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 will do this by merging the National Trades Union Congress' (NTUC's) Inclusive Growth Programme (IGP) into the EDG from FY2020 and stipulating local employment outcomes that we expect grant recipients to fulfil as part of such support, so every project can expect to have local employment outcomes as part of their key performance indicator. On top of this, we will work with SkillsFuture Singapore (SSG) to support successful PSG applicants in their efforts to train their workers. For us, business transformation must come together with skills uplifting for our workers. The two are mutually related and cannot, and should not, be separated. My colleagues Senior Ministers of State Koh Poh Koon and Chee Hong Tat will elaborate on these measures. Minister Josephine Teo will also share at the Ministry of Manpower's COS debate about how enterprises across all sectors can continue to tap on the Lean Enterprise Development (LED) scheme for transitional manpower support, where needed. Beyond industry-wide efforts, transformation begins with each and every enterprise. To tackle the challenges ahead and turn them into opportunities, we will need to level up, scale up and team up our enterprises. For enterprises that have a proven track record of growth, strong leadership and growth ambition, the new Scale-up SG programme can support them in the next leap of growth to become our future industry leaders. ESG will work closely with these enterprises and expert partners to identify priority growth themes, provide customised guidance on the execution of their business plans, and provide access to valuable networks and connections.”
“Last year, on top of launching GIA in Bangkok, we also accelerated expansion plans, establishing GIA activities in France, Japan and Germany. We will continue to expand the GIA network in 2019. Sir, our next three strategies aim to enable our companies and people to capture the opportunities from our linkages to markets. Our industry transformation efforts are off to a good start, with productivity growing faster in the last three years as compared to the first half of the decade. Senior Minister of State Koh Poh Koon will elaborate on how we will continue to transform our industries of today, while investing in new growth areas for tomorrow in order to benefit Singaporeans. Over the next three years, as the overall Services Dependency Ratio Ceiling (DRC) and its S Pass Sub-DRC are progressively lowered, we will walk alongside, and support, our businesses for the transformation journey ahead, through the following enhancements. First, we will extend the enhanced 70% support under EDG for another three years, till the end of financial year (FY) 2022. This will help more SMEs undertake deeper and more ambitious transformation as part of our economic restructuring. Second, we will extend the enhanced support of up to 70% under the Productivity Solutions Grant (PSG) for another three years as well, till the end of FY2022. This will help the smaller companies adopt pre-scoped equipment and solutions to achieve the initial productivity boost. Mr Liang Eng Hwa will be pleased to note that the enhancements will benefit our workers, too. We will streamline our efforts and resources with the Labour Movement so that we can collectively reach more businesses and their workers.”
“We are able to do all these because of our superior brand in terms of trust, the rule of law and our financial system. As the economic landscape transforms, non-physical modes of connectivity will play an increasingly important role. 1.00 pm First, data connectivity through the exchange of digitalised trade documents. The Networked Trade Platform can help businesses save time and cost by decreasing the need for paper exchanges. Second, we need to promote the flow of ideas and talent. Companies invest in Singapore because we have access to talent, both local and global. For Singapore to thrive, we will continue to develop our local talent, and welcome global talent, especially those with high-end digital and engineering skills, to complement our local workforce. Mr Henry Kwek asked MTI to share more about the Global Ready Talent Programme (GRTP) and the Global Innovation Alliance (GIA). Today, more than 50% of Singapore enterprises find it difficult to internationalise because they lack the right talent for their overseas operations. To address this, we need to build a pipeline of local talent with the requisite in-market knowledge to identify growth opportunities and navigate challenges in overseas markets. The GRTP comprises two components – overseas internships for Singapore students, and a management associate programme for young professionals. We will focus on markets in Southeast Asia, China and India. Singapore enterprises can receive up to 70% funding support for the allowance or salary of participants. ESG will work with TACs and Institutes of Higher Learning (IHLs) to facilitate internship placements between companies and students. We will also continue to promote the exchange of ideas and talent with innovation hubs around the world.”
“Mr Douglas Foo also asked how the Government is helping our companies seize opportunities in ASEAN, as the Belt and Road Initiative (BRI) enhances integration and infrastructural links in the region. The China-Singapore Connectivity Initiative – New International Land-Sea Trade Corridor will facilitate trade flows between Southeast Asia and Western China through Singapore. Besides reducing the time needed to transport goods between the two regions from three weeks to one, this multimodal and multifaceted economic link will improve modern dimensions of connectivity and lower costs for businesses. This includes our connectivity in terms of data exchange and customs facilitation. ASEAN, with its rising middle class and rapid urbanisation, presents huge opportunities for Singapore companies. We have supported our companies to capture these opportunities by catalysing capability development, market access and access to manpower and financing. We will continue to facilitate our companies’ foray overseas through our network of overseas centres, which supported over 100 projects in ASEAN last year. To assist Singapore companies in their initial entry into overseas markets, we have also set up a Plug and Play Network which comprises 16 partners across nine markets globally. This includes six ASEAN markets, and we will be expanding to Myanmar this year. In 2018, we launched Infrastructure Asia to facilitate investments and financing to support the infrastructure needs of the region. By bringing together local and international firms across the value chain to develop, finance and execute projects, this enables infrastructure players to tap on opportunities in the region.”
“We will continue to work with the Singapore Business Federation (SBF) and the TACs to help our companies utilise our wide network of FTAs. Our trade agreements complement efforts by Singapore and like-minded countries to evolve international rules and uphold the rules-based multilateral trading system embodied in the World Trade Organization (WTO). A major international effort is now underway to ensure that WTO remains relevant to the modern economy. Singapore is actively contributing as a co-convenor of the e-commerce Joint Statement Initiative. The Initiative comprises 76 WTO members that have committed to negotiations to develop multilateral rules aimed at helping companies navigate the complex e-commerce landscape by reducing cross-border hurdles and giving greater certainty on regulatory rules. We welcome further collaboration with like-minded countries to push the envelope on digital trade issues to build an open, inclusive, connected and predictable regulatory environment for businesses. Mr Liang Eng Hwa, Ms Foo Mee Har, Mr Henry Kwek and Mr Saktiandi Supaat asked how we can build on our global air and sea hub status to create a unique value proposition that distinguishes us from others. I agree with the comments that we need to go beyond hardware to include the wrap-around software to distinguish ourselves. To bolster our hub status, we need to continue to deepen our physical connectivity while building "modern", non-physical modes of connectivity to be a key node in global flows. The Ministry of Transport (MOT) will share more on our efforts to strengthen our physical connectivity while the Ministry of Communications and Information will share more on our efforts to bolster our digital connectivity.”
