Josephine Teo
Singapore
“The Government's risk-calibrated approach to data security in artificial intelligence (AI) systems was explained in a written reply, given on 9 January 2024, to related questions asked by Dr Tan Wu Meng and Mr Gerald Giam.”
“Access to frontier models is helpful for specific use cases, such as advanced research and cybersecurity. However, these form a small proportion of artificial intelligence (AI) demand. For most industry, Government and research uses, capable models are already available.”
“The Government tracks the development of technical standards for identifying artificial intelligence (AI)-generated content, including watermarking and digital provenance approaches, as part of broader efforts to manage AI-related risks.”
“Upon receiving a valid report of intimate image abuse, the Commissioner of Online Safety is empowered by law to direct Online Service Providers (OSPs) to disable access by Singapore users to the specified harmful online material. This direction may be extended to cover identical copies found on the platform.”
“The Government is committed to keeping children safe online. We have announced plans to extend age assurance requirements to designated social media services, including requiring platforms to keep users under 13 off their services.”
“Under the Online Safety (Relief and Accountability) Act 2025, the Commissioner of Online Safety is empowered to issue directions to platforms to remove specified harmful content, including intimate image abuse.”
The complete record
Every one of 2,900 lines we hold for Josephine Teo, in date order, each linked to its source. Free to read, in full, without an account. Page 20 of 58.
“As the Member is aware, wage increases in the mandatory Progressive Wage Model (PWM) sectors are deliberated by the respective sector’s tripartite cluster committee. These comprise representatives from employer associations, unions, service buyers and the Government. We expect that discussions in the tripartite cluster committees will reflect the views of firms and buyers on the economic conditions and whether the proposed increases are manageable. When it comes to lower wage workers, we should not be so quick to cite economic conditions as a reason to postpone wage increases. Instead, precisely because of the economic impact of the COVID-19 pandemic, we must make every effort to keep up and ensure lower-wage workers emerge stronger from this crisis. The National Wages Council (NWC) also recognises this. Despite the downturn in 2020, it called for the continuation of agreed PWM wage increments. The NWC also called on employers implementing wage freeze to instead consider wage increases for lower wage workers and those implementing wage reductions to instead freeze wages of lower wage workers. In the security, cleaning and landscape sectors, where PWM has been implemented for several years, we have seen contract values increase, reflecting the higher wage cost. This shows that firms in the PWM sectors are able to pass on the wage cost increases to service buyers. In addition, rogue firms that do not comply with PWM wage requirements risk losing their licence status.”
“Ultimately, companies that are progressive in employment practices will find themselves being able to attract and retain more talent in the steady state.”
“The Tripartite Standard on Work-Life Harmony was launched by the Tripartite Partners in April 2021 to promote the adoption of flexible work arrangements and various employee support schemes. These measures support employees in achieving better work-life harmony and can also help improve a company’s recruitment and retention of talent over time. The Tripartite Alliance for Fair and Progressive Employment Practices will conduct clinics and briefings to companies, working with the various Trade Associations and Chambers. The National Trades Union Congress and Singapore National Employers Federation will also be encouraging companies to adopt the new Standard through their own networks in the coming months. Employers who adopt the Standard in 2021 will be able to access the Human Capital Diagnostic Tool (HCDT) at no cost. The HCDT allows organisations to gain valuable insights on the strengths and maturity of their human capital practices, employee workplace experience and well-being, and supports their journey to be a more progressive employer. The Tripartite Partners have also set up the Alliance for Action on Work-Life Harmony in March this year to rally ground-up action to take ownership of work-life harmony. The Alliance for Action will develop resources, as well as organise sector-specific Communities of Practice to discuss work-life harmony practices that are practical for each sector. As part of the Alliance, we also have a team of over 100 Work-Life Ambassadors who will promote adoption of the new Tripartite Standard on Work-Life Harmony to both employers and employees. Companies that adopt the Tripartite Standard (TS) can use the TS logo in their publicity and recruitment materials to identify themselves as progressive employers and employers of choice.”
“All employees, regardless of whether they have taken the COVID-19 vaccine, should continue to practise public health measures such as the Safe Management Measures for the workplace. This includes adhering to the prevailing work-from-home requirements. When a high proportion of the population is vaccinated, the risk of infection for those who have not been vaccinated is also indirectly reduced. Employees who are unable to receive the COVID-19 vaccination, such as those who are severely immunocompromised or have a history of anaphylaxis, will thereby be better protected. Should persons who are not vaccinated wish to continue working from home on a permanent basis, they may raise the request with their employers. We encourage employers to consider such requests sympathetically and explore mutually acceptable arrangements.”
“A company’s quota for work permits and S Passes would be reduced as a result of a drop in the company’s workforce numbers. Existing employees who may not be in Singapore due to entry restrictions are included in the workforce numbers so long as they continue to be on the company’s payroll as evidenced by CPF contributions, or hold a valid work pass if they are non-residents. To be fair and consistent to all employers, we do not include workers who have obtained in-principle approval but have not arrived in Singapore to start work. MOM may, on appeal, grant time-limited extensions for existing work passes, if there are valid reasons and assurance that they are short-term in nature. Companies that need transitional support while implementing plans for a leaner workforce can also consider applying for the Lean Enterprise Development (LED) Scheme.”
“Nevertheless, there remains much work to be done to promote the development of social norms that support more equal gender roles and more opportunities for women’s career progression.”
