Shawn Huang Wei Zhong
Singapore
“I thank the Member for the question. Contractors who are PW Mark eligible are required to obtain and maintain the PW Mark throughout the contract period. They are also required to notify the contracting authorities if there are any changes to their PW Mark status.”
“Mismatches in the labour market may be driven by shifts in skill requirements. For example, firms are expanding technology functions, driving sustained demand for jobs like AI engineers and engineering professionals, while restructuring other professional, manager, executive and technician (PMET) roles that have become easier to automate.…”
“Thank you, Mr Speaker. With regard to Parliamentary Question No 16, I would just like to clarify that Career Conversion Programmes provide salary support to employers. Thank you.”
“Mr Speaker, this question for oral answer has been addressed by written reply, to Question No 97 on the Order Paper for the 7 April 2026 Sitting.”
“There are schemes out there, for example, if a platform worker would like to transition to full-time employment or to a different platform, they can always approach WSG with a suite of capabilities, SkillsFuture, as well as the Career Conversion Programmes.”
“In 2025, the gross monthly income from employment, excluding employer Central Provident Fund (CPF) contributions, of full-time employed resident professionals, managers and executives (PMEs) was about $4,500 at the 10th percentile, $5,400 at the 20th percentile and $6,000 at the 25th percentile. The median income was $8,400.”
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“I thank the Member for the question. Contractors who are PW Mark eligible are required to obtain and maintain the PW Mark throughout the contract period. They are also required to notify the contracting authorities if there are any changes to their PW Mark status. For Government agencies, we reserve the right to take necessary action if contractors fail to comply with the requirements, including the right to terminate the contract. For multi-year contracts, I would like to emphasise again, contractors should account for the price increases when they tender. Where there are further updates to the PW Mark requirements, the Ministry of Finance will review our guidance to agencies accordingly, where necessary.”
“Thank you, Mr Speaker. With regard to Parliamentary Question No 16, I would just like to clarify that Career Conversion Programmes provide salary support to employers. Thank you. [Please refer to "Key Factors for Strong Labour Market Demand for Engineers and Technology Specialists, While PMETs Face Retrenchments", Official Report, 8 April 2026, Vol 96, Issue 28, Oral Answers to Questions section.]”
“Yes, I thank the Member for the question. The answer is yes. In fact, the WSG does work very closely with the institutes of higher learning to make sure that these courses are industry relevant, especially for the professional societies.”
“I thank the Member. Can the Member repeat the question, please?”
“I thank the Member for the supplementary questions. In fact, to better understand the hiring landscape today, the hiring demand for PMETs remains higher than the number of PMET retrenchments. And many of the in-demand PMET jobs are actually in finance and infocomm. As of December 2025, these two sectors had PMET vacancies of 4,100 and 5,300 respectively. Comparatively, there were only 960 PMET retrenchments across both sectors for the last quarter of 2025. And in these particular sectors, the PMET retrenchments remain low relative to entire workforce size, and there remain ample opportunities available. To that point, the Government will always continue to provide support for workers to upskill and reskill into these roles. To the Member's second point, for the Workforce Singapore (WSG), for the Career Conversion Programmes, we support workers to reskill into growth jobs and into longer-term prospects by provision of salary support to the employers. Over the last three years we have placed over 7,300 workers into tech and engineering related jobs through these Career Conversion Programmes. So, I encourage them to take it up.”
“Mismatches in the labour market may be driven by shifts in skill requirements. For example, firms are expanding technology functions, driving sustained demand for jobs like AI engineers and engineering professionals, while restructuring other professional, manager, executive and technician (PMET) roles that have become easier to automate. Retrenched PMETs may lack the specific technical skills and experience to fulfil the requirements in in-demand engineering and technology specialist jobs.”
“There are schemes out there, for example, if a platform worker would like to transition to full-time employment or to a different platform, they can always approach WSG with a suite of capabilities, SkillsFuture, as well as the Career Conversion Programmes. For low-wage platform workers, they can also approach the social services office to help with financial assistance.”
“I thank the Member for her two supplementary questions. To share more, platform operators and platform work associations should continue their bilateral discussions on the information that can be provided to workers. This has been done before, especially on the transparency of earnings and so on. And to better guide these discussions, NTUC has led many of these discussions, for example, with platform work associations, major platform operators, to agree on a set of industry-wide and accepted principles, in terms of payment and incentive structures. Some of these things were discussed: for example, fair earnings, visibility on structural changes, incentive schemes. These were announced on 11 September 2025 by NTUC. So, I encourage NTUC to continue with these discussions and use these platforms to do it collaboratively. On the second supplementary question, in this particular case, I want to share that the food delivery operator, had really worked closely with Workforce Singapore (WSG) and also NTUC's Employment and Employability Institute to step in to offer job matching capabilities and also career coaching in times of need. The platform operator also worked, like what Member has mentioned, with the Singapore Manual and Mercantile Workers' Union and the National Delivery Champions Association to facilitate their outreach and transition. I thank the union and association for stepping up and working collaboratively with NTUC on this. In addition, there will always be disruptions when there are transitions. The platform work associations, together with NTUC, should continue to help.”
“Mr Speaker, this question for oral answer has been addressed by written reply, to Question No 97 on the Order Paper for the 7 April 2026 Sitting. [Please refer to "Help for Delivery Riders Affected by Recent Exit of Food Delivery Platform Company", Official Report, 7 April 2026, Vol 96, Issue 27, to Written Answers to Questions for Oral Answer Not Answered by End of Question Time section.]”
“I thank the Member for the question. The short answer is yes, we constantly monitor the wage levels, including our operating environment and make sure that our laws and regulations are fit for purpose and relevant.”
“In 2025, the gross monthly income from employment, excluding employer Central Provident Fund (CPF) contributions, of full-time employed resident professionals, managers and executives (PMEs) was about $4,500 at the 10th percentile, $5,400 at the 20th percentile and $6,000 at the 25th percentile. The median income was $8,400. At the higher end, incomes were about $12,100 at the 75th percentile and $13,900 at the 80th percentile.”
