Desmond Choo
Singapore
“Through these expanded volunteer networks, we are building something more than a collection of programmes. We are strengthening a culture, a culture where service is valued, where sacrifice is understood and where defence is embraced as a shared mission. We are strengthening the very foundation of our national defence.”
“Mr Speaker, I would like to thank Prime Minister for his Ministerial Statement. The Labour Movement has surveyed our unionists. They are rightly worried about growth issues, loss of jobs and cost of living, but they have also expressed confidence that the People's Action Party Government will stay us through these difficult times.”
“Chairman, I would like to thank Minister Tan See Leng, Senior Minister of State Koh Poh Koon, Senior Minister of State Zaqy and Minister of State Gan Siow Huang for their comprehensive responses and driving policy changes; and also Permanent Secretaries Ng Chee Khern, Jeffrey Siow, and their team of MOM officers, for their dedication in b…”
“Mr Chairman, just two clarifications. One, why is the Ministry raising the S Pass qualifying salary despite the labour market being already quite tight and the potential economic headwinds? What is the expected impact on the local workforce's wages?”
“Chairman, we have seen a surge in overseas travel as Singaporeans continue to embrace travelling in the new post-pandemic norm. Singaporeans are no longer sticking to the usual destinations but, increasingly, also to less-travelled destinations.”
“Since our Independence, Singapore has maintained the importance of capacity-building as a pillar of regional cooperation. In 1992, the Singapore Cooperation Programme (SCP) was established in our effort to pay forward the help we received in our formative years. It serves as a platform to provide technical assistance to the world.”
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“We believe that a longer term and more sustainable approach for our workers and businesses to cope with the rising cost of living is through boosting skills and capabilities. We stand committed to work with the Government to help workers stay relevant with training and help businesses do even better. Mr Speaker, I support the Bill.”
“Kopitiam and NTUC Foodfare launched a new initiative in May this year to help workers access cooked food and drinks at lower prices. By the end of this year, 2.4 million NTUC members and NTUC Link members will be able to benefit from 10% savings when they pay use the NTUC FairPrice app for purchases at Kopitiam. Ahead of the implementation of Goods and Services Tax (GST) increase, NTUC FairPrice has announced that it will be offering a discount on 500 essential items for the first six months of 2023. This initiative will apply across all FairPrice supermarkets, including FairPrice Online. This basket of 500 key essential items is selected based on items that customers purchase frequently and serves the top-of-mind needs of customers. They comprise national brand, house brands, fresh fruits, vegetables and meat, staples, dairy, paper products and household cleaners – quite a lot. The union will continue to actively monitor the impact of inflation and will work in tandem with the Government to enhance our efforts when required. Mr Speaker, the Bill aims to guard the fiscal health of our nation and care for Singaporeans in the longer run. To combat the short-term impact of the GST increase, the Labour Movement is heartened that the Government has rolled out a comprehensive set of measures since the start of the year and will stand ready to help Singaporeans if things do not get better. The Labour Movement will complement the Government’s effort to help Singaporeans cope. NTUC, along with its Social Enterprises, will continue to ensure that our workers and families have accessible, affordable and quality goods and services.”
“In 2021, they rolled out another $20 million package to manage the cost of living and help stretch savings across different areas such as insurance, healthcare, education, and financial planning. This year, NTUC also launched a $3.7 million NTUC Care Fund (Special assistance) Programme in August to help 28,000 lower-wage income workers defray daily expenses and higher inflation. These are in addition to the support provided by the various unions. NTUC and its social enterprises will continue to moderate the costs of living. It was a mission that we took on since the formation of the cooperatives in 1970. Our social enterprises face the same cost pressures as any other businesses. We face the same cost increase in logistics, manpower and goods. We are in tradable sectors where there is the same competition for raw materials and manpower as other commercial entities. But we will persist in our mission. NTUC FairPrice continues to benchmark prices and keeps food and daily essentials available and affordable. It is constantly updating and enhancing its range of House Brands to offer better value and quality to meet the evolving needs of consumers. For example, late last year, NTUC FairPrice brought down the cost of Antigen Rapid Test (ART) kits by half to help relieve the financial burden on workers, including those rostered to go through routine rostered testing. There is also the “Greater Value Everyday” campaign which consists of various discount and value schemes. For example, the Save Even More scheme sees groups such as the Pioneer and Merdeka Generations, our seniors, CHAS Blue card holders enjoying the same existing discount schemes from Monday to Friday.”
“Additional support for PWDs in the form of the Enabling Employment Credit, which offers employers wage offsets of up to 30% for eligible Singaporean PWDs should continue to ensure sufficient employment support. But we must at no point be under any delusion that Singapore is able to do all these without resources. We could do all this because firstly, there are investments to create new and better jobs; two, we have the resources to invest in our workers and care for Singaporeans. This system has helped us grow our wages over the years. For example, real basic wages grew by 2.8% a year over the last 10 years. The economic and geopolitical imperatives to train and transform will be even greater as structural changes become deeper and more pervasive, economic conditions become more volatile, even more resources will be needed to help workers. So, we must keep faith in investing in our workers for the long run to protect them against inflation. Similarly, we must reject short-term solutions that harm longer-term viability. Solutions such as consuming more of our NIRC now instead of investing them to meet future unpredictable challenges are very risky. More consumption today must also mean less to invest for future returns. This is inevitable. Sustainable wage growth is still the best protection against long-term inflation. NTUC will do our part to help workers tide over challenging times. The union has always stood ready to step up during times of need. In recent years, when the pandemic first hit in 2020, NTUC Enterprise rolled out a $50 million support package to help with the cost of living.”