“Singapore’s adjusted gender pay gap – that is, after adjusting for differences in occupation, industry, hours worked, age and education – narrowed from 8.8% in 2002 to 6.0% in 2018. This compares favourably to other countries such as the US and Canada, both of which are around 8.0%1. Through a recent joint study on Singapore’s Adjusted Gender Pay Gap that MOM conducted in collaboration with Assoc Prof Jessica Pan from NUS, we found that the main contributing factor for gender pay gap in Singapore is occupational segregation. In the healthcare sector, for example, there are more men than women in higher-paying occupations such as medical doctors. For science, technology, engineering and mathematics (STEM) related occupations such as engineers, there is a higher proportion of men than women. The adjusted gender pay gap measures the difference in pay for men and women in the same occupation. We are not able to isolate the impact that factors such as experience and performance have on career progression and consequently on the adjusted gender pay gap. We seek to support women to enter and remain in occupations of their choice. This includes facilitating mentorships and career guidance to help women enter traditionally male-dominated industries, greater recognition of women and their career achievements to inspire other women to do the same, and upholding merit-based employment practices. We also encourage shared care-giving responsibilities between both genders as well as the adoption of flexible work arrangements and other work-life strategies to help employees fulfil both their work and personal responsibilities. The fall in the adjusted gender pay gap is likely a result of these on-going efforts.”
“Whether the trainees will be offered a permanent role with their host organisations will depend on the fit of each trainee to the available jobs, and the business situation and hiring needs of the host organisation. However, the skills and experience acquired through the programmes will put the trainees in a better position to secure jobs in other organisations as well. We will continue to monitor these programmes closely and WSG will provide career support to trainees where needed.”
“WSG works closely with the unions, agencies and employers to place local jobseekers into jobs. In 2019 and 2020, WSG’s programmes and career matching services placed over 81,000 locals into jobs. In addition, WSG placed close to 5,300 locals into traineeships and company attachments under SGUnited Traineeships and Mid-Career Pathway programmes. Over 52,000 locals, or 60%, were placed into professionals, managers and executives (PMET) level jobs, traineeships or attachments. Amongst those placed into PMET-level positions: (a) about 40% were mature workers aged 40 and above, (b) more than 35% were placed in growth sectors such as Information and Communications, Financial Services, and Healthcare; and (c) for those whom we have information on their previous employment, more than 60% were previously unemployed. Almost half of this group had been out of work for six months or more before placement. The majority of these placements was into permanent jobs. These placements were primarily through career matching services offered by WSG’s Careers Connect, NTUC’s Employment and Employability Institute and other placement partners, with career conversion programmes accounting for a smaller share of placements. The employment outcomes of participants placed in PMET-level positions through the career conversion programmes are good. About nine in 10 of participants remained employed after 18 months. About seven in 10 earned more than in their former job. As for participants in the SGUnited Traineeships and SGUnited Mid-Career Pathways programmes, the large majority are still undergoing their traineeships or company attachments.”
“We have started the COVID-19 vaccination programme for workers staying in large dormitories who are more susceptible to the risk of infection and thus prioritised for vaccination. This included migrant workers from the Construction sector. By end April, 42,000 migrant workers had been fully vaccinated of which about 70% were from the construction sector. Depending on availability of vaccine supply, MOM and MOH will continue to progressively vaccinate migrant workers in the coming months. Vaccinated migrant workers will have better protection against becoming seriously ill, but the risk of infection is not zero. In addition, the risk of onward transmission by vaccinated persons is being studied. At present, migrant workers who have received the full course of two doses of the COVID-19 vaccines will be tested every 28 days instead of the current 14-day testing cycle. This frequency will be subject to monitoring and review. For newly arrived migrant workers, the requirements for Stay-Home Notice who are vaccinated in their home countries remain the same as unvaccinated persons for now. The Government is monitoring the vaccine situation, including studies on reduction of transmission risk due to vaccination, and will review these requirements as more information become available.”
“Today, progressive employers, including the civil service, offer paid volunteer leave so that employees can take time off to volunteer in their individual capacities. There are also those that organise company or department-wide volunteering activities to foster a culture of service. More leave mandated in the Employment Act will impact all businesses, regardless of their capacity to accommodate. There have also been calls to mandate additional leave for other needs, such as care-giving of aged parents, bereavement and to seek fertility treatment. Such statutory entitlements have to be carefully considered and prioritised, so as to strike a balance between employees’ needs and increased costs to employers as well as impact on these workers’ employability. The Government, through several initiatives, has been encouraging employers to engage in volunteerism. With the Business and IPC Partnership Scheme (BIPS), employers enjoy 250% tax deduction on wages and related expenses when they organise or support their employees to volunteer and provide services at Institutions of a Public Character (IPCs), including secondments. Employers can also refer to the National Volunteer and Philanthropy Centre’s Company of Good Portal for resources on corporate volunteerism and the Giving.sg platform for volunteering opportunities.”
“Our ACE Group’s Forward Assurance and Support Teams (FAST) are also trained to identify and administer psychological first aid to distressed workers. Third, we have enhanced the support eco-system for migrant workers. To date, we have trained close to 100 migrant workers as peer support leaders in some dormitories and will be implementing this at another 300 dormitories. We aim to have 600 peer support leaders by the end of 2022. Employers and dormitory operators have also received advisories asking them to keep a look-out for their workers and encouraging the formation of a buddy system at work and in communal living. The recent cases at Westlite Woodlands and SCM Tuas Lodge reinforce the need for us to ease restrictions in a safe, gradual and calibrated manner. We have tightened measures such as Safe Management Measures at RCs and suspended visits to the RCs for the affected dormitories to prevent the spread of COVID-19 beyond the affected dormitories. When we enforce restrictions within the dormitories, our FAST are also on the ground to reassure the affected workers and ensure that their salaries, benefits and welfare are also taken care of. When the number of cases in dormitories remain very low for a period of time, migrant workers will be allowed to visit the community in controlled numbers once a month. When a large majority of dormitory residents are vaccinated and the risk of transmission in dormitories is greatly reduced, we can ease restrictions further.”
