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.”
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“Mr Chairman, Sir, wherever we can, we buy because, more often than not, that is the more sensible thing to do. There are economies of scale and it is more effective and efficient to do it that way. Sometimes, we co-develop with others a certain product or system where we have requirements and needs which coincide. Where we go into research and development, it is in those key areas where we either cannot get access to the technology because people will not sell it to us or there are particular needs and requirements that we have which other people do not pay as much attention to. There are some unique defence requirements that we have. We are very small, we have very short reaction times. Our weather and terrain are also unique because we are very tropical and we may require very specific solutions because of our cloud cover, vegetation cover, and temperatures where the generic solution may give a satisfactory answer but may not give an optimised answer. And if we can find the optimised answer for some of these things, it gives our systems the extra edge. So when you look at a vehicle, whether it is a tank, a weapon, a gun, an aeroplane or a ship, it may look the same outside; but inside, what it does can be different and the extra 5% or 10% that our engineers can give can make a crucial difference, whether you win or lose the combat. And those are the types of things that we put our R&D on, not the general things which we can purchase easily off the shelf.”
“And that means communications by all means that we have available today, including satellite communications, terrestrial communications, broadband communications, and high-speed communications.”
“May I take this opportunity to respond to the question of financial controls in MINDEF? We take this very seriously. I am glad that Mr Low has brought up this issue because it allows us to make an explanation. First of all, I should say that the points that Mr Low brought up are actually the points which were brought up in the AGO's report and it shows that this is a very important line of defence that we have in our system. In fact, I am very happy that the AGO is reporting in this way and is taking such a thorough look at MINDEF's accounts and accounting procedures because it gives me, as a Minister, a lot of reassurance that somebody else outside of MINDEF, that is the AGO, is actually keeping a very close watch on what is happening in the Ministry of Defence. And this is on top of the internal processes that we have in place in MINDEF, both within MINDEF here and in our overseas deployments. We do have an internal audit department which audits MINDEF carefully and I look at the report regularly; and where we have irregularities or where there are weaknesses, we do correct those from the internal audit report. But as I said, I am very happy to see that the AGO scrutinises MINDEF and all the other Ministries so carefully because it shows that the checks and balances that we have in our Government system are fully in place. On the subject of communications system, Mr Low is absolutely correct. Communications is the key. So we do have a very robust communications system. We have been strengthening up the corps of our communications system in the SAF over the years. We now have, for example, in the SAF, an officer who will be of Brigadier-General rank, who will be responsible for communications in the SAF, and that is across the three services.”
“We each build up our Armed Forces to make sure that we can defend ourselves. That provides a more stable situation in the region. As the Indonesians themselves would say, when we have national resilience, we can have regional resilience.”
“Inevitably, the relationships between countries have to be taken as a totality. So where we have good relations in the armed forces, it can help in the overall relationships with our neighbouring countries when things do go into a bad patch. But, on the other hand, it is also true that when things go into a bad patch, they can also affect the relationship between the armed forces of the two countries. So, I was a little saddened, for example, that allegations of, say, violations of air space and so forth which are totally unfounded have come up, because they do not create an environment which is conducive for cooperation between the Armed Forces when allegations like that come forward. 6.15 pm So I was very heartened to hear the very firm denial made by the Chief of the Indonesian Armed Forces, Air Chief Marshall Djoko Suyanto to refute these allegations that came up. So it is true that good defence relations can help with the overall relations but it is also true that when the overall relations do take a downturn and when people exploit various kinds of situations, make allegations which are unfounded for whatever motivations that they may have, it can affect the overall defence relationship as well. On arms race, I think each of the countries in our region are developing their own Armed Forces for their own purposes and reasons, and so too Singapore. I am glad to say that our friends in Malaysia, for example, Malaysian Deputy Defence Minister Datuk Zainal Abidin Zin recently declared that Singapore has the right to purchase arms for its Armed Forces and the newly appointed Malaysian Chief of Army has similarly said that Singapore has the right to purchase arms and that it is entirely not an armament race. I think that is the correct way to look at things.”
“We hope that the Indian Armed Forces are equally challenged when they exercise with the SAF.”
“We had our first meeting in Kuala Lumpur last year and we will host the next meeting this year. What we want to do is to set up an architecture which will result in practical cooperation. Before the ADMM meeting, we already have had a number of different groups meeting amongst the ASEAN members. We have CDFs informal meeting, for example. And we have meetings of intelligence chiefs. We have meetings of various Service Chiefs. And we have a number of bilateral and multi-lateral exercises taking place in ASEAN. One of the things we want the ADMM to do is to provide some kind of overall guidance and structure to these various activities so that they can proceed with better direction. The other thing which we want the ADMM to do is to develop an architecture where we can strengthen ourselves but, at the same time, engage extra regional countries which have something to contribute to the stability of our region. We know that our region occupies a very important position in Asia, at the confluence between India and China; at the confluence of major sea routes, air routes and also energy-rich. We know that other countries outside the region have an interest in the stability of our region in Southeast Asia and we want to engage them in a way which contributes to this stability. These are steps which we are taking along the way. On training in India, it has a wide variety of terrain. It is a very large country. It has got mountains, jungles and deserts. And it has got very good training facilities. The Indian Army is a very experienced armed forces. Our interaction with the Indian Army has been a very useful and interesting one, because they also have a range of equipment which we do not usually get to exercise with. This provides SAF with very challenging exercises to do.”
“The SAF's role in combating terrorism is carried out in very close coordination with the Home Team. We provide certain very specialised capabilities which may not be cost-effective to develop in the Home Team. For example, the Anti-terrorist Assault Unit. It resides with the Special Operations Force (SOF) in the SAF, and they have very specialised high capabilities to deal with terrorist threats which may present themselves in a very complex way where you have to storm a building, an aircraft or a ship. And there may be multiple threats, not just the typical explosives or hostage threats, but threats from other kinds of capabilities that terrorists today may possess. The SOF will deal with that. We also take care of the low-tech threats which Ms Indranee talked about. We help the Home Team during very high profile events, such as the World Bank/IMF Conference. We took over the security in some of the more outlying areas so that the Home Team could redeploy policemen to places where they were needed, in Orchard Road and the area of the Convention Centre where it was more appropriate to have police officers, rather than to have a high presence of SAF personnel, although there were SAF personnel there in the background. These are some of the other ways that we do this. And some of the low-tech things are, for example, ways that you can stop a vehicle which wants to crash into Jurong Island or polarise the spectacles so that sentries standing guard at the post can see more easily through the wound-up windows of a truck or a car. That helps with the security of these facilities. We have looked at all these things in great detail to see how we can help soldiers and, of course, our Home Team people, to operate in this kind of environment. The ADMM is an evolving organisation.”
