Teo Chee Hean
Singapore
“The second point first, Mr Speaker. Certainly, it could have been a factor. But to the Panel which reviewed the thing, it was not an acceptable excuse or reason. The agencies still have to be responsible for what they are doing, whatever season of the year it is.”
“On the balance in ACRA, I would not say it is a conflict, but you have to strike the right balance between the functions that ACRA is meant to provide, which is to have a registry which promotes corporate transparency, and you have to balance that against how you protect personal data.”
“That means, if you do find a bug or you do find a way in which you can penetrate a Government system, you let us know, and there is a bounty for it. And this is evergreen. But we also do, from time to time, have a hunting season. So, for certain of our systems, we invite white hatters to attack those systems.”
“Then, he asked when the political office holders got involved in the public communications on the Bizfile portal issue. They got involved, I think, almost as soon as it became apparent that there was public anxiety. Next question about paragraph 40 and the email to senior officers, yes, the July 2024 CM was emailed to officers.”
“In fact, we monitor the dark web for a variety of things, including this, and we have not seen any sale of NRIC numbers as such. On the question of collection and use of NRIC numbers, actually, in the communication with the Government agencies, I think it is important to know who you are communicating with.”
“So, you actually make your email address available to others. But for authentication purposes, it is quite different. You do not tell your password to others. That is something which you keep for yourself and your email service provider knows. So, there is a difference between an identifier and an authentication.”
The complete record
Every one of 1,689 lines we hold for Teo Chee Hean, in date order, each linked to its source. Free to read, in full, without an account. Page 23 of 34.
“Ms Lee asked how the SAF integrates new acquisitions with current capabilities. The strength of the 3rd Generation SAF is not just drawn from having more platforms or having better hardware. Less visible but just as important is the multiplier effect from the SAF's ability to network its array of systems and capabilities. When we first embarked on this networked SAF six or seven years ago, it was quite difficult to explain to people what it was that we were trying to do. I think now most people understand this because they can see the power of the networks. 6.15 pm Integrated Knowledge Based Command and Control allows the SAF to create an overall fighting system more effective than the sum of its individual parts. For example, the Terrex Infantry Carrier Vehicle is not just an Armoured Personnel Carrier (APC). It has an on-board Battle Field Management System and connectivity with the soldiers who deploy from it. So it acts as a node for our soldiers to network with land and air platforms, such as the Leopard Main Battle Tanks and Apache helicopters. Even for simple things like enabling the soldiers to recharge their batteries, it helps to maintain that network force and for them to be able to remain present on the battlefield. This allows them to operate as an integrated, networked and more capable war-fighting system. Mr Palmer asked about the impact of Singapore's demographic trends on the SAF. The birth rate has fallen since 1997. At the same time, our enlistees are better educated. These resource trends were indeed among the reasons for embarking on the 3rd Generation SAF.”
“Through our steady and prudent investment in defence, we continue to strengthen these building blocks – transforming the SAF into an advanced networked force, making the SAF more flexible and responsive, and placing emphasis on developing our people. The most visible prong of the SAF's transformation journey is the progressive introduction of more capable platforms, which adds important new capabilities to the SAF. Apart from the return of our Sikorsky naval helicopters to Singapore, the Air Force inaugurated its first local F-15SG squadron in April last year, while the Army took delivery of its first HIMARS artillery rocket platform last July. These new capabilities ensure that the SAF is ready to meet the challenges of the future across the air, land and maritime domains. Many of our acquisitions replace ageing 2nd Generation SAF systems that have served us well over the last 20 to 30 years. The Air Force will take delivery of the Heron 1 UAV in 2011 to replace the Searcher-class UAV that has been in service since the 1990s. The Heron 1's longer flight endurance and better surveillance capabilities will provide the SAF with superior battlefield situational awareness. The Air Force will also replace our 30-year old RAPIER air defence system with a new SPYDER-SR ground-based air defence system which can more effectively deal with the wider spectrum of current and future aerial threats. The Navy will begin designing a new class of vessels to replace our 2nd Generation Fearless-class patrol vessels. These patrol vessels have been in service since the 1990s – the first were in service since the 1960s, I served on those – and will be more than 20 years old by the time we replace them.”
“This network of partners continues to grow. Ten countries deploy liaison officers to the IFC and the IFC has linkages with 38 agencies in 25 countries, enabling it to tap on information from a wide range of sources. Singapore, Malaysia, Thailand and Indonesia continue to conduct coordinated maritime and combined air patrols under the ambit of the Malacca Strait Patrols. While ensuring the security on the Strait of Malacca and Singapore remains our priority, we continue to play our part in the international efforts to combat privacy in the Gulf of Aden. As it is not possible for a country to protect its own shipping in all key sea lanes around the world, we will have to depend on international cooperation to secure these sea lanes for everyone's use. Last year, we commanded the Combined Task Force (CTF) 151 from January to April and deployed an SAF Task Group comprising a landing ship tank with two helicopters from June to October. During our command of CTF 151, the SAF led more than 2,500 personnel from nine navies. At the invitation of the Combined Maritime Forces, a senior Singaporean naval officer - supported by an SAF command team – will, once again, command CTF 151 from March to June this year. In the second half of 2011, we have plans to deploy a third SAF landing ship tank and helicopter Task Group to the Gulf of Aden. Mr Palmer and Ms Lee asked for an update of the SAF's transformation to a 3rd Generation armed forces. Last year, I reported to this House that the key building blocks of the 3rd Generation SAF are in place.”
“This has allowed the SAF to effectively carry out its mission in Afghanistan and glean valuable operational lessons which are then shared with the rest of the SAF. Through the course of their deployments, our servicemen have done Singapore and the SAF proud and are highly regarded by our international partners. Our medical teams have helped to heal soldiers and civilians, our UAVs have successfully supported key operations and our weapon locating radar has provided warnings of incoming rocket attacks that have saved lives and avoided casualties. We have left with Members a DVD [indicating] which they can have a look at to get a flavour of the sort of operations that our men and women are conducting in Afghanistan and the kind of operational challenges they face. Dr Neo and Ms Lee also asked about our maritime security efforts and our counter-piracy contributions in the Gulf of Aden. As a maritime nation, Singapore has an interest in preserving the freedom of navigation, the safety of international shipping and in combating threats at sea, such as piracy and maritime terrorism. Led by our Maritime Security Task Force, we are establishing a new National Maritime Security System to promote even stronger information sharing, situation awareness, decision making and operational coordination among our maritime security agencies. This will enable us to respond more effectively to a wider spectrum of maritime threats. We continue to extend information sharing beyond Singapore's borders by building up the Navy's Information Fusion Centre (IFC) as a key regional maritime information sharing hub. Last year, I spoke about the IFC and how it enables an international network of partners to share information to facilitate timely and effective responses to maritime threats.”
“Afghanistan remains a key element in this global fight against terrorism and Singapore is committed to doing its part, within our means and in useful ways, for the multinational stabilisation and reconstruction efforts there. Our deployments support the larger international efforts to prevent extremists from using Afghanistan as a base to export terrorism. We have been contributing to the multinational efforts in Afghanistan since 2007. Last year, the SAF deployed medical and surgical teams, a weapon locating radar detachment and an unmanned aerial vehicle Task Group to Oruzgan province. We currently have in Oruzgan a six-man Imagery Analysis Team to provide imagery interpretations and intelligence support. We will also deploy another 13-strong medical team to the US-led field hospital there this May. We concluded our four years of contributions in Bamiyan province in October last year with the completion of the Foladi Comprehensive Health Clinic. Afghan, civilian and NGO groups are now providing many of the services needed in Bamiyan. We have, therefore, concluded the SAF's operations there in Bamiyan. We have also responded to the call for more military institutional trainers to build up the Afghan National Security Forces to prepare them to assume responsibility for security by 2014. A team of 10 SAF institutional trainers is now working in partnership with the Australians at the Australian Defence Force-sponsored Artillery School at the Kabul Military Training Centre. Our servicemen operate in tough conditions in Afghanistan, where the work and terrain are challenging. Our people are well trained and we augment their training and equipment appropriately for the specific requirements of their mission. Our men have proven themselves to be adaptable and resilient.”
