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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“Mr Speaker, the employment rates of fresh graduates from the Institutes of Higher Learning (IHLs) have remained broadly stable over the decade, with some year-to-year fluctuations due to cyclical changes. These fluctuations reflect a combination of factors, including broader economic uncertainty, geopolitical developments and changing career aspirations of graduates. While artificial intelligence (AI) is reshaping the labour market, its specific impact on entry-level professionals, managers, executives and technicians (PMETs) jobs remains uncertain. To prepare graduates for the AI era, IHLs are working closely with sector agencies and industry partners to keep their curriculum relevant, integrating AI competencies, domain-specific training and core skills, like critical thinking, creativity and communication. These efforts are complemented by work-based learning programmes, such as the AI Apprenticeship Programme, which provide opportunities to apply AI skills in real workplace settings. In this fast-changing environment, our students must continue to remain adaptable. We will support them to navigate their career pathways. Students and fresh graduates can access Education and Career Guidance services within their IHLs, as well as career matching and coaching services through programmes offered by Workforce Singapore (WSG) and the National Trades Union Congress' (NTUC's) Employment and Employability Institute (e2i). In view of the heightened economic uncertainties in 2025, the Government introduced the GRaduate Industry Traineeships (GRIT) Programme to support young graduates to obtain industry-relevant experience and facilitate their transition to permanent employment.”
“I thank the Member for the supplementary question. We generally allow agency service fees to be determined by market forces. This competition encourages the EA to differentiate their services and their quality and their price. To note, like what I have mentioned, there are already fee caps on EAs, the amount that they can charge the MDWs, which I mentioned in my reply. And with the data available on the EA directory, such as customer service ratings, years of service, employers can make a more informed decision on pricing. In terms of affordability, there are also other schemes that will provide financial services to families with much heavier caregiving needs. For example, the Caregiving Grant, which provides about $400 of payout, and this will be increased in April 2026 to $600. I have also mentioned about levy concessions for needy households. Those households who need further assistance can approach social services for additional financial assistance. For families without caregiving needs, they also can consider part time cleaning services under the Household Services Scheme, which may be more affordable.”
“Mr Speaker, the median upfront recruitment outlay to hire new migrant domestic workers (MDW) is around $4,700, of which half consists of loan to the MDWs that the employer subsequently recovers. This upfront cost has remained largely stable since 2022, after accounting for inflation. With more than 2,500 employment agencies (EAs) licenced to place MDWs, EAs have to take into account market competition when they are pricing their services. We provide information on Ministry of Manpower's (MOM's) online EA directory to enable employers to compare EAs' track record such as customer service ratings, years of service, and retention and transfer rate of MDWs when choosing EAs. When there is a mismatch of MDWs with employers, MOM requires EAs to refund employers at least 50% of the service fees paid if MDW's contract is terminated within the first six months of employment without a suitable replacement. Families with young children and elderly enjoy significant subsidies today in the form of concessionary levies at about $60 a month instead of $300. This amounts to about $5,760 in savings over two years. MOM also has measures in place to protect MDWs' employers' legitimate interest. MDWs who commit serious offences, such as stealing, are barred from future employment in Singapore. Prospective employers may use the FDW e-service portal to assess information about MDWs' past work performance, length of each employment and reasons why these MDWs left their past employment before hiring. We will continue to regularly review and enhance our measures to safeguard the interests of employers and build a system that is fair to both employers and MDWs.”
“I thank the Member for his supplementary questions. Platform workers may choose to do platform work for various reasons. For example, greater flexibility or control over when and how their work is being done. In fact, for those who wish to transit out of platform work, the Government does provide much resources to help them plan their careers and strengthen their employability, such as the Employment and Employability Institute's career matching services. There are also other schemes, such as the Career Conversion Programmes as well as the Mid-career Pathway Programme, SkillsFuture Transition Programmes, to improve their employability.”
“Mr Speaker, the Support for Job Redesign programme aims to help employers redesign jobs to drive business objectives, including accommodating Flexible Work Arrangements (FWAs), improve workforce effectiveness and help businesses tap on a broader pool of workers. The programme is not targeted at bringing platform workers back to traditional employment, as platform workers operate under different work arrangements from employees on FWAs. Workforce Singapore (WSG) does not track the number of platform workers who transition to traditional employment through the programme.”
“Lastly, MOM has an education and outreach programme for both employers and MDWs to align expectations. First-time employers are required to attend the Employers' Orientation Programme, which educates employers on their responsibilities of care towards their MDWs. MDWs, in turn, must go through the Settling-in Programme which educates them on avenues to seek help when needed, on how to manage their own stress and communicate effectively with their employers. This further helps to foster a harmonious relationship between employers and their MDWs. Mr Speaker, to wrap up, the caregiving landscape in Singapore will get more challenging with increasing demand for care services across different demographics. The Government has been expanding caregiving options and ensuring they remain accessible and affordable. We will continue to find ways to safeguard the interests of MDW employers while protecting the well-being of MDWs. It takes a many-hands approach to create an ecosystem of support for MDWs and their employers. Our employment agencies, Association of Employment Agencies, CDE, the NTUC and non-governmental organisations play an important role in fostering harmonious relationships between MDWs and their employers. Let us continue to work together to sustain this ecosystem of support for MDWs and employers, and foster a culture of mutual understanding and respect within the community. [(proc text) Question put, and agreed to. (proc text)] [(proc text) Resolved, "That Parliament do now adjourn." (proc text)]”
“I agree with the Member that employment agencies play an important role in the relationship between employers and MDW. Today, more than 80% of employers hire their MDWs with the help of an employment agency. Ensuring a good match between employers and MDWs can help to provide a good start in the working relationship. MOM has put in place process to regulate employment agencies and facilitate better matching of employers and MDWs. First, employment agencies are required to comply with MOM's regulations and guidelines to ensure that they are professional in their dealings with their clients, both the employers and the MDWs. For instance, employment agencies should not mislead, or provide inaccurate information to their clients, or provide undue pressure on their clients. employment agencies found to have breached these guidelines will be issued with demerit points, which may result in the eventual suspension or revocation of the employment agency licence. Secondly, we have adopted the approach of making information more transparent so that employers can assess the suitability of prospective MDWs based on their household needs. Employers may use the FDW eService portal to access information about MDWs' past work performance, length of each employment and reasons why MDW have left their past employment. Thirdly, MOM provides an online employment agency directory to provide information to households looking to engage an employment agency's service, including the employment agencies' customer service ratings, years of experience, retention and transfer rates of their MDWs emplaced. The directory improves transparency by allowing employers to engage the employment agencies that best meet their needs.”
