Dinesh Vasu Dash
Singapore
“To reduce injuries among platform workers, the Ministry of Manpower (MOM) has convened a Platform Worker Safety Workgroup comprising relevant Government agencies, platform operators, the National Trades Union Congress (NTUC) and platform work associations.”
“I thank the Member for the comments. I do fully agree with him that, indeed, we need to increase, for example, firstly, the detection of such unsafe behaviours, finding ways at which we can do so and allowing them to also make a livelihood in the process as well; and to increase awareness of the safety risks and practices that are availab…”
“Mr Speaker, in conclusion, the SDS holders have benefited from the SDS scheme since inception and this Bill recognises that it is timely to update this legacy arrangement by enabling the transfer of SDS Singtel shares from the CPF Board to their CDP accounts. This move reflects how far we have come since the scheme’s inception.”
“I thank the Member for his question. Indeed, the level of integration and the discussions that happen at the Harmony Circle pretty much sometimes depend on the type of religious institutions that might be available at the particular constituency.”
“[T]he Workfare Income Supplement qualifying monthly wage cap of $3,000 continues to target Singaporean workers with earnings in the bottom 20%, with some support to those who are slightly above. At the same time, we will also increase Workfare Income Supplement payments to up to $4,900 per year.”
“[T]he Workfare Income Supplement qualifying monthly wage cap of $3,000 continues to target Singaporean workers with earnings in the bottom 20% with some support to those who are slightly above. At the same time, we also increased Workfare Income Supplement payments to up to $4,900 per year.”
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“Mr Speaker, in conclusion, the SDS holders have benefited from the SDS scheme since inception and this Bill recognises that it is timely to update this legacy arrangement by enabling the transfer of SDS Singtel shares from the CPF Board to their CDP accounts. This move reflects how far we have come since the scheme’s inception. With the transfer, SDS holders will benefit from greater control and those who do not wish to participate in the transfer can also choose to realise their capital gains that they have made, over the decades. Mr Speaker, Sir, I seek to move. 7.51 pm”
“We are developing the scheme further and will share details and updates in due course. There were several references to the discussion and policy thinking back in the day, when this particular scheme was raised, and I thought I should just flag up some of the comments that were highlighted by the then-Prime Minister Mr Goh Chok Tong on 9 March 1993, and I quote: "The Government's primary duty is to build the right conditions for Singaporeans to create wealth for themselves. These conditions include security, law and order, political stability, social discipline, a level-playing field, the free market, meritocracy and rewards in accordance with persons' abilities, both performance and contribution." Successive People's Action Party (PAP) Governments have done so. The Singtel SDS exercise is but one example. We have since moved into other programmes as well. There was a comment also made about whether was it because of the comments that were made in 1993 that we had a jump, in terms of our shareholding culture, in Singapore. It was precisely that, and I think Singaporeans had responded positively to Mr Goh's clarion call back then. I am also happy to state that as far as the Singtel SDS is concerned, that almost 70% of people who have the SDS Singtel accounts were from HDB background and dwelling, including myself, and 30% belong to the private sector. [Please refer to "Clarification by Minister of State for Manpower", Official Report, 7 May 2026, Vol 96, Issue 31, Correction By Written Statement section.] As such, the Singtel SDS had been a success, and successive PAP Governments have built on the success to where we are today.”
“Second, sale proceeds will be credited only to SDS holders' bank account registered with the CPF Board or via their PayNow-NRIC registered bank account. This ensures that sale proceeds can only flow to a pre-verified account and cannot be redirected to an unknown or unverified third-party account. We have also reiterated in our collaterals that CPF Board and Singtel will never ask or never request bank account details or any payment from SDS holders in connection with this exercise. Finally, on scam awareness. The CPF Board and Singtel have incorporated clear scam advisories across all communications to SDS holders. SDS holders are reminded to remain vigilant and refer only to official communications and touchpoints. When unsure, SDS holders can always call the SDS hotline, 1713, or the 24-hour ScamShield anti-scam helpline for verification. We are closely monitoring the post-implementation situation and will respond quickly if any situation arises. I wanted to just add that the implementation thus far, has been smooth. The dedicated hotline and physical service touchpoints have been operating well, with queries being resolved promptly and efficiently. Perhaps due to the safeguards against scams, we have, thankfully, not received any complaints about residents being scammed thus far. But we will continue to watch this. Mr Loh also raised some other questions and suggestions about the CPF system. We note and thank him for his suggestions. Some Members have also called for more broad-based investment opportunities for CPF members to participate in. In fact, both Mr Loh and Mr Tay had mentioned the upcoming new investment scheme, which would also give Singaporeans another opportunity to benefit from investments schemes more broadly in a structured manner.”
“On Assoc Prof Jamus Chua's question — I am sorry, on Assoc Prof Jamus Lim's question – forgive me for that; might be the relative age coming in now, I suppose – following the transfer for SDS holders who have designated CDP accounts upon their passing, their Singtel SDS will be handled in accordance with CPF nomination rules. This is no different from today. For those who have individual CDP accounts, their Singtel SDS will be treated as any other CDP shares and will form part of their estate. I would also like to highlight Assoc Prof Jamus Lim's point on administrative complexity. I want to just highlight that this is really a one-off exercise and the number of SDS to be transferred will be dependent on how many SDS holders who have decided to sell prior to the cut-off point that we have in November. And hence, the complexity is something that we have to balance and ensure that we are reasonable and prudent, and to accept some degree of administrative complexity in the short run, at least. We would like to emphasise that no action is required for those who wish to retain their Singtel SDS. SDS holders who are uncertain or need assistance can approach the readily available service touchpoints that I have mentioned earlier. Mr Saktiandi, Mr Yong, Assoc Prof Jamus Lim and Mr Tay have also raised concerns about the risk of scams during this exercise period. This is a legitimate and important concern today. We have built in multiple layers of safeguards into this exercise to protect SDS holders from potential scams. Let me elaborate. First, the personalised notification letters containing each SDS holder's specific details will be sent only to their verified addresses on record. This ensures that individualised information is directed solely to the intended recipient.”
“For SDS holders who are less comfortable with digital platforms, there are accessible, physical touchpoints. SDS holders may go to more than 30 SingPost branches for assistance with the sale of their shares, or any of the five CPF Service Centres for general assistance. Staffing at these centres have been beefed up in anticipation of the higher load from walk-in queries. I would like to assure Mr Loh that the CPF Service Centres will also continue to assist any SDS holders, even post-transfer. A dedicated hotline, 1713, has been set up for those who prefer to seek help over the phone. Information about the exercise is also available in print and via broadcast media, ensuring that it reaches those who may not have easy digital access. Key publicity collaterals and notification letters to SDS holders have also been translated into vernacular languages, ensuring that those who are more comfortable in their mother tongue can access important information clearly and easily. Some SDS holders may face physical accessibility challenges. CPF Board and Singtel are partnering the Agency for Integrated Care (AIC) to conduct door-to-door outreach and visits to nursing homes and care facilities. This ensures that even those who are homebound or residing in institutional care settings are personally reached and made aware of their options and the channels for assistance. Caregivers and family members assisting SDS holders are also welcome to engage any of the service touchpoints on their behalf. I would like to take this opportunity to thank AIC, their staff and their volunteers for their invaluable support in this important initiative.”