“There are workers, especially lower-wage ones, in sectors where market forces work against them. PWM has helped these workers to be paid better. It also helps to keep wage disparity tighter. It has served both economic and social purposes. We have expanded to the retail sector and workers will see around 8.5% wage increase. We will expand into food services and waste management next year. We will need to study expanding into other areas more rapidly to help our lower-wage workers. The support from the Government via the Progressive Wage Credit Scheme (PWCS) to help businesses cope with the increased cost of wages are vital in the interim. Throughout the period of PWCS support, I hope businesses will use this period to devise new ways to attract local talent and increase productivity. Businesses should tap on grants to increase productivity. Examples of these grants – there are a lot of them – that seek to increase job productivity include the Productivity Solutions Grant which offers up to 80% support in the food services and retail sectors. There is also the NTUC Company Training Committee Grant which provides funding support of up to 70% of qualifying costs for each project and aims to enhance business capabilities. I hope that the tripartite partners will persist in the implementation when the easier path might be to delay them in the face of rising costs. As for our vulnerable workers, such as mature workers, PWDs and ex-offenders, MOM will be extending Jobs Growth Incentive (JGI) to March 2023. I hope that employers will continue to tap on the JGI to hire our vulnerable workers, who are very qualified as well. Beyond 2023 March horizon, I also call on the Government to consider further extensions of the JGI if inflationary pressure has not eased by then.”
“We need to ensure that there is continued investment in companies and workers so that our economy is vibrant and productive. Only when businesses do well, can our workers enjoy sustainable wage gains. Training is essential to help our workers get those better jobs and better pay. It is tempting to reduce training costs during such times. But these are longer-term investments in our workforce that will reap longer term benefits. We hope that the Government will continue to fund and maintain the SkillsFuture movement. We will also need businesses to rethink business models to capitalise on technology to increase productivity. NTUC has embarked on the proliferating the set-up of Company Training Committees (CTCs) to foster and engender transformation at the firm level. This was done in partnership with the Government. These 2,500 CTCs, by the end of 2025, will develop the Operation and Technology Roadmap programme (OTR) with companies. OTR can assist businesses to use innovation and technology move up the value chain. Workers can be more productive as a result. Particularly, I urge SMEs owners to consider participating in OTR Programmes. SMEs hire the bulk of our workforce and are instrumental in helping a large proportion of our workers to get better wages. Eligible SMEs may apply for grants extended by Enterprise Singapore to offset up to 80% of OTR costs. The Government and the union stand ready to assist both workers and enterprises at every step of the way to boost productivity. We are not merely idle observers of rising costs. We can determine our own fate. Raising productivity is key but we must also make sure that gains are shared fairly and equitably. This is an important tenet of our social compact.”
“Mr Speaker, thank you for allowing me to join the debate. Workers and unions are concerned the rising cost of living and the need to adapt to new ways of working. But their primary concern has always been: “Can their wages keep up with rising costs of living? Would the increase in GST worsen the cost-of-living problems?” The anxieties are real and lived, but workers also keenly understand that higher costs are here to stay and longer-term solutions are needed. The time-tested solution is a three-pronged one: firstly, timely assistance during exigencies; two, sustainable wage growth in the long term; and three, moderating costs of living. Allow me to take them in turn. The Labour Movement is thankful for the 22 October $1.5 billion cost of living support. This was in addition to the $1.5 billion that was given out in June 2022. These short-term packages help to blunt the impact of sharp increases in costs during unprecedented inflation globally. We are also mindful that the Assurance Package will still be in place to support workers when GST kicks in next year. It was $6.6 billion; it will be boosted to $8 billion. Workers are assured that if inflation remains high, Government will continue to support them. My fellow Labour Member of Parliament, Ms Yeo Wan Ling, will share how these packages have helped our lower-wage and our self-employed workers to cope. We cannot rely on special packages indefinitely. The lasting solution is we must keep wages growing ahead of inflation sustainably. We appreciate that costs of doing business have increased. Singapore is a price-taker for virtually any items we import. We are price-takers for most of our factors of production. Therefore, we must not lose sight in driving productivity.”
“I thank the Minister for his response. I have two points for clarification. First, clearly, there is a very strong demand for such integrated projects. May I ask the Minister what is the approximate demand and whether we will be able to supply and meet that demand for vertical kampungs around the island? Certainly, many of the residents in Tampines do look forward to that. Second, I am very glad to hear about the different community care type of housing that is being built, obviously, taking into consideration that it is not possible to build all new ones. What is the scope to repurpose existing flats by adding new facilities to create them into kampungs even within existing flats?”
“I thank the Minister of State for his answer. I have two supplementary questions. The first is: does the Ministry have at least an estimation of how much of our semiconductor industry is exposed to this new set of regulations from the US and, therefore, affecting the economic performance of the industry? Second, in terms of the various free trade agreements that we have in place, how much have they allowed us and the semiconductor companies situated here to be able to navigate the changing landscape for the semiconductor industry?”
“I thank the Minister of State for his answer. I have two supplementary questions. The first one is, as we expect the overall interest rate environment to only increase and the cost of funds for companies to increase rather steeply both here and in the region, what is the forecast on NPLs, especially for the SMEs? My second clarification is, if and when we see a large number of companies facing insolvency, under what circumstances will the Government come in and assist such companies, especially the promising ones, to tide over a difficult period?”
“Deputy Speaker, I would like to thank the Minister of State for his reply. I have a couple of clarifications. The first is, how have and will local companies and the local workforce benefit from family offices? Second, where do these family offices generally come from? That is, which country or which industry were they operating in before they set up in Singapore?”
“I thank the Minister for her reply. I have two supplementary questions. The Minister has mentioned that there are 190,000 seniors that were trained. This is quite an achievement since it started, because over the first year, it was only 100,000. Are there any specific targets that the Ministry has set for us to train as many seniors as we can? The second question is, there are three tiers of digital competency for the seniors, with scams being one of the largest threats to seniors, especially now that they are coming on board. Is there a need to enhance tier three of the competency, or to introduce a new tier of competency so that seniors are always protected as they come on board the digital training?”