“Second, to support families with greater need for MDWs, local households with caregiving needs enjoy a concessionary levy rate of $60 per month, instead of $300. Currently, around 72% of households hiring MDWs already benefit from the levy concession as they have either a child below 16 years old; or an elderly person at least 67 years old; or a person with disabilities living in the household. Regardless of age or impairment type, persons who require assistance permanently to perform at least one ADL, would qualify for the Levy Concession. This includes persons with dementia or who have special needs, who may physically be able to perform the ADL, but require assistance or supervision to do so. To better protect employers from high unexpected medical bills, MOM regularly reviews the coverage of medical insurance policies for MDWs. The minimum annual claim limit was raised to $60,000 in 2023. This was a significant increase from $15,000 prior to 2023, and covers 99% of inpatient and day surgery bills incurred by MDWs in the public healthcare institutions. Employers who prefer greater coverage can choose to purchase more comprehensive insurance plans. On the Member's suggestion to extend the PCP to MDWs, I will highlight that the objective of the PCP is to provide migrant workers with accessible primary healthcare, including setting up of migrant worker medical centres near dormitories, and to strengthen public health resilience. The medical centres for PCP are, thus, largely located near migrant worker dormitories, which are in areas generally not adequately served by existing medical facilities. Employers of MDWs who prefer cost predictability of primary care may consider purchasing more comprehensive insurance claims without patient coverage on a voluntary basis.”
“Even as we strengthen MDW's caregiver support on training and mental health, we should recognise that care needs and family circumstances are diverse. As the Member has rightfully pointed out in her speech, live-in MDWs may not be the best care option for every household and we need to provide more alternatives that are better fit-for-purpose. Therefore, the Government has been working with the industry to offer a wider range of full-time and part-time eldercare and domestic services that are accessible and affordable for our seniors. In lieu of relying on a live-in MDW, alternative care options such as the recently mainstreamed Shared Stay-in Senior Caregiving Services and the upcoming Home Personal Care enhancements, can help to support seniors with their activities of daily living. Households that require part-time or ad hoc help with household chores can consider engaging companies on the Household Services Scheme (HSS) instead of hiring an MDW. Since formalising the HSS as a permanent scheme in 2021, the number of HSS companies has increased from about 80 to 240 today. The Member also highlighted affordability challenges that MDW employers may face. Let me share about the financial support and protection that the Government provides today. First, we have the Home Caregiving Grant (HCG) that currently provides cash payouts of up to $400 per month to support those who are being cared for at home and require permanent assistance with at least three ADLs. The Ministry of Health has announced that it will enhance HCG by first increasing the monthly payout from up to $400 per month to up to $600 per month; and raising the per capita household income (PCHI) eligibility threshold, from $3,600 to $4,800. The enhancements to HCG will take effect from April 2026.”
“Both family caregivers and their MDWs may tap on the Caregivers Training Grant (CTG) to offset the costs of attending caregiver training courses organised by approved providers. The CTG was enhanced from 1 April 2024, increasing from $200 to $400 per year, per care recipient. To support caregivers' training needs, the Agency for Integrated Care (AIC) offers over 240 courses covering a range of caregiving training skills, which address the caregiving needs cited by the Member, namely dementia, elder disability and post-hospitalisation care. Home-based training is also available for caregivers to learn how to provide home-based care for their care recipients. We agree with the Member that language skills by caregivers are important to communicate effectively with their care recipients, especially for MDWs. As mentioned by the Member, employers or MDWs can tap on courses offered by the CDE, the Singapore Hokkien Huay Kuan Cultural Academy and The Salvation Army for basic conversational Hokkien and Cantonese courses respectively. Non-profit organisations, such as the Archdiocesan Commission for the Pastoral Care of Migrants and Itinerant People, Brahm Centre and Aidha also conduct English and Mandarin courses for MDWs. I also agree with the Member, that it is important to support the mental health of MDWs. Employers must provide at least one rest day per month, that cannot be compensated away, to allow MDWs to form support networks outside of the household. MOM has a dedicated helpline with native speakers for MDWs in distress. We also partner with CDE, Alliance for Domestic Employees Outreach and Brahm Centre to provide psychological first-aid training, counselling and recreational activities for MDWs to improve their mental health.”
“Mr Speaker, I thank the Member for raising this important topic on the role of MDWs in the caregiving landscape in Singapore and her suggestions to better support employers in this regard. In my response, I will cover three key aspects of how the Government is addressing these issues: first, measures to support MDWs in performing their caregiving duties, such as training and alternative care options by the Government; second, measures to support MDW employers in accessing affordable care services; and third, measures to strengthen MDW employers' working relationships with their MDWs. Between 2011 and 2025, the MDW population grew by around 3% per year on average, to about 300,000 today. This is driven by various factors including demographic, social and economic changes: more elderly Singaporeans requiring care, as well as more dual-income families with less extended family support. I share the Member's view that MDWs play an important role in supporting households with different caregiving needs. Their dedication to caring for the young and elderly in our homes are invaluable to many families in Singapore. Hence, we had introduced various measures in the last five years to support MDWs' well-being, such as having mandatory rest days, as well as interviews in the first year of employment to check that they are settling in well. These measures demonstrate our commitment towards improving employment conditions for MDWs, in line with international standards. With increasing numbers of MDWs providing care to the elderly, we agree with the Member that training is important to enable them to provide quality care on a sustained basis.”
