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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“Under the Consumer Protection (Trade Descriptions and Safety Requirements) Act, Enterprise Singapore (ESG) can require a supplier of Registered Controlled Goods to effect a recall and inform users of the potential dangers of goods that pose safety hazards. Certain categories of household electrical, electronic and gas products, including refrigerators and some electrical appliances are considered Registered Controlled Goods. ESG will disallow the supply of such goods when investigations indicate that the product is unsafe. A recall could be ordered if there are found to be uncertified modifications, incorrect testing, or incorrect certification, as well as other reasons that could lead to a significant public safety risk.”
“The median and mean amounts overpaid amounts were $3,300 and $69,000 respectively. IRAS will first offset the excess amount against the businesses’ future JSS payouts. Businesses will be informed of any outstanding excess amount to be returned after their final JSS payout. Businesses that face cashflow difficulties may approach us for assistance. Instalment payment arrangements will be available for businesses that need them. Based on our records, no firms who received the erroneous payments have been wound up to date.”
“As at the first week of May 2021, we have recovered $250 million (68%) and secured commitments for the return of another $83 million (22%) from larger affected firms which are in the process of returning this sum. Businesses that face cashflow difficulties may approach us for assistance. Instalment payment arrangements will be available for businesses that need them.”
“The incorrect Jobs Support Scheme (JSS) payouts resulted from errors in the tagging of business re-opening dates for some businesses, which was used for the computation of the JSS payouts. As the processes for the resumption of business activities had to be implemented at short notice, MTI used existing systems and manual processes to grant approvals for businesses to re-open. Unfortunately, in so doing, mistakes were made with the re-opening dates and concomitantly the JSS payouts.”
“This threat will then diminish the trust and confidence that Singaporeans and others have in one another and in our system, eroding the work ethics and tearing our social fabric apart. So, to Mr Murali's comment, yes, indeed, in some of these corruption cases, it is a win-win situation for the person providing the bribes and for the person receiving the bribes. But the victims are actually the whole society and our own ethos of what we stand for as a nation and as a people. The damage goes beyond what may be transacted between the two perpetrators. This is why while CPIB has done well in its work all these years, as a society, we need to maintain our vigilance. The threat is always evolving, especially with technological advances and evolving corrupt practices. It is thus important to ensure that the DNA of incorruptibility is ingrained in every Singaporean, young and old. CPIB has been educating our youths and working with them to co-create public education resources for the youths, by the youths. Some of these initiatives were mentioned in my earlier response. Ultimately, businesses must remain fully confident that they can plant their investments here in Singapore because our rules and processes are fair, coherent and transparent; thereby, creating quality jobs for fellow Singaporeans. Our people must always believe that they can succeed because of their honest and hard work. This brand of incorruptibility is also what allows Singapore and Singaporeans to stand tall amidst the global competition, even beyond our shores.”
“Mr Deputy Speaker, Sir, first, I would like to thank Mr Murali for his trust in CPIB as a tenacious and effective agency against corruption. Indeed, for the past 69 years, CPIB has been unwavering and relentless in its efforts to fight corruption. Other than the political will to fight corruption, heavy punishments and effective anti-corruption laws, as well as public support are all very important factors contributing to the low corruption in Singapore. While the Prevention of Corruption Act (PCA) has and continues to serve us well, CPIB will regularly and proactively review the provisions to make sure that the Act is able to keep pace with, if not, stay ahead of the evolving threats. To the Member's question, I can share the following areas which CPIB is working on with respect to the PCA review. First is to ensure that the punishment for PCA offences are in line with those of other economic crimes. Second, to conduct comparative studies on international legislation to assess, amongst other things, if there is a need to have separate punishment for corporate bodies. Third, to review the need to expand the current extraterritorial provisions by examining past cases where CPIB is not able to take action on foreigners performing outsourced law enforcement functions where the corrupt transactions were undertaken overseas. Mr Deputy Speaker, Sir, I mentioned in my reply earlier that Singapore's clean and corruption-free reputation should not be taken for granted. Indeed, we must not let our guard down. Low crime does not mean no crime. Likewise, low corruption does not mean no corruption. Corruption if embedded and becomes endemic in our society will alter the fundamental DNA of our societal ethos that has been painstakingly built up over the past many decades.”
“Some examples include the Electronic Reporting of Corruption Complaints and the Electronic Bail platform which provides bailors and bailees with safe and convenient access to bail extension services virtually. CPIB also launched a Digital Investigation Paper project where documents can be digitally and securely prepared, transmitted and accessed. CPIB will continue to take bold steps to transform itself and develop its operational readiness to meet emerging challenges in a post-COVID-19 future. To stay ahead of the curve, CPIB has invested in state-of-the-art digital infrastructure through collaboration with strategic partners such as the Home Team Science and Technology Agency and other agencies. Some examples include the setting up of a new Command Centre that enhances situational awareness and the upgrading of digital forensic analytics capabilities. In the prevention and outreach arena, CPIB has co-created public education resources with students from Institutes of Higher Learning such as Nanyang Polytechnic, and schools such as St Joseph’s Institution. Some initiatives include an e-book on actual corruption cases and its consequences on the society and a Game Web Application incorporating anti-corruption materials for young adults. Singapore's clean and corruption-free reputation should not be taken for granted as it is not immune to the virus of corruption. Singapore must keep fighting corruption wherever it exists and in whatever form it takes. There is no room for complacency and it requires the constant vigilance and resolute determination of the Government, the Public Service and the community to continue to keep corruption at bay.”
