We must therefore devote attention and resources to our security and relevance and to stand on our own feet. To Mr Yip Hon Weng’s question, let me highlight our four-pronged approach to tackle the challenges we face: capabilities, commitment, contributions and connections. First, capabilities for the SAF to be a credible armed force. A well-equipped SAF is one that can defend Singapore against a spectrum of threats. As the ultimate backstop for war, the SAF must have robust conventional capabilities. But the SAF must also have other calibrated options in response to an expanded range of scenarios beyond and below the threshold of war. This is why MINDEF/SAF will build up a suite of capabilities comprising: conventional, cheap-asymmetric, cyber and classified capabilities. Having robust conventional capabilities remains core to a strong and credible deterrence. We must continue to modernise and upgrade them to keep pace with the threats around us. For example, the RSAF will acquire three Gulfstream G550-Maritime Surveillance Aircraft (MSA), to complement the Boeing P-8A Maritime Patrol Aircraft.”
“While conventional conflict has not gone away, what continues to change is how else conflict can be conducted. There are two dimensions to this evolution. The first dimension is the ongoing technological disruption, which has transformed the speed, scale and cost of conventional conflict. Take drones as an example which many Members have raised. The rapid tech development cycle today has ramped up the pace of innovation in drone technology, making them more accessible and faster to operationalise as a capability for offence. What once required advanced and costly military platforms can now sometimes be achieved more quickly and at lower cost by integrating commercial off-the-shelf drone systems with AI. In Ukraine, we have already seen how drones are scaled and weaponised to inflict disproportionate damage on a bigger and stronger aggressor. While these technologies present challenges, they also present opportunities for resource-deficient countries to use them to complement conventional platforms and sensors. The second dimension is the spectrum on which conflict occurs. Threat actors no longer need to resort to war to achieve their outcomes. Instead, we are seeing more hostile actions taken along the entire spectrum from peace to war. And as we have said before, we are not exactly at peace; neither are we at war. 3.15 pm For example, cyber and digital tools are increasingly preferred by state and non-state actors to exert pressure just short of full-scale war. As a highly digital country, we have a large surface area of attack as our systems are tightly coupled. This deep integration also means that the lines between civilian and military targets are blurred, and we are no strangers to such tactics being deployed against us.”
“To overcome this limitation, we must strengthen our resilience to withstand and outlast any pressure from external forces. This is not just an SAF responsibility but a whole-of-society effort through Total Defence. Manpower is our third constraint. With our small population size, we can never rely on a fully Regular or volunteer force large enough for our defence needs. We need NS. Beyond numbers, we must also be able to harness and deploy our whole-of-nation talent effectively. Next, our emergent challenges. It has become clear that the longstanding norms that have governed international relations have reached a turning point. Singapore and much of the world have benefitted from the multilateral rules-based order. This order prioritised collective problem-solving and rules of behaviour in the global commons, as well as serving as guardrails against military escalation. However, we can no longer expect countries to work within international laws and norms as a default. Rules that once restrained behaviours are being tested and, in some cases, deliberately ignored. When norms erode, behaviours become unpredictable, leading to greater insecurity in the global environment. Indeed, countries everywhere are re-evaluating their relationships, to see who they can work with in the new environment. These developments accelerate a return to a "might makes right" world. For small countries like Singapore, this shift puts pressure on our autonomy and sovereignty. It is in such times, more than ever, that we need a strong and capable defence to secure our national interests. On the international stage, Singapore must also make clear our value proposition so that we remain a relevant and valued partner. Third, our evolving challenges.”