“Mr Speaker, I thank the Member for his three supplementary questions. We have been progressively enhancing parental leave provisions to better support parents with young children, including the recent enhancements of the Government-Paid Paternity Leave, and the introduction of the new shared parental leave scheme. And with these enhancements, eligible parents can receive up to 30 weeks of parental leave in their child's first year. Parents with multiple or pre-term births, or whose children have congenital conditions, can tap on these enhanced leave provisions to have more time to care for their children or settle caregiving arrangements. Beyond these leave provisions, flexible work arrangements can support all workers, including parents, to more effectively balance their caregiving responsibilities and career aspirations. The Tripartite Guidelines on Flexible Work Arrangement Requests implemented in December 2024, sets out the process for employees to formally request for flexible work arrangements and for employers to consider and respond to these requests on reasonable business grounds. Parents can discuss suitable flexible work arrangements with their employers if they require more time to care for their children. With regard to the TS adopters, it is already available on Tripartite Alliance for Fair and Progressive Employment Practices' (TAFEP's) website. And on Member's third question, MOM will continuously monitor these indicators and make necessary adjustments if required in the future.”
“Mr Speaker, from January 2023 to October 2025, 880 new employers have adopted the Tripartite Standard (TS) on Unpaid Leave for Unexpected Care Needs, bringing the total number of adopters to more than 4,500 employers. The Ministry of Manpower (MOM), tripartite partners and other agencies encourage employers to implement progressive employment practices, including adopting the TS on Unpaid Leave for Unexpected Care Needs. This is done through its various websites. The Singapore National Employers Federation (SNEF) has also conducted close to 20 workshops since 2020 to guide employers in implementing leave benefits, including adopting this TS. To create greater awareness, tripartite partners recognise organisations that have successfully implemented progressive employment practices, such as work-life programmes, through the biennial Tripartite Alliance Awards.”
“] Nonetheless, following the feedback, we have started engaging platform operators to assess whether the existing arrangement could be made more efficient while balancing the operational requirements. In doing so, it is important to strike a balance between the platform workers' interest and what is practical for the platform operators to administer, as any arrangement must ultimately be workable in practice.”
“Mr Speaker, when an existing platform worker chooses to join or switch to another platform operator, the platform operator would not know the platform worker's opt-in status during onboarding. And given different join dates and opt-in statuses, platform operators will need some lead time to query the opt-in information, update their database and update their contribution rates in their system accordingly. A cut-off date on the 15th of each month is applied, which balances between the operational ease of platform operators and ensuring sufficient time for accurate contributions, while minimising this particular impact to platform workers in building up their CPF savings. This also means that if an opt-in platform worker onboard a new platform operator on 16 February, that platform operator will apply the higher CPF contribution rate from 1 April. All earnings payable from 16 February to 31 March would continue to attract CPF contributions at the non-opt-in rate. This payment does not constitute the delayed CPF contributions as the cut-off date, which is the 15th of the month, is currently legislated under the Fourth Schedule of the CPF Act. The Ministry of Manpower has also considered requiring back payment of the CPF contributions. However, we assessed that this might not be favourable for the platform workers who experience inconsistent monthly earnings. Those who do not set aside enough cash savings might find themselves cash strapped when platform workers deduct the platform workers' share of the CPF contributions from their back pay. [Please refer to "Clarification by Senior Parliamentary Secretary to the Minister for Manpower", Official Report, 04 November 2025, Vol 96, Issue 9, Correction By Written Statement section.”
“Mr Speaker, since the enactment of the Platform Workers Act this year, the Central Provident Fund (CPF) has been closely monitoring the implementation of CPF contributions for platform workers. There were some teething issues as platform operators adjusted to the new requirements. This included instances where platform operators declared inaccurate earnings that resulted in platform workers receiving incorrect CPF contributions, due to administrative errors. Where such cases arose, they were promptly resolved and platform workers received their correct CPF contributions. Overall, the CPF collection for platform workers has been smooth due to the extensive pre-implementation engagements with platform operators and platform associations to iron out operational details. We will continue to monitor the timeliness and accuracy of CPF contributions made by platform operators and work closely with our tripartite partners to ensure platform operators' interests are always protected. [Please refer to "Clarification by Senior Parliamentary Secretary to the Minister for Manpower", Official Report, 04 November 2025, Vol 96, Issue 9, Correction By Written Statement section.]”
“I thank the Member for the question. Today, MDWs are required to declare whether they have mental health conditions, as part of their pre-employment medical examination. So, where there is a positive declaration or any suspicion that they have mental health conditions, the attending doctor, at that time, may recommend further assessments, but with additional costs. This approach helps to keep medical tests and costs manageable for the employers in general, whilst ensuring that the individuals with healthcare conditions can be identified for further necessary follow-up. So, employers with concerns about their MDWs' mental health well-being, are also advised to seek medical advice, which may also be referred to a mental health facility or care professional.”
“Mr Speaker, each year, between 2022 and 2024, less than 20 migrant domestic workers (MDWs) sought medical assistance at public healthcare institutions, polyclinics and general practitioners (GPs) for mental health reasons. The Ministry of Manpower (MOM) has not come across any cases of MDWs encountering legal issues when seeking such assistance. MDWs' legal rights to access medical treatment, including for mental health conditions, are protected under the Employment of Foreign Manpower Act which requires employers to cover their MDW's medical expenses, including for mental health treatments. Employers who deny their MDWs of necessary medical treatment could be fined up to $10,000 and/or imprisoned for up to 12 months. The employer may also be barred from employing migrant workers in the future.”
“Mr Speaker, I thank the Member for speaking up for female union leaders. Indeed, there are a range of caregiving and housekeeping options for households, depending on their needs. For households who do not need full-time caregiving needs, HSS should generally be a cheaper option than hiring a MDW. And based on MOM's poll of HSS clients, the hourly rate ranges from between $18 and $30, where the median is about $25 an hour. Most HSS companies offer deal packages, such as, $325 per month, for weekly housekeeping; and up to $580 per month for twice a week. In comparison, the monthly cost of hiring an MDW can range between $1,000 and $1,300 a month, depending on whether employers qualify for the MDW concession levies. All companies interested in joining an HSS scheme can write to MOM. The number of companies have increased, like I mentioned, from 80 to 240. We leave it to companies to reach out for their bookings. And should there be any interest of these companies, they can also offer online booking services at the convenience of their clients. Most importantly, we are ready to work with the NTUC to see how we can further strengthen the awareness of this scheme.”
“Between 2020 and 2024, an average of 12 migrant domestic workers (MDWs) and 15 employers were fined each year for moonlighting-related offences. The Household Services Scheme (HSS) allows companies to hire migrant workers to provide part-time domestic services such as home cleaning, grocery shopping, car-washing and pet-sitting. Since formalising the HSS as a permanent scheme in 2021, the number of HSS companies increased from around 80 to 240. Based on surveys, the number of households served by HSS companies have also increased steadily.”