“Although we have already achieved some results in promoting workplace inclusivity, we understand that some Singaporeans still face challenges when seeking employment. Moving forward, MOM will further improve systems to create more employment opportunities for them. We will approach this from three aspects. First, raising industry standards. MOM will work through close tripartite cooperation to set higher standards and encourage more inclusive workplaces. Second, promoting flexible work arrangements. Allowing women and employees who need to care for their families to better balance career and family responsibilities. Three, supporting employment for persons with disabilities. MOM will actively guide employers, address their concerns and help persons with disabilities find good and suitable jobs where they can utilise their strengths. These measures are not only practical but also complement each other to create a conducive work environment for all Singaporeans. Let us work together so that every Singaporean can contribute and share the joys of success. (In English): Mr Chairman, let me now close in Malay. (In Malay): [Please refer to Vernacular Speech.] MOM's ambition is clear – we want to enable workers to thrive, regardless of their background or circumstances. We want to create inclusive workplaces that allow workers to achieve their career aspirations and participate meaningfully in the workforce. We must do this together. Employers must build a culture where every —”
“They require clear norms and practical guidance. That is why MOM is working with tripartite partners and social service agencies on a new Tripartite Advisory on Reasonable Accommodations. The Advisory will provide practical guidance on how reasonable accommodation can be implemented at the workplace. This gives employers clarity, and for workers, confidence to raise accommodation needs early. Nevertheless, workplace demands are evolving, and many families wonder if their loved ones with disabilities can adapt. That is why last December, Prime Minister Lawrence Wong announced the formation of the Taskforce on Assurance for Families with Persons with Disabilities, chaired by Minister of State for Social and Family Development Goh Pei Ming, and supported by myself and colleagues from the Ministries of Education and Health. MOM will work closely with the Ministry of Social and Family Development to examine how to better support persons with disabilities in our changing job market: through upskilling, reskilling, expanding opportunities, strengthening employer support and building career resilience. Mr Chairman, let me recap in Mandarin. (In Mandarin): [Please refer to Vernacular Speech.] As the saying goes, “The sea embraces all rivers. It is great because it is inclusive.” In this rapidly changing era, the Government's goal is very clear. We want to help every employee continuously improve and move towards success. We firmly believe that an inclusive workplace environment will benefit all Singaporeans. Employees can better utilise their strengths and companies can also recruit more outstanding talent. MOM will continue to spare no effort in strengthening Singapore's labour market.”
“The results of our efforts have been encouraging. In 2025, 6,800 employers received the Enabling Employment Credit for hiring 10,800 Singapore residents with disabilities, up from 6,600 and 10,000 in 2022. To sustain this momentum, we extended the Enabling Employment Credit last year to run until end of 2028. At the same time, Daniel needs support of his own. While the Enabling Employment Credit may help employers overcome hesitation, the Open Door Programme supports both the employer and Daniel as he navigates the job search and workplace. Through the programme, Daniel is matched with a suitable role. He also receives ongoing support to help him settle into work, such as personalised job coaching at his workplace. And if Daniel needs workplace modifications, like a wheelchair ramp to move up to office, the programme also covers up to 90% of that cost. The programme has delivered strong results. It has supported over 2,400 persons with disabilities into employment in the past four years. More than 80% remain employed for at least six months. This shows that with the right support, persons with disabilities are not just employable, they are valuable, long-term contributors to their employers. 6.30 pm But work is both about earning today’s income and long-term financial security. While employment helps Daniel through regular contributions to his CPF, additional support can go a long way in easing his financial worries. That is why, starting this January, we expanded the Matched Retirement Savings Scheme to include eligible Singaporeans with disabilities of all ages. With this expansion, around 24,000 Singaporeans with disabilities below the age of 55 can benefit from the scheme this year. But inclusive workplaces cannot be built on incentives alone.”
“We are also looking to enhance support for flexi-load arrangements. Flexi-load arrangements like part-time work, job sharing and fractional roles may be suitable for caregivers who need work at a reduced load to fulfil their caregiving duties. However, in 2024, less than half of employees who required the part-time work arrangements were provided with it compared to over 70% of employees who were provided with time-related FWAs like staggered work hour arrangements and location-related FWAs such as scheduled tele-working. Today, we have the Part-Time Re-employment Grant which provides up to $125,000 to employers who offer part-time employment, FWAs and structured career planning to our senior workers. Ms Mariam Jaafar asked about grant uptake and outcomes, and strengthening incentives to employers. Employers have responded positively to the grant. More than 7,600 have taken it up, benefitting more than 66,000 senior workers. As Senior Minister of State Koh has mentioned, we are extending the grant to end-2027 to continue supporting employers. Given the grant's success, we are reviewing how we can enhance it to keep employers providing flexi-load jobs to more workers. This could potentially benefit other segments of workers who rely on flexi-load jobs such as caregivers. Moving on to persons with disabilities. They too benefit from inclusive workplace practices. Imagine Daniel, a wheelchair user, applying for a job. He has the skills and qualifications. But some employers hesitate, unsure of his capabilities or concerned about additional costs. This is where the Enabling Employment Credit, comes in. The Enabling Employment Credit helps employers take that first step by covering up to 20% of Daniel's wages, easing cost concerns.”
“A cancer survivor in her late 50s required a reduced workload arrangement, or flexi-load, to manage her health. She submitted a formal FWA request in line with the Tripartite Guidelines. Dementia Singapore then considered it by weighing its operational requirements. Her work responsibilities were reviewed and redeployed in consultation with other teammates. Her request was approved and she is now on a three-day work week. If employers do not consider requests in line with the guidelines, workers can seek assistance from TAFEP. TAFEP will engage the employer to align its processes. This could include requiring the employer to attend educational workshops on FWA implementation. Ms Eileen Chong proposed making Tripartite Guidelines into law and making provisions of FWAs a presumptive right for working parents with young children. These moves are a little blunt as businesses differ across industries and roles. For instance, working from home is not possible for frontline jobs. Rigidly mandating FWAs across the board can stifle business operations and competitiveness. In the long run, this could hurt employment opportunities for Singaporeans. Instead, we have focused on more sustainable ways to enable companies to implement FWAs through initiatives such as job redesign support and providing a fair process for employers and workers to discuss mutually workable and beneficial arrangements. Ms Diana Pang spoke about the challenges SMEs face when implementing FWAs. I wish to assure the Member that support is available. Firms, including SMEs, can utilise the Enterprise Workforce Transformation Package, set to launch later in March. The Enterprise Workforce Transformation Package provides funding and advisory support to help companies adopt new work models like FWAs.”
