Edward Chia Bing Hui
Singapore
“So, I therefore call on the Government to develop a transport jobs and skills roadmap, aligned with our future transport strategy, to identify emerging jobs, the skills required and the training pathways to help Singaporeans seize these opportunities.”
“Thank you, Speaker. The Senior Minister of State also pointed out that at some point Singapore will have a land constraint and looking at the constraints, we, therefore, need to look at maximising the available EV charging infrastructures and, therefore, utilisation rate.”
“Sir, this Bill is a strong step forward. Its success will depend on building credible, liquid instruments that are fully integrated into Singapore's capital markets ecosystem. With continued focus on adaptability, ecosystem strength and investor clarity, Singapore can realise the full potential of this framework.”
“Sir, I have three supplementary questions. First of all, frontier models require a significant amount of compute and are likely to be concentrated among well-resourced organisations, leading to concerns about accessibility and uneven capabilities.”
“Question No 5, Sir. The Senior Minister of State for Digital Development and Information (Mr Tan Kiat How) (for the Minister for Digital Development and Information): Mr Speaker, Sir, my response will cover the questions raised by Mr Saktiandi Supaat and Mr Edward Chia in today's Order Paper.”
“Could the Minister clarify the criteria and safeguards for granting such waivers, and how consistency will be ensured? It would be important to avoid unintended circumvention or uneven application across businesses. Finally, on transition and unintended behaviours. I note that there will be a transition period before full implementation.”
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“Mr Chairman, I will speak on Government procurement processes, focusing on quality discernment, support for SMEs and green procurement. Firstly, building Government capabilities is essential. Our public officers must maintain the Government's stewardship role in securing the best quality at the right price. How does MOF ensure the effective and prudent use of public resources and how do we ensure that procurement policies are not only cost-effective but are synonymous with superior quality? It is imperative to equip our public officers with the skills and knowledge to discern quality and excellence. The introduction of the SME-lite tender system in late 2023 is noteworthy. However, local firms have provided feedback that the tender process has challenges. SMEs face difficulties in fulfilling track record requirements and meet minimum financial grading criteria for larger projects. Could the Ministry provide an update on the SME-lite tender scheme and how it is being refined based on feedback? SMEs often face cash flow challenges. Hence, how is the Government ensuring prompt payment to ease SMEs’ cash flow issues and, in circumstances where the SMEs are the subcontractors, how does the Government ensure that main contractors promptly pay the subcontractors? What additional steps can MOF take to enhance the ease of business transactions with the Government? How will initiatives like Invoice Now contribute to streamlining processes and what strategies are in place to expand its adoption across the private sector? Finally, concerning green procurement, how does MOF enhance officers' understanding of genuinely sustainable initiatives to combat greenwashing effectively?”
“By amplifying the prominence of ESG accreditation schemes, fostering blended capital investments and promoting purchasing support for inclusive firms, we initiate a cycle of investment and social impact, ultimately advancing toward a more inclusive society. In conclusion, Sir, Budget 2024 is a testament to our commitment to Singaporeans' dignity and stability, providing immediate relief and laying the foundation for long-term prosperity. By addressing the needs of our lower-wage workers, enhancing workforce training, promoting inclusivity within firms and leveraging impact investing, we are charting a course towards an inclusive and sustainable future. These initiatives underscores our dedication to ensuring that all Singaporeans share in our nation's success. Mr Speaker, Sir, I support this Budget.”
“This evolution entails a blended approach that merges philanthropy with investments. Blended capital encompasses grants, recoverable grants and equity, reflecting a convergence between philanthropy and impact investments. To augment this trend, I suggest that agencies, such as Enterprise Singapore and National Volunteer and Philanthropy Centre (NVPC), collaborate to devise programmes aimed at expanding the deployment of blended capital. With increased consumer awareness, especially among the younger demographics, individuals prefer supporting positive-impact enterprises for societal gains. Environmental, social and governance-based accreditation can catalyse a shift towards virtuous purchasing and investing, fostering greater societal impact through these enterprises' endeavours. To incentivise companies to prioritise inclusivity, I have called for the promotion of accreditation programmes, such as Company of Good by NVPC and B Corporation (BCorp). These accreditation programmes are important for investors and consumers to evaluate businesses that promote greater inclusivity. Acknowledging companies' commitment through such programmes deepens their impact. A prominent local illustration of NVPC's Company of Good accredited entities is ABR Holdings, renowned for operating the popular Swensen's chain of restaurants. ABR Holdings collaborates with organisations, like Association for Persons with Special Needs (APSN), Asian Women's Welfare Association (AWWA) and Yellow Ribbon Singapore, to offer training and employment opportunities to individuals with special needs and ex-offenders. ABR Holdings not only serves delectable cuisine but also dishes out kindness to our community, exemplifying its commitment to social responsibility.”
“In Ireland, some schemes allow for share allocation or options to employees, which include tax benefits after a certain period of shareholding. There are also alternatives to ESOPs. For example, in the US, companies offering Phantom Stock Plans or Restricted Stock Units (RSUs) may benefit from tax deductions when the awards vest, providing they meet certain conditions. This encourages companies to implement such plans as part of their overall compensation strategy. Comparing these models to Singapore's current tax incentives; while Singapore has a framework to support share-based remuneration, there may be room to expand these incentives to encourage a broader range of alternatives to ESOPs. This could involve introducing specific tax deductions or grants for companies adopting Phantom Stock Plans, RSUs or other innovative compensation models, thereby promoting a more flexible, diverse approach to employee ownership and participation. Lastly, as we strive to create a more inclusive environment within the firms, it is also essential to consider how we can leverage investment and purchasing decisions to promote social equity. This brings us to the concept of impact investments and the importance of environmental, social and governance accreditation programmes. Shaping investment decisions can promote social equity. Encouraging investors to support employee-focused companies drives change. The rise of impact investments creates opportunities to direct investments toward inclusive firms. Increasingly, investors seek impactful capital utilisation. This presents an opportunity to connect capital with accredited enterprises. The landscape of capital flows has evolved to bolster impact-driven enterprises.”
“I would like to seek clarity on how the Government intends to provide job re-design measurement tools and benchmarks to facilitate the fair valuation of new skills sets in relation to productivity growth. Furthermore, there is a growing body of evidence indicating that returns on labour are increasingly overshadowed by returns on assets, exacerbating the wealth gap in our society. Concurrently, employers are contending with high staff turnover rates and seeking effective talent retention strategies. Often, there is frustration due to misalignment between employees and the firm. Therefore, I suggest implementing measures that enable employers to share in asset appreciation upsides while strengthening the alignment between employees and the organisation. One promising avenue is the more widespread adoption of Employee Stock Ownership Plans (ESOPs). ESOPs grant employees the option to purchase shares at a set price upon meeting performance goals, aiming to retain key staff long term. Psychologically, ESOPs instill a sense of ownership, boosting motivation and performance. This benefits both employees and employers, enhancing motivation, ownership and long-term success. In the Netherlands, the tax point for stock options has been shifted to a more favourable time for employees, that is, when the shares become tradable, rather than at the moment of exercise or alienation. This change, effective from January 2023, helps employees manage the financial burden of taxation on stock options. In Bulgaria, amendments to the Commerce Act have led to the creation of the Bulgarian variable capital company, tailored to start-up technology companies. This new company type offers greater flexibility, for example, by reducing administrative requirements related to shareholding structures.”