“Each one of them, in their own significant way, is a vital link in the defence of our nation. To enable our servicemen to carry out their duties, we need to call them back for annual in-camp training to refresh their skills and ensure that they are always operationally-ready. Otherwise, they will put the safety of their own lives and the lives of their comrades at risk. For these reasons, it would not be possible to exempt every PES-C NSman who is assigned to be a clerk. We do need them to carry out their duties in their units, and it would erode the cohesiveness of units if we were to disrupt them. Also, it is not equitable to exempt all PES-C clerks from in-camp training. In summary, Mr Chairman, Sir, the training of our soldiers and units is of paramount importance to the operational readiness of the SAF, and a capable SAF is vital to the security of Singapore.”
“" This has helped employers appreciate the role of their employees and how they have a role as citizen-soldiers. And, indeed, quite a few employers have also told us that the certificate of service for full-time NS is really useful to them when they want to employ prospective job candidates. They look for it because, if this person can succeed as a commander, they think he can add to their organisation. They look more favourably on a candidate if he has been a commander, because it reflects capable leadership and initiative. Mr Siew has also asked us about our policy on PES-C clerks' or reservists' duties. Let me first state that, through National Service, every serviceman is responsible for and expected to contribute to the defence of Singapore, the principle of universality I articulated earlier. The 3G SAF, as with all modern armies, requires servicemen of different vocations and specialisations to work together to fight as a cohesive unit. Therefore, we need frontline soldiers who need the critical combat support and combat service support sustainment to achieve their victories. Our NSF and NSmen are assigned to duties according to their Physical Employment Standard (PES). But let me remind Members and the public that a lower PES grading cannot and does not mean that less is required of that soldier. The responsibilities they are asked to shoulder in their vocations depend on their aptitude, motivation and demonstrated leadership qualities. Service-fit servicemen or those graded PES-C, as alluded to by Mr Siew, therefore, can and do play important roles. We do deploy them on a diverse range of vocations, including doctors, technicians, signal operators, medics, drivers and clerks.”
“Granting deferment from ORNS has to be balanced with the need to maintain unit cohesion and operational readiness of the NSmen's unit. We ultimately hold the unit commander responsible for the unit's readiness and performance. In other words, if the button is pushed, he is responsible. Therefore, that unit commander should be given the authority to decide on deferment requests. They do so only when the deferment does not disrupt the unit's effort to build up operational readiness, fighting capabilities and team spirit. Our NSmen are given many months' advance notice on their NS call-ups so that they can plan their commitments and avoid the call-up periods. Therefore, deferment for NSmen is given sparingly. In general, NSmen may request for deferment on grounds of new employment, newly established businesses, studies and examinations, and on compassionate grounds, including the birth of a child, marriage and death of a next-of-kin. To ensure the regularity of training, NSmen granted deferment will be scheduled for make-up training. Disruptions from NS call-ups and training are granted to all NSmen who are away on overseas employment or studies for a continuous period of one year or longer. Mr Siew has asked how we can actively engage employers, and we do, so that they can better understand the needs for NS and see how we can better address their concerns. For example, MINDEF organises employer visits where employers can witness what their NSmen do during in-camp training. I was in one such visit where an employer says, "Thank you very much. I thought my employees were having a good time during their ICTs. But I realise they are really doing serious training, and that helps.”
“And this was provided for by the Enlistment Act, as young and fit enlistees can better withstand the rigours of military training. More importantly, as Members have noted, as NSmen form the backbone of the SAF, enlisting them young enables the SAF to be an energetic and able-bodied defence force optimised to fulfil its mission. However, MINDEF does exercise flexibility by allowing students to defer full-time NS to complete their studies up to the first education bar. The first education bar is the GCE 'A' level, the polytechnic diploma, or their equivalent, if that person does not exceed 19 years old as at 1st January of the course commencement year. Mr Palmer asked about deferment for exceptional talents. MINDEF does defer full-time NS for exceptional talents, whether they are sportsmen, musicians or those in other categories, based on the merits, of course, of each case. In assessing them, MINDEF considers his past achievements, his potential in his chosen field and the need for the deferment. As this is applied only to rare and exceptional talents, only a very small number had been deferred in the past. The most recent is a national sailor, Maximillan Soh, who has been granted deferment from full-time NS to August 2008 to allow him to train full-time for the 2008 Olympic Games. Maximillan has proven himself an exceptional sailor by winning gold medals at the recent Doha Asian Games and the 2005 SEA Games and as a potential Olympic medallist. Like everyone else, such individuals still have to serve NS and contribute to our defence after their deferment period. 5.45 pm The same principles articulated apply to deferment for Operationally-ready NSmen (ORNS).”
“As a result of these measures, I am happy to report that SAF has maintained its training standards, as shown by the consistent evaluation results for both basic soldiering skills and unit proficiency. Our operational standby units have also achieved good results during the operational audits conducted by our inspectorates. Our soldiers have risen to the challenges thus far. And their strong commitment and motivation, as well as the better educational profile, have allowed us to attain this required level within the two-year NS duration. Nevertheless, I want to remind Members of this House and the public, that the unit training requirements and the need for a standing force to be deployed for operational duties, such as protecting key installations, mean that we cannot further reduce the two-year full-time NS duration. We owe it to them to make sure that they have adequate time to train to reach the professional and proficiency standards required to fulfil their missions. Mr Michael Palmer asked several questions related to deferment and disruption; deferment of National Service. Let me just say the three principles governing our approach to these issues; deferment and disruption, I include disruption here. The first is that NS must be for meeting a critical need - to ensure our national security and survival, that is why we can call them up. The second is universality - with this National Service responsibility, it is the duty of every male Singaporean fit to serve. The third is equity or fairness in implementing the liabilities and duties of NSmen. These three principles are critical to preserve the integrity and strength of our National Service system. Therefore, all NS-liable males may be enlisted at the earliest opportunity upon turning 18 years.”