“Mr Abdul Malik has asked for the Government to collect data on caregiver employment. We already do, and our data suggests that FWA provision has risen. More women and caregivers have been able to stay in or return to work. Based on MOM's surveys, one in two firms offered scheduled FWAs before the pandemic. When the pandemic hit, this changed our working norms and increased the provision of work-from-home and flexi-load FWAs. Now, around seven in 10 firms offer FWAs, even as firms adjust to new post-COVID-19 norms and adjust provision. And this has supported our labour force participation rate. The share of caregivers who were neither working nor looking for work among residents aged 25 to 64 fell from 28.2% in 2019 to 17.2% in 2025. Similarly, the female labour force participation rate among those aged 25 to 64 has also risen, from 76.1% to 80.5% over the same period. FWAs do not only benefit workers, they are a competitive advantage for employers. They widen the talent pool, strengthen retention and support productivity. Dementia Singapore, a leading social service agency, knows this well. It has fully integrated FWAs such as staggered working hours into their workplace culture. For example, all employees can select their preferred working hours, allowing working parents to start and end work earlier to pick up their children. This has led to high levels of staff satisfaction and a low attrition rate. But conversation about FWAs can be difficult. That is why we launched the Tripartite Guidelines on FWA Requests in 2024. The guidelines replace uncertainty with clarity, guiding structured conversations on requests for FWAs. Let me illustrate how Dementia Singapore has used those guidelines.”
“This is where flexible work arrangements come in. FWAs are much more than just working from home. They also include flexible load arrangements and flexible working hours. These arrangements give employers and workers more options to organise work in sustainable and productive ways. Mr Ng Chee Meng and Mr Abdul Malik have highlighted the pressures faced by sandwiched caregivers who care for both children and seniors. Both Members asked for stronger support for this group, through measures like financial support and leave. On financial support, eligible working caregivers can boost their income and CPF savings through the Workfare Income Supplement and the Earn and Save Bonus under the Majulah Package. Non-working caregivers who have taken extended breaks can also benefit from other measures. For instance, they can boost their CPF savings in their senior years through the Matched Retirement Savings Scheme and the Budget 2026 CPF top-up. On leave, many employers have voluntarily introduced caregiving-related leave provisions as part of their strategy to attract and retain talent. In 2024, around 6,100 employers offered paid family-care leave. This represents about 36% of private companies with at least 25 employees. However, many working caregivers tell us that FWAs are their preferred means of support. FWAs offer caregivers the flexibility they need to stay in work. If a family member needs help with daily routines like medication or meals, caregivers need flexibility across the work week, not just a single block of time off. FWAs are thus more sustainable for caregivers to stay in employment. By staying in work, caregivers can secure a reliable foundation for their longer-term financial security.”
“Mr Chairman, I will begin by sharing how we are strengthening our workplace fairness framework so that all workers are treated fairly. I appreciate Ms Diana Pang's suggestion to make inclusive practices manageable for SMEs. TAFEP will step up public outreach and education efforts on the Workplace Fairness Act. TAFEP's resources and guides are kept simplified and bite-sized. Even SMEs with no dedicated HR personnel can easily apply them. Ms Diana Pang also spoke about strengthening protections against workplace harassment and bullying. No worker should be subjected to such unacceptable practices in the workplace. The Workplace Fairness Act strengthens protections for workers facing harassment by requiring firms to put in place grievance handling processes. Beyond this, we will go upstream to help employers prevent workplace harassment and bullying. MOM and tripartite partners are reviewing the existing Tripartite Advisory on Managing Workplace Harassment and developing a new Tripartite Standard on this matter. This will enhance the guidance for employers to adopt best practices to prevent and respond to workplace harassment. Let me now highlight or outline our targeted measures for groups that need more support, starting with women and caregivers, two groups that tend to overlap. Too often, women who take on caregiving responsibilities may feel that they are making a zero-sum choice between caring for their loved ones or pursuing their careers. As Ms Mariam Jaafar pointed out, caregivers who leave the workforce often find it hard to return. Programmes like Workforce Singapore's Career Conversion Programmes can help them get back into jobs with good prospects. But MOM also wants to ease their dilemma upfront by making work and caregiving sustainable.”
“I thank Member Assoc Prof Jamus Lim for that particular question. In fact, flexible work arrangements are considered pretty nascent. I think the entire job market is also learning. Employers and employees are learning how to make those requests and employers are learning different ways in terms of flexi load – whether it is flexi place, flexi time as well – on how they deliver flexible work arrangements. On that note, in terms of the autonomous universities, it is an autonomous university. We leave it to the universities to decide how they determine outcomes and performance, and we encourage them to have deeper conversations with their employees and staff on their flexible work arrangements. And if they need any help, they can always approach Tripartite Alliance for Fair and Progressive Employment Practices; if not, the Institute for Human Resource Professionals; if not, then NTUC. There are many toolkits and resources made available online and we are happy to help with that conversation. 10.30 am”
“I thank the Member for the two supplementary questions. For the first supplementary question, there is no specific particular study that will measure specific outcomes between flexible work arrangements and key performance. That is from the Ministry side. But our survey results, from the National Trades Union Congress (NTUC) and also from our workers, show that flexible work arrangements are ranked number one in terms of preferred requirements, compared to other leave and even financial contributions. They appreciate such arrangements because they will have flexibility in taking care of their children, they have flexibility in providing caregiving needs as required. In fact, this conversation should be between workers and employers as well – having a good conversation on what are the performance work outcomes required, and what are the tools and redesigning of the workplaces required to achieve productivity increases. In terms of performance, we leave it to the market and also the employers to determine what is the best performance and what is value for money. For the second one, within Ministries in terms of requiring work performance, I think, there is always a balance. Also, because within the Government, there is a myriad of roles. Some require presence and time, especially for security personnel, and some are mainly pure outcomes. And so, we work in very different ways and based on that tiering, we leave it to the supervisors to manage the staff and how they deliver those outcomes.”