“MOM has a range of measures to support the migrant workers’ recreational and welfare needs while ensuring that they stay safe and the risk of infection in the dormitories is kept low. MOM has increased migrant workers’ opportunities to visit recreation centres to three times a week and increased the time allocated for each visit to four hours. Migrant workers may also combine their visit slots for the visit. We have re-opened in-dorm communal facilities such as communal kitchens and sporting facilities. We have also worked with various partners to facilitate outings to places of interest for migrant workers. We also keep our migrant workers updated on the latest COVID-19 measures and information regularly through our bulletins on FWMOMCare App. We have made mental healthcare more accessible. To this end, we set up a multi-stakeholder taskforce called Project DAWN since November last year, comprising representatives from MOM, Government psychologists, the Institute of Mental Health (IMH), and two Non-Governmental Organisations (NGOs) – the Migrant Workers’ Centre (MWC) and HealthServe. Project DAWN seeks to develop and implement a comprehensive support ecosystem to manage the mental health of migrant workers. We have started putting our plans into action. Our NGO partners provide counselling services in our migrant workers’ native languages. We have also shared mental health resources, including the dissemination of helplines posters to all dormitories to act as visual cues and reminders. Second, we have strengthened frontline support. IMH has trained close to a core of 50 frontline medical professionals to identify and offer care to workers who may require mental health interventions.”
“We thank the Members for their interest. During this year’s Committee of Supply debate, I explained at length the Government’s thinking on the issues concerning gig workers and the steps we had already taken. We are actively studying further measures to safeguard their well-being, including helping them better meet healthcare and retirement needs. As there are multiple considerations to take into account, we need more time and will provide an update in due course.”
“If discrimination were established, depending on the severity of the issues, MOM would take appropriate enforcement actions against the errant employers, from requiring them to rectify the lapses in their HR processes to suspending work pass privileges in the more serious cases. MOM takes a serious view of workplace discrimination, including discrimination on the grounds of gender, marital status and family responsibilities. Individuals who feel that they have met with employment discrimination are advised to file a complaint with TAFEP if the alleged discrimination occurred before or during employment, and with TADM if it concerned dismissal.”
“Under the law, female employees are protected against wrongful dismissals at any stage of pregnancy. Since April 2019, when TADM started mediating dismissal disputes, 110 wrongful dismissal claims involving pregnant employees have been lodged. In managing wrongful dismissal claims, TADM looks into the circumstances of the dismissal by gathering facts from the employee and the employer. TADM then assesses whether the dismissal claim is substantiated and steers the parties towards a fair settlement. In the majority of cases, employers had sufficient cause to dismiss the pregnant employees due to work performance issues but did not communicate the reasons properly to the employees. For such cases, TADM would explain to employees the lack of basis for their claims but still help them to get closure, such as getting the employer to provide some ex-gratia payments on compassionate grounds. Overall, about 80% of the concluded cases were resolved at TADM. The remaining cases were referred to the Employment Claims Tribunals (ECT) for adjudication – of which 30% resulted in money orders in favour of the employees. Unlike TADM which mediates disputes on wrongful dismissal, the Tripartite Alliance for Fair and Progressive Employment Practices (TAFEP) focuses on in-employment and pre-employment discrimination cases, such as gender discrimination against jobseekers and employees. For cases where there is evidence of discrimination, TAFEP will refer them to MOM for further investigation. In such investigations, MOM will require employers to account for their actions which include not hiring pregnant jobseekers and provide evidence to prove that they did not have any discriminatory employment practices.”
“MOM and the Workplace Safety and Health (WSH) Council recently updated the WSH Guidelines on Managing Heat Stress in the Workplace in December 2020, taking into account the effects of climate change, and the risk that Singapore's daily temperatures could increase. The Guidelines were updated to include strategies to reduce heat stress such as acclimatising newly-assigned workers and scheduling heavy physical work to the cooler part of the day. The revised Guidelines also included early recognition of heat stress and first aid training, as well as an updated heat stress prevention checklist covering both indoor and outdoor work. Based on our inspections, companies do put in place the appropriate mitigating measures for effective management of heat stress. For example, in the construction industry, we found that companies provide workers with sufficient breaks, temporary rest shelters and access to water points throughout the day. For the Marine industry, companies use mobile shelters where possible to shield workers from direct sunlight as they carry out their work. MOM closely monitors the effects of climate change and will issue updated guidance when necessary. We will also continue to work with the industry and WSH professionals to identify, educate on and prevent hazards posed by climate change to our workers' safety and health.”
“From 2016 to 2020, dependants of foreign work pass holders holding a Dependant's Pass (DP) who have sought employment in Singapore through a Letter of Consent (LOC) have consistently constituted about 1% of all work pass holders. The vast majority of DP holders do not work during their stay in Singapore. Those who do are employed across a range of sectors, including Education, Information & Communications and Professional Services. MOM does not collect data on whether DP LOC holders are working full-time or part-time. Their salary information is also indicative at the point of application and generally aligned with those of the foreign workforce here. We do not publish the breakdown of our foreign workforce by nationality, including for DP LOC holders, as it is not in Singapore's best interest to do so. From 1 May 2021, MOM will be aligning the requirements for DP holders who wish to work in Singapore with the requirements for all other foreigners working in Singapore. All DP holders who wish to work during their stay in Singapore will need to apply for a relevant work pass, such as an Employment Pass, S Pass or Work Permit. The impact to the overall workforce is likely to be minimal as the majority of existing DP LOC holders will be able to qualify for a mainstream work pass. As for the impact at the firm level, it will depend on LOC employers' willingness to accommodate them through adjustments to their HR arrangements. This change does not affect foreign spouses and children of Singapore Citizens and Permanent Residents holding a Long-Term Visit Pass (LTVP) or LTVP-Plus (LTVP+) issued by ICA. They may continue to seek employment through an LOC or pre-approved LOC.”
“Companies that operate with large amounts of flammable substances, including combustible dusts, are required to be located in industrial estates. This requirement does not apply to companies processing combustible dust on a smaller scale. Combustible dust takes many forms, including food products such as flour, sugar, and corn starch. Imposing this requirement on all companies would mean that many SMEs, including heartland bakeries, cannot be sited in residential areas. Given the remote risk of small-scale dust explosions affecting adjacent buildings, it would also be impractical to require all such companies to move away from residential estates. Nevertheless, all companies that use combustible dust are required to implement effective control measures to mitigate combustion risks to their own workers, regardless of where the business is located. The risk of combustible dust explosions can be minimised with simple measures such as having adequate ventilation and regular housekeeping to prevent the build-up of dust in the air. Companies can refer to the MOM circular on the Hazards and Controls of Combustible Dusts dated 23 July 2015.”