“Fatimah Lateef, Dr Lam Pin Min, Dr Maliki Osman and Dr Lily Neo asked about the evolving threats to Singapore's security, whether the SAF's mission has changed, its role in homeland security and its contributions to international security operations. In today's interconnected world, states face an array of complex transnational threats such as terrorism and maritime security. In such an environment, the spectrum of operations that the SAF has to undertake has expanded, although the SAF's basic mission has not changed. The SAF's mission remains to deter threats to Singapore's security, territorial integrity and sovereignty, and should deterrence fail, to secure a swift and decisive victory over the aggressor. One example of the wider spectrum of operations the SAF undertakes today is in homeland security. Singapore continues to be a target of terrorists and we must remain on our guard. A seamless inter-agency effort to counter this threat is essential. The SAF, therefore, works closely with other Ministries and Homefront agencies to do so. One example is the Maritime Security Task Force which works closely with other maritime agencies, like the Police Coast Guard, to enhance Singapore's maritime security. Another example is the Island Defence Task Force which conducts peacetime security operations, such as the protection of key installations together with Homefront agencies. The SAF's Special Operations Force remains the intervention force for terrorist hostage incidents, and the SAF's units that deal with chemical, biological, radiological and explosive threats support the Home Team. Given its transnational nature, the terror threat cannot be resolved by any one country acting alone. A multinational effort is necessary. Ms Indranee Rajah asked about Afghanistan.”
“With China, we have progressed our defence relationship. A second joint counter-terrorism exercise between the SAF and PLA, which focused on counter-terrorism security operations for major international events, was held in Singapore last November. We continue to enjoy close defence ties with Thailand and Brunei, and increasingly with Vietnam, with whom we conducted mutual naval ship visits and our third Defence Policy Dialogue last December. Our relations with other regional partners like Australia and New Zealand also remain warm and strong. We share a history of operational cooperation with both countries, such as in the multi-national stabilisation and reconstruction efforts in Afghanistan. Last year marked the 20th year that the SAF has been exercising in the Shoalwater Bay training area in Australia. I am glad that some of the Members of the Government Parliamentary Committee (GPC) were able to come along with me to see that. Following the earthquake in Christchurch last week, more than 100 SAF personnel, who had been on exercise in New Zealand at that time, together with an SCDF team, have been assisting the New Zealand Defence Force and local authorities in their rescue and relief operations. We have also deployed two C-130s to airlift humanitarian aid and supplies to victims of the earthquake and evacuate civilians from Christchurch to Wellington and Auckland. A team of forensic experts from the SAF, Health Sciences Authority and the Singapore Police Force has also just arrived in Christchurch to help with the identification of earthquake victims. Assoc. Prof.”
“Our defence relationship with Indonesia remains strong with regular and wide-ranging interactions between the SAF and the Indonesian National Defence Forces. I recently visited Indonesia last December and attended the 30th anniversary celebrations of Elang Indopura, a bilateral exercise between both Air Forces. It was a wonderful occasion because they brought back the officers who had taken part in the early Elang Indopura exercises from the very beginning and they were able to interact with each other. I also met with President Yudhoyono, Vice President Boediono, and Defence Minister Purnomo. In my interactions with these Indonesian leaders, I was heartened to hear their strong affirmation of our warm and friendly bilateral relationship, and their agreement that both sides should further explore opportunities to expand cooperation for mutual benefit. The US remains one of our strongest and closest defence partners and a country with whom we share fundamental interests and strategic perspectives. Our relationship with the US affords us technology access and training opportunities to build our operational capabilities and readiness. Last November, the SAF conducted in Fort Sill, Oklahoma, the first battery live-firing exercise involving our new High Mobility Artillery Rocket System (HIMARS). Our new Sikorsky S-70B navel helicopters were also based in the US from November 2009 to September last year for integration training with our frigates. We continue to maintain F-16, F-15SG, Chinook and Apache training detachments in the US. On our part, we also welcome visits by US ships and aircraft to Singapore. We believe that the continued presence in our part of the world by the US is important for regional peace and security.”
“The ADMM+8 provides a forum where people can air their views, say how they feel, what their concerns are, so others can understand them. At the same time, after the discussions, it provides avenues and channels where they can work together in these five areas and develop in a concrete way their desire for cooperation. MINDEF is also actively involved in the Shangri-La Dialogue, held annually in Singapore. The Shangri-La Dialogue plays a unique role in the regional architecture by bringing together defence ministers, senior officials and academics from the region and beyond for a frank exchange of views. This key event will celebrate its 10th anniversary this year. 2011 also marks the 40th Anniversary of the Five Power Defence Arrangements (FPDA), a grouping that has become an integral part of the regional architecture. The 8th FPDA Defence Ministers' Meeting will be held in Singapore on 1st November 2011 – "1-11-11". It marks the day that the FPDA was founded 40 years ago. Over the years, the FPDA has proven to be an adaptive institution, relevant to the changing strategic environment and the needs of its members. Ms Ellen Lee asked about bilateral defence relations with our neighbours and key partners. Our defence ties with Malaysia are deep and broad-based. They encompass a wide range of interactions between the defence leadership as well as among the rank and file through regular bilateral exercises and exchange visits. 6.00 pm Last October, I attended the inaugural Putrajaya Forum in Kuala Lumpur, where I spoke alongside Defence Minister Dato' Seri Zahid during a panel discussion. Singapore and Malaysia also collaborate closely in the Malacca Strait Patrols and the FPDA. All these interactions have enhanced the friendly ties between both sides.”
“An open, inclusive and flexible regional security architecture can therefore facilitate this process, by bringing together the key stakeholders to address issues of concern, promote mutual understanding, build confidence, and provide a construct through which countries can cooperate in areas of shared interests, in spite of differences in other areas. On our part, MINDEF seeks to contribute ideas and concepts to crystallise and strengthen the security architecture as well as useful capabilities towards regional cooperative activities. We play an active role in institutions such as the ASEAN Defence Ministers’ Meeting (ADMM), and the ADMM-Plus, the newest component of the architecture, which Dr Neo asked about. Last year, only four and the half years after the first ADMM meeting in 2006, the ADMM-Plus was inaugurated with an ADMM+8 format, comprising the 10 ASEAN countries and eight "Plus" countries – Australia, China, India, Japan, Republic of Korea, New Zealand, Russia and the US. These are key extra-regional countries that have a stake in the region and can contribute expertise, perspectives, and resources to help deal with regional challenges. The establishment of the ADMM-Plus is a significant milestone in the history of ASEAN, strengthening ASEAN’s ability to set the regional agenda and its position as a driving force for regional defence cooperation. The inaugural ADMM-Plus agreed to advance practical cooperation among the 18 militaries, particularly through the establishment of Experts’ Working Groups (EWGs) in five areas – humanitarian assistance and disaster relief, maritime security, peacekeeping, counter-terrorism and military medicine.”
