Sanjeev Kumar Tiwari
Singapore
“This means welcoming unions' ability to represent PMEs, and scaling mechanisms, like the CTC, so that worker voice is embedded in every transformation journey. An AI transition with no jobless growth is not a slogan. It is a commitment.”
“Mr Speaker, I declare my interest that SSG and WSG are represented by the Amalgamated Union of Public Employees where I am the general secretary, and the new agency will be in due course. Mr Speaker, across Singapore today, as many of the hon Members have highlighted as well, there is much anxiety among workers.”
“As the Ministry advances digitalisation and service transformation, how is it ensuring caseload sustainability, safeguarding officers' career development and upskilling, mental wellbeing and mitigating risks of burnout, so that the social services sector remains a rewarding and sustainable career for officers?”
“Can the Ministry share how it plans to intervene at mid-career stage to boost continued employability for workers before they reach their late-50s? I therefore welcome the announcement of the extension of the Senior Employment Credit scheme to 2027, to continue supporting hiring or/and retaining of senior workers.”
“I call on the Government to continue closely monitoring Singaporeans' retirement adequacy outcomes, more so for those who are needy, in vulnerable sectors, older and have lower CPF balances, given the transformation that is taking place. A Lifetime of Retirement Savings”
“Ultimately, whether we speak of GRIT@Gov, artificial intelligence (AI)-enabled transformation, career progression or workplace fairness, the central question is: can Public Officers see sustainable and meaningful long-term careers in Public Service?”
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“Because Singapore's greatest competitive advantage has never been our port. It has never been our airport. It has never been our technology. Our greatest competitive advantage has always been our people. Technology will reshape our hubs. That is much certain. But a highly skilled, adaptable, trusted and resilient Singaporean workforce cannot be replicated easily. By investing in workers' capabilities, career progression and resilience, Singapore transforms its workforce from a factor of production into a strategic asset. This not only strengthens productivity and service quality but also reinforces Singapore's reputation as a reliable and future-ready global transport hub. If we continue investing in our workers, developing their skills and supporting their careers and strengthening the Singaporean core, we will not only reinforce Singapore's position as a global transport hub. We will reinforce Singapore's reputation as a nation that succeeds because we never leave our workers behind. And that is what every Singaporean worker can look into the future with confidence, dignity and pride knowing that we have their backs. Mr Deputy Speaker, I support the Motion.”
“Going forward, the Government should continue to work closely with the NTUC, unions, e2i and the Tripartite Jobs Council to support companies, large and small, to redesign jobs well before disruption takes place. All stakeholders should be able to plug into and grow with the vision of a world-class transportation hub. Transformation should never begin after jobs disappear. It must begin while our workers are still employed. Second, we must ensure that the good jobs we create are accessible to every Singaporean. For senior workers and mid-career PMEs, transformation plans must include clear pathways into emerging roles. Where jobs may be affected, companies should work closely with unions to identify impacted workers early, provide sufficient notice and ensure adequate training so workers can transition confidently into new opportunities. For our lower-wage workers, technology must become a ladder for upward mobility. They should see the gains. They should see an upward growth for themselves and their families. New technology-enabled roles should help workers progress through and beyond the Progressive Wage Model. Transformation should narrow opportunity gaps and not widen them. And let us not forget persons with disabilities. As more transport jobs become digital, remote-enabled and less physically demanding, new opportunities become possible. I hope MOT can work together with SG Enable, employers and unions to redesign suitable roles so that more persons with disabilities can participate meaningfully in our transport sector. Mr Deputy Speaker, technology will undoubtedly reshape our transport hubs. The question is not whether transformation will happen. The question is whether every Singaporean worker will benefit from it.”
“Workers must know that transformation is happening with them, not to them. They must know that technology is being deployed to strengthen the Singaporean core. And very important, it is to strengthen the Singaporean core: to improve their wages, to improve their welfare, to strengthen their work prospects so that they can stay ahead of the cost curves and provide well for their families. That is why I have two calls in support of this Motion. First, we must equip and train workers early, with unions involved from the very beginning and we already know that this works with many examples. Within aviation, NTUC's Aerospace and Aviation Cluster, together with unions like SATS Workers' Union, has used Company Training Committees to redesign jobs while equipping workers with new capabilities. As we build T5, the tripartite model should become the norm. CAAS, CAG, SATS, employers and unions must work hand in hand to ensure that every productivity gain is also a gain for workers. This is also how we attract young Singaporeans into aviation and the industry. Beyond competitive salaries, the young people want meaningful careers with opportunities to grow. At the same time, experienced Singaporean workers must remain the heart of our success. Technology may automate many processes, but it cannot automate the warmth, the professionalism and service excellence that define us, Singapore and as the Singapore experience. Our maritime sector offers similar examples. The Singapore Maritime Officers' Union and the Singapore Organisation of Seamen have worked through Company Training Committees to prepare seafarers for future through structured training, professional development and lifelong learning.”