“Mr Deputy Speaker, I will address the Parliamentary Question (PQ) from Mr Murali Pillai to the Corrupt Practices Investigation Bureau (CPIB), on behalf of the Prime Minister, please. Corruption is not tolerated in any form in Singapore. It undermines public trust and erodes our social fabric. CPIB does not compute the aggregate dollar value of corruption cases prosecuted as corruption does not always involve money. It pursues all corruption cases regardless of the types of gratification, the quantum of the contracts or amount of bribes involved. Singapore has a hard-won international reputation as a country committed to the rule of law and zero tolerance for corruption. The strong political will to take firm action against all forms of corruption and a society that abhors corruption have contributed to a clean and incorruptible Singapore. Businesses have the confidence that their investments can thrive here because our rules are transparent and applied fairly. Singaporeans can fulfil their potential through their own efforts and hard work in our meritocratic society. Corrupt offenders bear the full brunt of the law and face severe punishments. In addition, CPIB spares no effort to disgorge criminal gains and unexplained assets of those convicted of corruption offences through its rigorous asset recovery efforts. In 2018, 2019 and 2020, the total value of forfeitures imposed by the Courts for CPIB cases were about $2.4 million, $3.8 million and $2.2 million respectively. The pandemic underscored the importance of digital transformation as some of CPIB's initiatives on this front had minimised disruption to its operations and service delivery.”
“As of 28 March 2021, over 760,000 adult Singaporeans have used their SingapoRediscovers Vouchers (SRV) at least once. About 2.2 million adult Singaporeans have not redeemed their SRV. Collectively, more than $108 million in vouchers and additional expenditure have been spent under the scheme. To encourage more usage, STB together with the onboarded merchants and authorised booking partners, will intensify efforts in the next few months. This includes sharing products and promotions across attractions, tours, and hotels, through STB and the authorised booking partner channels. Merchants are also encouraged to continue creating interesting products or bundles that will appeal to different groups of Singaporeans, or to work with each other to create such products. There is no change to the redemption deadline of 30 June 2021 for now. We will continue to monitor the redemption rate over the remaining months before considering if any extension of the redemption deadline is warranted. Meanwhile we encourage Singaporeans to redeem their vouchers early so that they are able to select their preferred products and timeslots.”
“MAS estimates that there are about 400 Single Family Offices (SFOs) operating in Singapore as at end-2020. These SFOs were established in Singapore due to our stability, competitive business environment, the availability of talent from our wealth management industry as well as the breadth and depth of investment opportunities that we offer as an international financial centre. Besides the advisors and investment professionals that SFOs directly employ, they also generate indirect employment when they work with external finance, tax and legal professionals on wealth planning and operational matters. In addition, they expand the pool of patient capital for Singapore-based startups and business ventures as well as funds that invest in such companies. Many principals of these family offices are owners of successful businesses too and may be able to provide guidance to the companies they invest in.”
“Singapore has a globally competitive pharmaceutical manufacturing sector. Pharmaceutical companies including Amgen, Pfizer, GSK and Sanofi, have invested here to leverage our skilled talent, commitment to research and development, strong manufacturing capabilities and excellent global connectivity. We are in discussions with several pharmaceutical companies to manufacture vaccines and therapeutics (V&Ts) out of Singapore. In this regard, one of the world’s largest life sciences companies, Thermo Fisher Scientific, recently announced that it would establish a new US$130 million Fill-and-Finish facility here to develop and manufacture V&Ts. This new facility will consist of two new filling lines, including a high-speed sterile line approved for live virus filling, the first such large scale capability in Singapore. Once operational in 2022, the facility will manufacture up to 30 million sterile doses per month. It will have the versatility to manufacture a wide variety of V&Ts, and enhance Singapore’s resilience to future pandemics beyond COVID-19. Attracting V&T manufacturers to Singapore will also complement our continuing efforts to develop manufacturing executives with the niche skillsets needed for V&T manufacturing, and reinforce our strategy of nurturing local companies in the biomedical sciences industry, whose R&D and innovation activities can strengthen our response to future pandemics.”
“In the past five years, about half of the eligible officers in the Civil Service took up Childcare Leave that was supported by a Medical Certificate. The take-up rate for the five years from 2016 to 2020 was about 50% in each year.”
“As at 17 March 2021, there were 30,829 retired pensioners who are eligible for post-retirement medical benefits. The extent of the coverage of post-retirement medical benefits to a pensioner's dependants varies in accordance to the medical benefit scheme that the pensioner is under.”
“We must look at all these indicators holistically when assessing the effectiveness of CDCs. I must take this opportunity to thank all the contributions of our District Councillors, partners and volunteers; it is with their continued passion, hard work and leadership that CDCs are able to sustain the partnership and programmes to help the vulnerable amongst us and impact the larger community.”
“Each year, the CDCs mobilise about 11,000 active corporate and community volunteers who each serve no less than 16 hours. Together, we have been able to help over 780,000 beneficiaries in response to COVID-19 last year. Beyond volunteering in community programmes, our volunteers also help us identify emerging needs in the community and work with our partners to design and execute their own projects to help residents. This is the sort of active citizenry that exemplifies our commitment to creating a democracy of deeds. Our social service and community causes ecosystems must remain nimble while achieving economies of scale. Nationwide policies are by design broad based, which may not be as targeted and localised enough for certain needs. On the other hand, local efforts are much more targeted but find it harder to achieve economies of scale, and to mobilise resources. The CDCs play a unique role in the Singapore’s ecosystem of building a cohesive society; mobilising volunteers and resources for diverse causes at the regional level. It seeks to balance customisation for local needs in a targeted way while achieving economies of scale. It gives us flexibility in using a wider range of models beyond the binary options of the national and local schemes. When we measure the impact of CDCs, we must go beyond the figures and numbers of resources as inputs or beneficiaries as outputs. More importantly, it is about the outcomes: how cohesive our society is, the people we’ve brought together, the beneficiaries’ lives we have touched, and the leaders we have nurtured. Ultimately, it is also about the spirit of being Singaporean, where we seek to pay forward what we have benefited from the past.”
“To Mr Leong Mun Wai’s question, let me clarify that the work of the CDCs goes beyond the delivery of social services and the raising of funds. The CDCs mobilise time, talent and treasures for many causes for the good of our community, including encouraging the more able in society to help the less able. They champion the culture of contributing to our society by individuals, private and public organisations. From financial years 2015 to 2019, the CDCs raised an average of almost $12 million1 every year with the help of corporates, individuals and partners. All these donations go towards funding community programmes and local assistance initiatives that we develop with our network of partners and is not limited to the SSAs. Members can check out the CDC websites for their various programmes. It would be incorrect to reduce the role of CDCs to that of a fundraiser, transferring donations raised by CDCs to our partners or SSA. The CDCs work closely with many partners to identify emerging needs in the community and support them with the necessary resources to execute programmes and schemes. Besides customising assistance schemes to support the less able, the CDCs co-create and co-develop with various partners on community programmes revolving around building social capital and social resilience. For examples, programmes related to providing employment and employability, giving care to vulnerable residents and caregivers, promoting health and wellness, and protecting the environment. These initiatives require more than just money. More importantly, we need volunteers who are willing to contribute their time and talent in the area of leadership and expertise into helping the community.”