“SDS holders are not limited to selling via SingPost or Phillip Securities as it is up to the Singapore Exchange brokers whether or not they wish to facilitate the sale of Singtel SDS, which also includes costs. I also wanted to add at this point that for members, particularly the seniors who go to SingPost outlets, about 95% of sales transactions are actually done online by them, and therefore, circumventing the need to even pay the $17 that was raised by Mr Fadli. [Please refer to "Clarification by Minister of State for Manpower", Official Report, 7 May 2026, Vol 96, Issue 31, Correction By Written Statement section.] To Mr Fadli's point on why we chose to create designated CDP accounts, this is in recognition that not everyone needs an individual CDP account, especially some of the SDS holders who do not intend to trade or hold other shares. The Government also cannot open individual CDP accounts on SDS holders' behalf. Doing so requires the members to complete comprehensive compliance screenings, including tax residency declarations and risk appetite assessments to ensure adherence to regulatory requirements and international tax obligations are fulfilled. SDS holders without an individual CDP account can apply to open one if they wish to trade actively or transact in other products. Mr Saktiandi, Mr Loh, Mr Fadli and Mr Yong raised important questions about the special outreach efforts undertaken to ensure that SDS holders who require greater assistance are not neglected. This is also an issue that is close to my heart. To support different segments of SDS holders, we have a range of measures in place. I thank Members for their suggestions, which will further strengthen our outreach over the coming months.”
“It is a safe and legal hack, and I would encourage you to let your residents know about it too. As of end April, around 81,000 SDS holders, or 13%, have sold their shares. Around nine in 10 chose to receive the proceeds in cash. SDS holders have the flexibility to decide when they would like to sell. As mentioned in my earlier speech, even after the transfer, those who sell their SDS held in designated CDP accounts will still be able to withdraw the proceeds in cash without being subject to CPF withdrawal rules. We agree with the spirit of Members’ comments, that there are needs to be safeguarded as we update this legacy arrangement, so as not to disadvantage those who are less financially savvy. With this transfer, we have sought to ensure that every SDS holder has access to resources that support them in making an informed decision about how best to manage their Singtel SDS. For investors who already have individual CDP accounts, they will be able to consolidate shareholdings and manage them within the CDP framework that they are already very familiar with. For the SDS holders who do not have individual CDP accounts and who may be less familiar with investing, their shares will be transferred to designated CDP accounts. This means that these SDS holders will largely continue to receive similar treatment and support as today, even after their Singtel SDS is transferred to their designated CDP accounts. Specifically, on the sale process post-transfer, it will largely remain the same as today. Singtel SDS, including odd lots, can be sold through channels such as Phillip Securities at the same rates as today. On Mr Fadli Fawzi's question about charges, the sales process and charges during the period are the same as what they were prior to the exercise.”
“SDS holders will also stand to benefit as they will be able manage their shares seamlessly. So, indeed, as Mr Saktiandi and Mr Loh mentioned, this Bill reflects good policy housekeeping by modernising a legacy arrangement. As demonstrated by this exercise, CPF Board regularly reviews and finds ways to update and streamline existing schemes and processes. Mr Saktiandi, Ms Gho and Mr Melvin Yong also asked about the reason for allowing the SDS proceeds to be withdrawn in cash without having to meet the CPF withdrawal rules and if this sends out a signal to sell rather than to hold the Singtel SDS. Mr Yong also spoke about the need for sufficient financial literacy. When the scheme was inaugurated, CPF members had a choice to be part of the Singtel SDS. Similarly, whether SDS holders should sell or keep their Singel SDS is a private decision that members must take, just as they did when they came onboard the scheme in 1993 and 1996. If they prefer liquidity, they can choose to sell. If they prefer to stay invested and to reap future gains, they can do so. We decided that the SDS sale proceeds would not be subject to the CPF withdrawal rules given that the SDS scheme has met its intent of enhancing the assets of CPF members. This arrangement also gives SDS holders options, and ensures that those who do not have individual CDP accounts are not disadvantaged; in fact, they can receive their sale proceeds in cash without even needing to open one. As mentioned, those who prefer to keep their sale proceeds in their CPF Ordinary Accounts to earn higher interest can still continue do so. We also welcome Ms Gho’s tip to encourage eligible SDS holders to top up their CPF Retirement Account under MRSS to receive a dollar-for-dollar matching grant from the Government.”
“There is therefore less need for a scheme similar to SDS to serve as an entry point to share ownership. I want to highlight that beyond Singtel, there are other companies such as ST Engineering and SingPost that were also eventually listed on the Singapore Exchange and were subsequently owned by many Singaporeans among us. The Government has continued to use a range of measures to allow Singaporeans to share in the benefits of our progress, such as the SG Bonus cash payout in 2018 and SG60 Vouchers last year. Our CPF and housing policies have also enabled Singaporeans to build up assets over time. Mr Saktiandi asked about the rationale for the transfer of the Singtel SDS to the CDP. CPF Board operates with members’ best interests at heart and a strong duty of care. It is having assessed that it would benefit SDS holders that the Government decided to embark on this exercise. The upcoming transfer will benefit SDS holders by giving them greater flexibility to consolidate their shareholdings in their CDP accounts. They also have the option to sell and encash their SDS holdings anytime, if they wish. The transfer will also give Singtel Group the flexibility to carry out corporate actions in a timely manner. Under the trustee arrangement currently, communication for Singtel’s corporate actions to SDS holders are made through CPF Board. For example, during the scrip dividend exercise in 2020, notification letters to SDS holders were sent by CPF Board and time was required for CPF Board’s system to be changed to allow for the scrip crediting to take place. After the transfer, Singtel will be able to communicate with shareholders directly and execute corporate actions, such as scrip dividends, in a more timely and cost-efficient manner.”
“Mr Speaker, Sir, I thank the Members for their support for the Bill and I would also like to thank the Members for affirming the benefits that the SDS scheme has brought to CPF members and the move to give shareholders greater control and management of their shares, given that the scheme has met its intent. I also note that two Members, particularly my friends from the Opposition, highlighted my relatively young age in a tongue-in-cheek manner, or rather, my experience, as I would like to see as. And I assure you that I would not use your lack of experience nor youth against you. Mr Saktiandi Supaat, Ms Gho Sze Kee, Mr Patrick Tay and Mr Shawn Loh asked whether there would be similar opportunities for younger cohorts. Mr Loh also asked whether the SDS scheme has achieved its original objectives. Also, in response to Mr Louis Chua's comments, the SDS scheme is a legacy scheme rooted in a very specific context of its time and there are no plans to extend this scheme as of now. In the 1990s, we took the decision to privatise the telecommunications portion of the Telecommunication Authority of Singapore into what is known as Singtel today. Singtel’s subsequent IPO in 1993 allowed the Government to offer Singaporeans an entry point into share ownership and to give them a stake in the nation’s growth. Over the two tranches in 1993 and 1996, over a million members chose to participate in this voluntary SDS scheme. SDS holders have also benefited from returns of up to six times, not inclusive of interest earned on dividends. By these measures, the scheme had achieved its intended objectives. Since then, Singaporeans have become a lot more familiar with shareholding. Today, three in five SDS holders have CDP accounts.”
“SDS holders who wish to sell can do so either online, in-person at SingPost branches or through select SGX brokers. In addition, we have identified over 20,000 SDS holders who may require greater assistance. We will conduct targeted outreach to help them understand their options. We have also put in place safeguards to help protect all SDS holders from potential scams. Through these efforts, SDS holders will be able to make an informed decision as to which option best meets their needs, while ensuring that whichever option they choose – either to sell or to keep their shares – the process is kept simple and safe. Allow me to conclude. The objective of the SDS scheme has already been achieved. CPF members who have purchased the discounted Singtel SDS have made significant gains over the years. This Bill updates a legacy arrangement by transferring Singtel SDS from CPF Board to individual CDP accounts or designated CDP accounts of SDS holders, thus allowing those who prefer to keep their Singtel SDS, to hold and manage their shares directly. Mr Deputy Speaker, Sir, I seek to move. [(proc text) Question proposed. (proc text)]”
“If they sell their Singtel SDS at any point of time in the future, they can opt to receive the sale proceeds either in their CPF Ordinary Accounts or in cash. For SDS holders who prefer not to retain their Singtel SDS, they may choose to sell and receive their sale proceeds either in their CPF Ordinary Account or in cash. Given that the SDS scheme has achieved its objective of allowing SDS holders to benefit and share in Singapore's development, the CPF Board has reviewed its rules and decided to allow those who sell their SDS to withdraw their proceeds in cash if they wish to do so without having met CPF withdrawal conditions. We have effected this from 8 April 2026 through subsidiary legislation amendments. Those who wish to keep their proceeds in their CPF Ordinary Accounts to earn higher interest may continue to do so. SDS holders have ample time of around seven months to decide if they want to sell their shares before the planned transfer in November. Those who do not wish to make a decision now will still have the option to sell at any one point in time in the future, including after the transfer exercise. We have worked with CPF Board and Singtel Group to reach out to all SDS holders regarding the proposed transfer. All SDS holders would have received a hard copy notification letter in April 2026, issued jointly by the CPF Board and Singtel Group. It informs them of their Singtel SDS holdings, the options available to them and where they can seek clarifications and assistance. Dedicated touchpoints have been set up to assist SDS holders on enquiries and sales. These span multiple channels, including a dedicated hotline, website, SingPost branches and CPF service centres across Singapore.”