“I thank the Member for the question. MOM has worked with a range of partners, such as the WSH Council, to roll out a range of resources to support the companies in strengthening the well-being in the workplace. There are two areas that we can do more. One initiative will be the Workbook on Workplace Mental Well-being, which supplements the Tripartite Advisory by providing additional and actionable guidance for employers, such as the ready-to-use templates for creating safe spaces for conversations. Another example is the Total Workplace Safety and Health Programme. This particular programme provides the organisations free access to mental well-being workshops.”
“Launched by the WSH Council, the Well-being Champions Network also facilitates the exchange of best practices among the participating companies and offers access to resources and training to strengthen workplace mental well-being. Beyond efforts to promote the health and well-being of employees at the workplace, MOM also supports jobseekers in making informed career decisions. The Career Health SG initiative has been introduced under the SkillsFuture movement, to empower Singaporeans to develop resilient and fulfilling careers and achieve their aspirations through training, on-the-job learning and intentional career moves. The tools and resources available can help jobseekers identify and seize opportunities to enter jobs that are more aligned with their aspirations and preferences, so that they can adopt a more sustainable pace of work and avoid the risk of burnout.”
“Mr Speaker, the Ministry of Manpower (MOM) does not systematically collect data on workplace burnout. Notwithstanding this, to encourage employers to monitor the state of their workforce's well-being and address key work stressors, MOM and the Workplace Safety and Health (WSH) Council, in collaboration with the Institute of Mental Health, Changi General Hospital and the Health Promotion Board, have developed and made available iWorkHealth, a free online psycho-social assessment tool. Based on anonymised and aggregated data of more than 15,000 employees from employers that took up iWorkHealth in 2024, one in three employees experienced work-related stress or burnout. The proportion has remained relatively stable since iWorkHealth was introduced in 2021. Given that participation in iWorkHealth is voluntary, the sample may not be fully reflective of the overall workforce or at the industry level. MOM and the WSH Council are working with tripartite partners to encourage greater adoption of iWorkHealth so that more employers can better understand their employees' state of mental well-being at work and offer relevant support. While it is natural to feel overwhelmed at work from time to time, a conducive environment can help workers to reduce or overcome work stress. In addition to iWorkHealth, MOM has implemented a range of measures to promote mental well-being at the workplace. These include the Tripartite Advisory on Mental Health and Well-being at Workplaces, which offers practical guidance to employers and highlights available support measures, including a list of Employee Assistance Programme service providers and their areas of specialisation.”
“Workers will need to build entirely new skill sets, combining practical expertise with digital proficiency and adaptability. Never fear. We will be together on this journey like we have for the last 60 years. Just like how Tony Stark in Iron Man was hammering away, together, the first Iron Man suit in a cave with nothing but scraps, Ironman's journey has always symbolised resilience, adaptability and imagination. As new threats emerged, so did the need to reinvent. He created the Mark V "suitcase" armor, a portable suit designed for rapid deployment, and later, the Mark L nanotech suit, which could materialise weapons and tools on demand, adapting to dynamic threats in real-time. At every step, Iron Man did not retreat from complexity, but upgraded in response to it. The turning point came when he embedded J.A.R.V.I.S., an intelligent AI co-pilot, into his suits. No longer just metal and wires, the suits became an extension of both man and machine, working in seamless collaboration to solve problems faster, smarter and with greater precision. This spirit mirrors Singapore's own path from survival in scarcity to building a nation that reinvents itself at every junction, always with the future in mind. Just like that iconic scene from Terminator 2, where the machine descends into molten steel with a final resolute thumbs-up, it was not just an ending, but a symbol that the partnership between man and machine, forged in trust and sacrifice, can be one of hope. That is how we must face our future – not fearing the technological disruptions, but advancing with it, together. Mr Deputy Speaker, I support the Motion. [Applause.]”
“From the days of coolies at Boat Quay to fully automated container operations at Tuas Port, handling over 40 million containers in 2024. Autonomous vehicles, AI-driven cranes and digital intelligence let us punch above our weight, setting new global standards and future-proofing logistics jobs. At Changi, intelligent robotics will redefine traveller experiences, security, baggage and aircraft turnaround, making Terminal 5 the benchmark for global aviation efficiency. Our SMEs are transforming as well. Those of my generation will remember Prima Deli, a popular cake shop founded in 1992. It is still very popular today and is better known for its aroma of its freshly made waffles. It grew from a home-grown bakery to a franchise and now a factory that is constantly improving business automation and introducing intelligent robotics. With only 56 workers, this home-grown Singapore business produces more than 90,000 cakes a month, a paragon of punching above its weight and enabling many more to enjoy cakes that are of quality, reasonably priced and much creativity. The ability to tweak the recipes, maybe more dark chocolate but less sugar. This company is ready to scale and expand its operations domestically and regionally, bringing more jobs and opportunities for all. Prima Deli has the growth mindset, and it is all about growing the cake and sharing it. This is what "we" means. Growing stronger together. And We will build closely with our SMEs and our workers. We will not leave any Singaporean behind. The road ahead will be fraught with challenges and disruptions. There will be major shifts and displacement of routine and repetitive jobs, the creation of new roles and the reconfiguration of labor market toward higher-skilled and intelligent robotics.”
“Many more examples such as Solar, Steel, Wind turbines. Today, we observe how Germany a global car manufacturing and export Juggernaut, ironically, has an increasing trade deficit in the automotive industry, which it used to dominate. The world will witness growing protectionism, trade disputes and even political backlash as countries struggle to defend strategic industries and societal interests against relentless machine-driven competition. But these efforts will be futile attempts. How do we ensure that Singapore and Singaporeans are not left behind? We must stay ahead of the development curve and pursue it with conviction. To secure the future in the machine economy with intelligent robotics, Singapore must act. First, we must accelerate innovation and strengthen our infrastructure, by doubling national investments in robotics, AI, and secure digital networks, enabling regulatory sandboxes so promising solutions can be developed, tested and scaled right here. Second, we must invest boldly in our people, expanding lifelong learning, SkillsFuture programmes and establishing new apprenticeship pathways, so every worker, whatever their age or background, can skill up for the machine age. Third, we must broaden participation, making sure SMEs have the tools to automate, supporting businesses that use technology to uplift older workers and those with disabilities, driving inclusion as the new norm. Fourth, we must have a strategy to overcome the limiting factor, the access to clean, affordable energy and raw materials. Finally, we must lead with trust and foresight, setting clear ethical and data governance standards and encourage open innovation, and develop the ability to anticipate and meet new risks. Thus far, we are progressing well.”