“We will continue to monitor the redemption rate over the remaining months before considering if any extension of the redemption deadline is warranted. Meanwhile we encourage Singaporeans to redeem their vouchers early so that they are able to select their preferred products and timeslots.”
“As of 28 March 2021, over 760,000 adult Singaporeans have used their SingapoRediscovers Vouchers (SRV) at least once. About 2.2 million adult Singaporeans have not redeemed their SRV. Collectively, more than $108 million in vouchers and additional expenditure have been spent under the scheme. SRV was designed as a digital scheme that is readily accessible to Singaporeans as many Singaporeans are familiar with making online purchases. For Singaporeans who need more guidance, the authorised booking partners provide booking assistance at more than 60 locations across Singapore. A digital scheme also allows merchants to manage their capacity to be in line with safe management measures and minimises fraud. Singapore Tourism Board (STB) has been monitoring the usage of SRV closely. There have not been any cases of fraud or profiteering detected thus far. In response to feedback, STB and the authorised booking partners have improved the user experience, such as placing additional reminders on child discounts and booking of timeslots. We will continue to review and enhance the process where necessary. STB, together with the onboarded merchants and authorised booking partners, will intensify efforts in the next few months to encourage usage of the SRVs. This includes sharing products and promotions across attractions, tours, and hotels, through STB and authorised booking partner channels. Merchants are also encouraged to continue creating interesting products or attractive bundles that will appeal to different groups of Singaporeans, or to work with each other to create such products. There is no change to the redemption deadline of 30 June 2021 for now.”
“Singapore’s Energy and Chemicals (E&C) sector employed 27,000 workers in 2020, with 4,600 of them being work permit holders. The Government has been studying the implications of a low-carbon transition on our economy for some time. The E&C sector will be at risk of being downsized or even displaced from Singapore, with its resultant impact on jobs, if we transit too hastily and the E&C companies could not transform and decarbonise their operations sufficiently. But the E&C sector can also be a beneficiary of the low-carbon transition. For example, the chemicals industry provides silver paste, high performance plastic films and membranes that go into photovoltaic cells and batteries for electric vehicles. The E&C sector is also a key partner in the development of emerging low-carbon technologies, such as carbon capture, utilisation, and storage. These technologies can be pivotal in enabling decarbonisation at scale. The Government is committed to supporting our E&C companies as they adapt to a low-carbon future. We aim for our E&C sector to be amongst the best-in-class in energy and carbon efficiency globally. If we manage this transition well, the E&C sector can emerge more competitive and vibrant, and continue to create good employment opportunities for Singaporeans.”
“With usage of disposable masks growing significantly since COVID-19 struck, it has become increasingly important to use more sustainable materials and production processes. The Government has begun to do this by encouraging the use of reusable masks, which significantly reduce the material used and waste produced. We will also consider ways to promote the use of more environmentally-friendly materials.”
“Households and businesses with small solar panel systems can sell their excess power into the wholesale electricity market through SP Services as an intermediary, via schemes such as the Simplified Credit Treatment (SCT) scheme or Enhanced Central Intermediary Scheme (ECIS). Businesses with larger solar panel systems can also sell their excess power directly into the wholesale electricity market, by registering as a market participant with the Energy Market Company. More information can be found on the Energy Market Authority (EMA)'s website at https://www.ema.gov.sg/Guide_to_Solar_PV.aspx.”
“LaunchPad @ one-north is part of the one-north Business Park which was designed as a car-lite estate. It is a three minutes' walk from one-north MRT station and is served by 10 bus lines. JTC encourages its tenants to take public transport in order to contribute to a green and sustainable Singapore. Nevertheless, JTC has been working closely with tenants at LaunchPad @ one-north to address their on-site parking needs. For example, JTC introduced the quarterly season parking (QSP) scheme in 2017 to allow more tenants to apply for season parking. For the past year, applications have not exceeded the available lots, and the number of appeals from tenants for parking lots have fallen. JTC will continue monitoring the parking situation to support tenants' parking needs. Tenants with critical parking needs may approach JTC at any time for assistance.”
“So, yes, there is a lot at stake for the environment; but also, for Singapore’s future and our economy and the livelihoods of Singaporeans. The road ahead may be long. But with resolve and cooperation, we think we can go fast, we can go far, and we can go together. And together we will not only defend this little red dot, we will turn this little red dot into a bright green spark to be an inspiration for future generations and the world. [Applause.]”
“We have done it also for transportation, and the way we build and organise our city. We are going to do so for energy because that will be a big part of glowing green. Not just for ourselves but for the whole world. Singapore’s birth and growth have never been defined by circumstances, challenges or constraints. Instead we have always been defined by the way we respond, overcome and create opportunities for ourselves through it all. This is why under the Research, Innovation, and Enterprise Plan (RIE) 2025, we are attracting companies to anchor their R&D activities in Singapore. We will continue to support the start-up and innovation eco-systems in sustainability-related sectors. We endeavour to help others overcome their sustainability constraints, both regionally and globally. Innovation and transformation are symbiotic. We can strive to overcome our challenges and in turn our solutions can provide options for the world. Mdm Chair, ultimately, growing our green economy entails a stewardship of reserves – financially, socially, and environmentally. We must strive to go from brown to green, carbon to clean. Only then can we pass on a healthy and sustainable portion of these reserves to future generations. Growing our green economy is also about a stewardship of opportunity. The bright spots that I mentioned and the ambitions that I have shared are not lofty ideas. These are potential real outcomes that we believe Singapore and Singaporeans can achieve – together. So, we urge everyone to consider how we can each contribute, how our economy will be greener, our people will be more relevant, and our society, ever resilient. This will be our new normal, our new charge and our new opportunity.”