“They will also benefit indirectly as the Singtel Group will have greater flexibility to carry out corporate actions in a timely manner for them. We have worked and will continue to work with the relevant parties, including MAS and SGX, to ensure a smooth transfer. This includes availing options to SDS holders to ensure that their interests are protected and allowing them the flexibility to decide how they would want to manage their Singtel SDS moving forward. Let me now outline the options available to SDS holders. For those who prefer to keep their Singtel SDS, no action is required. The Bill amends the CPF Act to effect the automatic transfer of the shares to CDP accounts under the respective SDS holders' names, thereby ensuring that the process is seamless for SDS holders. The transfer is planned for November 2026. For the three in five who have their own individual CDP accounts, also known as direct accounts in the Bill, we will automatically transfer their Singtel SDS to their individual CDP accounts. This consolidates all Singtel shares of an SDS holder into one account, making it easier for the holder to monitor and manage their shares. For the remaining two in five who do not have CDP accounts, we will automatically transfer their Singtel SDS to designated CDP accounts under their respective names, also known as "designated shares account", in the Bill. This account will be created specifically to only hold Singtel SDS and its related entitlements. Singtel SDS in designated CDP accounts will remain under the SDS scheme, which means that these SDS holders will largely continue to receive similar treatment and support as they do today. They will continue to receive future dividends in their CPF Ordinary Accounts.”
“Many have their own CDP accounts and are experienced in trading shares. Over the years, the SDS scheme has benefited many CPF members, the youngest of whom are now above 50 years old. In 1993 and 1996, SDS holders were able to buy their Singtel SDS with an upfront discount. Those who held on to their shares also received loyalty shares equal to 40% of their initial holdings, along with regular dividends. Prior to the start of this exercise in April, there were around 615,000 SDS holders, whose SDS holdings collectively represented less than 5% of Singtel's total shareholdings. The median SDS holder had around 1,360 shares that were worth about $6,800 in equity value. In other words, every $100 invested back then would have accumulated about $600 in dividends and equity value to date. This does not include the interest earned on those dividends. In fact, their total dividends received alone would have exceeded both the CPF savings used to purchase the Singtel SDS and the interest they would have otherwise received in their CPF Ordinary Account. Following the Singtel Group's proposal to transfer the Singtel SDS from the CPF Board to SDS holders, MOM and the CPF Board consulted relevant agencies to assess the proposal's impact on SDS holders and whether this would be beneficial to CPF members. The SDS scheme has already achieved its intent of building up assets of CPF members. The legacy arrangement where the CPF Board is the trustee for members' SDS is no longer necessary, given that Singaporeans are more financially savvy and familiar with share ownership. Amongst the current Singtel SDS holders, close to three in five now have their own individual CDP accounts. With the transfer, SDS holders can hold and manage their shares directly.”
“Mr Deputy Speaker, Sir, on behalf of the Minister for Manpower, I now move, "That the Bill be now read a Second time". The Ministry of Manpower (MOM) has assessed that there is no conflict of interest for Members holding Singtel shares to participate in this debate and to vote on the Bill. In the interest of transparency, I declare that I am a holder of Singtel Special Discounted Shares (Singtel SDS) as a Central Provident Fund (CPF) member. The CPF is a key pillar of Singapore's social security system and has been updated over the years to meet our members' changing needs and ensure its continued effectiveness. This Bill is one such effort. It updates a legacy arrangement by enabling the transfer of Singtel SDS from the CPF Board to the Central Depository (CDP) accounts of SDS holders. This will benefit SDS holders by enabling them to manage their shares directly. The SDS scheme was introduced in 1993 to give Singaporeans a stake in Singapore's economic success through share ownership. During Singtel's initial public offering (IPO) that year, where 11% of its total shares were traded for the first time, CPF members were offered the opportunity to buy Singtel shares at a discounted price using their CPF savings, first in 1993 and again in 1996. This was an option given to CPF members. And though it was not compulsory, many chose to take this up. At that time, many CPF members were unfamiliar with share ownership. Hence, to support them, the CPF Board was appointed as the trustee to facilitate these purchases. Since then, these Singtel SDS have been held in CDP accounts under CPF Board's trusteeship. The landscape has since evolved. Today, Singaporeans are more financially savvy and familiar with share ownership.”
“I thank the Member for the comments. I do fully agree with him that, indeed, we need to increase, for example, firstly, the detection of such unsafe behaviours, finding ways at which we can do so and allowing them to also make a livelihood in the process as well; and to increase awareness of the safety risks and practices that are available. Sometimes, these may involve education of how they should move around, particularly in areas where there are civilians, as well as where there are residents and traffic, and particularly focused on our platform workers who may be operating off two-wheeled devices and bicycles. I do also think that we should start to think about – and that is something that the workgroup is looking at quite actively – areas at which we can allow for positive safety behaviours, rather than just to look at compensation, which is after the fact, or punitive measures alone. So, that is another area that we are looking at very closely. I would be happy to discuss further and find ways at which we can further improve our system.”
“To reduce injuries among platform workers, the Ministry of Manpower (MOM) has convened a Platform Worker Safety Workgroup comprising relevant Government agencies, platform operators, the National Trades Union Congress (NTUC) and platform work associations. The Member may wish to refer to the combined reply to Question Nos 29, 30 and 31 for oral answer at the 8 April 2026 Sitting for more details. From 1 January 2025, platform workers are entitled to work injury compensation at the same level of coverage as employees. This includes reimbursement for medical expenses, income loss compensation for medical leave and hospitalisation leave, and lump sum compensation for permanent incapacity or death. To ensure that compensation keeps pace with income growth and rising healthcare costs, MOM regularly reviews the compensation limits stipulated under the Work Injury Compensation Act. The latest changes came into effect on 1 November 2025, which saw maximum coverage increased to $53,000 for medical expenses, $346,000 for permanent incapacity and $269,000 for death.”
“As announced at the Committee of Supply debate last month, we will be launching an Alliance for Action on Safety and Health for Employment Longevity (AfA-SHEL) together with NTUC and SNEF in the second half of 2026. The AfA-SHEL will catalyse ground-up solutions to common workplace safety risks and concerns, and facilitating injured workers back to work is one of our focus areas. Drawing from the lessons from the previous pilots with hospitals, as well as the Bounce Back Lab pilot, proposals could include innovative job redesign approaches for common injuries or health conditions, initiatives to build SMEs' capabilities in supporting return-to-work, or new partnership models that better match workers to jobs, based on their functional abilities. We encourage the public to participate in these ground-up solutions later in the year. Promising prototypes can be scaled for wider adoption, while insights from the AfA process will also inform our policy reviews. While there are areas for improvement, I would like to acknowledge the current return-to-work efforts of our healthcare professionals, career and employment agencies, employers, unions and workers themselves, who have contributed to helping workers overcome health-related setbacks, so that they can continue on their career journeys. Ultimately, further strengthening return-to-work pathways will require the commitment of all relevant stakeholders in the ecosystem. Let us continue working together to maximise the employment potential and longevity of all workers, a thriving economy and an inclusive Singapore.”