“Adult learners can take time off to pursue a long-form diploma with a provision of a monthly allowance of up to $3,000 for 24 months. This addresses the basic cost of living needs of an adult learner. However, some employers have expressed concerns regarding the depletion of their workforce, as more employees take time off to pursue new diplomas. Could full-time diploma programmes be adapted to allow workers to continue working part-time in a firm? This arrangement benefits employers by mitigating manpower shortages while enabling workers to stay abreast of industry trends during their diploma pursuits. Also, how does SkillsFuture Singapore's existing career transition place and train programme align with and support this new initiative? Mr Speaker, Sir, we need to align workforce training with corporate objectives and ensure that HR processes effectively guide employees towards skill development that benefits both the individual and the company. This alignment between employees and employers maximises the translation benefits of the SkillsFuture Level-Up Programme. Thirdly, as we strive for innovation and technological advancements, we must promote greater inclusivity at the firm level. Given the increasing disruption in job scopes, there is a pressing need for improved job re-design capabilities. Alongside the support for acquiring new skills announced in Budget 2024, it is essential to develop measurement tools and benchmarks for employers and HR to equitably assess salary ranges for newly acquired skillsets. This ensures that as employees upskill and both the individual and firm productivity improves, the gains are equitably shared between employers and employees.”
“What is the structure in place to ensure a swift feedback loop from employers on the relevance of curriculum and what are the procedures to ensure timely adaption? It is crucial to ensure that these programmes are aligned with the evolving needs of the job market and provide relevant skills for the future workforce. The Job Skills Integrator Programme, introduced in Budget 2023, identify the nexus between new skills workers need and corporate objectives. I would like to ask how the Jobs Skills Integrator Programme dovetails with the SkillsFuture Level-Up Programme. Human resources (HR) play a vital role in guiding employees to maximise benefits for the company with clear objectives. We need to examine how can HR act as an in-house career advisor. With enhanced SkillsFuture funding, the challenge is to ensure that employees, while in their jobs, can identify and acquire new skillsets aligned with corporate objectives. To do this, HR roles, particularly in our SMEs, will need to broaden. HR's spectrum ranges from administrative payroll tasks to the HR business partner (HRBP) role, which interfaces with the business to support its needs. However, most SMEs may not have an HRBP role, leading to a lack of corporate alignment. For SMEs without an HRBP, chief human resource officer (CHRO)-as-a-service can be a solution to mimic the HRBP role and maximise SkillsFuture credits. This service could provide significant value for the SME sector and help grow SMEs to be large local enterprises. Another feature of the SkillsFuture Level-Up Programme is the Financial Support for Full-Time, Long-Form Training. This is yet another major shift in our nation's support of life-long learning.”
“Secondly, I will share the challenges of hiring the right talent and the necessity of aligning workers' skills with company needs through programmes, like SkillsFuture Level-Up and the Job Skills Integrator programmes. Thirdly, I will explore alternatives to promote inclusivity and a sense of ownership among employees, enhancing their motivation and contribution to their companies. Lastly, I will propose a focus on Enterprise Singapore accreditation programmes to incentivise companies to prioritise inclusivity and social equity, fostering a more inclusive and sustainable economic environment. Sir, first, support for lower-wage workers is crucial. Most of our workers are employed by our SMEs. Hence, support for our SMEs is critical to uplift local workers. A key area of concern for our SMEs is cash flow. The enhancement of the Progressive Wage Credit Scheme is a step in the right direction. However, annual reimbursements can strain cashflow. Hence, I would like to ask if the Government can consider shortening the period for reimbursements to aid enterprises' cashflows. Secondly, we need to equip our workforce with the necessary skills and competencies to drive our nation's growth and innovation. Employers often tell me they struggle with hiring the needed talent to transform. This challenge has also grown due to rising manpower costs and a tight labour market. The SkillsFuture Level-Up Programme offers an additional $4,000 credit. This is a commendable initiative to support individuals in pursuing skills development and career advancement. The eligible courses are selected courses that are oriented towards meeting industry and employment needs. I would like to ask how these programmes are selected or curated to keep up with job disruptions.”
“Mr Speaker, Sir, Budget 2024 empathises with the cost-of-living pressures experienced by all segments of Singaporeans and brings immediate relief. It includes enhanced Assurance Packages, rebates, SkillsFuture support and more CDC Vouchers. These measures show our commitment to Singaporeans that we have got their backs. Budget 2024 also recognises that these are short-term measures. In the medium to long term, we need to boost real incomes in the face of rising inflation, especially for the middle-class. This is the only way to improve our standard of living. To do this, we must equip our workforce with the skills for new jobs. We also need to support our employers to find new markets and grow. Workers should remain relevant and firms have to remain competitive. Workers' real wage growth can only be sustained when employers grow. I have advocated in this House for measures that bolster businesses' competitiveness, enhance local enterprises' capabilities, such as carbon accounting to align with new procurement criteria, facilitate firms' growth through initiatives like Partnerships for Capability Transformation, and ensure retirement adequacy for seniors along with the creation of age-friendly facilities for them to lead active and purposeful lives. I am heartened by the additional support allocated in Budget 2024 for these crucial areas. Mr Speaker, Sir, the initiatives announced in Budget 2024 are well-crafted and the challenge now is to ensure translation in the real economy that leads to real wage growth for Singaporeans. Firstly, I will address measures to support lower-wage workers and attract MNEs.”
“Moreover, a unified approach can potentially draw more attention and resources, and reduce duplications and wastages, thus elevating the profile and impact of these awards. Mr Speaker, Sir, I believe these five recommendations will empower employers to strengthen mental wellness in the workplace. One, implement a comprehensive tool for employers to measure workplace mental wellness considering individuals and organisational factors. Two, scale up best practices sharing opportunities for employers. Three, offer a customised organisational mental health framework supported by the Productivity Solutions Grant for implementation of policies, training, and programmes. Four, provide HR professionals, CHRO-as-a-service, and individual workers with mental health literacy to effectively implement frameworks and policies. And five, consolidate recognitions, such as WSH Care awards and NVPC Company of Good, to facilitate the identification of exemplary employers, promoting a positive cycle of prioritising workplace mental wellness. Mr Speaker, Sir, in my maiden speech in Parliament, I shared that our enterprises and entrepreneurs have not only economic value but deep social value. Our enterprises are agents of social change. Strengthening mental wellness at the workplace is a social mission worth advancing. Let us partner with our enterprises to make mental wellness a cornerstone of our national economic and social strategy. That way, every Singaporean can maximise their potential and derive purpose and meaning in their endeavours.”