“Additionally, families caring for the elderly or young children can also tap on eldercare services and, child- and student-care centres.”
“Indonesia informed employment agencies (EAs) in Singapore of its intent to implement a "zero placement fee" policy in 2020. This meant that the placement fee payable to the EAs in Indonesia would be borne by the employers instead of the Indonesian migrant domestic workers (MDWs). The "zero placement fee" policy has not taken effect in Indonesia yet. Indonesia is not the first country to propose a "zero placement fee" policy. The Philippines government introduced a similar policy since 2006. While employers of Filipino MDWs typically pay higher EA service fees than those who hire MDWs of other nationalities, there is still a sizeable demand for Filipino MDWs today. When the Indonesian "zero placement fee" policy kicks in, some EAs here may charge higher service fees to employers hiring Indonesian MDWs. The Ministry of Manpower (MOM) will ensure that employers have full information of the cost implications before making their hiring decisions. EAs are already required to provide a clear breakdown of the fees charged to the employers. We also have in place a good mix of approved source countries for MDWs. Indonesia, Philippines, Myanmar and India are the source countries which are more popular with employers here. Expanding the list of approved source countries is only useful if there is employer demand. For example, employers have been able to bring in MDWs from Cambodia since 2016, but interest has been relatively low. In any case, it will be unwise to rely only on dedicated-MDWs to meet our housekeeping and caregiving needs. In this regard, MOM piloted the Household Support Scheme in 2017 and there are now more than 70 companies tapping on the scheme to offer part-time household services, such as home cleaning.”
“Employers of Work Permit and S Pass holders are responsible for the medical expenses of their workers to ensure that such costs are not ultimately borne by taxpayers. For this reason, they are required to purchase insurance coverage of at least $15,000 per year. This covers about 95% of hospital bills incurred by such workers. To have further protection against larger medical bills, employers may pay additional premiums for higher insurance coverage. Those who do not would have to bear these additional expenses out-of-pocket. In extenuating circumstances, MOM has stepped in to help and the worker is not denied appropriate treatment despite their employers' inability to meet their obligations. In the last three years, an average of 25 employers and their workers annually were supported, and most of the workers were domestic workers employed by Singaporean households. The average bill size of these workers was $45,000 and the amount supported was about $29,000 per worker. As previously shared, MOM is reviewing the medical coverage for migrant workers and will provide an update in due course.”
“Based on 2019 estimates, Managers and Executives (M&Es) earning a monthly basic salary of $3,000 and below were more commonly found in Health and Social Services, Education, Design and Advertising. They were predominantly younger, having been in their current jobs for less than two years. They were also distributed across many occupations, including nurses, primary school teachers, accountants, graphic designers and part-time polytechnic lecturers. Findings from the 2020 survey will be available later this year. MOM has progressively strengthened employment protections for M&Es over the years. Most recently in 2019, MOM removed the $4,500 salary threshold for M&Es to be covered for core provisions under the Employment Act (EA), such as holiday and sick leave entitlements. With this, all M&Es are covered for these core provisions. MOM will continue to work closely with tripartite partners to ensure that employment laws remain relevant and responsive to labour market conditions and the needs of our workforce.”
“Since 2004, the Ministry of Manpower has put in place the Employer Orientation Programme (EOP) for first-time employers of migrant domestic workers (MDWs). It educates employers on their responsibilities of care towards their MDWs, as well as how to manage their relationships with them. The Settling-in-Programme (SIP) for first-time MDWs in Singapore was also launched in 2012. It educates MDWs on their conditions of employment, how to work safely, relationship and stress management. These programmes help to reduce potential challenges MDW and their employers may face during the employment period. In addition to the upstream education measures, the Ministry also ensures that MDWs are provided with information on helplines they can call, operated by MOM and non-government organisations (NGOs). We regularly reach out to employers, NGOs representing MDWs, and employment agencies to seek feedback on ground issues. In 2018, for example, employers and Employment Agencies highlighted miscommunications between MDWs and their employers as one of the reasons for early termination of contracts. This led MOM to work with the Centre for Domestic Employees (CDE) and the Foreign Domestic Worker Association for Social Support and Training (FAST) to provide free dispute resolution services to help employers and MDWs resolve their disputes amicably, thus promoting contract completion. As mentioned previously during my Committee of Supply speech on 3 March, MOM is reviewing measures to better support and protect MDWs. This includes the policy on rest days. Similar to the stakeholder consultations conducted in the past, we will also conduct consultations to solicit views on this matter.”
“In addition, SBF launched a new claims portal in January this year, which makes it easier for host organisations to submit and track their claims. For pending claims submitted with complete documentation in March 2021 or earlier, SBF is working towards disbursing the payouts before the end of April 2021. SBF has acknowledged the concerns of host organisations that have paid out the allowances to trainees but have yet to receive reimbursement. Going forward, it aims to process claims and disburse the payouts within four weeks if all supporting documentation is in order.”
“Workforce Singapore (WSG) works closely with the Singapore Business Federation (SBF), our programme partner for the SGUnited Traineeships (SGUT) and SGUnited Mid-Career Pathways (SGUP) programmes, to administer these programmes. SBF’s role includes advising host organisations that are keen to offer traineeships and attachments, monitoring the progress of these programmes, as well as processing applications and claims. Since the roll-out of SGUT and SGUP last year, we have seen strong interest from organisations to take in trainees. As of 1 March 2021, there have been more than 8,600 trainees hosted by over 2,400 organisations. Each of the host organisations submit monthly claims for co-funding of the training allowances. Correspondingly, SBF has received a high volume of claims. Host organisations need to submit relevant supporting documents, including proof of payment to the trainees, and progress reports signed off by the trainees and host organisations. To ensure proper governance of public monies, SBF must check the documents for completeness and accuracy before disbursing the payout to the host organisations. As of 1 April 2021, SBF has received around 27,000 claims, of which 60% has been processed and the payouts disbursed to the host organisations. About 20% are pending clarifications from the host organisations due to incomplete or incorrect information. The remaining 20% are still being processed by SBF, and includes more recent claims received in March and April 2021. To speed up processing of claims, SBF has expanded its resources. It now has a dedicated team of more than 40 staff for the administration of these programmes, of which about one-third support claims processing. SBF will continue to ramp up hiring as necessary.”
