S Iswaran
Singapore
“The Maritime and Port Authority of Singapore (MPA) has incorporated the requirements of the International Maritime Organization (IMO) 2020 regulation in its Prevention of Pollution of the Sea (Air) Regulations 2022. The Regulations are applicable to Singapore-registered ships and all other ships while they are in Singapore waters.”
“The Maritime and Port Authority of Singapore (MPA) plans to progressively roll out the charging infrastructure for electric harbour craft operations in the Port of Singapore from 2025.”
“Since 2018, the Land Transport Authority (LTA) has imposed minimum bicycle parking provisions covering different types of developments. The requirements are determined by multiple factors, including the developments’ use, location and gross floor area (GFA).”
“I had addressed similar Parliamentary Questions by Mr Gerald Giam on 29 November 2022 and 10 January 2023, as well as in my Ministerial Statement on 8 May 2023. The Member can refer to these past answers and statement as there has been no material change in the allocation of Certificates of Entitlement.”
“To encourage the uptake of electric cars, the Government has rolled out the Electric Vehicle Early Adoption Incentive and enhanced Vehicular Emissions Scheme. When taken together, it provides up to $45,000 off the Additional Registration Fee of an electric car upon registration.”
“The Land Transport Authority studies all potential changes to the Certificate of Entitlement (COE) system carefully, including conducting sensitivity analysis where appropriate.”
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“Mr Speaker, all travellers from high-risk places are required to take dedicated transport to their assigned facility to serve their Stay-Home Notice (SHN) while waiting for the results. To minimise the risk of cross-infection and community spread, strict public health protocols are applied. First, these private charter buses only ferry travellers from the checkpoints to the SHN facility. No other passengers are allowed to board. After every trip, the buses are thoroughly cleaned and disinfected. Second, the bus drivers are trained to don the appropriate personal protective equipment (PPE) including an N95 face mask, PPE gown and gloves. They are also fully vaccinated and subject to regular routine COVID-19 testing. Third, strict safe distancing measures are imposed. Travellers are not allowed to sit near the driver and they only occupy the rear section of the vehicle. I have, in fact, seen this first hand, so they are all seated to the rear of the vehicle and the front half creates a buffer zone with respect to the driver. The number of travellers allowed on each bus is also limited to less than half its total capacity to ensure adequate safe distancing between travellers. These measures are part of a multi-layered approach we take to protect our borders and frontline transport workers. In addition, all travellers from high-risk countries would need to have a negative Polymerase Chain Reaction (PCR) test taken not more than 72 hours before boarding a plane, ferry or vehicle bound for Singapore. With the evolving nature of the virus, we regularly review the full suite of public health measures for international travellers and also to protect our frontline workers.”
“I would not want to prejudge the path we take at this point but what I would say is that the overriding commitment is to ensure that we are able to facilitate safe travel so that Changi will remain a safe aviation hub for travellers from around the world and, certainly, for Singaporeans.”
“We also have to make a judgement call because countries, the source countries and the situation can also change quite dramatically. So, therefore, the posture we adopt in terms of not just the cross-border travel, but how we deal with them at the airport, which is our point of entry into Singapore, is going to be key. What the entire team in MOT, CAAS, CAG, SIA, SATS have endeavoured to do is to adopt a protocol, which is what we have now, which gives us, perhaps, the greatest possible flexibility and adaptability to an evolving situation. That, I think, is key because without that flexibility or dexterity in our response, then there will be a lot more of the fits and starts that the Member refers to, in the way we do things. So, if we have the modalities to deal with the risk, we may not know which country, or at what point, but at least we have a way to pivot quite quickly based on the assessment. I would say that the mindset that we have adopted is one of "prepare for the worst, hope for the best and be as adaptable as possible, and respond quickly to an evolving situation". That is the way we are doing this. The Member had the air hub question, I think his question was really pertaining to what might happen, going forward, in terms of travel and so on. I think that remains an issue. As you can see, across the world, there are quite diverse attitudes towards travel and the protocols associated with them. You would also have heard from the Multi-Ministry Task Force Members on some of our thinking, going forward.”
“Mr Speaker, I thank the Member, who is also the Government Parliamentary Committee (GPC) Chair for Transport, for his questions. First, to clarify, Jewel is already open. There was a period of closure for about a month and then we re-opened it on 14 June. The passenger terminal buildings remain restricted from public access, because there is a greater potential for interaction, for example, between workers and members of the public. So, we want to be more cautious, make sure all the measures run in well and then we will have a sense of how to move forward, and if so, when we need to do so. Another part of that question was about T2 and T4 and the arrangements. Just to be very clear, T2 is going through renovation works, so it is not operational. And what MOT and Changi Airport Group did was to work together and come up with the idea of remote processing, remote bays, as it were, for passengers, from very high-risk countries. They are processed in the bays in Terminal 2, for immigration, for their testing and so on, and then they are immediately taken in buses to their SHN facilities. We are studying the use of T4 for this purpose because T4 would have a larger capacity and it is something that the various agencies involved are working through now. If we are able to use T4, then it enhances our ability to deal with flows from the very high-risk countries. Is this temporary, permanent, how long? I think it is a very good question but it is a rather difficult one to answer. Because as we have learnt from our experience over the last 18 months or so, we need to be prepared for any kind of pivot. And that, I think, is the crux of the issue because we do not know how the virus is evolving or will evolve.”