“Both employers and employees may benefit from outcome-based work arrangements, where the nature of the job allows. However, such a model may not be suitable for jobs that would require shift work or a physical presence. Many professionals, managers and executives (PMEs) already work on the basis of delivering successful outcomes with limited tracking of work hours. As our workforce profile and the nature of jobs continues to evolve, we may expect more employers and employees to adopt such flexible work arrangements. The Tripartite Guidelines on Flexible Work Arrangement Requests sets out the process for workers to formally request for flexible work arrangements and for employers to consider these requests on reasonable business grounds. As part of implementation, employers and workers should mutually agree on the outcomes and how to track them. The Government also supports employers in adopting technology and redesigning jobs through enterprise and workforce transformation initiatives so that work can be done more efficiently. This enables workers to deliver higher value in less time, improving productivity and enabling outcome-based approaches to work. Even as some work arrangements move towards outcome rather than time-based management, we recognise the need for employees to have healthy work-life boundaries. The Tripartite Advisory on Mental Health and Well-being at Workplaces sets out good practices for employers that support the well-being of their workers, including setting reasonable expectations of after-hours work communications and communicating them to employees. Such practices could include not requiring employees to respond to non-urgent work-related messages and emails until the following working day.”
“I thank the Member, Dr Hamid Razak, for providing that feedback and we will most certainly take it back to consider.”
“I thank the Member for the question. The Government regularly reviews the effectiveness of our schemes to ensure that they continue to help Singaporeans manage cost of living concerns. Over the years, in response to high inflationary pressures, we have progressively reviewed and enhanced the Assurance Package (AP) with additional cash, U-Save, Service and Conservancy Charges (S&CC) rebates and CDC vouchers. And in total, we actually increased the support delivered via the AP from an initial $6.6 billion in 2022 to more than $10 billion in 2025. These enhancements have fully offset the expenditure increases arising from high inflation for lower-income households and substantially offset the expenditure increases for middle-income households each year from 2022 to 2025. The Government also provides substantial structural support to help Singaporeans manage major costs of living concerns, like education, healthcare, housing and retirement. And on top of this, we also provide targeted structural support for vulnerable groups, such as the Workfare Income Supplement Scheme for lower-wage workers, the Fresh Start Housing Scheme for lower-income families and the Silver Support Scheme for seniors who had low incomes in their working years. And when necessary, we will complement these structural measures with one-off additional support for households. This approach allows us to provide more responsive and targeted support while remaining fiscally prudent.”
“They will naturally yield to the consensus of their group and disregard the richer connective and effective diversity of others. 7.30 pm Stone's warning was that societies which allow this bifurcation to harden do not merely lose cultural richness. They lose problem solving capacity and capability. The challenges that matter most requires both cognitive and effective domains in genuine integration. That is true in 1959, it is truer today. We must continue to sharpen ourselves, respect capabilities of our connective and affective diversity, and make better decisions for Singapore and Singaporeans. Broadening of Education Paths”
“These credits can be used for non-academic self-directed exploration, regional internships, acquire niche skills, independent project materials, or even get social enterprise grants. A tiered credit structure can be considered to help disadvantaged households address the documented reality where exploratory experiences are distributed unequally across income brackets. In the long term, this will potentially reduce the fiscal drag caused by mid-career burnout and career mismatch and its effects on absenteeism, healthcare utilisation and loss in productivity. These three interventions share a single logic. Singapore's next phase of development requires citizens who can operate across the full cognitive and affective spectrum, who can think divergently as well as convergently, lead with empathy as well as analyse and navigate uncertainty with both intellectual rigour and emotional resilience. I will end with this. In 1959, the British physicist and novelist CP Snow delivered a lecture at Cambridge, which was later published as "The Two Cultures". His observation was simple. That intellectual life had split into two mutually uncomprehending groups: the scientists and the humanists, who had largely stopped understanding or respecting what the other did. Between them sat a gulf of mutual contempt that was quietly crippling society's capacity to solve its most serious national problems. What Snow identified at the civilisation level, we can observe in our daily classrooms, boardrooms, teams, community and everyday life today. The analytically formidable student who cannot read a room and the relationally gifted student whom our assessment architecture cannot see. Two intelligences sitting side by side, but neither recognising the other as intelligence at all.”
“Researchers Zeldin, Camino and Mook examined youth-adult governance partnerships across multiple institutional settings and established that genuine partnerships, involving real decision-making authority, produce durable improvements in youth self-efficacy, empathy and civic belonging. The effect was significantly stronger in conditions of genuine co-governance than in consultative arrangements. The proposal to form Student Policy Committees, with school leaders being the facilitator and advisors to the committee. This will provide genuine standing in discussions on student welfare, facility use and sustainability goals. Students are briefed on the constraints, the budget, the logistics and their input carries formal weight. Rotation between different groups of students, distributes the developmental benefit broadly rather than concentrating it among a narrow student cohort. The third is a National Discovery Endowment. Researcher Erik Erikson, in "Identity, Youth and Crisis", identified the age 15 to 25 as the critical psychosocial window for identity formation. Subsequent neuroscientific research also confirms that adolescence represents a period of heightened neuroplasticity, specifically in areas in governing self-concept, risk evaluation and social cognition. These are the baselines of identity development. We should do more to invest before the age of 25. After this window, neuroplasticity would have largely closed for the most consequential function. The Discovery Endowment Credits will give for Singaporeans aged 15 to 25 more opportunities to discover themselves, a sense of awareness, self-management and develop maturity that is essential for long-term development.”