“Larger cohort size was expected over the next 10 years based on demographic trends and we benchmarked ourselves against the best training methodologies. We were also confident to manage the transition to these two years, because we have been able to achieve better training outcomes in shorter durations. But this shortened NSF period does require our training to be more focused and tightly aligned to the operational competencies required in units. So what we have done is adopt a standards-based training methodology where units that have performed well can shorten the time on particular modules, and now we can optimise the time and resources we commit to different units and to different training needs. Where we can, as Members have mentioned, we employ technology to enhance and speed up learning. For example, we use simulators in the Individual Marksmanship Trainer in BMT. Likewise, the Gunnery Tactical Simulator has helped us optimise the limited training time for live firing and increased overall effectiveness. The Army has also introduced the new Battlefield Instrumentation System that can track two-sided soldier engagements, providing feedback on performance. In this way, more is learnt in each exercise. In other instances, we have used some case studies and new problem-based learning methodologies, as is done in the OCS now to improve learning. We are preparing ourselves for the larger cohort of NSFs who will join us in the coming years; greater training capacity in our training schools has been planned for. Instructors and commanders have also been increased. We have also factored in additional training resources, so that limited training time is optimised.”
“We train with other armed forces elsewhere as a result of our bilateral and multilateral engagements, and we use those opportunities to benchmark our performance. In 2005, I visited Operation Forging Sabre, which is conducted in Mojave Desert, in Arizona. And Brigadier-General Douglas Stone, who was the Commanding General of the Marine Air Ground Task Force Training Command, had this to say, unsolicited, it was an interview, and I quote, "The Singaporeans are highly disciplined and highly skilled. They put rounds right on the target(s), and that's very, very hard to do, and to be able to put it all together (he meant the UAVs, special forces, Apache helicopters, F-16s, artillery) is just a remarkable compliment to the professionalism of these forces." We do not go around soliciting for reassurance or compliments, but when these remarks are uttered, it is a quiet confidence that we are a capable armed forces that has won respect and recognition, and our recent humanitarian assistance deployments to Thailand and Indonesia also demonstrate that our servicemen are always operationally ready. Looking forward, the ongoing SAF transformations will see greater decision making by individual soldiers. So we have to emphasise that every individual has to take personal responsibility, because safety is an individual, team and command responsibility, requiring efforts at every level. Let me now move on to two-year NS, which Mr Arthur Fong brought up. He has asked us for an assessment on how the reduction by six months has affected our abilities and our ability to use force multipliers. We reduced NS by two years in 2004 after carefully considering various factors.”
“We will not let up in our quest to achieve zero fatalities, and the SAF remains committed to strengthening its safety system through regular or targeted reviews based on trends of incidents and injuries. For example, we commissioned a review of special operations training last year. We are implementing the recommendations which have included rigorous formal instructor preparation courses, independent assessments of safety structures and features for special operations training, and devoting more supervisory, medical and safety resources for special operations units. And these measures will enable us to better manage the risks of special operations training. Other areas also receiving attention relate to sudden cardiac death and heat injuries. Here, we are guided by professional inputs to put into place internationally-accepted best practices. We have introduced Automatic External Defibrillators for immediate use when strenuous physical training is conducted. Our cardiac risk screening regimes are consistent with best practices. Heart rate monitors have also been brought in for use by obese BMT recruits and for NSmen during IPPT Preparation Training and Remedial Training. To prevent heat injury, the SAF is working with the Defence Medical and Environmental Research Institute to produce a personal heat strain monitor that keeps tabs on a user's core body temperature and warns him, not warms him, when it gets too high. In the area of occupational health and safety, the SAF has also adopted the Occupational Health and Safety Assessment Schemes 18001 certification standards as an independent benchmark. Mr Hawazi asked whether training safety has adversely affected the SAF's operational readiness.”
“We take it that this shows that an open reporting culture is indeed taking root in the Army. There are Division and Formation Safety Hotlines, where the identity of the caller is protected, and this underscores the open culture that we want to inculcate and it provides servicemen with an alternative channel to report safety breaches and training safety issues without fear. Calls to the safety hotline will receive attention and action. And for cases assessed to be high-risk, the Formation Safety Officer will conduct the investigation and complete the safety report within 24 hours. As a result of these systemic efforts, the number of overall training incidents has decreased. Members have asked for an update, let me give some figures. It has decreased from 111 in work year 2004 to more than half, 55 for the current work year, as of January 2007. Ms Indranee Rajah asked for the hot spots, what the common types of injuries are. Analysis of trends had indicated that the common types of injuries are heat-related injuries or fractures suffered during physical or field training. And we have taken precautionary safety measures and there is a declining trend for both of these injuries over the past three years. Members have asked for the number of fatalities over the last three years. Let me give figures. In 2004, there was one death, due to training or operations, and there were four in 2005. This work year, there has been one fatality during special operations training. Each loss of life in training is one too many. We will do our utmost to ensure that none occurs but, unfortunately, from time to time, fatal incidents can occur.”
“Let me start with the first point, top management attention. The Chief of Defence Force chairs a Committee that promotes safety efforts, and it comprises all the Service Chiefs and Senior Officers of the Joint Staff. This Committee develops and drives strategies and measures to promote safety consciousness, and it regularly reviews the safety records of the various formations and units. This extends down to the Services, Formations, training institutes and units, where similar management focus is paid. Both overseas and local training, in both of these, safety is a key consideration in training design and execution. We substantially resource these efforts to improve safety. Safety officers are specially appointed to actively assist units to oversee training safety and implement the best practices. Audits and inspections, including surprise runs, are carried out regularly to make sure that the units comply with authorised regulations. So, for example, last year, over 2,000 safety audits were carried out and most units showed improvement compared to previous years. These results are reported to the Service Chiefs. Our basic underlying approach is not to wait for incidents to occur, but to reduce risks to minimise the chance of these incidents occurring. And this is the reason why we have instituted open reporting and tracking mechanisms. In other words, units are actively encouraged, commanders encourage their soldiers to report hazards, near misses, safety breaches and at-risk behaviours. And this allows us to take immediate corrective action. In addition, trends are analysed to identify potential trouble spots where we can take corrective actions. Mr Hawazi asked whether this has taken root. One sign is that there is an increasing number of near misses reported.”