“Likewise, Mr Tan Sin Poh from Jurong Port has spent over two decades developing engineering expertise. Today, he leads highly complex equipment relocation projects that require precision planning, engineering excellence and close teamwork. His experience has become even more valuable in a technologically advanced port. These stories remind us that transformation succeeds when workers succeed. The same transformation is taking place in aviation. CAAS has estimated that up to 30% of our 60,000-strong aviation workforce could see their jobs redesigned over the next five years. With Changi T5 nearly doubling airport capacity, the scale of change will only accelerate. Nearly 20,000 jobs redesigned is not a small number. Behind every redesigned job is a worker who must learn new skills. Behind every new technology is a worker who must be confident enough to use it. And behind every transformation is a family depending on that worker's future. Mr Deputy Speaker, Singapore faces tight manpower. Our workforce is ageing with low birth rates. Every Singaporean worker becomes even more precious. If we are to remain a leading transport hub, we cannot simply add more workers. We must help every worker become more productive, more skilled and able to enjoy longer careers. Automation, robotics and AI will be critical. They can remove repetitive, physically demanding tasks. They can create safer workplaces. They can allow experienced workers to move into higher-value roles that command better wages and offer greater career progression. For our senior workers, technology can extend productive careers instead of shortening them because their bodies can no longer cope with physically demanding work. But Mr Deputy Speaker, technology alone does not build trust.”
“Today, as we speak of transforming and strengthening Singapore's position as a global transport hub, my question is: how will we bring these people along and what is the future that they see as part of that strong futuristic global hub that we want to be? Because, Mr Deputy Speaker, the future of transport should not be something our workers merely adapt to. It must be a future they can look forward to. Mr Deputy Speaker, transformations are no longer coming. They are already here. We have many such examples. Looking at our maritime sector, from the early days of the Singapore River to Jurong Port after Independence, to containerisation at Tanjong Pagar, Singapore has never stood still. Today, our maritime sector is entering another transformation. Singapore now operates an AI-powered Maritime Digital Twin, integrating real-time information from vessels, weather systems and sensors to optimise traffic and improve safety. Our ports are increasingly automated. Yard cranes and automated guided vehicles are remotely operated. MPA is driving innovation in autonomous vessels and new maritime fuels, while strengthening Singapore's International Maritime Centre. These are not just investments in technology. They are investments in better jobs. And we already see what this means for our workers. Take Brother Syed Ali. More than 30 years ago, he began as a yard crane operator at PSA, climbing high into crane cabins every day in physically demanding work. As technology evolved, so did his career. Today, he is a Senior Quay Crane Specialist, supervising automated operations, mentoring younger colleagues and leading the adoption of new technologies. His career did not end because technology arrived. Technology allowed his career to grow.”
“Mr Deputy Speaker, when we speak about reinforcing Singapore's position as a global transport hub, we often think of Singapore Changi Airport, world-class, SIA connecting us to the world. We think of PSA with the towering cranes at Pasir Panjang, Jurong and Tuas Port. We think of the many ships in our waters and the seamless movement of cargo through our logistics network, including our land transport network. These are powerful symbols of success for Singapore. Mr Deputy Speaker, infrastructure alone and high-tech systems do not make a global hub. A transport hub is only complete because of the people who keep it moving, 24 hours a day, seven days a week. From the baggage handler working on the tarmac; the technicians ensuring that every vehicle operates safely; the crane operators managing multiple cranes from a control room, the harbour pilot guiding some of the world's largest vessels into our ports; our air traffic controllers and airport crew who ensure the safety of airplanes in and out of Singapore and ensuring people coming through Singapore get the best experience; the seafarer spending months away from home to keep global trade flowing; the logistics planner ensuring that supply chains continue to function, so businesses receive their goods and families receive their parcels. There are many more examples. These are the men and women who built Singapore's transport hub reputation. They kept our transport system moving during COVID-19. They kept global trade flowing through supply chain disruptions. They adapted through manpower shortages and global uncertainties.”
“This means welcoming unions' ability to represent PMEs, and scaling mechanisms, like the CTC, so that worker voice is embedded in every transformation journey. An AI transition with no jobless growth is not a slogan. It is a commitment. A commitment that growth should mean something to everyone, not just those at the top of the economic pyramid. But to the nurse, the teacher, the logistics worker, the small business owner, the young person entering the workforce for the very first time. They are not footnotes in the story of technological progress. They are the reason progress should matter at all. These are not competing priorities; they go hand-in-hand and we are standing at one of those rare inflection points in history where choices we make today will echo for the next generations. That is where the tripartite partners must deliver, must make this happen and that is also what I hope this House will help us deliver. I strongly support the Motion. [Applause.]”