“Additionally, the healthcare clusters have fostered partnerships with organisations beyond Workforce Singapore to provide a wider range of referral options for patients seeking employment support. The pilots I have highlighted set forth our initial efforts to lay the foundation for return-to-work ecosystem in Singapore. Even so, MOM recognises that more can be done, including through learning from best practices in other countries, as suggested by Mr Yong. First, we can do more to raise awareness and utilisation of existing return-to-work services. For example, the hospitals' return-to-work programmes provide an established and proven pathway to support workers in returning to their former employment post-injury. Greater awareness of these programmes among healthcare professionals, workers and employers would facilitate early intervention, which is important for workers to return to work. Second, to remain effective, return-to-work service providers must strengthen their competencies to better integrate workers' safety and health needs with employment support, especially as our workforce composition and working conditions evolve. For example, familiarity with industry-specific job tasks and new assistive technologies would enable service providers to better engage employers on job redesign and modification. Third, we can better encourage and equip employers, especially SMEs, to implement practical work accommodations for recovering workers to support their gradual resumption of work responsibilities. The Ministry will be conducting a review of the return-to-work landscape in Singapore and will consider the Member's suggestions carefully. As a first step, MOM is looking to partner with the industry and crowdsource innovative ideas to improve return-to-work outcomes.”
“Besides undergoing occupational therapy and rehabilitation, workers received support from coordinators who engaged their employers on implementing a customised return-to-work plan. The pilot enrolled a total of 3,700 workers whose employers were committed to supporting their participation in the programme. It was found that the workflows managed by the coordinators and their orchestration of support enabled 95% of these workers to successfully return to work. With the experience from the pilot, hospitals continue to offer return-to-work services today. For work-related injuries, such return-to-work expenses are claimable under the Work Injury Compensation Act. We agree with the Member that beyond this group of workers resuming their previous employment after a workplace injury, return-to-work pathways should be made more available to other workers facing non-work-related conditions or who cannot return to their previous jobs. To this end, the Ministry of Health rolled out an inter-agency pilot called the "Bounce Back Lab" from 2023 to 2025. The pilot involved a partnership between Workforce Singapore and the Public Health Institutions, targeting workers who were recovering from a recent health setback and had been assessed as fit to re-enter the workforce. Participating workers received personalised career coaching services, alongside targeted health advisory and emotional support from medical and community social workers. Coordination between career coaches and social workers was facilitated through a shared case management platform. Following the Bounce Back Lab pilot, healthcare clusters have implemented processes to strengthen integrated healthcare and employment support.”
“For employers, effective return-to-work policies not only demonstrate a genuine commitment to employee well-being but also safeguards valuable human capital by retaining trained and experienced workers. There are different pathways to return to employment. One could return to the same role with the same employer, and with modifications to support the recovery process. Alternatively, the worker could return to the same employer but undertake a different role more suited to his or her current capabilities. Or, as the Member had mentioned, some workers may need to be matched with a different organisation or consider a new career path. Beyond medical treatment and rehabilitative therapy, MOM recognises that workplaces play a crucial role too. Success hinges on having workplaces that are committed to facilitating workers' reintegration – recognising workers' strengths and enabling them to fulfil their potential at work. This means fostering a supportive workplace culture and implementing practical accommodations, so that workers can perform their roles effectively despite their limitations. Over the years, MOM had worked with our partners to strengthen the spectrum of return-to-work pathways in Singapore. To support workers returning to their previous employment after a work injury, MOM conducted a pilot with the Workplace Safety and Health Council (WSHC) from 2017 to 2021 to establish return-to-work capabilities in seven public hospitals. Back then, MOM observed that return-to-work services were typically limited to multinational corporations with in-house capabilities. We worked with hospitals to develop workflows and to train coordinators to support injured workers in navigating them back to work.”
“I thank the Member, Mr Melvin Yong, for his continued passion in championing safety and well-being for workers across their diverse life circumstances. Indeed, efforts to strengthen workplace safety and health are not limited to prevention and enforcement. They include helping workers to maintain or re-enter employment after a serious injury or health episode. Notwithstanding Singapore's record low fatal and major injury rates, MOM is keenly aware that there are also workers who experience health-related setbacks or other types of injuries that impact their functional capacity. As people live longer and have longer working lives, it will become increasingly important to support individuals through their careers, including during periods of recovery from injury or ill health. Our survey data shows that on average, over the past five years, there were about 3,800 unemployed residents who had left their previous jobs due to health-related reasons. These jobseekers have the potential to regain meaningful employment, if given appropriate and adequate support. MOM therefore shares Mr Yong's interest in strengthening return-to-work pathways, which can contribute to workforce well-being and productivity. When implemented effectively, all stakeholders stand to gain. Return-to-work services aim to support individuals as they resume employment after illness or injury, in a safe and sustainable manner. This requires vocational rehabilitation and coordination across healthcare providers, employers and workers, and involves personalised plans based on functional ability and job requirements. For workers, this reduces the risk of re-injury or relapse and facilitates psychological readiness to work. It also provides income security and prevents early attrition from the workforce.”
“I thank the Member for his question. Indeed, the level of integration and the discussions that happen at the Harmony Circle pretty much sometimes depend on the type of religious institutions that might be available at the particular constituency. But we have been trying to expand that to include exchanges across different constituencies as well. And we constantly review how we want to advance and strengthen the Harmony Circles that we have. In fact, we are reviewing what else we can do and how best we can then allow for the integration to take place. Understandably, there is some degree of variation among the various constituencies. Some are a lot more integrated, they have a lot more programmes than others. But what we are trying to do is to allow for an even balance across all.”
“We will help co-ops stay relevant as they develop new capabilities to address emerging needs and transform for the future. Co-ops will receive support to invest in talent development, governance and operational efficiency. As part of the Roadmap, MCCY and the Singapore National Co-operative Federation will jointly introduce the Co-operative Leaders Programme and Emerging Leaders Programme from this year, to develop the next generation of leaders. The Roadmap also includes the Community Outreach and Impact Programme, which will provide seed funding, incubation spaces and mentorship for our youths to pilot innovative ideas. [Mr Speaker in the Chair] As to Mr Tiwari's questions on allowing enterprises to form co-ops and reviewing the Central Co-op Fund contribution rates, MCCY will assess these further, in line with our objectives to sustain the relevance and competitiveness of the co-op sector. In conclusion, Chairman, the formation of the Inter-Religious Organisation in 1949, was an experiment in trust, at a time when the idea of a formalised inter-faith dialogue was unheard of. Our forefathers were bold and visionary in setting the building blocks of a multicultural society that we enjoy today. That same spirit must guide us as we strengthen these three areas of focus for MCCY that I had outlined: to build strong communities; to deepen understanding between communities; and to architect an ecosystem of care that uplifts all. However, this House cannot legislate social cohesion, nor can we mandate trust. But history and the example of the Inter-Religious Organisation shows us that if any society can achieve this and make it work, it has to be Singapore!”