“Those who require assistance with their job search can approach WSG and NTUC’s Employment and Employability Institute, including through the 24 SGUnited Jobs and Skills Centres across the country. The Ministry of Manpower and WSG have also appointed Adecco Personnel Pte Ltd, an employment agency with over 64 years of global experience in employment facilitation, as a SGUnited Jobs and Skills Placement Partner. This provides another placement support channel for mature or long-term unemployed jobseekers, and persons with disabilities.”
“The SGUnited Jobs and Skills Package was introduced last year to support local jobseekers affected by COVID-19. As at end-February, there were nearly 93,000 placements into jobs and skills opportunities. Of this, about 12,000 placements involved short-term jobs related to the fight against COVID-19, such as swabbing or quarantine operations, implementing safe management measures, and providing patient services. Among those placed into short-term COVID-19 job roles, more than one in four are persons temporarily redeployed as part of the National Jobs Council’s effort to support workers in hard-hit sectors. For example, flight attendants from Singapore Airlines have been deployed as care ambassadors in hospitals, where they provide administrative support, assist and engage patients, and check on their well-being. These workers remain employees of their parent companies, in sectors such as aviation and hospitality where demand remains low. We expect that they will return to their parent companies subsequently when demand recovers, and their skills and experience are again needed. For the other workers in temporary positions, we are committed to helping them find permanent jobs after they complete their stints. To shore up local hiring demand, we have recently extended and enhanced the Jobs Growth Incentive. Our career conversion programmes provide substantial support to help jobseekers who are prepared to reskill for new careers. This year, we have catered capacity for 10,000 places in our career conversion programmes. WSG will also introduce new programmes for in-demand jobs in growing sectors such as Manufacturing, Information Communications & Technology and Professional Services.”
“Employers are advised that TAFEP will report to MOM egregious offenders who fail to provide a safe environment or refuse to improve their grievance handling process, which will trigger a review of the firm’s work pass privileges. Thus far, all employers engaged by TAFEP on workplace harassment matters have been cooperative and receptive. Their follow-up actions include rectifying lapses, taking preventive measures and bringing their practices in line with the Advisory. As such, there has been no need for TAFEP to escalate actions to MOM. There are also civil remedies for harassment behaviour that constitutes offences under the Penal Code and the Protection from Harassment Act. While such cases are rare, TAFEP would advise and refer affected employees to seek redress through the Police or the Courts. To date, TAFEP has advised 8 employees to lodge their cases with the Police. While we have seen greater awareness and progress in terms of preventive actions, MOM and the tripartite partners will continue to monitor developments and assess if further measures are needed.”
“In regulating workplace practices, Singapore adopts a tripartite approach. This means building a consensus that has taken into account the views of workers and employers, as well as desirable social norms. Instead of legislation alone, we also rely on tripartite guidelines, standards and advisories to shape progressive workplace cultures. Where undesirable practices emerge, we will assess their extent and severity, and seek tripartite consensus on appropriate interventions. To address concerns about workplace harassment, tripartite partners have adopted several measures. In 2015, we issued a Tripartite Advisory on Managing Workplace Harassment (Advisory). It sets out behaviours that constitute harassment and good practices that all employers should adopt to prevent its occurrence. The good practices include developing a harassment prevention policy, putting in place safe avenues to surface grievances, and providing information and training so that all levels of the organisation are aware and committed to prevent and respond to workplace harassment. The Tripartite Alliance for Fair and Progressive Employment Practices (TAFEP) oversees the implementation of this Advisory. It conducts regular workshops to equip employers and key HR personnel with the know-how on effective management of workplace harassment. In 2019, TAFEP expanded its efforts by setting up a Workplace Harassment Resource and Recourse Centre. The Centre provides support and recourse for employees who have encountered workplace harassment. TAFEP also investigates all complaints of workplace harassment.”
“CPF members enjoy risk-free interest of up to 6% per annum on their CPF balances. Those who are prepared to take some risk to earn potentially higher returns may do so through the CPF Investment Scheme or CPFIS. There is a wide variety of investment products available in the market. Members also vary greatly in their knowledge and understanding of these products. To prevent excessive risk to retirement savings, the CPF Board sets limits on the products available under CPFIS as well as the amounts that can be invested in certain investment products. Notwithstanding these limits, members have access to a range of investment products of varying risk profiles. These include bonds, fixed deposits, insurance policies, unit trusts, shares, gold products and exchange-traded funds or ETFs. The CPF Board allows both CPF Ordinary Account and Special Account monies to be invested in ETFs under CPFIS and welcomes more ETFs to join CPFIS. However, ETF providers’ decision to apply for inclusion are ultimately based on their own commercial assessment. To safeguard members’ interest, the CPF Board carefully considers factors such as the investment-related fees and the track record of the products before approving any such applications. In addition, only products listed under the Singapore Exchange or registered with local authorities are included under CPFIS, as foreign products are subject to changing regulations in jurisdictions over which we have no oversight. The CPF Board will continue to review the list of CPFIS products and providers to ensure it remains relevant.”
“The tripartite partners are continuing their discussions on acceptable employer policies with respect to vaccination of their workforce. Both employers and unions are mindful that vaccination is voluntary. At the same time, workforces with a higher rate of vaccination are likely to be more resilient against outbreaks, which can help ensure the survival of businesses, and this is ultimately also in the workers’ interest. They will release the tripartite guidance at the appropriate time. Nevertheless, we are encouraged that many frontline employees in workplaces with higher risk of COVID-19 infection have been vaccinated, showing that both employers and employees see the benefits of vaccination. We have not received complaints of employers punishing or penalising employees who decline vaccination. If there is a dispute, parties should approach MOM for case-specific advice and assistance.”