“Hence, there is a need to include psychological first aid training as a distinct and essential critical core skill, widen the pool of providers and funding for such courses and offer a clearer tiered outline for such training in the curriculum. By making psychological first aid training a more prominent and integral part of our skills development framework, we ensure that our workforce is not only professionally competent but also mentally resilient and supportive, creating a healthier, more compassionate workplace for all Singaporeans. And five, recognising employers who implement mental wellness policies. A critical aspect of promoting mental wellness at the workplace is recognising and incentivising employers who take proactive steps. The annual National Workplace Safety and Health CARE, or Culture of Acceptance, Respect and Empathy, Award is a commendable initiative, spotlighting organisations that exemplify outstanding mental well-being practices. These organisations are celebrated as model employers, setting a benchmark for others. In our quest to create a more robust recognition system, partnerships are key. The National Volunteer and Philanthropy Centre's (NVPC) Company of Good framework, which now includes mental wellness policies in its evaluation criteria, presents an excellent partnership opportunity. By aligning the Company of Good recognition scheme with the MOM and Workplace Safety and Health (WSH) Council’s efforts, we can create a unified platform. This consolidation not only streamlines the recognition process but also makes it easier for job seekers and consumers to identify exemplary employers.”
“Through a relevant organisation such as IHRP, MOM can consider offering CHRO-as-a-service and adopting the workflow as a possible tool to guide companies in improving mental wellness policies at the workplace. Beyond HR professionals, we need every employee to play an active role in strengthening mental wellness at the workplace. I wish to reiterate my previous call to SkillsFuture, urging the introduction of new Continuing Education and Training (CET) courses, specifically in the realms of peer support and managerial support training. As we move forward, I propose that SkillsFuture Singapore (SSG) updates its core critical skills courses. This update will enable employers to access a growing pool of individuals trained in implementing mental wellness policies and initiatives, a critical step in fostering a supportive work environment. A key skill set that we should aim to cultivate across all levels of our workforce is psychological first aid. WHO defines psychological first aid as a method to support people in crisis, focusing on meeting basic needs, showing care and concern, and respecting their culture, dignity, and capabilities. The primary objective of psychological first aid training is to empower every employee with the knowledge and skills necessary to assist colleagues in distress until they receive professional help or the crisis is resolved. This approach is akin to traditional physical first aid but focuses on mental health crises. Regarding the critical core skills training under SkillsFuture, there are already mentions of relational skills, soft skills, developing people and self-management but a notable lack of "psychological first aid". A search for "psychological/mental health first aid courses" returns less than 10 partially funded results.”
“So, I call on the Government to partner up with our TACs to implement industry-based mental health frameworks and offer funding through productivity solutions grants schemes. This will better support TACs in customising the organisation framework for their members and adopting mental health tech solutions. Four, scaling up of HR professionals and Chief Human Resource Officer (CHRO)-as-a-service. In my Adjournment Motion speech last January in this House, I highlighted the potential of broadening the roles of Human Resource (HR) managers, or other relevant managers, to encompass workplace mental well-being. We need to empower HR managers to oversee well-being policies, programmes and strategies within organisations, a move that balances efficacy with financial prudence. The Institute of Human Resource Professionals (IHRP) has been instrumental in this area. A significant initial step would be the integration of mental wellness competencies into the existing frameworks for HR professionals. So, I propose that MOM works closely with IHRP to refresh its Body of Competencies to include these vital mental wellness aspects. In addition, I hope that MOM can consider initiating collaborations between NUS and IHRP to infuse the organisation's mental health framework into existing HR frameworks. We must also recognise the constraints faced by SMEs, which often operate with leaner teams and limited resources. To further support employers who do not have the available resources to expand HR capacities, I propose that MOM deliver services through a CHRO-as-a-service programme. A similar model exists with the Chief Technology Officer (CTO)-as-a-Service programme by the Infocomm Media Development Authority (IMDA) that enables SMEs to engage digital consultants.”
“I wish to emphasise the dynamic nature of well-being, which varies along a spectrum, with individuals experiencing fluctuations over time. Recognising this, the WellNUS Mental Health Framework plays a pivotal role in mapping out the various stages of an individual’s well-being journey, providing a systematic approach to identify necessary initiatives and key stakeholders for support. A framework serves as a blueprint for employers, especially our SMEs in supporting their employees across different stages – from maintaining well-being, through periods requiring intervention and support, to recovery and the critical transition back to work. Crucially, this framework facilitates the smooth reintegration of employees into the workforce. It ensures that as they return, they do so to an environment that actively supports and nurtures their recovery. Wider adoption of this framework can significantly enhance the support provided to employers and employees across various sectors, leading to a more inclusive and supportive workplace. This is not merely a matter of policy but ensuring effective translation on the ground. Establishing an organisational framework is a good first step but we must recognise that organisations engaging in different activities will have different work settings and stressors. Hence, it is necessary to contextualise the framework based on industry and workplace nuances. However, contextualisation and customisation often limit the scalability of a framework. So, the next logical step is to contextualise the framework for organisations in similar trade and workplaces. This is an opportunity for the Government to partner with trade associations and chambers (TACs) to contextualise and scale up organisation mental health frameworks.”
“This way, companies can create better plans to help everyone, considering both individual needs and the work environment. In addition, we need to promote greater awareness and adoption of these measurement tools among employers. Hence, I would like to ask the Government if there are any specific plans in the pipeline to promote greater adoption. Two, scaling up Well-being Champions Networks to share best practices. The recent launch of the online portal Kaleidoscope, as part of the newly minted Well-being Champions Network, is one such example of how various tools and resources can be consolidated into a single platform to promote more effective access to workplace mental health resources. Using Kaleidoscope, members of the network can access physical and online networking events, workshops and training, an online forum to discuss issues with fellow members and expert personnel, tailored virtual consultations with professional consultants and a directory of curated articles, case studies and best practices. I would like to ask what is the current membership criteria for admission into the network. And what are the plans to increase the membership numbers? I would also like to clarify if the services offered through the network are accorded free of charge to members or what are the benefits for members beyond networking. For reference, Hong Kong has established a Mental Health Workplace Charter under its Occupational Safety and Health Council Ordinance, which is a statutory board. The 1,200 and more signatories of the Charter are entitled to free access, sponsored by the Charter, to one in-house mental wellness workshop, one advisory session with professional consultants and mental health first aid courses. Three, organisational wellness framework.”