“This enhances quality of life and secures the individuals’ economic value. A balanced socio-economic development. However, when there is an opportunity to reap the maximum economic benefit in pursuit of national interest, especially for trans-national trade and global economic value chain, outwardly, these economies will organise differently. This is the second part. It is only advantageous to develop an ultra high-performance intelligent machine economy that deploys autonomous, highly effective, efficient intelligent systems that can deliver high quality goods and services. With intelligent robotics, economies can solve, not a dilemma, not a tri-lemma but a quad-lemma of delivering value in terms of quality, cost, speed and creativity. This will become their sharp edge of global competitiveness. With the combination of these two parts of the model, it will enable a country to excel in inclusive growth and remain globally competitive. However, the reality sets in when economies compete on this sharp edge, which is amplified and multiplied by intelligent robotics, limited only by the access to clean and renewable energy, and access to raw materials, the most efficient and effective machine economy will eventually be able to out produce in terms of quality, cost, speed and creativity. Smaller or less developed economies may experience challenges as their industries struggle to compete with larger-scale, more efficient, or lower cost autonomous production. This does not only affect smaller or less developed economies. History is replete with the disruption of new manufacturing technology. We see the transition of the textile industry in the US in the early 2000s. The Swiss watch industry which exported 30 million units in Year 2000, but today only exports half the units.”
“Because technology costs have fallen off a cliff. Light Detection and Ranging, better known as LIDAR, once costing US$75,000, now sells for less than US$200, GPS receivers and proximity sensors now cost less than a cup of coffee. It is a tipping point, suddenly, advanced robotics are not just possible, they are practical and affordable for every sector. For Singapore, intelligent robotics is a necessity and a strategic imperative, against external shocks, labour shortages and global headwinds. By adopting intelligent robotics, resource-constrained economies like ours are poised to capture the front wave of development. To seize this future, we must secure manufacturing and development capabilities that enable intelligent robotics, such as high-performance processors, sensors, data centers, advanced telecoms, batteries, powering the next generation of solutions. While we are among the world’s most robotics-dense economies, we cannot afford to be complacent. China, Japan, South Korea, the EU and the US are investing tens of billions to build their robotics and high-tech leadership. We cannot just be a procurer and an implementor of intelligent robotics, we must be at the centre of it. Our answer must be bold, collective, or risk being left behind. What is the real threat here? With intelligent robotics, how will global and regional economies transform and position themselves? What will most likely happen to these economies? The most plausible socio-economic model, will have two distinct parts. The first part, domestically, one would see a country building a well-paced, progressive adoption of intelligent robotics, where collaboration between humans and robots, enable augmentation and amplification of capabilities.”
“This double-digit growth, led by manufacturing, healthcare and mobility, is transforming industries. According to PwC, by 2030, the impact of intelligent robotics could inject up to US$15.7 trillion into the global economy, nearly double the future market size of oil and gas and pharmaceuticals combined. Nvidia CEO Jensen Huang predicts that up to a billion human-like robots could help power industries by 2035, collaborating with humans, not just replacing them. The drivers are clear, ageing populations, shrinking workforces, escalating costs, intense global competition. Worldwide, leaders are channeling resources like R&D, start-up ecosystems, and forward-thinking policies. For governments and businesses, the imperative is simple, invest in intelligent robotics or risk being left behind. This is not science fiction. The revolution is here. Amazon fields more than 750,000 robots in its warehouses. Walmart has turned its fulfilment centres fully autonomous. Tesla’s humanoid Optimus now works inside factories, Starship Technologies and Ocado deploy fleets of service robots, autonomous tractors are tending fields, and this very year, Beijing will open the world’s first humanoid robot dealership. How will these technologies impact our day-to-day life and shape the way that we live and work? The “brain” and “body”, which is the compute and mechanisation, are converging, robots lift, deliver, cook and even provide rides. There is an exceptional untapped market, where up to US$50 trillion of manual labour worldwide, that is waiting to be transformed. Today, Waymo provides 250,000 self-driving rides each week in the US. Tesla’s pilot robotaxi is now live in Austin. And UBTech will soon be selling home-service humanoids for US$20,000. But why now?”
“Mr Deputy Speaker, those of my generation would remember the legendary moment when Arnold Schwarzenegger T-800, Terminator says in a stoic manner, "I’ll be back", before crashing through barriers, or the words of "Hasta La Vista" before shattering the nanobot that was cryogenically frozen. That unmistakable six-note rhythm, "a mechanical man and his heartbeat", evokes an unstoppable force. Today, Singapore stands before such a force, the rise of the intelligent robotics. In early 2021, I spoke about machine learning, artificial intelligence and the importance of investing for our future growth. This was four years ago, two years before the introduction of ChatGPT. Today, gen AI, Agentic and Predictive AI are prevalent and with some enthusiasm. The important question today is where is the return on invesment for AI? What are AI’s core revenue drivers and contributions to the economy and society? Soon, the world will be moving on downstream to intelligent robotics. The evolution of the First and the Fifth Industrial Revolution shows the shift from steam-powered mechanisation to intelligent, people-focused industries. The First used steam for manufacturing, the Second introduced electricity and mass production, the Third brought computers and automation, the Fourth leveraged AI and smart technologies. The emerging Fifth Industrial Revolution integrates advanced technologies like AI, robotics, and Internet of Things in a collaborative human-machine environment. Going forward, intelligent robotics will define our future and our quality of life. The global robotics and automation market today exceeds US$75 billion, set to double by 2030 and reach a staggering US$375 billion by 2035.”