“It was actually generally designed for people to move from the aircraft to the immigration process, collect their baggage and exit. I also want to emphasise to the Member, what we have undertaken in Changi now, with physical segregation of the airport, is really turning the operating model on its head. And I hope we all appreciate that. Because civilian airports, as we might recall from a not-too-distant past, are designed for passengers to come in and to actually have an experience at the airport, what we call the Changi experience. So, when we now say passengers are completely segregated physically in different zones and their movement from aircraft to immigration to baggage collection to transportation and so on, and we add now testing, it is a completely different model. And so, we must appreciate that every move like this that we make entails significant adjustments, not just from an operational point of view, but also in terms of the burden it imposes on the workers at the airport. So, I want to emphasise a point that I made earlier, but I think it bears emphasis again, which is that we want to do everything we can to ensure the safety of our passengers, our aviation workers, their families and through that, the larger community, but we also want to ensure that the measures we take reflect our best judgement of the risks based on an evolving situation. And we ensure, to the best of our ability, that we respond in a manner that addresses those risks.”
“Mr Speaker, I thank the Member for his questions. On the second point first, the risk assessment and categorisation are undertaken by MOH. So, I would not want to represent the overall thinking on behalf of the Ministry and its experts, but I would say that the officials, the experts take into account a gamut of factors and it is also an evolving set of factors. I think the state of vaccination is certainly one of the considerations but it is by no means the only one, as the Member would well appreciate. Secondly, on the point about inter-mingling and what was the thinking, and so on, as I explained in some detail in my response to the Member's question earlier, the starting point must be that we are undertaking measures based on a detailed risk assessment. And that risk assessment is informed by an as up-to-date an understanding as we have of the virus, its characteristics, its transmission nature and also how these are changing with new variants emerging. And, therefore, this is a risk-adjusted approach. And it has to be so. Because as we have observed around the world, really, hardly any country so far has been spared the Delta variant, regardless of the posture they take. What we need to do is ensure that the posture we adopt and the measures we adopt respond promptly to the latest understanding and address the risks that are posed, in a dynamic situation with equally dynamic responses. In that context, prior to the latest set of measures and the physical segregation that I talked about, we had progressively instituted a series of measures which I have just elaborated, so I do not propose to repeat them. There may well have been some inter-mingling, but that was not something that was encouraged.”
“As the Member would know, I mentioned the $15 million fund and the intent is to try and help those who might be under particular stresses because of these changes. In addition, the Member would also be aware of the COVID-19 Driver Relief Fund for those who are in the point-to-point driving services, taxi services and private hire cars. These are some of the areas we have focused on. I can assure the Member and Members of this House that we remain focused on this. Should new needs arise, we will certainly look at them. As the Member would be aware, even with, for example, the COVID-19 Driver Relief Fund, the Government responded very quickly. With the help and support of the Ministry of Finance, we were able to announce the extension of these measures quite quickly. We remain committed to continuing to help and address the welfare needs of our aviation community workers.”
“Turning to the Member's specific question on measures to protect more vulnerable workers, as I said, the starting point is to ensure that now that we have got physical segregation, the workers have to observe specific protocols, and, in particular, PPE. The PPE regime has been stepped up across the board and now they don and doff, and they are trained on this already, but we have re-emphasised this. On top of that, of course, is the vaccination programme, which is a general programme that we have undertaken. In terms of the testing regime, we have now RRT, rostered routine testing for workers. Those who are in the high-risk areas, we do seven-day PCR and ART on day three or day four. For those who are in the less risky areas, we conduct a RRT PCR test every 14 days; and on about day seven or day eight, we do the ART testing. These and the protocols themselves are all designed to protect the workers to the best of our ability. The management of the companies are also committed to ensuring that if any worker finds it very difficult to continue in that particular role, then they will find a way to redeploy him elsewhere, so that he can continue to work, but in a different context. I agree with the Member. Taxi-drivers, limousine drivers, they are a very important part because they are the extension of the broader network, in terms of transport and connectivity. In particular, we have instituted it and, as you know, again, vaccination of drivers is a key part of this. Also, they know what are the protocols to be observed, in terms of when they are carrying passengers, the kind of safe management measures (SMMs) they need to observe and so on, and there are also testing regimes in place for them. Livelihoods, this is key.”
“Mr Speaker, I thank the Member for her questions. The overall theme of the Member's questions, which I think are quite appropriate, is the focus on the welfare of the aviation workers, workers on the frontline and those who are supporting. As I have said in my reply earlier, this is, in fact, one of our overriding priorities because we need to ensure that these workers are protected to the best of our ability and also that, where it is essential, we also undertake specific measures to address any concerns they have with respect to their welfare. So, let me start by saying that, in the course of many of the transitions to the new measures that we have had to put in place, I have personally been involved, together with the CEOs of Singapore Airlines (SIA), SATS and Changi Airport Group, in discussions with workers from the whole gamut of workers in our airport community. This includes not just Changi Airport Group's (CAG's) employees, SATS or SIA employees, but also those who work in ICA, Certis Cisco and so on, in order to fully comprehend the challenges of the changes that we are imposing on them, how they are coping and how we can help them further, if that is necessary. And I would like to start by sharing with Members that, actually, the morale is very strong. And that was something that gave me great heart because it means that, despite the nature and the scale of the challenges we are facing, the Changi Spirit remains strong and they remain optimistic and they understand the need for these measures and have been cooperating with the health requirements as well as some of the operational shifts that we have had to make.”