“It proposes a tiered care model that focuses on supporting employers, customising care, reducing stigma, improving employment opportunities for individuals with mental health conditions, promoting re-integration and preventing discrimination. I support these measures proposed to improve workplace mental health and well-being. I echo the call for more support to be rendered to employers. This is a collective responsibility – while employers set the tone, every member of the organisation must contribute to systemic improvements in workplace mental health. I have five suggestions to enhance the support to employers further. One, harmonising existing measurement tools. As it is often said: "You can’t improve what you don’t measure." Enhancing the effectiveness of existing measurement tools is crucial in improving mental wellness at the workplace. Currently, tools like iWorkHealth and Human Capital Diagnostic Tool (HCDT) operate in silos, focusing on specific aspects of workplace well-being without interconnection. iWorkHealth is an online, self-administered psychosocial health assessment tool for companies and employees to identify common workplace stressors, while HCDT evaluates the broader organisational health and human capital aspects. This approach limits the understanding of how individual and organisational factors interplay in workplace mental health. To better support mental health at work, we should blend tools like iWorkHealth and HCDT. iWorkHealth looks closely at each person's mental health while HCDT checks the overall health of a company. By combining them, we can obtain a fuller picture – understanding both what each employee is going through and how the workplace might be affecting them.”
“Such findings are consistent with realities on the ground. For example, in the 2023 Health and Well-being Survey by the National University of Singapore’s (NUS) Office for Health and Well-being revealed that workplace mental health interventions can help to activate the building blocks for human flourishing. These building blocks were measured as positive emotion, engagement, relationships, meaning and accomplishments and health, PERMA + H, a model developed by Dr Seligman at the University of Pennsylvania. The survey revealed that employees from departments who promote mental health are 2.53 times more likely to have a high PERMA score, compared to those who are not. Another notable example is Singtel's iCare programme, encompassing mental, physical and financial well-being, which resulted in enhanced job satisfaction, stress management and emotional resilience among employees. iCare garnered strong support within months of its launch and 82% of employees felt strongly supported by the organisation and their managers in their overall well-being. This demonstrates that investing in mental wellness directly benefits a firm's bottom line, aligning with strategic economic goals and sustainable business growth. Mr Speaker, Sir, I wish to be clear that investing in mental health resources at the workplace is not merely to improve the firm’s bottom line. It is to help every Singaporean thrive in the workplace and not just survive. It is about helping every Singaporean to maximise their potential and derive purpose and meaning in their endeavours. MOH’s Health and Well-being Strategy for 2023 acknowledges the increasing prevalence of mental health disorders and emphasises preventive care.”
“Mr Speaker Sir, I am pleased to speak today as a co-proposer of the Motion and in support of hon Member Dr Wan Rizal. I will focus my speech on the case for better support for mental wellness at the workplace. My speech will build upon parts of my Adjournment Motion on Strengthening Mental Wellness at the Workplace which I delivered last January in this House. Most adult Singaporeans spend most of their time at the workplace. Hence, suffice to say that better support at the workplace will make a significant difference to the overall wellness of our society and create positive ripple effects for other segments in our community. For example, greater mental health literacy acquired at the workplace can equip parents to support their children back home and empower neighbours to support one another in the community. In the realm of productivity measurements, the Asia-Pacific Workplace Mental Health Study by Intellect, a Singapore-based mental health tech company, reveals profound insights. It demonstrates how absenteeism and productivity improved significantly – by 4.83% and 6.89% respectively – within just six weeks of active engagements with their services, such as self-help in-app content, personalised coaching and counselling from mental health professionals. According to the Mental Health Toolkit for Employers, published by the National Council of Social Service (NCSS), every $1 invested in workplace adjustments generates average returns of $5.60, reduces average annual medical expenses by 13.3% and increases the average yearly income per person by 6.5%. Improved levels of employee morale and productivity observed in mental health-friendly companies also reduce retraining and hiring costs, which average $3,650 per employee in Singapore.”
“Mr Speaker, Sir, I would like to ask just one supplementary question to the Minister. Given that business and cultural norms actually differ between countries and evolved. So, for example, in some cases, declining invitations to dinners or events may be perceived as disrespectful. What are the standard operating procedures (SOPs) and training provided to public officers who advance trade relations and attract foreign direct investments (FDIs) and how often are these training materials updated?”
“Thank you, Mr Speaker. I would like to ask the Senior Minister of State three supplementary questions. First, can he highlight sectors or jobs that are most at risk of wage stagnation or even worse, further deterioration in their wages? Second, what are the reasons for the elevated risks in these jobs or sectors? And third, what further support will the Government put in place to support employers in these sectors?”
“The clarity, fairness and consistency of this framework will be paramount in securing the trust and cooperation of businesses within the FTZs, also aiming to guide entities towards compliant behaviour. Lastly, while the proposed revisions are a commendable step towards bolstering the security and efficiency of our FTZs, are these revisions comprehensive and robust enough to truly thwart the threats cited? And beyond these amendments, what are other preventive measures that we, as a nation, are putting in place to counter such threats? It is not just about reactive measures, but about building a proactive shield that safeguards our trade reputation, ensuring that Singapore remains a beacon of trade integrity. To conclude, the Free Trade Zones (Amendment) Bill stands as a testament to Singapore's approach to trade. These queries hope to strike the right balance between safeguarding our trade zones from potential challenges and ensuring a thriving, business-friendly environment. Mr Speaker, Sir, I support this Bill.”
“But the pertinent question is: how will it impact the velocity of trade? Efficient trade necessitates swift decisions and rapid movements. Any delays could render our FTZs less attractive, especially when time-sensitive goods are involved. It is crucial that as we endeavour to make our trade zones more secure and compliant with international standards, we must ensure that these changes do not place an undue burden on our businesses, which could inadvertently stymie our growth. Hence, how do we anticipate businesses absorbing these costs? Will the revised FTZ regime inadvertently increase business and operational time costs and, by doing so, diminish the competitiveness of our FTZs? Will the Government introduce fiscal support measures to enable businesses to adhere to this amendment Bill and improve competitiveness? Secondly, I acknowledge the highlighted threats and risks, such as illicit trade and potential money laundering, that this Bill aims to mitigate. However, these threats are not novel. They have loomed over international trade for quite some time. So, what are the considerations for amending the FTZ Act only now? Thirdly, a point I would like to delve deeper into is the proposed penalty framework within the Bill. A robust and effective regulatory system is defined not just by its preventive measures, but also by its punitive ones. Will this penalty framework employ a structured, tiered approach, with penalties corresponding to the severity of non-compliance? It is crucial for our businesses to have a clear understanding of the repercussions, ensuring they can operate with certainty.”