“This establishes our first FTA with Canada and Mexico. A few weeks ago, the EUSFTA and Investment Protection Agreement received the European Parliament’s consent with a clear majority. This brings us one step closer to an FTA with our third largest goods trading partner and largest services trading partner. We continue to make progress on the Regional Comprehensive Economic Partnership (RCEP) under Thailand's chairmanship in 2019. We are also broadening our reach by looking into FTAs with the Eurasian Economic Union, the Pacific Alliance, and the Southern Common Market in South America (MERCOSUR). For the longer term, we must increasingly take up opportunities in emerging markets by familiarising ourselves with the culture, regulations and business networks in regions that are newer to us. Mr Teo Ser Luck asked about quantifiable indicators of how our companies have benefited from FTAs, and what can be done to increase their utilisation of FTAs. Singapore’s trade with our FTA partners accounts for 92% of our total trade in goods and services. One of the key benefits for our companies from FTAs is tariff savings, which measure the dollar savings from our FTAs' lower tariffs for Singapore-originating goods. Our companies enjoyed tariff savings of about $730 million in 2016, a substantial increase from the $450 million enjoyed a decade prior. Since 2016, about 1,800 companies have benefited each year from ESG's efforts to build awareness of our network of trade agreements and its benefits. These include broad-based FTA outreach sessions, assistance requested via the Enterprise Infoline and our SME centres, and customised one-to-one advisories for companies.”
“Let me first touch on market development on how we plan to deepen and diversify our linkages to create more opportunities overseas for our companies. As a small economy, the world must be our hinterland. We must ensure global opportunities remain open to our businesses and people. This means deepening and diversifying our linkages to overseas markets. We will upgrade our trade agreements to secure deeper market access and updated rules that cater to new business models and regulations. During our ASEAN Chairmanship in 2018, we completed several initiatives to boost ASEAN's attractiveness as a business and investment destination. The ASEAN Single Window is now in place. Five ASEAN countries are exchanging trade documents electronically, with the remaining countries coming on board this year. The ASEAN-wide Self Certification Scheme will save time and costs for our businesses. The ASEAN Agreement on E-commerce, ASEAN Trade in Services Agreement and enhancements to the ASEAN Comprehensive Investment Agreement will boost digital connectivity, improve market access in ASEAN's growing services sector and reduce investment impediments. With China, the upgraded China-Singapore FTA will provide businesses with enhanced investment protection, greater access to China's legal, maritime and construction services sectors, and improved Rules of Origin for petrochemical and plastics exports. Next, we must expand our network of FTAs to give our companies privileged access to more markets vis-a-vis our competitors. This ensures the diversification of our markets and supply chains, to not overly rely on any one particular market. Last year, we saw the entry into force of the historic Comprehensive and Progressive Agreement for Trans-Pacific Partnership.”
“This must be supported by a progressive business environment with agile regulations and a strong IP protection regime. Finally, a skilled workforce with sustained emphasis on continuous training and lifelong learning. Our workforce must have knowledge of the region to value-add when others use Singapore as a platform. As Mr Teo Ser Luck observed, our overall pace of growth is expected to moderate in 2019, and this will be uneven across sectors. While outward-oriented sectors are generally expected to see a moderation in growth this year due to the weaker external outlook, there remain some bright spots. These include the information and communications sector, and the medical technology and aerospace segments within the manufacturing sector. Such sectors are expected to do well, in part because they can leverage our extensive connectivity, and are also knowledge-intensive sectors that capitalise on our strengths in areas like high-quality standards and a robust IP regime. In general, domestically-oriented sectors will need to push ahead with transformation efforts to improve their value-add and raise productivity. Performance varies across firms within each of these sectors. We have seen good efforts by some firms, and will need to sustain the momentum and impetus for restructuring to uplift more firms within these sectors. Mr Liang Eng Hwa asked how we can prepare Singapore for the next stage of growth. To this end, we have a four-prong strategy. First, to deepen and diversify linkages to markets; second, to transform industries to seize new opportunities; third, to strengthen capabilities of enterprises and workers; and, fourth, to empower businesses and consumers through more agile regulations and a more pro-business environment.”
“Mr Chairman, I thank Members for their comments, questions and suggestions. As we manage our near-term challenges, we must also keep a close watch on the longer-term trends that will impact our economic competitiveness and continued success. Our near-term challenges include the uncertainties of US-China trade relations, the slowing Chinese economy, Brexit and various regional elections. Our medium-term and more significant challenges include shifts in global trade patterns, production chains and value chains brought about by technological shifts and geopolitics. Finally, we should carefully watch the developments in international taxation. Our future attractiveness as a choice business location will be shaped by the outcomes from ongoing discussions at international fora on Base Erosion and Profit Shifting and taxation principles for the new digital economy. Despite the uncertain global context, there are reasons for us to be optimistic. If we get our fundamentals right, we can further distinguish ourselves and attract global investors to come here and create better jobs for fellow Singaporeans. Our fundamentals must include: first, effective governance founded upon long-term political stability, long-term planning, and a strong tripartite relationship that enables us to overcome challenges together. Second, a global mindset. We must overcome the constraints of our geographical size by leveraging the digital economy and our connectivity, and embracing talent, technology and ideas from the world. Third, a competitive advantage in innovation, creativity and standards, but not price. We must create a virtuous cycle where research and innovation translate into commercial opportunities and gain, which then enables further innovation.”
“For example, in the Member's particular situation, indeed, for the middle managers, they must know how to make use of some of these technologies; besides using it, how to exploit this technology, how to use, how to help their fellow workers to adopt and adapt to such technologies. Yet, at the higher level, at the more senior management level, we expect them not to just be hands on, but also to know the potential to use some of these new technologies to restructure and change the processes which they are doing at their job at the current point in time. So, Members can see that in this overall digital masterplan or the digital skills masterplan, we are looking at different skillsets for different managers at different levels. So, that is, indeed, what we are going to do at the training at CSC as they roll out across the Civil Service.”