“I am also very glad for the support from our corporate partners and members of the public, including some CAAS staff, who started "Friends for Aviation" to provide encouragement and practical support for our frontline airport workers. Mr Speaker, even as we stay vigilant and adjust to protect ourselves from the evolving virus, we must do our best to safeguard Singapore’s hard-earned position as a global air hub. We must adapt to a new normal, where we keep our borders open and safe for passengers, our airport workers, their families and the community. Only then can Changi continue to thrive as a safe aviation hub, connecting Singapore to the world and the world to Singapore.”
“Sir, our top priority is to keep our airport workers safe, thereby also protecting their families and the wider community. They are at the heart of Changi Airport’s operations and at the frontlines of our border defences. Hence, we have prioritised our aviation workers for vaccination. Today, 95% of frontline aviation workers are fully vaccinated. From the onset of COVID-19, MOT and CAAS have worked with MOH and NCID to ensure that airport workers don the appropriate level of Personal Protective Equipment (PPE) and undergo regular testing based on their job function. In response to the Delta variant, we have stepped up the PPE posture for airport workers and implemented more frequent routine testing. Within the higher risk zones, workers are also cohorted and have separate toilet, dining and rest facilities. Collectively, these measures represent a fundamental shift in operations, imposing further adjustments and stress on our airport workers as they adjust to a very different workflow. For example, workers in the higher-risk zone have to stay within that zone during their mealtimes and break times, which can be quite isolating from the social point of view. We are also working closely with union leaders and industry players to help our workers adapt to these new measures. My Ministry and I are deeply appreciative of the sacrifices made by the airport community to ensure that our borders remain open for essential supplies and for Singaporeans to return home. The aviation community has set aside $15 million for airport workers’ welfare during this time.”
“As observed by Ms Yeo Wan Ling in her question, these measures had helped to ensure that for more than 16 months, that is, from January 2020 to May 2021, the aviation community was able to keep our borders open while keeping Singapore and Singaporeans safe. In May 2021, however, the Delta variant, which is causing a new wave of infections across the world, breached these defences, resulting in the first airport cluster. In response, Jewel was immediately closed and public access to the airport terminals was restricted. Jewel re-opened on 14 June this year, but the airport terminals remain closed to members of the public. MOH monitors the public health situation overseas and assesses the appropriate risk level, taking into consideration information from WHO, experts and academic networks, as well as Singapore missions overseas. Depending on how the risk profile changes, CAAS and our aviation stakeholders then promptly adjust their protocols. Hence, in consultation with MOH and the National Centre for Infectious Diseases (NCID), we further tightened our measures based on our understanding of the Delta variant. Beyond the earlier passenger segregation measures, the airport itself is now segregated into physical zones. Disembarkation piers, toilets, arrival immigration halls and baggage claim belts are now separate for passengers from places of different risks. Changi Airport now processes passengers from very high-risk places at dedicated bus gates at Terminal 2, which is currently closed for renovation. These passengers are then transported directly to their SHN dedicated facilities. We do not allow transfer passengers from these very high-risk places, and Changi is also studying the option of using Terminal 4 for such passengers.”
“Sir, since the first overseas cases of COVID-19 were reported in December 2019, the Ministry of Transport (MOT) and CAAS have worked closely with the Ministry of Health (MOH) and other Government agencies to implement measures to minimise the risk of COVID-19 transmission and to protect workers and members of the public at the airport. These measures are reviewed regularly to take into account public health experts’ latest understanding of the virus and the evolving COVID-19 situation around the world. In January 2020, when still not much was known about the virus, Changi Airport put in place temperature and enhanced health screening for arriving travellers and disallowed entry of short-term visitors from places where cases had been reported. In March 2020, as the pandemic surged across the world, we took the unprecedented step of closing our borders to all short-term visitors. For returning Singaporeans, Permanent Residents (PRs) and long-term pass holders, in line with MOH’s public health risk assessment, we adopted risk-based differentiated border measures based on their recent travel history. For example, the immigration clearance of passengers from the US and UK was done at dedicated gate hold rooms. They were then escorted to their assigned SHN Dedicated Facilities (SDFs) to serve their mandatory Stay-Home Notice (SHN). Similarly, when transfers resumed in June 2020, the transit passengers were escorted from disembarkation to dedicated transit holding areas and, subsequently, to board the connecting flight. In January 2021, when mandatory on-arrival COVID-19 tests were introduced, these were done at separate health screening stations for passengers from very high-risk places.”
“Mr Speaker, may I have your permission to take Question Nos 10 to 13 together?”
“Today, users of motorised and high-back wheelchairs can book on-demand point-to-point (P2P) services, such as SMRT’s London Cabs, ComfortDelGro’s MaxiCabs and minibuses, and Grab’s GrabAssistPlus. They may also book transport services from other private providers such as SilverFleet, Caregiver Asia and Caring Fleet. The Government has schemes to defray transport costs for persons with disabilities (PWDs), including users of motorised and high-back wheelchairs who are facing financial difficulties. SG Enable’s Taxi Subsidy Scheme (TSS) covers up to 80% of PWDs’ transport costs for travelling to school, work or employment-related training. The Government will continue to work with stakeholders, including transport operators, to ensure that there is sufficient supply of P2P services for motorised and high-back wheelchair users and other PWDs. The Ministry of Transport will work on this through the newly-formed Steering Committee for the next Enabling Masterplan, as part of a broader effort to chart the roadmap for an inclusive society till 2030.”
“The taxi population has decreased from about 26,100 taxis in 2010 to about 15,700 taxis in 2020. After transiting to the new regulatory regime for the point-to-point transport sector in 2020, we have continued to require street-hail operators to provide a call booking service. This is to ensure that point-to-point services remain accessible to commuters who need to rely on such services. Today, there are about 10,000 trips per day booked by call booking services.”
