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 Deputy Speaker, I thank the Member for his questions. First, on accountability and conditions or KPIs tied to the funding. Again, I want to start by saying this is still a matter that has to be approved by the shareholders of SPH before we can start talking about these matters in greater detail. But I can talk about it in terms of broad principles. Clearly, and as I said in my Ministerial Statement, we want to do this – and by this, I mean the funding of the CLG – with financial discipline and accountability in areas like digital innovation and capability development. What does that mean? It means that if the funding is given for a specific purpose, then the expectation, and in this case is for building capabilities, for example. And the expectation must be that those capabilities are indeed developed. But it goes beyond that because the development of capabilities in the end is a means to a more important end. And that end is sustaining, if not growing, the attention, the readership and the following from Singaporeans. It is something that both Mediacorp and the SPH news groups have been doing with significant success over the years. But, clearly, it is something that we would want them to continue to strive to achieve. Because at the end of the day, if you do not have the eyeballs, the attention of people, then, the effort, in a sense, will ring hollow.”
“So, I think the people have spoken and it is our job now to make sure that object of their trust continues to succeed.”
“The Member asked about structures for editorial independence or ensuring a culture of editorial independence. I would venture that that culture already exists in Singapore in the news media. I think we do a disservice to our journalists and editors to suggest anything to the contrary. In fact, if you look at the overall outcome that we have achieved over the years, it speaks to, not just from external sources that validate by recognising the accomplishments of our local news media but, importantly, and this has a bearing on the Leader of the Opposition's last point on the Select Committee, because if I understand it correctly, it is about enabling people to express their views. I would say Singaporeans have already expressed their views because, first, when it comes to trust surveys, Singapore scores highly. Singaporeans have been quick to point out that they trust our news media, both print and broadcast, and they have shared this. I cited the YouGov survey and also the Edelman Trust Report. I would add that even our local surveys, for example, by the IPS, validate this, saying that about 70% of Singaporeans, or seven out of 10, trust our local media. And that is at a higher level than the trust they accord to international media, I would add. So, it is not just what they say though, it is also what they are doing. What are their habits, what are their preferences. In other words, how are they voting with, in this case, their eyeballs? The fact is, as I said, and I want to re-emphasise, the SPH news organisations, in aggregate, have not just maintained but they have grown their reach and readership, when you combine the digital and the physical. That would not be the case if Singaporeans did not feel that they could trust a news organisation.”
“So, the question of whether other sources of funding would be required, if the Leader of the Opposition heard in my speech earlier, not-for-profit does not mean that the entity does not pursue its business on a commercial basis. We fully expect the entity to seek out advertising revenue, circulation or subscription revenue and other sources of funding. But we fully expect that Government funding will be a component of that funding matrix for the CLG. He asked if the SPH contribution which has been spelt out – which includes the transfer of two property assets which are related to the media business and also some other operating businesses which are linked to the media, in addition to the $80 million of cash and $30 million of SPH shares and REITs – he asked whether this is reasonable and why. Again, Mr Deputy Speaker, I want to stress that because this is a matter that has to be put to the shareholders at an Extraordinary General Meeting (EGM), I do not want to pre-empt any case that the management and the Board will make. But I can say that our focus, the Government's focus, has been very clearly on the news media business and its viability, going forward. Whilst I am unable to say specifics about what the numbers look like in the near term – SPH has said some about how they think it will continue to widen in terms of its deficit – I can say that the medium- to long-term outlook remains challenging. And that is why we need to be clear that the Government will be prepared to come in to give support. But how much, how – I think these are the things that will need to be worked out in due course after the CLG has had the chance, subject to shareholders' approval, to then develop a business plan and put the proposal to us.”
“Sir, I thank the Leader of the Opposition for his series of questions. They span a wide range of issues. I will attempt to give him a comprehensive response. But I imagine this is going to be further developed in subsequent clarifications. First, on the issue of timing – when did we inform SPH that we were willing to fund SPH? As I said in my Statement, the Government has always taken the position that we are willing to support investments in capability development. And then, it is up to the respective organisations to develop their plan and to put forward their proposals to us. In the case of SPH, specifically, as I mentioned, last year, they received the JSS, which was part of the national scheme. In addition, we were prepared to offer extra help if it was required, but the restructuring proposal was put to us; which then, leads to the next question about other sources of funding and whether Government funding to the CLG will be capped. Mr Deputy Speaker, I would say that it is premature to specify the exact numbers that will go in, with regard to the Government funding. The reason for this is not because we are reluctant to talk about them, but it is simply because, first, this is still a matter before the shareholders of SPH. They have to decide whether they want to approve this. It is only after that that we can really get into a more detailed discussion. But it is not just about the shareholders' approval. We also need the new CLG to then formulate its plans and put on the table what it sees as its strategic business direction, going forward; and in that matrix, the different sources of revenues that it expects or anticipates, and what role will the Government funding play in that matrix.”
“Mr Deputy Speaker, the restructuring of SPH is a watershed in the evolution of our local news media. But we are convinced that it is essential if our news media are to survive as high-quality news outlets. And the Government will do our part to sustain a trusted news media in Singapore. Sir, our news media are not just economic entities. They are cherished institutions that reflect our values; whose "past, present and future are intrinsically tied to this nation", as Prime Minister Lee put it at The Straits Times’ 170th anniversary. The newsrooms are, and must continue to be, home to talented editors and journalists, whose professionalism and diligence have built credibility and trust in our newspapers. As 19-year-old "A" level graduate Keng Xin Yi said in today's Straits Times and, I quote, "It is important to keep SPH Media alive and motivated to produce quality newspapers every day. ST has been serving Singaporeans with diligence and high standards, educating us from the time when we knew little about the world. I hope we can express our gratitude by supporting and respecting these dedicated journalists. Together we can keep our source of knowledge going and keep our ST alive. I want ST to be a part of the lives of my future children and grandchildren too." Sir, the success of this restructuring and the future of our local news media, turn ultimately on our journalists' commitment to this mission and the support of our citizens like Xin Yi. I would like to conclude by assuring our journalists, and all Singaporeans, of this Government's abiding support for this critical national endeavour.”
“On the regulatory front, the Government will maintain the safeguards hitherto placed on the media business under the NPPA. Subject to shareholder approval, after the restructuring is completed and the media business is transferred to the CLG, MCI will lift the shareholding controls imposed on the listed SPH entity. The NPPA will then apply to the new media company, under the CLG’s charge. The NPPA will not apply to the CLG, but appropriate safeguards will be incorporated in the constitution of the CLG to ensure that the CLG structure achieves its purpose and fosters the objectives of the NPPA framework; and that its members and directors will remain committed to Singapore’s stability and success. Mr Deputy Speaker, Sir, we want the news media business to succeed in this critical transition while continuing to fulfil its vital role in our society. As I said at the beginning of this Statement, a high-quality, professional and trusted media, with news reported by Singaporeans for Singaporeans, is essential to the fabric of our nation. That mission statement remains unchanged. Within the framework of the NPPA, the local media operate independently of the Government. They report and analyse the news fully and objectively, not holding back bad news, nor advancing any singular ideological view or agenda, but focused on Singapore’s interest. The Government and the media will not see eye-to-eye on every issue and incident, but that is to be expected. That is how SPH and Mediacorp, have operated hitherto, and that is how the Government expects the CLG to continue to operate after the proposed restructuring. The CLG must maintain the reputation and high level of trust that SPH has built with generations of readers, domestically and internationally.”