“The Singapore National Employers Federation and the Singapore Business Federation will also launch new resources for firms, including a Workplace Integration Playbook and a new cultural intelligence and sensitivity training course. I am pleased to share that five trade associations and chambers have come onboard to roll out Orientation Day programmes for new EP holders, which will introduce them to our workplace norms and provide them with opportunities to network with their Singaporean counterparts. This will be scaled up to more trade associations and chambers over time. Sir, I have spoken about building strong communities and deepening the bonds between them. The third area I will speak on is to architect an ecosystem of care that every community can tap on. Our co-operatives (co-ops) are one of the oldest forms of community mutual help. They are defined not by identity, but by a common purpose. Since 1925, our co-ops have played a vital role to meet the evolving needs of our people. Some may be familiar with credit co-ops, which provide thrift and loan services. There are also consumer and services co-ops, like the Silver Caregivers Co-operative, which provides community support for caregivers and equips them with skills, such as managing palliative care. However, as Mr Sanjeev Kumar Tiwari had earlier noted, our co-ops are facing growing challenges to renew their talent pipeline and to attract young members in a more competitive landscape. This is why MCCY announced the Co-op 10-year Transformation Roadmap in 2025. This Roadmap will nurture a forward-looking sector that is purposeful, professional and trusted. I am happy to share that MCCY will commit up to $30 million to support the co-op movement over the next 10 years.”
“During the Racial and Religious Harmony month alone, more than 100,000 participants took part in over 70 events nationwide. This included the first youth-led intercultural showcase called Kaleidoscope: Harmony in Motion. This year, we will step up our efforts to engage religious organisations and build an even stronger inter-faith network in our neighbourhoods. Mr Chairman, our ability to foster unity and inclusivity amidst diversity is Singapore's enduring competitive advantage to attract international businesses and talents here. But as I said earlier, our model of multiculturalism is unique and some newcomers may take more time to adapt to it. After all, integration is a two-way street, which will require locals to be receptive and newcomers to make the effort to understand our culture, values and norms. The workplace is a natural space for this interaction to take place meaningfully. As mentioned by Acting Minister David Neo, the Alliance for Action (AfA) on the Integration of Foreign Professionals had conducted extensive engagements to develop practical solutions that industry partners can adopt to integrate foreign professionals at the workplace. The AfA has put forward new upstream initiatives under two focus areas, which the Government strongly supports: first, to help new Employment Pass (EP) holders understand the living and working norms in Singapore; and second, to support firms to adopt inclusive workplace practices. 5.15 pm In the coming months, the Government will roll out new orientation and onboarding programmes for our EP holders, with a focus on workplace and living norms. These will complement existing programmes for New Citizens and for our Permanent Residents.”
“We have named this committee INEI. This committee will take the excellent work being carried out by community organisations, including SINDA and Narpani, to the next level. We also believe in developing skills among the next generation of leaders and identifying new talents. In addition, I am pleased to announce that we will hold an annual forum to discuss matters important to our community. We plan to hold the first dialogue in April 2026. More details about the INEI committee will be shared then. I request members of the community to come forward and share their views. (In English): Let me now move to the second area of deepening understanding between communities and expanding our common spaces. I spoke earlier about global uncertainties, and Singapore is not immune to these developments. Last September, the Al-Istiqamah Mosque received a parcel containing pork and an offensive note. In December, a false bomb threat was made against the St Joseph's Church. Community leaders responded quickly. The Serangoon and Cashew Harmony Circles rallied neighbouring religious organisations to offer support and reassurance to the affected communities. Our apex religious organisations put out public statements of solidarity. Their message to the public was clear – an attack on one community is an attack on all communities. Our responses matter. Each incident is an opportunity to build up our reservoirs of trust so that we can stand united in troubled times. That is why we continue to invest in our Racial and Religious Harmony Circles. Last year, more than 40 religious organisations partnered MCCY to co-organise inter-faith events and contributed to the Crisis Preparedness for Religious Organisations programme.”
“This will be a committee by the community and for the community. Its aim is to build strong networks across the Indian community, bringing together partners who are already doing good work on the ground, including SINDA and Narpani. INEI will start with three priorities. First, to improve socioeconomic outcomes for the Indian community, particularly the vulnerable and the disadvantaged. Second, to champion integration and unity among the Indian community in Singapore. Third, through the initiatives under INEI, we hope to create new avenues for our youths to contribute and to nurture the next generation of Indian community leaders. I am glad to announce that together with the INEI Committee, we will establish an annual INEI forum to collectively discuss our aspirations and concerns. We will have the first dialogue in April 2026, with the theme of building a strong and united Indian community. We will also configure sub-committees and I invite members of the community to step forward, share your perspectives and play an active role in shaping this important initiative. More details will be announced at the dialogue in April. Mr Chairman, please allow me to say a few words in Tamil. (In Tamil): [Please refer to Vernacular Speech.] Last August, the Coordinating Minister for National Security and Minister for Home Affairs Shanmugam announced a new committee. This committee, which is co-chaired by Senior Minister of State Murali and myself, will take the Indian community forward over the next five years. Since the announcement, we have held discussions with members from various segments of our community. Participants shared their thoughts on the challenges faced by the Indian community. Their views were centred around the common themes of social cohesion and development.”
“It is important that we steward our cultural heritage so that future generations can understand who we are and where we come from. I hope this is useful, especially to our youths, including those from the East Coast Internship Programme, who are joining us here today in the gallery. Assoc Prof Faishal spoke about the Malay Heritage Centre earlier and Senior Minister of State Low about enlivening our historic districts. As the Prime Minister had mentioned during his Budget speech this year, MCCY and the Indian Heritage Centre (IHC) will launch renewed efforts to activate Little India as a vibrant cultural district to celebrate the Singapore Indian arts and culture. We will engage community and precinct stakeholders to co-create a long-term vision for IHC and to enhance cultural placemaking in Little India as a historic district. This begins with a visioning exercise in 2026 to lay the foundation for a precinct-wide programming and activation effort. Our goal is to help Singaporeans and international visitors understand and appreciate Singaporean Indian cultures and customs. Our efforts to build a strong Indian community will go beyond culture and heritage. Last year, Minister Shanmugam announced that Senior Minister of State Murali Pillai and myself will lead a new committee to take the Indian community forward. Since then, we have engaged widely. More than 150 Singapore Indian organisations have shared their aspirations and ideas, particularly on how we could uplift members of our community together and to integrate more strongly as one united Indian community. Taking in the feedback we have received, we will call this the Indian Engagement and Development Initiative, or INEI, which also means "to be linked or connected" in Tamil.”
“Across Singapore, communities celebrate one another's cultures, from the multicultural floats at the Chingay parade to the annual iftar at Khadijah Mosque where I sat alongside religious leaders from the Inter-Religious Organisation (IRO) to break fast. This is a rare sight in today's world, where trust is in short supply and where multiculturalism is in retreat. We have seen this in the years before Independence, during the hardships of the second World War and when communal tensions were high. Yet, even when the odds were stacked against us, our Pioneer religious leaders chose unity and harmony. Their commitment led to the formation of the IRO in 1949 to build trust and mutual respect between faiths. This exemplifies Singapore's approach to social cohesion, one where people from different backgrounds make an active effort to appreciate each other's cultures and traditions. The mission to build a strong, cohesive and caring society is an ongoing one. Let me speak on three areas that MCCY will be focusing on. First, to build strong communities with a shared cultural identity. Second, to deepen the understanding between communities and to expand our common spaces. Third, to architect an ecosystem of care and mutual help so as to uplift all communities. Let me start with strong communities. Singapore is a nation of migrants. Early generations brought languages, traditions and beliefs from their home countries. They provided mutual assistance as they settled in Singapore, forming associations and clans. Over time, new generations came of age and more took root here. While we have kept our racial and religious identities, our practices have evolved to become uniquely Singaporean.”
“[T]he Workfare Income Supplement qualifying monthly wage cap of $3,000 continues to target Singaporean workers with earnings in the bottom 20% with some support to those who are slightly above. At the same time, we also increased Workfare Income Supplement payments to up to $4,900 per year.”