“In the 5th edition of the Jobs Situation Report released last September, we highlighted one such example – 47-year old Mohd Nasir Ja’apar was retrenched in April 2020 from his role as a Senior Quality Engineer in an oil and gas company. Through the Professional Conversion Programme for Advanced Manufacturing Engineer, he joined a Precision Engineering firm and learnt new skills in additive manufacturing and inspection of 3D printer parts. With the right mindset and resolve, other jobseekers, too, can build on transferrable skills and experiences, and make the switch into new careers. The Member has also asked about higher education programmes to prepare our students for emerging jobs relating to sustainability. Our Institutes of Higher Learning (IHLs) continually work closely with industry to ensure that their programme offerings are relevant to industry so that graduates have good employment outcomes. In this way, the IHLs have been strengthening their emphasis on sustainability in their programme offerings. For example, National University of Singapore (NUS) and Nanyang Technological University (NTU) offer sustainability and environment-focused degrees in Environmental Studies, Environmental Engineering, and Environmental Earth Systems Sciences. Temasek Polytechnic offers the Diploma in Architectural Technology & Building Services while Republic Polytechnic will be launching two new diploma courses (Diploma in Sustainable Built Environment and Diploma in Environmental and Marine Science).”
“Companies in every sector, including oil and gas, can avail themselves of a range of support schemes to transform their businesses and reskill their workforces. These include the Productivity Solutions Grant, which now includes enhanced support for job redesign. Where the trade associations or groups of companies in a sector have expressed strong interest in, or need for, industry- or occupation-specific schemes to facilitate staff redeployment, WSG can work with them to design additional targeted interventions. Likewise, jobseekers that originate from any sector can be considered for participation in a range of career support programmes. Recognising that every jobseeker has transferable skills, programmes focus on matching them to growth opportunities. Today, Workforce Singapore (WSG) offers around 100 career conversion programmes covering in-demand jobs across 30 sectors. We provide substantial support to employers – up to 90% of training and wage costs, when they hire mid-career individuals who do not have the full set of skills required for the job, but are willing to learn and re-skill. The funding recognises the companies’ efforts in staff development. The Jobs Growth Incentive, which was introduced last year and extended at Budget 2021, provides further encouragement to employers during this time of greater uncertainty in the labour market. These career conversion programmes have helped many locals to switch into new careers. Since 2016, we have facilitated over 34,000 placements and redeployments through WSG’s career conversion programmes, including locals previously in the oil and gas sector.”
“More than 8 in 10 companies provide compassionate leave today1. Such forms of non-mandated leave would not be limited solely to parents or grandparents of the employee, but generally to any close family member. Adding mandatory leave for care-givers and bereavement may be well-intentioned, but we need to be mindful that it could have the effect of increasing costs to employers, and impact the employability of working care-givers in the long term. While some care-givers require time-off to care for their aged parents or grandparents, many regard flexible work arrangements (FWAs) as a more sustainable means of support. In MOH’s extensive focus group discussions in 2018, working care-givers provided feedback that FWAs were preferred to care-giving leave, due to greater flexibility and sustainability in meeting their care-giving needs. The tripartite partners have continued to make progress to encourage wider adoption of FWAs. Today, more than 9 in 10 employees, including care-givers, have access to FWAs – up from more than 8 in 10 in 20112. We will do more to entrench the practice of FWAs that has become more prevalent during the pandemic.”
“The Household Services Scheme (HSS) was piloted in 2017 to allow eligible companies to hire more foreign workers to provide part-time household services, such as home cleaning. Since then, the HSS pilot has seen a reasonable level of interest from participating companies to meet the demand for part-time household services. The number of HSS companies expanded from 15 in 2017 to 71 currently. These companies are estimated to serve more than 10,000 households. The pilot has been extended to run for another year, until August 2021. This is to allow firms and households to continue benefitting from the Scheme while the Ministry of Manpower (MOM) focused on managing the COVID-19 crisis. MOM is currently reviewing the pilot with a view to formalise it as a permanent scheme. The review takes into consideration the effectiveness of the scheme in meeting the needs of households and providers of domestic services, and the risk of HSS workers being diverted by companies to non-domestic work. We are also assessing if the scheme can be expanded to allow HSS workers to support other types of domestic services, such as care-giving services.”
“The Government does not tolerate any form of workplace harassment, including sexual harassment. Our agencies work closely with partners to tackle such cases and support affected employees. When the Protection from Harassment Act was passed in 2014, the tripartite partners worked closely with community partners such as AWARE to develop the Tripartite Advisory on Managing Workplace Harassment. The Advisory, which also addresses workplace sexual harassment, sets out what behaviours constitute harassment at the workplace, legal protections and sources of help for affected individuals, as well as how employers can ensure a safe and conducive work environment. In addition, the Tripartite Guidelines on Fair Employment Practices requires companies to have processes to manage grievances and protect complainants' confidentiality. The process also applies to the management of workplace sexual harassment complaints. It is understandable that victims of workplace harassment may not report them. Apart from creating a safe space for employees to speak up, employers must also be resolute in tackling workplace harassment, including sexual harassment when it comes to their attention. TAFEP's Workplace Harassment Resource and Recourse Centre can render advice and assistance to employers on how to do so. Colleagues and the wider community can also play a part in fostering a culture that advocates respect for one another and condemns harassment.”
“The Open Door Programme (ODP) is administered by SG Enable with support from Workforce Singapore (WSG). SG Enable’s focus is primarily to help match persons with disabilities (PwDs) to suitable jobs. These jobs can be full-time or part-time depending on their individual circumstances. Both types of employment are meaningful. As the focus is on the PwDs rather than their employers, we track (i) how many PwDs have we helped placed into jobs, and (ii) whether these PwDs remain employed with the same employer after six months. Between 2014 and 2020, more than 3,000 PwDs were placed into jobs through the job placement and job support partners under the ODP. The top sectors that have hired PwDs through the ODP are Food Services, Administrative and Support Services Activities, and Retail. More than 60% of PwDs placed into jobs through the ODP remained employed with the same employer after six months. Support for PwD employment is not limited to the ODP. The Government also supports the employment and employability of PwDs through employment credits. The Enabling Employment Credit (EEC) and its predecessor, the Special Employment Credit (SEC), provide employers with wage offsets for each Singaporean PwD earning below $4,000 per month that they employ. The enhancements to the Jobs Growth Incentive provide greater support to employers who hire PwDs, which is added on top of the EEC. Through these efforts, the average employment rate for resident PwDs in the working ages of 15 to 64 has been sustained at around 29%. This was despite the downturn in the economy last year.”