“This will ensure that our local news media will remain in the hands of trusted institutions with a long-term stake in Singapore. In due course, the membership will be expanded to include newer and more diverse institutions as stakeholders of the CLG. One important and immediate decision for the CLG is the appointment of the Chairman of its Board. I also discussed this with the management shareholders. They have all agreed that, given the national importance of this undertaking and the scale of the challenge, the Chairman should be Mr Khaw Boon Wan. With his high standing and more than 25 years of public service experience in various senior appointments, Mr Khaw will be able to provide strong strategic leadership for the CLG. I am pleased to inform Members that Mr Khaw has agreed to be the Chairman of the CLG, and he will be sharing his thoughts on its way forward in due course. To ensure the long-term viability of the enterprise, the Government also stands ready to provide the CLG with funding in areas like digital innovation and capability development. We want to ensure the CLG has the wherewithal to innovate, build digital and other essential capabilities, and confidently take on new challenges. The new media company must have a long-term, sustainable business model with different revenue sources, including traditional advertising and subscription revenues, complemented by Government funding and contributions from its management shareholders and benefactors as other components. We expect that after the transfer of the media business, the CLG will formulate detailed proposals on its strategic plan to build the business. This will form the basis for Government funding and support.”
“Third, a strong and capable team of professionals in the newsrooms, who will maintain the high standards that we have come to expect of this cherished national news organisation. In this regard, the Newspaper and Printing Presses Act (NPPA) is a key regulatory instrument that will apply to the news entities under the CLG. The NPPA was introduced in 1974. It places restrictions on the ownership and control of local newspaper companies. Among other requirements, newspaper companies like SPH are required to issue two classes of shares: ordinary shares and management shares. Ordinary shareholders can each hold no more than 5% of the company’s shares except with the approval of the Minister. This prevents excessive influence over local newspapers from any single source, local or foreign. Management shareholders have special voting rights on resolutions relating to the appointment of directors and staff of the newspaper company. The issuance of management shares and the appointment of directors must be approved by the Minister. The intent has always been for these management shares to be held by reputable and established institutions, so that the stewardship of the newspaper is entrusted to entities with an abiding interest in and commitment to Singapore’s stability and success. Currently, the management shareholders of SPH are OCBC, Great Eastern, UOB, DBS, Singtel, NTUC Income, Temasek via Fullerton Pte Ltd, NUS and NTU. As SPH restructures its media operations, we want to ensure that its management shareholders continue serving as custodians of the CLG. I have therefore met and consulted the representatives of the management shareholders. They have all agreed to form the CLG and to be its founding members.”
“While the media business' traditional revenues streams are declining sharply, significant investments are needed to build digital and other capabilities for the longer term. A Company Limited by Guarantee (CLG) is one model to remove the news media business from the constraints of a listed company, while the news business under the CLG invests in strategic imperatives. But the CLG will still have to find new sources of funding to meet the expected financial shortfalls in the news business. The Government is willing to help fund the proposed CLG – while ensuring fiscal discipline and accountability – in areas like digital innovation and capability development, as part of a long-term sustainable business plan. We already have a similar financing model with Mediacorp, our core national broadcaster, which has been working well. Having such national broadcasters, newspaper publishers and online news platforms is a public good that benefits the whole of society. Although the business and financing model will change, the Government does not intend nor expect this to affect the relationship between MCI and the SPH newsroom. The Government is mindful that our local news media must remain credible institutions that are trusted by Singaporeans and that it remains the responsibility of the editors and journalists in SPH Media to report news and diverse opinions objectively, and from a Singaporean point of view. Sir, looking ahead, the CLG’s success will be determined by three key factors. First, strong leadership, with the support of its stakeholders, to set the strategic vision and execute the organisational transformation. Second, a robust business strategy that can be sustained under the new structure with the requisite resources.”
“SPH proposes to restructure and transfer the ownership of its media business to a Company Limited by Guarantee (CLG). It will first form a new subsidiary, transfer the media-related businesses and properties to the subsidiary and capitalise the subsidiary with $80 million of cash and $30 million worth of SPH shares and REITs. Subsequently, if SPH shareholders give their approval, the subsidiary will be transferred to the CLG. The CLG will be separate from the listed company, no longer run by the SPH management. It will operate as a revenue-seeking business, subject to the usual commercial disciplines. However, any operating surplus will be ploughed back into the media business, rather than distributed to shareholders as dividends. In that sense, it will be "not-for-profit" to the members of the CLG. This concept of a CLG run with commercial discipline is not new for us. There are several examples, including our Universities, The Esplanade and Gardens by the Bay. SPH's proposal is not a panacea for the challenges faced by its news media business. But it is an essential first step if the media business is to adapt to the digital and commercial realities of the industry. The Government therefore supports SPH's restructuring proposal and is willing to provide funding support to the CLG. Let me summarise our thinking. Sir, a high quality and trusted national media, with an instinctive understanding of our national interests and constraints, is essential to Singapore. Throughout our history, the Government has aimed to develop and sustain such a media industry in Singapore. However, the current SPH model of a news media business within a listed company is no longer viable.”
“They affect SPH, Mediacorp and the global media industry. And the adverse effects will be compounded by the lingering economic impact of COVID-19, with businesses cutting ad spending and consumers reluctant to pay for content. SPH has been under persistent pressure to account to shareholders for the anaemic financial performance of its media business. Hence, the company has implemented several cost-cutting and retrenchment exercises in recent years. But SPH has assessed that any further cuts would impair its ability to maintain quality journalism. SPH has also spoken of its constraints as a listed company to make significant and sustained investments in their digital and newsroom capabilities, which may not yield near-term payoffs. Hence, under the current structure, there is a serious risk that SPH's media capabilities will be hollowed out. Without sustained investment in capacity building and a digital pivot, its quality and circulation will fall. This, in turn, will worsen financials and cause further disinvestment. And the immediate pressure will inevitably be on our vernacular papers, some with relatively small circulations, which would have a profound detrimental impact on the multi-racial fabric of our society. Mr Deputy Speaker, Sir, this is the sobering picture of what lies ahead if we fail to act now and take proactive steps. Without a responsible and high quality local media, the quality of our public debate and discourse will be compromised and we will slowly but inexorably become less cohesive as a society. Given what is at stake, the Government must take a long-term view and adopt measures to secure the sustainability of our local media. The Government therefore carefully studied the proposal from SPH.”