“I would like to thank the Minister of State for the update. Just one supplementary question. As we transition to a higher cost economy, how do we intend to balance between supporting companies in the short run and maintaining our competitiveness in the longer run? And would being a higher cost economy make us more vulnerable to external shocks, causing disruptions to the local workforce?”
“I would like to thank the Minister of State for her reply. I have two supplementary questions. It is very encouraging to see the recent improvement in these two sectors. Will the Minister of State be able to share more on the depth and quality of the improvements? Second, while these two sectors are doing better, they still struggle with manpower. So, what will be the plans to attract more workers into these sectors?”
“I thank the Minister. Many countries have made changes to their talent policies. UAE has the Golden Visa, UK and Germany have introduced new passes to attract talent. I would like to ask, with this suite of changes, where does this place Singapore, in terms of our competitiveness compared to the other countries? Is this sufficient for us to get our fair share of talent and help companies to grow?”
“Many countries are already ahead of us in formalising a cyber warfare force in addition to their tri-services. Examples of these include Norway's Cyber Defence Force, founded in 2012, and the United States Cyber Command, founded in 2010. While the SAF's C4I Community has been the backbone of the SAF's digital intelligence services over the past decade, the formal establishment of DIS will enable us to scale up our digital capabilities efficiently and effectively. Could the Ministry share the intended scale of DIS in terms of manpower? Is it also envisioned for DIS to partner with GovTech and other related Government tech agencies as part of the whole-of-Government digital security infrastructure roadmap? Could the Ministry also share how DIS will strive to keep its knowledge current and cutting-edge, tapping on partnership with the private sector? Mdm Deputy Speaker, notwithstanding my clarifications and suggestions, I reiterate my support of the Bill. The DIS will ensure that our nation is well-equipped to adapt and conquer the evolving face of modern warfare. It is also, perhaps, the most significant stride thus far towards building a truly future-proof Next Gen SAF. Next week, as other Members in this House have also recognised, Singapore will be celebrating our 57th birthday. The sovereignty we enjoy today did not come easy and we must never take the peace we enjoy today for granted. Ultimately, the success of SAF's mission to safeguard our nation's sovereignty is dependent on the commitment of our servicemen and servicewomen. Mdm Deputy Speaker, I support the Bill.”
“For example, surveys have surfaced that Big Tech firms, such as Amazon Web Services, Meta, Apple and Google, are dangling some of the highest salaries in the market. These salaries are pegged up to 56.5% more than the market median, according to a latest survey. Other top talents command even higher salaries and that is straight from school. A key difference between working for DIS and private companies is undoubtedly the mission in serving the nation. Yet, wages are a hygiene factor that we must address. Can the Ministry share its plans to effectively attract top talent, considering the intense competition from Big Tech firms and startups? How do we also attract Singaporean talent currently working overseas? Second, on improving youth inflow to DIS. Digital natives are clearly the future backbone of DIS. In some countries, many 18 to 21-year-olds are selected to join military and intelligence services even while in school. Preparatory programmes are offered to them to develop their skills and also pique their interest in serving the nation in the longer run. We could explore the possibility of developing such feeder programmes for our youths. I believe this would suitably complement the top-tier scholarships for digital and intelligence talents for which the Ministry has already planned. Next, on career conversions within SAF. As service in the DIS may not be as physically demanding as compared to the existing tri-services of SAF, joining DIS may be a tenable pathway for mid-career SAF servicemen or Singaporeans. Would the Ministry to consider structuring a pathway for mid-career conversions? What are the plans to help mid-career servicemen and women to similarly be trained and transit to DIS?”
“Mdm Deputy Speaker, I rise in support of the Bill. The establishment of the Digital and Intelligence Service (DIS) as SAF's fourth standalone arm is timely. But this is also not new to SAF. Over the past decade, MINDEF and SAF have built up what is known as the SAF C4I Community – Command, Control, Communications, Computers and Intelligence – along with the establishment of the Defence Cyber Organisation (DCO) in 2017. The Bill will allow SAF to develop and scale up its operational capabilities to respond to modern welfare. I will speak on three key areas: the importance of DIS, ways to expand the manpower catchment pool for DIS and the projected scale and size of the outfit. Mdm Deputy Speaker, the security threats we now face are no longer limited to the traditional battlefield. For example, Artificial Intelligence (AI) has been weaponised; the use of cyber warfare has increased over the years. We can either scale up and incorporate advanced technologies in our Armed Forces, or increasingly falter behind other countries. In addition, DIS can, and must, leverage new technological capabilities to make up for our manpower constraints. The number of NSmen is projected to fall in the next decade. DIS can make up for manpower constraints by integrating and expanding our capabilities in the virtual terrain. Talent pool is critical for any tech outfit to succeed. I would like to offer three suggestions for the Ministry to consider. First, on grappling with the war on tech talent in Singapore and, in fact, globally. Competition for tech talent in Singapore will continue to be heated with firms aggressively raising wages and other benefits.”
“I would like to thank the Minister of State for her reply. I have two supplementary questions. The first one is: how do these Centres of Innovation serve, assist and benefit the SMEs? The second would be: how does MTI intend to reach out to more SMEs to accelerate the pace of innovation and to foster greater innovation amongst SMEs?”
“Thank you, Mr Deputy Speaker. I have two supplementary questions. One, as inflation has stayed elevated for some time, we must expect consumers to make adjustments to consumption patterns, can we ask Minister of State Alvin Tan: has inflation caused demand destruction in certain categories of consumption? And as the consumer expected short- to medium-term inflation continues to stay elevated, there is a potential adverse impact on business and investment activities. Does the Ministry believe that our GDP growth might, therefore, be affected going ahead?”