“MOM issues Special Passes to migrant workers who are required to stay in Singapore to assist in investigations or for salary or work injury claims. Like other dormitory residents, migrant workers on Special Passes staying in dormitories are allowed to visit Recreation Centres (RCs). They can seek approval from MOM, through their dormitory operators. To be eligible, they need to have a contact tracing device and for COVID-naïve individuals, they need to have a COVID negative test result within the last 14 days. Restrictions are gradually being eased in a safe and controlled manner, and from early March, they can visit the RCs up to three times a week. MOM ensures that investigations and claims processes are carried out expeditiously so that these workers can return home as soon as possible. Most cases are resolved within six months. Some cases may require a longer time due to multiple and/or serious work injuries. As a result, additional time will be required to allow the injuries to stabilise before a medical assessment can be conducted.”
“Mr Chairman, I thank Mr Leong for his acknowledgement of MOM's work and also for his support for extending the PWM. He has asked the question: why do you not just take that small step? Actually, we took that big step in 2007 through the introduction of Workfare and this comes at no cost to the employers and, therefore, no dis-employment risk to the worker. That step was already taken in 2007. I think, first of all, we have to recognise that. It is the broadest-based support that we are providing to lower wage workers. It comes every month; it supports the lower wage workers, not only cash payouts but also to build up their CPF so that, like all Singaporeans, they have the prospect of not just providing for their families but also providing for themselves in retirement. Workfare, in 2007, was a big step. Let us remember that. To his question on whether we have disadvantaged Singaporeans, I am not sure whether Mr Leong was in here when Mr Liang Eng Hwa delivered his cut which, I thought, was so sharp in pointing out that when you look at 2020, the tremendous trauma that our employment market went through over the course of the whole year, what was the employment contraction? One hundred and seventy-plus thousand. Which segment of the workforce contracted? Foreign workforce – one hundred and eighty-plus thousand. What happened to our resident workforce, local workforce? It actually grew, very modestly, but it grew. Which country can actually produce this report card? So, from that perspective, in what way has the local workforce been disadvantaged?”
“Mr Chairman, Mr Chua had, during his cut, talked about CPF members co-investing with, I think, our sovereign wealth funds. I am not really sure whether he has fully thought it through because, in all investments, there are risks involved. And our sovereign wealth funds have to take a certain amount of risk in order to generate the returns and, on a year-to-year basis, sometimes even over longer periods of time, there is no sure win, no perfect guarantee. So, when we think of their good record of performance, we must also not forget that there are occasions where these investments do not produce the same returns, as hoped. So, that is something we always have to keep in mind. 1.45 pm As to LRIS, what we were really trying to do is to create a product that will not be costly for CPF members to invest through, to basically make it something that is passively run and also takes advantage of the long time horizon that you have for your CPF savings. As I have explained in my speech, this is obviously not going to be an easy product to design. I can only say that, there is a Chinese expression, "慢工出细货", that is, if you want a very fine product, it does take a bit of time. So, I beg the Member's indulgence that it is more important that we do a proper job than to rush it.”
“Mr Chairman, when the Government says that it keeps an open mind on issues, that is exactly what it is – it keeps an open mind. It continues to look at the experiences of other countries. It considers studies that are done elsewhere and also assesses, on a continuous basis, the changing landscape in Singapore and whether further action needs to be taken. At this point in time, we have a tripartite work group that is very intensively engaged in moving on lower wage workers. If and when there is a need to set up another tripartite workgroup, the Member can be sure that it will not be done in secret; it will certainly be announced publicly.”
“Mr Chairman, to Mr Yip's first question on the SGUnited Traineeships Programme, even at the start, we did not expect that the trainees must gain employment with the same company or within the same industry. The trainees, being fresh graduates, are at the start of their working lives. I think all of us have had that experience and benefit from being exposed to a variety of employment settings and different kinds of industries, different types of companies – big companies, SMEs. And this experience is really meant to try and help the trainees build up their resumes so that when they advance to the next stage of seeking a permanent job role, they are able to tell the prospective employer that, "Look, this is what I learnt". It matters less whether they go back to the same industry or same company, than the fact that they will be able to advance to a new job role. In any case, most of the trainees have not completed their traineeships. I think what we will want to watch very carefully is whether they are able to move to a job thereafter and that is what we will focus on. The second question with regard to senior employment is that seniors are just like all other jobseekers. They have aspirations, specific job requirements, and a variety of ways exist in which to help them to get into a job. They can come to WSG, they can come to e2i, depending on what kinds of careers they have been active in. Even employment agencies might be a suitable avenue of support for them. As to local types of jobs, to my knowledge, whether it is the CDCs or even some constituencies, there are attempts to try and make available such jobs. Again, I think they are complementary and certainly welcomed in terms of providing more openings that seniors can consider.”
“Mr Chairman, I thank Mr Pritam Singh for his interest in the Capability Transfer Programme. Former Minister Lim Swee Say, at the launch, also made clear that the CTP is one of many programmes that the Government has to support capability development. Specifically, he also highlighted that it will complement the other programmes that sector agencies already have in place. Of course, as the situation evolves, the sector agencies may identify more specific programmes that help their sectors to achieve better transformation and they make a case to MOF. If MOF considers that those needs are better met by such sector-specific programmes, then funding would be provided and the sector agencies will run it. The CTP itself is not tied to any particular sector. So, in that sense, it is focused in its mission. However, it can apply across sectors that are not covered very specifically by our agencies. So, I think it is a useful complement. As to whether we would like more take-up of the programme, that is the reason why we extended it. But I should also caution that, from time to time, the Government re-examines all of its schemes of support to businesses and streamlining happens on a regular basis. So, this is part and parcel of Government administration.”