“It also ensures we have the means to train and equip our NSmen in the best possible way, so that if they have to fight, they will win and come home safely. These investments ensure that we and our families can live our lives in peace and security and determine our own future. I will now ask Dr Ng to speak on the important subject of safety, particularly, and also Prof. Koo to speak more about National Service. The Second Minister for Defence (Dr Ng Eng Hen): Sir, some Members have asked about training safety in SAF. When I listened to the speeches of Ms Indranee Rajah, Dr Mohamad Maliki, Mr Hawazi Daipi, I was very gratified that they understand that while we have to do everything that is possible to make training safe, we should at the same time ensure that there is realism in training, that realistic training is not compromised. All of us understand that we need to put our men and women in the SAF through realistic scenarios, and that means that you have to do it at appropriate levels of physical rigour, in varied terrain, so that when they enter the operational arena, they do so with the well-founded confidence to fulfil their missions and, as the Minister said, to win. However, even as we train realistically, let me assure this House and the public that the SAF values every soldier and will do our utmost to ensure his safety and well-being. As Members of this House said, we recognise that it is someone's son or relative. To achieve this, SAF adopts best practices and a comprehensive safety system. There are three fundamentals that drive this safety system. First, safety management receives attention at the highest level. Second, we resource it adequately, and, third, there are open reporting and tracking mechanisms in place, as Mr Hawazi alluded to.”
“We are thankful to have dedicated NSmen like Pak Onn in the SAF. Our investments in technology, systems and people in defence are our investment in a secure future, and they have paid off. Despite being such a small and vulnerable country, we have maintained our freedom and independence. A strong SAF serves as an effective deterrent, so that we prevent attacks and deter foreign interference. I was gratified to read the recent series of Forum page letters to the Straits Times on defence spending. They show that many Singaporeans understand the need for a strong defence. Xiao Fuchun wrote in the 30th January edition that Singapore's "tiny size makes it a tempting target and only a strong SAF keeps potential aggressors in check. Such a capability does not come free". And Lu Junwen framed the issue well when he wrote that "our armed forces have taken away aggression as a viable option of political intercourse with Singapore. Having a capable defence force means its leaders can sit at the negotiating table and expect a fair negotiation session, instead of having conditions dictated to them by their counterparts”. 5.30 pm He added, "one cannot expect to have a capable military on call when one does not continually invest in its capabilities" because "military capabilities, once sacrificed as a result of funding cuts, can take an inordinate amount of time to restore". It is for these reasons that we are prepared to invest steadily in defence. This enables Singapore to have a credible military built around a relatively small standing force of conscripts and career soldiers, and a much larger force of NSmen who are well-trained, experienced and available on short notice.”
“By spending smart, we will continue to preserve the SAF's edge, and with it the peace and security which provide the foundation for the progress we have enjoyed these last 40 years. Let me touch now on National Service. We mark 40 years of National Service this year. The commitment of our 300,000 Operationally Ready National Servicemen (NSmen) has been the cornerstone of a strong SAF. We will continue to need National Service for the foreseeable future, as there is no other way in which we can build an SAF that is of sufficient size and capability to defend ourselves, given our small population. As Mr Arthur Fong has said, we still need the numbers. Although we go for quality and we try and keep the numbers down, as one military observer has said, "Quantity has a quality all of its own." Our NSmen play a critical role in making the SAF a credible deterrent and fighting force. Since its inception, National Service has become a national institution and a rite of passage for all Singaporean men. More than 700,000 Singaporeans have served, or are serving National Service. Their common experience during National Service has helped forge robust bonds, a strong national identity, and, importantly, the collective will to defend ourselves. In a survey of NSmen conducted last year, an overwhelming majority of NSmen indicated that they will defend Singapore if it should come under threat and they will risk their lives to fight for Singapore in a war. We also have about 360 NSmen who have volunteered to extend their operationally ready National Service. One of them is LTC(NS) See Tow Pak Onn, an NSman for more than 20 years and he voluntarily extended his NS commitments for close to six years todate. He will be our NDP Commander this year.”
“We recently bought 66 with another 30 spare tanks from German army stocks. We will replace the remainder of the SM1s in the coming years, but not on a one-for-one basis as the Leopards, which are replacing the SM1s, are more capable. Certain prime equipment that the SAF uses are also refurbished. Our KC-135 tankers which we have deployed several times in the Gulf are refurbished tankers from the US Air Force. Our Challenger class submarines as well as the Vastergotland class submarines we have contracted for, are also refurbished. The SAF also has mechanisms in place to control our operations and personnel costs very tightly. We control our operations cost by constantly seeking to streamline our orbat so that more cost-effective and capable systems replace less capable and less cost-effective ones. To limit personnel cost, we have maintained zero growth in establishment since 1986. We seek to extract the best value for money and maximise our defence capability for each defence dollar. Although the Government has stated that, as a policy, it is prepared to spend up to 6% of GDP on defence, in practice, defence spending in the last five years has been kept to between 4.5% and 5% of GDP. That is slightly lower than the 5% to 5.4% in the previous five years. Is defence budget sufficient? The Ministry of Finance has provided MINDEF with what it has asked for. I will not hesitate to ask for more if I feel I need it. I am confident that I will be able to persuade my colleagues in the Ministry of Finance to provide it to me if I do because there is strong commitment for defence in this Government and also strong support from this House.”
“These plans map out the overall force structure requirements and match them to resources available, but that is not the end of the process. Each individual acquisition programme has to be carefully scrutinised to determine need, evaluate options and decide on the most cost-effective solutions. MINDEF's acquisition process is well respected and recognised internationally for its professionalism, thoroughness and probity. Indeed, MINDEF's process for analysing the costs and benefits of competing proposals was adapted for use in the selection of our Integrated Resorts. MINDEF is mindful of its responsibility to spend wisely, and buy equipment carefully. We only buy what we need, and what is most suitable and cost effective for us. We buy very sophisticated and highly capable equipment only when it is needed. Often, we do not need to buy the latest piece of equipment, when upgrading or refurbishing can do the job. When we replace older equipment with more modern ones, we often do not need to replace them on a one-for-one basis. For example, our A4 Skyhawks first came into operational service in refurbished condition in 1974. The Skyhawks subsequently underwent an engine and avionics upgrade in the late 1980s. When they retired from operational service recently, the Skyhawks had served the RSAF for 30 years and we replaced them with smaller numbers of more modern fighters. The SM1 tanks which are now being gradually retired, were bought as second-hand AMX-13 tanks from various countries in the late 1960s and refurbished. In the late 1980s, they were upgraded to SM1 standard and only now are we beginning to phase them out after over 40 years in the SAF. We have close to some 300 SM1s. We are replacing the first batch of the SM1s with the refurbished Leopard 2A4.”