“Mr Chairman, I thank Mr Ang Hin Kee for reminding me to clarify this. Yes, indeed, that is why I mentioned that when we talk about the Public Service transformation, when we talk about acquiring new skills, it is not just at the AUPE level, it is beyond that, actually at every of the agencies' level with the respective unions. This would include the Amalgamated Union of Statutory Board Employees (AUSBE) for the Statutory Boards, it would also include agencies like the Singapore Urban Redevelopment Authority Workers' Union (SURAWU) and so forth. So, that it is at the respective agencies' level because we find through our experience that the most impactful training is when it is focused on the respective agencies rather than the generic skillsets. There is a place for generic skillsets. But there is also a place for very focused, targeted intervention at the respective agencies' level. So, that is the first thing. On the second point about the training, indeed, PSD, together with CSC, has worked out a framework for different levels of training to be given to different levels of our Public Service officers. There are basic levels of skills that are given to everybody, the basic digital skills, and there are specific skillsets given to the workers at the lower-wage level and the lower-skill level to help them upgrade. But the Member is right that we also have other forms of training that include the intermediate managers and even the higher managers because different levels of managers require different skillsets.”
“They know that we take this seriously, they know that I expect them to take this seriously and, if need be, I will let them know.”
“Mr Chairman, let me first clarify that our aim is not to merge every scheme possible. You cannot do that because there are schemes that are for professionals – doctors, engineers, accountants. So, our aim in the Public Service is not to merge every scheme. Our aim is to merge the schemes where it is possible to do so. And the last I checked, for the 50 over agencies, I would say almost 50 of them have done so; and the rest who are not able to do so, it was because they have good professional reasons. Now, even for those who have done so, we will constantly challenge ourselves. Are we able to merge those schemes even earlier, at an earlier stage whereby we take into account an individual's performance rather than just the academic grades? So, going forward, we will see the following things. Yes, academic grades will be taken into account as one of the signs as a proxy of what the person is capable of, but increasingly, as I mentioned, there will be other skillsets that we are required to take into account for a holistic assessment of the individual. To what extent we can, I think beyond those professional schemes and engineers, qualified engineers and doctors, we will try to that extent possible. So, that answers the first question. The Member's second question is about how do the leaders follow up on their respective agencies when they get the feedback? Well, there are few ways. First, when they get the feedback, I expect them to take actions on their own. And, of course, all the respective agencies' feedback comes to me and, if necessary, I will have a discussion with the respective Permanent Secretaries or the Chief Executives of the various agencies.”
“So, the way to restore public confidence is to make sure, one, we get to the bottom of the issue; and if there are people who are responsible, we will make sure that we rectify that; even as we take the responsibility at that level, we would ask ourselves could we have trained that person better, could we have changed our process to take into account the human factors to prevent those mistakes from happening in the first place? So, these are things that we owe it to ourselves in the Public Service to get things right and to prevent things from going wrong in the first place because it gives us no joy to say that we are able to recover from our mistakes fast. In fact, I would like to see ourselves not getting into those mistakes in the first place.”
“Mr Chairman, every time when something goes wrong in the Public Service, regardless of which agency, the first thing to do is to get to the bottom of it by the respective agency to see what are the lessons learnt that the agencies must do internally to make sure that they get to the bottom of it and put things right. The second step that we always will do is to make sure that these lessons are shared across all the other agencies because things that happen in one agency can offer important lessons to other agencies. There is a third step that I would always ask the Public Service to do, which is that when we do our debrief, to ask ourselves if we could have prevented or pre-empted this incident right at the beginning. And that is why I always discuss and share with my fellow colleagues in the Public Service that it is necessary but not sufficient just to put things right. Actually, more important than playing defensive, we need to make sure that our systems are in place to pre-empt problems from arising in the first place. Of course, it is very difficult for the Public Service to say that I have done this and, therefore, I have prevented these problems because the problems never even manifest themselves. But that is our challenge. That is the high benchmark that we need to set for ourselves as the Singapore Public Service if we aspire to be a Public Service that Singapore and Singaporeans can be proud of. And, indeed, as I shared, we have done many things that I think we can be proud of because that has put Singapore at the forefront of many of these views so that we have prevented and pre-empted many of these issues. Be that as it may, we should never be complacent.”
“Mr Chairman, that is definitely a good suggestion. As the former immediate past Secretary-General of NTUC, I would certainly take note of that. Indeed, I have instructed PSD, in our transformation, to pay extra attention to those who require a bit more assistance to transit to new jobs. And I would say that we are not setting up a big overall committee to integrate with the Amalgamated Union of Public Employees (AUPE) at that level, but importantly, we are starting at the respective job levels. So, for example, there are lower-skilled workers in the Ministry of the Environment and Water Resources (MEWR) who require new skillsets and we are focusing our attention on them, prioritising them in our transformation effort first. Likewise, the CSC will also contact and work closely with the Labour Movement to make sure that the modular system of training is made available to as many of the public servants as possible. We all know public servants, just like any other people, who are in full-time jobs, it is always difficult for them to take time out from their jobs to do training for one or two weeks. So, we need to work together with the Labour Movement to design modular courses, stackable modules, to be accessible to our public servants in order for them to acquire the new skills, especially in the area of digital literacy. We welcome this move by the Labour Movement and the offer by the Labour Movement and will certainly work closely with AUPE to bring this about.”
“Mr Chairman, on behalf of the Prime Minister. It has been the practice for the Prime Minister to appoint an EBRC to review the number, names and boundaries of electoral divisions ahead of a General Election. The Committee is made up of senior civil servants who are knowledgeable in demographic shifts and population statistics. The review report is presented as a White Paper to Parliament and released to the public once it is accepted by the Government. In drawing up its recommendations, the Committee is guided by the terms of reference laid out by the Prime Minister. The Committee independently considers and determines how the constituencies are delineated, the size and configuration of the constituencies, as well as the total number of Members of Parliament to be returned. When reviewing the electoral boundaries, the Committee takes into account technical factors, such as population growth and shifts and other relevant parameters. As a matter of practice, we should allow the Committee to focus on its work professionally, away from unnecessary media attention or public pressures. As with past elections, there will be sufficient time, from when the Committee’s review report is made public to the time of the election, for candidates and political parties to make their preparations. On Mr Pritam Singh's second question as to whether the EBRC has been formed yet, the answer is no. And for the number of roadshows, we have done that in preparation for the last Presidential Election and will continue to do that as we move towards the next General Election.”