“To Mr Choo's specific question, which are the other 12 sectors apart from human resources, financial services and logistics that were completed, they are the wholesale trade, retail, food manufacturing, infocomm and media, supply chain management, accountancy, in-house finance and accounting functions, construction, facilities management, land transport, environmental services and tourism.”
“On the question that Mr Choo asked on the Jobs Transformation Maps, it really depends on the sector – how many job roles will be identified systematically through the studies. In the case of financial services, for example, we identified 121 roles. By the way, I should just add that not all of the sector agencies call them Jobs Transformation Maps. We refer to them broadly as Jobs Transformation Maps because that is exactly what they help the companies and the individuals accomplish – jobs transformation. Whatever the sector agencies choose to call these studies, the key really is that when we speak very broadly about the impact of technology, we do not recognise sufficiently that the impact on specific industries and job roles depends very much on which technology we are talking about. In the case of financial services, three key technologies will have an impact – artificial intelligence (AI), robotic process, automation (RPA) and advanced analytics. The study looks specifically at the impact of 121 job roles, arising out of these three technologies. In the case of logistics, it is 56 existing job roles and the specific technology we are looking at is Internet of Things, on the AR/VR or augmented reality, virtual reality, and blockchain. Because these are the kinds of technologies that would transform this sector, and not quite RPA/AI and advanced analytics. So, it is different. In the process of doing this study, over and above the 56 roles that were identified, another 12 new roles that the industry will need were also identified. The value of these kinds of studies is to look very specifically within a foreseeable time frame, technologies that will make a key difference to help the companies transform the jobs and to re-skill their workers.”
“Mr Chairman, I thank Mr Desmond Choo, the GPC Chair for his clarifications. Let me address the second question first. I think search firms and WSG as well as e2i, they play complementary roles. The search firms or, more broadly speaking, employment agencies have well established networks. They have within their networks companies whose recruitment requirements are well known to them because on an on-going basis, these employers reach out to the employment agents to help fill positions for a simple reason – they may not have a very large HR department with recruitment specialists. So, the employment agencies have their own networks of hiring employers. The other benefits that I think the search firms and employment agencies bring is that quite often they guide the jobseekers on what aspects of their resume and skillsets ought to be emphasised when presenting themselves to the prospective employers. This is very often the key deciding factor. Because of their in-depth knowledge of prospective employers' requirements, which sometimes go beyond what can be stated in a job advertisement, this insight enables the jobseekers to review their own set of experiences and profile themselves appropriately. I think in a well-developed landscape for job placement, the employment agencies can play a complementary role to WSG and with e2i. I think there is another value that they bring to the table and it is that quite often they will give very honest and direct feedback to the jobseekers and help them to appreciate where their chances might be better. This message is better delivered through the employment agents, on some occasions. There is a role for all the different parties.”
“We call upon all of you, over the last one year, who have braved the storm together with us. You have expended significant resources, significant opportunity costs. We should all collectively take active steps. We should all collectively strengthen our workforce, our workplace resilience, and to put in place robust and sustainable measures that will see us through the long haul. Future pandemics are not a question of "if". It is a question of "when". Together, if we put our hearts and our minds together, we will always be ready for future pandemics. [Applause.]”
“This will enable us to continuously raise and enforce housing standards across various dormitory types and sizes. Third, we will put in place strong support systems to make these efforts sustainable, including strengthening healthcare provision and social networks for workers residing in dormitories and other housing types. Everyone has a part to play in fighting COVID-19. With the cooperation of dormitory operators, employers, workers and the community, together we can minimise the risks of COVID-19 outbreaks and welcome the new norm. (In English): In conclusion, Mr Chairman, our efforts to build a safe and resilient migrant workforce must not stop here. In fact, we are just beginning. We will fortify our defences through upstream measures before and when workers arrive into Singapore. These series of safeguards will help us to better manage any risk of imported cases and to better onboard them. We will raise living standards and enhance all of our processes in our dormitories to strengthen our collective ability to respond effectively and rapidly to future outbreaks. We will put in place strong support systems to make these efforts sustainable over the longer term, including strengthening healthcare provision and social networks for workers residing in the different dormitories and the different housing types. We recognise that these efforts come at a cost. But prevention is always better than cure. The Government believes that investing in these preventive measures today will save us from spending more in the future to manage future outbreaks. On this note, I appeal and urge everyone and employers in particular, to seize this opportunity to accelerate your adoption of higher productivity and less labour-intensive industry models.”
“We have no intention whatsoever for restrictions to be stricter than necessary or to be in place for longer than what is necessary. Because, we are dealing with the real risks posed by COVID-19, especially when we are trying to prevent cross-transmission or possible re-infection. Hence, we appeal to all of you for your support and understanding as we continue to calibrate measures to adapt to the ever-evolving situation. We are just doing our level best to make efforts to restore a sense of normalcy where it is possible. Mr Chairman, in Chinese. (In Mandarin): [Please refer to Vernacular Speech.] In the past year, Singapore has introduced a series of measures to cope with the pandemic. We have gained valuable lessons and experience to prepare us for the next outbreak. Going forward, we will help migrant workers and migrant worker dormitories to enhance their capabilities to respond to future outbreaks in three key areas: First, we will fortify our first line of defence by putting in place preventive measures before and when migrant workers arrive in Singapore. We will pilot a Migrant Worker Onboarding Centre, or MWOC – an end-to-end onboarding process that will integrate the Stay-Home Notice (SHN) and on-arrival testing, for all Construction, Marine and Process (CMP) sector work permit and S Pass holders entering Singapore. The MWOC will be able to provide the flexibility to tweak measures taken pre-departure and upon arrival to minimise the transmission risks of new workers arriving in Singapore. Second, we will strengthen the resilience of our dormitories. We intend to expand the Foreign Employees Dormitory Act (FEDA) to cover all dormitories, including those with fewer than 1,000 beds.”