“It has modified its operations to generate content round the clock and deployed it on a wider variety of social media platforms, including Instagram and Telegram. SPH has launched new platforms for readers to engage its correspondents and experts and has been recognised internationally for its excellent data visualisation and interactive graphics, multimedia and photojournalism. Last year, it emerged as the biggest winner at the Asian Media Awards, with The Straits Times and the Chinese Media Group picking up accolades in breaking news, infographics, feature photography and newspaper design, to name a few. So, in short, these are not news platforms that are declining in quality or readership. On the contrary, like Mediacorp in broadcasting, SPH papers continue to be trusted and valued sources of news that are well read which is a tribute to the professionalism of our journalists. Their challenge today stems from an inability to monetise their gains in attracting and retaining readers on digital platforms. Despite rising readership, SPH's media business has been steadily losing revenue. SPH announced last week that its media business had lost half its operating revenue in the past five years and posted its first ever loss of $11.4 million in 2020. And that loss would have been deeper without the Government's JSS grant. Looking ahead, SPH expects these trends to persist and widen. Print advertising revenue will continue falling as media consumption progressively shifts online. Rising digital advertising revenue will not compensate for the fall in print advertising revenue. And there is limited scope to grow digital subscriptions given our small domestic market and the global competition. These secular trends are undeniable.”
“It has done so for over half a century, with annual subsidies at times exceeding a billion euros. Scandinavian governments too have supported their newspapers for decades, both through direct subsidies and tax breaks. In 2020 alone, the Norwegian Media Authority gave press subsidies of 43 million euros, while Sweden rendered a 65-million euro aid package to buffer the impact of the pandemic. In Singapore, we provide annual funding for public service broadcasting to Mediacorp. Last year, we also provided SPH Media with over $30 million through the national Jobs Support Scheme (JSS) and we were prepared to do more if the need arose. So, in sum, the global news media industry is under severe structural pressure and there is no universal solution. A few have succeeded; some are struggling; many have failed. The sources of support – be it public, private, philanthropic or others – have varied widely. And at this critical juncture, SPH Media must similarly chart its own course to revise and, if necessary, re-invent its business model for the digital age. Against these industry headwinds, SPH has held out longer than most. In fact, SPH's overall reach and readership has never been higher. SPH's papers' circulation has grown by 5% from 2017 to 2020. In fact, within this period, The Straits Times' print and digital circulation has grown by about 20%. SPH has also made significant investments of about $50 million a year for the last five years to build digital capabilities and grow its readership. It has augmented newsrooms with a wider range of tech capabilities, such as product development, digital content production, data analytics and audience development.”
“While investing in a special innovation team of 150 employees, it has also had to thin out its print edition and lay off staff as recently as 2016. The New York Times has done especially well in making the digital pivot, recently reaching 7.5 million subscribers in 2020, though it too saw ad revenue plunge by 26% the same year. The New York Times' success is not easy to replicate. Beyond digital transformation, it commands a global attention that is difficult for our media, writing from the perspective of a small country, to emulate. It is also noteworthy that the New York Times and Washington Post tripled their digital subscriptions during the period of the Trump administration. Meanwhile, US metropolitan dailies of comparable size, like the LA Times, Chicago Tribune and San Francisco Chronicle, have seen significant falls in circulation, in part because of "subscription fatigue" among readers. The Financial Times (FT), which enjoys the advantage of being a specialist newspaper, employs rigorous data analysis to tailor its coverage and subscription offers at its target segments. It has a small but affluent readership, exemplified by FT's weekly lifestyle magazine called "How to Spend It", with strong advertising appeal. Still, in 2015, the Japanese media group Nikkei bought FT from Britain's Pearson. So, even a successful newspaper is susceptible to takeover. Governments around the world have recognised the news media as a public good that merits direct public funding. Public funding of broadcast media is well-known. Less well-known is public funding of print media, but it has a long tradition in European countries. The French government spends hundreds of millions of euros annually to support the press, including prominent papers like Le Monde and Le Figaro.”
“Billionaires have acquired established newspapers for philanthropic or other motivations. The Washington Post was bought by Jeff Bezos of Amazon in 2013, after 80 years of ownership by the Graham family, which had sustained the paper partly on the proceeds of its Kaplan education business. In the six years before the sale, the paper's operating revenue fell by 44%. The South China Morning Post (SCMP) was owned by Rupert Murdoch's News Corp until 1993, when it was acquired by Malaysian real estate tycoon Robert Kuok. In 2016, it was acquired by the Alibaba Group. With the largesse of Alibaba, SCMP lifted the paywall on its articles and was reported to have increased its international reach more than fourfold within three years. Yet, it remained loss-making. In 2020, SCMP restored the paywall and subscription model, acknowledging that the "advertising model is no longer enough to sustain high-quality news". Other major newspapers now owned by billionaires include the Los Angeles Times. Even hedge funds have got into the act. Alden Global Capital acquired over 200 US newspapers, with extensive lay-offs and cost-cutting measures. Some newspapers have received funding from non-profit organisations. The Guardian in the UK has been owned by the Scott Trust since 1936. It has done well against global competition – nearly two-thirds of its readers come from outside the UK. But in 2020, after making a £25 million pound loss even after drawing from the Trust, The Guardian announced plans to cut 12% of its workforce saying that "we face unsustainable annual losses in future years unless we take decisive action." Even the rare papers that are profitable are under continuing pressure. The Wall Street Journal has had to make numerous changes to its operating model to keep afloat.”
“An article in the Columbia Journalism Review described it as "The Journalism Crisis Across the World". Most publications are now running deficits and many newsrooms are shrinking, even closing. More than a quarter of American newspapers have disappeared in the last 15 years, reducing the number of newsroom jobs by half. In the UK, more than half the country is no longer served by their own local newspapers. Southeast Asia has seen well-known newspapers change hands, restructure or shut down in recent years. The Jakarta Globe ceased printing and went fully online in 2015 and the Philippine Star had a majority stake acquired by the telecommunications group, PLDT. Ours is a small local market with just two main local news media organisations, SPH and Mediacorp. While there are potential synergies and opportunities for collaboration between them, we can ill afford the convulsions and closures we have seen elsewhere, with a consequential loss of diversity and choice in our media landscape. The response of media companies across the world has been varied, reflecting their own social and political contexts. Many have resorted to cost cutting to survive. News Corp, one of the largest media groups in the world, recorded a US$1.5 billion loss in 2020. It is now embarking on a consolidation exercise which will likely entail major cost cuts and job losses. Even digital news sites which have ridden the wave of Internet media have not been spared. Popular site, Buzzfeed, which claimed a greater online audience than the print circulation of any single newspaper, has never made a profit and was compelled to abort its global expansion plans last year. Some publications have received life support from wealthy financial backers or funds.”
“Sir, today, yet again, our local news media is at a watershed. Sweeping structural changes in the media and advertising industries caused by technological advances and the Internet have severely disrupted the traditional business model that relied on print advertising revenue. The competition for eyeballs has intensified. In the borderless online space, our local news media must now compete not just with international news organisations but also entertainment providers and user-generated content. The cost of producing quality news content remains high but revenues have plummeted. Global print advertising revenue is decreasing by 7% year on year. Meanwhile, news aggregators and other news providers are now able to provide so-called "free news services" without the cost of maintaining a high-quality newsroom. Though digital ads are growing, it is the digital platforms like social media and search engines that capture the lion's share of the revenue. Though the demand for quality news has not diminished, monetising digital initiatives is challenging and the revenues of quality news platforms all over the world are falling sharply with little prospect of relief. Just last week on World Press Freedom Day, the executive director of the World Association of News Publishers, Andrew Heslop, published an article quite aptly titled "Media across the globe fighting immediate and existential threats". He warned, "Many of the difficult questions facing the news industry are underpinned by an inability to predict a general economic model that will guarantee a future for quality, professional journalism... The harsh reality: public interest reporting simply does not convert to advertising dollars." For many media companies, the economic fall-out of COVID-19 was the final straw.”