“As of June 2021, 43 taxi and private hire car (PHC) drivers (fewer than 0.1% of active taxi and PHC drivers) have been diagnosed with COVID-19. In six instances, their household members could have been infected by the drivers. We do not have data on the duration away from work and income loss for the median and 90th percentile COVID-19-positive taxi and PHC driver. These outcomes would vary significantly across individuals, and would depend on factors such as individuals’ physical health, working hours, vehicle type and ridership demand, which in turn is affected by prevailing safe management measures. Drivers who contract COVID-19 in the course of duty receive financial support, such as additional rental waivers and allowances from the National Taxi Association (NTA), National Private Hire Vehicles Association (NPHVA), and operators. Drivers who contract COVID-19 while serving in situations of heightened COVID-19 risk may also apply for one-time relief of $3,000 through The Courage Fund, which is administered by the National Council of Social Service.”
“As at 31 May 2021, about 12,000 unmanned aircraft (UA) have been registered, close to 800 persons have obtained a UA Basic Training Certificate (UABTC), and close to 700 persons have obtained a UA Pilot License (UAPL). All UA pilots who operate UA for commercial purposes are required to hold a UAPL. Examples of commercial usage include the use of UA to inspect infrastructure, carry out land survey and mapping, and conduct aerial photography and videography.”
“Transfer and transit passengers from India have not been allowed at Changi Airport since commercial scheduled flights ceased in late March 2020. Between 1 March 2021 and 15 May 2021, two travellers were granted special dispensation to fly from India through Singapore to their final destination on an Indian Government-approved chartered flight operated by an Indian carrier.”
“From 1 March 2021 to 23 April 2021, there were 9,040 arrivals from India who were neither citizens nor permanent residents of Singapore. Of these, 8,404 were long-term pass holders, with the majority being work permit holders from the Construction, Marine Shipyard and Process (CMP) sectors to support key strategic projects and infrastructural works. The remaining 636 were short-term visit pass holders. After border health measures were tightened on 24 April 2021 to disallow all long-term pass holders and short-term visit pass holders with travel history to India, only 11 who were neither citizens nor permanent residents have entered upon appeal, due to exceptional circumstances, such as being dependents of citizens or permanent residents.”
“I thank the Member for his questions. I will address them at the 6 July 2021 Parliament sitting. [Please refer to “Update on COVID-19-related Processes for Visitor Entry and Airport Worker Deployment”, Official Report, 6 July 2021, Volume 95, Issue No 32, Oral Answers to Questions section.]”
“Taxi and private hire car (PHC) drivers are frontline workers who play an important role in ferrying essential workers and Singaporeans every day. Our first priority is to protect them in the course of duty. This is why taxi and PHC drivers who depend on driving for their livelihoods were prioritised to receive the COVID-19 vaccine. In addition, drivers do receive support if they are quarantined or contract COVID-19 in the course of duty. Drivers who have been served Quarantine Orders can apply for a $100 per day allowance under the Quarantine Order Allowance Scheme, which is administered by the Ministry of Health. The National Taxi Association (NTA), National Private Hire Vehicles Association (NPHVA), and the operators have also been providing additional rental waivers and allowances to their drivers who were tested positive for COVID-19. Drivers who contracted COVID-19 while serving in situations of heightened COVID-19 risk are also eligible for a one-time relief of $3,000 through The Courage Fund, which is administered by the National Council of Social Service. In recognition of the reduced ridership levels, the Government has been providing active taxi and PHC drivers with COVID-19 Driver Relief Fund (CDRF) payouts to sustain their livelihoods as they continue to serve commuters. This includes the recent extension of the CDRF to September 2021. Taxi and PHC operators have also reminded their drivers to take additional precautions to protect their health and safety. These include stepping up the cleaning and disinfection of their vehicles, not using the recirculation mode of their vehicle’s air-conditioning system and to wind down their windows after every trip to improve ventilation within their vehicles.”
“Our vision for all vehicles to run on cleaner energy by 2040 would require our workers in the automotive industry to pick up new skills that can be applied to hybrid or electric vehicle platforms. The Government will support the transition. Enterprise Singapore (ESG), Workforce Singapore and JTC Corporation supported the setting up of the Singapore Motor Workshop Association (SMWA) Training Academy in December 2020 to equip our maintenance workers with new skills to maintain electric vehicle (EV) components and charging systems. Over the next three years, the Academy will train at least 1,000 automotive workshop technicians in Singapore to maintain EVs. In addition, distributors will also work with automotive original equipment manufacturers (OEMs) to train workers in aftermarket services. Automotive workshops can tap on existing schemes, such as the Enterprise Development Grant administered by ESG, to build new capabilities such as maintaining EV components and charging systems. Companies can also access ESG’s Enterprise Financing Scheme (Fixed Assets) to help fund the purchase of new workshop infrastructure.”
“Today, the Traffic Police already requires all heavy vehicles, including lorries with a maximum laden weight greater than 12,000 kilogrammes, to be installed with speed limiters. All such heavy vehicles are imposed with a maximum speed limit of 60 kilometres per hour as there is a greater risk of serious injuries or fatalities when such vehicles are involved in accidents. The speed limit applies to all heavy vehicles, regardless of whether they are used to ferry workers. Agencies are studying further measures such as requiring speed limiters for lorries with lower maximum laden weight, or other technologies that can help to deter speeding, improve driver behaviour and reduce accidents. Employers should continue to do their part to ensure the safety of their workers, and educate and remind drivers of their obligations and responsibilities to ensure safety.”