“[T]he Workfare Income Supplement qualifying monthly wage cap of $3,000 continues to target Singaporean workers with earnings in the bottom 20%, with some support to those who are slightly above. At the same time, we will also increase Workfare Income Supplement payments to up to $4,900 per year. [Please refer to "Committee of Supply – Head S (Ministry of Manpower)", Official Report, 3 March 2026, Vol 96, Issue 23, Budget section.] [(proc text) Written statement by Mr Dinesh Vasu Dash circulated with the leave of the Speaker, in accordance with Standing Order No 29(5). (proc text)] I wish to make the following factual corrections to my statements made at the Sitting of 3 March 2026. My statements should read as follows:”
“I am pleased to share that building on existing Recreation Centres, we will introduce the Recreation Hub model, and this will expand the scale and range of offerings for our migrant workers. This will start with the redevelopment of the Soon Lee Recreation Centre into the first Recreation Hub. In 2030, migrant workers can look forward to a Soon Lee Recreation Hub that is about two to three times larger with its upgraded facilities and more offerings. Beyond this model, MOM will also pilot smaller-scale satellite Recreation Centres to bring social and recreational options closer to where migrant workers live. Even as we improve the physical infrastructure of housing and recreation centres, what truly makes our migrant workers feel at home is the assurance that Singaporeans accept them and appreciate their contributions. How we treat our migrant workers in our daily lives says much about who we are as a people and as a society. I would like to conclude Mr Chairman, that our efforts to support our vulnerable workers are an investment in social cohesion and resilience – they will preserve confidence in our social compact and foster enduring trust. The Government is firmly committed to this undertaking and will continue to pursue it in close collaboration with our tripartite partners. Together, we will walk alongside every worker as we move forward with confidence.”
“To support existing dormitories in meeting improved standards by 2030, MOM has introduced the Dormitory Transition Scheme Grant to help defray retrofitting costs for about 900 existing dormitories. These improvements include provisions such as ensuite toilets and isolation facilities for better public health resilience. By 2040, all new and existing dormitories will meet the New Dormitory Standards, providing residents with more spacious rooms including in-room wi-fi coverage as well. 6.15 pm Improving the housing conditions of our migrant workers does not necessarily mean higher costs. Earlier this year, MOM opened its first Government built-and-owned dormitory. The NESST Tukang Dormitory, as it is called, went beyond regulatory standards to incorporate design features shaped by migrant workers' feedback and improving their liveability and pandemic resilience. Notwithstanding these innovations, NESST Tukang is able to offer bed prices at below those of dormitories that meet the new dormitory standards and is expected to be financially sustainable. I invite dormitory operators to join the Government in reimagining what is possible for migrant worker housing in Singapore. MOM is committed to working with you to testbed innovations and enhancements for the dormitory industry, as we press on with the construction of our second dormitory that will be in Sengkang West. Equally important are spaces where our migrant workers can spend their rest days, build friendships and connections. To this end, MOM has made significant strides to transform and enrich Recreation Centres, which have seen higher visitor ship over time. Ms Yeo Wan Ling and Mr Melvin Yong have called on the Ministry to continue enhancing migrant workers' access to key amenities and community spaces.”
“And that is why WSH procurements for the public sector construction and construction-related projects have been raised since April 2024. The enhancements, which include a requirement to adapt and adopt mature WSH technologies when tendering for projects that are above or at $3 million, are aimed at doing exactly that. On platform workers, Ms Yeo Wan Ling has called on MOM to leverage the Platform Workers Trilateral Group to explore how we can strengthen platform worker safety. We have taken the Member's suggestion into consideration, and more will be announced later this month. Let me move quickly to my third segment on supporting our migrant workers. They have worked tirelessly to build and to keep our towns and homes running smoothly every day. Over the years, we have worked closely with employers, dormitory operators and community partners to build a resilient ecosystem supporting migrant workers' well-being, spanning their housing, healthcare and recreation needs. These efforts have been impactful. In 2024, the Migrant Worker Experience Survey has shown that more than nine in 10 migrant workers shared that they were satisfied with their working and living conditions in Singapore. This was the highest that was seen since the survey was first conducted since 2011. Migrant worker housing has been our key priority. Migrant workers have built our homes, and it is our responsibility to ensure that they too have a conducive place to rest after a hard day's work. Good rest also ensures that they will continue working well and most importantly, work safely. That is why we have raised dormitory standards and enhanced pandemic preparedness in recent years.”
“Teambuild's efforts show that when companies prioritise their workers' safety and health, they also build a more productive and sustainable business over time. As the nature of work evolves and our workforce changes, new opportunities emerge alongside new challenges for workplace safety and health. The greater use of digital technology and an ageing workforce are two such examples. Together with NTUC and SNEF, MOM will be launching the Alliance for Action on Safety and Health for Employment Longevity (AfA-SHEL) in the second half of 2026. Mr Melvin Yong emphasised the need to go beyond traditional high-risk industries and to pay greater attention to common work-related injuries and occupational diseases. He also underscored the importance of moving upstream to make workplaces safer. We agree and we have incorporated part of his suggestions into three focus areas that AfA-SHEL will focus on. Firstly, injury prevention for the general workforce. Second, the support for those who are returning to work after a period of injury or a health episode. And third, workplace adaptation and job redesign, to make workplaces safer and more sustainable for our increasingly diverse workforce comprising people with various physical and health needs. We also agree with Mr Yong's calls to treat fatigue as a core safety issue and better leverage technology in the WSH space. These are areas the AfA-SHEL could explore, through prototypes of technological solutions or fatigue management systems customised for specific workplace settings. We welcome the Labour Movement's active participation in the AfA-SHEL. Mr Melvin Yong has also underlined the importance of the Government's role in driving change through procurement policies.”
“They can look out for and support businesses that may have attained the Progressive Wage Mark. Our promise to lower-wage workers is this. We are united with you, and we are here to support you in every way that we can. You can count on us for our support, and we will be here for the years to come as well. Let me now move to my second segment which is on ensuring safety in our workplaces. Through the collective efforts and commitment of all stakeholders, our WSH performance has continued to improve. I am heartened by the steady progress towards our WSH 2028 goal of sustaining the fatal injury rate at below 1.0. Singapore's workplace fatal injury rate for 2025 was 0.96% per 100,000 workers. This is the lowest on record other than when COVID-19 disrupted work. That said, we must not rest on our laurels. Every workplace death is a tragedy, and we must continue to stay vigilant in uplifting our WSH standards and to build a strong and sustainable WSH culture. There are many companies who have heeded this call, and I will cite one example. Teambuild (ICPH) Pte Ltd, an SME in the manufacturing sector. Teambuild has invested in technology to redesign work processes and create safer workplaces for their workers. By introducing the rebar mesh welding methods and machines, they have automated stackers for completed prefabricated, pre-finished volumetric construction units. Teambuild has reduced the need for manual handling of these very heavy materials. This has, in turn, brought down the musculoskeletal injuries amongst their workers and increased productivity at the same point, where they were able to improve productivity costs of about $180,000 per year. Hence, a double benefit.”
“This will help workers meet their PWM training requirements or take up WSQ courses. We will increase the training allowance for self-sponsored trainees from $6 per hour to $10.50 per hour effective as at 1 July 2026. With the increase in the hourly training allowance, workers can now actively consider training without having a significant reduction in pay. We will also streamline the scheme to reduce complexity. Only trainees who attain full qualifications will receive the Training Commitment Award of $800 per year. Full qualifications are sets of related courses that result in a formal qualification, such as the WSQ Qualifications or Academic Continuing Education and Training Qualifications. These have been found to lead to better outcomes for trainees, compared to modules that do not lead to any formal qualifications. Mr Melvin Yong suggested developing better AI-relevant skills pathways. He would be glad to know that the courses supported by WSS include industry-relevant AI skills courses that are suitable for lower-wage workers, so that they will not be left behind amidst this AI transformation that we are currently undergoing. Our work is not complete. Employers must press on with wage increases for lower-wage workers and go the extra mile in redesigning jobs and business processes. Workers should embrace opportunities for upskilling and chart new paths to build their careers. And Government will partner employers and workers through co-sharing the near-term costs of transformation and ensuring that training and skills upgrading remain accessible. Consumers too, have a role to play. Consumers can make their choices count by supporting businesses which pay Progressive Wages to lower-wage workers.”