“The key question on everyone’s minds is how dynamics between the US and China affect our region. Given the high degree of inter-dependence in the relationship, both sides recognise that having friendly relations is in their best interests. However, there is also potential for competition and friction. Domestic pressures in both countries, too, will continue to complicate the relationship. As China undergoes a leadership transition and the US a presidential election in 2012, both sides cannot afford to appear weak, especially on matters that affect domestic support. Southeast Asia, rich in natural resources and where critical sea lanes converge, is a region where the key interests of the US and China intersect and often played out. China is working hard to build up its relationship with Southeast Asian countries and to manage areas where there are differences. In parallel, the Obama Administration has resolved to remain a "resident power" in Asia and has stepped up its engagements with Southeast Asian countries. Both sides seek to deepen their trade relationships with the region. These are positive developments for Southeast Asia, which can then play a role in fostering good relations between the US and China. Mr Michael Palmer, Ms Indranee Rajah, Dr Lily Neo and Assoc. Prof. Fatimah Lateef asked about the regional security architecture and the role played by MINDEF as well as other countries in shaping it. In today’s evolving strategic environment, countries need to come together to build trust and confidence, and to cooperate in tackling complex security challenges that affect everyone.”
“Mr Chairman, Sir, first of all, I would like to thank the hon. Members for their comments and questions, and for their commitment to Singapore’s defence and security. Mr Michael Palmer and Ms Indranee Rajah enumerated the various challenges on the regional security environment and asked for an update as well as the role played by the US, China and other regional countries. Sir, in the Asia-Pacific, China and India continue to grow at a fast pace. This contrasts with the picture elsewhere. Europe continues to be gripped by the woes of a number of euro-zone countries. The United States is grappling with a large budget deficit. This has meant that economic dynamism and weight has been shifting eastwards. Defence expenditures reflect this shift. They are falling in the West while rising in Asia. The recent unrest in several Middle Eastern countries has also led to some concern with the stability of global energy supply and prices. The growing economic weight of China and India has given them more confidence, and a greater desire to play a larger role in regional and global affairs. They have new and expanded interests, such as access to trade routes and resources, and will seek to safeguard them. They are expanding their naval and air forces to extend their reach and influence. This is resulting in a shift in the relationship between the major powers in our region. Traditional flashpoints such as the Korean Peninsula also remain. On this issue, which Mr Palmer asked about, we hope that all parties will exercise restraint and reduce tensions through dialogue as a stable and nuclear-free Korean Peninsula is crucial for regional stability. We do not want to see nuclear proliferation in our region.”
“The pilot run of training will be held for all 60 staff in its Singapore operations as well as the various country heads before being extended to more than 300 staff in the rest of its operations in Asia. The project is estimated to increase staff productivity by 10%. We need to see such positive attitudes and mindsets cascade down to every company and every worker in Singapore. Miss Penny Low asked how the Government can encourage more companies to take up productivity measures. Sir, we are all familiar with the saying that you can lead a horse to water, but you cannot force it to drink. So we have the schemes and resources but the drive to raise productivity must ultimately come from our companies and from our workers themselves, who see the rewards of bigger markets and higher profits, and more secure and higher paying jobs. Mr Speaker, Sir, we have made a good start in our national productivity drive. I am heartened that many have already stood up to be counted – particularly the unions, some of the industry associations, and many enlightened companies. But we need many more to do so. We need to continue to walk, briskly, down the road less travelled, the one that is more difficult that involves restructuring and change, but which brings the promise of more sustainable and more inclusive growth for the future. And together, I am confident that we will succeed and build a better and more productive future for Singapore. 4.10 pm”
“Developers must change their procurement model such that their consultants come up with buildable designs and contractors adopt technologies and processes that facilitate ease of construction downstream. A few progressive developers such as City Developments Limited are actively driving their project partners to adopt dry walls, pre-fabricated toilets and other productive construction systems in their projects. Similarly, in the public sector, HDB's stipulation of a minimum percentage of precast components in its housing projects has had a positive cascading impact on its consultants and contractors who have since become adept in precast design and erection respectively. We need more of this. The subject of productivity in the construction sector will be addressed more comprehensively during the Estimates for the Ministry of National Development. For companies like CordLife Singapore, which is one of the leading cord blood banking companies in the region, the focus on productivity is not just about improving processes but ensuring that their employees have the opportunity to continually improve and upgrade their skills for even better service delivery. In November 2010, CordLife started with the establishment of the CordLife Academy, a corporate learning division of CordLife Group. The Academy provides a structured and formalised programme to build capabilities and competencies in all employees, and to encourage innovation and creativity that translates into higher productivity, greater efficiency, better employee performance and greater work satisfaction. SPRING co-funded the development of the programme.”
“Last, we will put more emphasis on making the fundamental shift towards a culture of continuous improvement and learning. This will be crucial in driving sustainable productivity growth. Quantitative indicators only tell us half the story; like what Mrs Mildred Tan mentioned, we also need the mindsets and behaviour of our employers and employees to change. Many stakeholders have already taken up the call to focus on productivity. The Labour Movement, in particular, has shown their commitment by spearheading the Inclusive Growth Programme, and I urge them to be even more aggressive in breaking productivity bottlenecks. Industry associations have also been actively involved in the productivity movement. The Singapore Hotels Association has formed a Productivity Steering Committee to identify solutions that can drive productivity growth in the hotel industry. The Committee has conducted a review of hotel operations and published a very comprehensive report with recommendations on best practices and solutions related to systems and work processes, and automation and technology. Here again is an example of how we are looking at specific industry sectors and seeing how they can develop processes which are relevant to them. Aside from the industry associations, companies further up the value chain can also influence those that work with them, raising productivity of the sector as a whole. This requires a fundamental shift in industry mindset across the entire value chain, which is not easy. Take the construction sector for instance. I had an interesting meeting over lunch with various industry groups which represent the various layers, segments, of the construction industry.”
“We clearly need to ensure that our managers have the management know-how to drive productivity in their organisations. Our CET system must offer specialised courses to help managers embrace and drive productivity. And one such programme is the WSQ Certified, Productivity and Innovation Manager (CPIM) programme offered by the Singapore Manufacturers' Federation for managers and supervisors, to equip them with productivity tools and concepts to drive productivity efforts within their organisations. The programme was launched in May last year. As of December 2010, about 140 participants from 25 companies have participated in this programme. We need more of such training programmes. WDA is working with Nanyang Polytechnic to offer industry-focused productivity courses for managers and supervisors in the Retail, Food & Beverage and Hospitality sectors. MOM, MOE and WDA will continue to expand the landscape for managerial training in the year ahead. We are also doing more to raise the overall quality of human resource management in Singapore. MOM is driving this effort, working to establish Singapore as the HR centre of excellence in Asia – a centre that sets standards, provides directions and creates new knowledge for human capital management and leadership development. Together with the EDB and the Singapore Management University, MOM is seeking to establish the Human Capital Leadership Institute as the premier HR and leadership institution in the region, anchoring world class Asia-centric HR and leadership executive programmes in Singapore, driving pan-Asian research, and developing cutting edge human capital solutions for Asia. I have identified innovation, networks and management.”