“Singapore’s capabilities and offerings in green financing will also be deepened, to catalyse the growth of new businesses in the green economy, while enhancing our competitiveness as a hub for sustainable solutions. Just as cashflow is the lifeblood of businesses, financing is a key enabler for the green economy. But we must also pace our transformation. We must ensure that our industries are not displaced by sudden economic structural changes. I am certain Members of this House will agree with us that when we review our carbon prices, we must be very conscious of the impact that this will have on current and future competitiveness and the consequent impact on our jobs and livelihoods for all Singaporeans. This brings me to the next point on opportunities for our people – the centrepiece in Singapore’s economic journey. We expect to see high demand for skills to help corporates, even governments, to navigate the complexities of the green transition. The transformation of our industries and the rise of the green innovation will germinate new jobs, to help solve sustainability problem statements faced by the region, and globally. And Singaporeans can take advantage of these bright spots by upskilling and re-skilling ourselves. We can be better placed to capture these new opportunities. We can also help our corporates deliver on their sustainability mandates, and countries to advance their charge towards a more sustainable economy. And we will continue to find our place in the green economy. Finally, we aspire to glow green. We can be a bright green spark, by being an inspiration to the world on how we overcome sustainability-related constraints. We have done so for water over the last 50 years.”
“But it will do so much more sustainably. To get there, we are taking active steps to transform the sector. We are partnering companies that are developing cleaner products and decarbonisation solutions. We are enhancing the Investment Allowance for Emissions Reduction (IA-ER) scheme, previously known as the Investment Allowance for Energy Efficiency Scheme. Apart from improving energy efficiency, the IA-ER scheme will also support projects that result in direct reduction in greenhouse gas emissions. Details will also be announced later this year. 1.30 pm We are also stepping up decarbonisation and resource optimisation efforts at the plant and systems levels, to transform Jurong Island into a sustainable energy and chemicals park. Ten years from now, we will also expect that global tourism will have sprung back into a more vibrant sector. But tourists will have a greater interest in sustainable travel options, for example, eco-friendly hotels and attractions. To prepare ourselves for these opportunities, we are transforming Sentosa into a carbon-neutral destination by 2030. Through such efforts, we will strengthen Singapore as an exemplary sustainable tourism destination. But there are also new opportunities. Leveraging our strengths as a business hub, we envisage that our future industry mix will comprise more green growth sectors. We can envisage: Singapore as having leveraged our brand of trust to grow a carbon services sector, with a strong value chain anchored in Singapore. People will turn to us for services including project development, financing, trading, for the credits market, as well as measurement, reporting and verification services.”
“Increasingly, consumers are much more discerning and place a greater emphasis on sustainable products and services. This is where Enterprise Singapore (ESG) comes in, to help build a strong breed of local enterprises that can harness sustainability as a competitive advantage. We envision these enterprises to be pioneers and experts in developing solutions that are highly demanded in the green economy. Such solutions could range from clean energy, energy efficiency, waste valorisation, water treatment, and so forth. These enterprises would also possess the mindset that every project they undertake should account for the impact on the environment. More details on the Enterprise Sustainability Programme (ESP) will be released later this year. Businesses will be increasingly mindful of the need to embrace Environmental, Social and Governance imperatives in their business practices. For those new to this journey, we can all start small. Success is the sum of many small steps, and success belongs to the determined. Sustainability must be in our mindsets. As we commit ourselves to a greener future, we must also grow green, by seizing new opportunities in the green economy. Our existing industries will continue to transform. For traditionally energy-intensive sectors such as petrochemicals and agri-tech, we will need to achieve breakthroughs in carbon and energy efficiency, through innovation. With our Industry 4.0 push, we are striving to manufacture more efficiently, using less materials, as well as producing more sustainably for the world. Our Energy and Chemicals sector is becoming more vital in accelerating our change towards environmental sustainability. It will continue to enable many parts of our economy and it will continue to produce for the world.”
“Mdm Chairman, all of us in this House have spent the last 55 years defending and securing this little red dot of ours. We tried all ways to keep it going, growing and glowing. In the next 50 years, we will have a chance to turn this Little Red Dot into a bright green spark – a bright green spark with a new economy, with a new way of life, that will provide our future generations with more options and look back with greater pride. To achieve this, we will do three things. We will all need: (a) to go green by embracing a sustainability mindset in our production and consumption; (b) to grow green by embracing and seizing the new opportunities in the green economy; and (c) to glow green by being an inspiration to the world on how we can demonstrate positively, constructively, how a dense urban society can use our resources sustainably and leave behind a better future for generations to come. Let us begin by going green. We must review the way we consume. In an increasingly carbon-constrained future, our personal consumption choices will have greater bearing on the environment. Whether it is choosing to use less air-conditioning, opting for public transport, or purchasing products that are more sustainably produced, all of us – as Minister Tan See Leng said – can adjust some bits of our lifestyle to make this transition. This is a commitment that we can all make. As Minister Grace Fu said, it is a commitment not just for our own benefit, it is a commitment to our future generations. This commitment applies not just to individuals but also to corporates. In a carbon-constrained future, being able to operate and produce more sustainably will be key attributes of successful enterprises.”
“Haw Par Villa is a unique attraction to Singapore, and the upkeep of Haw Par Villa is an important and ongoing task. In the past five years, visitorship to the park increased steadily, from 180,000 in 2016 to 344,000 in 2019. In 2020, visitorship fell to 109,000, as the park was closed for several months due to COVID-19. The appointed operator is responsible for maintaining the park’s facilities in good condition. In addition, the operator is expected to come up with initiatives, such as experiences, programming and tours, to draw visitors to the park. Since 2017, the operator has also been working closely with STB on various refurbishment and upgrading works on key infrastructure and amenities. Last October, STB and the operator agreed to close the park for upgrading and repair works, taking advantage of the lull in visitorship arising from COVID-19. The park is on track to reopen in the third quarter of 2021 with enhanced night lighting, new air conditioning systems, and other enhancements. More details will be announced closer to the reopening date. Recognising Haw Par Villa’s significance and heritage, STB partnered with NHB to study and document its heritage features, including the built structures and statuary, and to recommend appropriate methods to repair the features and upkeep the park’s heritage in the future. Completed in 2017, findings of the study have guided STB on the ongoing repair efforts in Haw Par Villa.”
