Lee Yi Shyan
Singapore
“When Prime Minister Lee Hsien Loong opened the Heartbeat@Bedok on 4 February 2018, we unveiled a locally-installed art work named “Pulses”. Singapore is no Florence but we could still envision our version of renaissance. Given this context, would the Minister enlighten us how MCCY views arts and culture development in the community?”
“Sir, I would like to ask the Minister if the Government has a framework to review and reduce outdated and obsolete regulations on a regular basis to keep the regulatory burden light. Would the Ministry consider applying expiry dates or sunset clauses to newly introduced regulations?”
“How would the Ministry encourage Singapore entities to capture the intellectual property created, so that we can monetise them and invest in our future? Does MOT see the need to champion research and development (R&D) activities in intelligent transport technology?”
“How would a wide range of solutions be coordinated amongst different agencies responsible for service delivery? Mr Chairman, just as the Government rolls out the 23 Industry Transformation Maps (ITMs) to transform our industries, is there a similar masterplan to transform our Public Service to be a smarter Government?”
“Now that the region has caught up, China has risen, we need to make continual and further adjustments to our strategy to sharpen our competitiveness. Being multilingual and deeply connected to the regional hinterlands must be our strategic priority. I support the Budget.”
“It is not just physical connectivity that we need to build, but the psychological bridge to understand the world, to reach out to complex issues and to deal with them tenaciously. There is no silver bullet but hard work aplenty. Mr Deputy Speaker, there is great urgency. I support the Budget.”
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“But all sectors will benefit from having their own industry-level collaboration platforms. The good news is that we are not starting from zero. Changi General Hospital's newly opened Centre for Healthcare Assistive and Robotics Technology (CHART) can be a good reference model. CHART brings together healthcare professionals, academia, industry players and research institutions to develop the hospital applications which can be shared with other hospitals in Singapore and beyond. In establishing such centres, I would go further to argue that we should not be contented at being a mere consumer of smart solutions. We should instead aspire to create our own applications and products that are commercialisable and exportable. In this way there is a chance that we can build up an ecosystem, a new industry based on our consumption expenditure and R&D investments. In fact, global spending on robots is expected to quadruple to $67 billion by 2025, creating some 3.5 million new jobs in the process. The growing robotic industry will offer us real opportunities or applications for business and healthcare workers. This leads me to the third point: how do we develop the 20-plus Industry Transformation Roadmaps that give us not just a sustained path for productivity gain but also lead to us to becoming Expert Centres for Best Practices? Minister Heng announced earlier that the Ministry would provide a $1.5 billion top-up to the National Research Fund this year. It is part of the Government's plan to provide $4 billion to support industry research projects to drive and deepen industries' innovation capability. The industries I talked to warmly welcomed the renewed emphasis on industry-led research projects.”
“China buys one in four sold worldwide. On a per capita basis, South Korea and Japan are leading the world in having the most robots per 10,000 people, ahead of the traditional industrial power houses such as Germany, Italy, Sweden, Denmark, US, Spain, Finland and Taiwan. Conspicuously, Singapore is absent from the list. Hitherto, most robotic solutions have been applied to the manufacturing sector. But this is changing. More and more robots are being deployed in the services sectors, giving hope that we can substantially reinvent our services sector which has been lagging in labour productivity growth. Consider, for instance, applications in the hospitality sector: robot bartenders which can mix up to 50 types of drinks, robot concierge providing travel tips to hotel guests, self-guided vacuum cleaners combing common areas, and autonomous guided vehicles delivering room service to Page: 90 hotel guests. Another example is healthcare. Our hospitals are already using robots to pack medications, move supplies between rooms and transporting patients on motorised beds. Surgeons are using robots to assist in complicated and delicate surgeries. In Japan, Showa University has developed a robot dental patient, a robot which mimics human responses: it can talk, blink, roll its eyes, sneeze, shake its head, cough, move its tongue and becomes tired from keeping its mouth open for too long. It would even choke and show gag reflexes if the trainee dentist becomes too rough. This life-like robot provides a realistic simulated environment for training and learning. Mr Deputy Speaker, some of our services sectors are ahead in the use of technology and robots. Others are still trying to figure out what to do.”
“Mr Deputy Speaker, Budget 2016 challenges us to think long term. We want to address immediate cyclical head-winds, but the more important task remains in taking measures that will help us fundamentally restructure the economy. Towards this goal, the Finance Minister declared, "We will target resources towards enabling firms to build deeper capabilities, develop their people, scale up and internationalise". The businesses which I talked to welcomed the new economic initiatives. While waiting for further details, many already have suggestions on how we could become more competitive. They look forward to giving their views to the Committee of the Future Economy. For now, I would like to share my thoughts on three of the new programmes. First, I must commend that the $400 million Automation Support Package (ASP) is a powerful tool. As a three-in-one package, it provides capability grants, tax allowance and concessionary loans to help SMEs undertake comprehensive remodelling of their businesses. For instance, SMEs could undertake automation projects, re-engineer workflows, acquire new technologies and train its workers. However, some SMEs might find the capital cap of $1 million limiting. I hope the Ministry would consider expanding the cap if the usage of the scheme is high, which, in itself, is a very encouraging sign. Next, let me comment on the $450 million National Robotics Programme. If we look at the global market for industrial robots, four key points stand out: one, on a worldwide basis, robot sales have doubled in the past five years; two, the top five markets, namely, China, Japan, America, South Korea and Germany, account for 70% of the world demand; three, Asia is the fastest growing market for robots; and four, China is the largest buyer by volume.”
“Mdm Speaker, there is no plan to include it in HIP as of now. In fact, we are sympathetic to some of the dwelling units that are facing either the expressways or the MRT lines or stations. There is a multi-agency effort in addressing the noise level at the housing estates. For example, the Land Transport Authority (LTA) has started to install noise barriers between the expressways and some HDB flats that are very close by, and also between MRT stations and the nearby flats. The trial installation is ongoing. The results are not known yet but, from studies elsewhere, we know that noise barriers are effective only if the houses being shielded are of the same height as the barrier. But for higher-rise flats with a direct line of sight to the noise source, the noise barrier may not be effective. Page: 35 In Singapore's situation, we have many high-rise buildings overlooking expressways and MRT stations. Hence, the mitigation effects of noise barriers might be limited. We will continue to look for good solutions.”