“Nurturing Our Youth Mr Chairman, it is important that we continue to nurture our youths and ensure that they remain actively engaged in shaping our collective future. Singapore's success is built on each generation striving to create a better tomorrow and our young people are the key to drive progress in an ever-changing world. It is, therefore, crucial that we continue to empower them, listen to their aspirations and provide platforms for them to contribute meaningfully to society. One important way we have encouraged youth participation is through the establishment of youth panels, which provide young Singaporeans with a voice in shaping policies and initiatives that affect them. I would like to ask the Ministry for an update on the work of these panels. What were some of the key issues that our youths were most passionate about? As societal needs evolve, how will these panels be enhanced to ensure that they remain relevant and impactful? From climate change to mental well-being, from social inclusivity to digital innovation, young Singaporeans have shown great passion in addressing real-world challenges. Their ideas and enthusiasm must continue to be supported. How can we further empower them on this journey? 4.45 pm Beyond structured platforms, we must continue to create an environment where young Singaporeans feel that their voices are valued and their actions can make a real difference. Can MCCY share how it plans to strengthen youth engagement in the years ahead? How can we ensure that young people from diverse backgrounds, including those who may not typically step forward, are included in these conversations? How can we deepen partnerships between the Government, community organisations and youth-led initiatives to sustain their momentum?”
“Mr Chairman, a strong and united society is built on the generosity and kindness of its people. As Singapore continues to progress, it is heartening to see individuals, businesses and community groups stepping forward to make a difference. The spirit of giving was especially evident during the COVID-19 pandemic when many came together to support those in need. Our challenge now is to sustain and strengthen this momentum, ensuring that philanthropy and volunteerism remain an integral part of our national identity. While we have made good progress, we must continue to do more. We should continue to expand our volunteer participation. How can we encourage more Singaporeans to take part in causes that they care about? How can we make opportunities more accessible and flexible to suit different lifestyles and interests? Second, we must continue our efforts of enhancing awareness and the impact of giving. Many Singaporeans are eager to contribute financially but may not always know where their donations can make the greatest difference. By improving transparency and highlighting success stories, we can inspire more people to give with confidence. Thirdly, we must continue to empower businesses and young changemakers. Companies and young Singaporeans are stepping up with innovative ways to give back. How can we strengthen partnerships with the corporate sector and youth-led initiatives to further drive sustainable and impactful contributions towards society? What new initiatives are being explored to sustain and enhance philanthropy and volunteerism? How can we ensure that giving remains inclusive, impactful and meaningful for all? Together, we can strengthen Singapore's spirit of care and compassion for all.”
“Schools also work with partners, such as MoneySENSE and financial institutions, to offer financial literacy programmes. Mr Chairman, MOE will continue to work collectively with our partners to provide all our students the opportunities to develop their strengths and talents, catered to their needs, regardless of their start points in life.”
“Copies are available via the schools' Parent Support Groups. Parents appreciate Parenting for Wellness for its practicality, comprehensiveness and relevance. MOE's Student Welfare Officers also found the Parenting for Wellness resources beneficial. They are keen to use it in their work with families to support needy students. I would like to use this particular opportunity to call on more parents and professionals to join us in using the Parenting for Wellness resources to support our child's well-being and growth. Collaborations across the Government, community and industry partners are essential to support our children's mental wellness. Miss Rachel Ong would be pleased to know that MOE is also working with Ministry of Digital Development and Information to address excessive social media usage upstream. We are developing a Positive Use Guide on Technology and Social Media Use which also provides recommendations on mitigating measures. Students in mainstream and SPED schools learn to appreciate the importance of an active and healthy lifestyle through PE. In January, the Ministry of Health (MOH), MOE and MSF launched Grow Well SG, starting with mainstream primary schools. This is a new national health promotion strategy to enhance preventive care and inculcate healthier lifestyles. This includes cultivating good nutrition, exercise, device use and sleep habits. To Ms Denise Phua, these efforts lay the foundational habits for students to sustain a healthy, active lifestyle after they graduate. Mr Ong Hua Han raised the issue of financial literacy. MOE has incorporated financial literacy into the school curriculum. Taught through a developmentally-appropriate approach, it includes areas, such as Buy-Now-Pay-Later schemes and CPF.”
“For example, students learn self-regulation techniques, interpersonal skills and problem-solving strategies. They learn to maintain a healthy balance of online and offline activities. 5.00 pm For younger students, we encourage tighter screen controls. There are also initiatives, such as the annual Safer Internet Day, to promote screen-free time. Schools appoint dedicated personnel to oversee cyber-related issues. And when the need arises, schools connect students with counselling or mental health professionals. Parents play a critical role in their child's well-being, complementing efforts in school. But not all parents may be aware of their children's difficulties. The Media Literacy Council and TOUCH Community Services polled parents in 2022 and found that 38% of parents with children aged between seven and 17 struggled to get their child to share about their online activities. Hence, the Parenting for Wellness Initiative was developed by MOE, MSF and the Health Promotion Board (HPB) under the National Mental Health and Well-being Strategy to empower parents to, firstly, build strong parent-child relationships; two, support their child's mental health and emotional resilience; and three, parent effectively in the digital age. Dr Wan Rizal asked for updates on Parenting for Wellness. To date, there are three different resources catering to parents with different needs. First, the Toolbox for Parents is a digital resource comprising bite-sized, just-in-time actionable strategies. This is suitable for busy parents. Second, parents who prefer more personalised support may log onto the Parenting for Wellness website on Health Hub. Third, the Conversation Card Deck helps parents and their children to have good conversations and deepen their mutual understanding.”
“After two years in the SP-CCA Water Polo programme team, he grew in leadership skills and is now one of the CCA leaders. Micah met teammates like John Chia from Bukit View Secondary School and Zacharia Teng from Fairfield Methodist Secondary School. Although from different schools, these boys forged strong friendships beyond the pool. When Micah struggled with Mathematics, John helped him. Micah did the same for John with Humanities. Micah's story highlights how SP-CCA provides opportunities to cultivate values and life skills and promotes friendships with peers from different backgrounds. I am pleased to share with Members that MOE, together with MCCY, will be expanding the number of sports offered under SP-CCA. We will include canoeing this year and will offer hockey in 2026. Mr Chairman, providing opportunities is important. Finding the right coaches and instructors for CCA is just as critical. They play a significant role in students' development. Mr Edward Chia raised a point on procurement for coaches. The Government Electronic Business portal (GeBIZ), allows all instructors the opportunity to bid fairly for CCA services. MOE has been working closely with the NICA to address some of the issues raised by the Member and will continue to do so. Miss Rachel Ong and Ms Denise Phua highlighted their concerns over students' mental health. Today, the impact of excessive and inappropriate social media use on children and adolescents' mental health is a widespread concern. Schools play a key role equipping every child with competencies to grow to be the best version of themselves – be it in their relationships, educational pursuits, or in the digital world. The Character and Citizenship Education (CCE) curriculum has emphasis on Mental Health and Cyber Wellness.”