“Mr Speaker, Sir, the Free Trade Zones (Amendment) Bill seeks to refine and strengthen the operations and oversight of our FTZs. Our FTZs are the lifeblood of our entrepot trade. The Bill's primary goal to enhance the security, transparency and efficiency of our FTZs resonates deeply. By striving to remain up-to-date with international best practices and increasing the level of oversight in our FTZs, this Bill reflects Singapore's unwavering commitment to trade with integrity and enhance global cooperation. This Bill proactively addresses potential vulnerabilities. Having said that, I would like to highlight four concerns. The first is regarding the potential economic implications. Singapore has always been renowned for its competitive edge in global trade, with our FTZs being a testament to our strategic prowess. While the enhanced regulations for FTZ operators may streamline processes in the long term, the immediate implication for businesses is a possible rise in costs. Specifically, the need to construct and maintain dedicated structures, ensure heightened security measures and provide a steady stream of data to Customs can be daunting, both logistically and financially. The new regime also emphasises the importance of FTZ operators disseminating information on the FTZ Bill's requirements. While essential, it demands a significant administrative apparatus. This is an operational dimension where efficiency is paramount. There is a potential risk that businesses might grapple with not just costs, but also operational delays. This could result in significant opportunity costs. Additionally, the introduction of the advanced data submission requirement is undoubtedly poised to offer greater oversight.”
“Thank you, Speaker. I would like to thank the Ministers for addressing my PQs on potential abuse on charities fundraising platforms. I would like to ask three clarifications. The first is, in cases where charities are found to be receiving donations by individuals that have been found guilty of money laundering, what are the recourse for charities if they have spent the said sums to serve the charities' beneficiaries, and if there will be any difference in recourse between charities who have filed STR compared to those who have not? The second clarification is what are the duties of charity fundraising platforms – not just the charities, but the platforms – in protecting themselves against money laundering or terrorism financing abuse? And thirdly, are there enhancements to the COC's controls and abilities to detect malicious actors from using charities for round tripping purposes?”
“As we continue to finetune the Lease Agreement Bill, addressing these crucial points regarding (a) A&P and Service charges; (b) clear guidelines and principles for conducting re-negotiations during adverse situations; (c) deviations of leasing principles, its remedies and oversight; and (d) clarifications on electricity charges will contribute to establishing a more transparent framework for both landlords and tenants. This Bill's significance lies in its commitment to fostering win-win outcomes and promoting compromise, ensuring a conducive environment for sustainable growth for our SMEs. I would like to thank various stakeholders, including landlords, tenants and SBF, who have worked diligently to develop this comprehensive Code of Conduct. Let us continue to engage in constructive discussions to achieve win-win outcomes. Mr Speaker, Sir, I support the Bill. 4.02 pm”
“This move aims to shield SMEs from additional burdens and foster a more equitable business environment. However, I have received feedback from SMEs which shared that they are being charged for additional miscellaneous costs, such as "meter reading fees", in addition to electricity charges. Tenants are now being charged monthly recurring charges, such as meter readings, tenant management charges and meter leasing fees. Due to advances in digital metering technologies, recurring charges for tenant management charges and meter readings are not justified. In this regard, the following points need further clarification. One, can the Bill explicitly specify the types of charges that can be reasonably passed through to tenants to prevent unwarranted additional costs? Two, with regard to the meter leasing fees, can tenants have the option to purchase the meter instead of being bound by leasing arrangements? Three, can the Bill specify specific technology adoption, such as digital meters, which do not require manual or physical on-site meter readings? This will not only increase overall productivity but also support Singapore's Green Plan 2030, empowering tenants with real-time data on power usage and insights to reduce energy consumption. Four, do tenants have the option to enter into direct purchase agreements with electricity retailers? This provision would grant tenants more flexibility in managing their electricity costs.”
“This could lead to reduced stamp duty collections, impacting Government revenue. Second, with regard to material adverse changes, this Bill compels parties to renegotiate the lease agreement when the tenant is prevented, obstructed or hindered from performing its typical business activity at the leased premises due to events beyond their control. Does the Bill provide clear guidelines and principles for conducting these renegotiations, ensuring equitable outcomes for both parties involved? During the challenging times of the COVID-19 pandemic, certain rent waivers provided by the Government were not efficiently passed through to tenants, requiring substantial efforts from relevant authorities to ensure proper implementation. In exigent situations like these, having agreed on guidelines and principles for renegotiations becomes even more critical. Third, regarding deviations in leasing principles, the Bill allows for leasing principle deviations wherein landlords and tenants can mutually agree to deviate from the principles. What recourse and remedy are available if landlords do not comply with the 14-day filing requirement, especially concerning deviations in the rental model? To address non-compliance by errant landlords, what regulatory powers and levers are vested in the Government or the FTIC? Further, how will the FTIC be informed if a landlord has filed a deviation or not, ensuring proper oversight and compliance with the leasing principles? Fourth, with regard to cost, this Bill includes essential prohibitions and norms. The Bill strictly prohibits profiteering from the sale of electricity. Landlords are mandated to pass through electricity costs without any mark-up or price discrimination.”
“Mr Speaker, Sir, at the heart of this Bill is the support it offers to retail sector SMEs, addressing the imbalances they have faced in lease agreements. The Bill aims to create a fairer and more equitable industry overall and, as a result, fosters sustainable growth. As we delve into the Bill's intricacies, some important concerns and suggestions come to light. I would like to share four concerns and suggestions, which would mostly centre on information transparency. First, with regard to advertising and promotion (A&P) and service charges under leasing principle 3.2, which states that the landlord is entitled to adjust the service charge and advertising and promotion charges, provided that the overall rents payable by tenants do not increase, can I clarify whether A&P and service charges are based on cost recovery principles? If so, does the Bill mandate landlords to provide detailed breakdowns of service charges and A&P spending? Transparency in these matters will ensure fair dealings and build trust among all parties. Additionally, landlords may face mounting cost pressures for third-party services like cleaning and lift maintenance, which may not align with tenancy terms. This situation might tempt landlords to price in a buffer or front load service charge costs, potentially affecting tenants' financial burdens. Conversely, the Bill should also address the concern of landlords backloading an increase of service costs during lease renewals to recover the difference from the initial term. Such practices would contradict the principle of no overall gross rent increase. This requires careful consideration and clarification. Furthermore, there is a risk of under-accounting or an under-declaration of rent revenue due to price-in buffers of the service charge component.”
“Thank you, Mdm Deputy Speaker. I would like to ask Senior Minister of State this: he mentioned about the impact from Chief Technology Officer-as-a-Service (CTO-as-a-Service). It is great to hear that companies are benefiting from CTO-as-a-Service since 2021. Just want to ask the Senior Minister of State since 2021, has there been any learnings from the service and any tweaks, particularly impact, in terms of scaling up and impacting more companies and raising awareness. The second supplementary question is, it is also good to note that the Ministry is tracking the productivity gains of SMEs Go Digital. But does the Ministry also track the mental wellness gains or impacts on the workers in these firms as well? Because I believe that productivity and wellness go hand in hand. So, how does digitalisation also impact the mental wellness of the workers, especially senior workers in these firms?”