“Because of its importance to the national interest, the Government has been an active steward in this evolutionary process to ensure the vitality and viability of our local media industry. Let me cite two examples. In 1984, SPH was formed through a merger of the English, Chinese and Malay language papers, with the Tamil press brought under its umbrella later in 1995. The primary aim of this merger nearly four decades ago was to preserve the vernacular media. The Government could see that the vernacular papers would come under greater financial pressure over the years with the gradual shift towards English. As Mr Lee Kuan Yew explained at Lianhe Zaobao's 80th anniversary in 2003, "My worry as Prime Minister was how to preserve at least one quality Chinese newspaper and sustain it over the long term when the trend in education was towards English." The merger reduced duplication of overheads and costs of competition, and enabled the SPH newspapers to achieve economies of scale and greater commercial viability. Between 2000 and 2005, the print and broadcast industries launched into more direct competition but subsequently re-consolidated. Initially, SPH and Mediacorp were allowed to enter each other's main businesses, with the trend towards convergence between print and broadcast. The hope was that greater competition between them would spur both to develop better local content and retain local audiences against rising foreign competition. The competition was fierce but ultimately the model did not prove to be viable. Against the backdrop of the dotcom crash and SARS, the industry was rationalised in 2004 to preserve the viability of the two companies; one a core broadcaster and the other a core newspaper group.”
“They help to sustain the common ground in our multi-racial and multi-religious society whilst preserving the voice of each of our communities through the vernacular media and they write "the first draft of our history", as Mr Goh Chok Tong put it in 1995, serving as an authoritative record of our collective experience as a people, giving future generations of Singaporeans a sense of how we saw the world, what was important to us and how we built tomorrow's Singapore. The local news media fulfil this role while upholding high standards of accuracy, objectivity and balance. These are traits that are ever more scarce in the raucous global information landscape, especially online. The local media help to distinguish fact from falsehood, substance from posture, "what is high from what is low", as Mr Lee Kuan Yew put it in 1998. As our nation faces increasingly complex challenges and trade-offs, our local media provide a highly credible flow of information and analysis upon which we form collective decisions. COVID-19 vividly exemplified this. In the pandemic, Singaporeans looked to our local newspapers and channels as their trusted sources of critical information. In a 2020 survey by the British pollster YouGov, seven in 10 Singaporeans said they trusted the local media's reporting on COVID-19. In the UK, by comparison, YouGov found that only three in 10 trusted the information on COVID-19 in British newspapers. In 2021, the Edelman trust barometer reported Singaporeans' trust in local media at 62% – above the global average of 51% and above the US, which is 45%; and UK and France, which were both at 37%. It is critical to maintain this trust. Our local media industry has strived to do so while adapting to changing industry trends and commercial imperatives.”
“Thank you, Mr Deputy Speaker. Sir, last Thursday, Singapore Press Holdings Limited (SPH) announced its proposal to restructure and transfer its media business to a Company Limited by Guarantee (CLG) to secure its long-term viability. My Ministry has voiced the Government's support for SPH's proposal and committed to support the media business as it builds capabilities and adapts for a digital future. Today, I will bring Members through the key considerations behind these decisions: first, the importance of local news media to our nation and how we have upheld it through our history; second, the Government's reasons for supporting SPH's proposal; and third, our commitment to help our local news media adapt and thrive in the digital era. Mr Deputy Speaker, Sir, a high-quality, professional and respected media reporting news by Singaporeans for Singaporeans is essential to the fabric of our nation. Our local media is keenly attuned to our unique circumstances as a small city-state, an open economy and a multi-racial society. They help interpret global events through a distinctively Singaporean lens, analysing their impact on our lives. This is ever more crucial in an era of heightened geopolitical contestation. The local media also express our identity, values and priorities so that the world gets a perspective from Singapore itself and not through the filter of others. Domestically, the local media not only report on events and developments but also publish a balanced range of views to inform the national debate and help foster a national consensus, not allowing disagreements to deepen into divisions in our society.”
“Today, there are about 200,000 Infocomm Technology professionals in our economy, with the proportion of local tech talent holding steady at 70% amidst rapid growth and intense global competition. Over the next three years, our Pre-Employment Training (PET) pipeline from Institutes of Higher Learning (IHLs) will generate around 22,000 local tech talent supplemented by at least 6,250 from place-and-train Continuing Education and Training (CET) programmes. To keep pace with the growing demand for tech talent, we have made deliberate efforts to widen our pipeline by expanding our PET intake in IHLs and investing in CET programmes. The Government is committed to working closely with our IHLs and industry, ensuring that Singaporeans are able to secure quality jobs and stay competitive in this dynamic landscape.”
“All mobile network operators (MNOs) must comply with IMDA’s standards for nationwide mobile coverage under IMDA’s Quality of Service Framework, which covers outdoor and indoor areas, including MRT stations and tunnels. IMDA conducts regular island-wide tests to ascertain that the MNOs have met and continue to meet these standards. The results from these tests are published on IMDA’s website. Where there are complaints of poor coverage in specific areas, IMDA requires the MNOs to investigate each complaint and make all reasonable efforts to improve coverage in a timely manner. On installation, given the importance of mobile connectivity services to Singapore, IMDA has put in place a Code of Practice for Info-communication Facilities in Buildings. The Code of Practice specifies procedures to be observed by both MNOs and building owners for the deployment of mobile network equipment in buildings. This Code of Practice may be used by both parties as the baseline for contractual terms governing such deployments. IMDA expects MNOs to work with building owners to address concerns relating to the deployments, and achieve an amicable outcome.”
“There are currently no regulations preventing companies like Google, Facebook or Twitter from shutting down their services in Singapore. MCI is closely monitoring global regulatory developments, and will review our policies and regulations if and when needed.”
“By staying vigilant and adopting the necessary cybersecurity measures, we can safeguard our digital assets and data, ensuring a safer cyberspace for all.”
“The Personal Data Protection Act (PDPA) requires organisations that collect, use or disclose personal data in Singapore to put in place reasonable measures to protect the personal data in their possession or control. This includes cybersecurity measures to secure personal data held in IT systems. To assist organisations, the Personal Data Protection Commission (PDPC) provides guidance and advice in three areas. One, adopting a 'data protection by design' approach when developing IT systems to ensure appropriate cybersecurity measures. Two, addressing IT risks and observing good practices through guides such as "Electronic Personal Data Protection for Organisations". Three, managing and remediating data breaches effectively, through a guide that sets out breach containment and impact and risk assessment. The Government also actively supports organisations to strengthen their cybersecurity posture against data breaches. Organisations can leverage resources developed by Cyber Security Agency, or CSA, such as the Be Safe Online handbook, which details six essential cybersecurity principles for companies to better manage cyber risks. In event of a data breach, organisations must now notify the PDPC and affected individuals where the data breach affects at least 500 affected individuals, or there is a risk of significant harm such as involving loss of financial information. Organisations may also seek help from CSA’s Computer Emergency Response Team, which can provide preliminary technical cybersecurity assistance and advice on containment and recovery actions. The PDPC monitors data breaches closely, and will take appropriate enforcement actions including meting out proportionate financial penalties. Cybersecurity and data protection are our collective responsibility.”