“The mobile-enabled platform helps stevedoring companies automate their day-to-day operations and facilitates real-time information exchange between the stevedores, their customers and the port. When fully deployed this year, the project is expected to bring about 10% productivity improvement for the companies, reduce vessel turnaround time by up to half a day and save them ship chartering fees of more than $1 million a year. The Government supported the project by providing financial support under iSPRINT, a scheme to encourage SME infocomm adoption introduced by the Infocomm Development Authority in partnership with SPRING and the Inland Revenue Authority of Singapore (IRAS). Third, we need to develop our greatest competitive advantage – which is our people. As a baseline, we need to ensure that our CET system provides good training and upgrading opportunities for our workers so that they can upgrade their skills, work smarter, and be more productive. But we need to look beyond that as well. I met Professor John Van Reenen from the London School of Economics in August last year. Professor Van Reenen has done much research in productivity. One of his studies found a close link between good management practices and higher productivity. And he quantified this. He had a five-point scale. And a single-point improvement on this five-point scale in the management practice score could increase output as much as a 25% increase in the labour force or a 65% increase in invested capital. So the quality of management practices is key. He advocates that the best way to raise productivity is to ensure that there are good management practices in the private sector.”
“BIM is a 3D modelling tool for construction, and it enables all parties in the value chain to visualise the design better, detect design problems early, and enhance planning, management and coordination for projects. This integrated approach results in time and cost savings for the entire project. Under the roadmap, BCA is working towards mandatory BIM e-submission of architectural, structural as well as mechanical and electrical plans for building works for regulatory approval by 2015. The public sector will drive BIM adoption by working towards specifying this as a requirement in new building projects from next year. The industry itself is also playing a part – BCA is working with industry groups such as the Singapore Contractors Association Limited and Association of Consulting Engineers of Singapore to obtain software licences for their members to reduce the cost of adopting BIM. So the industry groups have come on board and they will help their members in the adoption of BIM. I think this is the right approach. We also need to find and leverage more on network advantages. As a small and open economy, one of Singapore's key competitive advantages lies in our networks – not just external but also our internal networks. We can take advantage of our compact size and increase the networks between firms and between sectors. The Government cannot do this alone. We need more ground-up initiatives – from the unions, trade associations or chambers of commerce. An example of how these networks can benefit companies is the Stevedore Net, a collaborative platform developed by the Stevedore Association together with 19 stevedoring companies. This allows the industry to move away from its traditional reliance on the exchange of paper-based documents.”
“Let me give you an example: Tan Seng Kee Foods Pte Ltd is a local manufacturer specialising in fresh noodle products – so basically, Hokkien mee and kway teow. In the past, Tan Seng Kee's products were limited to the wet markets, mini-marts and food courts in Singapore due to the short shelf life of just a few days. With the help of SPRING's Technology Innovation Programme for SMEs, the company spent over a year in R&D to develop Kang Kang Pasteurised Fresh Noodles, which can last two weeks when stored in ambient conditions, and even up to six months with refrigeration. Tan Seng Kee is now able to extend its reach into supermarkets such as 7-Eleven and Cold Storage, not just wet markets and the mini-marts. The company has even started to export to Dubai, and has plans to penetrate the Indian and European markets in the near future. The expansion to new markets is projected to increase their revenue by more than 50% in the near term. Second, we need to leverage on the strengths of systems and networks. Each company, no matter how large, has limited resources on its own. However, if we look at the sector-wide system of companies, we can reap economies of scale and develop industry-wide strategies for productivity improvements. The construction industry is one example where much work is in progress and much work needs to be done to improve productivity. The Building and Construction Authority (BCA) has leveraged on systems to improve construction productivity by formulating a five-year Building Information Modelling (BIM) Adoption Roadmap to implement BIM across the sector.”
“We have got off to a good start, developing strategies for seven of the 12 priority sectors and opening up availability through various programmes to about half of the first $1 billion put into the National Productivity Fund (NPF) last year to fund productivity initiatives over the first five years. The Minister for Finance has just announced in this Budget that the Government has decided to put in a second $1 billion into the NPF this year. So funds are there to support productivity efforts that prove their worth over the next 10 years. This is going to be a sustained effort. We will continue to monitor, track and review the implementation of the sectoral productivity roadmaps. As I said, we will use sector-specific and sector-relevant measures. We will also look at other sectors beyond the initial 12 because there is room to improve and be even better in every sector of the economy. At the same time, we will further enhance horizontal, economy-wide productivity drivers like CET. However, we must be prudent in our spending and prioritise our efforts, to ensure that every agency, every industry association, every company and every worker is part of our national productivity drive, and that we support programmes that work and modify or discontinue those that do not. Let me share with the House some areas that the Council will focus on in the year ahead. First, we cannot rely on just more training or automating even more intensively to increase productivity. Well-trained workers and efficient processes now form the new "baseline" that our companies must start from. To move beyond this, it is critical for us to create value through innovation. Innovation can create value and boost productivity by giving you new products and access to new markets.”
“So, they would not just be taking a diploma programme meant for 17-year-olds and applying it to, say, 30-year-olds with working experience; but adapting the curriculum as well as the teaching methodologies. This will create a more vibrant and exciting CET landscape for all Singaporeans. Sir, some people have likened improving productivity to a race; a marathon perhaps, and one without end. This makes productivity sound as though it is only for the super-fit and too much effort for most people. Even the super-fit become exhausted running a marathon. I look at it more like brisk walking and I am sure Mayor Teo will like this analogy. You do not have to be super fit to do brisk walking; anyone can do it. You do it regularly, a couple of times a week, every week. It does not exhaust or drain you. As you brisk walk, you build up your heart and lung capacity, your muscles and your stamina. You become trimmer and fitter, and find that you can do more and go further. Soon you get hooked on it, and it becomes a habit to exercise regularly and keep improving your fitness, and you find you are ready to take on new challenges. Improving productivity is a long-term and continuing process. Improve and you will stay ahead; stagnate and you will fall behind. Even as the remaining five Sectoral Working Groups finalise their productivity roadmaps and present their proposals to the Council, our work does not and cannot end here. Some Members, such as Mdm Ho, have asked whether the productivity movement has been a success and asked for a stock take. I am not looking for quick solutions. Productivity requires continuous effort over the long term.”
“The Working Group has presented a compelling vision for our CET system over the next five to 10 years, and I will leave it to the Ministry of Education and the Ministry of Manpower to paint a fuller picture of our future CET landscape for Members. But there are two key changes that I would like to highlight. First, as the Minister for Finance has mentioned, our CET coverage will be further broadened and deepened to cater to workers of all levels, including Professionals, Managers, Executives and Technicians (PMETs). In the past, the CET system had focused more on training for rank-and-file workers, as the Government was concerned about helping them gain better skills, move into better jobs and earn a better living. Today, this is still necessary and will continue, but it is not sufficient. We need to ensure that our CET system also caters to our PMETs – which would now constitute more than half of our workforce. The shelf-life of their knowledge and skills is getting shorter and needs regular refreshing so that our PMETs can keep up with global advancements and remain competitive in a rapidly changing global economy. Second, our Post-Secondary Education Institutes (PSEIs) will play a larger role in the provision of CET. Our PSEIs are of high quality, and they are a key strength that we will leverage upon, especially for our PMETs. Our PSEIs currently provide upgrading pathways for working adults to upgrade their qualifications. In Academic Year 2009, about 1,600 students were accepted into part-time diploma programmes. We will expand this, while ensuring the quality of our PSEIs, and adapting content delivery to the needs of adult learners.”