“Another pensioner on the CCS had lymphoma with a bill size of about $14,000. He only had to pay out-of-pocket expenses of $300, after taking into account his post-retirement medical benefits and MediShield Life. Mr Chairman, Sir, our public officers joined our Public Service because of a calling. And that is to build a better home, a better nation and a better future for all Singaporeans. Our future is in the hands of this generation of leaders – from the public, private and the people sectors. Like it was almost 54 years ago, we must all be pioneers once more and always. If we put our hearts, minds and hands together as one Singapore team, I am confident that we can prevail against the challenges and Singapore will remain vibrant and successful. Our Public Service will lead and support fellow Singaporeans in achieving this. Sustainable Population Strategies”
“AGO's audit observations are conveyed to senior public officers, namely, Permanent Secretaries of Ministries who are Accounting Officers for their respective Ministries and, hence, responsible for managing that. These senior public officers are responsible for addressing the findings and reporting back to the AGO. The audit process generally does not involve political officeholders. There is no conflict of interest generally between AGO and the Ministries it audits. Where there is a potential conflict of interest, there are specific processes to manage these, just as in any professional organisation. Our Public Service cares for our people. Mr Louis Ng asked about staff engagement. PSD currently works with Public Sector agencies to administer a common staff engagement survey across public agencies. The survey enables agency leaders to better understand the areas that the agency is doing well in and what it can do better to help officers. Leaders are expected to respond to the feedback and take appropriate action. Mr Png Eng Huat asked about MediShield Life for pensioners. Like all Singapore Citizens and Permanent Residents, Government pensioners have been covered under MediShield Life from 1 November 2015. MediShield Life provides additional help on top of the retirement medical benefits that they enjoy as Government pensioners. This is very useful, especially if someone is unfortunate enough to get a severe illness with a huge medical bill. For example, one pensioner on the Comprehensive Co-payment Scheme (CCS) had pneumonia with a bill size of $29,000. She had 85% of the bill covered by her post-retirement medical benefits. MediShield Life helped to pay for the remaining 15%. She did not have to pay anything out of pocket.”
“The Constitution also sets out the requirements of candidates for certain roles, as well as the officeholders who should be advised or to be consulted on the appointment. In general, the key considerations when identifying candidates include their ability to do the job well, their qualifications and experience, track record, integrity and sense of Public Service. Ms Sylvia Lim asked if we are aware that Ms Goh Soon Poh, the new Auditor-General, is the wife of Senior Minister of State Mr Heng Chee How. Yes, we are aware. The Auditor-General is appointed by the President in accordance with the advice of the Prime Minister. The candidate was proposed to the President for his concurrence after consulting the Chairman of the Public Service Commission. The President will consult the Council of Presidential Advisors which provides an additional level of scrutiny and advice. Ms Goh Soon Poh has more than 30 years of public sector experience and worked in a range of Government Ministries. She has served with distinction, with utmost integrity and commitment to excellence. She has helmed Deputy Secretary roles in two of the largest Ministries, MOE and the Ministry of Home Affairs (MHA), and also spent time in two central Ministries, the Ministry of Finance (MOF) and PSD, and will be familiar with governance matters related to finance, procurement and human resources. Ms Goh Soon Poh also has public sector experience that will be useful for the Auditor-General role. The role of the Auditor-General is to audit and report to the President and Parliament on the proper accounting and use of public resources to enhance public accountability.”
“These projects help to create an even more vibrant Singapore and a better home for future generations of Singaporeans. Our Public Service cannot just try to play defensive to uphold the existing system. We expect more from our Public Service constantly thinking of breaking new ground to take the country forward amidst the stiff competition. Even though we plan ahead, sometimes things will not go as planned. When things do go wrong, the Public Service will work hard to fix the mistakes and seek to do better. Head (Civil Service) recently reminded all senior public leaders to use the recent incidents and lapses as an important learning moment to see how we can do better. 2.00 pm I support his call and appreciate that the Public Service is taking its mission very seriously. However, integrity means that we need to take responsibility and be accountable at every level for what went wrong. If we do not address the mistake head-on at the respective levels, but instead choose to indiscriminately sack staff and leaders every time something went wrong, then we will have a weaker system over time. We will also discourage the Public Service from trying new things because the surest way not to make a mistake, is not to do anything novel. That will be the biggest mistake and disservice to our nation. The values of integrity and excellence apply equally to the appointment processes. Ms Sylvia Lim asked for clarification on the selection process and criteria used by the Prime Minister in identifying persons to fill key constitutional appointments. The process to appoint individuals to any constitutional appointments is set out in the Constitution.”
“The recently concluded European Union (EU)-Singapore Free Trade Agreement (EUSFTA) was planned almost a decade ago and was achieved through close coordination among many agencies, including the Ministry of Trade and Industry (MTI), the Attorney-General's Chambers (AGC), the Ministry of Law (MinLaw), the Intellectual Property Office of Singapore (IPOS), the Ministry of Manpower (MOM) and the Ministry of the Environment and Water Resources (MEWR). They worked together and sustained the momentum of the negotiations through time across different teams of officers. We are now planning ahead for our FTAs to embrace digital trade in the new economy. We also think long term when it comes to developing our city. Almost 10 years ago, the Economic Strategies Committee mooted the idea of consolidating our container port activities at Tuas in the long term. This will allow our port to achieve greater economies of scale while freeing up the prime Southern Waterfront for redevelopment into a new waterfront city that will be even more exciting than Marina Bay. Today, the proposed new Tuas Terminal is already taking shape and will be progressively completed by the 2040s. The Tuas Terminal, which will be twice the size of Ang Mo Kio town, is expected to be the largest container terminal in the world. Our Tuas Terminal will help Singapore strengthen our position in the maritime sector. This is not the only long-term multi-decade projects we have planned for. We are pursuing other ambitious projects that span many years, in fact, decades, whether it is developing Singapore's deepest cable tunnel system for electricity transmission or planning for Changi East which includes the new Terminal 5, or planning for the Jurong Innovation District or Punggol Digital District.”
“But just as important are things that will not change: our values, our aspirations for Singapore and the high standards for ourselves. Our values of excellence mean that we will not rest on our laurels. Our Public Service continues to work towards high aspirations for Singapore. This means always thinking ahead and acting to expand opportunities for Singapore or pre-empting problems in future. For instance, for Singapore to remain competitive, we must be a hub for innovation. So, MOE, Enterprise Singapore (ESG) and the Economic Development Board (EDB) came together to develop the Global Innovation Alliance (GIA) initiative to connect Singapore to major innovation ecosystems around the world. The GIA expands on existing overseas internship programmes offered by our local institutes of higher education that place students on overseas internships in startups or enterprising and innovative companies. The Public Service is leveraging these internships for scholarship holders and in-service officers as well for them to broaden their training and exposure. GIA will create more opportunities for students, entrepreneurs and business owners to gain experience, connect and collaborate with their overseas counterparts. Similarly, we have proactively pushed for more Free Trade Agreements (FTAs) to help our businesses expand overseas and lower prices of imported goods and services for domestic consumers. Such FTAs have to be planned way ahead, as they entail long negotiations with foreign counterparts.”