“Thank you, Mdm Deputy Speaker. I would like to ask, typically, the participation at AACs is by mostly women compared to men. I would like to ask what are MOH's plans to drive higher participation rates amongst senior men, especially since there are higher cases of isolation among senior men.”
“Deputy Speaker, I would just like to turn it back to a policy, to Second Minister Edwin Tong, and to ask if the existing policy on guide rent at the onset and upon renewal takes into consideration additional structures, like swimming pools and car porch? Because it brings additional utility; not just per se a GFA but additional utility. And in what way does this also differ from commercial properties?”
“Deputy Speaker, I would like to ask the Senior Minister of State was the presence of a dog in the latest incident at Zhenghua Nature Park a contributing factor to the incident? And the second supplementary question is, if the wild boar population is left unmanaged, what is the impact to our biodiversity?”
“Thank you, Mdm Deputy Speaker. I would just like to ask the hon Senior Parliamentary Secretary: because student care operators are likely to face cost pressures, does MSF anticipate that student care fees would actually inch up and would MSF be prepared to increase the quantum for support in the coming years? The second supplementary question is: for families which have more than one child, the family expenses do not increase proportionately. So, will MSF consider stepped-up assistance for child two onwards? Thirdly, I understand that student care assistance schemes do not extend to enrichment programmes in student care. Would MSF look into supporting, especially children from resource-low families, in terms of the fees for enrichment programmes to promote a more inclusive learning environment in after school care?”
“We must energise them and provide pathways to do so. By doing so, we will effectively respond to the President's address that "we want a Singapore where everyone belongs and every citizen has the chance to achieve his or her fullest potential". Indeed, this is relevant to our seniors as well as they have the potential to give back multi-fold to society in many aspects.”
“Mechanisms used to engage seniors in community decisions also have a social component, facilitating the formation of new social ties and strengthening neighbourhood social capital. However, there are barriers to civic engagement among seniors. Barriers such as ageism and mobility challenges can make it difficult for seniors to access places where decision-making takes place. Additionally, age-related declines and impairments in physical and mental functioning may pose challenges to seniors' participation in civic activities. The civic engagement process encompasses four stages: informing, consulting, partnership and complete ownership. However, due to the challenges mentioned above, engagements with older adults may be limited to informing and consulting, rather than involving them in partnership or complete ownership of decision-making processes. As shared earlier in my speech, the new cohort of seniors will lead healthier lives through Healthier SG and with more focused engagements for key demographics such as men and more formal employment and volunteering opportunities, our seniors will be able to take part fully in the civic participation process. This in turn creates a positive virtuous cycle that ensures our seniors are valued, included and actively contribute to our communities. The ForwardSG exercise is an excellent opportunity to do so. Mr Speaker, Sir, I have shared in this house before that we should not view ageing as a silver tsunami but instead view this as a silver lining. Our seniors have the capacity to contribute and we must, we must, purposefully engage them. Like Mr Abas bin Jaffar who is experiencing a third wave and numerous senior volunteers at the PAP Zhenghua Branch, many more can contribute.”
“What if there could be volunteering programmes where our seniors are instead the volunteers and our young ones are being engaged in activities? With the same intention but different execution, it could create a sense of fulfilment amongst our seniors. During my Meet-the-People session at Zhenghua, I am often heartened to witness the robustness of our senior volunteers in registration for our residents and even assisting with the administrative matters that involve the use of digital gadgets. Often, our young volunteers and I draw on our senior volunteers' language and dialect abilities to assist in engaging residents in need. Watching how our young and seniors serving collaboratively at the People's Action Party (PAP) Zhenghua Branch, is one of my greatest joy. In fact, this is one of the actionable ways to address ageism. By providing opportunities to serve collaboratively, we break down corrosive stigmas. It is important that we continue to be innovative in engaging our seniors, be it through employment or other forms of active ageing that is purposeful and fulfilling. Another important aspect would include civic engagement with our seniors. Age-friendly civic participation and employment is a crucial domain in the World Health Organization's framework for age-friendly cities. Civic participation involves the active involvement of seniors in collective decision-making processes, ranging from sharing of information to participating in public consultations and community ideation. Research shows that seniors who engage in civic participation tend to feel more invested and valued in their community, fostering a sense of belonging and meaning in life.”
“The Government has initiated inclusive workplace policies such as the Senior Employment Credit where wage offsets are provided for employers who hire seniors aged 55 and above and other policies like the Senior Worker Early Adopter Grant. While these policies enable companies to provide inclusive workplace policies and prevent age-related discrimination in the workplace, I believe that initiatives can go beyond just a senior's employment longevity. Like younger workers, our senior workers are also required to keep up with the ever-changing workforce and economy. Notably, in the recent Ministry of Manpower (MOM) Committee of Supply (COS), MOM shared about CareersFinder being a viable resource to help employees climb the career ladder, stay current and employable, regardless of whether one is in their early, mid or later stage of his or her career. Will the CareersFinder through the Jobs Transformation Maps (JTMs) be available to seniors beyond the official retirement age? Are there any concrete training programmes identified in these JTMs that would benefit seniors and ensure they continue to stay relevant in the workforce? Apart from formal work for our seniors, there can be more opportunities for seniors with interests to contribute back to society as a way to feel purposeful in their golden years. Such opportunities could be in the area of volunteerism. Today, it is heartening to see many volunteering programmes that bring together young volunteers and seniors to engage in activities to build intergenerational bond. For example, the YOLDEN programme helmed by Youth Corps Singapore brings together our young and senior individuals through activities like the senior befriending programme.”
“Later, he became a hawkerpreneur for 30 years from 1989 to 2019 at various locations. He then joined the PAP Community Foundation (PCF) Sparkletots as a part-time cook in 2019 and, from 2022, now works full-time as their chef-in-residence. Throughout the shift in his career paths, he has found tremendous fulfilment and enjoyment in his various professions. Cooking allows him to be creative and he loves experimenting with new flavours and techniques. Moreover, the joy of seeing young children at PCF Sparkletots enjoying his dishes is incredibly rewarding. Overall, this third wave of his career has been a perfect fit and he looks forward to providing nutritious meals to our children for many years to come. This made me reflect on the untapped potential that other seniors have, and how we must utilise it, such that they can contribute to society in whatever ways they find meaningful. Many studies have shown that the way to longevity and health is the constant stimulation of the mind through social relationships like work and continuous learning. Two themes consistently come up. One, social relationships that you can gain from continually working and staying connected and, the other, continuous learning. This is very important moving forward as our population ages and our senior workers continue to form an ever-increasing share of our workforce. Enabling companies to provide inclusive workplace policies continues to be crucial in addressing age discrimination in the workplace. Employers can take steps to integrate older adults into the workforce by offering informal and formal "second or third wave of career pathways" that allow older adults to re-enter or remain in the workforce.”