“The company has undertaken many productivity initiatives over the years, such as using its patented interactive menus for faster order processing, establishing a central kitchen, and implementing an RFID system to track the freshness of the sushi on Sakae Sushi's conveyor belts. Christina Tan is a worker who has benefited from Sakae's continuous journey of improvement. Ms Tan is 53 years old this year. She was a Service Crew when she first joined Sakae in 2003. In her eight years with Sakae, she has gone on many training courses under WDA to upskill and improve her productivity. Today, she holds the position of Senior Service Crew and has seen a 40% wage increase. With the increase in foreign worker levies, Sakae will be doing even more to reduce reliance on manpower and cut down on manpower costs. Some of the works in progress include self-ordering and self-payment kiosks for takeaway orders; electronic order processing to link up Sakae Sushi's automated order screens with electronic order screens in the kitchen, as well as iPhone Apps for customers to make their own reservations and submit orders ahead of time. The company will be able to benefit from the Productivity and Innovation Credit (PIC) for many of these initiatives. Sakae has shown that even in a labour-intensive industry such as Food and Beverage, productivity improvements through automation, mechanisation and innovation are still possible. I would urge more companies to follow Sakae's lead. We have also set up a Working Group to review the existing Continuing Education and Training (CET) system and study ways to further strengthen it.”
“The scheme provides grants to help employers raise productivity by investing in training their workers and tapping on better equipment and technology – with the condition that the employers share the productivity gains with their workers through higher wages. I was heartened to hear the good progress of IGP reported to this House in January. e2i has updated me that the numbers have continued to grow since then. There are now more than 200 projects lined up under IGP, benefiting more than 18,000 low-wage workers. Beyond numbers, what is significant is that in sectors such as Security, Landscape, Hotels and Retail, we are seeing new ways to raise labour productivity and upgrade the skills and wages of our workers. Through IGP, we are witnessing the start of a process of industry development – supported by the Government and unions, but driven by the companies. Many of us are familiar with Sakae Holdings and may have enjoyed a meal at one of its restaurants. Its Chief Executive Officer, Mr Douglas Foo, sits with me in the NPCEC. He knows that relying on more and more manpower for growth is not sustainable. Sakae is one company that has tapped on the IGP for funding support. It is deploying personal digital assistants (PDAs) and walkie-talkies for its front-end operations to provide on-the-spot ordering and billing, and facilitate communication amongst staff. This will help improve efficiency in food delivery and bill processing by up to 30%. This project will benefit close to 200 workers, who can expect to enjoy a wage increase of up to 15% as a result of the productivity increase. Embracing innovation and technology is not new to Sakae.”
“It is a home-grown company that supplies frozen food products and services to supermarkets and fast-food chains in Singapore. Under the Productivity Management Programme supported by SPRING, business chambers and associations, the company used IMPACT to diagnose its productivity, identify strengths and weaknesses, and take actions to improve its productivity. It has recruited a productivity manager to spearhead productivity improvement in the company. It has also started to monitor and review key productivity indicators to ensure that the efforts are sustainable and kept on track. Beyond SME-PRO, there are productivity programmes targeted at SMEs which may have fewer resources and may be cash-strapped. SPRING has a scheme which provides "Innovation Vouchers" that can be redeemed at participating Knowledge Institutions for consultancy and services. There is also a Micro Loan Programme which offers loans of up to $100,000 for local SMEs with 10 or fewer employees. SMEs that have good ideas to improve their business operations and productivity should approach their business associations, SPRING or any of the related Government agencies for assistance. There is no lack of support for companies who are enthusiastic and want to improve their productivity. MTI will be elaborating further on its programmes to assist SMEs to grow during its Committee of Supply (COS). The NPCEC also endorsed the $40 million Inclusive Growth Programme (IGP) to improve the skills, productivity and wages of some 25,000 low-wage workers across all sectors in the economy. The IGP is administered by the Employment and Employability Institute (e2i) of the NTUC. IGP is targeted at employers that employ low-wage workers with monthly salaries of $1,400 and below.”
“Robinsons plans to roll out the next phase with over 100 suppliers. The Robinsons project also exemplifies how we can fundamentally enhance our interactions in the entire supply chain, leveraging on automation for higher productivity. Apart from the sector-specific productivity roadmaps, the Council has also endorsed a number of "horizontal" initiatives, which have across-the-board impact in raising productivity. Examples include the SME-Productivity Roadmap (SME-PRO) and the Inclusive Growth Programme. I will touch briefly on each. Mdm Ho Geok Choo and Dr Amy Khor highlighted that small and medium enterprises need more help to tap on Government assistance schemes, and SME-PRO was introduced to do exactly that. SME-PRO is a joint initiative by SPRING and the Singapore Workforce Development Agency (WDA) that provides a systematic, three-step approach for SMEs to improve their productivity. SME-PRO urges companies to first, "Be Aware" of their productivity challenges before "Getting Trained" and "Taking Action" to break the productivity bottlenecks in their organisations. A dedicated Internet portal – Productivity@Work – was launched as part of SME-PRO to provide businesses with access to information and resources that can help them take action to improve productivity. Since its launch in June last year, which is about eight months, the portal has seen 33,000 unique visitors and more than 100,000 page views. SPRING also developed an Integrated Management of Productivity Activities Assessment Tool (IMPACT) to help companies diagnose the state of productivity in their organisations. One company that has benefited from this tool is Seo Eng Joo Frozen Food.”
“Some Members, such as Mdm Ho Geok Choo and Mr Calvin Cheng, have asked about improving productivity in manpower-intensive industries such as Food and Beverage and Retail. Productivity is not just about automation or cutting manpower. Companies need to take a holistic, comprehensive and fundamental re-look at their businesses. Take the retail industry as an example. The retail industry's productivity is only 40% that of the national norm for the whole economy. It also significantly lags that of other international cities like Hong Kong and New York. SPRING Singapore has developed a multi-pronged productivity roadmap that will improve the skills of both managers and workers, promote service excellence as well as enable local retailers to benchmark their performance against each other and diagnose areas for improvement. SPRING will also drive the adoption of technology to reduce the reliance on manual labour and streamline processes. SPRING is at the stage of finalising the finer details of the roadmap, and they will announce these plans soon. One company that has already benefited from SPRING's productivity initiatives for the retail industry is Robinsons. With SPRING's support, the company initiated a pilot supply chain integration project with seven of its suppliers. Robinsons automated its ordering processes, which reduced the amount of man-hours needed for this function and cut down the time taken to rectify discrepancies due to human error. Processing orders now takes five days, instead of 7.5 days; and the time taken to perform invoice matching has been significantly reduced by 95%. The suppliers have benefited too, as they are now equipped with the capability and expertise to transact with other major retailers who use the same system through a single interface.”
“Recognising that each sector in our economy faces different challenges, the Council has adopted a sectoral approach, with an initial focus on 12 priority sectors. Therefore, instead of talking about productivity in general, in economy-wide terms, what we are trying to do is to focus on each sector and make productivity meaningful for that sector, and use measures in that sector which are meaningful for the companies and the workers in that sector. These 12 sectors were selected based on their potential for productivity gains, contribution to GDP as well as employment size. Government agencies were appointed to lead Working Groups to study the productivity issues in detail and develop productivity roadmaps for each sector. These Government agencies, of course, cannot work on their own. These Working Groups have been hard at work over the past year; they have been consulting stakeholders, engaging experts and conducting studies to determine the specific productivity gaps for their sectors, and developing strategies and programmes to address them. Sir, the Council has endorsed seven of the 12 sectoral productivity blueprints so far – these are Electronics, Precision Engineering, Construction, Retail, Food Services, Hotels and Logistics and Storage. In addition, we have also endorsed the productivity roadmap for the landscape industry, which is part of the Admin and Support Services sector. Together, these sectors account for about 25% of Singapore's GDP, and about 36% of our workforce. The other Working Groups are scheduled to table their roadmaps for endorsement this year, after discussion with the various industry sectors, and this will bring the total for the 12 sectors being covered to 40% of GDP and 50% of the workforce.”