“Mdm Speaker, Housing and Development Board (HDB) flats are designed to maximise natural ventilation through open windows. HDB's single-glazed windows would reduce noise when the windows are closed, although this would also cut out natural ventilation. We have no plan to retrofit HDB flats with double-glazed windows as it is not necessary. When planning HDB towns/estates, HDB would conduct noise modelling with a view to locate and orientate the buildings in such a way as to help minimise noise to the dwelling units. For example, multi-storey car parks would be located between blocks and Mass Rapid Transit (MRT) lines or expressways to act as noise buffers. Residents, however, who wish to install double-glazed windows as an added measure can apply to HDB for evaluation.”
“Mdm Speaker, I have heard Mr Gan's suggestion. We will take this into consideration.”
“As in many things, the last 2% will be very challenging, very costly and also technically difficult. We will see how best we can continue to find solutions for this 2%.”
“Mdm Speaker, I have taken note that the Member has a significant share of the 200 blocks. It is true. Besides low-rise blocks, there are other blocks that are what HDB would describe as type D blocks. They have very unique configurations and some of these blocks have lift access to every floor, except to third, sixth, ninth, 12th levels, because of the common corridor that runs through the entire floor. I think the Member has such blocks in his division. It is not possible to build a lift that punches through existing common corridors. The two trials that we talked about are meant for low-rise blocks. We have to look for other kinds of solutions that will bring the lift service all the way to the 12th floor. So far, Members may recall that, initially, we had 1,000 blocks that were found to be difficult to have lift access. But through a combination of solutions, we managed to reduce them to about 200. What are these solutions? Some of them are, for instance, lifts that do not use a lot of headroom. So, we can bring the lift all the way to the 12th floor because that is the maximum it can go. Otherwise, you will sacrifice the top floor – they will go without lifts. The other solution is a bubble lift – in some of the Members' areas, there are bubble lifts. These lifts do away with lift shafts, reducing the need to have strong foundational work required to support the lift shafts. The other solution would be building a long bridge to the lift shafts. In other words, you cannot bring the lift shaft so close to the building; instead, you have to extend it out because the buildings have got uneven vertical facades. So, the solution was to build outwards and build access. We have to continue to explore such solutions. LUP has covered 98% of flats, as the Member has noticed.”
“Mdm Speaker, I have heard the suggestion and I have taken note of it.”
“With regard to the last question, the 200-over blocks include those that are partially served by lifts to every floor now. Because of the block configuration and the way that they are designed – different heights and so on – for certain parts of the block, it is just not possible to have lift access, whereas a good part of the block already has lift access to every floor. As for the trials, based on our estimation, we can extend to a few dozen of such low-rise blocks. They are spread out nationwide. The various Members would know where they are. But we are still gathering experience. One of the reasons why we do it in a commercial area is because the usage is higher than residential ones. It would help us collect data faster, in terms of higher frequency of use.”
“The two trials that we talked about, one has been installed in a commercial building. I think it is about three-storey high. The other one – the platform lift – has been installed in a car park complex, which is also a three-storey-high building. The first one is already open to trial; we just started. A fair trial period would be at least six months to gauge the response. The longer we have it, the more we can also ascertain its reliability because it all depends on the traffic and how people use it and whether they can live up to the manufacturers' promise. The other platform lift is still under trial, to be commissioned soon. Page: 13 So, I think a reasonable period of six months to a year would be good, before we roll out to more estates for implementation.”
“All in, we will continue to look for possible solutions, including what the Member has suggested, and try to reduce the number as best as we can.”
“Mdm Speaker, I thank the Member for his supplementary questions. Our assistance rendered to households facing medical conditions and mobility issues is very Page: 12 targeted and specific. So, I would encourage the Member to refer those cases to us to see how best we can help them. If they are willing to be open to flats with lift access in other locations, I am sure we can find alternatives for them. The 200 blocks or so that are left in the LUP that cannot be done up, as I have said, it is either because of cost reasons or because of technical constraints. For cost reasons, the range is very wide. It can be as high as $200,000 per benefiting unit. In cases like this, if you build a conventional new lift, it serves only two or maybe four units. So, the cost is very high. We have to consider whether that is the best use of our resources. For $200,000, you can build a brand new 3-room flat. Also, if the residents were to have a share, the burden on the residents will also be very high. As for our pilot trials, the vacuum and platform lifts are low-cost alternatives. The vacuum lift is one that works on differential air pressure. But such lifts will have limitations in terms of how tall a building they can serve. Typically, it is a two- to three-storey building. For flats that have such problems – low-rise flats, very few benefiting units – technically, if the space and so on can accommodate, this might be the solution. We are doing the trial now. We have to see how the public will respond to the trial. The downside, though, is that it is smaller and much slower, about one-fifth or one-quarter of the speed of a normal lift. People who use it would be wheelchair users who really need the access and do not have other alternatives.”
“Thank you. While we try to offer LUP to as many HDB blocks as possible, there are some blocks where the LUP is not feasible due to technical constraints or prohibitively high cost. Through the adoption of new technologies and innovative solutions, Page: 11 HDB has reduced the number of such blocks to about 200. We continue to explore ways so that even more households can benefit. For example, HDB is piloting two new solutions – the Pneumatic Vacuum Elevator (PVE) and the Vertical Platform Lift (VPL). The PVE has been turned on for public trial last month, while the VPL is currently being evaluated. HDB is testing the new lift solutions to ensure that they are safe and technically reliable before rolling them out. Surveys will also be conducted to gather feedback from users of the PVE and VPL and the results will help us determine if they are suitable for wider implementation. Residents who wish to move to a unit with direct lift access can sell their existing flat and either buy a resale flat or a new subsidised flat if they meet eligibility conditions. Meanwhile, Singaporean residents who are in urgent need of direct lift access due to medical conditions or disability may approach HDB for housing and financing assistance. HDB assesses each request on a case-by-case basis to see how best we can render help.”
“Mdm Speaker, may I have your permission to take Question Nos 1 to 3 together?”
“Mdm Speaker, currently we have no plans beyond the moratorium. As I said, the priority now is to work with the existing IRs to ensure that they continue to improve their offerings so that, as part of the tourism appeal and content of Singapore, they remain attractive. For the last few years, it is useful to note that other countries in the region have also started to build or seen the completion of casinos. For instance, the Philippines will have five IRs by 2018 and Korea will also have five by 2019. Other countries that have expressed an Page: 37 interest to build IRs are Japan and Taiwan. This is the international competitive landscape in terms of major cities improving their tourism attractions. This will be one set of considerations for us as and when we consider the next steps. Domestically, the two IRs contribute between 1.5% and 2% to our GDP and they have created more than 20,000 jobs. These are also the economic considerations that we have to bear in mind. For the monitoring of crimes related to the casino operations, the Casino Regulatory Authority (CRA) is keeping a very close watch. From their reports, we have not seen a substantial increase in crimes associated with casinos.”