“Such data will be helpful in enhancing the current slew of programmes offered in SACs to better cater to the needs and preferences of older men. This information is also important to ascertain if current SACs possess the capacity to support older men or if dedicated facilities for men, as in the case of Men's Sheds, are necessary. Moreover, if the data eventually reveals that present programmes in SACs can be tweaked to better encompass the needs of older men, can the Government consider implementing a consolidated framework across SACs that streamlines key objectives, approaches and outcomes for older men? I would also like to call on the People's Association (PA) to look into providing more programmes to encourage grassroots participation among older men. At present, PA, through the Women's Integration Network Council, manages a network of Women's Executive Committees (WECs). WECs run a range of programmes to meet the needs of women from different backgrounds, ranging from health matters, parenting, managing work-life balance, financial literacy and employability. WECs also help to form interest groups for women to interact with one another over shared interests and volunteering opportunities. Can PA consider similar approaches for men that, in particular, focus on providing more tools and programmes to better meet the needs of older men? Mr Speaker, Sir, it has been a privilege meeting seniors in my constituency and they often inspire me and my team. Mr Abas bin Jaffar is one such inspiring resident in Zhenghua. He is 68 years old. His first job was in a shipping company, where he worked from 1976 to 1989 as a pattern-maker and excelled in the role so much so that he received the NTUC Model Worker Award in 1984.”
“Similar to Men's Sheds, Senior Activity Centres (SACs) in Singapore's context function as centres to provide support for seniors through various programmes, activities and outreach. As of 2019, there are more than 50 SACs serving approximately 40,000 seniors in Singapore. However, a 2011 study on social networks and depressive symptoms among older adults in Singapore revealed that men, 40%, are under-represented, as compared to women, 60%, among frequent users of SACs. In the Fei Yue Seniors Activity Centre at Zhenghua where I serve as a Member of Parliament, the current membership of females is 56.8%, while for males it is 43.2%, roughly equal. However, the participation rate for females are three times higher than males: 75.8% for females and 24.2% for males. We can see that membership rates at this centre are fairly even, while participation rates are skewed, with more women taking part. Possible reasons shared by our staff are that some male members are still the breadwinners of their family and they do not have the time for such activities. Male members may also be more closed-off and do not wish to be engaged at all. Activities, such as craft sessions and Zumba, are generally held in many centres but may not be appealing to the male members. However, activities, such as drone flying and carpentry which are more attractive to men, are hard to come by due to space and cost constraints. The need for dedicated Men Sheds and activities, hence, becomes even more important to engage men. Hence, can the Government work together with operators of SACs to better understand the factors that result in men being less likely to frequent SACs?”
“Men's Sheds are often run by the men who use them, in a bottom-up approach, which can elicit stronger feelings of fulfilment and achievement. In the UK, many Men's Sheds are run by grassroots organisations, such as Age UK, while in Australia, there are management committees responsible for creating a safe and welcoming environment for men to work on community projects of their choice. Men's Sheds provide an important avenue for older men to combat isolation, loneliness and depression and to regain a sense of value and productivity in their communities. A 2021 study on the impact of Men's Sheds provided a model that showed many different and interlinked ways in which Shed activities can positively impact the behaviours and attitudes of Shed users, in the areas of increased health seeking behaviours, improved perspectives on personal and management of health and improved ability to manage and overcome physical and mental illness and recovery among men. The model also demonstrated some of the less obvious ways in which activities can have positive health outcomes. For example, men may attend a Shed simply to engage in practical activities. However, this may lead to unexpected improvements in their ability to cope with adversity by finding a social network that they could experience support and understanding from. These findings are significant from a policy standpoint because they suggest that initiatives like Men's Sheds, while not directly delivering a health service, can contribute to engaging men in health improvement practices and increase their health knowledge, thereby strengthening the case to push for such initiatives.”
“As a result, older men face increased risks of loneliness and its associated negative impacts on physical and mental health. It is important to recognise and address the unique challenges that men may face in terms of loneliness in old age and to promote strategies and interventions that support healthy social connections and well-being in this group of the population. A 2010 study on older men and women in Singapore found that having a strong social network outside of the household moderated depressive symptoms among older men. In other words, men living alone with weak social networks were reported to have higher depressive symptom scores, compared to those with strong social networks outside the family. There is an interesting idea I chanced upon: Men's Sheds. They refer to any community-based, non-profit, non-commercial organisation that is accessible to all men and whose primary activity is the provision of a safe and friendly environment. A major objective is to advance the well-being and health of their male members. They are community spaces designed for men to connect, converse and create, and have become one of the most widespread and effective tools in addressing health and well-being, especially for older men, in many countries, including the UK and Australia. Men's Sheds provide a supportive environment for men to engage in a diverse range of activities, from technical skills like furniture-making and woodwork, to simply grabbing coffee and talking. This movement originated in Australia around the 1980s as a way to improve the health and well-being of older men, recognising that men may be more reluctant to talk about their emotions and seek help due to societal expectations of toxic masculinity.”
“Mr Speaker, Sir, I rise in support of the Motion of Thanks to the President. Today, I would like to address the important topic of empowering our seniors. Our seniors are not a monolithic entity. They are a diverse group. Importantly, our seniors have the capacity to contribute to our communities and lead purposeful lives. According to the Ministry of Finance (MOF) report on key socioeconomic outcomes across cohorts, 32% of the Merdeka Generation cohort progressed beyond secondary education, while 49% of seniors born between 1960 and 1969 made it there. Education levels over the years have increased, and these differing archetypes also mean that seniors have different expectations and capacities in their golden years. Newer cohorts of seniors, who are more educated and healthier due to advanced healthcare, will feel they have more to contribute to our society. In my speech, I will further discuss how we can further support older men, such that they have a solid support system after retirement, the importance of creating more opportunities for seniors with interests to contribute back to society, civic engagement with seniors and the necessity of inclusive workplace policies. Statistics have shown that men are more likely to experience loneliness in old age compared to women. This phenomenon can be attributed to various factors, including societal norms and expectations around masculinity. Men may have been socialised to be more independent and self-reliant, which can result in fewer social connections and support systems as they age. Additionally, traditional gender roles may have limited men's opportunity for socialisation outside of the work and family roles, leading to fewer social connections in later life.”
“Therefore, I look forward to the review and some proposed pathways to making this better for all. In conclusion, I have highlighted three important areas of focus in Singapore's response to COVID-19: first, ensure that our homes are resilient in the face of future pandemics and that resource-low households are safeguarded; two, work closely with TAs to prepare for future pandemics; and lastly, expedite the disbursement of Government support for businesses to save jobs and spur hiring.”