“Structured activities showed the inverse relationship. Executive function, goal pursuit and cognitive flexibility is precisely what the AI-era economy will value. Executive function develops through the experience of self-direction. The synthesis is straightforward. Developing the full cognitive and affective spectrum is not supplementary to academic rigour. It is the condition under which academic rigour produces its maximum return. We need more cognitive and affective diversity. I suggest three Interventions for consideration. The first is "White Space Fridays". Two protected hours per week for student-led, self-directed exploration. Students register a project or hobby each semester, and schools provide the infrastructure, such as makerspaces and music rooms. Teachers provide the resources, not direction. No rubrics, no grades required. The rationale draws from the research at the Stanford Center on Adolescence, found that young people who develop personal purpose through self-directed exploration demonstrate greater academic motivation, stronger mental health outcomes and more robust career trajectories than those whose goals are externally assigned. The second suggestion is Student Policy Committees. The difference between consultation and co-governance is consequential. In consultation, views are heard. In co-governance, the participant is present for trade-offs, constraints and decisions where competing priorities cannot all be satisfied. That particular experience is where affective intelligence develops in practice.”
“Researchers Mayer, Salovey and Caruso, established that emotional intelligence, comprising of self-awareness, self-regulation, empathy and relational skill, can be measured and developed. Their model for emotional quotient (EQ) showed that performance and leadership outcomes are comparable to, and in some domains exceed, those of cognitive intelligence quotient (IQ). This is what the Neuroscience establishes. Research by Mary Helen Immordino-Yang and Antonio Damasio demonstrated that emotion and cognition are neurologically integrated. The prefrontal cortex, responsible for executive function and higher-order reasoning does not operate independently of the limbic system. What was their central finding? It is biologically impossible to build memories, engage complex thoughts or make meaningful decisions without emotion. Affective disengagement impairs the cognitive performance even when the analytical capacity is intact. This matters for Singapore specifically. The Institute of Mental Health's National Study on Mental Health found that one in three young Singaporeans, aged 15 to 35, had experienced a mental disorder in their lifetime. PISA data shows Singaporean students report among the highest levels of test anxiety of any participating country, with 86% of students reporting that they worry about poor grades. This is significantly above the OECD average of 66%. Research establishes that it actively constrains cognitive flexibility and creative risk-taking. Researcher Barker and colleagues examined the daily activity logs of 70 six-year-old children against standardised measures of executive function. Their finding was direct, the more time children spent in less-structured, self-directed activities, the stronger their executive function scores are.”
“Mr Chairman, Singapore's students ranked first globally for Programme for International Student Assessment (PISA). That is a genuine achievement and the result of deliberate, sustained policy work over decades. The question is not whether we have done well. We have. The question is whether we are developing the full range of human capacity for the future economy. The World Economic Forum's Future of Jobs Report 2025 identifies the fastest-growing skill categories for the coming decade. They span across two domains, analytical reasoning and creative thinking on the cognitive side, empathy, social influence and self-awareness on the affective side. Both are identified as co-equal drivers of the future workforce value. McKinsey Global Institute's automation research finds that up to 30% of work activities globally could be displaced by current technologies, with activities least susceptible to displacement being those requiring social and emotional intelligence, complex negotiation, empathetic judgment and creative collaboration. Our current system has invested heavily in the cognitive mode, that is analytical, convergent and precisely measurable. Howard Gardner's multiple intelligences framework identifies that at least eight distinct cognitive systems – linguistics, logical-mathematical, spatial, musical, kinaesthetic, interpersonal, intrapersonal and naturalist. A system that assesses primarily through linguistic and logical-mathematical channels is measuring only a subset of human potential, not its full range. We need more cognitive and affective diversity. The affective dimension carries equal weight.”
“Unlike larger powers that can rely on military might or economic leverage, Singapore's security depends on our ability to remain relevant and trusted by major stakeholders. Given this, I would like to ask how MINDEF/SAF plans to maintain its relevance and value proposition amidst the evolving security landscape. Apart from preserving our reputation as a key and trusted partner, are there new ways in which we can demonstrate our value-add to others? Changing Nature of Warfare”
“Singapore's success as a small nation in a complex world has always depended on one crucial factor – our ability to be trusted by all, while belonging exclusively to no one. For decades, our strategic value as a neutral convener and reliable partner has served us well. We have consistently championed international law and multilateral frameworks, signalling to our partners that we can be counted on. Our strategic location and world-class infrastructure have made us an ideal host for sensitive international discussions. The results speak for itself. We successfully hosted the historic Trump-Kim summit in 2018, promoting dialogue in place of conflict. We continue to host the annual Shangri-La Dialogue, where defence ministers from around the world gather for frank discussions on regional security. We have facilitated trilateral exchanges between major powers, proving our professionalism and discretion on the global stage. However, the rapidly changing security landscape presents a new challenge to sustaining this position. Great power competition is intensifying at an unprecedented pace. Nations are increasingly pressured to choose sides and the middle ground that Singapore has traditionally occupied is shrinking. We also face new threats that straddle the space between peace and conflict. Such hybrid warfare tactics make neutrality more difficult to define and maintain. On top of these, technological warfare and cyber threats transcend traditional diplomatic boundaries while economic interdependence creates new vulnerabilities that adversaries can exploit. As a small nation, maintaining our value proposition is not merely advantageous, it is existential.”
“Singapore will have to navigate a more contested geopolitical environment for the foreseeable future, including intensifying US-China rivalry. Some may ask whether it is time for us take a side. But doing so may not be in our national interest. The reality is that all countries need to work with both, which will remain consequential players regardless of how the international order changes. Singapore's relevance to both major powers should not be taken for granted. I have two questions for the Minister. Why are both accounts important to us and how should Singapore work with both? Are there specific areas of cooperation that we are looking at? Engaging US, China and Middle Powers”
“Firstly, we are working with GovTech to study what are some of the AI tools that can be used within the Statutory Boards, agencies and Ministries. If found useful, we will definitely then open it for use and allow other businesses to use it as well as appropriate.”