“We will also be enhancing the education and training opportunities for our Warrant Officers and Specialists Corps to develop further as specialists in their respective functional areas. Ms Ng asked whether Singapore's defence expenditure might be too big or might it even be sufficient? It does not make sense for a small country such as Singapore to have aggressive intentions towards any other country. Our defence posture is designed to deter military interference or pressure against Singapore, and to defend ourselves if our survival or vital national interests are at stake. A capable and operationally ready SAF ensures this. Other countries in the region are also putting emphasis on defence. According to the US Congressional Research Service, from 2002 to 2005, five Asian countries were among the top 10 developing country arms importers - China, India, South Korea, Malaysia and Pakistan. Singapore, too, needs to prepare itself to meet the eventualities that may arise from the more uncertain and complex strategic and operational environment. Ms Ng and Mr Low asked how we ensure that the defence budget is prudently utilised. MINDEF has rigorous checks in our budget process to ensure we use the money allocated to defence prudently. Overall, long-term force development plans are carefully drawn up and scrutinised in a process involving the three Services, the Joint Staff, MINDEF's Policy, Technology and Defence Management groups. They challenge each other. Operational needs and priorities, alternative force structures, and resource implications are studied in a rigorous iterative process to arrive at a long term plan which then has to be presented to the Minister and is subject to his approval.”
“We can expect potential adversaries, both state and non-state, to be agile and adaptive, and we must constantly think faster and run ahead. We must be enterprising and adapt quickly. But superior organisation and technology alone do not guarantee this. We can only achieve a sustainable edge over our emerging threats by also pursuing qualitative superiority and motivation, initiative, proficiency and the improvisational skills of our people. One example is this NDP that is going to be conducted on Marina Bay. The idea came from our Singapore combat engineers. They put it to us and we agreed. It was a very creative and innovative idea. We all look forward to it this year. As Ms Indranee Rajah pointed out, the strength of the SAF lies in the quality of our people and how well we train them. The SAF is committed to developing the full potential of all our people - NSFs, NSmen and regulars - and how we keep our NSmen up to date is why we place so much importance on ICT (in-camp training). 3G concepts, new training methods, new weapons and systems are systematically infused into our ICT training. And our technology-savvy and highly educated population is a great advantage in being able to transform the SAF because our people pick up technology so quickly. The SAF will continue to invest heavily in the training of our regular Servicemen. We will continue to send them overseas to learn, observe and bring home knowledge and experience. This will also ensure that the SAF always keeps abreast of the latest technology, operational concepts and training developments worldwide and benchmarks itself against the best in the world.”
“The system integrates all the combat systems together and provides the crew of the Formidable with state-of-the-art real-time decision-making tools. Another example is our Underground Ammunition facility, which will be commissioned later this year. More than 10 years ago, DSTA, together with our R&D partners in NUS, NTU, Norway, Sweden and the US, embarked on R&D in underground rock cavern design and construction. The knowledge gained from this pioneering project resulted in several benefits. It freed up scarce surface land space for other uses. The expertise built up, enabled DSTA to advise other agencies such as Jurong Town Corporation on its recently announced project to build underground storage facilities for Jurong Island. The excavation for our underground facility also contributed a good supply of granite for construction. Technology is only one dimension of our transformation efforts. We are also making significant organisational changes to ensure we are nimble and responsive in a complex and evolving operating environment. The revamp of the command structure of the RSAF announced in January this year, is the most recent example. The new structure is flatter, with greater decentralisation of decision making and lateral communication. This reflects the more varied tasks the air force has to perform today. The establishment of the first of the five new commands, the Air Defence and Operations Command, will allow more effective management of the full spectrum of air operations. The army organisation has also been restructured. I will not go into that. There is a nice figure inside the Pioneer Magazine or Army News. At the heart of these transformation efforts is an innovative military.”
“It integrates the Infantry Fighting Vehicle Bionix II with an array of platforms, including Unmanned Aerial Vehicles, the Primus Self-Propelled Howitzer and the Bronco Mortar Tracked Carrier. This capability provides ground manoeuvre forces the ability to increase their tempo of operations and their area of influence, and also allows Headquarters to command and control its forces more effectively. A picture is, of course, worth a thousand words and I invite the Members of the House to go and watch the DVD that we have provided to you in your little packages - these little 3G packages that have been distributed. 5.15 pm To sustain our technology edge, Mr Zainuddin Nordin rightly pointed out that sufficient resources and manpower need to be allocated for defence R&D. Today, we have in MINDEF, the Defence Science Organisation National Laboratories and the Defence Science and Technology Agency, and we have some 3,000 engineers and scientists in these two organisations. We invest about 4% of our defence budget on R&D. Within Singapore, we leverage on our defence industry, research institutes and institutes of higher learning to multiply our own capabilities. We also collaborate with international R&D partners. Our ability to attract world-class partners such as DARPA - the US Defence Advanced Research Projects Agency - and the French Directorate of Armaments on win-win collaborative projects, shows that our R&D effort has generated world-class technologies that renowned defence research agencies also find valuable. A good example is the combat information system on board the RSN's new Formidable-class frigate. This highly complex integration work and writing of the system software was carried out by our DSO and DSTA engineers.”
“The strength of the Third Generation SAF is multiplied by our ability to network the various systems and capabilities, so that the overall fighting system is much more capable than the sum of the individual parts. Advanced command, control and communications, enabled by information technology and networking, now allow rapid dissemination of information, to give commanders and their subordinate units better awareness, and enable them to exercise better control and self-synchronisation in order to operate as a tightly integrated system. In the Third Generation SAF, the Army, Navy and Air Force operate jointly to leverage on each other's strike and manoeuvre capabilities to achieve the mission. On land, our capability comprises a network of unmanned sensors, precision missiles delivered by Apache attack helicopters, smart bombs delivered by fighter aircraft, and armoured forces on the ground. In an air war, even navy frigates play a major role because their air defence systems are as capable as the Air Force's. We can thus find a target by multiple means, attack it at multiple points and in different ways simultaneously. The sensor-to-shooter cycle is reduced to a matter of minutes between the time a target appears, is positively identified, and is engaged and destroyed. Elements within the Services have also become more tightly connected. The most recent development in the ongoing transformation of the Army into a leaner, closely networked force was the Battlefield Management System. This networked system enables the prompt sharing of information about locations and movements of friendly and enemy forces. It is basically a computer screen, you can send messages, SMS-type messages, see the positions of friendly and enemy forces.”