“Question No 16, please. The Parliamentary Secretary to the Minister for Social and Family Development (Mr Eric Chua) (for the Minister for Social and Family Development): Mr Speaker, as of April 2022, there were 31 MSF-funded Day Activity Centres (DACs) with a total capacity of over 1,700 places and an overall utilisation rate of about 78%. There are, currently, eight DACs with no vacancies. When individuals apply to DACs with no vacancies, SG Enable will refer the caregivers to other DACs with spare capacity. SG Enable also explores alternative support services with the caregivers, such as home-based services for the individual and respite care services for the caregivers. In October last year, MSF increased funding for DACs by some 20%, or $3 million per year. The increased funding will allow our DACs to hire more care staff to increase their quality of care and service standards, especially for clients with higher support needs. We are also studying the longer-term demand for DACs and will look into setting up new DACs in areas where demand is expected to exceed the current supply. MSF will continually monitor and review our funding support and programmes to meet the needs of persons with disabilities and their caregivers.”
“Mr Speaker, I have two supplementary questions for the Minister of State. One, how does MAS expect the strengthening of the Singapore dollar to affect Singapore's GDP forecast for the year? Two, the tightening effects of our monetary policy are, eventually, relative to what other countries have similarly done. So, how has the surge in the US dollar dampened the effects of the measures to tighten or strengthen the Singapore dollar, and if so, will further measures be needed?”
“Mr Speaker, I have two supplementary questions for the Minister of State. BNPLs are, essentially, unsecured loans. The consumer can purchase across multiple shopping sites and use multiple BNPL facilities provided by different providers. Should there not be a limit to how much a person can utilise such facilities? BNPL also has the propensity to encourage spending beyond one's means, especially because BNPL payments are charged to a buyer's credit card so there is double leverage. Can MAS consider making credit worthiness checks on BNPL, similar to what it has been doing for credit cards?”
“Mr Speaker, would MAS consider, especially for young first-time home buyers, to be appraised, as part of due diligence on the new interest rate trajectory as part of the mortgage loan application so that they will know what is their payment plan based on the current rate and what is the expected rate, especially when we know that most of the purchases had been done in the low-interest environment for the last couple of years and it will dramatically change over the next couple of years?”
“Mr Chairman, I would like to thank Minister Tan See Leng, Senior Minister of State Zaqy Mohamad and Senior Minister of State Koh Poh Koon and Minister of State Gan Siow Huang for their indulgence in their clarifications in preparing for this Committee of Supply. I also want to congratulate them for taking very bold but measured steps to build workers' compact but at the same time, keeping the workforce competitive. We know that it is a difficult policy tightrope for them to walk and they can be reassured of the tripartite support to their efforts. At the same time, I also want to thank Permanent Secretary Aubeck Kam and his team. This will be his last MOM COS. He has done quite a fair bit to strengthen tripartite relations and we want to extend our appreciation for his efforts. With this, Chairman, I beg leave to withdraw my amendment. [(proc text) Amendment, by leave, withdrawn. (proc text)] [(proc text) The sum of $8,641,646,700 for Head S ordered to stand part of the Main Estimates. (proc text)] [(proc text) The sum of $90,013,900 for Head S ordered to stand part of the Development Estimates. (proc text)]”
“Mr Chairman, I have two clarifications for the Minister for surfacing COMPASS as a framework to improve foreign worker complementarity. I would like to ask why is COMPASS limited to only workers who have a fixed monthly salary of below $20,000. How does it work hand-in-hand with the Fair Consideration Framework to prevent abuse for companies hiring workers above that pay range? Second clarification: how can the HR community also play a role in supporting capability transfers and localisation efforts?”
“How will the Ministry continue to ensure that the Singaporean workforce remains a strong value proposition for their businesses, especially that of multinational companies (MNCs)? Building a robust and dynamic workforce and policy system is a multi-year effort. There can be short-term adjustment issues. For example, implementing an increase in minimum qualifying salaries for work passes can, indeed, result in some work pass holders getting a bump in wages. But adjustment to dependency ratios and the longer run signals will help locals get better wages and a higher quality foreign workforce. Therefore, we must be careful not to avoid longer-range changes because of shorter-term pains. As we debate the cuts, we must be mindful of the strategic imperatives in building a great workforce and the inherent policy tensions. With this, Mr Chairman, I beg to move. [(proc text) Question proposed. (proc text)] Foreign Workforce Complementarity”
“This is a clear signal that Singapore does not tolerate discrimination in workplaces. This move underpins a whole-of-nation desire for greater inclusivity. Can the Ministry provide us with an update on this move? While the law provides for minimal standards, we need to push the front end of the charge for greater inclusivity. We need to look into establishing public indices, so that companies can benchmark their progress. This can provide for broader and faster progress on the important issue of inclusivity. Next, going green is no longer a tagline but a real driver of change in the workforce. The green economy will be a key driver in the global economy. We have the Green Plan 2030 to advance our pursuit of sustainable development. We must now prepare our workers to make the transition into the green economy. Some jobs in the petrochemical sector might, indeed, be lost. Other opportunities might take their place. Can the Ministry outline its plans to prepare our workers to transition into the green economy? The proliferation of remote working has shrunk the global workplace into one global connected office. Physical presence at the workplace is not tied to productivity. During the deepest of COVID-19, many companies have started sourcing services from overseas for work that used to be done here in Singapore. Remote working has allowed them to capitalise on global talent pools while saving costs and even rental costs of office spaces. While this means that the workforce is now presented with global opportunities, the converse is also true. Our workforce now faces greater competition, competing for jobs with counterparts from across the globe.”