“We must continue to leverage this to support workers and enterprises in the AI transition. More recently, NTUC is partnering global technology leaders, like Amazon Web Services (AWS) and Huawei, to equip 100,000 workers and 100 enterprises with AI skills through the CTC ecosystem. At the individual level, union members can also tap on union support for up to half of the subscription fees for AI models. This is in addition to the six-month subscription provided through the Government. I hope more leading multinational corporations can work with our unions to provide more training and uplift the AI skills of workers for our collective future. In conclusion, Mr Deputy Speaker, I call for Singapore to move forward in these areas. First, on sharing gains, we must ensure that as enterprises transform with AI, the gains are shared with workers through fair wages, better working conditions and clearer norms around work intensity, including expectations on after working hours communication and responsiveness. They must be calibrated to our Singapore context but clear in intent. Second, in supporting transitions, we must strengthen how we support workers through the AI transition by ensuring that AI enables enterprises to unlock new growth, that training leads to real job opportunities, that reskilling is twinned with job redesign and that workers are not left to navigate these changes on their own. Third, in giving workers voice, workers and their unions must be engaged early when AI is introduced into workplaces. Not just on hiring and other employment decisions, but on how AI changes job scopes, workflows and performance expectations.”
“Giving workers a genuine voice in how AI enters their workforces is equally important. Across advanced economies, one principle is becoming clear, worker voice must be part of how technology reshapes work. In countries, like Belgium, unions and employers are already working together to establish norms around after-hours communication, workload and staffing. In Singapore, we have a strong foundation in our tripartite model. But as a unionist, I want to make a broader point. If we are serious about ensuring AI is used fairly and that the gains from AI-driven transformation reach workers, then we must welcome unions to represent PMEs who are most vulnerable in the AI era. PMEs are not a monolithic group – an engineer in aerospace, a financial analyst in banking, a project manager in the tech phase – very different work environments and go through very different impacts of AI transformations. Unions are able to shape workplace norms from ground up, in a targeted manner that recognises diversity. Hence, employers should consider allowing unions to represent PMEs. The mechanism for having the workers voice at the table is already here – it is the CTC. Through the CTC, unions work directly with management to chart out transformation roadmaps, redesign jobs and upskill workers so that no one is left behind when a company transforms. Let me just give one example. SBS Transit, with support from the National Transport Workers Union and the CTC Grant, overhauled its bus maintenance operations using AI. The company implemented AI-powered diagnostic systems for predictive maintenance and instead of cutting jobs, it created a new diagnostic expert career scheme for over 50 workers. Such examples must be amplified and more employers should do such things.”
“That advice assumes that workers have time, the financial buffer and margin for error to take such risks. However, not all workers have this luxury. I want to be honest, because vague optimism is a luxury that the displaced cannot afford and we must make sure the system watches for this. This is especially so for our mid-career and older PMEs. They are workers with mortgages and bills to pay, with children still in school and often, elderly parents to take care of. They are not just managing careers. They are carrying entire households. For them, transitions are high stakes. A failed transition is not just a momentary setback. It can mean prolonged unemployment, income loss and long-term repercussions for their loved ones. And this we are already seeing in the data that is provided by MOM, where there has been a rise in PMET retrenchments compared to the pre-recession norms in 2019, reflecting their greater exposure to sectors undergoing restructuring. This is where we must go further to support our breadwinners and their families, ensuring that reskilling leads to real job outcomes, that transitions are supported and that pathways to good jobs are clear, especially for those making mid-career shifts. Instead of welfare, we have workfare. And instead of minimum wages, progressive wage models for key segments of our workforce. For the AI era, we can seek better support for our PME jobseekers. We must continue close monitoring of those who applied for jobseeker support and help them bounce back as soon as possible for the next better job. Mr Deputy Speaker, giving workers a genuine voice in AI adoption, where the first two pillars of sharing gains and supporting transitions cannot happen without the third.”
“In roles that AI is not displacing, AI is increasing the speed, density and complexity of work rather than reducing it. However, I caution that when AI has pushed human boundaries and job redesign is not done adequately in tandem, there is concern that the working environment will be unsustainable, with very high intensity and pressures that can lead to burn-out, fatigue and poorer psychosocial health. We already see this in many of today's workplaces, especially for PMEs, where work is increasingly outcome-based and the boundaries between work and personal life are more blurred. AI risks accelerating this trend even further. The psychosocial implications of AI enablement deserve further attention too. Our time-based employment protections were designed for a less digitally connected era with more fixed working hours and clearer boundaries. Today, these new emerging work patterns suggest there is room to further evolve how we can support workers. This is where our unions in Singapore play a critical role. Through collective agreements, company-level engagements and multi-company initiatives, such as the Queen Bee partnerships for the NTUC's CTC initiative, unions ensure that productivity gains are translated into better jobs, better wages and most importantly better working conditions, not just higher output and shareholder returns. In addition, when AI is deployed to support hiring decisions and performance reviews, we must watch for unintended biases and ensure safeguards for the confidentiality of information. Supporting workers through transitions. Even when gains are shared, there is a harder question we must confront: what happens to workers whose jobs are displaced altogether? Mr Deputy Speaker, the standard response we often give is to reskill, adapt, move on.”