“Chair, let me first thank Members for their interest and support for MINDEF and SAF. Chair, we live in unprecedented and increasingly dangerous times. Yet, Singapore has enjoyed another year of relative peace and economic prosperity. We do not, should not and must not take this for granted. Even if we had been lucky, luck favours only the prepared. We must be prepared. The world, as Members have said, is undergoing rapid and disruptive structural changes. Many of our old assumptions about the world and how it works are less or no longer relevant. To secure our place in the world, we must anticipate, adapt and develop capabilities ahead of time, to pre-empt the new threats and developments, even as we continue to manage the existing and enduring ones. If we fail, we risk irrelevance and heightened insecurity. What are our security challenges? Let me group them into three kinds: the enduring, the emergent and the evolving. First, our enduring challenges. Singapore's strategic realities are our geography, manpower and constrained resources. These immutable truths have set the foundations for our approach to defence. Geographically, we are a small country. We have no hinterland for early warning. We do not have the option of falling back and regrouping to come back from an attack. We are also air- and sea-locked. Our lifelines go through other countries' air and sea space to reach international space to connect with the world. We cannot allow ourselves to be physically and digitally cut-off from the rest of the world. Therefore, we have built the SAF and developed operational concepts to overturn these vulnerabilities. Our lack of domestic resources also makes us susceptible to external disruptions, because we rely on international trade to sustain ourselves.”
“Chair, we will certainly look into that. But let me assure the House that for every decision made, actually it is carefully recorded and the grounds of the decision made are carefully recorded. And over time, we will build up the corpus of knowledge, just like case law.”
“The Member may refer to the reply to Parliamentary Question No 7, asked by Mr Yip Hon Weng, for the Sitting on 24 February 2026. [Please refer to "Threats against National Security Sites and Resources Expended on Investigations", Official Report, 24 February 2026, Vol 96, Issue 18, Written Answers to Questions for Oral Answer not Answered by End of Question Time section.]”
“The Ministry of Defence's carbon emissions are published in the GreenGov.SG report, which has been published annually by the Ministry of Sustainability and the Environment (MSE) since 2023. The GreenGov.SG report may be found on the MSE website.”
“The Singapore Armed Forces (SAF) treats the security of our camps and bases seriously and takes the necessary measures to ensure safety of our personnel and assets. The SAF has multi-layered security processes and systems in place to deter, detect, deny and respond against security threats to our camps and bases. To deter potential perpetrators, SAF camps and bases conduct frequent security patrols and operations. Perpetrators can expect stiff punishments including imprisonment. To detect and deny potential threats, SAF camps and bases are equipped with security infrastructure, such as fencelines, surveillance and intrusion detection systems, and vehicular scanning capabilities. Security personnel are also on watch round-the-clock at the camps and bases. While our efforts should deter would-be perpetrators, potential security threats of varying levels of credibility and risks may still arise. The SAF assesses all potential threats robustly, and we adopt a zero-tolerance stance because the consequences are serious. When deemed credible, the SAF will take the required precautions and countermeasures to deal with the threat to keep our people, equipment and infrastructure safe. The SAF's responses include evacuations, bomb sweeps and personnel checks. It has ready responses to deal with perpetrators and other threats. The SAF would work with the Singapore Police Force (SPF) and other Government agencies to pursue perpetrators. During the recent bomb hoax at Paya Lebar Air Base and thereafter, the SAF responded as planned. The SAF worked with the SPF to identify and apprehend the perpetrator promptly. The case is currently under investigation.”
“As the enlistment numbers vary from year-to-year, it is more meaningful to compare them over longer time periods, as follows. The percentage of enlistees who progress to complete their two-year term has consistently exceeded 95%. The small numbers who are unable to complete the two-year term are mostly due to medical reasons.”
“We thank the Member for his suggestions. PSD will continue to review our recruitment processes and guidelines to create a positive experience for jobseekers and attract suitable candidates.”
“The Public Service Division (PSD) regularly reviews our recruitment processes to create a positive experience for jobseekers to attract suitable candidates and ensure alignment to national guidelines. Today, agencies decide on the information to include in their job posts that best enables effective recruitment and creates a positive experience for jobseekers. Some agencies, like the Ministry of Home Affairs, the Ministry of Education and the Singapore Armed Forces, post starting salaries, while others may provide salary ranges for selected jobs. The Public Service's position on Flexible Work Arrangements (FWAs) has also been shared publicly. We are committed to offering a range of FWAs that support officers' needs, such as part-time work, staggered working hours or telecommuting, while ensuring the operational effectiveness of the Public Service. Candidates can discuss their needs and preferred working arrangements with their employers during recruitment, and employees have channels to make requests as their needs change. However, FWAs are not entitlements and are subject to operational needs and exigencies of service. Agencies may choose to highlight their FWA provisions in their job postings. PSD is also continually exploring other ways to reduce jobseeker fatigue and attract a diverse talent pool. For example, in August 2025, we organised the Singapore Public Service Career Fair, which brought together 70 agencies offering over 2,000 job vacancies at a single location. This made it convenient for jobseekers to find information about the roles available in different public agencies. All public agencies' job postings are also sited online in the one-stop portal, Careers@Gov. We continually improve the search and application features.”