“I thought I should respond to this clarification, with the indulgence of my colleague Minister of State Sim Ann. I think many of us share the Member's appreciation of the tactile experience of reading a physical book and also of gathering physically in the library and so on. I think it is not an experience that we want to eliminate by any means. We want to preserve it. And actually, what we want to do is enhance it by creating what we describe as an omni-channel strategy so that the digital platform and the digital initiatives will reinforce the attractiveness and the value of what you have physically in the library. And in turn what you experience in the library can then be carried on virtually through digital platforms. So, really, what we envisage is a virtuous cycle between the physical and the virtual, and we want to ensure that we are able to keep the finest traditions of our libraries very much alive and thriving even as we go down the path of digitalisation.”
“So, for example, CTO-as-a-Service really can go a lot deeper because you now have access as an SME to people with the expertise to do the diagnostics, assess the need and more than that to work out a strategy and a plan. And as I emphasised, it is also to work with the SMEs on the execution of that plan. So, project implementation. That is key. Because it is not just about a set of tools and then putting them into the system. As we all know, it is about the integration and then, how you adapt to your work processes to that new set of tools. I think that is key to realise the full benefits. So, that is our intention around the CTO-as-a-Service idea. At the same time, we have got something on the Digital Leaders' Programme which is even more customised; working at a higher level. Hence, the numbers are smaller; I think this point that was raised. Because we need to train our sights on those that can do this, that are ready for it because they already journeyed somewhat. In summary, I would say it is different strokes for different folks. And we have to find that spectrum of capabilities, both in the toolkit that we have in Government but also, as the Member put it, ultimately the customer must also understand what it entails. It is not just about making a decision, "Let's go digital". It is also about understanding what it entails and the kind of commitment that is required in terms of the technology you bring into the organisation but, most importantly, how you invest in your people and your systems to take full advantage of it on a sustainable basis.”
“Mr Chairman, I think the Member has made an important point, which is really that when we embark on an effort like this, which is, in essence, a kind of customisation at a mass scale, mass customisation, as she puts it, the challenges are considerable and we should not under-estimate the effort that is required. We are talking about a very large base of enterprises. When we talk about SMEs in Singapore, we are talking about north of 200,000 entities. And they vary significantly in size, scale and complexity, from the MSMEs all the way to the mid-sized players; and also those larger than that. So, our objective is, on the one hand, to have that baseline support, so that SMEs can start the journey. Hence, my point in what I said earlier, that we are committed to supporting businesses at every stage, from start-up to scale-up, and those even further beyond. And that is also evidenced in the way we have structured our programmes. So, if you look at the SMEs Go Digital, it has a got a suite of possibilities, offerings from payment solutions to going online for marketing and so on. And all of these are enterprises that are already at a certain scale and wanting to make this adaptation. But we have also got the Start Digital programme which is really about those who are starting up their business but they can already adopt some of the digital solutions. And then we have the other extreme, the scaling up programmes, where they can go international by using some of these. 6.00 pm The newer initiatives that we have embarked on are really trying to build on that suite of capabilities that we have, to allow a greater level of customisation but without overstating the case because the challenge remains.”
“Mr Chairman, I thank the Member for his question. Basically, we are starting on this because we believe that there is a value proposition here. And, so, IMDA, working with other economic agencies, in particular, Enterprise Singapore, will be focused on working with companies that had already embarked on their digital journey; somewhat progressed in the way they have evolved their systems, and they also have the kernel, the core of a digital talent team, so that this can be the foundation upon which we build this. Because if I go back to the point I made at the start, this is about not just broad-based scale in terms of the digitalisation reach, it is also about peaks. In other words, we are now trying to empower companies that are ready and able, to move forward, adopting more advanced digital technologies, with the capabilities and, critically, the talent that will enable them to maximise. So, this will be something where the agencies will be working with companies that they deal with, in order to identify. There is no preset quota for particular sectors. It is more a function of the readiness and willingness of these companies to adopt the technology and to really be able to leverage it for the next bound of their digital growth.”
“The third point I would make is, because it is about confluence with talent, and this is where we have been making significant efforts – as I had explained and my colleagues also elaborated – both in terms of developing our local base, which is important, investing not just in the pipeline that is upstream from our Universities and pre-employment training and education, but also in endowing our workforce, those especially in their mid-careers, with the requisite skills to make that pivot into tech. But at the same time, we are also engaged to attract talent that can complement our local base judiciously. Because of that scarcity of tech talent across the spectrum – whether you are talking about AI, cybersecurity, data analytics and so on – we need our fair share of talent. And that is something we are purposefully going about in partnership with other economic agencies, and that includes those under MTI. And it is about attracting Singaporeans who are based overseas, who would want to come back, perhaps, and we have seen many like that. But also other talent from other nationalities, who can judiciously complement our capabilities. So, in sum, Mr Chairman, to answer the Member's question, there is certainly an opportunity for us to build on this. Whether I would use the moniker "Silicon Valley of Asia", well, I would apply that with some restraint. But, I think, certainly, we have the opportunity to be a thriving, secured, vibrant digital hub in this part of the world and part of the global eco-system.”
“Chairman, I thank the Member for his clarification. I think when the Member uses the term "Silicon Valley of Asia", it is really a kind of a shorthand to describe what is essentially a confluence of opportunity, an enabling environment and talent. I think, in that regard, even before COVID-19, we already had a certain momentum to bring that confluence about in order to create a thriving opportunity within the tech eco-system in Singapore and, through Singapore, into Asia. And to answer the Member's specific question, I think COVID-19 has, if anything, given this further impetus. How so? First, obviously in catalysing digital innovation in order to deal with the challenges that COVID-19 has thrown up but, in the process, also triggering a larger scale of adoption of digital technologies and, in a sense, a desire for more digital solutions because the value proposition has been internalised and now there is a desire to adopt and scale. 5.45 pm The second thing is we have also seen the flow into Singapore of more technology-related investments. In fact, the Member himself mentioned this in his speech and several others have alluded to this. Again, I think that is in recognition of both the business conducive environment that we have in Singapore, the talent base that we have in Singapore and the opportunity set that they see in our region, and how Singapore can be the locale from which those opportunities can be accessed. So, we have seen significant investments and new projects initiated by the big tech players, global tech players. But we have also seen many of the mid-sized, and even our local enterprises, moving in that direction.”