“We need a Public Service leadership team that has different talents and is able to surface different perspectives. Going forward, when our Public Service selects future leadership teams, we will increasingly look for a combination of operations, communications, mobilisation and international exposure, beyond pure policymaking skills. A more diverse Public Service is a more resilient Public Service for the uncertainties ahead. We must systematically select, recruit and develop officers to achieve this diversity. Educational qualifications remain a valid proxy for certain skills and capabilities of candidates we recruit into the Public Service, and we will not disregard that. But the level of educational qualification alone is necessary but not sufficient. The Public Service will also have to look out for other skills, competencies and traits when we recruit new officers. Beyond intellect, we also want officers who have initiative and creative ideas, and those who have strong interpersonal skills and work well with others. In the areas of information and communications technology (ICT), the Public Service will be selecting recruits based on the technical skills they possess, beyond educational qualifications. Mr Louis Ng asked about single structures for ITE graduates, diploma and degree holders. Since 2015, the Public Service has been merging salary schemes such that the ITE graduates, diploma and degree holders are recruited and progressed on the same structure. Where schemes require particular qualifications, for example, doctors, accountants and engineers, we will specify these. Today, almost all public agencies have single structure schemes. I have spoken at length about how the Public Service needs to change.”
“To continue to expand the economic and international space for Singapore, our officers must be able to be plugged into various international networks and understand the economic, political and social systems of countries in the region and in our key markets. Our Public Service leadership must be able to pick up a phone and call their peers to discuss issues and to engage in new collaboration. Therefore, we will continue to encourage both Public Service Commission (PSC) scholars as well as mid-career officers to be trained in different countries. We will also create many more opportunities for officials across different countries to come together in joint courses, forums and discussions to share best practices and network together. Just as in the private sector, we should expect future Public Service leaders to have experiences working beyond the domestic context. Finally, our public officers at all levels – leaders to officers – must be savvy in using technology, so that we can use technology to make public services better and make the Public Service more productive. The Public Service is aiming for 100% digital literacy. Every public officer, from leaders to counter staff, must know how to operate in a digital world and to thrive in it. The CSC has launched LEARN, a mobile platform to enable officers to learn anytime, anywhere. In the last three months since the launch, over 34,000 accounts have been activated and almost 10,000 courses have been completed on this platform. The Smart Nation and Digital Government Office (SNDGO) will elaborate more on other Smart Nation Initiatives subsequently. I agree with several Members who spoke on the need to create a more diverse Public Service leadership.”
“Leaders at Director-level and above were attached to different frontline work environments to serve citizens so that they can gain new insights on how policies and programmes can be implemented better on the ground. This year, we will implement Public Service Cares. This is a new initiative to encourage all officers to volunteer and serve the community and, in the process, learn how to better communicate with citizens. It seeks to develop a stronger service ethos and a culture among public servants to walk and know the ground needs even better. Officers, senior ones including, are regularly rotated to join the People's Association (PA), SSOs and the feedback unit Reaching Everyone for Active Citizenry @ Home (REACH) outreach efforts on the ground for them to get a first-hand feel of serving Singaporeans. Third, we need our public officers to have good interpersonal linkages with the people and private sectors. In particular, the Public Service will work towards achieving greater porosity and two-way flow of talents between the public and the people and private sectors. One way is through sending officers to work attachments in the private sector. For example, we sent 10 officers for attachments to various companies, such as the Development Bank of Singapore (DBS), Singtel and Grab, through the inaugural Service Delivery Talent Attachment Programme last year. They are bringing back new knowledge and insights to improve the delivery of public services. We will expand such opportunities to strengthen our Public Service and our links beyond the Public Service. Fourth, public officers need to understand our region much better and develop stronger ties with their peers in the region.”
“For instance, the SSOs at Taman Jurong, Kreta Ayer, Yishun, Chua Chu Kang and Jalan Besar are piloting an effort for the same SSO officer who provides financial assistance to unemployed residents to also help them find jobs. The Silver Generation Office (SGO) is also co-located with the SSOs in Taman Jurong and Geylang Serai, and the officers work closely to address the social and health needs of seniors in a more integrated manner. As many have suggested, it is not easy for the Public Service to organise itself differently and operate differently to serve citizens better without new skills. Ms Anthea Ong, Dr Teo Ho Pin and Mr Ang Hin Kee are right that we have to help our public officers approach their work with new mindsets and give them new skills. First, we need our public officers to think differently. They must be able to see beyond the current task that they are doing, and work with their colleagues in other Ministries or agencies to serve citizens better. This does not come from classroom training alone. PSD will expand the system of job postings to apply to a wider group of officers, so that our officers will gain wider perspectives, and grow a stronger instinct to work across agencies and with the private and people sectors. Second, our public officers cannot just develop good policies but must be able to execute them well. To do this, public officers must be able to understand the needs of citizens and businesses better, know what are the constraints and challenges on the ground in implementing policies, and be able to see through the implementation details. PSD and the Ministry of Culture, Community and Youth (MCCY) launched a new Engagement Immersion for Leaders programme last year.”
“At the Central Provident Fund (CPF) Board's service centres, there are retired citizens who serve as roving CPF Ambassadors to help post-55 CPF members. The Public Service is working closely with various people and private sector organisations in this expanded effort to redesign services around citizens. We will share more about these developments in the coming months. Within the Public Service, we also need to organise work differently across Ministries and agencies. Our current structures were optimised to solve previous problems. When problems evolved and goals changed, we must similarly be bold to evolve our structures and organisations to serve the objectives of tomorrow, as Member Mr Cedric Foo suggested. Climate change, cyber threats, unmanned systems are but some new challenges that require us to evolve new organisational structures to manage them. Mr Cedric Foo also asked how we can continue to ensure that our services are citizen-centric. Indeed, the Public Service must reorganise itself to be citizen-centric, not agency-centric, in the way we work. The Public Service Centre at Our Tampines Hub is one example. It started by co-locating different agencies together to serve citizens in one physical location. This year, the six agencies are coming together to cross-train counter staff, and each staff will be able to provide a range of some 70 services across the six Government agencies. Citizens will be able to approach any counter for help, instead of having to wait for the "right" counter to become available. The Social Service Office (SSO) is yet another example of how we are bringing different services together to help citizens in need.”