“Firstly, we are working with GovTech to study what are some of the AI tools that can be used within the Statutory Boards, agencies and Ministries. If found useful, we will definitely then open it for use and allow other businesses to use it as well. [Please refer to "Committee of Supply – Head M (Ministry of Finance)", Official Report, 26 February 2026, Vol 96, Issue 20, Budget section.] [(proc text) Written statement by Mr Shawn Huang Wei Zhong circulated with the leave of the Speaker, in accordance with Standing Order No 29(5). (proc text)] I wish to make the following factual correction to my reply given during the Committee of Supply for Head M (Ministry of Finance) at the Sitting of 26 February 2026. My reply should read as follows:”
“Thank you to Mr Ng for the clarification. That is something that we will definitely look into. Firstly, we are working with the Government Technology Agency of Singapore (GovTech) to study what are some of the AI tools that can be used within the Statutory Boards, agencies and Ministries. If found useful, we will definitely then open it for use and allow other businesses to use it as well. [Please refer to "Clarification by Senior Parliamentary Secretary to the Minister for Finance", Official Report, 26 February 2026, Vol 96, Issue 20, Correction By Written Statement section.] This will definitely save on the development cost and also the use cost as well, and we will most certainly take that suggestion as well.”
“(In Mandarin): MOF will ensure that the Government procurement processes remain fair and transparent. We will continue to introduce measures to assist enterprises participate more easily in Government tender activities. In addition, we will make good use of technology to make business transactions with the Government more efficient and simpler. We will continue to work with trade associations, chambers of commerce and industry players to collect feedback and continuously optimise the transaction process between enterprises and the Government, helping the businesses save money, effort and time. (In English): Mr Chairman, MOF remains committed to create a better Singapore through finance. We will continue to ensure fiscal prudence and sustainability. Advance a pro-enterprise environment where regulatory requirements are streamlined to reduce compliance costs. Improve access to Government procurement; and leverage technology to improve efficiency and strengthen governance. These efforts will enable us to serve Singaporeans and businesses better.”
“For instance, we implemented GeBIZ Supplier File Repository in 2024 to enable suppliers to use a single set of documents across multiple bids, reducing duplicative work. Moving forward, we will tap on the latest technology to comprehensively refresh GeBIZ system. The refreshed GeBIZ will go beyond the sourcing stage, covering pre-sourcing and contract management stages. This will consolidate systems that are currently operating separately and make procurement even more transparent, effective and efficient. This will be a multi-year effort. MOF will work with SBF and ASME on the modes of engagement with businesses to ensure the refreshed GeBIZ system meets the needs of our Government procurement and business community. We invite businesses, who are interested, to sign up for the engagement when we send out the invitations. A development that we will harness is the increasing capability of AI systems, which are becoming more widely used across businesses. AI can significantly improve productivity if well implemented. MOF is committed to integrate AI tools into the refreshed GeBIZ system where possible. Beyond procurement, we are also leveraging AI in other areas of finance and governance. For finance and audit, we trialled the use of AI, on top of data analytics, to obtain insights from large volumes of data. Through these tools, ACRA, AGD and Customs officers will be better able to identify trends and detect anomalies, such as non-compliance or fraud, that may not have been detected as quickly via more traditional methods. We will continue to harness technology and leverage appropriate AI tools to enhance public service delivery and accountability. Mr Chairman, in Mandarin, please.”
“To make the Innovative Procurement Partnership more accessible to SMEs and startups, established track records are not a requirement. The Government will also share risks with businesses by removing the need for security deposits and liquidated damages by default during the pilot testing phase. In addition, the Innovative Procurement Partnership is conducted via open sourcing. In other words, any business can participate. I thank Mr Edward Chia and Ms Denise Phua for their suggestions to ease cashflow for smaller firms and freelancers. MOF provides Government agencies with contract templates and guidelines on payment milestones, including increasing the number of payment milestones where appropriate to ease cashflow. These templates and guidelines are developed with inputs from businesses and Government agencies to reflect industry norms. For example, when procuring design services, Government agencies are required to specify the expected iterations of changes to allow the supplier to better price their bids. Ms Denise Phua and Mr Shawn Loh asked how MOF agencies are harnessing technology, such as AI, to strengthen governance and improve the experience for businesses and citizens when transacting with Government. Ms Yeo Wan Ling also suggested refreshing GeBIZ, our centralised e-procurement portal for Government agencies and Mr Ng Shi Xuan suggested incorporating AI into our procurement processes. We are committed to continuously making improvements and one such opportunity is with GeBIZ. GeBIZ was introduced in 2000 to digitalise procurement processes and consolidate Government quotations and tenders. Businesses can access Government procurement opportunities and submit their proposals. Over the years, we have continuously enhanced GeBIZ.”
“Let me share updates on each in turn. Tender Lite was first introduced in April 2024 to simplify the contract conditions of tenders up to $1 million, making them more accessible to SMEs. We implemented Tender Lite first for the procurement of general goods and services and then expanded to construction procurement in May 2025. MOF has been working closely with industry stakeholders to expand Tender Lite to ICT procurement. We have incorporated feedback from SBF, the Association for Small and Medium Enterprises (ASME) and SGTech. First, we will streamline the number of contract conditions so that businesses find it simpler to participate. Second, we will share risks with businesses. We will remove clauses on liquidated damages where possible or cap the liquidated damages for late delivery and service performance at 10% of the relevant contract value. MOF will also remove the need for security deposits. These changes will ease businesses' cashflow and reduce the risks that they bear. MOF will be launching Tender Lite for ICT procurement from April 2026. With the expansion of Tender Lite to ICT contracts, Tender Lite will cover all procurement with tender value up to $1 million. With Quotation and Tender Lite, around 90% of Government procurement opportunities will benefit from simpler contract conditions, making procurement more accessible to businesses, especially SMEs. MOF recognises the need to foster innovation and has been supporting the procurement of innovative solutions. Last year, we have taken this further and introduced the Innovative Procurement Partnership. This initiative enables public agencies to collaborate with businesses to test innovative solutions and provides assurance to businesses of the opportunity to scale up if the pilot testing is successful.”