“Through this national movement, we want to encourage and support ground-up efforts to co-create solutions that enable all Singaporeans to benefit from digital technology. The movement is part of a wider national effort to bring together the people, private and public sectors to foster digital skills, digital wellness and digital access among all Singaporeans. We have also established the Digital for Life Fund, which will support projects contributing to the goals of the Digital for Life movement. The target is to grow the fund to $10 million over the next three years. All cash donations will be matched, dollar for dollar, by the Government. We invite all who wish to make a difference to the digital growth and wellness of fellow Singaporeans to join us in this journey. Senior Minister of State Sim Ann will elaborate further. Mr Chairman, I would like to conclude by emphasising the Government's resolute commitment to build a safe, inclusive and thriving digital future for all Singaporeans. My Ministry will lay strong foundations for that digital future by investing in infrastructure, driving research and digital innovation, equipping businesses with digital tools and supporting Singaporeans to learn, upskill and stay informed. As we work in partnership with our community and business stakeholders, I have every confidence that we are well placed to build a shared digital future with a place for every Singaporean.”
“Senior Minister of State Sim Ann will elaborate more on our efforts, including the use of multiple languages and channels to make information accessible to all segments of our society. Partnership – with industry, the community and fellow Singaporeans – has been the anchor of our efforts to overcome the challenges posed by the pandemic but also to emerge stronger. Industry partners have stepped up with initiatives to re-structure our economy and create new opportunities. Under the TechSkills Accelerator (TeSA) initiative, companies such as Google, Microsoft, IBM, Singtel, Sea and Grab have committed to create more than 5,000 jobs and skills opportunities in technology and ICT. Our community partners and citizens also organised themselves to support fellow Singaporeans in need. Engineering Good, a non-profit organisation, collected laptops from the community to help less privileged students access home-based learning resources during the circuit breaker period. As we venture into the digital future, such partnerships with our stakeholders will be even more important to ensure that new and more complex challenges do not deter us from fully seizing digital opportunities. Dr Shahira Abdullah and Mr Shawn Huang asked how we can partner with stakeholders to drive ground-up initiatives to foster a digitally inclusive society. Such sentiments were also expressed during the Emerging Stronger Conversations, where the impact of digitalisation and how we can harness technology for better social outcomes was one of the most discussed topics. Last month, to that end, President Halimah Yaacob launched the Digital for Life movement in conjunction with the President's Challenge 2021.”
“Ultimately, the first line of defence in our fight against misinformation is a well-informed citizenry who receive accurate communications from reliable sources in a timely manner. Mr Seah Kian Peng, Mr Sitoh Yih Pin, Mr Liang Eng Hwa and Mr Don Wee have asked how the Ministry is ensuring that groups with different needs can access reliable information. This has been our foremost communications challenge in battling COVID-19. Our focus was to broaden and deepen the reach of Government communications by leveraging both traditional and newer digital platforms. This was to ensure that all segments of our population were informed of key developments of the pandemic, why certain measures were necessary and how they could play their part to protect the health and safety of all Singaporeans. The mainstream media played an important role in this national effort. In addition, Gov.sg was expanded to 10 platforms, including Telegram, Instagram and TikTok, and we now have more than 2.5 million subscribers across these platforms. The Gov.sg WhatsApp channel grew exponentially from 7,000 subscribers in January 2020 to 1.2 million today. We also worked with the People's Association and Silver Generation Office for face-to-face outreach to those who may not have access to or use digital media. These communications efforts have been well received. Polls conducted by REACH indicate that more than eight in 10 are satisfied with the information provided by the Government on COVID-19. For the next phase of our fight against the pandemic, we have launched the VacciNationSG campaign to raise awareness of the vaccination programme, address misconceptions, debunk misinformation and mobilise action.”
“Mr Christopher de Souza, Ms Jessica Tan and Mr Alex Yam have asked how we are safeguarding our critical systems against sophisticated threats and disruptions to operations. 5.00 pm [Mr Speaker in the Chair] The security of our digital systems is critical because they are the very foundation of our digital economy. Hence, we will do our utmost to lay a strong digital foundation – a communications infrastructure that is secure and resilient and legislation that is robust and fit-for-purpose. We will also continue to safeguard our digital space to protect our people from the harms inflicted by malicious threat actors. Members would recall the SolarWinds cyberattack uncovered in December last year, which affected about 18,000 organisations, including US government agencies and Fortune 500 companies. Such incidents serve to remind us that cyber threats are real, trans-border and constantly evolving. To derive the benefits of digitalisation, we must be ever vigilant against cyber risks and we need continuous and sustained efforts to strength our cyber security posture. Senior Minister of State Janil will elaborate further. To build trust in online spaces, we must also ensure safeguards against harmful online content that may harm individuals and divide society. Our regulation and public education efforts have helped Singaporeans deal with potential dangers online, such as misinformation. But the threat is constantly changing. MCI and MHA are therefore studying how to enhance our regulations to deal with serious online harms and their real-world effects on society. We will share our findings and recommendations in due course.”
“Our libraries play a critical role in nurturing that spirit of exploration and learning among all Singaporeans. Ms Hany Soh and Mr Eric Chua asked how our libraries are staying relevant in a world that is digital. For some time now, but especially in the past year, NLB has expanded its digital resources and collections, introduced digital storytelling for children and conducted online programmes for all ages, including seniors. NLB produced learning packages on subjects like pandemics, provided home access to digital newspapers and conducted a series of webinars on topics ranging from cybersecurity to health and wellness. As a result, since April last year, there has been a 145% increase in e-database usage and a 32% increase in digital loans. For the longer term, NLB will continue to explore new ways to provide reading and lifelong learning opportunities for all Singaporeans, and nurture an informed citizenry. Informed by public feedback and its own experience, NLB has developed the Libraries and Archives Blueprint 2021-2025 to reimagine the service models of libraries and archives of the future. What we have today is a precious resource that has adapted and innovated in response to consumer needs. And now, we are thinking ahead to the next phase and how our libraries can continue to evolve with the needs and the times. Senior Minister of State Sim Ann will provide more details. Like NLB, as more engagement shift to the digital space, individuals and businesses will be exposed to more risks and online harms. So, it is incumbent that our digital spaces are kept safe and secure, with members of online communities protected from malicious actors and other harms.”
“More broadly, we want all Singaporeans to be able to participate meaningfully and safely in online engagements. That is why we established the SG Digital Office in June last year, and launched the Hawkers and Seniors Go Digital programmes. So far, about 10,000 hawkers – of a base of about, I think 18,000 or so – and stallholders have adopted e-payment solutions. The volume and value of transactions has grown four-fold, from June 2020 to today. Miss Cheng Li Hui and Ms Sylvia Lim enquired about the impact of the Seniors Go Digital programme. The SG Digital Office has trained about 69,000 seniors in digital skills as well as measures to safeguard themselves against risks on the Internet. But, I want to emphasise and in response to Ms Sylvia Lim's point, it is not just about numbers. Numbers are important because we do want scale. But, we more importantly, want skill. We want to imbue our seniors with the confidence and the comfort to navigate technology and use it to derive benefits that will enhance their lives. As the Member and others would appreciate, this is not an easy task, but one that we are fully committed to and it is a journey with rich rewards, but we have to make the effort. We would welcome any suggestions that the Member or others may have, to further strengthen the message and its impact on our community of seniors. Senior Minister of State, Sim Ann will elaborate further on the work done by ESG, IMDA and other Government agencies, with respect to the work we are doing in the heartlands. Our seniors, hawkers and heartland shops are excellent role models. They demonstrate that young or old, big or small, whatever our background, with the right mindset and can-do spirit, we can all make the digital transition.”