“While firms rationalise their workforce sizes and skills mix, we must be clear-minded that not all of such rationalisation may translate into economic growth that enables our families to thrive, children to flourish and seniors to enjoy their golden years. Workers are therefore paying attention. They want to know that there are pathways for the gains from AI to benefit workers, and not just management and shareholders. Many workplaces are only at the beginning of figuring out what such pathways need to look like and the pitfalls of failing to provide such pathways. As mentioned by some Members, recently, courts in China have been active in reviewing cases regarding the dismissal of employees due to AI-related restructuring and choosing to protect labour rights against unfair AI-related lay-offs. In one case, the arbitration panel clarified that AI replacement was not valid grounds for dismissal. In another case, a massive role and salary reduction due to AI taking over the work was not considered a reasonable re-assignment proposal. I would like to believe that we will not see such court cases in Singapore. Hence, companies must be held to a human transition standard. When a company deploys AI that eliminates roles, it should be required to have a transition plan, re-deployment offers, funded retraining, phased timelines. It must work with the unions through the CTCs or the tripartite frameworks, to ensure this is managed together. We should make this a baseline, and not the exception. The social contract between employer and employee must evolve alongside technology. Unions should be involved early in the company's transition plans to integrate new technology, implement job redesign and transition workers to handle new work.”
“Mr Deputy Speaker, before I start, my greetings to my fellow unionists on both sides of the viewing Chamber. Thank you for the support. Mr Deputy Speaker, as unionists, our role is not just to support change, but to ensure that the change works for our workers. With all the discussions so far, there is no doubt that AI brings about new opportunities, new tools, new ways of working and the potential for better jobs. For the Labour Movement, an AI transition with no jobless growth must means three things. First, AI augments workers, it does not replace them wholesale. Two, the productivity gains from AI are reinvested into people, into training, into new industries, into better wages and real growth. Three, no worker is left to navigate this transition alone. I will speak to each of these in turn. Ensuring productivity gains are shared. Mr Deputy Speaker, if we are not deliberate, the gains from AI will not automatically be shared. They will tend to concentrate in firms with the scale and capability to deploy it. The business case for transformation is compelling and I support the Government's announced efforts to support enterprises on this to accelerate their AI adoption, so that they can seize new opportunities. However, I call on businesses seeking to grow their pie, to be laser-focused on job redesign and training to bring their workers along with them. Here, I must appreciate the many hon Members who have supported this call. Globally, there are warnings that AI could significantly reduce entry-level white-collar roles in the coming years. Closer to home, DBS Bank has announced plans to reduce its contract and temporary staff by around 4,000 across various markets, with AI adoption.”
“Mr Speaker, I declare my interest that SSG and WSG are represented by the Amalgamated Union of Public Employees where I am the general secretary, and the new agency will be in due course. Mr Speaker, across Singapore today, as many of the hon Members have highlighted as well, there is much anxiety among workers. In the PME who has just been made redundant, in the fresh graduate sending out applications that go unanswered, in the 58-year-old who wonders if anyone will hire him again, in the caregiver who stepped away for five years now does not know how to step back in. These are not statistics. These are people. And they are watching us today. They want to know how will SWDA do better. I rise to support this Bill because the merger of SSG and WSG is just not good policy. It is the right thing to do for every Singaporean worker.”
“As the Ministry advances digitalisation and service transformation, how is it ensuring caseload sustainability, safeguarding officers' career development and upskilling, mental wellbeing and mitigating risks of burnout, so that the social services sector remains a rewarding and sustainable career for officers? If we truly believe in "we first", then caregivers and the officers who walk alongside them, must feel that the system stands firmly with them. Supporting Comlink+ Families”
“Mr Chairman, the call to build a "we first" society reminds us that growth must uplift every family and that care cannot be left to individuals alone. A society that puts "we first", must recognise caregiving as real work – whether it is a single parent balancing work and childcare, families raising children with special needs who juggle between therapy appointments and education, or mid-career workers caring for elderly parents while trying to remain economically active. Caregivers embody this spirit every day. They shoulder responsibilities not just for themselves, but for their families and loved ones, often while continuing to work and contribute to society. For many caregivers, the challenge is not only financial support, but having the confidence that help will be there in a timely and predictable way, as care needs evolve unpredictably over time. As such, can the Minister share how MSF is strengthening integrated support services for caregivers? How are social, employment and healthcare touchpoints being better aligned to provide caregivers and their families with continuity, assurance and sustained support across different stages of their caregiving journey, so that they can continue caring, working and contributing with confidence? With that, it also brings us as a "we first" society. We must also care for those who serve others. Social service professionals and MSF officers operate in a high-touch, emotionally demanding environment, often under manpower constraints.”