“Mr Speaker, Sir, 2010 was a good year for our economy. Gross Domestic Product grew by an estimated 14.5%, a recovery from the 0.8% contraction in 2009. Riding on this rebound, labour productivity also rose by 10.7% based on preliminary estimates. However, we should not be complacent and declare victory prematurely in our efforts to improve productivity. It is only one year, and the exceptional productivity performance was due to our strong economic recovery. To achieve long-term economic and real wage growth, we need to sustain the momentum of productivity improvements. Last year, the Government announced a series of Budget initiatives aimed at driving productivity growth for our economy. These include the establishment of the National Productivity and Continuing Education Council (NPCEC), the setting up of the National Productivity Fund (NPF) and the introduction of the Productivity and Innovation Credit (PIC). The Minister for Finance talked about the NPF and the enhancements to the PIC in his Budget speech. Allow me to provide an update on the work of the NPCEC, which I chair. The NPCEC was set up last year to galvanise the national productivity drive. All stakeholders – the Government, unions, businesses and workers – are represented. We have a good diversity of expertise, experience and viewpoints. The Council has three objectives: first, to prioritise and champion productivity initiatives at the sectoral, enterprise and worker levels; second, to develop a comprehensive, first-class national Continuing Education and Training system; and third, to entrench a culture of productivity and continuous learning and upgrading in Singapore.”
“We need to emphasise to our vehicle operators and vehicle commanders that they do have a responsibility to themselves and to their buddies to follow the procedures. LATEST MEASURES TO COOL PROPERTY MARKET 2. Er Lee Bee Wah asked the Minister for National Development (a) what is the compelling factor that prompted the Government to implement the latest property cooling measures; (b) whether the Government analysed buyer data to ascertain whether foreigners or Singaporeans were responsible for the speculative buying; and (c) why the release of state land for housing developments have not had the intended effect.”
“Indeed, Sir, for the operation of SAF vehicles, we do have a person called the vehicle commander and he is, in fact, responsible. He is the most senior person sitting in the vehicle. He sits next to the vehicle operator, or the driver. It is his responsibility to guide the vehicle operator and to correct him if he sees any situation which requires correction. The vehicle commander may not know the operation of the vehicle itself but he is able to assess the surrounding situation, particularly for safety. In the case where vehicles are manoeuvring in tight or confined spaces, the vehicle commander actually does dismount and guide the driver with hand signals and other signals, and helps to ensure that the area around the vehicle is cleared. As I have said, every person who is operating vehicles, the vehicle commander and others who are around vehicles have to look after themselves. We cannot cover every specific situation which may arise when operating a vehicle. The procedures are also very, very detailed. If I may read the procedures for mounting a vehicle, or the drill which a person is supposed to go through: "open the door wide enough to get in; mount the vehicle with mounting handle; check safety; close the door firmly; check that the master switch, gear and hand brake are in the safe position; locate the main control and devices; adjust seat to correct driving posture; adjust mirrors; put on safety belt." So, there is a whole sequence of things that a person needs to do. And also before mounting the vehicle: "approach the vehicle from the front; check traffic; move around the vehicle for safety check; remove wheel chocks, obstacles", and so on. There are very detailed procedures.”
“Mr Speaker, Sir, I am not sure whether Assoc. Prof. Straughan is referring to a second person or a third person because we already have a second person. Assoc. Prof. Paulin Tay Straughan: The driver who is managing the vehicle, the officer or the man who is behind the vehicle and taking care of his responsibilities back there, and the third person who stands there and says, "Watch out, watch out."”
“Hence, it is also important that every Serviceman has safety consciousness, looks out for the safety of his men, his buddies and himself. MINDEF is conducting a Commission of Inquiry and the Police is independently conducting its investigations into the death of LCP Wee. As these inquiries are in progress, it would not be appropriate for me to comment further on this specific case incident at this point in time. Assoc. Prof. Paulin Tay Straughan (Nominated Member): I would like to thank the Minister for assuring all parents and NSmen that their safety is of primary concern. As my son is a proud member of the SAF now, I am deeply appreciative of the Minister's detailed assurance. I have just one supplementary question. The difficulty for us in all organisations is to guard against human error more than anything else. I would like to ask the Minister if the SAF would consider having a third person involved whenever vehicles are moving forward or backward, to be that extra pair of eyes to check and to ensure that the driver is aware there is a person or persons behind the truck, rather than to just have the driver and whoever is in-charge of off-loading or taking care of those behind-the-vehicle kind of operations.”
“The SAF does this when there is an incident of note because these are teachable moments when safety procedures are reinforced and lessons learnt are shared, so that every person is aware of the relevance of procedures and safety consciousness. And each person knows that safety is in his hands and that what he does or does not do can have serious consequences on his buddies or himself. Mr Speaker, MINDEF takes the safety and well-being of our servicemen very seriously. The Army safety system is not simply one which is drawn up on its own but it is also certified in accordance with the Occupational Health and Safety Assessment Series (OHSAS). Adherence to OHSAS provides a comprehensive system of safety management based on a set of standard procedures designed to systematically and methodically manage risks in our work processes. For those who are not familiar with it, OHSAS is an internationally recognised system created by a group of world-leading bodies and consultancies who are the authorities of standards. These include countries like Ireland, Australia, South Africa and Britain. The Army constantly upkeeps our OHSAS standards and undergoes annual inspection and audit by an independent external agency. In addition, the Army also conducts internal safety management system audits on core Army units. The prescribed safety procedures are hence fundamentally sound but we have to continue to do better to make sure that they are followed. This includes regular reminders to those responsible for operating vehicles and special reminders during such teachable moments. However, safety procedures cannot cover every specific condition that may arise.”
“Mr Speaker, Sir, I am saddened by the loss of Lance Corporal (LCP) Eugin Wee Yong Choon on 28th January 2011. I would like to express my deepest condolences to the family. Assoc. Prof. Straughan referred to two incidents. The first incident occurred on 3rd July 2009 at Seletar Camp. A Motor Transport Officer was pinned under a landrover and succumbed to his injuries in the hospital. A Committee of Inquiry convened to investigate the incident found that the driver of the vehicle had been negligent in his duties as a driver, and had failed to follow the correct vehicle mounting and starting procedures. The Police also conducted a separate and independent investigation. The driver of the vehicle was subsequently charged in Court for causing death by doing a negligent act not amounting to culpable homicide. He pleaded guilty and was fined $5,000 and disqualified from driving all vehicles for four years. Following this incident one and a half years ago in 2009, MINDEF and the SAF conducted a review on the procedures for vehicle mounting and starting and concluded that they were fundamentally sound, and the incident could have been prevented if the driver had followed them. The SAF has continued to reinforce these procedures and remind its vehicle commanders and drivers to adhere strictly to them before mounting and starting any vehicle. The most recent incident involving LCP Eugin Wee occurred on 28th January 2011. The SAF immediately ordered a safety time-out that same day, for unit commanders to go through with all vehicle commanders and drivers vehicular safety drills and procedures.”
“Ms Ellen Lee asked the Minister for Health (a) what programmes are in place to help patients who have recovered from brain injuries to reintegrate into society; (b) what work vocations could be arranged for such patients; and (c) whether there are support groups set up in hospitals to offer them some rehabilitative services.”