“This is a global challenge. As we invest in the development of our local pipeline of talent, nurturing the tech leaders for the future, we also have to ensure that we are able to attract quality talent from around the world to come in and have a judicious complement of them to support our overall effort. And this is how we would ensure that we sustain our position as a digital innovation hub. In that regard, it is not just MCI but across the economic agencies and beyond, we are undertaking a whole-of-Government effort to attract Singaporean talent that is based overseas and other talent so that they can come in, working with our local companies, our large and mid-sized players in order to contribute to the evolution of the digital eco-system in Singapore. Ms Jessica Tan and Ms Tin Pei Ling have emphasised that employers must leverage the talent pool of women in STEM. I fully agree. MCI aims to grow the ICT talent pipeline and this includes attracting more women to join the sector. In collaboration with community and industry partners, IMDA launched the SG Women in Tech initiative in 2019 to encourage more women to explore careers in tech. There has been good momentum with the movement reaching more than 117,000 through activities and events such as SG100 Women in Tech. The signs are promising. In 2017, 28% of the intake to Information Technology courses in our local Universities were female. This figure increased to 35% in 2019. So, the momentum is there. I think the message is getting through and certainly we need to enlist the help of some of our women tech leaders including the likes of Ms Jessica Tan and Ms Janet Ang and many others in this House and without, to get this message out and encourage more women to consider a career in tech.”
“Sir, we are intensifying our efforts to create good jobs for Singaporeans and equip our workforce with digital skills. Under the SGUnited Jobs and Skills programmes, there were more than 18,000 available opportunities in the Information and Communications sector as at the end of last year; of that, more than 10,000 were for jobs openings. So, going beyond training and apprenticeships. Since 2016, over 8,000 Singaporeans from fresh graduates to mid-career professionals, have been placed in good ICT jobs through the TechSkills Accelerator (TeSA) programme. I met Nurul Baizura, a part-time undergraduate, who was selected to participate in Google's Skills Ignition SG programme. She previously worked at a data storage company, handing network infrastructure and patching. Today, she is learning skills in an entirely new area – cloud technology – and she is passionate about her role as cloud engineer. Last year, we also launched the TeSA Mid-Career Advance programme to train and transition workers in their 40s and 50s into tech jobs. Ganapathi, whom I met recently, is a mid-career project manager who was previously from the education sector. Though he lacked the technical expertise, Gana joined the programme with NCS – one of our tech company partners – in 2020, and is well on his way to becoming an applications consultant. We will continue to expand our TeSA programmes, to develop more local talent in areas such as digital marketing, as well as for more tech-intensive roles in product and software development. These programmes will provide a wide spectrum of Singaporeans like Nurul and Gana, with more opportunities to develop their careers in such roles across the economy. Several Members have emphasised the importance of attracting talent to this talent-starved sector.”
“Translation will be a primary focus under RIE2025, and MCI will work with partner agencies to drive the co-creation and commercialisation of intellectual property, whilst enabling capability transfer between our research institutes and enterprises, to have that virtuous interaction between our public sector R&D effort with private sector value creation. This is how we are building up our local ecosystem for digital innovation, one of the points raised by Mr de Souza. We want to go further in driving ground-up digital innovation. IMDA's Open Innovation Platform, or OIP, was launched in 2018 to crowdsource and match the demand from business challenges to a supply of innovative solutions. It has grown into a vibrant eco-system with over 10,000 registered users. Over 190 challenges have been launched, and over 60 solutions have been successfully developed. We will invest $50 million over the next five years to enhance the capabilities of this platform. This will help more enterprises access innovative solutions, and accelerate the deployment of digital innovation at scale. IMDA will also co-fund the prototyping of matched challenges to help innovative tech companies expand their market base. Mr Chairman, even as we pursue these exciting opportunities, we must pay heed to the very real concerns of mature workers and seniors, and also our youth and fresh graduates, over the accelerated pace of digitalisation. They worry if they will have a place in this digital future, especially if they do not have backgrounds in tech, or an inclination for engineering and software development. Mr Sharael Taha raised a similar point asking how we can further support mature workers or those who have no ICT background enter the tech sector.”
“But, going beyond that, the Personal Data Protection Commission Singapore, or PDPC, has issued guidelines that organisations can adopt to develop accountable governance practices. The Data Protection Trust Mark also enables businesses to signal, and for consumers to discern, good data practices. Ultimately, we need to nurture a culture of good data governance – use and practice – and that has to come from not just regulations or penalties but also from education and industry efforts to share best practices. Beyond scaling up our efforts to help companies go digital, we must continue to search for technology solutions that can power the next bound of our economic growth and strengthen our position as hub for digital innovation. 5G is key to this as it will be the backbone of our digital infrastructure and Singapore will have at least 50% 5G standalone outdoor coverage by the end of next year, and nationwide coverage by the end of 2025. Ms Jessica Tan asked how we can ensure that consumers and businesses will benefit from 5G deployment. The key is to build an ecosystem that supports the innovation and test-bedding of novel solutions. It is not just about providing the infrastructure, but it is in catalysing the collaboration between solution providers, service providers and end-users to come up with validated used cases. IMDA will facilitate such test-bedding through facilities such as PIXEL, the 5G Living Lab and initiatives such as the Open Innovation Platform. Under the Research, Innovation and Enterprise 2025 plan, or RIE2025. MCI will work with partner agencies to drive the co-creation and commercialisation of intellectual property, and enable capability transfer between research institutes and enterprises.”
“MCI will continue to study what more can be done to raise the competitiveness of local companies, including the several suggestions offered by Ms Tin. As more businesses go digital, and more transactions go online, the volume and value of data will grow in tandem. As noted by Ms Tin and Mr Edward Chia, data can yield valuable insights that improve business efficiencies and enhance products and services for consumers. However, we also recognise the counterpoint. As more data is collected, the risk of data breaches also increases. If data is not used responsibly, trust can be eroded, even undermined. We therefore must strike a judicious balance. On the one hand, we must accord due protection to personal data and privacy. On the other, there is scope for businesses to use data responsibly for growth and innovation. To help businesses better use of data and better serve their customers, IMDA will launch the Better Data-Driven Business programme, or BDDB. This programme will provide businesses, particularly SMEs, with free tools and guidance to use their data responsibly to drive business growth. The programme will also provide a free business intelligence tool that can convert raw data into visual dashboards that can aid business outcomes, such as, better sales and operational efficiency. It will also enable more advanced data uses, such as for R&D and innovation, through curated resources, like case studies and videos. We are also strengthening the accountability of businesses for the personal data they handle, a question raised by Mr Christopher de Souza. The recently amended Personal Data Protection Act, has rules and a penalty framework to incentivise organisations to take proactive steps to minimise and manage data breaches.”