“They want to reduce the administrative hassle so that mums and dads can focus on welcoming baby and caring for baby. So, they started by interviewing many new parents to understand what needs to be done at the point of baby’s birth, what frustrates them and to get good ideas from parents how public services can be delivered better and faster services for them. The outcome was an app that allows parents to register their child’s birth, apply for Baby Bonus and child library membership, all at one go. They do not need to approach multiple agencies and produce the same physical documents for verification again and again. This app has been downloaded over 20,000 times in less than a year and I am happy to say that, beyond public hospitals, we have begun offering this service at private hospitals, starting with Thomson Medical Centre earlier this year. Other private hospitals will progressively come on board in the coming months. The Public Service will expand this effort. It has since started more projects to redesign services around more key moments, including pregnancy, parenting a school-going child, National Service, and entering one's silver years. We will also design services with different segments of citizens in mind, especially those who may not find it easy to access our services through the usual channels. For instance, at the Inland Revenue Authority of Singapore (IRAS), a priority registration queue is created for the elderly and those with mobility constraints during the tax filing season. They will be ushered to a sitting area and attended to quickly. The Housing and Development Board (HDB) also sets up a priority queue during sales launches to assist the elderly, persons with disabilities and expectant mothers.”
“To continue to build a vibrant and successful Singapore for the future, our Public Service must constantly challenge ourselves to come up with new ideas, adopt fresh approaches to working, organise ourselves differently and develop new skills. Our Public Service generally delivers services efficiently, but this is not enough. Beyond working the whole-of-Government, our Public Service must achieve whole-of-Nation outcomes. Partnering Singaporeans and the private sector to deliver results must become second nature to our Public Service, and not as an afterthought. It is not just about delivering good service for the public but also delivering better services with the public. However, the Public Service and private sector must play our respective parts well in this new partnership to take Singapore to greater heights. Both must be mature to know the complexities of taking into account many sources of feedback, competing interests and differing aspirations. And if our individual suggestion is not accepted after working the process together, it does not mean that the ideas and inputs are not considered. Instead, it has formed part of the process to arrive at the final solution. 1.45 pm I agree with Dr Teo Ho Pin on a design-thinking approach to the delivery of public services. The Public Service will progressively approach the design of many of our services around people and issues, rather than just expect people to adjust to our existing structures and ways of working. The Moments of Life app for families, launched last June, is a small example of how the Public Service can come up with new ways of serving citizens better, by working with citizens and the private sector, as partners. The team wanted to make life easier for parents of newborn babies.”
“Mr Chairman, Sir, let me first thank all Members who have spoken up in support of the importance of maintaining an able and committed Public Service. I agree with all Members. Our Public Service colleagues and I are determined to build a Public Service that is the pride of Singapore and Singaporeans. Our Public Service has been a pillar of strength for Singapore's survival and success. It has been so, and it will continue to be so. Our operating environment is changing rapidly. Internally, new generations of Singaporeans are growing up in different circumstances, with different aspirations and expectations. Singaporeans expect services to be organised around them and delivered in an integrated and timely manner. They expect systems and organisations to fit their needs and not the other way round. Singaporeans also expect services and information at their fingertips and have much less patience to navigate complex bureaucracies. Externally, our geopolitical situation has become more uncertain and challenging. New security threats, including the cyberspace, have emerged and which threaten our national security. The contest of big powers and the domestic politics of regional players combined, can potentially squeeze us and shrink our economic and foreign policy options. But all is not gloom and doom. Connectivity and technology allow us the opportunities to overcome our geographical and labour constraints. If used well, they can bring us to greater heights. Our workforce is also more educated and more skilled. We can better compete on quality rather than quantity.”
“One particular initiative is the Chemical Industry Manpower Advisory Committee (Chimac), which is co-chaired by the Economic Development Board and SCIC, and looks at present and future manpower-related issues, such as labour supply, training and hiring practices, to ensure that future manpower needs of the growing industry can be met. In addition, through initiatives, such as the Professional Conversion Programmes (PCPs) and SkillsFuture Earn and Learn Programmes (ELP), 86 mid-career workers were reskilled and successfully placed into suitable E&C jobs, while 134 trainees have been placed in 23 E&C companies respectively. The success of the E&C ITM requires the collective effort of all industry stakeholders. Our trade associations will have to continue playing leadership roles in building capabilities across the community. Companies will have to continue investing in productivity and innovation efforts, and in their workers. Our people, too, must be prepared to upgrade their skills and even take on new job roles. The Government will likewise continue to work with our companies and workers to keep our E&C sector attractive and competitive.”
“The Energy and Chemicals (E&C) industry is an important sector to Singapore's economy, contributing about 3% of our gross domestic product (GDP) and employing about 28,000 people in 2017. United States (US)-origin companies account for the majority of net fixed assets in the E&C industry. The E&C Industry Transformation Map (ITM), developed together with the tripartite partners, was launched in October 2017, with a two-pronged strategy focusing on transformation and growth. Transformation aims to improve the competitiveness of refineries and crackers through asset rejuvenation, while growth is driven by opportunities from high value-added petrochemical derivatives and specialty chemicals. The E&C ITM aims to create 1,400 new jobs and contribute $12.7 billion to Singapore’s GDP by 2025. Over the past one year, the E&C industry has made good progress under several of the ITM pillars. For example, 10 plants have leveraged Industrial Internet of Things (IIoT) technologies to drive efficiency gains and productivity in their plant operations. In terms of innovation, the industry has successfully anchored five application development centres focused on developing applied research capabilities to support specialty chemicals product innovation. We have also observed good outcomes on the jobs and skills front. The Government is working closely with key industry associations, such as the Singapore Chemical Industry Council (SCIC) and the Association of Process Industry (ASPRI), to create quality jobs and to enable our people to capitalise on these jobs.”
“The ratification process is not affected by Brexit, and both agreements are expected to be voted on by the European Parliament during its next sitting from 11 to 14 February 2019. Pending clarity on post-Brexit arrangements, any consequential amendments to the EUSFTA can be addressed during the implementation phase.”