“Mr Chairman, I will speak on how MOF is making Government procurement more accessible for businesses and how technology can enhance public service delivery and accountability. When procuring goods and services, the Government selects solutions that provide value for money so that we can achieve more and deliver better outcomes with public funds. When considering value for money, we take a holistic assessment of both benefits and costs, which can encompass economic, social and environmental outcomes. I appreciate Ms Denise Phua's and Ms Yeo Wan Ling's suggestions to embed social value and look into outcomes beyond cost in our procurement. Our holistic approach towards value for money allows us to do so. To illustrate, in a tender for contact centre services by the Public Service Division, the awarded contractor was required to hire persons with disabilities and seniors for at least 10% of the jobs created by the contract. We will continue to look for opportunities to reap positive economic, social and environmental outcomes, while achieving value for money and avoiding excessive compliance costs for businesses. Mr Shawn Loh and Ms Denise Phua spoke about making Government procurement more accessible for SMEs. Ms Yeo Wan Ling asked for an update on extension of Tender Lite to ICT procurement. To improve accessibility, Government agencies ensure our procurement opportunities are appropriately sized to allow SMEs to participate while ensuring it is sufficient for suppliers to invest in innovative solutions or technology that improve productivity. Last year, we announced two initiatives to make procurement opportunities more accessible: expanding Tender Lite to construction and ICT procurement; and introducing the new Innovative Procurement Partnership.”
“It is this trailblazing spirit that lets us stand tall. We are forged, not born. It is a stark reminder for our current and future generations. We fear our worst fate is to drift into a culture that is frivolous, thinking that we have arrived with easy effort. Even with a rich inheritance, we must develop our own abilities and keep the pioneering spirit alive, and to remain united against all odds, however complex the external environment may be. As we grow in success, as we grow in stature, we must always remember our roots. And in Malay, we say “Ikut resmi padi, makin berisi makin tunduk.” Like the padi stalk, the more fruitful we are, the more we bow our heads. We bow our heads because we remember there are more who are less fortunate. There are youth who need the guidance of the wise, and there are wise who need the renewed spirit of the youthful. May we embrace one another and give collectively. We never had the fine white clay. But we forged ourselves. We may be dusty, we may be earthly. But in each of us, forged by fire, there is that iron-will in all of us. Majulah Singapura. [Applause.]”
“Every meal with family, is an extraordinary experience, one to be cherished. These stories are not anomalies. They are the Singapore Spirit, they are the iron which we forged and build together. As the Malay saying goes, “Bukit sama didaki, lurah sama dituruni.” Hills we climb together, valleys we descend together. rain or shine, we must support these families. This is our collective identity. That is what sets us apart. This spirit of sacrifice, of saving for the future, extends beyond the family table to the nation. It takes a lifetime to build a family. It takes effort, determination, risk and sacrifice to build a better life for tomorrow. It takes incredible forward planning and further sacrifice over generations, for our children to be secure. "前人种树，后人乘凉". The hardships of one generation lead to the comforts of the next. We are thankful for the past generations of what some might call "less-than-accurate fiscal marksmanship" for the prudence, the discipline, the refusal to spend everything we had. Because of that, when COVID-19 struck, we were able to draw on 20 years of surpluses. That prudence, that stewardship, that iron-will to save for a rainy day, that is the dragon jar of our nation that held water when the well ran dry. So, why am I telling you about clay and jars and bowls and family dinners? I think of the three "kia" that make Singapore successful: "kiasu" (怕输), the fear of losing, which drives us to prepare; "kiasi" (怕死), the fear of death, which makes us value safety, life and respect for others; and "kiabo" (怕没) the fear of not having enough, which drives us to work hard and save for the future. These are not negative traits. They are our pioneering spirit, forged by unique circumstances. We should never shy away from that. We must be proud.”
“That iron is not just in our soil. It is in our collective spirit, the character, the mettle, the verve in every Singaporean and in every Singaporean family. It is in our stories. Recently, I was moved by a project by our renowned local ceramist Kim Whye Kee who made 100 such ceramic bowls with the pomfret motif and our famous film director Royston Tan who filmed 100 dinners with 100 families. Through their lens, we see the joys, the struggles of each family, each diverse, different phases in life. Each making the best out of the clay. We see the iron in them. Among them, three struck the deepest chord in me. We all have a view of the perfect family dinner. For some, it is the TCS Channel 8 drama version. Everyone gathered around a round table, laughing, passing dishes. But for most of us, dinner is a time of reflection, of worry, of joy and of challenge. The first story is of Amin Iskak and Azizah Binte Ahmad. After more than 50 years of marriage, they still sit side by side. Age has slowed them down, but they are never alone. Their children visit often, despite busy schedules. They cook, they lay out the dishes. To the children, they are blessings. Family remains the priority. The second story is of Lee Changloong and his family. Life moves fast. Between tuition and work, time is scarce. Many a times, dinner happens in the car, parked by the roadside, with takeaway containers balanced on their laps. They only have 30 minutes. The world slows down. They talk, they laugh. Home is wherever they are together. The third story is of Chen Zhiming. He knows that time is not something to take for granted. Living with a condition that will gradually limit his mobility, one day he will lose his ability to move.”
“Because the clay we had here was not the same. It was not the white kaolin clay suitable for the snowy white porcelain of the rooster bowl. Our geology was different. What we had was stoneware clay, rich in iron and silica. You could not make a delicate, translucent bowl out of it, but you could make something indestructible. You could make the dragon jars, People call it "Leng An”, “Giam Chai Ang” or “Geng” the massive ceramic water jars that sat in our bathrooms and kitchens before modern plumbing. Everyone in my generation remembers there was no instant heated water. It was the cold showers, the plastic ladle, the heavy ceramic jar. If you were lucky, someone had boiled water and poured it into the jar to warm it up. This leads us to the ground beneath our feet. If you have ever seen the earth turned over at a construction site in Jurong or at Redhill, you will notice it is not brown. It is a deep, organic red. And sometimes, purple. Singapore’s climate, as we know, high heat, heavy rainfall, is a chemical factory. Over a millennia, rainwater filters through the ground, washing away soluble minerals, the soft stuff, like silica and magnesium. What gets left behind are the, hardier, less soluble minerals, iron and aluminium. When iron is exposed to oxygen, it rusts. It turns into iron oxide. That is why our soil is red. When that clay is fired at 1,200 degrees Celsius, the iron acts as a pigment. With less oxygen, it turns grey or blue. With more oxygen, it turns toasty brown or deep red. It bleeds into the glaze. We did not have the fine clay, found elsewhere. We had iron-rich, rugged earth. And from that rugged earth, we forged an iron-willed, rugged people. As our Founding Prime Minister Mr Lee Kuan Yew famously said, we must have that iron.”