“These are moves that will support all workers in their career planning and upskilling journey. However, lower-wage workers may face unique constraints in stepping away from their work to pursue training. This therefore becomes a catch 22 situation as taking time off to upskill may mean forgoing income that they may need for immediate expenses. Lower-wage workers can be assured that the Government understands these challenges. They will not have to choose between earning an income today and equipping themselves with skills for tomorrow. Those who pursue long-form courses can now benefit from the new Workfare Skills Support (WSS) (Level-Up) scheme. As announced at Budget 2025, trainees undertaking long-form courses will be supported with a training allowance significantly higher than the existing WSS support for short-form courses. These long-form courses include Nitec or Higher Nitec qualifications, diplomas, post-diplomas or undergraduate degrees. I am pleased to share that we will broaden the list of courses supported by WSS (Level-Up), to include long-form Workforce Skills Qualification (WSQ) full qualifications and that these courses will be similarly eligible for the training allowance under the SkillsFuture Level-Up Programme. The changes will take effect from fourth quarter this year. WSS (Level-Up) will support lower-wage workers in pursuing these more substantive forms of upskilling and reskilling, without needing to worry about making ends meet. To give just a few examples, retail workers can benefit from higher training allowances to undertake a Nitec qualification in Retail Services or a Diploma in Retail (Operations). At the same time, we will also enhance the WSS (Basic) scheme to support workers undertaking shorter training.”
“With this PWCS' extension, we will continue to support businesses in doing so. In deciding on the enhancements, we took into account the current uncertainty in the economic and geopolitical landscape, business conditions as well as consultations with our tripartite partners among other factors. The Government will co-fund up to 30% of wage increases given to eligible lower-wage workers in 2026. And this actually higher than the 20% which was originally announced. Co-funding support will be provided in 2027 and 2028 at 30% and 20% respectively. The extended PWCS support in 2027 and 2028 will also have a higher minimum qualifying threshold for wage increases of $200, from $100. This better encourages and rewards businesses that invest in transformation and workforce development in line with PWCS' objectives. We urge employers to take advantage of the Government's various forms of support, including the initiatives to be rolled out as part of the Enterprise Workforce Transformation Package, such as the SkillsFuture WDG(JR+) and the SkillsFuture Enterprise Credit. Employers can leverage these to further their respective transformation journeys and support their lower-wage workers in skills upgrading to perform higher value jobs. This brings me to our third area of focus – our support for lower-wage workers in upskilling. As Ms Yeo Wan Ling observed, this will allow our workers to move alongside instead of being displaced by business transformation, so they can take on new roles and advance in their careers. Minister Tan has outlined how Career Health SG empowers individuals to take charge of their careers and how we are evolving our SkillsFuture movement to refresh our jobs and skills ecosystem.”
“PWCS provides transitional co-funding for wage increases given to lower-wage workers, allowing businesses the space to restructure business processes and reap productivity improvements There are many good examples of forward-looking companies which have moved to innovate and evolve in this area. Let me just take an example of ISS Facility Services Singapore. ISS has benefited from the PWCS support in providing its lower-wage workers wage increases, as well as productivity improvements, through the various technology-enabled solutions. For example, ISS' cleaning services now deploy a fleet of more than 130 cleaning autonomous robots, which have led to considerable gains in productivity. ISS' investments in technology and automation have also unlocked opportunities for its workers to progress to more value-added roles. For example, Mr Arthur Lim, a healthcare cleaner under the PWM, has been able to take on more complex duties with greater technical requirements. Mr Lim tapped on upskilling opportunities, including those supported by the WSS scheme. He is now proficient in operating specialised equipment, such as the ultraviolet disinfection machines and also manages enhanced healthcare cleaning protocols and contributes to infection control workflows. Mr Lim shares that learning these new skills has given him a renewed sense of purpose and contribution to his workplace. Likewise, there are F&B firms that are adapting to enhance their capabilities and boost their business performance, as stated in the Singapore Productivity Centre's recent Food Services Productivity Report. For example, Sushi Express leverages sushi robots and these have reduced the time taken to mould a piece of sushi to below 15 seconds, while improving production consistency.”
“We will also launch the redesigned SkillsFuture Enterprise Credit this year, to provide additional support for workforce development. Businesses have also shared their concerns around near-term economic uncertainties and manpower costs. We hear these concerns. Businesses will not be left alone to deal with cost pressures as they seek to do their part for our lower-wage workers. You have heard from the Prime Minister at Budget that we will extend PWCS to 2028. This builds on four earlier enhancements to PWCS, most recently in 2025. Since the scheme was introduced in 2022, PWCS has supported wage improvement for lower-wage workers, even as firms undertake the longer journey of transformation. For wage increases given between 2022 and 2024, the Government provided about $3.6 billion of PWCS funding to over 110,000 employers. These wage increases have been meaningful – the median monthly increase supported by PWCS was about $250, across more than 710,000 workers. 6.00 pm Mr Pritam Singh asked about the outcomes of the PWCS, including how it had been tied to business transformation, sector productivity and worker upskilling. Uplifting wage outcomes for lower-wage workers and narrowing the wage gap with the median is, in itself, a key objective of this Government. I have shared earlier of how we have performed well on these measures and these are measures in real income terms. But ultimately, productivity needs to rise for wages to be sustained. Raising productivity is, therefore, a key focus of the PWM as it links wage growth to skills development, career progression and job redesign. This is complemented by our enterprise grants that enable business transformation and job redesign, and support for upskilling, such as the Workfare Skills Support scheme.”
“This is progress that we can be proud of – progress that reflects the collective resolve of unions, employers and the Government working in unison to improve the livelihoods of our lower-wage workers. But we are committed to going even further. We will build on our efforts across each of these areas, to further uplift and upskill our lower-wage workers and broaden the range of good jobs as recommended by the Economic Strategy Review Committee. First and foremost, we must sustain our momentum in uplifting wages. In 2025, tripartite partners announced updated wage schedules for Retail, In-house Security, Administrators and Drivers. The remaining PWM sectors will negotiate their next-bound of wage schedules increases later this year. As announced by the Prime Minister at Budget, the Government will also raise the LQS so that our lower-wage workers continue to see wage improvement. We will raise the LQS threshold from $1,600 to $1,800 for full-time local employees. This will be implemented from 1 July 2026. Raising the LQS to keep pace with wage growth ensures that locals are employed meaningfully, rather than in token jobs just so that firms can hire foreign workers. Second, we will spur business transformation to raise productivity and create better jobs, including for our lower-wage workers. Mr Melvin Yong would be pleased to note that MOM will be introducing various initiatives in support of this. The Minister spoke about these initiatives earlier. For example, the SkillsFuture Workforce Development Grant (Job Redesign+) will be rolled out in March this year to provide enhanced funding support for job redesign and workforce transformation as part of the Enterprise Workforce Transformation Package .”
“It also unlocks opportunities for lower-wage workers to take up higher value-added job roles. Recognising that this is a process that takes time and to cushion the impact on business costs, the Government introduced the PWCS at Budget 2022. Third, we enable progression of our lower-wage workers through support for training and upskilling. Schemes such as the Workfare Skills Support (WSS) reduce the opportunity cost of training for lower-wage workers. This opens doors for workers to move up in their careers, including progressing up PWM job ladders. Our approach had delivered tangible outcomes for lower-wage workers. Today, 150,000 lower-wage workers benefit from wage and career progression pathways through the PWM, more than five times the number it was in 2020. The LQS requirement was also broadened in 2022, such that firms hiring foreign manpower are required to pay LQS to all their local workers. This ensures that no Singaporean worker is left behind. Another 104,000 lower-wage workers not covered by PWMs are therefore supported by the LQS. This has made a significant difference for the incomes of lower-wage workers. From 2021 to 2025, the real income at the 20th percentile rose cumulatively by 10.1%, outpacing the 7.4% increase at the median. Workers in PWM sectors have and will continue to see significant improvement in their wages as our economy grows. As an illustration, the baseline wage requirement for entry-level office and commercial cleaners has increased by about 50% cumulatively since 2021. By 2028, it will be $2,420, which is almost twice the requirement in 2021, which was then $1,274. Likewise, compared to 2021, entry-level outsourced security officers can also expect to earn a higher monthly gross wage by about 40% more in 2026, and 60% in 2028.”