“Mdm Speaker, the 10-year moratorium on additional casino licences expires in 2017. During this period, our focus is to work with the two Integrated Resorts (IRs) to ensure that their attractions and services continue to meet Singapore's needs and enhance Singapore's tourism appeal.”
“Madam, to prepare for an ageing population and to provide wider access routes for people using mobility aids, such as wheelchairs and walking frames, the Building and Construction Authority (BCA) revised the Code on Accessibility in the Built Environment in 2013 to require a minimum corridor width of 1.5 metres for all residential buildings. This applies to new buildings and existing buildings undergoing major Page: 42 retrofitting works, with plans submitted for regulatory approval on or after 1 April 2014. The Singapore Civil Defence Force (SCDF)'s guidelines, on the other hand, stipulate that there must be a clear passage of at least 1.2 metres along the corridors, so as not to impede fire-fighting and rescue operations. SCDF also does not allow the storage of combustible materials along the corridors. Town Councils have a duty to keep the corridors free from obstructions and comply with both BCA's accessibility requirements and SCDF's guidelines. There is no need for two sets of by-laws as TCs can exercise their discretion in the wording of the by-laws to meet the prevailing requirements and guidelines. Residents can also do their part in removing corridor clutter to ensure that passages are clear for a safe and pleasant living environment for all.”
“I thank Er Dr Lee for her further comments. She is right that our initial efforts had been focused on the leading companies, the companies that have the scale and also enough manpower depth to effect this change. Some of these companies have been working closely with BCA to build up their team, including BIM capability. As I mentioned in my speech yesterday, some 60% to 80% of the leading companies are already BIM-enabled. Our challenge is how to go out to the 6,500 that are there. Of course, this has to be done in phases and, if we can create role models and live cases of how things have changed for some of these companies, I am quite sure the rest of the industry can look up to them and quicken the pace of learning. For the Member's second comment on approving agencies, we will work closely with the industry. We have a productivity committee that I chair and apart from looking at building industrial capabilities in various aspects, such as workforce, technology, use of different methods, we also have a group looking at internal requirements of different Government agencies. We are going through the process and, where we think it is onerous, and if companies find it onerous, they have to give the feedback to us so that we can simplify our requirements or cut through the red tape, so to speak.”
“Mdm Chair, to better optimise land use and to enhance the living environment of HDB precincts, HDB has been trying to build more multi-storey car parks and sometimes basement car parks, instead of open air or surface car parks, simply because multi-storey and basement car parks are better ways of using our limited land. These carparks are not designed or intended for heavy or commercial vehicle use because of safety and also, sometimes environmental concerns, and we want to also preserve the character and ambience of the residential estate. Vehicles that exceed the height and weight limits have to park at heavy vehicle parking lots or centralised storey parks, or in industrial estates at the fringe of housing estates. For Ms Lee's specific question on Sengkang, our general approach is that if the area does not have heavy industry or industrial estates, then we will not build heavy vehicle parks in those areas. But if she has a very specific location in mind, she can file a Parliamentary Question subsequently, and we can answer it fully. Page: 36”
“Because of the focused effort working with the industry, they have a very strong industry orientation when they are studying. 12.45 pm For the rest of the engineers, architects, designers and project managers in the workforce, we are also providing on- the- job and part-time courses to help them upgrade. Building Information Modelling (BIM) is an example. We are encouraging the companies to send their existing workforce to go for such training, so that they can master the new skills.”
“Mdm Chair, I thank Er Dr Lee Bee Wah for speaking passionately on the industry's productivity. Specifically, on the roadmap, as she has mentioned and I have also mentioned in my speech, we are promoting the design for manufacturing methodology with the industry. What has to happen is that the industry must really change the way they design and approach a particular development project. To do so, they also have a tie-up with the fabricator, in other words, those people who create the prefabricated parts in the various factories. We have identified about 10 to 12 such plots to be tendered out. In fact, I did the ground-breaking for the first one, and I am aware that the second and third ones are at different stages of being built. As Er Dr Lee Bee Wah has mentioned, they are very capital-intensive and they need a certain volume to sustain their demand. On the demand side, as I explained earlier, the Government procurement agencies are taking the lead in specifying some of these methods of construction, so that in our tender requirements, we want to see a greater use of prefabricated parts to be made. That, hopefully, will provide a certain baseload of demand Page: 32 for this kind of new factories to be set up. On the Member's second question about the skilled workforce not just applying to the workers' level but also the designer, professional and PMET level, in fact, that is true. We have adopted a multi-pronged approach. First of all, BCA has worked with the industries to create scholarships and bursaries, both at the university and diploma level. For a few years now, we have been awarding a few hundreds of them per year, to encourage students at the tertiary level to take on specific studies and courses related to this industry.”
“Our progressive firms must develop new expertise in in-house cross-functional teams comprising architects, engineers and project management professionals. They should have a larger proportion of skilled workers, professionals and a stable workforce. To support these initiatives that I have just mapped out, we will set aside another $450 million for the Construction Productivity and Capability Fund under the second roadmap for the next three years. Page: 160 Car Park Safety”
“Indeed, site productivity has been improving at 1.4% per annum since 2010. This is encouraging but we can certainly do more. In our second roadmap, beyond the 3M framework I spoke about earlier, we have added two important thrusts. The first thrust is the adoption of Design for Manufacturing and Assembly (DFMA). Simply put, DFMA requires the industry to manufacture as many building parts as possible in a factory. Prefabricated parts are then assembled on site. To embrace DFMA well, our firms need new capabilities in design, engineering and manufacturing. To reduce the inefficiency associated with multi-layer subcontracting, we will look for ways to integrate and improve communications amongst all parties in the value chain. BCA introduced Building Information Modelling (BIM) in 2012. Since then, more than 80% of the larger consultancy firms and 60% of the larger contractors have adopted BIM. The adoption of BIM has standardised the digital communications amongst all parties in the value chain. BCA will push BIM usage to all players ultimately. To encourage concurrent engineering, the public sector will push on with Early Contractor Involvement or ECI. This approach enables the project owner and his consultants and contractor to undertake the project as an integrated team, resolving many construction details at the early stage which can save months from the overall project schedule. The second thrust is to develop deep capabilities in the industry that Er Dr Lee Bee Wah talked about. It is important that our progressive firms benchmark themselves against the international best practices. We will find ways to help them move up the value chain by acquiring R&D, engineering and design capabilities.”