“As we look ahead, can the Ministry share, how will it support co-operatives in community engagement, youth involvement and ease of formation of new co-operatives so that more Singaporeans can adopt the co-operative model to address community needs? What will be done to encourage co-operatives to scale up and remain sustainable? Can the Ministry consider reviewing aspects of the Co-operative Societies Act to allow for greater flexibility in their operations, including allowing enterprises to form co-operatives, different from the current rule whereby only individuals and unions can form co-operatives? Further, can the Ministry support co-operatives by reviewing the current Central Co-operative Fund contribution rate to ensure it is comparable with the current corporate tax rate? That way, co-operatives can channel the savings to support more members and the community. Mr Chairman, in a world of rapid change, cooperatives are built on trust, powered by likeminded people, reminding us that success is not measured by profits alone but by how many lives are uplifted and how many futures secured and progress shared. Outward Bound School for All”
“Mr Chairman, I would like to declare my interest as my union operates a credit co-operative and I am a member of the Singapore National Co-operative Executive Council. Co-operatives are formed because Singaporeans believe strongly in the principles of self-help and mutual assistance. This spirit of fellowship brings them together to provide services that uplift their members and support communities at large. During Singapore's formative years, the co-operative movement attracted individuals who drove initiatives that include consumer co-operatives which provide affordable essentials, and thrift and loan co-operatives that offer accessible financial services. Consequently, they became key pillars in providing affordable, quality and accessible goods and services to workers and vulnerable communities. This intent remains the same today. A case in point was the 22 new projects initiated by co-operatives in 2025. Together with the Empowering Communities Fund, the co-operatives rallied over $1.2 million dollars and volunteers to support projects that address needs ranging from seniors, active ageing, caregivers and families to individuals facing social, emotional and financial challenges. These demonstrated their continued commitment to invest alongside public support in serving communities. With rising competition from more private entities, including global brand names, co-operatives in Singapore are experiencing challenges in attracting youth involvement, talent attraction and retention to continue their mission. Separately, there is also the broader question of how to encourage the formation of new co-operatives to meet emerging community needs. The recently developed Singapore Cooperative Movement 10-Year Transformation Roadmap is a good start in setting the direction.”
“Can the Ministry share how it plans to intervene at mid-career stage to boost continued employability for workers before they reach their late-50s? I therefore welcome the announcement of the extension of the Senior Employment Credit scheme to 2027, to continue supporting hiring or/and retaining of senior workers. This sends an important signal to firms that senior workers remain valued contributors and provides some cost relief that is especially important for SMEs amid the hyper-competitive business environment. Will the Ministry considering extending this Senior Employment Credit beyond the end of the 2027 review? Making Flexible Work Arrangements work”
“Mr Chairman, our senior employees aged 50 and up bring deep domain knowledge and hard-earned experience. However, as Singapore moves into a super-aged society, while navigating significant economic restructuring, we must ensure our policies continue to work better for both senior workers and employers. I thank the Government for answering NTUC and the union's calls to progressively raise the statutory retirement and re-employment ages to 65 and 70 respectively by 2030. This has improved labour force participation of those in the ages of 55 to 64, from 69% in 2015 to 73% in 2025. It enabled more workers to attain the Basic Retirement Sum from six in 10 in 2016, to seven in 10 in 2022, and I am glad that CPF has projected eight in 10 will attain this by 2027. However, senior workers find themselves increasingly juggling caregiving and wishing for more work options, so they can strike a better balance between work and life. Can the Ministry provide an update on what is being done to enable more work options and expand the availability of FWAs? At the same time, many senior workers and jobseekers who are 10 to 15 years away from the statutory retirement age worry about ageism and displacement amid rapid technological changes in their workplaces. Many senior workers and jobseekers have told us that there are fewer opportunities for career advancement and good jobs later in their career. Younger cohorts are also convinced that this is the case. Others have shared that while they are willing to upskill and learn, their long work hours, caregiving duties after work, unfamiliar learning formats and the uncertainty of translating these to better work prospects are also practical barriers.”
“I call on the Government to continue closely monitoring Singaporeans' retirement adequacy outcomes, more so for those who are needy, in vulnerable sectors, older and have lower CPF balances, given the transformation that is taking place. A Lifetime of Retirement Savings”
“Mr Chairman, as we become a super-aged society and live longer, having enough for retirement becomes critical. NTUC and the unions have constantly advocated for the reinstatement of CPF contribution rates for mature workers to match those of younger workers. I was glad to hear the Prime Minister's Budget 2026 announcement on the enhancements to the CPF Scheme to support our workers' retirement adequacy. We thank the Government for continuing with the increases and for also extending the CPF Transition Offset to support employers implementing the increase. However, as Singapore's workforce ages amidst a challenging and hyper-competitive environment, how does the Ministry track outcomes and ensure senior employment rates are not affected, especially for those aged 55 to 64? We also look forward to the new voluntary CPF investment scheme offering life-cycle investment products. For many, the CPF Special Account was a familiar and stable way to grow their savings. Following the closure of the CPF Special Account in 2025, some members expressed uncertainty about growing their monies to prepare for their golden years, especially after turning 55. Could the Minister share how this new scheme will be explained clearly to members, especially people who may not be familiar with investment risks and cannot afford to take such high risks? What guidance will be in place so they can make informed decisions, and not inadvertently take risks that they do not fully understand? Finally, I also welcome the topping up of the CPF balances for Singaporeans aged 50 and above with lower balances.”