“Why did this design resonate so deeply in our region? The Hokkien word for "rooster" sounds like the word for "family" or "home." So, every time you held that bowl, you were not just holding ceramic, you were holding a piece of linguistic heritage. You were holding "home." But let us be clear about the context of those meals. Back then, meals were simple, often eaten in haste. Many of our forefathers were coolies and labourers, trishaw riders and factory workers. They were paid by the bag, by the piece, by the hour. Lunchtime was downtime and downtime meant less money for the family. So, they ate quickly. In some traditions, the chopsticks and the spoon are seen as a complete set. They represented a life of fullness, of balance. And that is why, in some funeral rituals, you only see chopsticks provided. The spoon is absent because the completeness of life is gone. Despite this superstition, there was a harsher reality. To eat without a spoon was a sign of a hard life. It meant you were so poor, or so rushed, that you had to shovel food into your mouth with just a pair of chopsticks. There was no grace, no leisure. Our Pioneers ate at roadside carts, standing up, backs against the wall, shovelling rice because the next lorry was waiting to be unloaded. It was the pioneering spirit distilled into a meal. Every mouthful was a reminder, "This is why we do what we do. This is why we sacrifice." I want you to wonder with me for a moment. These bowls, so iconic to our childhoods, were not made in Singapore. They were designed by Hakka and Teochews craftsmen in Guangdong and produced in places like Chaoshan in China and Lampang in Thailand, in the 1950s. War, migration and geology dictated their origin. So, why did we not make them here? Why did we import our family symbols?”
“Mr Speaker, there is an old Teochew saying that our grandparents' generation will know well, "Buay chang, buay chu, jiak chor hu pee". Sell the field, sell the land, just to eat the pomfret's nose. If you are under the age of 40, you might think and hear that it sounds financially irresponsible. Why would anyone liquidate their assets for a slice of seafood? Our elders were not being reckless. They were being profound. It was never about the fish. It was about the immeasurable value of a family reunited. It was about the sacred act of ensuring that once a year, during the reunion dinner, the family table was abundant. To look at a pomfret on the plate was to see sacrifices made manifest. It was a constant, delicious reminder, that to provide for those you love, you must be willing to give up everything that we have. That same spirit sits on our dining tables, usually unnoticed. I am speaking about the rooster bowl. For those of us who grew up in the 1950s, 1960s, 1970s and 1980s, this bowl needs no introduction. It is the chipped ceramic plate at the hawker centre, the bowl that held our grandmother's curry. For families and generations who seldom tasted meat, the printed rooster was more than a decoration. It was a vassal of hope. It was a promise. The rooster crows and is first to rise. To see that image on the bowl was to be reminded that prosperity comes from hard work, from the rising with the sun, from the toiling while others sleep. It served a dual purpose. First, it reminded us of the taste of a delicious meal and the labour needed to put meat on the table. But second and more importantly, it reminded us of home. And the focus required to feed a family, meant that we understood, viscerally, that there were those who have even less.”
“I thank Assoc Prof Ho for the question. First, to better understand, the Enabling Employment Credit is mainly for folks who have more permanent disabilities in terms of physical, intellectual, sensory impairments and also developmental needs. With regard to the newspaper article in terms of the higher unemployment, we are also working together with tripartite partners to make sure that these arrangements are made available to raise awareness among employers on how they can do better inclusive hiring, and also working, for example, with the National Kidney Foundation's chief executive officer Yen Tan, in terms of understanding the potential employers' needs as well. And that is where the matching can work to enhance their employability. 11.30 am”
“Mr Speaker, persons with chronic illnesses are a diverse group and a differentiated approach is needed to support them. Those who require time for treatment, such as kidney dialysis patients, may request for flexible work schedules to accommodate their treatment regime. The Tripartite Guidelines on Flexible Work Arrangement (FWA) Requests support such requests. Others might need workplace adjustments or modified duties to ease physical strain and workloads, which employers would need to work out on a case-by-case basis. Yet, others who are on longer-term immunosuppressives may need the understanding and support of employers to provide less crowded workplaces and personal protective equipment. The tripartite partners provide various resources to help employers implement these arrangements, such as the Singapore National Employers Federation's workshops which guide employers on FWA implementation. The Government recognises the importance of supporting all workers, including those managing chronic conditions, to remain in employment. Beyond support for FWAs, individuals can tap on a broader suite of employment support, including job matching and career advisory services provided by Workforce Singapore and the National Trades Union Congress' Employment and Employability Institute. These agencies work closely with jobseekers to understand their circumstances and match them to suitable roles that accommodate their needs.”
“I thank Assoc Prof Ho for his two supplementary questions. For the first supplementary question, whether there are any impact or trends, MOM is currently monitoring and observing as well as getting feedback from the employers. And we will work with the employers closely, together with NTUC to see from a tripartite perspective whether more is needed to help abate these trends. For the second question, you asked about job redesign. In fact, there are many aspects and provisions that we have done. We are encouraging job redesign. For example, WSG's Jobs Transformation Maps, which help guide employers and workers on how AI actually reshape roles and some of the required skills, enabling early job redesign rather than elimination of positions. There are other things that we are doing as well, in terms of strengthening entry level opportunities, for example, the AI Apprenticeship Programme, under the AI Strategy 2.0, which helps build a pipeline of young AI practitioners through on-the-job training. The second one is also providing more support for reskilling, for example, the Infocomm Media Development Authority's Tech Skills Accelerator programme, as well as some of WSG's Career Conversion Programmes. So, these are a few programmes that the Member could consider.”