“Mr Chairman, let me first thank Mr Saktiandi. Indeed, we are in a very challenging economic environment. At this point in time, recovery is far from certain. Uncertainties abound, it is far from business as usual. And we are definitely not returning to a pre-COVID-19 world, as Mr Saktiandi mentioned. Competition has intensified, it will be more global not local. It will be much more digital not physical. It will not just be about cost and efficiency, but also about resilience and safety. And all these changes will continue to accelerate. To win, we must move nimbly, move fast, move together. We must distinguish ourselves as a safe harbour for capital talent and intellectual property. We must present ourselves as a trusted hub with long-term policy vision and consistency. We must distinguish ourselves by being able to think much more global and much longer term. And if we are able to combine all the above with substantive effort to build real and unique capabilities for our country, our enterprises and our workers, I am confident that we will emerge from this crisis stronger than ever before, pull apart from the competition and allow another generation of Singaporeans to have all the opportunities across the world in front of them.”
“It is also not the same type of strategy for different types of R&D, ranging from biomed to deep-tech, to other e-commerce opportunities.”
“Mr Chairman, we thank Assoc Prof Jamus Lim for agreeing with us on many things. Let me talk a bit more about how we want to catalyse R&D spending. In fact, indeed, it is very true. The Government cannot always be the one to decide which area of R&D spending that we want to do. Of course, there are areas of basic sciences that we will need to invest because there are very little commercial opportunities at that stage of development. But at the later stages of R&D development or for research and innovation, we will want to crowd in – as Minister Tan See Leng said – we would like to crowd in more private investments in this. And that is why there are different schemes for different parts of the R&D chain. Upstream, for basic science and technology, most of the funding will come, generally, more from the Government sources. But as we go downstream towards the innovation and commercialisation possibilities, we would have to crowd in more of this. That is why, as a strategy, as we go downstream, our funding of many of these initiatives, we would like to have a funding component that sees the private sector participation. The Advanced Remanufacturing and Technology Centre (ARTC) is a good example. All the companies put skin in the game and the Government chipped in our part as well. This is how we crowd in the thing. The companies come together to define the R&D outcomes that they would like to see and they will also share the outputs that can be derived from the research effort. So, this is the kind of effort that we would like to encourage our private sector to work with the Government, especially in the downstream translation into commercial opportunities. So, it is not the same type of strategies across the entire different parts of the R&D chain.”
“And we cannot even see the holes with our naked eye. And that taught us a lesson. We may be buying machines from different countries because everyone wants to diversify their supply chains, and so do we. But that particular country that made that particular part of the machine has captured a very niche area that very few can do. That even if machines come from different parts of the world, they, ultimately, go back to that same supplier. This is the kind of niche areas that we aspire to be in for our industries so that we are in critical parts of the global supply chains that make us hard to displace.”
“Mr Chairman, let me answer Ms Jessica Tan's question with a framework and also perhaps to illustrate that with one or two examples. Why is it so important for us to entrench ourselves in critical niche areas? Now, we have to be honest with ourselves. Given our size, we are unable to compete in all parts of the value chain and, in fact, very few, if any companies or enterprises will try to do that. Then the question we ask ourselves is: given our size, given our capabilities, which part of the value chain can we best entrench ourselves that makes us harder to displace – not impossible to displace; there is no such thing. So, let us look at the IC chip, for example, the semicon industry. Many people produce many types of wafer fabs, semiconductors and so forth. And we cannot possibly compete in all of them. But there are certain niche areas that we have the capability and where we focus our R&D into those capabilities, for example, the RF modules, so that we can carve out a niche for ourselves in those very specific areas. So, we look for areas whereby we have a competitive advantage, not based on size, but based on our intellectual property. Recently, I visited the humble mask-making machine when we acquired the capabilities to make the filters so necessary for good-quality masks. We ordered two machines from two different countries. And, lo and behold, as we assembled the machines and as we got to understand the production a bit better, we realised that, common to both machines, there is one particular part in both machines that is the most expensive part. It looks rather innocuous, but it is the most expensive part. It costs about more than 10% of the price of the entire machine. Just a block of metal with 4,000 very fine holes that allow us to make those fibres.”
“Mr Chairman, I thank Mr Leon Perera for that question. On behalf of Minister Tan See Leng, because this involved the whole MTI portfolio. The answer to Mr Leon Perera's question is definitely yes. We definitely benchmark what we achieve, not just from the input perspective, but from the output and also, most importantly, from the outcome perspective. Indeed, that is my guidance to all the MTI staff and our Statutory Boards that whenever we apply a scheme to any of the enterprises that we intend to help, let us not just look at the input, not just look at the output, but look at the outcome. And, as Mr Leon Perera says – and we agree with him – that the outcome will depend on a multitude of factors. It may not be causal, but it will, at least, give us a sense of whether we are making progress. And that is why, during my speech, I mentioned that, at every point in time, MTI is constantly reviewing our schemes to make sure that we apply the finite resources to the best use in order to grow our enterprise as an eco-system. And where we need to, we will make some adjustments to the scheme. We will prune some of the schemes that are less relevant in order to redirect resources to schemes that are much more in need by the enterprises.”
“So, to increase the top line, our companies will need to penetrate overseas markets, use the cyberspace to go beyond Singapore. Second, how do we compete on the basis of our intellectual capital beyond our financial capital or the conventional factors of production, like land, labour and so forth? So, these are important ways that we need to change our mindset of how we compete in the new world, compared to the past. Thank you.”