“Mr Chairman, the Home Team AI Movement was launched in 2024 with the vision of transforming our officers and how they safeguard Singapore. A significant budget of $400 million was committed with the aim of embedding AI into operations from emergency response, investigative work and grooming a 500 strong AI workforce. Could the Ministry update on the AI products developed so far under this movement? How widely have these tools been deployed, and what measurable improvements have been observed in day-to-day operations? With the development of humanoid robots, capable of tackling high risk tasks such as firefighting and hazmat operations, how will these systems be integrated into frontline operations? What role will AI-enabled robotics play in augmenting our manpower given rising operational demands and manpower constraints across MHA? How is MHA reskilling our officers to prepare for these changes? Trust and accountability are paramount. May I ask what AI governance safeguards MHA has put in place? With AI models such as Phoenix, built with partners Microsoft and Mistral AI, how does the Ministry ensure data security, model integrity, and responsible deployment across sensitive Home Team environments? Finally, given the evolving threat landscape, including criminals' increasing exploitation of technology, how is the Ministry balancing automation with the critical human judgment required in law enforcement? Chairman, these questions reflect the public’s interest in how AI will not replace officers, but empower them, enhance safety and strengthen trust in our security institutions. Preventing House Fires with Technology”
“We should recognise the sacrifice our volunteers make. Many juggle careers and family responsibilities while serving. Internationally, Singapore is not alone in engaging civilians in defence. Estonia's Cyber Defence League mobilises IT professionals to help protect national cyber infrastructure. In the UK and Australia, the army reserve harnesses civilian expertise through more formal military structures, enabling citizens to contribute while maintaining their civilian careers. These models reaffirm the value of flexible pathways that connect civilian skills to defence needs. Looking ahead, as Singapore's society becomes more diverse and as more individuals without formal NS obligations express the desire to serve, the question is, how will SAFVC expand opportunities for volunteerism and what new roles could emerge to meet evolving operational needs from cyber and data to medical, logistics and community engagement? If we continue to train progressively, deploy meaningfully and recognise generously, we will keep strengthening a defence ecosystem where every capable pair of hands and every willing heart can contribute to Singapore's security. Defence in the Community”
“Chairman, started in 2014, the SAFVC stands as a vital avenue for new citizens, first‑generation PRs, Singaporean women and those without NS obligations to step forward, serve alongside our NSFs, NSmen and Regulars. The SAFVC has grown steadily, offering more than 30 meaningful roles across the Army, Navy, Air Force and the DIS – from security, naval operations to engineering and legal work. Volunteers undergo rigorous training to ensure they are ready to take on responsibilities that support operations and training. Above all, the SAFVC reflects the spirit of shared duty of ordinary people stepping forward in extraordinary ways. Each volunteer strengthens our defence network and reinforces the message that keeping Singapore safe is a collective responsibility. Last year marked a meaningful milestone for our defence community, SAFVC. Celebrating its 10th anniversary, a decade that saw over 1,500 volunteers that stepped forward to serve. Their commitment reminds us that contributing to defence extends well beyond National Service obligations. It is a shared responsibility anchored in values, trust and the willingness to step up. From the outset, SAF was built on a powerful idea – to give more people an avenue to contribute to national defence and deepen the understanding of what it takes to keep Singapore safe. Last year, the SAFVC also participated for the first time in Exercise Wallaby, Singapore's largest unilateral overseas military exercise, where volunteers in the Forward Support Group provided medical, logistics, maintenance and transportation support to the training units. These experiences sharpen skills, builds confidence and deepens appreciation of the complex behind-the-scenes work that keeps our nation secure.”
“Ultimately, whether we speak of GRIT@Gov, artificial intelligence (AI)-enabled transformation, career progression or workplace fairness, the central question is: can Public Officers see sustainable and meaningful long-term careers in Public Service? The next thing is also with the soon-to-come Workplace Fairness Act, which marks an important national step in addressing workplace discrimination. While the Act does not apply directly to Public Officers, the underlying principles remain relevant within the Public Service. We hope to understand in this context; how will the Government apply the principles of early resolution and mediation that will be reinforced to promote fair and timely handling of workplace grievances?”