“[Deputy Speaker (Mr Christopher de Souza) in the Chair] Beyond this broad-based approach, we also want to raise the peaks of our SMEs’ performance through a more holistic digital transformation of enterprises who are ready for that. In this regard, the questions raised by Ms Tin Pei Ling on grooming the next wave of companies who can be digital leaders, and Mr Alex Yam on strengthening our competitive advantage globally are most pertinent. The new Digital Leaders Programme (DLP) that we have launched aims to equip firms with the capabilities and talent to accelerate their digital transformation journey. This programme will provide up to 70% support on qualifying costs to help companies build a core digital team to develop and execute their digitalisation strategy. It will also connect companies with tech partners to develop new digital products and services, and better position them to compete internationally. The DLP will support up to 80 companies for a start, beginning with those more advanced in their digital journeys, with management teams that are committed to drive digital transformation for sustained growth. The DLP will be managed by IMDA, in partnership with Enterprise Singapore and other economic agencies. 4.45 pm To Ms Tin's question about support for local companies. IMDA's Accreditation@SGD programme recognises promising and innovative local tech companies, and their products are considered first by Government agencies for ICT procurement. In 2019, IMDA and Cyber Security Agency of Singapore (CSA) launched a new SecureTech track under the Accreditation programme to help local cybersecurity programmes gain greater access to Government projects.”
“Ms Tin Pei Ling, Ms Mariam Jaafar, Mr Eric Chua and Mr Sitoh Yih Pin asked how the Government could aid businesses to to digitally transform and unlock economic value. MCI and IMDA will ramp up efforts to both broaden and deepen the digital reach among our SMEs. We will support enterprises at every stage of growth, from start-up to scale up, to seize opportunities and realise the potential of emerging technologies and data. For example, many SME leaders need help to devise a digitalisation plan to meet their needs. Therefore, IMDA will launch the Chief Technology Officer (CTO)-as-a-Service initiative later this year. The CTO-as-a-Service initiative will include a one-stop self-help web app for SMEs to assess their digital needs and gaps. SMEs can then access customised recommendations on digital solutions based on the company profile and information on Government support. SMEs that need more in-depth advice can tap on a shared pool of CTO-equivalents or Digital Consultants with expertise in areas such as data analytics, cyber security, and artificial intelligence. They will receive both digital consultancy and project management services to not only identify needs and solutions, but also manage project implementation. So, when Ms Mariam Jaafar talks about working with SMEs throughout the digitalisation journey, these are the kinds of measures we believe will help facilitate that. I wanted to assure Mr Sharael Taha that all registered SMEs, including home-based businesses that are sole proprietorships, will be able to access these digital resources as well.”
“As we respond to the various issues raised by Members, my colleagues Senior Minister of State Sim Ann and Senior Minister of State Janil Puthucheary and I will elaborate on the work of the Ministry of Communications and Information to realise this vision. Let me start with how we are supporting businesses to transform digitally. Impelled by COVID-19, many traditional brick-and-mortar businesses have pivoted towards hybrid online-offline models to engage and transact with their consumers. Scent by SIX, a fragrance retailer at Bugis, took up an e-commerce solution under the SMEs Go Digital programme during the circuit breaker. Its digital marketing efforts were so effective that revenues have increased by 25%, of which 60% were online. The founder, Jason, is now exploring AR solutions that integrate social media with in-store shopping to create an omni-channel experience. Scent by SIX’s experience is not unique. Mr Liang Eng Hwa and Mr Don Wee asked about the progress of schemes to help enterprises transform digitally. Today, more than 63,000 SMEs have adopted digital solutions with the support of the SMEs Go Digital programme which was launched in 2017. About 40,000 of them, in fact, signed up just last year and 2020 alone. At least 2,000 enterprises have gained access to overseas markets through e-commerce platforms under the Grow Digital scheme. Over 1,000 enterprises have engaged the SME Digital Tech Hub for advice and over 35,000 enterprises are now registered for e-invoicing, compared to 1,000 a year ago. So, the numbers are growing and we have to build on this progress so that more businesses and the workers they employ, can reap the benefits.”
“Thank you, Mr Chairman. Let me start by thanking all the Members who have spoken for their questions, suggestions; some for their wistful reminisces of a bygone era of letter writing and pen pals, and also above all for their active interest in and support for the work of the Ministry of Communications and Information. Sir, the past year has been marked by discontinuities and disruption in our schools, our workplaces, our homes and our lives. In many ways, it has been a period of profound learning, adjustment and adaptation. Twenty-twenty saw years of digital transition occur in a matter of months. Digitalisation is here to stay. And digital technologies can be a force for deep and lasting good. Most of us have experienced this first-hand – families staying in touch with loved ones, students and teachers engaged in virtual lessons, employees working from home, businesses and customers transacting online. But as noted by several Members, a larger digital footprint also means new and growing risks such as cyber attacks, data breaches, the rapid spread of misinformation and cyber bullying. Against this backdrop, my Ministry strives to build a safe, inclusive and thriving digital future, where our citizens and businesses can fully reap the benefits of digital technologies while keeping the associated risks at bay. The digital future we envision is underpinned by competitive enterprises that leverage digital technologies to innovate and grow; an inclusive society where every member can realise the benefits of globalisation and digitalisation; safe and secure digital spaces protected from malicious actors and online harms; robust digital infrastructure with fit-for-purpose regulations; and close collaboration with our community and enterprise partners.”
“REACH aims to engage Singaporeans and seek their feedback through multiple platforms such as dialogues, mobile listening points, chat groups and surveys to better understand ground issues and concerns. Feedback collected by REACH is shared with the relevant Ministries as part of their ongoing process to review and improve policies. REACH also periodically releases findings that may be of public interest, such as the findings from our annual feedback exercise on the Budget. Government agencies may also tap on the REACH Public Consultation portal to obtain feedback on specific issues as part of their policy formulation and review process. Government agencies decide on the duration of their respective public consultations on REACH’s website, but it typically lasts four weeks. Over the past five years, 126 public consultations were hosted on the REACH website. The findings or summary of responses of 49 such public consultations were published on the REACH portal, at the request of the agency. Other agencies consolidate their findings from various feedback avenues and publish these on their own platforms and/or share them with relevant stakeholders, including researchers, as appropriate.”
“The National Archives of Singapore (NAS) holds about two million Government Records that are 25 years and older. Of these, the metadata of around 258,000 records are publicly accessible on Archives Online. This is a significant increase over the metadata of the 160,000 records that were publicly accessible when the Member last raised a similar query in September 2019. Records transferred to the NAS undergo declassification before they are made available for public access. The NAS will continue to work with all public agencies to progressively make more records available. As with archives around the world, public records transferred to the NAS are reviewed for release by government agencies taking into account the need to safeguard national defence, internal security, international relations, confidentiality (commercial or otherwise) and personal privacy.”
“The increase in requests to Facebook for information on accounts over the past year is due to the significant rise in cybercrime, including online scams and cyber-extortion. For example, social media impersonation scams, most of which occurred on Facebook and Instagram, have almost quadrupled year-on-year from 786 cases in 2019 to 3,010 cases in 2020. The requests were mainly due to online scams such as social media impersonation as well as online harassment such as doxxing, but none were for the serious offences as defined within the Seventh Schedule of the COVID-19 (Temporary Measures) Act 2020.”