“Ms Indranee Rajah, Dr Ong Chit Chung, Ms Irene Ng, Mr Arthur Fong and other Members asked about our priorities and the SAF’s transformation efforts. On the military front, we are developing the SAF to meet the full range of potential threats to our security - from an assault on our sovereignty and territory, to dealing with low-intensity conflicts, to fighting terrorism - while simultaneously transforming the SAF for tomorrow. These are our priorities. We continue to acquire and deploy cutting-edge weapon systems and information technology so that the SAF's operations will be characterised by speed, precision, knowledge and integration. These leverage on our strengths and allow us to overcome the constraints of our small population and size. The SAF's acquisition of advanced military hardware - such as the F-15SG, Seahawk naval helicopters, the Primus self-propelled howitzer, as well as the recently announced acquisition of the Leopard Tanks - replace older, less capable systems and add important new capabilities. Ms Indranee Rajah asked me to describe the elephant. We have leopards, we have eagles, we have seahawks, we have pumas - super ones - we have falcons, we have zebras and, indeed, we have elephants too, and some mythical animals like the Pegasus, the winged horse. What we are trying to do in the Third Generation SAF is to harness all their vital qualities, bring them together, make them work together in a networked way so that we can draw on all their capabilities together to defend Singapore. The strength of the Third Generation SAF is not from having more platforms or specific platform capabilities alone.”
“The SAF and the New Zealand Defence Force know each other very well and have previously deployed together in the UN mission in East Timor. The New Zealand Defence Force has operated in Bamiyan Province since 2003. Their personnel have built up a strong foundation of trust with the local community and provincial government. For the first project, the SAF will deploy a five-man medical team to Bamiyan hospital to set up a dental clinic. The SAF team will bring specialised equipment, set up the clinic, and train local Afghans to take over the clinic on a long-term basis. Separately, under the Singapore Co-operation Programme, training will also be provided to the Afghans in dentistry and basic healthcare so that they can build up sustainable capabilities. For the second project, a five-man SAF combat engineering team will undertake bridge construction and repair work, together with the New Zealand Defence Force and local Afghan contractors. The SAF assessed these projects would be most helpful to the Afghan people after consulting the New Zealand Defence Force and the Afghan Government as well as local Afghan authorities during a site visit made to Bamiyan province late last year. Each team will be deployed for three months. We are currently working out the details with the parties involved, including the New Zealand Defence Force, NATO and the Afghan government. Mr Chairman, Sir, the Singapore Government will continue to contribute within our means to international peace support operations, as well as relief and reconstruction efforts where the SAF can usefully play a role. But the primary mission of the SAF will still be to defend Singapore. Our security is our top priority.”
“SAF peacekeepers and monitors were deployed in Aceh in Indonesia and Timor Leste. Our Landing Ship Tank RSS Endeavour carried out a three-month deployment to the Arabian Gulf, followed by a three month deployment of a KC-135 tanker aircraft. Since 2003, we have made three deployments of LSTs and three deployments of KC-135 tankers and one C-130 aircraft deployment to the Gulf. The outcome of the ongoing efforts to stabilise and reconstruct Iraq and Afghanistan will affect us all. Should the international community fail, the repercussions will be far-reaching. Southeast Asia will not escape the fallout. In today’s interconnected world, security and stability are responsibilities that must be shared by all countries that want to live in peace. The battle against terrorism cannot be won overnight. Neither can the battle against terrorism be won by force alone. We must also win the struggle for hearts and minds. For this reason, Singapore is preparing to provide humanitarian and reconstruction assistance to Afghanistan. Developments in Afghanistan have an impact on Singapore’s security. Several of Singapore’s JI detainees received their terrorist training in Afghanistan. They were part of a terror cell plotting to carry out attacks on targets in Singapore. Terrorism operates without regard for national borders. Singapore is thus prepared to work together, within our means, with some 40 other countries currently working in Afghanistan to build the institutions, infrastructure and services that will bring brighter prospects to the people of Afghanistan. The SAF will thus be undertaking two humanitarian and reconstruction projects in Afghanistan as part of the New Zealand Provincial Reconstruction Team in Bamiyan Province in central Afghanistan.”
“Dr Lam Pin Min observed that the SAF has made significant contributions to disaster relief missions in recent years, and suggested that MINDEF set up a coordination centre between the SAF and Singaporean volunteer welfare organisations (VWOs) for such future missions. Dr Lam assumes, of course, that the VWOs want to be coordinated by MINDEF. The SAF deployed for a number of relief operations over the past year. In May 2006, the SAF sent a medical team, together with the SCDF, to Yogyakarta on a relief mission following the earthquake in Central Java. Over the eight days of relief operations, the SAF medical team treated over 1,400 patients in a field hospital and through mobile medical teams together with the Indonesian authorities. During the same period, the SAF's C-130 and Fokker-50 aircraft also contributed to relief efforts, transporting equipment and emergency aid from Singapore to Yogyakarta. During that same period, the SAF was involved in another relief operation in Northern Thailand. Three of our Chinook helicopters were deployed there for flood relief efforts. We also sent SAF medical staff to one of the affected villages, to treat the villagers. The SAF currently cooperates closely with VWOs for relief operations, eg, with the Singapore Red Cross and Mercy Relief, during the tsunami relief operations. Given that there is already a good working relationship between MINDEF and VWOs during such operations, setting up a MINDEF-led central coordinating body may not be the best approach. VWOs may also decide to carry out humanitarian or relief work on their own where it may not be necessary or appropriate for the SAF to deploy and vice versa. The SAF also maintained its commitment to peace support operations last year.”