“These conventions are essential to upholding the high standards of personal integrity and honourable behaviour expected of MPs and political leaders in Singapore. Dr Neo also asked whether the Prime Minister would continue to appoint a LO if no elected Opposition MP meets the criteria. This is a hypothetical and highly unlikely scenario. There is a strong desire among Singaporeans for a greater diversity of views in Parliament. We have also instituted rules to ensure that there will always be 12 non-ruling party MPs in the House. I therefore have little doubt that there will always be Opposition voices in this House, and among them, Members in good standing who are able to meet the requirements of the Office and discharge its responsibilities with integrity and responsibility.”
“My response is on behalf of the Prime Minister. The People's Action Party (PAP) Government first formalised the Office of the Leader of the Opposition (LO) in 2020. The Leader of the House had also set out the duties and privileges of the LO in the 14th and 15th Parliament, and these are on the Parliamentary record. The Government supports, in-principle, further steps to institutionalise the Office. However, as a relatively new institution, its roles, responsibilities and operating arrangements continue to be shaped by Parliamentary practice, experience and the conduct of those who occupy the Office. It would therefore be appropriate to allow these conventions to further develop and mature, so that any eventual codification in statute is informed by established and sound practice. Dr Neo asked about the criteria for a Member of Parliament (MP) to qualify as the LO. There are several relevant considerations. Normally, the LO should be the leader of the main opposition party in Parliament, provided there is a predominant Opposition party with a significant number of MPs. Furthermore, the LO must uphold high standards of honesty and integrity and command the trust and respect of Parliament necessary to carry out the responsibilities of the Office. If, for some reason, the leader of the main Opposition party does not meet the criteria, then another Opposition MP can be considered. Should the Office be institutionalised in the future, some of these requirements may be set out explicitly. At the same time, there will always remain conventions of conduct and responsibility that cannot be fully codified, but which are nevertheless understood, respected and observed by all MPs.”
“Between 2018 and 2024, it ranged between zero and 1.5 months. The individual Performance Bonus may range from zero to six months each year, as determined by the Prime Minister. All the components added up – fixed pay plus variable pay, including any and all bonuses – make up the norm level of $1.1 million for an entry level MR4 Minister. The Member asked how the salaries have tracked against household income. As the issue at hand relates to salaries of individual political office holders, a more appropriate comparison would be with individual incomes. While political salaries have not changed since the 2012 review, based on the Ministry of Manpower's published data, incomes of Singapore Citizen earners at the 20th percentile and median have conversely increased by 87% and 80% respectively within the same time period. The Government has recently appointed an independent committee to recommend appropriate salaries and propose refinements to the framework. It will submit its report to the Government when it is ready, after which we will provide an update to Parliament.”
“The current salary structure and compensation package for Political Office Holders was established by a review committee in 2012 and implemented from 2011, when the then-Government assumed its new term of office. The framework and salaries have not changed since. Although a subsequent committee was formed in 2017 to review the 2012 framework, the Government of the day decided not to make any changes to political salaries then as the economy then was undergoing transition. Then, and remains the case today, the norm annual salary of an entry-level Minister is $1.1 million. This is based on a 40% discount to the market benchmark established in 2012. The salary points for other political appointment holders are pegged as a fixed ratio to the entry-level Minister's norm salary level. The annual salary is made up of fixed and variable pay components, split around 65:35 respectively. The fixed pay components comprise monthly salary and 13th month Non-Pensionable Annual Allowance and make up 65% of the total annual salary. The variable pay is made up of the National Bonus, Annual Variable Component and individual Performance Bonus, which together make up about 35% of the total annual salary. The National Bonus is determined equally by four indicators related to the socioeconomic progress of Singaporeans as laid out in the White Paper: namely, the real median income growth rate of Singaporeans; the real growth rate of the lowest 20th percentile income of Singaporeans; the unemployment rate of Singaporeans; and the real GDP growth rate. No National Bonus is paid if the targets are not met. Three months of bonus will be paid if the targets are met, or up to six months if targets are far exceeded. The Annual Variable Component is the same amount that all Civil Servants receive.”