“One is that, within the whole economy, the K-shape refers to some sectors which will continue to do well and may, in fact, do much better in a COVID-19 environment. These include some in the biomedical sector, the ICT sector. And there are also sectors within the economy that will continue to require help to sustain them through these difficult times. These include the aviation sector and the tourism-related sector. That is the K-shape within the macroeconomy. But there are also K-shape recoveries within certain specific sectors. I take the example of retail as a good example. Overall, for the enterprises that are in the retail sector, some of them are doing much better than even before because they are able to seize the opportunities and pivot into the online sector. They are able to use the online space to transcend their ability to serve markets beyond Singapore. So, some of the retailers are doing much better, especially the online retailers. But on the other hand, there are also retailers that do not do as well because their models of just being an arbitrage centre would increasingly be disintermediated and be displaced. So, we need to be careful about the forces, both at the macroeconomy and at the sectoral level. The other qualitative change that Mr Liang Eng Hwa's question alluded to is this. In the past, many of our businesses are very wont and very concerned with controlling their cost structure and, indeed, all businesses must do that. But going forward, beyond controlling our cost structure, there are a few things that are more important – and equally, if not more important – than just controlling the cost structure. The first and most important thing is how can we get increasing returns to scale by increasing the top line.”
“Mr Chairman, I thank Mr Liang Eng Hwa for his two supplementary questions. First, on the issue of the TPP and CPTPP. Recently, I think Members would have heard the interest of the United Kingdom and even China to join the CPTPP. From Singapore's perspective, we welcome all countries who are able to meet the high standards of CPTPP to join us so that we can continue to enlarge the partnership for the benefit of all members and also to have more certainty for a rule-based trading order in the world. With respect to the US' interest or renewed interest to return to the TPP or CPTPP, at this point in time, I think it would be premature for us to come to any conclusion. Because the United States, they themselves are doing their own internal deliberations as to whether they should rejoin the TPP and if so, how. We are in communications with our US counterparts. We encourage them to take a fresh look at this agreement, not just from the economic perspective but also from the geostrategic perspective. The response that we have thus far gotten from the US administration is that indeed, they have members within the administration that are open to relooking at the merits of this agreement, from both the economic and the geostrategic perspective. 2.45 pm Mr Chairman, on the second question that Mr Liang Eng Hwa asked, indeed, quantitatively, with good progress towards the end of this year or the early part of next year, we should be able to get back to the same GDP level as the pre-COVID-19 level, quantitatively. However, qualitatively, as I have mentioned in my speech, the economy would have changed. And I think we can look at it from two perspectives. The first perspective, many people have talked about a K-shape recovery. And there are two dimensions to a K-shape recovery.”
“Ms Jessica Tan also spoke about the importance of our trade associations and chambers of commerce (TACs) in supporting businesses to compete globally. This brings me to my last point on how TACs are supporting internationalisation. One example is how the Singapore Business Federation (SBF) has partnered ESG to launch its GlobalConnect@SBF initiative. This initiative, through their team of market advisors, providing targeted advisory services, has since supported more than 2,500 Singapore businesses in spite of the challenging conditions in 2020. Supported by all these efforts, our common vision of success is to have an eco-system of resilient enterprises that are highly capable, that are open to collaboration, and that are equipped to compete globally. They will be nimble, and innovative, and able to withstand external disruptive shocks and black swan events such as COVID-19. In conclusion, Mr Chairman, opportunities favour the prepared and the bold. For budding entrepreneurs, I encourage you to take the first step. Put your dreams into a business plan, develop a minimum, viable product or solution, present them to us. And we will review and where it is feasible, we will do our best to help you, to uplift and to soar. For existing enterprises, I urge you to seize the opportunities available and to dream big. If you have the gumption to take the next step, the Government will ride this journey with you. To strengthen you, to enable you to spread your wings. We will be the wind beneath your wings.”
“Indeed, the travel restrictions have definitely made it harder for our businessmen to travel to foreign markets and the conditions in several of our major export markets remain challenging. However, I am encouraged by our businesses’ continued willingness to pursue alternative means of accessing foreign markets. We will do more to support our companies to internationalise and seize opportunities globally. We will expand the Global Innovation Alliance (GIA) network from 15 to 25 cities over the next five years to support enterprises’ ambitions to expand their global market outreach and seek innovation partnerships. Cross-border innovation platforms such as the Co-Innovation Programme (CIP), under the GIA, will support our enterprises in collaborating with overseas partners on innovation projects. We will also support to offset businesses’ internationalisation costs, in addition to the six-month extension of support levels for the Market Readiness Assistance (MRA) grant, we will also fold in Trade Credit Insurance support to help defray costs of such insurance. In addition, we have also expanded the scope of qualifying expenses in the Double Tax Deduction for Internationalisation (DTDi) scheme to include Virtual Trade Fairs to account for new modes of internationalisation due to COVID-19. Third, a key ingredient of international success is a strong talent pool. Through the Global Ready Talent (GRT) programme, our students and young professionals can gain greater exposure and deeper in-market knowledge, and thereafter, become strong contributors to their employers’ global expansion efforts. And since the launch in 2019, GRT has supported more than a thousand Singapore enterprises in creating such opportunities for close to 6,000 students.”
“Besides equity co-investment, Section 13H and Fund Management Incentive tax schemes also encourage fund managers to direct their capital toward Singapore-based businesses and start-ups, and these schemes were enhanced in Budget 2020. One of the challenge that start-ups face is the relative lack of talent who can bridge research and business. The newly established Innovation and Enterprise Fellowship programme will expand the local pool of deep-tech technical talent with experience in R&D translation, by connecting researchers with accelerators, start-ups, or investors for product development and technology commercialisation work. Beyond start-ups, we are also doing more to help SMEs with innovation and commercialisation of R&D. First, talent and knowhow are critical. We will continue to support SMEs that lack access to research talent through the Technology for Enterprise Capability Upgrading (T-Up) programme. With this T-Up programme, A*STAR seconds research talent to SMEs to enhance their innovation capabilities. Since its inception in 2003, more than 900 A*STAR researchers have been seconded to over 800 SMEs. Our Innovation Advisors programme also facilitates the know-how by appointing experts from various fields to SMEs to impart relevant advice and networks. Mr Chairman, I have described our strategies to anchor strong local enterprises to emerge stronger from the crisis. But the ultimate ambition is to help our enterprises spread their wings and internationalise. Mr Liang Eng Hwa asked whether the pandemic has put a dent on our internationalisation momentum and Ms Jessica Tan asked how our businesses can be supported to internationalise.”