“Over the last three years, Singapore, Malaysia and Indonesia have jointly launched air and sea patrols to safeguard the Malacca Straits. These efforts have met with encouraging success. In August 2006, the London-based insurance body Lloyd's removed its war risk rating for merchant ships using the Straits of Malacca. In November 2006, the Regional Cooperation Agreement on Combating Piracy and Armed Robbery against Ships in Asia (ReCAAP) has an Information Sharing Centre (ISC) which was also officially launched in Singapore. This is the first time regional governments have institutionalised their efforts to combat piracy and robbery against ships in the form of a permanent body with full-time staff. Dr Ong asked about measures to ensure our ports are safe. Singapore has adopted a comprehensive approach to port security. Since 2003, Singapore has subscribed to the Container Security Initiative. Under this initiative, the Singapore Immigration and Checkpoints Authority works with its US counterpart to screen US-bound containers for material which could be used in weapons of mass destruction. As risks to our ports can also originate upstream in the supply chain, Singapore established the National Supply Chain Security Programme in July last year. In terms of the physical security of our ports, Singapore has a network of sensors ashore and afloat that has been put in place by the Maritime and Port Authority, Police Coast Guard and the Republic of Singapore Navy. This network enables us to detect potential threats and mount a coordinated response in a timely manner.”
“Ms Indranee Rajah asked about allegations of violations of Indonesian airspace by RSAF aircraft. Sir, I can say categorically that there is no truth in this report. In fact, the Commander of the Indonesian Armed Forces, Air Chief Marshall Djoko Soeyanto, was reported in the Batam Post as saying, "The minute Singaporean fighters take off, they would have passed the border." So, since 1980, the designated military training areas 1 and 2 are in the South China Sea and in Batam for RSAF aircraft. He described the manoeuvring of Singapore F-16s to the border as natural and having nothing to do with provocation or intimidation in response to the sand ban. He added that there had been no reports of any violations by Singapore, and all Singaporean military activities in Indonesia are currently carried out in coordination with PangKohanudnas, ie, the Indonesian Air Defence Command. Apart from building strong defence ties, we are also making important contributions to international and regional security. We are playing an active role in multilateral efforts to enhance maritime security. Mr Hawazi asked about the situation in the South China Sea. There has been no recent escalation in military activities in the South China Sea. In 2002, the 10 member states of ASEAN and China signed the Declaration on the Conduct of Parties in the South China Sea. The signatories affirmed freedom of navigation and over-flight in the South China Sea in line with the UN Convention on the Law of the Sea and undertook to resolve territorial disputes by peaceful means through friendly consultations and negotiations, and such consultations and negotiations continue. Ms Indranee Rajah and Dr Ong Chit Chung asked how we are cooperating with neighbouring countries to ensure maritime security.”
“The TNI and SAF also worked together in hostage rescue operations in West Papua in 1996. An SAF Remotely Piloted Vehicle (RPV) detachment worked closely with the Indonesian special forces in Timika in West Papua, providing surveillance which proved crucial in facilitating the successful rescue of Indonesian and foreign hostages taken by the Organasi Papua Merdeka or Free Papua Movement. 5.00 pm To further strengthen defence cooperation between Singapore and Indonesia, Prime Minister Lee Hsien Loong and President Yudhoyono agreed in October 2005 to conclude a Defence Cooperation Agreement, which will be negotiated in parallel and concluded together as one package with the extradition treaty. The DCA will be an important symbol of the close ties between Singapore and Indonesia, and will provide a framework to enhance our defence cooperation to mutual benefit. The DCA will encapsulate our existing defence cooperation, and allow us to work together on new projects. We will be able to resume our cooperation in joint projects, such as the Air Combat Manoeuvring Range and Air Weapons Range in Sumatra, which were of significant professional value to both our air forces, as well as re-start the Combined Fighter Weapons Instructor Course - a top gun course - to allow fighter pilots from both air forces to train together to improve their skills. Defence officials from both sides have been discussing the DCA, and making progress towards concluding the agreement. While some outstanding issues remain, both sides have shown flexibility and have narrowed differences over these issues in the course of the negotiations. There is a convergence of views on many issues in the DCA. We look forward to working with Indonesia to successfully conclude this Agreement.”
“In view of the close defence ties, the RSAF transferred seven F-16A/B fighter aircraft to the Royal Thai Air Force (RTAF) in 2004. Close defence ties have brought substantial professional and practical value to both our armed forces. Recent developments notwithstanding, both Singapore and Thailand continue to share the view that defence cooperation between our two countries is in the long-term strategic interest of both countries. Singapore and Indonesia also have a long history of defence cooperation, and have trained together regularly since the 1970s. In fact, I had the honour of taking part in the first military exercise between Indonesia and Singapore - the Exercise Eagle in 1974. The SAF and TNI conduct regular bilateral exercises across all three Services. TNI and SAF officers regularly attend each other’s command and staff colleges. Twelve TNI officers have received postgraduate scholarships to attend Masters courses at the Rajaratnam School of International Studies and Lee Kuan Yew School of Public Policy in Singapore. Currently, Indonesian pilots undergo G-tolerance and helicopter simulator training in Singapore. Over the last 10 years, 200 Indonesian Air Force pilots have benefited from such training. Familiarity with operating together, as well as strong personal ties between our officers, has allowed the TNI and SAF to work closely in times of need. The combined relief operations that the SAF conducted with the TNI following the tsunami and earthquake in 2004 and 2005 were on an unprecedented scale. The TNI and SAF have a long history of working together in challenging situations, such as when the TNI provided invaluable assistance to Singapore in the search and rescue operations following the SilkAir MI 185 crash in Palembang in 1997.”
“In June 2006, the FPDA Defence Ministers further agreed that the FPDA could explore cooperation in Humanitarian Assistance and Disaster Relief. Mr Arthur Fong asked about how our defence relations, particularly with Thailand and Indonesia, have affected SAF exercises and training. The SAF currently conducts exercises and training in about a dozen countries around the world, including Australia, Brunei, France, India, New Zealand, Thailand and the US. So Mr Ang Mong Seng need not be unduly concerned because we do have enough places where we can exercise and train with our various systems. The friendly and mutually beneficial relations which the SAF has with the armed forces of these countries add an important dimension to the overall bilateral relations that we have with them, even if, from time to time, our relations with a particular country may go through a rough patch. Mr Fong asked about our relations with Indonesia and Thailand. The SAF and the Royal Thai Armed Forces have, for the last three decades, cooperated closely in many areas for mutual benefit. The SAF deeply appreciates and values this close cooperative relationship and the opportunities that this provides for the SAF to train and exercise in Thailand. We are similarly happy to welcome our Thai friends for visits, exercises and training in Singapore. For example, the Royal Thai Navy is one of the most frequent users of Changi Naval Base, where its ships call for replenishment as they deploy between the Andaman Sea and the Gulf of Thailand. The SAF and the Royal Thai Armed Forces have also worked together in humanitarian relief operations. Following the floods and landslides in Thailand in May 2006, three Chinook helicopters were deployed to assist the Thais in their humanitarian relief efforts.”