“In this area, we are helping the industry to acquire the latest knowhow for adoption in our own environment. As the public sector is a large procurer of construction services, it is well-positioned to encourage the industry to acquire new and advanced construction capabilities, by specifying productivity requirements in their tenders. Consider, for instance, MOH is piloting the use of Prefabricated, Prefinished Volumetric Construction (PPVC) for a nursing home in Woodlands Crescent; NTU is considering the use of Cross Laminated Timber (CLT) for its indoor sports hall; while MOE has specified the use of pre-fabricated modules and a Design-and-Build approach for industry to propose the most suitable technology for a small office block. 7.00 pm Also consider, for example, the use of an innovative hybrid structural system to build Yishun Community Hospital. The use of steel structures and top-down construction method in this project has shortened the project duration by three months. The entire process is also cleaner and quieter. To support companies through their productivity journeys, we launched the $250 million Construction Productivity and Capability Fund (CPCF) in 2010. In 2014, we topped up the fund to $335 million to quicken the pace of restructuring. The industry's response has been positive. As at January 2015, almost 6,000 firms have tapped on the CPCF; 85% of the 6,000 are small and medium-size firms. In addition, more than 5,000 firms have tapped on the Productivity Innovation Credit (PIC) scheme. We are encouraged by the fact that smaller firms are taking steps to embrace technology and invest Page: 159 in workforce upgrading. In the Committee of Supply debate, a number of Members have spoken of the need for industry-specific productivity indicators.”
“Externally, building contractors also have to interface with developers, prefabricators, architectural and engineering firms. The many interfaces often add to the complexity of project design and implementation. To raise the industry's productivity, we need to address these inefficiencies. We conceived the first Construction Productivity Roadmap in 2010. The roadmap adopts a "3M framework" – Manpower, Machines and Methods to raise productivity. The first "M" is on Manpower. Construction is a manpower-intensive industry but it need not remain so. International best practices elsewhere show that when workers are skilled or multi-skilled, construction projects typically require fewer workers and the resulting quality is also higher. To create a conducive environment for skill upgrading, MOM has progressively tightened MYE or man-year entitlement allocated to projects. MOM has also raised foreign worker levies. As a result, we see more firms willing to invest in technology and workforce Page: 158 development. To enhance the skill levels of our workforce, BCA is helping to expand the industry's training capacity. Between 2010 and 2014, BCA has set aside funding to help the industry to upgrade more than 74,000 in-service personnel from 6,000 firms. The second "M" is about Machine or mechanisation. Between 2010 and 2014, about 880 firms received funding from the Mechanisation Credit scheme. The use of the right tools in mechanisation, automation and Information Technology has helped firms to raise workers' productivity. In addition, some 135 of these firms also received the Investment Allowance, a tax credit, for purchasing productive machineries. The third "M" is about Method of construction.”
“Page: 157 While we understand their preferences, we also need to consider the concerns of other residents who worry about heavy vehicular traffic and the resulting safety problems in residential areas. Besides, there are also practical difficulties of creating such spaces in highly built-up estates. But in certain areas near industry zones, where we can identify temporary vacant plots of land for interim use, we will consider working with the local community on the feasibility of building them up as short-term heavy vehicle parking. Members will be pleased to note that we are also exploring new ways to alleviate the high demand. For instance, URA and JTC have begun to require some industrial developments to provide integrated heavy vehicle parks. Finally, I must also emphasise that business owners themselves must find parking solutions for their commercial fleets and they have to make transport arrangements for the drivers between the designated parking lots and the drivers' homes. I hope this addresses Ms Lee Li Lian's concerns. Mr Chairman, let me continue on the subject of productivity for the construction industry. I thank Er Dr Lee Bee Wah for her passionate comments about improving the productivity for the industry. At $36 billion, the construction industry accounts for 5% of our GDP. It comprises about 12,500 firms and employs 320,000 workers. However, 5% of the large firms contribute half of the total Value-Add (VA) of the industry. The remaining are many small and medium firms. So, there is a great disparity in productivity between the large and small firms. The construction industry is characterised by the practice of "multi-layer sub-contracting".”
“HDB's Cool Ideas for Better HDB Living and the Community Improvement Projects Committee (CIPC) are two good examples. They allow residents to take initiatives and ownership of their environment. Mr Pritam Singh asked if a platform could be established for opposition Town Councils and CCCs to discuss CIPC matters. Well, on CIPC projects, the mechanism for coordination already exists. We have observed that, all along, CCCs and Town Councils have worked very well together. CCCs and Town Councils have come together to propose projects for the CIP Committee's approval. So, I encourage the AHPETC to work closely with the CCCs to effect more CIPC projects on the ground. On the suggestion by Ms Lim for a tribunal, I think the rule is very clear. Whatever is inside the HDB flat is the lessee's responsibility. Sometimes, there may be disputes. But after the HDB's explanation, HDB lessees usually understand their responsibilities in terms of maintaining the interior of their flats. In cases where there are financial difficulties, HDB has a goodwill repair programme for spalling concrete. That is where HDB can step in to get the affected units to repair the ceiling or the floors, as the case may be, for mutual good. Mr Chairman, let me turn to the subject of heavy vehicle parking. Members would know that by LTA regulation, all new heavy vehicle registrations are permitted only if the owners show proof of having valid heavy vehicle parking lots. So, that is a pre-condition. While there are more than sufficient heavy vehicle parking lots islandwide, the reality is that drivers of heavy vehicles would like to drive their trucks home and park close to their homes.”
“It will cover more blocks and provide additional works with an increased budget – we will now spend up to $4,700 per flat, up from the initial budget of $3,400 per flat. Another 45,000 households will benefit from NRP over these two years, bringing the total to 189,000 households by the end of 2016. Mr Chairman, let me now talk about HDB commercial shops. Since 2007, HDB has spent $8.4 million under the Revitalisation of Shops (ROS) programme to help participating shops spruce up their common areas, add new awnings and shop directories and organise promotional activities. One in two HDB shops islandwide has benefited so far. Page: 156 To prepare for the next phase of ROS, I will set up a new committee to take in views and suggestions from merchant associations, retailers and grassroots organisations. I would be delighted if Mr Ang Wei Neng could also join me on the Committee. Mr Gan Thiam Poh asked if HDB can help these shops in other ways, such as reducing rentals or providing rebates. HDB has in place measures to stagger rental increases in a rising market. I should clarify that, currently, most shops rented directly from HDB are paying lower rentals compared to private commercial rates and we do not think that additional rebates are needed for now. HDB does not control the rental of shops that are freely transacted in the market. As we reflect on our housing achievements in the last five decades, in the midst of celebrating SG50, I think it is also important for us to think how we can better preserve the "kampung spirit" in our HDB neighbourhoods. This is why, besides building physical spaces, we always encourage community coming together to connect and discuss issues close to their hearts.”