“IMDA has worked with the telecom operators to block known numbers used to perpetuate scams, including those that start with “+656” and spoof the numbers of well-known Government agencies. IMDA had also considered blocking all international incoming calls that use local-looking numbers, that is, those that would appear to the end-user as “+65”. However, this was assessed to be unfeasible, as there are legitimate international incoming calls that will carry the “+65” prefix. Such examples include Singapore-based callers who travel overseas and call Singapore using mobile roaming services, as well as overseas call centres of local businesses who hold local numbers for their hotlines. IMDA, together with MHA/SPF, has stepped up efforts to educate the public not to pick up calls with a “+” or “+65” prefix if they are not expecting any calls from overseas. IMDA will continue to work closely with the telecom operators and with MHA/SPF on measures to combat scams/spoofed calls and to better protect our citizens.”
“Digital Ambassadors from IMDA’s SG Digital Office have reached out to equip citizens with basic digital skills and tools, including over 90,000 seniors and 10,000 hawkers to date. Increased adoption of electronic processes and transactions will lead to a reduction in the use of paper documents, as well as the need for physical travel. This supports our push for sustainable development in line with the objectives of the Singapore Green Plan.”
“The Electronic Transactions Act (ETA) facilitates the digitalisation of businesses and Government processes by according legal certainty to electronic transactions. The amendments passed in February support digitalisation by extending the applicability of the ETA to more types of transactions, including electronic transferable records (ETRs), providing greater certainty for domestic and cross-border electronic transactions. Beyond legislation, we have rolled out a suite of measures to support businesses at each stage of their digitalisation journey. In the past year alone, we have supported about 40,000 SMEs in adopting digital solutions under the SMEs Go Digital programme. Over 38,000 businesses are now registered on InvoiceNow, compared to only 1,000 a year ago. More than 2,000 enterprises have also gained access to overseas markets through e-commerce platforms under IMDA’s Grow Digital initiative. IMDA’s TradeTrust, a digital utility that connects Governments and businesses to a neutral and public blockchain, also provides businesses the benefit of seamless and secure transfer of ETRs. For the public sector, as part of the Digital Government Blueprint, we aim for 90%-95% of transactions with the Government to be completed digitally from end to end and we have met this target. This means that most Government transactions are now paperless, cashless and do not require physical presence. However, we recognise that some services will still require a non-digital option, to ensure accessibility. The Government is mindful that our digitalisation journey has to be inclusive and bring everyone on board in good time.”
“MCI and MTI will continue to engage ASAS on its efforts to safeguard consumer interests, uphold standards of advertisements and ensure its guidelines remain relevant and fit-for-purpose amidst the evolving advertising landscape.”
“The Advertising Standards Authority of Singapore (ASAS), an advisory council to the Consumer Association of Singapore (CASE), issued the Guidelines on Interactive Marketing Communication and Social Media as part of the Singapore Code of Advertising Practice (SCAP) in August 2016. The guidelines clarify how advertisers and the parties they work with should design and manage their digital and social media marketing communications, so as to enable consumers to make informed choices about the products and services advertised online. The guidelines were developed in consultation with social media agencies, public agencies, multinational companies and members of the public. From August 2016 to 2020, there were 10 breaches by seven marketers, mainly pertaining to the lack of disclosure of sponsored content. The marketers amended their marketing communication to comply with the guidelines after being notified by ASAS. The advertising industry in Singapore is self-regulated. ASAS’ SCAP helps to ensure that advertisements are legal, decent, honest and truthful. Consumers can also play an important role, such as by exercising caution against advertisements that seem too good to be true. False and misleading claims about products and services are prohibited under the Consumer Protection (Fair Trading) Act (CPFTA). Companies that persistently engage in such unfair trade practices could be referred to the Competition and Consumer Commission (CCCS) for investigation. ASAS is in the process of reviewing the SCAP to ensure alignment with international and community standards and changes in the advertising landscape.”
“I think this is something that I would have to defer to the CLG Chairman and the members of the Board and the management, who will then have to take this forward. But I think from a Government point of view, certainly there should be no doubt as to where we stand on the issue. I thank the Member for bringing it up. 3.20 pm”
“Mr Deputy Speaker, I thank the Member for her points. I think it is very important that we take this opportunity to once again, reiterate the commitment to the vernacular media, as part of this and any future restructuring or other changes that may occur. They are important pillars in our multi-ethnic fabric. I think I have made the point about the important role that they play, and in particular, by giving voice to the particular community. For that reason alone, we should be focused on how we can give them not just resources, but really the motivation and ambition to be more. I think that is the other point that the Member has raised, which is from an international point of view. For example, and I think specifically in the context of say, the Chinese media, I am sure it will not be lost on many within the SPH organisation but also those who are going to be involved later, that our Chinese media has significant potential to not just cater to the needs of Singaporeans, but also to be able to present a perspective on international affairs. I think it will be a very valued one because it will represent the Singapore point of view, which would be seen as being objective. And it will also be one that would be valuable to Singaporeans because there will be a chance to understand some of these international developments through the lens of Singaporeans and how they assess this in terms of its impact on us and our long-term interests. So, for all those reasons, I think we will want to make sure that the vernacular media do not just pivot to digital, but actually develop additional important capabilities to meet this broader need that we have.”
“Can you clarify about the international query?”