“This is not to say that mandating fika or, in our context, "kopi breaks" is that panacea to our workplace issues. There is a bigger cultural and work construct to it and fika is possibly that symbolic reminder of the need for work-life balance. The takeaway is that we can no longer treat employee mental wellness as just another good-to-have if we want to deal with changing workplace demands. Bigger and bolder moves are needed. Second, the bliss or curse of the hybrid workplace. Some workers like it, others detest it but nearly all can see the value of working from home. COVID-19 forced most companies to have their workers to work from home but few have well-developed hybrid workplace policies. Thus, work time and place become increasingly and agonisingly blurred. Where it was the flexible work arrangement that workers have been craving for years, it is now a bane, especially for younger workers. The solution is also not to bring all workers back to the office. Workers have experienced the savings from commuting and employers do save from office rental. What we need is to establish a national common code of practices so that workers and employers have a common understanding on how to make hybrid workplaces work. According to a 2021 CNBC/SurveyMonkey Workforce Survey, nearly 80% of workers want to work for a company that values diversity, equity and inclusion. This might not fully reflect the situation in Singapore but there is clearly a greater desire amongst younger workers for similar aims. Workers increasingly want their companies to take a position on such matters. Last year, we made a big stride in signaling our intention to enshrine the Tripartite Guidelines on Fair Employment Practices into law.”
“This was particularly stark amongst the younger workers. Many were as concerned about their work prospects as they are about wellness. Their definition of success has changed. The perhaps already archaic 5Cs that were once deemed as the Singaporean dream is now overtaken by other non-traditional aggregators of success, such as work-life balance and purposeful careers, aligned to their passions and aspirations. This has far-reaching consequences for the workforce and workplace. First, the importance of wellness as a capability within the workplace. Over the years, there are decreasing numbers of jobs that pose physical harm and safety worries as Singapore develops into a service and higher technology economy. However, mental stress hits all of us, regardless of industries. Globally, companies have introduced well-being programmes in the wake of the pandemic. These programmes help employees with mental health and physical health. The improvements in personal outcomes have a direct impact on productivity and retention. Wellness goes beyond just providing yoga classes during lunchtime. A well-designed employee wellness framework looks at mental health education, work practices aligned to creating a safe and empowering environment. We certainly neither envisage legislating wellness within the Workmen Injury Compensation Act, nor is it wise to do so at this point without understanding the issue better. In Sweden, there is a concept of fika. It roughly means drinking coffee, eating sweet or savoury pastries and chatting with co-workers. There is even a sequence to doing fika. One starts with cinnamon buns and ends with a princess cake. Many companies have mandatory designated fika time. The Swedes see this as an essential part of managing work stress.”
“How can the Ministry continue to safeguard the retirement adequacy of our workers amidst such structural changes? Workers might not be accumulating CPF savings consistently or there might be disruptions to building up their retirement nest when they do gig or contract work. It is tempting to ask for flexibility in withdrawals to make up for lost income. But this comes at the expense of retirement adequacy. The complexity deepens with a volatile investment climate. With increasing investment uncertainty, how can the CPF Board still ensure good returns for our workers? There has also been a pervasive shift towards greater focus on skills rather than jobs. This was precipitated by a global marketplace where skills rather than occupations or academic qualifications reap ever higher economic rent. This trend will only intensify. There are three implications. First, our foreign manpower system must gradually pivot to accord greater weightage to skills when giving out work passes. This strengthens complementarity with our local workforce. Second, how do we employ artificial intelligence (AI) in our work pass system to identify skills and bring in foreign manpower that creates better value for Singapore? Third, for employers, it is more relevant and intuitive to hire based on skills rather than job titles or school qualifications. But the default is still rather traditional, relying on the presumed hiring certainty of job titles. How can the Ministry help businesses to develop a new dimension in hiring and rewarding for skills? Next, on the "Great Resignation". Since the early part of 2021, the developed world has seen resignation of workers en masse. COVID-19 has stretched on long enough for workers to re-examine their careers, working conditions, reward system and purpose.”
“Mr Chairman, I beg to move, "That the total sum to be allocated for Head S of the Estimates be reduced by $100." COVID-19 precipitated sudden and pervasive changes to how we work, why we work and what we want at work. Our manpower policies must adjust dynamically to such structural changes. The Singapore workforce and the manpower policy system that supports the workforce are core national assets. Without our world-class workforce, companies would not invest more and there would be no continued creation of good jobs. It is a critical pillar to Singapore's success. Businesses and investors, both local and overseas, watch our manpower policies closely for the same reason. It requires years of building, innovating and fine-tuning this system. It is inherently complex, balancing sometimes diametrically opposite intentions and expectations. For example, we need to strengthen our Singaporean Core, but not lose access to talent needed for Singapore to be competitive. We need to create good work opportunities for our locals without starving businesses of the manpower to grow and survive. We must grow our economic pie but not weaken our compact with workers. I will speak on structural changes from COVID-19 and how we need to respond to survive and thrive in the new world order while navigating difficult policy tensions. Digital and technological changes driven by COVID-19 have created many jobs, but also destroyed many others. We can no longer take sustained full-time employment for granted. The rapid growth of platforms or marketplace work has created a much bigger group of gig or contract workers and these workers do not have mandated CPF contributions. Workers are likely to not stay in full-time or traditional employment for as long as before.”