“This question has been addressed by the written reply to Question 2 on the Order Paper for the 12 January 2026 Parliamentary Sitting. [Please refer to "Review of Political Office Holders' Salaries Following 2023 Deferral", Official Report, 12 January 2026, Vol 96, Issue 12, Written Answers to Questions section.]”
“The Prevention of Corruption Act is a key instrument in our fight against corruption. The Corrupt Practices Investigation Bureau (CPIB) regularly and proactively reviews the Act. This is to ensure that our laws remain robust and effective against the ever-evolving corruption threat. CPIB is looking into potential legislative gaps associated to the case cited by the Member in his query. If there is a need to come back to Parliament, we will do so.”
“Mr Speaker, Sir, I will make two points in response to the Member's comment. First, I have said that based on our geography, the risk of any strike on Singapore is always very high because we lack hinterland or depth – which is why our operational concepts are quite unique for our own operational needs. And I think I will not need to go into details on how we execute our operational concepts. My second comment is in response to, not just Mr Kenneth Tiong's, but I sense many other Members' interest in the latest evolving technologies on the battlefield. Much has been said about drone warfare. It is not something new. It is something that we have been looking at for many years, even since I was an active member of the SAF. Maybe to illustrate this point, I will just share a little vignette which Members may be aware of. In 2017's National Day Parade (NDP) – I wonder whether Members will remember the 2017 NDP – many people were impressed by the SAF's dynamic display. The most memorable scene from the 2017 National Day Display was the final act towards the end of the parade and ceremony, where we had our fireworks. Members may recall there was a display put up where we had 300 drones in the sky performing and forming a heart shape. To many, this was a wonderful conclusion to a very nice NDP. To the informed observers who are in this line of business, we already knew what that meant for the nature of warfare.”
“We adhere to the fundamental principle that the responsibility for the defence and security of Singapore must lie with Singaporeans. We do not plan on the assumption that others will come to our rescue when we are attacked. Neither do we rely on others to safeguard our survival and peace. This is the reason we believe in the importance of having a strong Singapore Armed Forces (SAF). It is why we have upheld mandatory National Service since 1967 and maintained steady levels of defence investments through the years, even when the security environment seems more peaceful. Alongside our efforts to build capabilities to deter and defend against threats to our nation, we pursue defence diplomacy initiatives to build mutual understanding, foster mutually beneficial relations and engage in constructive partnerships with other countries and their militaries. We work with like-minded partners actively in bilateral and multilateral efforts that contribute to regional peace and security. The United States (US) is one such important defence partner. While there could be some changes in priorities in the US' National Security Strategy from year to year, we take a long-term perspective to our relations with partners. We believe that the US has strategic interests in our region and can contribute to the region's peace and security. We will continue to engage the US on mutually beneficial collaborations. Having said that, other countries would only find us a reliable, principled and worthy partner if we have real and substantive capabilities that can value-add to the relationship. To this end, the SAF must continue to build up our unique capabilities for our own operational and deterrence purposes, and for others to want to partner us.”
“The Ministry of Defence and the Singapore Armed Forces (SAF) regularly review our operational needs and challenges, and strive to develop solutions, capabilities and technologies ahead of emerging threats. In doing so, we incorporate observations and lessons from global conflicts and developments. For obvious reasons, we do not always disclose all our capabilities or build-up plans, unless it is deemed useful for deterrence or operational purposes. In developing, producing and sustaining equipment and capabilities for SAF, we tap on the global and local defence industries. In some cases, we work closely with local defence players to develop new solutions for our unique needs. Past examples include our Navy's unmanned surface vessels and our Army's armoured fighting vehicles and the Singapore Armed Forces Training Institute City's smart training facility. From these experiences as well as their own efforts, some of our local companies have developed solutions and products for overseas markets. We do not comment on such commercial investments, exports and sales.”