“Mr Chairman, I thank fellow Members for their passion towards students' development. Ms Denise Phua spoke about students' health habits and Mr Gerald Giam called for sporting opportunities for all. Our students experience diverse sports in Physical Education (PE) lessons, exploring which sport best spurs their passion. This will drive them to pursue it and keep active throughout life. Most schools also work with SportSG to offer the Sports Education Programme to further increase quality sports programmes for our students. CCAs remain key platforms where students discover their interests and talents and develop strong character. Today, nearly 40% of our students are in sports CCAs. To better cater to student interest, most primary schools do not conduct CCA selection trials. While schools seek to provide a good range of CCA options to cater to students' varied interests, a lack of critical mass may prevent them from providing more CCAs. For example, Suresh Amirthanathan Tharshika, a Secondary 2 student from Broadrick Secondary School, was talent-spotted by her PE teacher after a school race. However, her school did not offer Athletics CCA. This is why students like Tharshika welcome the Strategic Partnership CCA (SP-CCA). Since 2019, MOE has partnered with MCCY to pilot centralised, non-school-based CCAs, with Athletics and Water Polo as the first two sports. SP-CCA widens the choice of CCA for students beyond what is offered by their secondary schools. Under the guidance of coaches from the SP-CCA, she will be participating in her first National School Games Track and Field Championships this year. Micah Choo is a student from Pasir Ris Secondary School.”
“Mr Chairman, road safety is a key priority, especially for our most vulnerable pedestrians, the young, the elderly and those who are physically and visually handicapped. While Singapore has made significant progress in reducing road accidents, we must continue strengthening measures to ensure a safer environment for all. I would like to ask the Ministry how we can further enhance pedestrian safety, particularly in high-risk areas. Can we introduce more senior- and handicap-friendly crossings, such as extended green man timings, pedestrian refuge islands and tactile guides? Are there plans to expand traffic calming measures in school zones and estates with high elderly population? Technology can also play a role. Can we explore smart traffic signals that adjust based on pedestrian movement or expand automated enforcement to deter speeding in pedestrian-heavy areas? Beyond infrastructure, public awareness and enforcement are crucial. How can we further educate road users while strengthening measures against reckless driving? Ensuring road safety is a shared responsibility. By improving infrastructure, leveraging on technology and fostering greater awareness, we can create a safer, more inclusive environment for all pedestrians. Covered Linkways to MRT Stations”
“Mr Chairman, bus captains play a vital role in our public transport system, ensuring safe and smooth journeys for commuters. Their job is demanding. They must navigate traffic while also ensuring passenger safety and comfort. Given these responsibilities, we must ensure that they receive the support they need. Beyond that, how can we better recognise and support our bus captains? Strengthening career pathways and professional development can ensure that they feel valued in their roles. A well-supported workforce leads to better quality and service and a positive commuting experience for all. We must continue our efforts to improve the well-being of our bus captains. 2.15 pm Improve Public Transport Work Experience”
“Mdm Chair, Singapore's agri-food industry plays a crucial role in strengthening our food security. However, in today's challenging business climate, rising costs, supply chain disruptions and climate change, our local farms and food businesses need greater support to build resilience and grow sustainably. I would like to ask the Ministry about its plans to help the agri-food industry cope with these challenges. How can we enhance financial support, technology adoption and innovation to improve productivity? Are there further efforts to strengthen our local farm capabilities and help them scale up? A resilient agri-food sector is key to Singapore's food security and we must continue to do better to support this vital industry. Food Security and Aquaculture”
“I thank Dr Tan for the question, and it is a very important one, because these outcomes are indicative of whether a certain programme is important: social mixing, networks and diversity of friends. SBB has only been for a couple of years. So, this is something that we definitely want to put into it and study over the long term, and hopefully we get some longitudinal data from that. There will be a review every now and then, and we will most certainly provide updates then.”
“I thank Mr Ng for the questions. On the Member's first question, there are several indicators. One of the indicators is looking qualitatively in terms of their networks and friends. When they are in Secondary 1 in their mixed form groups, how are they interacting and how are they engaging one another? And when they move to Secondary 2, do those friendships still persist inside and outside of their form classes? So, that is one of the key indicators. The rest are qualitative in terms of emotional feedback and surveys on how they find certain networks are useful. On the Member's second question, for example, for Full SBB, obviously, there is a more diverse curriculum and there are more movements. Schedules will definitely be a lot more robust and dynamic. That, certainly, has increased some of the workload and, invariably, teachers and schools will have to manage that. So, one way that we are doing it is looking at artificial intelligence, and technology and capability in how we can better do scheduling so that distance and travels will be less, less dynamism within the form classes and so on, so that there will be more time for the form teachers to spend time with some of their form class students as well. So, this is ongoing. Each school is monitoring their processes. It is slightly different, but we are monitoring that and we are getting feedback, and we will see what are some of the key technologies or processes that we can implement cohort-wide that could be accretive to this group.”
“Full Subject-Based Banding (Full SBB) was implemented in secondary schools starting with the Secondary 1 cohort in 2024. Based on the experiences of students in Full SBB pilot schools starting in 2020, Full SBB has enabled secondary school students to interact more regularly with a more diverse group of students. Students spend around one-third of their curriculum time with peers of different academic profiles in mixed form classes during common subjects, such as Art, and Character and Citizenship Education. Students in these pilot schools reported that they had a wider and more diverse network of friends, as well as more positive attitudes towards peers from different backgrounds. School leaders and teachers also observed that their students are taking greater ownership of their learning and are more motivated to overcome challenges they face. We are heartened to see the early positive outcomes arising from the hard work by school leaders and teachers in implementing Full SBB, with the support of parents. The Ministry of Education (MOE) will continue to monitor the outcomes from Full SBB and provide the necessary support to schools and teachers.”