“The new lifts will be more energy-efficient, allow better wheelchair access and incorporate various safety and security features, such as vision panels and infra-red door safety sensors. For about 200 or so blocks that could not benefit from LUP because of technical constraints and prohibitively high cost, HDB is testing various lift solutions. Meanwhile, residents without lift access and who have medical needs can contact HDB for assistance. Next, let me talk about the Home Improvement Programme (HIP) which HDB introduced in 2007. This is a highly subsidised programme – the Government spends up to $25,600 per household, depending on the flat type and improvements selected. We have selected 140,000 households so far since its introduction in 2007 and it has proven so popular that we have increased the pace several times – to 28,000 households in 2012, to 35,000 households last year and to 50,000 households this year and the next. In 2012, we also introduced the Enhancement for Active Seniors (EASE) programme at a cost of $260 million, to support our ageing population. Over 46,000 households have opted for EASE so far. I thank Mr Ang Hin Kee and Mr Png Eng Huat for their feedback and we will work with our contractors to see how else we can improve the process for HIP. We are evolving the programme in response to elderly feedback, so that we can better serve their needs. Last year, just two years after introduction, we expanded EASE to offer slip-resistant treatment and grab bars for the second toilet. We also lowered the age criterion for seniors to apply for EASE. We have also enhanced the Neighbourhood Renewal Programme (NRP) last year.”
“We want to leverage the Woodlands' waterfront along the Straits to create more recreational spaces and allow the entire waterfront area to be opened for public enjoyment. We will also be developing attractive housing within Woodlands North that would be set amidst a lush green environment. Third, Pasir Ris. We want to transform the Town Centre into a vibrant hub by injecting new developments. We also plan to enhance various neighbourhood centres and parks and introduce more family-oriented recreational activities. These are preliminary plans, which we will refine and improve, with inputs from residents and local community stakeholders, in the coming months. I hope that residents of these estates will come forward to actively contribute ideas. Work with us and, together, we can build a better living environment. 6.45 pm (In English): Mr Chairman, beyond the ROH programme, we are also investing in sustainable solutions for older towns. In 2012, HDB piloted the $23 million Greenprint programme in Yuhua. Under the programme, residents enjoy eco-solutions and community initiatives. Here are some Yuhua residents enjoying the community parklet, one of the Greenprint Initiatives. The pilot project is well-received. We will select and announce another precinct for HDB Greenprint to further test some of the initiatives in the coming months. Page: 155 Mr Chairman, Members are well aware that HDB has carried out the $5 billion Lift Upgrading Programme (LUP) to benefit 500,000 households in the past 15 years. Last year, we further introduced the $94 million Selective Lift Replacement Programme (SLRP) to help Town Councils replace old lifts.”
“Yishun has also undergone significant transformation over the past eight years. The rejuvenation of the town centre is still underway, but we have already seen many improvements. In 2008, the upgraded Northpoint Shopping Centre, with a new public library, was completed. In 2010, we opened Khoo Teck Puat Hospital. This is next to the rejuvenated Yishun Pond with a new three-storey lookout tower that we completed in 2011. Yishun residents are happy with the new amenities. This is Samuel Gift Stephen and his cousin, Lawrence Augustine. Samuel told us that the new Yishun Pond is much more beautiful and he was appreciative that HDB had consulted him and other residents before embarking on ROH and upgrading. Page: 154 Indeed, the new amenities at Yishun offer something for every age group and bring fun to their lives. Amenities, such as the library, community club, Yishun Park, Northpoint Shopping Centre and the Family Bay, provide common spaces for interactions and community-building and we hope that Yishun residents will use these spaces to build strong relationships and a close-knit, kampung community. Today, I am happy to announce that we will transform another three towns under ROH. First, Toa Payoh. We plan to rejuvenate Toa Payoh Town Centre and improve the pedestrian mall and public spaces. We will redevelop the town park and improve pedestrian linkages to the Town Centre. Toa Payoh will also benefit from the new Caldecott MRT station along the new Thomson-East Coast Line and we have plans to develop more public housing and parks around Caldecott Station to provide more housing choices for those who wish to live in Toa Payoh. Second, Woodlands.”
“Some of the planned Page: 153 amenities are outside the town centre, and we will work closely with other agencies to ensure that the supporting infrastructure keeps pace. As Miss Low reminded this House, these new developments are opportunities not only for innovating infrastructural hardware, but also for developing better community software to build heart-ware. HDB welcomes the local community's suggestions. May I seek your permission to continue in Mandarin? (In Mandarin): [Please refer to Vernacular Speech.] Even as we build new towns, we have not forgotten older towns. Older towns remain very popular with existing and new residents because of their accessibility and mature amenities. We are rejuvenating the older towns systematically through the Remaking Our Heartland (ROH) programme. ROH is a significant, extensive, long-term programme. Since 2007, we committed to transform six estates in two batches: the first batch includes Dawson, Yishun and Punggol; and the second batch includes East Coast, Hougang and Jurong Lake. Projects in these six estates are at various stages of implementation. Let me share some examples. At Dawson, the first three of five blocks at SkyTerrace@Dawson have been completed. This new BTO development has enabled many young Singaporeans, after marriage, to buy a flat near their elderly parents in Queenstown. Better still, this is the first development that allows couples and their parents to buy a pair of flats under the Multi-Generation Living Scheme. Mr Chan Lup Hoe, for example, bought a 5-room flat, while his elderly parents bought a Studio Apartment in the same development. We are glad that SkyTerrace@Dawson will help foster closer families and stronger ties.”