“National Servicemen make up the bulk of the Singapore Armed Forces' (SAF's) manpower. In deciding on the frequency and duration of our Operationally Ready National Servicemen's (NSmen) call-ups, we have struck a careful balance between the operations and training needed to keep Singapore safe and secure, and the imposition on our NSmen and their families and employers. Today, we have many NSmen who volunteer to serve beyond their mandatory requirements. Others have contributed in new roles that tap on their deep civilian skills, experience and expertise. I thank all of them for going beyond the call of duty. We will continue to optimise our NSmen's deployment and expand opportunities for those who are able and willing to contribute in more areas of our national defence. The frequency and duration of In-Camp Training and the statutory age for our NSmen are broadly adequate for our current needs. SAF will conduct more intensive or specialised training in selected units that require it. Should there be a need to review NSmen's commitments more generally in future, the Ministry of Defence will explain the need and rationale clearly and seek Parliamentarians' and the public's support ahead of time.”
“The Member may refer to the written reply to Parliamentary Question No 8, asked by Mr Yip Hon Weng, for the Sitting on 13 January 2026.”
“Minister of State for Defence, Mr Desmond Choo, had provided the latest figures on the proportion of full-time National Servicemen (NSFs) who sought help for mental health related issues in his response to a Parliamentary Question from Ms Gho Sze Kee on 4 November 2025. [Please refer to "Full-time NSFs Declaring Psychological or Mental Health Conditions Prior to Enlistment and Support Provided", Official Report, 4 November 2025, Vol 96, Issue 9, Oral Answers to Questions section.] While the figures vary year to year, there has been a general upward trend of NSFs seeking mental health support over time. This is consistent with our national youth mental health trend.”
“The current salary framework was established by a review committee in 2012, and the Government agreed with its recommendation that the framework would be reviewed by an independent committee every five years. A subsequent committee was formed in 2017 to review the 2012 framework, and it concluded that the framework remained sound, and that political salaries should be adjusted annually in line with the movement of the benchmark salaries. Nevertheless, the Government decided not to make any changes to political salaries then. In 2023, the Government decided to defer the scheduled review, given the uncertain external environment and the downside risks in the global economy at that time. The salary structure and benchmark have not been updated since they were introduced in 2012. It is therefore timely to undertake a review. The Government has convened an independent committee, chaired by Mr Gan Seow Kee, to conduct this review. The composition of the Committee is set out in the Table below. The Committee has been asked to recommend the appropriate salary levels based on the current 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 has just been formed and will submit its report to the Government when ready, after which the Government will consider its findings and provide an update to Parliament.”
“MINDEF and SAF will continue to work closely with ACCORD to better support our employers, including SMEs, as well as NSmen in fulfilling their roles in National Service, the cornerstone of Singapore's defence.”
“The Ministry of Defence (MINDEF) and the Singapore Armed Forces (SAF) deeply appreciate the vital role that employers play in supporting our National Servicemen (NSmen). The Advisory Council on Community Relations in Defence (ACCORD) serves as an important platform for us to engage and gather feedback and suggestions from employers, so that we can refine our policies and develop initiatives to better support them and their NSmen employees. Let me cite a few examples. To enable employers to plan ahead for alternative staff coverage or adjustments to their operations during their NSmen employees' absence from the workplace, we provide notice six months in advance for high-key In-Camp Training (ICT) or three months in advance for shorter, low-key ICT. This arrangement arose from suggestions from ACCORD. Another ACCORD initiative that supports employers with NSmen is the Supportive Employers Networking Session. Such sessions bring together businesses to share best practices and exchange ideas, as well as to provide feedback and suggestions to MINDEF, on NS-related matters. Small and medium enterprises (SMEs), which have more limited manpower resources and human resource (HR) units, have benefitted, in particular, from these initiatives. Various schemes and awards have also been developed under ACCORD to recognise supportive employers. The NS Mark is a national accreditation scheme that recognises employers which have put in place policies and HR practices that support their NSmen employees, while the Total Defence Award recognises employers that have demonstrated exemplary support towards NS. Special efforts are made to identify and recognise SME awardees.”