“Mr Chairman, as our population grows increasingly well educated and skilled, our NSmen can also bring to the table a diverse range of talents and experiences that could be useful to SAF. The NS system should have the necessary structures and processes in place to ensure that we are making the best use of our NSmen's expertise. This will become increasingly important as Singapore's falling fertility rate affects the number of enlistees the SAF could take in each year. MINDEF previously announced that they sought to maximise contributions of NSmen through the Enhanced Expertise Deployment Scheme. I believe that this is a good initiative to deploy NSmen to roles that are aligned with the expertise that they have acquired in school or at their workplaces. We have a win-win situation here as it not only enhances the SAF's operational effectiveness by tapping on specialised skills and expertise, but it also provides NSmen with the opportunity to practise and hone their skills. This will hopefully give them an increased sense of purpose and fulfilment towards NS as they apply their skills to make a meaningful impact with minimal training required. Can MINDEF provide an update on the Enhanced Expertise Deployment Scheme and how it has helped to maximise the contributions of our NSmen? Operational Capabilities of Servicemen”
“Mr Chairman, as a small nation, Singapore is vulnerable to external influences and pressures. Strong diplomatic and defence relations help to mitigate these risks. Building good relations with our neighbours is particularly important, not solely because of our geographical proximity, but also to enable close working relationships to uphold shared security interests. With Malaysia, we have strong people-to-people ties, with many crossing the borders to visit family, work and study. We also work closely on various important fronts, including trade, defence and environmental issues. With Indonesia, Singapore maintains a multifaceted partnership, engaging in extensive economic cooperation and addressing cross-boundary challenges, like haze. Much of Singapore's continued survival and prosperity also hinges on a stable, regional environment. Association of Southeast Asian Nations (ASEAN) is an important platform for Singapore to work with countries with common interests to promote regional stability and to contribute meaningfully to their larger international agenda. Given the importance of forging strong ties with our neighbours and maintaining ASEAN centrality, what are some of the recent cooperation efforts Singapore has with our regional neighbours as well as with ASEAN? Optimising NS Deployment”
“At last year's Committee of Supply (COS) debate, the Minister for Defence said that a sustained defence spending was the most efficient and effective means of building a strong military over the long term. I agree. We cannot wait until conflict is at our doorstep before we upgrade our capabilities to defend ourselves. The SAF must continually build robust military capabilities to counter escalating threats in our increasingly volatile world. Ongoing conflicts around the world show the uncertainty of our times. In particular, the war in Ukraine highlights the vulnerability of smaller states and how we need to be prepared. In December last year, NATO's Secretary-General Mark Rutte exalted NATO's European members to adopt a wartime mindset and increase their defence spending from 2% to 3% of their gross domestic product (GDP). Asian countries have also been increasing their military capabilities and spending. At the start of 2024, the International Institute of Strategic Studies reported an expected growth of 4.2% in Asian defence spending, with China leading the way. Such spending patterns are testament to our troubled times. It is clear that defence remains a large and important area of investments in many parts of the world, and the SAF should similarly keep pace. Could MINDEF provide an update on the progress of SAF's acquisitions and capability development plans? Digital Threats”
“Thank you to Ms Hazel Poa for the follow-up question. Mainly at the broad and the entire national cohort level, for students from lower-income households, as proxied from the MOE Financial Assistance Scheme, the range of results is large, but over the past few years, the median PSLE score has been very stable.”
“I thank Mr Louis Ng for his supplementary question on that. I think, firstly, it is important to make sure that we are able to identify the disadvantaged students who would need more support, and continue to concentrate on them. Take for example, at the start of primary school, some students who have not demonstrated certain age-appropriate literacy and numeracy skills. In those cases, the students with weak foundations would then be supported by programmes, such as Learning Support for English and Mathematics. Schools themselves, teachers, school leaders will also have to proactively reach out to students with disadvantaged backgrounds. As the Member said, the correlation already exists, we know which are the target groups, we should focus our attention and resources in those areas. And some of them may not just need academic support in particular, but also non-academic support. For example, schools would proactively identify students would benefit most from, let us say, student care centres, where they will encourage and support families to enrol their children to be part of these student care centres. In addition, for families under ComLink, there are also dedicated family coaches under the Social Service Offices, where they provide targeted support in co-developing, certain customised action plans, with regard to the background of the family, restrictions and all, and that is where we can start some of our work. And hopefully with those collective efforts, we are able to uplift this group of students.”
“Schools also run programmes to strengthen students’ social and emotional skills, such as goal-orientation, growth mindset and motivation. Third, we will continue to enhance wraparound support for disadvantaged students. We work closely with community partners to provide targeted programmes such as interest-based activities to impart good values, life skills and habits. We also provide schools with additional manpower, guidance and teaching resources via UPLIFT Enhanced School Resourcing (UESR). Having observed improvements in students' attendance, behaviour and progression, we have doubled the number of primary schools receiving these additional resources over the past two years. Addressing social mobility requires a whole-of-society effort. While MOE will continue to work closely with the community and stakeholders in this endeavour, we call on all Singaporeans to share your resources and networks, recognise a diversity of skills and talents, and do your part to uplift those who are less endowed.”
“The correlation between the Primary School Leaving Examination (PSLE) results and socio-economic status (SES) has remained stable over the past three years. The Ministry of Education (MOE) is committed to ensuring that our education system provides opportunities for all students to develop to their full potential, regardless of their backgrounds. Our lower-SES students have done well by international standards. Based on Organisation for Economic Cooperation and Development's (OECD's) Programme for International Student Assessment (PISA) 2022, our students from the bottom-25% SES outperformed the average OECD student in all core domains of Reading, Mathematics and Science, and in Creative Thinking. We will continue with the following efforts to uplift our lower-SES students. First, we will continue to build a strong foundation in the early years, both in preschool and at home. We have significantly enhanced the accessibility, affordability and quality of preschools, particularly through government-supported operators. Targeted programmes, such as KidSTART, also support parents from eligible lower-income families with the skills and knowledge to support their child’s development. Second, MOE will continue to provide additional support to students with higher educational needs through programmes during or after school, both in academic and social-emotional development. For example, primary schools provide targeted academic intervention for students who need more support to strengthen foundational skills in literacy and numeracy. This includes the Learning Support Programme, Reading Remediation Programme and Learning Support for Mathematics.”