“Giving due consideration to connectivity and eco-features, we have designed the three housing areas with distinctive community spaces and greenery, seamless pedestrian links and ample amenities. Tampines North, for instance, will enjoy a 7.5-hectare "Boulevard Park" as a "green shoot" that runs through the estate. It will have a 10-hectare "Quarry Park", providing green spaces and community facilities for residents. Precincts further away from the "green shoot" will enjoy their own dedicated local parks. We launched the first 1,500 units of BTO flats, Tampines GreenRidges, last year. We will launch another 1,200 units for sale this year. Bidadari residents will be able to enjoy its rolling landscape and rich heritage in the form of the new Alkaff Lake and Heritage Walk. Bidadari will also feature an integrated development at its centre, with a bus interchange, food centre and social communal facilities. We will launch the first 2,000 units of BTO flats in Bidadari later this year. Miss Penny Low will be pleased to note that the latest housing district in Punggol, Punggol Northshore, will house Punggol's first seafront public housing. It builds upon the plans for Punggol to be a smart and sustainable town, and features smart car park monitoring systems, smart lighting and a pneumatic waste conveyance system, amongst others. Flat buyers can look forward to 4,100 units to be launched this year. Punggol residents can also look forward to the completion of Waterway Point and Coney Island Park later this year. SAFRA Clubhouse will open next year. Coney Island Park, with its strong nature focus, will preserve the rustic charm of Punggol.”
“Mr Chairman, let me thank all the Members who have spoken. Page: 152 In the past 50 years, HDB has implemented one of the most successful public housing programmes in the world, with over 90% proud owners of their own homes. But more than mere physical space, as Minister Khaw has reminded us, we have provided shelters for our young and old. We have helped newly-weds to form families. We have built 3Gen flats to allow for inter-generational care. In short, we have realised the goal of providing an endearing home to every family. As our population grows, we need to build new towns. As our demographic profile changes, we are sprucing up old towns to cater for new needs. Let me elaborate. Mr Chairman, MND has, in 2013, announced building three new housing areas in Tampines North, Bidadari and Punggol Northshore. May I seek your permission to display some slides on the screen?”
“As we pursue incremental improvements in productivity, we also have to keep in mind some of the more abrupt and fundamental changes in the business model or products and services, so as to give us a quantum leap, a step change in the way we provide our value-add. I want to thank the Member for raising this because, most of the time, we talk about value-add, and that is subject to business cycle fluctuations. While that is true, we also work on secondary matrices to make sure that our companies – on an individual basis and on a sectoral basis – are making improvement.”
“Mdm Chair, let me answer the productivity questions. The National Productivity Council (NPC) has been working with the industry and we have developed 16 industry roadmaps. In each of these roadmaps, the industries have given feedback and we are in the process of structuring secondary productivity indicators. As we have discussed, in the examples of construction industry and the retail industry, there are different measures to measure: the individual workers' productivity – how much that person can accomplish, either on the shop floor or construction site or factory; there are also productivity measures for the company as a whole – when all the individuals and automation and process re-engineering are put together, how much will the cost be reduced Page: 34 and how much the yield will be improved and so on. Individual companies will have to work on specific data sets like these to measure themselves against their targets. However, the value-add per worker as an overall measure is still important because companies can go on producing more and more units, but if the prices of such units as reflected in their sales in international competition are coming down drastically, it will also mean that we are doing more but getting less overall. That, in economic productivity terms, means that we are not doing the right thing. Staying in this business probably cannot add to the wages of our workers. So, what do we do as a business, as a sector? That is where we have to make more fundamental changes to our business model or increase our ability to innovate and create products or services of higher value.”
“Mdm Chair, I thank Mr Yee for his supplementary question and clarifications. On the IGS, it is a new scheme, and IE Singapore will soon release the guidelines of the scheme. We do not have any numerical targets as yet because of the way the scheme is structured. However, we really hope that the scheme will stimulate more companies to set up operations that will channel some of the income back to Singapore. However, at the same time, we also want to be sure that they keep Singapore as a core in their HQ functions so that good and high-quality jobs will be created for Singaporeans. On leading Singapore companies, how do we grow them to $100 million or more? In fact, we take a very holistic approach to grooming them. Trade diplomacy is still within MTI's purview. So, whenever our companies are growing into the different markets, IE Singapore, for instance, with their 30-over offices worldwide, will provide facilitation. Sometimes, they will link them up with local partners; other times, they will advise them on how to Page: 30 understand local business regulations, as well as legal requirements. Our companies are doing well. Of course, we have set an ambitious target of having 1,000 of them by 2020. This is an ongoing journey. Many of our companies are now working as a group to address opportunities that are available to a larger consortium of companies with a range of capabilities. So, I think many of the examples, such as township, urban solutions, larger infrastructure development, typically involve both our larger leading companies as well as smaller companies going in as a consortium. Working closely with the trade associations, SBF and some of the market organisations, we are quite confident that Singapore's external economy will grow.”
“These mentors will possess deep industry skills and experience and will be able to help SMEs enhance their training capabilities. For example, the mentors can help supervisors and managers develop their ability to nurture and train others and they will also provide feedback to employers and trainees. 7.45 pm (In English): Mr Chairman, raising productivity is a long-term endeavour. It is also a complex task. Companies must simultaneously grow their top line and improve efficiency on a sustained basis. We need everyone – employers, workers, managers and customers – to be committed to change. The best and most important drivers of productivity growth are the companies themselves. If all of our companies improve productivity, even incrementally, there could be a significant impact on the overall economy. The adoption of various productivity schemes has risen over the years. More obviously can be done and we will encourage companies to take advantage of the support that the Government offers. We know that our companies need time to make changes and meaningful investments, so the Government is committed to continue supporting companies on their restructuring journey. Together, we can open up exciting opportunities and enable Singaporeans to enjoy the fruits of economic success.”
“Individuals need to embrace lifelong learning and seek to constantly upgrade themselves and learn new skills. Employers need to recognise that their people are important assets and they should encourage them to pick up new skills. The Government announced a slew of SkillsFuture initiatives to help companies build strong teams and to help individuals keep up with the times and master future skills so that they can be at the forefront of the workforce. We are in discussions with the businesses and unions to form up the Sectoral Manpower Plans or SMPs for key sectors and this is expected to be implemented by 2020. The SMPs focus on laying out action plans for developing the skills required in the various sectors and also career development pathways. These are highly targeted plans that aim to enhance the productivity and creativity of various industries. In addition, to help companies internationalise and venture overseas, we need to ensure that companies are able to access local talents with international experience. We will extend the Young Talent Programme to include students from polytechnics and Institutes of Page: 169 Technical Education (ITEs) to provide more opportunities for overseas immersion programmes for the students to broaden their international perspectives. The Government will provide co-funding support for these students to take part in overseas internships and work-study programmes. We understand the challenges that companies, in particular, SMEs, face when providing quality training for their workers. Therefore, we will work with the various trade associations and industry partners to select, train and deploy 200 SkillsFuture Mentors in the next two years.”