“We are increasing the A*STAR scholarships by almost 25% to encourage local undergraduates interested in taking up PhDs through the Singapore Teaching and Academic Research Talent scheme and the Returning Singapore Scientist scheme. We are strengthening the pool of Singaporean academic talent in our universities. All of these returns extend beyond hard data. More and more companies are investing in Singapore because of the nexus to our R&D eco-system. Whether to create durable aircraft engines or skincare tailored to the Asian skin, they want to create intellectual property as a sustainable, competitive edge in an economy that is trusted, and in Singapore that fits the bill. Our R&D investments also delivered benefits in a disruptive environment. During the pandemic, when the world was short of COVID-19 test kits, our biomedical science R&D capabilities built up over the past 20 years have enabled us to develop and manufacture Fortitude COVID-19 diagnostic tests, which have since sold more than five million units in over 45 countries. Prof Hoon Hian Teck said that spurring innovation and activities will enable Singapore companies to capture opportunities, and Mr Shawn Huang has asked about how we are helping our enterprises grow innovation capabilities. As I have said earlier on, we will continue to support our enterprise, including SMEs, to benefit from R&D and innovation, particularly in areas that have delivered outsized returns. We will do so by providing financing for innovative start-ups. ESG administers the Startup SG Equity programme to catalyse private sector investment into innovative Singapore-based tech start-ups in key emerging sectors.”
“About continuing to develop the capabilities that are needed for us to meet our national strategic needs and to create new growth opportunities for ourselves. And in the past 20 to 30 years, we have made collectively as a country, significant strides. But my exhortation is to everyone who is in this House: we cannot rush this. Mr Leong Mun Wai also asked about the returns to our RIE investments and commented about the foreign talent in our RIE landscape. Our investments in RIE have benefited Singapore in several ways. First, business expenditure on R&D has increased by more than two-and-a-half times, from $1.5 billion in 1998 to approximately $5.6 billion in 2018. We hope to continue to see continued growth of private R&D spending. All of our Government financing schemes, including the LEFP, the Venture Debt Programme and all the rest, help to crowd in private capital. To his point about foreign talent in our RIE landscape, let me reassure Members of the House, that we have developed a strong core of research scientists and engineering talent and we will continue to grow our pipeline. In fact, the number of Research Scientists and Engineers (RSEs) has almost tripled from about 12,700 to over 36,000 in the last 20 years, from 1998 to 2018. And 70% of this group of 36,000 are either Singapore Citizens or Permanent Residents. Of this, the industry RSEs, both industry and private sector RSEs, grew at a slightly faster rate, from about 6,500 to over 19,000 in the same period. For the RIE 2025, we will continue to push these initiatives and build up our scientific talent pipeline.”
“This complements existing efforts by EDB and ESG to help our most promising firms to scale up, to soar and to reach their full potential. Third, supporting our enterprises to innovate. We will spare no effort to support our enterprises to innovate. But we hope our enterprises must also do their part to support us to invest in innovation. Businesses that leverage innovation are better placed to compete globally and capture value for our economy. As the Deputy Prime Minister and Minister Lawrence Wong have mentioned in their speeches, RIE is a cornerstone of Singapore's national strategy to develop as an innovation-led economy. Assoc Prof Jamus Lim spoke about increasing R&D spending. The Government is committed to investing about 1% of our GDP in research, innovation and enterprise over the next five years. And this is similar to our commitment for RIE2020 and our earlier research plans. Our investments in RIE is at a comparable level to other small advanced economies. Unlike what Assoc Prof Jamus Lim alluded to earlier, we are by no means far behind. Compared to the more mature advanced economies, our RIE eco-system is still at a relatively early stage of development. Notwithstanding that, in absolute terms, we have increased our investments in RIE significantly since our first National Technology Plan in 1991. In fact, if you look at, just for reference sake, Singapore's public expenditure on R&D, it was about 0.7% of GDP in 2018, compared to 1.1% for Denmark, 1% for Sweden and Switzerland. So, I think we need to compare on the like for like. 2.00 pm This kind of investments are significant for a small country like us. It is not just about increasing public investments into R&D, but it is about making very judicious investment. About spending the money wisely.”
“Whether our businesses are planning to develop new products or expand overseas, having access to financing and capital is crucial for the enterprises' growth ambitions. This could be in the areas of product development or just for international expansion. The Government carefully monitors our financing ecosystem to ensure that all companies – from start-ups to SMEs to LLEs – can access the capital that they need. We have extended the Enterprise Financing Scheme-Venture Debt Programme (EFS-VDP) and raise the maximum supportable loan quantum from $5 million to $8 million. This will give high-growth enterprises greater access to financing. Ms Foo Mee Har and Ms Janet Ang asked about how the new Local Enterprises Funding Platform (LEFP) can support our local companies. This is indeed a very major initiative. The Government provides financing support to grow local enterprises, particularly when there is a dearth of private capital. Most of these are in the form of grants or loans. Equity financing, equity initiatives are typically targeted at start-ups and SMEs. This is where the risk can be higher or you need a longer runway for more patient capital. This is done through existing co-investment programmes, such as those managed by Heliconia and EDBI or EDB Investments. However, there is an increasing need to support our larger companies with the ambition of becoming regional or even future global champions. This is where the LEFP comes in to precisely address and meet this need. So, drawing on the network and expertise of Temasek, the LEFP will actively seek out promising LLEs to invest in, focusing on sectors that are aligned with the engines of growth in our economy.”