“In this new digital economy, this will neither be necessary nor desired. Can the Ministry share how they are helping our firms to identify new opportunities in the digital economy? The Budget also focuses significantly on R&D. Digitalisation and innovation are complementary but distinct processes. Both are essential in today's knowledge economy. Singapore's total business R&D expenditure lags behind other economies, with most of the nation's R&D efforts driven by MNCs. We are investing more into R&D, seeking to boost the private sector's collaboration with 80 research centres islandwide. Can the Ministry share how we can support enterprises in reaping the benefits of R&D outcomes? The value from innovative ideas generated from R&D must be captured in a timely fashion and commercialised for businesses to fully benefit from R&D efforts. This post-R&D step is a vital one. In the short run, support for enterprises to tap on the opportunities presented by digitalisation and innovation is crucial. In the long run, we must seek to assist enterprises to grow their innovation capabilities independently to ensure continued R&D efforts even where Governmental support is not provided. Can the Ministry share how it has been assisting our enterprises to grow their capabilities independently in the near future? Enhancing Consumer Protection”
“Chairman, digitalisation and innovation are no longer just the mainstays of larger companies. They are essential for any company to survive and thrive in the new economy. While larger companies have the expertise and resources to do so, SMEs find it much more challenging. SMEs also hire the bulk of our workforce. Thus, their growth is critical to the Singapore workforce. This is even more so as the world becomes smaller and global competition ever closer to home. Budget 2022 focuses significantly on helping SMEs to boost their productivity by automating business processes. Six hundred million dollars have been set aside to help them. There are two key challenges to adoption for SMEs. First, talent is needed to digitalise and automate business processes. With the escalating costs of talent acquisition, even eager SMEs might find their ambitions curtailed. In the longer run, having talent within the company allows for more robust implementation. How can the Ministry help to accelerate the training of such talent within companies? In the interim, another option is to establish a common core of such talent that companies can buy services from. Such consultancies are already commonplace but need to be amalgamated and subsidised for SMEs' adoption. Despite the vastness and accessibility of information, identifying opportunities in the digital economy that suit the SMEs is even more difficult than ever. Because of the exponential increase in opportunities and also threats, deciding on business opportunities is more complex than ever. Companies suffer from either choice paralysis or analysis paralysis, or both. One of the more common curation tools used to be trade visits or trade delegations to overseas markets.”
“Madam, the Internet has enabled the quick and easy dissemination of harmful content. We have seen the Internet being abused to spread harmful misinformation about COVID-19 and vaccination and, more recently, bank-related scams. Perpetrators who disseminate harmful content under the guise of anonymity has made it even tougher for the authorities to track them down. Furthermore, the vastness of the Internet makes it financially burdensome for the authorities to track such content. We must understand that platforms are intrinsically profit-driven entities. We cannot expect them to put our nation's collective interests before their business objectives. Last year, the Government had signaled its intention to review the feasibility of regulatory levers to enable the Government to deal with online harms effectively. Can the Ministry provide an update on the review, in particular, what legislation with regard to levers, platforms and content, and what is the timeline? Protections in the Metaverse”
“Madam, National Service remains ever-important because of our shrinking population. The Home Team's National Servicemen work alongside a full team of full-time officers in ensuring our nation's safety and security. Some of our NSmen go on to become full-time officers after serving National Service, encouraged and inspired by their time spent serving the nation. Since the pandemic, some of our NSmen have played a different but vital role in our nation's efforts to contain the pandemic. We have seen our NSmen supporting MOH's efforts in fighting COVID-19. For example, some of our NSmen have been assisting in home vaccination efforts and the Home Recovery Programme. We should properly recognise their contributions and continue to ensure that every NSman's experience remains enriching. Can the Home Team share how it plans to further enhance the National Service experience for its National Servicemen? Home Team NS”
“Madam, the use of Police Cameras is one example of how the Singapore Police Force has leveraged technology to deter, detect and investigate crimes. They are now commonplace in our neighbourhoods and public areas. Since their installation in 2012, Police Cameras have aided our officers to solve more than 5,000 cases. Feedback from the Police officers have also been positive, with some commenting that these cameras have doubled their effectiveness in solving crimes. Police Cameras have improved Singapore's safety and security while improving our officers' productivity. However, camera technology and analytics have improved significantly since 2012. May I ask for an update from the Ministry on their plans for enhancement to Police Cameras to further tackle crimes? How would the Ministry balance crime-solving with privacy? Will the footages be used to tackle social issues, such as illegal smoking? Use of Cameras and Technology”
“How would MFA assist Singaporeans who need to travel to these countries for compassionate reasons amidst the pandemic?”
“Chairman, there are 200,000 Singaporeans living abroad. For fellow Singaporeans living away from home, MFA's overseas missions are their primary point of contact when they require any assistance. Now, consular assistance does not affect most Singaporean travelers. However, the pandemic has highlighted the importance of MFA's consular assistance. MFA had faced an unprecedented number of requests for assistance since the pandemic. MFA officers worked tirelessly to bring our citizens home even when international borders were shut. I wish to thank our MFA officers for working round the clock to serve our fellow residents. In particular, some of the officers have not been home since the pandemic. Their dedication and commitment in serving our fellow citizens abroad are commendable. In addition to the rapidly evolving COVID-19 situation, we are now facing an uncertain global security climate. MFA must ensure their operational capabilities remain effective and meet Singaporeans' demand for prompt and effective consular services. Could MFA update on its efforts to improve the delivery of consular assistance to Singaporeans overseas? What challenges does MFA face that require public support? I also understand that MFA has over 50 overseas missions worldwide. Despite this, we face issues relating to repatriation efforts during the pandemic as there are some Singaporeans located in countries where the Ministry has no ground presence. Is there a need for MFA to establish ground presence in more countries? How about the support to Singaporeans affected by the Ukrainian-Russian conflict? Furthermore, despite international borders reopening, there are still a few countries that remain closed to international travellers.”
“Mr Chairman, our low birth rate is a significant challenge to Singapore's defence strategy. The number of full-time National Servicemen is projected to decrease. MINDEF and SAF will need to do more with less. At the same time, new technologies have allowed us to better optimise manpower resources and complete tasks better, more efficiently and with less manpower. I believe that MINDEF and SAF have already made strides in this area. For example, at last year's COS, the Minister for Defence spoke about the inauguration of the Singapore Army's Headquarters Sense & Strike (HQ SS), which integrated various technology-enabled capabilities, to allow the Army to "see better and shoot faster" with less manpower. The Minister also spoke about how new technology had enabled SAF to redesign more jobs. SAF can then tap on a larger pool of Servicemen to serve in roles that they would have previously been ineligible for under SAF's old medical classification system. This included being deployed to protect key installations, now augmented by unmanned watch towers. SAF has been working closely with the defence technology community to leverage advances in technology to better support the needs of our defence strategies. The use of technology, such as drones, can significantly make up for a shortfall in personnel. Can MINDEF update on its plans to develop and intensify the use of unmanned technologies to ensure our defence strategies remain robust despite our declining population? How has MINDEF developed its concepts of operations to incorporate such unmanned technologies? How has MINDEF incorporated AI also into its defence plans?”