“The prospect of an imminent no-deal Brexit would be diminished, although we may see a period of continued uncertainty. Singapore and the UK share substantial trade and investment linkages, with many of our businesses operating in each other's markets across sectors, such as pharmaceuticals, professional services and consumer goods. The Ministry of Trade and Industry's (MTI's) assessment is that trade between the UK and Singapore will not be fundamentally impaired. Nonetheless, owing to the integrated nature of today's global supply chains as well as the extensive trade linkages that span the UK, EU and the rest of the world, a no-deal Brexit could weigh on consumer and business sentiments in the UK and EU, with potential negative effects on global growth. MTI and Enterprise Singapore will continue working closely with Singapore companies to help with any near-term company-specific disruption. This will include facilitating linkups between companies and the appropriate authorities to work through continuity issues in areas, such as labour and talent supply, or delays in shipments that might be routed between the UK and the EU. MTI is also in close contact with UK economic agencies on measures to strengthen our strong trade and investment relations. We have several bilateral platforms with the UK, such as the UK-Singapore Economic and Business Partnership and the recently launched UK-Singapore Partnership for the Future. Singapore is also prepared to work with the UK to apply the EUSFTA in a UK-Singapore context that could form the basis of a future Singapore-UK trade agreement. The ratification of the EUSFTA and EU-Singapore Investment Protection Agreement is on track.”
“The United Kingdom (UK) is the second largest economy in the European Union (EU) and the fifth largest globally. It is also an important economic partner of Singapore. Like other countries, we are keeping a close watch on Brexit, which remains set for 29 March 2019. There are three possible scenarios. First, the UK and the EU agreeing on a Withdrawal Agreement. Second, the UK exits the EU without any deal, that is, Hard Brexit. Third, a scenario in which the UK's formal departure from the EU is postponed beyond 29 March 2019. Under the first scenario, the Withdrawal Agreement will include an "Implementation Period" that will last till 31 December 2020. This scenario offers the greatest predictability and stability while minimising disruption to businesses. This is because during the Implementation Period, the UK will continue to be functionally treated as an EU member state and remain a party to EU international agreements, including the EU-Singapore Free Trade Agreement (EUSFTA) when it is ratified by the European Parliament, as targeted in 2019. Under the second no-deal scenario, the UK will cease to be a party to the EU's agreements with third countries when it formally leaves the EU on 29 March 2019. This would mean that the EUSFTA will not apply between the UK and Singapore even after its entry into force. This, in itself, would not impact our trading relationship with the UK as the current tariff and non-tariff regime for Singapore companies trading with the UK are based on World Trade Organization terms, which would continue to apply. Under the third scenario, the UK's formal departure from the EU will be postponed to a date after 29 March 2019. This would entail the UK extending the Article 50 timeline, subject to the unanimous approval of all EU member states.”
“One example is the "Chemical Experience Day" which exposes students to the working environment on Jurong Island and provides a glimpse into a day in the industry. On the Government’s part, four SkillsFuture Earn and Learn Programmes (ELP) have been launched for job roles, such as process technicians and laboratory analysts. The ELP is a work-learn programme that provides polytechnic and ITE fresh graduates opportunities to build on the skills and knowledge that they have acquired in school. As of December 2018, 134 trainees have been placed in 23 E&C companies. The growth of the E&C industry requires the collective effort of the Government, industry and unions as well as our workers. We will continue to work with the various industry stakeholders to attract and equip our workers with the relevant skillsets to participate in the next phase of the E&C industry.”
“The Energy and Chemicals (E&C) industry contributes about 3% of our gross domestic product and employs about 28,000 people in 2017, with the majority in their 30s and 40s, a professionals, managers, executives and technicians (PMET) to non-PMET split of about 3:1, as well as a male to female split of about 2:1. As our industries upgrade and transform, the Government is also making concerted efforts to help equip our workforce with the relevant skills to address the evolving needs of the industry. The Skills Framework for E&C was jointly developed by SkillsFuture Singapore, Workforce Singapore and the Economic Development Board (EDB), in collaboration with the industry, education and training institutions as well as unions. It provides key information about the sector, including career pathways, occupations and job roles, as well as existing and emerging skills required for our workforce to deepen their competencies. It also provides a corresponding list of training programmes for skills upgrading and mastery. In addition, the Government is also investing in new training programmes by developing niche capabilities modules with our Institutes of Higher Learning. For example, the advanced diploma in Specialty Chemicals launched by Singapore Polytechnic in 2017, complementing the other suite of programmes in the Institute of Technical Education (ITE) College East, Ngee Ann Polytechnic, Nanyang Polytechnic and Temasek Polytechnic. To attract young talent to join the E&C industry, the Chemical Industry Manpower Advisory Committee, co-chaired by EDB and the Singapore Chemical Industry Council, have been organising outreach programmes for schools, polytechnics and universities.”
“Generally, there is no prohibition against the resale of goods and services, including concerts and sports events tickets, subject to the terms and conditions of the original seller. The margin which resellers can command is freely determined between willing buyers and sellers. This means that the resale price can end up being higher or lower than the original price. The Government should not prescribe profit margins for ticket resales. We encourage consumers to take steps to protect themselves before making their purchases. Consumers who are purchasing tickets of concerts and sports events can, for example, check the terms and conditions of such tickets carefully before making their purchases, and compare the resale price with the original price of the tickets. If consumers are unsure about the legitimacy of the tickets they are about to buy, they should approach the official event organisers for verification to avoid paying for a ticket which may be subsequently voided by event organisers. If consumers have reason to believe that suppliers have engaged in unfair trading practices in the sale of tickets, for example, false and misleading claims, they can approach the Consumers Association of Singapore (CASE) with details of these practices for CASE to assist them in seeking redress from the suppliers. The Competition and Consumer Commission is also empowered with investigation and enforcement powers under the Consumer Protection (Fair Trading) Act to take action against errant suppliers who persist in unfair trading practices. The Police can also investigate if there is fraudulent activity involved in the sale of tickets.”
“With the China-Singapore Free Trade Agreement upgrade to be ratified later this year, Singapore companies can also look forward to improved market access in goods and services. More Chinese companies are also venturing out of China and have chosen Singapore as a launchpad to internationalise their businesses. As of end-2017, China's stock of direct investments in Singapore reached S$36.3 billion. This is an increase of around 10% per year, on average, since 2010.2 There is thus scope for Singapore and Chinese companies to forge closer partnerships and leverage each other’s networks to tap on opportunities in the region.”