“It is also capable of detecting when someone has been inactive for an extended period of time, which indicates a potential loss of consciousness. This system has been deployed in nursing homes such as Ling Kwang Page: 168 Nursing Home. Gas and motion sensors have also been deployed in the restrooms of several places in Singapore such as East Coast Park. These sensors collect a range of data, including the number of users and air quality. Information is then analysed and transmitted to cleaners to inform them when the restrooms need to be cleaned. This allows the cleaning companies to deploy their workers more efficiently. Ultimately, raising productivity is about people. As Ms Foo Mee Har has observed, it is right that employee engagement is an important part of raising productivity. We need to foster a positive workplace culture where workers are engaged and empowered to put in their very best. This requires quality leadership and management within our companies. My colleague Minister of State Teo will be speaking more about this later. Mr Chairman, may I now speak in Mandarin? (In Mandarin): [Please refer to Vernacular Speech.] With the development and transformation of the economy, there are also changes to the nature of many businesses. We must ensure that Singaporeans have the skills for the future and the right mindset in order for them to do well in the new economy. Therefore, we need to adjust the current workforce development model to deepen personal skills and mastery. As familiarity leads to mastery, if people have exceptional mastery in their jobs, they will take pride in whatever they are doing. As Deputy Prime Minister Tharman has mentioned, to shift towards deep skills, we need to make some cultural changes in our society.”
“We will also enhance the scope of the Double Tax Deduction for Internationalisation or DTDi scheme to include manpower expenses as qualifying expenditure, as Mr Yee asked about earlier. Businesses will be able to claim 200% tax deduction on expenses incurred in posting Singaporean personnel to overseas entities for up to three years of overseas operations and up to $1 million per approved entity per year. This is a fairly generous provision. This enhancement provides greater support in initial years of business overseas expansion. Beyond growing the top line, it is also important for our companies to invest in improving efficiency. Our strategy continues to be to facilitate a conducive environment through broad-based schemes, such as the Productivity and Innovation Credit or PIC and the Innovation and Capability Voucher or ICV. Further assistance is also available at various Centres of Innovation or COIs and productivity centres where consultation and expert advice are available. We are also working very hard to link up research organisations with SMEs. Second Minister Iswaran quoted many examples. We want to encourage more adoption and commercialisation of our R&D findings. For instance, A*STAR's Technology Adoption Programme or TAP has developed 16 plug-and-play technology solutions, or otherwise known as ready-to-go packages, which can be applied across different industry sectors. To date, about 50 companies have adopted sensors and analytics, or what is popularly known as the Internet of Things, in sectors, such as construction, retail, healthcare and administrative and support services. Consider this – Soundeye is a non-invasive fall detection system developed by A*STAR to pick up signs of distress when someone has fallen down.”
“Second is the Global Company Partnership or GCP grant, which provides comprehensive and customised assistance for Singapore companies looking to expand their global presence, covering many areas such as capacity building, market access, manpower development and access to financing. In FY2012, the support level of four activities under the MRA and GCP – namely design, branding, intellectual property and M&A – were set at up to 70% of the qualifying costs. This year, we will extend this to all activities covered under the MRA and GCP schemes. This will be provided for three more years until March 2018. Crayon Data is a local company that has tapped on both MRA and GCP. Crayon Data is a big data analytics firm founded in 2012. Today, the company has made its way into India, the UK, the UAE and the US. In making its plans to enter its key market of the US, Crayon Data took up financial assistance from the GCP to engage in-market consultation services so as to identify project leads and tailor their market entry strategy. With this assistance, Crayon Data secured two proof-of-concept deals within a month of beginning its Page: 167 engagement. The company also used the GCP to engage a human resource (HR) consultancy to implement a HR culture – that Ms Foo talked about – that would help it attract and retain top talent. It is now tapping on IE Singapore's MRA scheme to set up its legal entity in the US. Singaporeans will benefit from all these, as Mr Liang Eng Hwa, Ms Jessica Tan and Mr Vikram Nair have noted. Good jobs are created as companies expand overseas. Companies would need good people to take on a range of regional functions, such as in marketing, operations and financial control. Internationalisation helps create regional and global career pathways for Singaporeans.”
“Next, we will also enhance the Internationalisation Finance Scheme or IFS. IFS has helped Singapore-based companies secure mid- to long-tenure capital facilities with Participating Financial Institutions for overseas assets and acquisitions. Under IFS, the Page: 166 Government takes on up to 70% of the risk-share for approved loans. The maximum loan quantum for the IFS was doubled in last year's Budget from $15 million to $30 million. AC Global Energy, for instance, is a local renewable energy project developer. They took up the IFS when they made the first investment into the US. Other than regulatory, tax and manpower assistance, IE Singapore also supported about S$20 million of financing for AC Global's machinery through the IFS, for use at its new biomass energy production facility based in Tennessee. This is AC Global's first foray into renewable energy and its first biofuel plant in the US and it plans to expand its business by developing more biomass-to-gasoline facilities. This year, we will also extend the coverage of the IFS to include the financing of M&As or mergers and acquisitions. This will encourage M&A as a complementary growth strategy to help companies expand quicker overseas. We expect this to catalyse up to $100 million worth of incremental loans over the next year for companies pursuing internationalisation via M&A. Beyond nurturing globally competitive companies, we are also encouraging SMEs to internationalise. IE Singapore will extend two existing schemes that help companies expand overseas. First is the Market Readiness Assistance or MRA scheme. This scheme provides companies new to internationalisation with financial and advisory support in their overseas set-ups, business partner identification and market promotion.”
“Singapore SMEs' stock of direct investments abroad has increased from $29 billion in 2004 to $52 billion in 2013. The top markets for our SMEs continue to be China and Southeast Asia, in particular Malaysia and Indonesia. Beyond these markets, 12% of our SMEs reported engagements in the Middle East and 5% in Africa. Consider, for instance, this company called 5footway that own a chain of boutique hostels in Singapore. With IE Singapore's assistance, 5footway has expanded its footprint to Macau with a 25-room hostel and a boutique hotel in Hong Kong. Following the successes in Hong Kong and Macau, 5footway continues to seek further expansion and is set to launch two to three more boutique hotels in Hong Kong and Macau next year, while setting their sights on the mainland China market. Mr Yee Jenn Jong will be pleased to note that as part of the ESC's plans, the Government aims to grow a larger base of globally competitive Singapore companies, create a vibrant corporate ecosystem in Singapore and grow the external wing of our economy. As of 2013, a total of 626 local companies have crossed $100 million in revenue. This is up from 530 in 2007 and 280 in 1998. Going forward, we will introduce the new International Growth Scheme or IGS. Under the IGS, qualifying Singapore companies will be given a concessionary tax rate of 10% on their incremental income for a period not exceeding five years. Such companies will be expected to anchor their headquarters and key business functions in Singapore while engaging in internationalisation activities and providing opportunities for Singaporeans to gain international exposure. This includes creating good overseas jobs for Singaporeans and helping their smaller SME partners expand overseas.”