“Chairman, as Singapore transits to living with COVID-19, the SAF has also, gradually, resumed training for NSmen. I note that this is not without the implementation of safe management measures, testing and cohorting arrangements, to ensure the safety of our NSmen. What are MINDEF's plans to recall NSmen in the coming year? Many of our NSmen have not had the opportunity to participate in large-scale overseas exercises. Even while SAF successfully concluded Exercise Wallaby in 2021, the scale of the exercise was limited, due to concerns relating to the transmission of the virus. Nations are now transiting to living with COVID-19. With global borders now gradually reopening, overseas exercises must continue to be scaled up to pre-pandemic levels. Can MINDEF share its plans to resume larger-scale overseas exercises in 2022?”
“Key stakeholders, such as employers, must remain sensitive and understanding towards persons struggling with mental health issues. The Labour Movement will work closely with our tripartite partners to champion mental health within the workplace. We can consider establishing a code of practices for working from home and increasing peer-to-peer support as an avenue to advance mental wellness. Peer support is a crucial part of primary care at the workplace. It is not meant to replace professionals but, instead, is a vital link to get people to seek help. NTUC has launched a WSQ on peer-to-peer support and endeavours to work with all stakeholders to advance mental well-being. Mr Speaker, Sir, despite the uncertainties, the future is shining bright for our younger people with Budget 2022’s commitment to investing in new capabilities and opportunities for our economy and our people. We must ensure that Generation COVID is well-prepared to face the uncertainties of the global economy and even the next pandemic. In NTUC, we will champion the aspirations and needs of our younger Singaporeans. We will chart this journey together with Generation COVID, working with them to emerge even stronger from the pandemic. Notwithstanding my suggestions, I support the Motion.”
“This intersection of work and social activism is both exciting and less understood. We have an urgent need for deeper conversations to chart the way forward. This brings us to the theme of Budget 2022 – Charting the Way Forward Together. We must first seek to understand Generation COVID’s views on a deeper level, by creating safer spaces for them to candidly share their thoughts, views and aspirations for Singapore. What is their desired workplace and work culture? What is the new compact with our younger workers? NTUC is working towards a deeper understanding of the aspirations and needs of our younger workers. We welcome partners to join us on this journey. This is that critical first step in building a new and sustainable compact with our young workers. To many of our Generation COVID, greater strides must be taken to tackle mental health issues. As part of a generation who ascribe greater significance to having a purposeful balance between work and mental wellness over traditional aggregators of success, this issue is one Generation COVID feels strongly for. The pandemic has normalised hybrid workplaces and work-from-home culture. While the changing face of the workplace has afforded more flexibility, it has also blurred the boundaries between work and personal lives. New entrants to the workforce have a much harder time adapting to the hybrid work model without the benefit of an established support network. Thus, they are more exposed to stresses that were never present before the proliferation of hybrid workplaces. I believe we can spark more conversations on mental health on the national level, thereby normalising mental health issues across the nation and within workspaces.”
“The current model of navigation starts from the school in the form of career guidance offices to national placement centres, such as e2i or Career Connect. The transition is not seamless and might not also meet the needs of younger workers. Young workers have often asked about the possibility of a one-stop centre that houses career counselling, mentorship, internships and employment opportunities. I can imagine that even the approach to career navigation might be quite different if it primarily serves younger workers. Can the Government consider working with tripartite partners to develop such a capability? Next, on how we can better tailor our policies to Generation COVID, shaping Singapore into a country that they are proud to call home. Mr Speaker, Generation COVID are perhaps the most outspoken, educated and progressive citizenry in the world. In Singapore, the SG Youth Action Plan has shown us our youth’s vision for Singapore in 2025 – social inclusivity, sustainability, mental well-being, and the need to strengthen our social compact. Indeed, Generation COVID youths are different from the youths we were. They hold different aspirations for Singapore and have a stronger sense of social justice and activism. Many of them are interested in political and social causes, actively seeking avenues to be heard, to contribute meaningfully to such discourse. During the pandemic and even now, many youths have founded and expanded mutual aid networks to help the less fortunate around us. They also hope that their professional work aids in the advancement of social causes. Increasingly, we see our younger people seeking the expression and advancement of such issues not only through their personal lives, but also their professional work.”
“With a shrinking cohort of Singaporeans every year, there is already capacity within the IHLs for people seeking a career boost. Currently, hard technical skills are already baseline expectations. These can be taught within educational institutions or academies. However, there is a greater industry emphasis on soft skills, such as career management and interpersonal skills. Some of these soft skills are not transferable through courses and are perhaps better picked up through the sharing of experiences. Thus, there is great demand for structured mentorship in today’s workplace to assist our younger people in navigating the professional workspace. Mentorship will be especially valuable for Generation COVID younger people from the lower- and middle-income families. Some of them might not have easy access to mentors, unlike their better-off counterparts. We have some nascent endeavours, such as Young NTUC’s LIT Mentorship. There is also WeConnect 2.0, an initiative by the Mentoring Alliance For Action (Singapore). But for the Singaporean workforce to differentiate itself from competitors, we must see mentorship as a national capability. It is also part of the ethos espoused by this Budget – Singaporeans looking out for one another. We must still preserve the ground-up mutual help movement. At the same time, creating national centres of excellence for mentorship can accelerate and boost the impact of mentorship. Tripartite partners, such as NTUC and SNEF, can develop such centres because of their deep industry connections. Ironically, the new opportunities from the post-pandemic world, or the endemic-pandemic world, would also have made career navigation a lot more difficult.”