“Mr Chairman, as we speak about transformation across the Singapore economy, it is also equally important to understand the transformation within the Public Service. I am going to talk about the launch of the GRaduate Industry Traineeships (GRIT) programme, or the GRIT@Gov, which reflects an important move to attract young Singaporeans to develop them for meaningful careers within Public Service. As a union representing Public Service, we welcome the efforts to strengthen the pipeline and provide meaningful early exposure to Public Service work. And this is also to help the much-needed experience that they will then be able to better compete in the market as experience is a prerequisite to many jobs and of course, to get better pay. However, recent news reporting indicates that placements are still building up since the programme started in October 2025. We want to understand how can awareness, matching and role clarity be better strengthened, so that suitable candidates are able to see GRIT@Gov not just as a traineeship but as a credible entry pathway into long-term Public Service careers? Beyond the placement numbers, it is also important that the quality of experience the trainees have when they are placed at the respective roles within Public Service and it is also important how impactful the roles are so that they not only find purpose but also see clear development pathways within the Public Service. In addition, this is also important for mid-career officers who require similar guidance on career refresh and job redesign.”
“When we invest in their skills, support them responsibly through change and give them time and space to adapt, workers repay that trust with commitment and employers benefit from a qualified workforce that will boost productivity and bring about growth. The Budget sets direction. But direction must become delivery, and delivery depends on all of us. Let us Government, employers, unions and every worker, move decisively together, build new jobs and skills backbone so every Singaporean can see a pathway forward. Let us redesign work so that transformation uplifts and not exhausts. Let us strengthen fairness and security, from early retrenchment notifications to clearer contract to permanency pathways. And let us ensure retirement adequacy, especially for those whose careers have been disrupted. Mr Speaker, the future of work must not be something that workers endure, it must be something they can look forward to, having that assurance that their future will be better. With that, notwithstanding my thoughts, I support Budget 2026. [Applause.]”
“SMEs often tell us their challenge is not only funding, but time and manpower to release staff for training. Where unions are present, we have negotiated training leave into collective agreements; this must be spread by example into non-union and SME settings, with redesigned shifts, modular stackable courses and just-in-time learning aligned to job redesign. The Public Service can catalyse norms through transparent dashboards on contract renewal patterns and clearer pathways from fixed term contracts to permanent posts when work is ongoing. That signal will ripple to the wider labour market. What Budget 2026 means for families today and for our future workforce is that there were expectations on the ground for more support, given the surplus and there are many uncertainties still looming. Families will still feel Budget 2026's tangible support: cash Cost-of-Living Special Payments, enhanced U-Save rebates and CDC vouchers for all households in January 2027. These measures cushion near-term pressures while structural changes mature but, ultimately, confidence comes when a worker sees three things clearly: "If I learn, there is a job at the end"; "If my role changes, there is fair process and early help"; and "If I work longer, the work is sustainable and my retirement is secure". Our task is to translate policy into predictable pathways at the firm and at the worker level through initiatives like the CTCs, the new jobs-skills agency and tripartite norms that protect both adaptability and well-being. Mr Speaker, behind every statistic is a worker who wants to provide for family, stay self-reliant and contribute with dignity. Workers are not stopgaps; they are partners in transformation and productivity.”
“CPF will also pilot a new simplified, low cost, life-cycle investment scheme by 2028 to give members more diversified options above the base interest rates. This broadens pathways for workers who can take modest market risk across a long horizon. These measures matter, because not all workers reach retirement with the same trajectory. Some face mid-career retrenchment, illnesses or years on rolling contracts that depress CPF accumulation. We should continue targeted CPF support for workers with disrupted careers, tracking cohorts with extended unemployment or caregiving breaks and calibrating top-ups to close adequacy gaps over time. Mr Speaker, mature workers want to contribute – matching experience with opportunity is important. NTUC's own survey showed strong willingness among older workers to remain economically active beyond the current retirement and even re-employment ages. They are motivated by purpose, health and some as much as by income. But access to career guidance training remains uneven. Many who tap on these opportunities find them helpful, yet others have shared that they feel disadvantaged or overlooked in being considered for them. We must close this access gap. We already see credible models in healthcare, age inclusive job redesign and assistive tech to help older staff to keep contributing productively, with unions partnering management and tapping on the CTC support to scale solutions. This is precisely the kind of redesign we need to mainstream. We should embed career guidance as a default in mid-career pathways under the new jobs-skills agency and to scale union employer pilots that pair job redesign with structured upskilling for older teams, across sectors.”