“Allow me to give a brief update on our external economy. We have done relatively well. From 2004 to 2013, our merchandise exports grew at 8.4% per annum, slightly above the global growth rate of 8.2%. Our export of services expanded at a growth rate of 11% compared to the global growth rate of 8.3%. In terms of Direct Investment Abroad (DIA), we have surged ahead with a compound growth rate of 12%, much faster than the global growth of 4.9%. We have assisted our companies in expanding overseas. In 2014, IE Singapore helped 28,000 companies in venturing abroad, compared to 26,000 the year before. Of these, 4,000 took up the Global Company Partnership programme (GCP) while 24,000 took up the Market Readiness Assistance (MRA) programme, and 80% of these companies were SMEs. Page: 165 We have targeted assistance for our companies in different markets and sectors. In China and Indonesia, for instance, we have observed a rising middle-income group and growing consumerism. IE Singapore has thus collaborated with our businesses to drive market access for the consumer sectors. For instance, IE Singapore established the "Singapore Food Aisles" in supermarkets in Indonesia, so as to feature Singaporean brands and products more prominently. IE Singapore has also collaborated with the Singapore Food Manufacturers' Association (SFMA) to create a Singapore Food Product Centre in China to help our food companies navigate import regulations and source for good distributors. Our efforts so far in helping our companies internationalise have seen good results. In 2014, as mentioned by Ms Jessica Tan, a survey suggested that about 50% of our SMEs have overseas revenue. We are also observing an upward trend of SMEs investing overseas.”
“Mr Zaqy Mohamad will also be pleased to know that participating companies received individual report cards showing their performance relative to the industry average and also the top 20% of companies in their sector. Companies can then use these data to analyse their performance and, with partners like SPC, implement Page: 164 improvement efforts. Mr Liang Eng Hwa and Mr Zaqy Mohamad asked what our strategy in raising productivity is over the next few years. Simply put, there are two ways to raise productivity – one is to grow the top line through revenue expansion and market development, and second is to improve efficiency by reducing wastage and optimising processes. To help companies raise their top line, we will continue to assist our companies in finding new revenue streams. One way to do so is by innovating and raising the value per unit of sales. Innovation creates value and sustainable value creation is key. We provide incentives to support companies at different stages of growth. SPRING's Innovation and Capability Voucher (ICV) offers support for companies looking for basic solutions. Since 2012, SPRING has awarded around $80 million to SMEs through 16,000 Innovation and Capability Vouchers (ICVs). This is to assist them to engage consultancy services as well as implement productivity solutions. 7.30 pm For companies keen on more advanced innovation projects, SPRING provides the Capability Development Grant (CDG). In 2014, SPRING supported more than 1,200 projects and provided over $100 million of funding support. My colleague, Minister of State Teo Ser Luck, will elaborate on how companies can and have used the CDG. Dr Chia Shi-Lu and Ms Jessica Tan asked how MTI could help businesses capture opportunities in overseas markets.”
“We continue to keep abreast of international trends and emerging technologies that can help raise productivity and adapt them to the local context where relevant. Tripartite collaboration fosters collective responsibility and is an important feature of industrial development and skills upgrading in countries, such as Germany. The NPC has, therefore, been structured as a tripartite council, and our agencies continue to work with various partners to raise productivity. Mr Zaqy Mohamad asked about the use of sector-specific productivity indicators to help companies gauge their performance. We collect such indicators to monitor sectoral performance, which complement the usual measure of value added per worker. As Mr Zaqy Mohamad had mentioned, in the construction sector for instance, we track site productivity or the amount of floor area constructed per man day. This data is published on the Building and Construction Authority's (BCA) website and is available for the industry to benchmark against. Assoc Prof Randolph Tan further asked if we could refine our assistance to companies through various schemes based on productivity outcomes. As Assoc Prof Tan has said, productivity is influenced by a combination of factors and companies ought to be given time to transform. We agree that it would be best to assess the outcomes of their efforts over a longer period. Our Centres of Innovation (COIs) and productivity centres work closely with companies to identify their challenges and suggest follow-up actions to take. For instance, Singapore Productivity Centre (SPC) engaged local retailers and food services companies in a benchmarking exercise in 2014.”
“Our export-oriented sectors, as mentioned by some Members, have performed better, with annual productivity growth of more than 5%. Such sectors, for example, manufacturing, finance and insurance and wholesale trade, are characterised by businesses which compete internationally. For them, being productive is essential to compete on a global scale. In contrast, productivity in domestic-oriented sectors such as construction, retail and food services has grown by less than 1%. However, there are bright spots in the domestic-oriented sector. Take, for example, the cleaning sector, which Ms Tin mentioned. Under the Clean Mark Accreditation Scheme, some 120 accredited cleaning companies are required to appoint productivity managers to carry out continuous productivity improvement. As a result, cleaning companies are increasingly reviewing their work processes and automating their cleaning works. These companies have achieved an average of 46% improvement in process efficiency. Page: 163 Mr Liang Eng Hwa and Mr Heng Chee How also asked about the progress of the National Productivity Council (NPC). Since we embarked on our productivity journey in 2010, a total of $650 million has been committed to companies through the measures under the NPC. About 24,000 companies have benefited. I will now share the NPC's approach in lifting productivity. At the broad economy level, we continue to build a conducive environment to support restructuring. This facilities innovation and internationalisation, which our companies need to carry out to transform. We also review regulations to ensure they do not impede productive practices. In specific sectors, the NPC's 16 industry roadmaps incorporate international best practices.”
“Mr Chairman, we started our restructuring journey in early-2010 and our productivity level today is 13% higher. We must continue to press on with our efforts, so as to transform our economy and create better jobs for Singaporeans. Mr Heng Chee How, Ms Tin Pei Ling and Assoc Prof Randolph Tan asked for an update on our productivity drive. From 2009 to 2014, productivity growth was 2.5% per year. This lies within the 2% to 3% target set by the Economic Strategies Committee or ESC. Mr Chairman, may I have your permission to show some slides?”