“The AfA had launched an online-offline 11 November campaign, 11-11, incorporating gamification elements to provide retailers with more marketing opportunities and deliver consumers a whole new experience. Another example is how various industry stakeholders collaborated to create opportunities in the pandemic for the Meetings, Incentives, Conventions and Exhibitions (MICE) sector. The Safe and Innovative Visitor Experience AfA developed a prototype for hosting exhibitions safely amidst last year's pandemic and tested it in November last year at the TravelRevive tradeshow. This has attracted close to 1,000 attendees, comprising 65 foreign visitors from 14 different countries. It showed that Singapore remained open for business – successfully and safely. A big part of our ecosystem strategy is strengthening the partnerships between large and small companies. Hence, I agree with Ms Janet Ang that LLEs can play an important role in uplifting our SMEs. ESG’s PACT programme encourages such mutually beneficial partnership programmes between companies. PACT has supported more than 280 partnerships and benefited more than 1,500 Singapore-based firms since 2010. The National Innovation Challenges, launched in 2020, also helps to catalyse cross-company partnerships to address sector-wide challenges. The NIC also helps smaller companies to build up their track record in the process. In addition, our trade associations and chambers of commerce or TACs, they will also play an important part in fostering industry partnerships. Minister of State Ms Low Yen Ling will speak more about this in her speech later. Second, enabling greater access to financing and capital.”
“We will also continue strengthening enterprise leadership capabilities through schemes like the Enterprise Leadership for Transformation (ELT) and Scale-up SG programmes. In particular, through Scale-up SG, we aim to groom another 50 future local champions over the next two years. Mr Chairman, we will continue with this suite of support to strengthen enterprise capabilities. The Deputy Prime Minister has spoken about the various scheme enhancements we will make to encourage more companies to come onboard. Let me emphasise three key areas that will form the next bound of growth for our businesses to be able to compete globally. One, a Team Singapore approach; two, access to financing; and, three, innovation. First, a Team Singapore approach to capture opportunities. Ms Foo Mee Har and Mr Edward Chia asked about how our companies can adopt a collaborative mindset such that the entire value chain is uplifted, and everyone benefits. Indeed, we must embrace this Team Singapore approach. Because our competition is not with one another here, it is with the world. So, individually, even our largest companies are modest by international standards. But, collectively, we can win as Team Singapore. We are doing much more to develop our winning game plan. The Government is partnering the private sector on the AfAs; these are Alliances for Action. They bring together a diverse range of industry and public sector stakeholders to quickly seize opportunities in sectors, such as tourism, logistics and others. For example, the AfA on Smart Commerce has brought together industry players to pioneer new operating models, to digitalise and to diversify revenue streams.”
“0 transformation, by providing access to resources like curated training workshops and capability building initiatives. We will also create new peaks of manufacturing excellence by bringing together related companies to collaborate, to experiment and to succeed together. Just as Jurong Island and the Seletar Aerospace Park catalyse our chemicals and aerospace industries respectively in the not-too-distant past, so too will the new Jurong Innovation District or JID be the catalyst for I4.0 ambitions. The JID will house the Advanced Remanufacturing and Technology Centre (ARTC) and factories of the future, and it will serve as the focal point to develop and testbed new technologies like 5G and autonomous vehicles to serve global markets. I4.0 is most commonly associated with the manufacturing sector but, actually, the spirit behind it – one of being forward-looking and making the most of technology, finding ways to do things more efficiently and smartly – must be a pervasive culture for all of us. It has to apply aggressively across all industries. And I am happy today that many of our companies have imbibed this spirit. Besides sector-level transformation, as I have alluded to earlier on, we will also do more at the eco-system level to nurture all businesses, regardless of size and sector, to pursue the next bound of growth. In 2020, we enhanced co-funding schemes such as the Enterprise Development Grant (EDG) and Productivity Solutions Grant (PSG) to help companies transform their capabilities. Over 15,000 companies embarked on transformation projects with ESG’s support in 2020. In spite of the crisis, this is 50% higher than even in 2019.”
“Mr Liang Eng Hwa, Ms Foo Mee Har and Mr Shawn Huang asked how we intend to support businesses and nurture them into local champions. We will do so by pressing on with industry transformation at both the sector level and, contemporaneously, at the eco-system level. Our overriding priority over the past one year has been to weather the COVID-19 storm. However, we cannot hunker down forever. We must keep our eyes focused on the future and press on with industry transformation to emerge stronger. Fortunately, we are not starting from scratch. We had earlier embarked on transformation through our 23 Industry Transformation Maps (ITMs) and we are refreshing them to make sure that they are still relevant in light of COVID-19, and that we are able to unlock new opportunities that have arisen globally over the last 12 months or so. Mr Liang Eng Hwa also asked how we will turn up the pace of transformation and we will do this by strengthening our industrial ecosystem and accelerating Industry 4.0 or the I4.0 adoption. One example of this is the manufacturing industry. This is fundamentally changing with digitalisation, robotics and new technologies like additive manufacturing. The industry needs to transform to achieve our manufacturing 2030 vision and we are taking decisive steps to do so. The Smart Industry Readiness Index or SIRI launched in 2017 helps manufacturing firms take specific, measurable steps towards transformation. We are working with the World Economic Forum (WEF) to make SIRI a global benchmark to facilitate our SIRI assessed firms to be able to compete globally. The JTC-SBF Industry Transformation Initiative, which was launched last year, will further help local manufacturing companies in their I4.”
“We will constantly re-invest our finite resources into the schemes that do the best, the most, for our enterprises. Mr Chairman and Members of this House, let now me reiterate where I left off at the beginning. We are not returning to a pre-COVID-19 world. How we make a living will change even faster in the days ahead. 1.45 pm Let us and let us help our people, focus our minds on the new forms of competition ahead, for it will be tougher, it will be more global. Let us not focus on the wrong issues or try to resist inevitable change, or try to protect what will be made irrelevant and displaced in time to come. Ultimately, our ability to do many of the good things that we have said in this House rests on our ability to earn our keep and make a living in this more globalised, more competitive world and we must never forget that. Let us face up to the competition, do the right things, help our enterprises and people acquire a competitive advantage to distinguish ourselves from the competition. COVID-19 is said to be the crisis of our generation. This can also be the opportunity of our generation to distinguish ourselves, to lay the foundation for the next generation, by winning new investments and creating better jobs for this generation and the next. I have every confidence that if anyone in the world can do this, Singapore and Singaporeans must be amongst them, and we will emerge stronger together from this crisis. [Applause.] The Second Minister for Trade and Industry (Dr Tan See Leng): Mr Chairman, I shall speak about two ways through which we will help our enterprises emerge stronger from the crisis. First, by anchoring strong local enterprises; and, second, by helping our enterprises go global.”