“I urge for regular employer reviews of fixed term contracting, particularly for workers and for the Public Service to publish more granular indicators on a contract-to-permanent pathways, where functions continue beyond a cycle. Mr Speaker, longer working lives need sustainable work intensity, not just more training. PMEs today operate at sustained high intensity, long hours for some, but more often, it is the constant connectivity, with limited mental space to recover. Officially, average weekly hours for employed residents have moderated to about 41 to 43 hours, and MOM has encouraged flexibility through the Tripartite Guidelines on Flexible Work Arrangement Requests, but the intensity outside formal hours matter too. Surveys show over 90% of employees have worked beyond official hours, with 71% fearing negative repercussions if they do not respond after hours. Rest is not about doing less, it is about sustaining efforts and well-being. Without sustainable norms, even the best upskilling will under deliver. Burn-out erodes adaptability and retention. Here, I would like to encourage employers to set organisational norms around after-hours responsiveness, escalation rules and protected focus time. I also call on the Government to monitor hours and intensity indicators and spotlight firms that redesign work to raise productivity and protect recovery. Budget 2026 strengthens retirement adequacy and security. I thank the Government for a one-time CPF top-up of up to $1,500 in December 2026, targeted at seniors with lower retirement savings based on their CPF balances and property Annual Value. The next step of planned CPF contribution increases for senior workers will proceed from January 2027, with a transition offset to help employers.”
“Early notification to unions is not a procedural nicety; it is the difference between proactive help and reactive damage control. Many unionised companies recognise this. They give unions advanced notice of upcoming retrenchment exercises, sometimes even months ahead. We should institutionalise advance retrenchment notifications across all firms, including for PMEs, so that affected workers can be rendered meaningful assistance early and with dignity. Another structural concern is the year-to-year contracts where is there ongoing work, but a whole lot of ongoing uncertainty and insecurity. The continued prevalence of fixed term contracts, especially annual renewals, put pressure on workers. While the share declined slightly in 2025, with over 90% of resident employees now in permanent jobs, around 7% remain on fixed term contracts and older workers are disproportionately represented among one-year contracts. For them, renewal uncertainty makes long-term planning and upskilling harder, which puts them at risk of falling behind. This issue is felt acutely by mature workers who already face longer job searches. Their reality should push us beyond administratively convenient renewals, towards clearer pathways to permanency where work is ongoing. The Public Service is one of our largest employers. It can lead by example. Public sector data show nearly 24% of officers are 50 and above. We should be more transparent about contract tenure patterns, renewal outcomes and pathways to permanency where roles persist, so officers can contribute with confidence and plan for retirement with clarity.”
“The earlier we prepare, the better the chances of workers being upskilled and to be more efficiently deployed. Budget 2026 also takes a decisive structural step. SSG and WSG will merge into a single agency, jointly overseen by MOM and MOE. This will tighten the link between training and jobs, offering more seamless career guidance, upskilling, job matching and transitions for workers and integrated support for employers. This move recognises the faster cadence of technology and job transitions, and the need for a single "Jobs-Skills" backbone. The merger builds on a decade of SkillsFuture. In 2025 alone, 606,000 individuals participated in SSG-supported training, and 123,000 enrolled in courses with direct employability outcomes. This signals a workforce investing in its relevance and wanting to stay relevant for the future. We therefore should make the merger count for outcomes: track and publish conversion metrics, such as time to placement; wage growth post training; and employer adoption; co-design more CTC-like Jobs-Skills pathways, so training is planned with job redesign and hiring from the start; extend mid-career training support in ways that do not penalise caregivers or SMEs with lean staffing. Mr Speaker, when disruption happens, the consequences for workers are painful. For some, the fear is not abstract. They have seen colleagues retrenched after restructuring, roles outsourced, functions automated. Retrenchments rose to 14,400 in 2025, on the back of a choppy global outlook. We are looking forward for AI transformation. The fear continues to be real. In these moments, unions step in to ensure fair process, negotiate fair benefits and facilitate placement support through the e2i.”
“Mr Speaker, I speak on behalf of the various segments of the Singaporean workforce – the low-income, PMEs, mature workers and many others across the Labour Movement, including public officers. In a Budget, workers look forward to two things most: assurance today and confidence for tomorrow, especially in an age shaped by rapid technological shifts, demographic change and workplace transformation. Their aspiration is simple and shared: stable jobs, sustainable wage growth and dignified progression over longer working lives. And they want to know that even as industries transform, they will not be left behind. I am heartened by the many of the hon Members' speeches who shared similar concerns that our workers must be at the heart of this transformation. I thank them for the care. Budget 2026 gives assurance to households while laying long-term foundations for a more resilient workforce and brighter economy. Mr Speaker, the pressure to keep up and the risks of falling behind is real. On the ground, workers, especially PMEs, tell us candidly that they want to keep up. Workflows are being digitalised, re-designed and more AI-enabled. Tasks evolve faster; skills expire sooner. So, many workers do the responsible thing, they try to upgrade, learn new tools, adapt to new work. However, challenges remain – fear of failure, insufficient time to upskill or reskill and not knowing what to upskill or reskill for sometimes, and at times, there is no change after all that upskilling and reskilling. Here, I urge the Government to encourage companies, small and big, to partner the NTUC and the unions to leverage on the CTCs to prepare for the future of work and to grow both the organisation and its workers as part of the transformation journey.”