“Not just to say that we support the restructuring – because we could have stopped there – but we went a step further to say that we would be prepared to fund the CLG. That is a significant point which should not be overlooked. And, clearly, when the funding is finally decided upon, it will have to come back to this Chamber because it will be part of the budget of MCI and the Member and his party would have ample opportunity to ask all the specific questions. But let us not miss the wood for the trees. It is not about the details right now. It is about the overall thrust of what we are trying to do. Is it the right thing to do? Is our news media an important public good that we should be supporting? And, if so, has it done a good job up to now in the models that we have used? And, if yes, then let us work with that and build on it rather than talk about a complete wholesale overhaul.”
“Mr Deputy Speaker, I am disappointed that the Leader of the Opposition has decided to make political capital out of something that I think is quite fundamentally important to us. Even in the examples that he cites, in a way, he has already illustrated the point that I am making. He went back to 1997 to bring out an example and then he says, just this year, the Chinese media put one point of view and the English media put another point of view. Is this not the diversity that we want? Is it not the diversity that the Leader of the Opposition has been talking about? So, I am not very clear why he thinks the current model is not succeeding. Is it perfect? No. I would challenge him to show me a model that works and that is perfect. But is it one that works in our context? I think it does. With some areas for improvement? Certainly. But it is an evolutionary process. And even in the examples that the Leader of the Opposition cites, I think it is quite clear. And I would add that what we want at the end of the day is not posturing, but substance. So, if we can achieve that, not just in the news media, but also in this Chamber, I think we would have gone a long way to building a stronger country and nation. As for the funding, the Leader of the Opposition asked for ballpark numbers. But that is precisely the problem, is it not? I think we should be talking about these sorts of matters when we have greater clarity because, to throw a ballpark number, and if I give Members a range, then the question would be, "Oh, it is a very big range. Can you narrow it down?" And if I say, "No, I cannot", then we go back to square one. So, the point is we are doing the responsible thing here, from the Government's point of view.”
“So, I think it is something that is treasured, something that we have nurtured through the years and it is not something that we want to lose. So, certainly, in the course of this transition, we would want to ensure that that commitment to our vernacular media remains. Now, how the vernacular media evolves, what path they take, that, I think, is something we should have a more open mind about because, in the end, they have to adapt to the needs of the community, the needs of their readers, and work out a model that sustains the interest and earns the trust of the communities they serve.”
“Mr Deputy Speaker, I thank the Member. I share – and I think we all do – the desire to ensure that our journalists continue to be able to pursue rewarding, fulfilling careers in this very important profession. Indeed, we want to ensure that that continues to be the case even after this restructuring. Specifically, are there any retrenchment rationalisation? The terms of the proposal, as I understand it as of now, are to have the entire team move over and, therefore, no attritions are intended. I also believe that the desire is more to build on the capabilities that we have and to see how we can attract new talent to augment what is already in there. So, I think the first order of business for the Chairman and the CLG Board and management would really be, amongst other things, as I have said in response earlier to Ms Jessica Tan, that it is not just about the business aspects and the financial aspects, but it is also about the people aspects and this must be given importance. And this is something that, from the Government's perspective, we think is critical because, to reiterate a point I made earlier, it does not make sense to talk about quality journalism if you do not have the quality journalists and editors in the newsrooms. And that is key. On the vernacular media – and I think the Member's point was specifically about the Malay media – I, again, want to reiterate the response that I gave earlier to Ms Mariam Jaafar. Essentially, the vernacular media are a key part of our news media in Singapore because of the voice it gives to the different communities, no matter their size, and, through that, giving them a say and a visible participation in the common space.”
“In fact, that has been one of the key things we look at. So, as I have said, it is not just what Singaporeans say – which is important – in surveys and so on. It is also what they do in terms of which sites do they go to, how many page views are they getting, what is the dwell time and so on? These are all metrics and I think the Member would be very aware that there are various metrics that can be used in order to measure this, the engagement of the audience. And this is certainly something that we would want to ensure is achieved. And if people do not trust our local media as a credible source of information, then I think these metrics will suffer. I wanted to just make one clarification on senior editorial appointments. The Government does not exercise a veto on those appointments. The decisions on those are made by management; shareholders have a say in that matter. So, just to be very clear. The Government has a say on some other matters. But when it comes to the senior editorial appointments, it is all subject to the management, shareholders' approval.”
“I thank the Member for his questions. The first is NPPA and whether we would have a light touch and allow more entries into the market. First of all, I think when we are addressing this, let us diagnose the situation correctly. As I said, the issue is not around NPPA or no NPPA restrictions. It is not around Government funding or not Government funding. It is actually a circumstance that is the result of technological trends which have now made the financial model of this business of the news media a much more challenging one. So, we need to address that squarely, first. But can we allow more entries into the market? I think we have a fairly vibrant news media. I am not sure that they are all going to be in the traditional mode. Members would know, for example, that we have some newer players, like Mothership, Rice Media and so on. And I think what we are essentially saying is that, you have to look at it as an overall eco-system and it is an eco-system where we will have new entrants coming in. You will also have some of our traditional mainstream media – in this case, Mediacorp as well as SPH Media. And we also have the international media who have a very strong presence here in Singapore. So, we have to look at it from an eco-system perspective. It is not about singularly pursuing one aspect, but it is trying to ensure the overall local media grows and is able to hold its own vis-a-vis some of the broader competition it faces and the challenges we have talked about. So, that is the context in which I think we will look at it. Secondly, KPIs. Will there be KPIs? I understand what the Member is saying. If I could refer the Member back to what I have said in my earlier comments not just in my Ministerial Statement but subsequently.”