“Before NEWater was introduced into reservoirs in 2003, a comprehensive study was conducted from 2000 to 2002 to evaluate the physical, chemical and microbiological effects of NEWater. The Expert Panel which reviewed the study comprised local and international experts across multiple disciplines including engineering, water chemistry, toxicology, epidemiology and microbiology. The study concluded that NEWater is safe for human consumption. There has also been a rigorous monitoring programme to ensure that NEWater exceeds the drinking water standards of the World Health Organisation and US Environmental Protection Agency. The External Audit Panel continues to conduct audits twice a year to ensure consistent high standards of NEWater quality and plant operations. We do not track the sales of bottled water and water filters. In a public survey conducted in 2009, over 95% of respondents indicated that they drink tap water without further filtration. Bottled NEWater has also been well accepted by the public. Over the last nine years, PUB has met requests to provide about 20 million bottles of NEWater for distribution at community and corporate events. To ensure that this continued high level of public confidence is warranted and sustained, PUB conducts more than 80,000 tests each month over the entire water supply network, comprehensively covering 290 water quality parameters across the range of physical, chemical and biological aspects. PATIENTS WITH BRAIN INJURIES (Reintegration into society after recovery) 3.”
“The survey also revealed that supervisors were becoming more supportive of flexible working arrangements. Almost two in three officers indicated that their supervisors would support them if they requested for flexi-time. While these are positive developments, we will continue to communicate the message of flexibility through the agencies' Work Life Ambassadors. In particular, we are now focusing our efforts on our middle managers as they have direct influence over the way they manage their staff. Through our communication and education efforts, we hope to see a more enabling and flexible work culture within the Service that supports both the organisation and the individual. HEALTH IMPACT STUDIES FOR NEWATER 2. Mr Seah Kian Peng asked the Minister for the Environment and Water Resources (a) whether the Government has conducted any health impact studies on the introduction of Newater into our drinking supply; and (b) whether there are any statistics on the water drinking habits of Singaporeans to monitor if more people have been buying bottled water and water filters since the introduction of Newater. Assoc. Prof. Dr Yaacob Ibrahim: NEWater is high-grade reclaimed water produced using advanced membrane technologies. As it is ultra-clean and meets the exacting demands of high-end industrial processes such as wafer fabrication, most of our NEWater is supplied to meet industrial demands. Some NEWater is also injected into local reservoirs for mixing before it is further treated through the conventional water treatment process for potable use. As a source independent of rainfall, NEWater plays an important role in enhancing the resilience of our water supply, and is valuable in supplementing our reservoirs during dry spells, as experienced in February 2010.”
“Today's multi-generational workforce has varying and unique work-life needs. In cognisance of this, the Civil Service has a broad range of policies and programmes to support a culture of flexibility in working arrangements. These include the flexi-time policy, which allows officers to vary the start and end times of their work hours, contingent on the completion of 42 hours of work a week. Most of our agencies have also introduced telecommuting, leveraging on technology to enable our officers to work off-site. We also have a part-time employment scheme where officers can opt for an 11- to 36-hour work-week with pro-rated salaries and benefits. The number of part-time officers has substantially increased over the years, from 388 in 2007 to 813 in 2010. Building a culture of flexibility takes time, as it involves cultivating mindsets that openly embrace flexible work practices. Over the past few years, there have been gradual but positive improvements in this area. The findings from our biennial survey show that officers are becoming more aware of the various work-life practices and policies in their organisations. Between 2005 and 2009, there was a 7% point increase (46% to 53%) in the proportion of civil servants who felt that their agencies were successful in helping officers achieve work-life harmony. Over the same period, there was also an 11% point jump in the proportion of civil servants (53% to 64%) who felt they were better able to balance their work and family commitments. More also reported that they were able to find time for family, friends, and things they enjoy doing. They were also coping well with their workload and found their stress levels manageable.”
“The study ranked 200 countries according to pillars such as economic activity, quality of life and legal and political institutions. Singapore was in 14th place, ahead of the US and Britain. E-FILING OF GENERAL ELECTION FORMS 2. Ms Sylvia Lim asked the Prime Minister whether a decision has been made to allow e-filing of certain types of candidates' forms at the next General Election and, if so, whether he will elaborate on the details.”
“Our Many Helping Hands approach is an example of how the public, private and people sectors can work together to build social resilience. Here, the collective efforts of Government, grassroots organisations, VWOs, philanthropic organisations and businesses are harnessed to foster a supportive, caring and compassionate society, and to anticipate and address problems before they surface. Third, strong partnerships among the public, private and people sectors have helped us to develop solutions to tackle the question of Singapore's environmental sustainability. Our Environment Ministry set up a series of focus group discussions, comprising representatives from across the three sectors. The groups discussed issues related to economic development, public health and regional and international matters, and the reports of their discussions have fed into the Singapore Green Plan 2012 – Singapore's blueprint toward environmental sustainability. These consultations and collaborations should be encouraged, and I look forward to hearing suggestions from the private and people sectors on how we can continue to work together to prepare Singapore well for the future. Singapore was ranked second in the International Institute for Management Development's (IMD) Stress Test, an analysis based on the IMD World Competitiveness Yearbook 2009 that assesses which countries are better equipped to bounce back from recession. The findings were future-oriented, and focused on exposure, readiness and resilience in a period of world recession. Denmark was in first place; China was 18th; the US was 28th; the UK was 34th. Singapore was the highest ranked Asian state in a global index of wealth and social resilience in the Caux Round Table's 2009 Social Achievement Capital Country rankings.”
“A 2009 study by the Institute of Management Development (IMD) called the Stress Test on Competitiveness 2009 ranked Singapore 2nd among 57 countries. This study was future-oriented, and focused on exposure, readiness and resilience in a period of world recession. It provides some external validation that we are doing the right things to prepare Singapore for the future. However, the proof of the pudding is in the eating, and whether Singapore can weather future storms or take advantage of future opportunities will critically continue to depend on the people and private sectors working with the Government, in an atmosphere of mutual trust and respect, and in the context of a strong Government that is able to provide sound leadership. Let me give three examples of how the public, private and people sectors have worked together. First, the Economic Strategies Committee (ESC) process, started in May 2009 and completed in February 2010, was an example of how the public, private and people sectors worked together to formulate long-term growth strategies for Singapore's economic transformation. It focused on building capabilities and maximising emerging opportunities to achieve sustained and inclusive growth. This process, which was led by the Minister for Finance, involved extensive collaborations with individuals from across Government, academia and industry. All in, more than 1,000 people contributed their views. The ESC was, in essence, a national effort to build economic resilience and put Singapore in good stead to, as Ms Low put it, "ride the changing tides of the global trade routes and industry sectors". Second, the Government similarly cannot build social resilience alone.”
“In addition, the Government's efforts in long-term strategic planning, through tried-and-tested approaches like scenario planning since the early 1990s, have helped us to make sense of our complex operating environment, identify strategic threats and opportunities, and plan for the future. More recently, we have also introduced the Risk Assessment and Horizon Scanning system to complement scenario planning, set up the Centre for Strategic Futures (CSF) and established a network for senior officials from all Ministries to discuss emerging issues and risks. These initiatives are all aimed at strengthening the Government's anticipatory capabilities. Ms Low also asked what the public, private and people sectors could do to help Singapore become more future-ready. Indeed, making sure that Singapore is prepared for the future must be a collective, national effort. The private and people sectors are rich sources of fresh insights that can better inform public policymaking and planning. In conducting its scenario projects, the Government consults extensively with people from diverse backgrounds. Such engagements provide us with a more complete picture of what the future could be like. The CSF also reaches out to local and international think-tanks, academics and consultants, and participates actively in global gatherings of leading thinkers. Actively seeking out people with fresh perspectives and listening to alternative voices help us to guard against the pitfalls of groupthink. Keeping our channels of communication open is critical in ensuring that we harness our collective national wisdom, and co-create robust national strategies.”