“The Well-being@Gov programme is part of the Public Service's broader effort to support the well-being of public officers. Well-being@Gov is an employee wellness programme that provides officers with on-demand access to well-being support measures via an app, including well-being screening tools, self-care resources and personalised coaching and counselling services. We rolled out Well-being@Gov from March 2024 and, to date, over 100 agencies have onboarded their officers, with an average of 10% actively using the app every month for the past one year. Officers who do use coaching and counselling services consume about 2.5 hours of coaching or five hours of counselling on average. The Public Service Division evaluates the programme through user satisfaction surveys, usage analytics and agency feedback surveys. The response to the programme has been encouraging. The work of a public officer is increasingly complex and the speed of change they face is accelerating. The Public Service is, therefore, committed to their well-being. Beyond the Well-being@Gov programme, the Public Service currently has a network of about 1,800 Well-being Ambassadors across agencies to provide peer support and promote mental well-being awareness at the workplace. Training in basic mental health first aid is also available for managers to better support their staff.”
“The Ministry of Defence procures both local and overseas defence equipment, based on what best meets the Singapore Armed Forces' (SAF's) operational needs in a cost-effective way. All procured equipment, including drones, are assessed to ensure that they are suitable for deployment in the SAF. The assessment criteria include security and safety requirements. For equipment that are connected to military networks or other equipment, rigorous cybersecurity evaluations are conducted.”
“The Public Service selects candidates for scholarships based on a broad set of criteria and merit. Besides academic results, we take into account the candidate's community service records, co-curricular activities achievements, psychometric tests and other assessments that consider a person's values, perseverance, curiosity and adaptability. We actively work with educational institutions at the pre-tertiary and tertiary levels to reach out to students from a wide range of backgrounds. Public sector scholarships have been awarded to students from the polytechnics, schools offering the Integrated Programme and junior colleges. We will continue to review our scholarship selection criteria to ensure that they remain relevant and effective in identifying outstanding Singaporeans from different backgrounds to come forward and serve Singapore in the Public Service.”
“Teleworking is one of the forms of flexible work arrangement (FWAs) available to help public officers balance their work and personal responsibilities. This is not the default working arrangement for all public officers. About half of public officers do not adopt this arrangement because their roles require them to be physically present at the workplace, such as frontline service delivery, security operations or teaching. For these officers, they can access other forms of FWAs, including part-time work or staggered work hours with flexible start and end times. For officers whose work allows for telecommuting, they still have to return to office whenever their duties require them to do so. While FWAs take into consideration the needs of the officer, work and operational needs take priority. It is not an entitlement. We are committed to offering a range of FWAs that support our officers' needs without compromising the operational effectiveness of the Public Service.”
“The Public Service supports skills-based hiring and has adopted a competency-based framework to guide key employment decisions, including recruitment. Agencies are guided to specify skills and competencies in their recruitment advertisements. If specific qualifications are required, their relevance should be indicated clearly. We do not track the number of job postings that do or do not include formal academic requirements in their criteria. Certain jobs, such as those in specialised or technical fields like accountancy, engineering and legal services, require candidates to have the relevant professional qualifications to perform their jobs effectively. In such cases, agencies would explain the need for such requirements. Regardless of whether formal academic requirements are specified in the job advertisements, recruiters will consider candidates for all roles holistically based on their skills, competencies, work experience and alignment with the job's requirements, and candidates may be put through assessments, such as case studies and practical tasks.”
“In November 2024, $200 National Service (NS) LifeSG Credits were disbursed to each eligible past and present National Servicemen from the Singapore Armed Forces and Home Team to recognise their contributions to Singapore's defence and security. The utilisation of the NS LifeSG Credits has been high. As of end-September 2025, 87% of recipients had used their credits at least once. Over 61% of recipients have fully utilised their credits, while another 13% have less than $2 worth of remaining credits. The one-year validity period of the NS LifeSG Credits was made known at the point of disbursement. It is consistent with the validity period for previous vouchers or credits disbursed to recognise National Servicemen. To encourage National Servicemen to redeem the credits before expiry, the Ministry of Defence (MINDEF) has broadcasted direct reminders to National Servicemen via SMS, as well as through mass messages on MINDEF's social media platforms.”