“PWMs also map out clear pathways for training and progression. Wage increments are therefore sustainable for employers, as they come alongside productivity growth. Lower-wage workers not covered by PWMs may benefit from the LQS. Firms must pay their local workers at least the LQS if they hire foreign workers. Lower-wage workers receive additional support through the Workfare Income Supplement scheme. This scheme supplements their incomes and helps them save for retirement. Since its inception in 2007, the Workfare Income Supplement has supported over 1.1 million workers with $12.7 billion in payments. Assoc Prof Jamus Lim called upon the Government to increase the qualifying monthly wage cap for the Workfare Income Supplement. We did so last year, when we raised the qualifying wage cap from $2,500 to $3,000. The 20th income percentile for a full time resident employee is about $2,800 currently. So, the Workfare Income Supplement qualifying monthly wage cap of $3,000 continues to target Singaporean workers with earnings in the bottom 20%, with some support to those who are slightly above. At the same time, we will also increase Workfare Income Supplement payments to up to $4,900 per year. [Please refer to "Clarification by Minister of State for Manpower", Official Report, 3 March 2026, Vol 96, Issue 23, Correction By Written Statement section.] We have and will continue to review the Workfare Income Supplement regularly to ensure it remains effective in supporting our lower-wage workers, complementing the PWM and LQS. Secondly, we provide various forms of support for businesses to transform. Mr Melvin Yong highlighted business transformation is crucial as it enables sustainable wage growth through productivity improvement.”
“Minister Tan See Leng has set out MOM’s bold agenda to equip our businesses to seize emerging opportunities and chart a course for growth. As we build the economy of tomorrow, our commitment is that each and every worker will be supported and that no worker will be left behind. This is the spirit of a “we first” Singapore, where everyone has their place and can participate with dignity. Most importantly, all contributions, particularly those from our vulnerable workers, will have to be recognised and uplifted. In my speech today, I will elaborate on three areas: first, our tripartite efforts to uplift lower-wage workers and how we will progress this work in the next-bound; second, our drive to strengthen workplace safety and health, such that our workers continue to return home safely to their loved ones; and third, how we will continue to support our migrant workers. Let me start with our efforts together with our unions and employers to uplift lower-wage workers. These efforts embody the very heart of our social compact – our promise to walk with our lower-wage workers every step of the way. As you contribute to Singapore’s progress, so too will you share in the rewards and opportunities that accompany that progress. We have forged over time a distinctly Singaporean approach to supporting our lower-wage workers. First, we drive sustainable wage improvements. We have uplifted wages for lower-wage workers without putting their jobs at risk through the PWM. PWMs serve as wage ladders across nine sectors and occupations. These are negotiated by tripartite partners with reference to considerations such as productivity and business conditions, ensuring that wage growth does not exceed what the sector or occupation can bear.”
“The work of the Economic Strategies Review Committee on Entrepreneurship will continue and we will support our startups in this venture. We will strengthen our entrepreneurial culture, help promising growth-stage startups scale and we will facilitate investors to exit and recycle their capital into new ventures. We hope that these efforts will allow Singapore to nurture the next generation of budding entrepreneurs, such as Mr Marcus Tan and Tan Tock Seng. I am confident that Budget 2026 will provide a shot in the arm for current and future employers, as well as entrepreneurs. Thank you and I support the Budget.”
“Thus, if we want a sustainable and dynamic ecosystem, we must ensure that capital is available for promising companies to exit at fair valuations and for the early investors to recycle their capital. A well-functioning and vibrant capital market in Singapore is crucial for this. I am therefore heartened that our committee's recommendation for a second $1.5 billion tranche of the Anchor Fund, which will help ensure continued support for high-quality listings in Singapore, was supported. This will be especially important as more startups mature and want to seek capital for their growth plans through public markets. The committee also welcomes the $1.5 billion top-up to the Financial Sector Development Fund, to expand the Monetary Authority of Singapore's Equity Market Development Programme, which aims to develop our fund management industry and increase investor participation in Singapore equities. I look forward to seeing the positive impact of these efforts in boosting listings on the Singapore Exchange. Let me conclude, by going back to my son. Unsurprisingly, he was able to convince me to buy the $20 pen and he cashed out the venture, therefore, with tremendous bragging rights. He then recycled this princely sum into his next venture, of buying several other nicknacks and started the process all over again. If I recall correctly, most of it went to chocolates, which were quite quickly gobbled up by him. Sir, Singapore's next phase of entrepreneurs will face far more complexities than the paper clip challenge. There would be setbacks and they would have to navigate along uncharted waters. Those who are able to adapt early, move decisively and invest ahead of the curve, will succeed.”
“Hence, the $1 billion top-up to the Startup SG Equity schme, as announced by our Prime Minister, is a welcome reprieve. Further, the expansion in scope to cover early growth-stage companies, will help our startups raise the funding they would need to then scale. In addition, the new Growth Capital Workgroup, led by Minister Chee Hong Tat, will look into measures to support the financing needs of companies across various growth stages. We will share the feedback obtained through our engagements with the Workgroup and to support in their efforts as well. The increase in the maximum loan quantum under the Enterprise Financing Scheme will also be useful. This is because the overall loan quanta had been increased from $30 to $50 million and would be beneficial for our SMEs who may be considering scaling up their businesses. As Singapore is a small market, our startups must think global from day one to succeed. But we know this could be challenging for some, especially if they do not have a strong track record or if they are unfamiliar with the new markets. The Budget measures to support Singapore companies as they venture abroad, such as the enhanced Global Innovation Alliance and the Market Readiness Assistance grants, will therefore be very useful. By strengthening the ecosystem's access to financing options and support for entering new markets, we hope to create an environment where good ideas can flourish and companies, including our SMEs, can grow and compete. Thirdly, let me speak about facilitating exits to support capital recycling. Many successful founders want the opportunity to exit and to reinvest their time, talent and capital into new ventures.”
“They will also mention that they would not have succeeded, if it was not for the lessons learnt from overcoming these challenges. The key is to learn quickly from setbacks and bounce back stronger. We can also support our entrepreneurs in more tangible ways and encourage entrepreneurship across all ages. Entrepreneurship communities and startup spaces, like LaunchPad, allow people to collaborate, learn from each other and develop their ideas in a supportive environment. This can be open to interested persons of all ages, including our mid-careerists and our seniors. These communities, alongside mentorship from experienced entrepreneurs, create a strong ecosystem of support that gives budding entrepreneurs the confidence to take that first step. While new technology, products and services are disrupting traditional industries, it is also not uncommon to see startups with the right product or idea to achieve phenomenal success. It is therefore exciting to work in a startup and perhaps, even more exciting to start one. And so, I would like to call on our aspiring entrepreneurs to believe in yourselves and to boldly take that first step. Second, let me touch on those who have taken the leap of faith, achieved some success and are ready to scale globally. To do so, they may need specialised talent, a range of financing options and access to new markets. They may need to raise funds for research and development, infrastructure, hiring and sales. But many start-ups speak of difficulties to access fundraising options at the growth and pre-Initial Public Offering stages. Particularly for deep tech startups, they need experienced and credible financing partners with the right expertise and capital structures that are suitable for long-cycle, capital-intensive innovation.”