“What price are they going to impose and the financial model? All of these are very important questions but they are not questions that the Government should be answering. Because ultimately, we have to put it to the Board and management, and for them to come back and tell us exactly what they have in mind, what are the pivots and changes, maybe even the reinvention they envisage. And, in that context, what we need to do or what we can do – from the Government – to support.”
“I think that has to be a part of the equation going forward, just as we need to bring in, whether it is technology-oriented people but also others who will be able to contribute and complement. Therefore, I think the most important thing here is having a team; a team that brings together the best capabilities in order to maximise the chance of success for this new CLG venture. I think this is something Mr Khaw Boon Wan and I am sure the team, would be very seized with, including the process of finding not just an appropriate CEO but filling other talent requirements within the organisation. The Member raised another very important point which pertains to the vernacular media. As I said, the stresses that the industry is under today, in particular, SPH Media, means that if nothing were done, then the capacity within the newsrooms would diminish because cost cutting would be inevitable. I think amongst the first and most at-risk will be the vernacular media because they have got a smaller circulation. If you take a purely business logic to this, then I think the outcomes can be quite detrimental from a national cohesion point of view. So, certainly, as I have said, we want to preserve the voice of our vernacular media. This is an important part of what my colleague Mr Edwin Tong has called the tapestry of Singapore society. We have to make sure that we pull that and ensure that that remains an important part of the overall entity that is the CLG and all its news media operations. So, we would want to be very clear about this aspect. But how they achieve it is a different matter. If I can put it another way, the Member's questions revolved around: what are they going to do? How are they going to do it? Whom are they going to do it for?”
“Thank you, Deputy Speaker. I thank the Member for, firstly, the note of optimism that she has raised. Because in discussing this – the merits, the challenges, the concerns and so on – I think we must not lose sight of the fact that this is an opportunity for the organisation and the people within to embark on the journey that they have travelled on up to now, but with a new beginning. I think that is the key thing. In considering that, I do want to make the point because the Member said, "Will this CLG behave like a start-up or will there be just incremental change?" I think the best way I would put it is this. You want the zest, the energy, the drive, the invention of a start-up, but you do not want to lose the credibility, the trust, the quality, the people that we have nurtured all through these years. So, we want to have our cake and eat it. We want to be able to do both. And I think it is very important that we recognise that because it is not about jettisoning everything and starting from scratch. But neither is it about being so hidebound that we are not prepared to discard some of the older or long-held propositions from a business point of view in order to pursue new ideas. So, I think we need a bit of both, or rather we need a lot of both. This is where I think, as the Member has mentioned, the staff, the people who are within, are just as important as the people who are without to be brought in, in due course, to complement the capability of the organisation. The people who have been with the organisation – the journalists, the editors, the other staff – they bring a very valuable perspective.”
“Make no mistake about it – this is a major undertaking and it is one that is of national importance. I think the choice of Mr Khaw Boon Wan is something that not just the Government but in fact the management shareholders were very keen on. As I said, it was a discussion that we had. This is not the kind of position for which we have a very long shortlist or that we would do a global search. In the end, you have to decide on the basis of what is needed, what are the attributes we seek and how do we go forward. That is what happened here. And therefore, is this a missed opportunity? I think what would be a missed opportunity is, if we allow political considerations to prevent us from making the right decision, in terms of the right person for the job, to get it done. I think that is what we have sought to do.”
“Mr Deputy Speaker, I thank the Member for her clarifications. Let me just be very clear. I said in my Statement that the news media and the Government will not always see eye-to-eye. I will think the definition of a good news media or a credible news media is that it must always not see eye-to-eye, but it has the occasion when it is necessary to be able to do so. So, I want to be clear about that. Second, I think the nub of her question really is that, with Mr Khaw Boon Wan being asked by the management shareholders to chair the CLG, whether this creates problems from the point of view of editorial independence. I presume that is the Member's main point. Let us start where we are today. SPH, its current chairman is Dr Lee Boon Yang and he is a former Cabinet Minister. In SPH's history, they have had other Chairpersons who have either been ex-senior civil servants or ex-Cabinet Ministers. Mediacorp's Chairman today is an ex-senior civil servant. Yet, we are where we are today – and I do not wish to canvass arguments all over again – but we are where we are today in terms of the credibility of our media, the trust that Singaporeans have in our media, through this array of leadership. I think we should therefore be very clear that what matters is not a perceived political hue in the appointments, but rather in the substance of the character and capability of the people who are involved. I think, in that regard, Mr Khaw Boon Wan is held in high standing in Singapore and also by many beyond Singapore. He has a proven track record of taking on difficult issues and working on them. This is one such issue. What you need is someone at the leadership level who has the gravitas, has the strategic vision and the experience in undertaking these sort of major tasks.”
“So, I think the larger issues around the business, its viability, its decisions on what can be done for shareholder value, ultimately, is something that the Board and management have to decide on and propose to shareholders to agree. I think the Member asked the question: is it possible for us to support the company in its present form, I assume, with something like public service broadcasting funding and so on. Can it be considered? I think the answer is obviously yes. But is that a good model? I think it is debatable. Why is that debatable? Because I understand the intent of the Member. In other words, the business is within the listed company. It is having some challenges. Can we just direct the funding to that operation in that business for it to succeed? The problem is, if we channel a certain amount of funding to the listed company and the listed company then makes profits and then it distributes dividends to its shareholders, the question that can be asked is: is this a case of taxpayers subsidising returns to shareholders? So, there is an issue there. And so, then it means, do we need to find other constructs to do with it. And I do not want to belabour the point but other than to say that I do not think it is a straightforward solution. I think it is fraught in its own way. What we have before us is the proposal that the Board and management of SPH put to us after their own deliberations of various possibilities. Our lens is purely from the point of view of how do we ensure a quality, professional trusted news media continues to succeed in Singapore. And that is the basis on which we have expressed our approval for the restructuring.”