“Lastly, I have received feedback from the business community that the Jobs Growth Incentive (JGI) rolled out during the pandemic to save jobs and spur hiring were, unfortunately, beset with instances of disbursement delays. In particular, Phase 5 of the JGI payout has caused some administrative pain for companies. Businesses shared that the Inland Revenue Authority of Singapore (IRAS) conducts random checks to verify employment numbers. These checks involve specific documents, like employment details of certain employees, hours worked, work schedules and pay slips, and such reviews take up to six months. In a particular case, since June 2022, no payouts for Phase 5 onwards have been made, although information for those phases have been asked for by IRAS and reviewed. This means that the review has taken close to 10 months. Upon further enquiry, IRAS was not able to provide the status updates and was not clear on whether the company was eligible for payouts or not. When asked about the delays, IRAS cited manpower shortages as the reason for the longer review, rather than any cause for concerns with the company's documentation. Sir, businesses continue to be cash flow-driven and delays in payouts can make or break companies, especially in these cost-inflated times. Can the Government work towards ensuring that the disbursement process is better streamlined and efficient, without compromising on the necessary checks and balances? This must certainly be challenging for civil servants involved too, so I do understand the operational constraints. So, any solution has to include the organisation being adequately resourced. It is important that these support measures are effective and accessible to businesses, when they need it the most.”
“Taking into account the challenges faced by households living in 1- and 2-room flats, due to constraints in living space, what must be done to fortify all housing types to ensure that they are resilient in future pandemics? Secondly, the COVID-19 pandemic has highlighted the need for businesses to work closely with the Government to ensure that essential services are not disrupted. During the pandemic, many businesses in Singapore worked with the Government to manage migrant workers' inflows at dormitories. This helped to ensure that essential services continued to be delivered. Particularly, associations, such as the Dormitory Association of Singapore Limited (DASL), contributed significantly to managing the unprecedented situation in the dormitories. Were there useful lessons learned from these partnerships with DASL and the Singapore Contractors Association and has MOM put in place measures to better prepare for the next pandemic? It is crucial to work with the trade associations (TAs) on pandemic response and establish pandemic-related SOPs and communication channels. This way, TAs will be ready with a pandemic response and there will be a clear line of communication with the Government to ensure the efficient cascading of information, both ways. To tackle the possibility of such similar pandemics where the speed and scale of virus spread becomes unprecedented, is the Government looking to prepare pre-emptive policy coordination in the present state? Will these be included as one of the workstreams of the dedicated centre for public health and forward planning?”
“For our resource-low households, particularly those living in 1- and 2-room flats, these challenges were amplified and experienced more acutely because of their space constraints. During the Delta wave, our strategy pivoted from "zero-COVID-19" to "living with COVID-19". With the re-characterisation of the virus as a disease mild enough to recuperate at home, the directive that followed was for infected individuals to self-isolate within the confines of their homes. However, for those living in 1- and 2-room flats, where there is only one bathroom and multiple dwellers share the same bedroom, self-isolation proved almost inconceivable and this drastically increased the risk of other household members contracting the virus. Having multiple members of a resource-low household contract COVID-19, leads to greater financial insecurity, as compared to middle- and higher-resource households. While their ability to work is compromised, resource-low families often do not have access to work-from-home (WFH) alternatives and rely on a smaller pool of savings to tide them through periods of no work. As a Member of Parliament of Zhenghua, I have first-hand experience of the challenges faced by such families, especially those living in our public rental flats. I was in constant communication with residents and appealed to the MOH team who did their best, given the situation, to assist them. The limitations of our present homes in protecting residents in the face of a pandemic, especially in the case of 1- and 2-room flats, justifies a re-think of our minimum housing standards.”
“Mr Speaker, Sir, I support the Motion. The White Paper on the COVID-19 Response is a fair assessment of how Singapore performed in its fight against COVID-19 and candidly stated certain areas to be improved, which I will elaborate upon in my speech today. First, I would like to express my sincere gratitude to the healthcare workers, frontline essential workers and all those who have worked tirelessly to keep our communities safe during these challenging times. Your dedication, sacrifice and unwavering commitment to the well-being of our society, have not gone unnoticed and we extend our heartfelt appreciation to every one of you. As we reflect on the past few years, it is important to acknowledge the challenges we have faced as a nation. In particular, I would like to address three areas that we could have done more to mitigate the effects of the pandemic. First, the need to build more resilient housing, especially for low-resourced and vulnerable households. Challenges in our housing structures and capabilities, especially in the case of 1- and 2-room flats, became even more apparent during the implementation of the Home Recovery Programme (HRP). The HRP was made the default mode for managing COVID-19 cases, from 15 September 2021. Fully vaccinated individuals aged 12 to 50 years, with no or mild COVID-19 symptoms were advised to recover at home, without needing to visit a hospital or a community care facility. The transition proved frustrating for many Singaporeans. Some were unable to get through to MOH's hotline for instructions, while others who were not suited for home recovery faced delays in conveyance to recovery facilities.”
“Mr Chairman, the Budget has provided assurance, especially to lower-income Singaporeans who are already living close to the edge of their financial capabilities. While we ensure that Singaporeans' physical well-being is taken care of, we must not neglect their mental well-being. As physical and mental health are intertwined, there can still be targeted support measures and platforms to prioritise mental well-being. As such, there are three questions I would like to raise to MCCY. First, the launch of SG Mental Well-Being Network in July 2022 is a testament of ongoing efforts in increasing mental health literacy, awareness and serves as a platform for others seeking appropriate resources. Could MCCY provide an update on the progress of the SG Mental Well-Being Network? On the focus of community and peer support, what are the programmes that have been consistently run to cater to the needs of the community? Second, in the recent update of National Voluntary and Philanthropy Centre (NVPC)'s framework with an emphasis now on corporate purpose instead of corporate giving, what are MCCY's priorities and resourcing of this programme? Also, with greater complexity in our business environment today, there is an impetus for companies to contribute more actively in doing good and this begins with the employees. Is well-being of employees a key developmental factor in a Company of Good programme? Lastly, EnterpriseSG Scale-up SG scheme has been promising in supporting local companies with high-growth potential. As these companies grow, is NVPC also working closely with EnterpriseSG to help ensure that the Scale-up SG scheme does not only assist companies in profit-making potential but also their triple "P" bottom line? Encouraging Businesses to Give Back”
“Hence, we are likely to see a growing pool of older women with poorer health expectancy and who live alone, making them more vulnerable to feelings of loneliness. Hence, I would like to ask how many older women presently live alone in our housing estates and if there have been any attempts to understand the impact of our built environment on their socio and emotional well-being. Since the feminisation of aging is set to accelerate in coming years, what provisions have been made to cater to the needs of our older women? Specifically, how can our neighbourhoods better enable our older women to remain socially engaged? One suggestion can be to have more physical activity stations that are catered for women in our void decks. These stations can focus on strength training to curb the degradation of muscle mass that contributes to lower mobility and increased rates of morbidity. Within these spaces, older women can foster deeper connections among themselves through everyday bonding and community activities. With targeted and meaningful interventions, we can enable more people to embrace ageing and experience renewed meaning and fulfilment in their silver years. Right-sizing for Seniors”