“So, for a start, I would like to explore some of their concerns from three aspects: jobs, education and changing aspirations. First, jobs and education opportunities. Some members of this Generation find their skills eroded substantially even before they graduate. Others are graduating into depressed sectors, such as tourism-related industries. Yet others, majoring in oil and gas, are entering the decarbonisation era. Reskilling and rapid adaptation are the new game. First, we can consider expanding the reach of SkillsFuture. The use of SkillsFuture credits has shown a strong uptake in the past year. Courses related to skills in the IT, healthcare and professional services sectors are seeing the highest demand, alongside good employment outcomes. Generation COVID would similarly benefit from SkillsFuture. This is especially for those who have graduated but find themselves unable to tap on growth opportunities due to a mismatch in skills. Young NTUC’s survey also showed that a majority of young people find such skills workshops useful. The much shorter economic cycles require us to consider lowering the minimum age for SkillsFuture. In addition, we can also increase subsidies for targeted SkillsFuture courses, especially those that support young Singaporeans to explore industries in growth economies. Because of the shifting skills landscape, many younger Singaporeans will possibly need a more significant skills upgrade via a second subsidised diploma or degree. There is merit to such bigger moves because some skills acquisition just cannot be done through micro-courses. Currently, every Singaporean enjoys one bite of the cherry – one subsidised diploma and/or degree per person.”
“Mr Speaker, thank you for allowing me to join the debate. The Budget theme “Charting Our New Way Forward Together” is especially apt for a group of Singaporeans with the most vested interests – our younger Singaporeans. They are also part of “Generation COVID”. It is a loose moniker covering people from late childhood to early adulthood who are coming of age during this pandemic. This generation faces unique challenges. COVID-19 has changed the workforce, workplace and aspirations. New opportunities abound but also new threats lurk. Technology has accelerated the creation of higher-end jobs but also commoditised lower-end ones. Skills erosion is happening faster than ever. Young workers preparing for a changing economic order before COVID-19, now find themselves facing a vastly altered one. Recently, Young NTUC commissioned a study involving 1,500 young Singaporeans from age 16 to 35. Perhaps, unsurprisingly, two out of three youths are anxious about the employment landscape, finding it challenging to navigate. Only one in two youths is certain of their career path and believe that they are provided with adequate career opportunities. Yet, they also have opportunities beyond the reach of earlier generations. Some worries I have heard from younger Singaporeans include how fundamental economic shifts will impact their job prospects and, of course, inflationary pressures. They want to pursue the future with energy and passion but are faced with a nebulous environment. Generation COVID are the future leaders of Singapore. We need to address their anxieties and worries and, importantly, work with them to fulfil their potential to the fullest. I do appreciate that I am perhaps unable to adequately understand the predicament faced by Generation COVID.”
“For example, since 2018, e2i has worked with YRSG to assist approximately 1,000 ex-offenders by developing training programmes and providing job matching opportunities for this pool of workers. The long-term effectiveness of the scheme is dependent on the existence of a coordinated, holistic support framework at all levels. As a nation, giving ex-offenders second chances is not just about providing them with employment, but also believing in them and wholeheartedly accepting them as part of the community. Notwithstanding my clarifications and suggestions, I support the Bill.”
“I would like to call on employers to maintain an open-mind and view ex-offenders as a potential pool of committed workers. Employers and the workplace must try to give a second chance to ex-offenders, accepting them as valued members of the workforce. The number of employers registered with Yellow Ribbon Singapore (YRSG) has been steadily increasing over the years. However, research has reflected that some inmates who are considered as PMETs were unable to find suitable vacancies commensurate with their qualifications. There is thus a pressing need to rope in more employers in different industries to join as partners of the scheme. The unions will lend our support to do so. Secondly, the support rendered to inmates by the Government should continue for some time post-release to ensure that reintegration is successful. There may be scope to investigate enhancing the Jobs Growth Initiative (JGI) for ex-offenders. Could the Ministry consider enhancing the JGI or offering a one-off bonus when an employer hires an inmate upon their completion of the EmPS with the company? The continuity in employment post-release will ensure a smoother reintegration into society for ex-offenders. Perhaps, the JGI can be restructured for hires of ex-offenders, with the provision of Government support running for a longer period of time. Mdm Deputy Speaker, I also wish to highlight the efforts of YRSG. Every year, YRSG assists more than 2,000 inmates with employment before release. The Labour Movement will continue to provide our support to their initiatives, because ex-offenders are and can be productive and committed workers.”
“However, it seems that inmates are generally emplaced on Community-based Programmes at the tail-end of their sentence. Second, I believe that the long-term effectiveness of the scheme is dependent on the quality of preparation received by the inmates. The pandemic, coupled with the destruction of digitalisation, has accelerated growth and demise of many industries, jobs and skillsets. Upon release, some inmates may find themselves with skillsets that may not be practical or useful in this new economy. Skills audit and career counselling are then essential for successful training and placement. How can the Ministry work with organisations such as SSG and e2i to prepare inmates? The success of training is very much dependent on placement. And a place-and-train scheme is often preferred because inmates would be training with a clear purpose. Could the Ministry develop pilot place-and-train sectors? The Labour Movement stands ready to work with tripartite partners to support such initiatives. Thirdly, many ex-offenders need financial support upon release. Some would prefer to work rather than invest in training and education. However, the importance of reskilling must not be overlooked as it will place them in a better position to secure gainful employment. Could the Ministry provide training allowance to inmates who take up training and education programmes? This is especially important when the inmates can go home in phase two and three of the scheme. Next, a coordinated, holistic support framework involving all stakeholders must be in place to ensure the long-term effectiveness of the scheme. First, the success of the scheme is dependent on employers’ and workplace support.”