“Over the years, many Singapore companies have invested in China to ride on its growth. Singapore companies have invested across a diverse range of sectors, from manufacturing to real estate, wholesale and retail trade, to financial and insurance services. The easing of China’s economic growth has been a gradual one, and companies would have carefully made their business calculations and projections accordingly. In our conversations with companies, there is recognition that China's economy is maturing. This includes shifting from an export-led and investment-oriented growth model towards one that is driven by domestic consumption. From rapid growth of 10.6% in 2010, growth has eased in the intervening years to 6.6% in 2018, and the International Monetary Fund has projected China's 2019 gross domestic product growth to be 6.2% as investment growth moderates and some domestic deleveraging continues. There are also uncertainties in the outlook arising from unresolved United States-China trade tensions, but the Chinese government has made clear its preparedness to bolster domestic demand. Amidst the headwinds facing the Chinese economy, there remain opportunities as China continues to liberalise and pursue its provincial-regional strategies, such as the integrated development of mega-regions like the Guangdong-Hong Kong-Macao Greater Bay Area and Yangtze River Delta. Provinces and municipalities like Guangdong, Jiangsu and Shanghai have maintained growth rates on par with or above China's national average last year.1 To support Singapore companies’ investments in China, Singapore has established a network of provincial business councils in Guangdong, Jiangsu, Liaoning, Tianjin, Shandong, Sichuan and Zhejiang over the years.”
“Public agencies abide by the procurement principles of fairness, transparency and value-for-money. Agencies decide on their respective menus based on what is prudent and appropriate for the occasion. We do not have policies specific to the serving of shark’s fin.”
“Mr Speaker, Sir, the security and sustainability of supply chains are integral considerations for all of our businesses. To sustain business continuity, our economic agencies and businesses work closely together to diversify our supply chains where needed and possible, and anticipate and put in place measures to mitigate possible disruptions caused by natural disasters, seasonal factors or external circumstances. Such measures will include holding a certain amount of buffer stock for factors of production, and timing the deliveries to minimise delays by avoiding expected seasonal peak periods. The Immigration and Checkpoints Authority (ICA) regularly releases notices to anticipate jams, for example, during the year-end school holidays and festive periods on the Causeway. Many of our companies will schedule deliveries to avoid peak periods and factor in additional travel time to buffer for any delays due to such seasonal factors or external circumstances. If there are significant disruptions to supply chains over land route, businesses will also use alternative routes through air or sea freight, and/or reserve stocks for essential supplies. So, while the jams may affect the schedule or timeliness of deliveries, we have not received feedback that it constitutes a major source of business disruption for our companies recently. We will continue to monitor the situation closely and work with our businesses to diversify and put in place anticipatory measures to ensure the security and sustainability of our supply chains, such that no one factor – be it natural disasters, seasonality or externally imposed actions – can cause a major disruption to our economy.”
“The Average Household Expenditure on Basic Needs (AHEBN) is an estimate of the average monthly expenditure that households spend on essential needs, such as food, clothing and shelter. The AHEBN for a four-person household is estimated to be about $1,300 in 2017. The amount would be correspondingly lower for households with fewer members.”
“The WTO's effective functioning is crucial for Singapore, as a small and open economy heavily dependent on trade. WTO reform discussions are taking place in Geneva, and plurilaterally amongst concerned members. Singapore is supportive of all efforts to build up and strengthen the WTO and will continue to contribute to discussions at the WTO and other fora.”
“Singapore welcomes the Group of 20 (G20) Leaders' Declaration in advancing the Argentinean Presidency's theme of "Building Consensus for Fair and Sustainable Development", which affirms the G20's commitment to pursuing strong, sustainable, balanced and inclusive growth. We also welcome the G20's pledge to work together to improve a rules-based international order that is capable of effectively responding to a rapidly changing world. The rules-based multilateral trading system has provided predictability and stability in the conduct of international trade, facilitated trade and investment liberalisation, fostered cooperation and interdependence among economies, and underpinned global economic growth for decades. The World Trade Organisation (WTO) has made efforts, since its establishment in 1995, to ensure that its rules and core functions remain relevant for business and governments in the face of rapidly evolving trade realities. With more than 160 WTO Members, obtaining consensus can be challenging. Some notable successes include the conclusion of the WTO Trade Facilitation Agreement in 2013 and the expansion of the Information Technology Agreement (ITA2) in 2015, which expedite the flow of goods across borders and further liberalise trade in information and communication technology products respectively. However, the pace of reforms needs to be accelerated. This includes updating WTO rules to support and facilitate the growth of the digital economy. Singapore, together with Australia and Japan, drives the WTO Joint Statement Initiative on E-Commerce, a widely supported endeavour to develop multilateral trade rules on e-commerce which 72 WTO members accounting for 77% of global trade have signed up to thus far.”
“The price of eggs and, for that matter, any particular food item, is determined by a combination of factors, including import prices, exchange rates, logistics costs and profit margins which suppliers can command. To safeguard consumers' interest against sharp and erratic price changes, we must adopt a multi-prong strategy. First, we must continually and consciously diversify our supply sources and supply chains to avoid being held ransom by the discontinuity in any particular supply source or disruption to any supply chain. This includes sourcing from different countries and building up a certain amount of local capacities where we can and when it makes economic sense. Second, we maintain a stable and strong Singapore dollar for the benefit of our consumers and to preserve Singapore’s purchasing power. Third, we maintain an open competitive market structure to prevent any unethical profiteering. In the specific instance of eggs, the import prices of eggs from some of our import sources have, indeed, gone up significantly between June and November 2018, by up to 50%. However, we also have other import sources where the import prices have either remained stable or shown slight declines of up to 7%. As such, the local retail price of eggs has increased around 4% over the same period. To the Member's specific question, there is no substantive information at this moment for us to conclude that the recent rise in egg prices is caused by anti-competitive practices. We will continue to monitor closely. If the Member has any evidence, he can share it with the Competition and Consumer Commission of Singapore to investigate the matter.”
“I think Members can check the record. As I have clarified, before 2013, it was not consolidated. After 2013, we have since taken steps to consolidate them, all 1,800 accounts under the PA accounts. And we have not got a qualified account. And I want to make a distinction, and I repeat again, between qualified accounts and unqualified accounts. Unqualified accounts with observations and unqualified accounts without observations; and there is a material difference.”
“Maybe the Member can show me the exact words of what was said.”
“Sorry. You used the word "adverse opinion". On which set of accounts?”