“One of the hallmarks of Singapore's success has been our ability to position ourselves for the future and to navigate uncertainties nimbly. Change is a constant but the rate of change has accelerated in recent times. More than ever, we need to be alert to possible challenges and opportunities over the horizon. It also means building the capabilities today which will allow us to be flexible and adaptable enough to refine our strategies, if and when the need arises. While there is no report on the state of Singapore's future-readiness per se, this Government has a strong track record in ensuring that Singapore is future-ready. This is because we are able to stay focused on long-term goals and put in place the correct policies for Singapore in good time. For example, the structural reforms following the major economic reviews in 1986 and 2003 positioned Singapore well to ride the waves of global growth that followed each report. Similarly, the Economic Strategies Committee's recommendations in February this year are aimed at positioning Singapore to benefit from the shifts in global economic conditions. Policies like Workfare and CPF LIFE and tax reforms like the introduction of the Goods and Services Tax and the reduction in income taxes were also introduced with a view to helping Singapore and Singaporeans prepare for a more competitive global economic environment in which people are expected to live longer. In the social dimension, we have continually invested in our social capital to meet new challenges through initiatives like the Inter-Racial and Religious Confidence Circles. Government agencies have made strides in engaging with citizens and civil society groups in fields as diverse as urban conservation and land transport.”
“All civil servants are expected to conduct themselves in a manner which upholds the integrity of the Public Service and public confidence in it. This includes conducting themselves with propriety and not falling into financial embarrassment. Civil servants are prohibited from gambling during work hours and on official premises. They are also required to inform their respective Permanent Secretaries immediately if they are financially embarrassed or served with bankruptcy proceedings. In addition, all officers are required to make an annual declaration of indebtedness or non-indebtedness. While there are no explicit guidelines to prohibit civil servants from gambling in their own time and capacities, to prevent situations where possible conflicts of interest may arise, there are restrictions imposed for certain groups of officers. Police officers are not allowed to visit casinos while on duty, unless for official reasons, such as to investigate casino-related cases. To avoid conflicts of interest, officers in the Casino Regulatory Authority are not allowed to participate in gaming activities within the casinos in Singapore or in overseas casinos belonging to the holding companies of the Singapore casino operators, even when they are not on duty. VEHICLE LICENCE PLATES 29. Mr Sin Boon Ann asked the Minister for Transport in view of the fraud case involving vehicle licence plates, whether his Ministry will consider (i) limiting the number of car workshops that can make them; (ii) requiring the workshops by law to verify registration and ownership of the car before fitting them; and (iii) increasing the penalties for errant workshops and drivers.”
“I would like to make a few points. Firstly, as I said, in answer to previous supplementary questions, if there had been any risk to the population, the pilots would not have landed, even at great risks to themselves. They would not have done so. Pilots are trained to do that, and that is what they would do. Secondly, the area in which they landed was about 400 metres or more from the nearest building – 400 metres is a considerable distance. I had a look at the place myself on the evening of the incident. It was about 400 to 500 metres away from the school and any other building. So the pilots, in my assessment, chose the place well, given the limited time that they had. So the issue of whether or not there are people who can respond within the two or three minutes to clear the place, that does not really arise because if it is a place with people, and the pilots can avoid landing there and land somewhere else even at risk to themselves, they would have done so. But I must say also that the Police were very quick on the scene. They arrived on the scene within minutes and cordoned off the area. THIRD QUARTER ECONOMIC GROWTH (Possibility of technical recession) 7. Mdm Ho Geok Choo asked the Minister for Trade and Industry whether growth in the third quarter of 2010 is likely to slow significantly and whether there exists a possibility of a technical recession.”
“Certainly, we were very surprised by this incident because, as the Member has said, the Apache is designed as a highly redundant aircraft meant to take combat hits, carry out its mission and bring the crew home. So we were very surprised by this incident because the Apache is a very robust aircraft. In fact, we did not have any accident with it for over 28,000 flying hours over eight years. So this was a very unique case. The valve that was installed was corroded. It did not happen before. So we are examining, together with the manufacturer, why such a thing occurred in the first place and also whether there are maintenance procedures which can be taken to prevent it from occurring. It could be, for example, replacing a valve more frequently or sending the valve for tear-down and re-certification more frequently. These are currently not in the maintenance procedures, and we will certainly do so. As regards the performance of the pilots, this was carefully evaluated by the airforce and the conclusion is that the pilots did very well under the circumstances. In an emergency like this, they typically have a minute or two like in the LaGuardia case, they had three minutes. So the pilots must have great presence of mind and must take the right decisions. In the case of these pilots, they did have another option and that would have been to carry on and try to land the aircraft in a forested area which was adjacent to where they had landed. If they had done so, I think they would have been at higher risk themselves. They saw the open field, checked that it was clear and decided to make a landing there. The airforce's conclusion is that they made the right call and did well.”
“Before this incident, the RSAF had flown some 28,000 accident-free Apache hours since operating the aircraft eight years ago. So, this is a relatively new aircraft and the aircraft is maintained regularly according to the procedures specified by the manufacturer. Our maintenance standards are very high.”
“Mr Speaker, Sir, broadly speaking, the same procedures apply. In the case of a training aircraft, there is always an experienced instructor pilot together with the trainee. So he will be able to handle all the emergencies that arise. In fact, training aircraft are, in general, quite safe compared to other aircraft. They are designed that way for extra safety. Perhaps, I should cite one example. Members will recall that on 15th January 2009 in the United States, the US Airways Flight 1549 which was a scheduled commercial passenger flight, an Airbus A320, was on its way from New York to North Carolina when it encountered a bird strike during its initial climb out from LaGuardia Airport in New York. This resulted in a complete loss of power in both engines. The pilots determined that they were unable to reliably reach any air field safely and elected to glide the aircraft towards the Hudson River before executing an emergency landing on the river. The river is in the middle of New York city. I do not think it was pre-designated as an emergency landing site by the Civil Aviation Authority. But these things do happen. Pilots are trained to deal with them and, in this case, quite clearly, the pilot did an excellent job and the incident had been described by some as the most successful ditching in aviation history and the pilot and aircrew were lauded for their heroism in bringing the aircraft down safely on the river. Er Lee Bee Wah (Ang Mo Kio): Mr Speaker, the Deputy Prime Minister mentioned that the corrosion has never happened before, according to the manufacturer, and the probability of having more corrosion is even rarer. I would like to ask the Deputy Prime Minister what is the age of this helicopter.”
“Yes, certainly. Mr Speaker, Sir, the airforce as an operator of the aircraft follows strictly the maintenance and inspection procedures that are mandated by the aircraft manufacturer based on its experience garnered from many years of producing aircraft and also, in the case of the Apache, many years of operating the aircraft. As I said, this is the first time such a failure due to corrosion of this valve has occurred. So this is a new occurrence. We are discussing, together with the manufacturers, what procedures – maintenance procedures, replacement procedures and lifting procedures – which will be able to prevent the recurrence of such an event.”