“Mr Deputy Speaker, I thank the Member for his questions. How did we arrive at the CLG structure and were alternatives considered? First, we have to be very clear how the proposal came about. This is the result of SPH management and Board assessing their business, in particular, the media business and its prospects going forward; and then, putting forward a proposal which, in their assessment, achieves best the objective of ensuring the viability and success of the media business going forward, freed from the constraints of a listed company and its reporting structures and so on. So, that is how it came about. And this, I want to emphasise again, is a proposal that awaits shareholders' approval. So, I do not want to go into a detailed discussion on its merits. But as I have said quite clearly, the Government supports it. We are supporting it not because of the shareholder value proposition. That is for SPH and its management and its directors and independent financial advisers and independent directors to explain to their shareholders. We support it from the perspective of what needs to be done to secure the long-term sustainability of a quality, trusted news media in Singapore. That is the focus. So, other ideas, whether it is privatisation and other formulations, I think these are questions that I am sure the Board and management would have considered. But I also want to point out that from the Government's point of view, the regulatory levellers are quite specific. They only pertain to decisions that affect the news media business in the way I have explained.”
“I think the ability to make such moves and then back them with the resources and then find the talent to back it up, these are all going to be important differentiating factors in the change that has been proposed under the restructuring.”
“I think really, it is about what you are using these resources for and therefore, what will be different. As I pointed out, I think the current structure, whilst there has been a considerable effort on the part of SPH to pivot to digital and they have made the investments I have mentioned, about $50 million a year over five years, but really, they need to do more and they need to do it in a more purposeful and quick way. I think that is something that if you talk to the editors and the journalists, they would say and that is also the experience that we see around the world. Therefore, I think, first, the fact that you are now moving out of a listed company structure into a CLG model will give that company the opportunity to dedicate the resources it needs for this purpose. And that is where I think the support from Government will also be important. I would say that the other thing is, again, I think the point that the Member makes – and the Member will be very familiar with this – is that it is not just about technology. It is how that technology is applied in the context of this vertical and how it is used to deliver a product that is valued by the customers, the readers and whether there are different ways to find new revenue sources arising from that. So, this is a very important area of work. I know that within the current SPH system, they have put some degree of effort into it. But going forward, the CLG and the management will have to bring in talent – in addition to what they already have within – to address this in a very direct way and start making the decisive strategic moves in that regard.”
“Mr Deputy Speaker, I thank the Member for her questions which are both, I think, very important. Perhaps, I will start with the people question first. One cannot talk about quality journalism without talking about quality journalists. It is indivisible. And indeed, when we talk about investing in the capability of our news media, this is one of the key attributes – the ability to attract, retain and develop journalistic talent which take our news media industry forward, both for the quality of its news reporting and also for its analysis of global and local events; and to be able to offer that distinctly Singapore perspective, which we need for all the reasons that I have outlined. So, we are very clear that when it comes to the people element, it is something that must continue to be supported. How that is done is a matter that the company itself must take forward. And what I mean by this is, for example, if we think back to the Jobs Support Scheme (JSS), the objective was very simple – to prevent attrition of capabilities that have been developed and that are needed for the future. But what we need in the context of SPH now is not just the prevention of attrition but actually, the ability to build on that capability which I think is the point that the Member makes as well. And so, I think this is an area the new CLG Chairman, the Board and the management will be seized with. And I would imagine that as part of their strategic business review that human dimension is going to be key because ultimately, that is what sustains the news media. Having said that, the earlier point about what will be different, and I agree with the Member, financial support or money alone is not enough.”
“The part that is challenging is the financial model, in particular. The business must be given enough time to be able to transition to a more sustainable business model. And that is something that we are now committed to do by rendering support to the CLG but without changing the nature of the relationship that we have today between these news organisations and the Government and MCI.”
“And our objective, when we talk about a trusted, professional, high quality news organisation, the ultimate measure of it, as I said in my response to the Leader of the Opposition, is in how our citizens respond to it and how much attention they give it – whether it is in terms of readership, dwell time; and this is especially so in the moment of crisis, which is when the truth and reliability of information becomes even more critical. On the point about control, I think I had said some of this in my earlier response. First, let me acknowledge that it is inevitable that whenever you have a change, in this case, a structural change in the organisation, such concerns will naturally arise. It is inevitable and it is quite understandable. But as we deliberate on this and we discuss this in this Chamber, we also need to keep in mind where are we starting from when thinking about the future. We are starting from a position where we have two news organisations, media organisations: one a core newspaper group with radio and online presence; another, a core broadcaster with radio and online presence. So, some overlap but distinct core competencies. These organisations have developed under our existing model. And what I mean by that is SPH is subject to the NPPA and the restrictions that go with it. Mediacorp gets funding from the Government in the form of public service broadcasting. In both cases, they have been able to pursue their editorial policy in a manner that has allowed them to win the trust of Singaporeans, as evinced by the various studies and surveys, and so on, and also the reading habits of Singaporeans. So, if I may put it another way, "If it ain't broke, don't fix it". So, we have something that is working.”