“We have made important advances on both fronts. On the diplomatic front, we promote our security by building relationships with friendly countries and armed forces, and contributing to a stable co-operative regional environment and international order. Ms Indranee Rajah asked about the state of defence cooperation in the region. We have focused on building an open, inclusive regional security architecture that constructively engages extra-regional countries. We are working with our ASEAN neighbours to build confidence and facilitate dialogue amongst ourselves and also to engage countries beyond the region that have a stake in regional stability. The establishment of the ASEAN Defence Ministers' Meeting in May last year was a historic development. It was the first time the ASEAN Defence Ministers met. The ADMM will guide the development of an ASEAN defence community that facilitates concrete forms of practical cooperation among regional armed forces. It can also help entrench the open and inclusive ethos of the evolving regional security architecture, by institutionalising the engagement of key extra-regional countries in practical and constructive ways. Singapore will have the honour of hosting the second ADMM later this year. We play an active role in other regional groupings that enhance security, like the Five Power Defence Arrangements. The FPDA brings together Malaysia and Singapore and anchors its extra-regional partners Australia, New Zealand and the UK in the region. By widening its scope to include cooperation against non-conventional threats such as in maritime security, the FPDA has proved to be an adaptive organisation, relevant to the changing strategic environment and the needs of its members.”
“With Japan, MINDEF and the Japanese Ministry of Defence conduct regular policy dialogues, while the SAF and the Japan Self-Defence Force have staff-level talks at both the Joint and Services level and increasing interactions in multilateral and bilateral activities. These interactions underline our commitment to an inclusive regional security architecture anchored on a strong US presence. Globalisation undermines old certainties in other ways as well. Businesses are more mobile, communities less rooted, the gaps between skilled and unskilled, rich and poor widening. All this creates dynamism, but also dislocation and sometimes a sense of grievance that breeds conflict. In an inter-connected world, the aftershocks of conflict or extremist ideology in one country can radicalise people in other parts of the world. The Middle East will persist as a source of international terror if governments cannot fight the roots of extremism and radical Islam on their own soil. In Southeast Asia, domestic faultlines centred on religious and ethnic affiliation, if left unchecked, could emerge as potent forces that straddle countries and borders. Furthermore, compared to the certainties of the Cold War, today's threats have become more complex and fluid. Terrorism is transnational and driven by non-state actors. It adopts asymmetric strategies and uses technologies in unanticipated ways. This means that in the future, our military will not only be called upon to carry out traditional combat operations, but will also have to respond to security contingencies that manifest in unexpected places and in unexpected ways. It is against this backdrop of international uncertainty that we continue to pursue diplomacy and deterrence - the twin pillars of our defence policy.”
“In this more multi-polar world, the region is becoming a complex mosaic of actors. The stage will increasingly be shared between countries like the US, Japan, China and India. And other countries like Australia, a resurgent Russia, and a Europe that is seeking to expand its influence in this economically dynamic part of the world, will also want to play a role. ASEAN will have to work more closely and cohesively together if it is to retain its place in the driving seat of developments in our region. As strategic re-alignments take shape, we are maintaining friendly defence relations with each of the key players in the Asia-Pacific and engaging them to enhance regional stability. With the US, the Strategic Framework Agreement (SFA) signed in July 2005 provides the foundation. Within this framework, the Strategic Security Policy Dialogue between MINDEF and the US DoD, where both sides exchange views on security issues and explore areas for cooperation, was inaugurated last year. We continue to enjoy close and deep ties with the US. We train together in many bilateral and multi-lateral exercises, and US forces are able to make use of our base facilities, including Changi Naval Base. Our F-16, Apache and Chinook detachments have high-end training in the US, and they will soon be joined by an F-15 training detachment. We are establishing a policy dialogue with China, and stepping up exchanges of visits between the SAF and PLA and the attendance of each other's courses. Our defence relations with India continue to expand in scope, with an annual policy dialogue between MINDEF and the Indian Ministry of Defence. The SAF conducts significant exercises with their Indian counterparts both in India and in Singapore.”
“Mr Chairman, Sir, I would like to thank the hon. Members for their comments and questions, and also for their commitment to Singapore's defence and security. I know Mr Low is also very committed to Singapore's defence and security even though he did not state so today. Ms Indranee Rajah and Mr Hawazi Daipi asked about developments in Singapore’s security environment. Uncertainty and complexity define the strategic and operational environment today. The future strategic architecture of our region is now being shaped. With the end of the Cold War, old alignments have dissolved and new relationship patterns are forming. The US is pre-eminent today and will continue to have a key role to play in the stability and security of our region in the future. However, globalisation is changing the contours of the geo-political landscape. By embracing international trade and foreign investment, the world's two most populous countries, China and India, have experienced a dramatic transformation. In the period 1993-2004, China’s GDP grew by an average of 9.7% a year, and India's by 6.5%. The economic rise of China and India is changing their security outlook. They are no longer inward-looking. As they grow, they will naturally seek to protect their economic interests, such as access to energy, markets and trade routes. They are engaging countries in the region, and expanding their influence by participating actively in regional organisations, deepening bilateral relationships, and strengthening economic ties. This translation of economic weight into a larger political and military role is driving a re-adjustment by the US and other major powers like Japan. There will be a period of uncertainty as they work out a new modus vivendi.”
“I would say that these are factors which will be built into the performance appraisal of the individual. For example, if a person has good ideas and he is able to have practical good ideas which can be carried through, then I would say that his boss would probably assess him higher, and that would work through in his individual performance bonus. But, in terms of outcome, the civil service very often does not have the same kind of bottomline as, say, a private company has, where if you look at the final numbers and accounts, you can see what the bottomline is. And the closest approximation which we have found to that is really the GDP growth rate. So we actually do have for some of our officers, especially the more senior officers, a GDP-linked component. If the GDP grows more quickly, there is a larger component. If the GDP does not grow so quickly, that may fall to zero. And we feel that that is also a good way of getting a senior civil servant, particularly as a collective, to focus on outcomes of that type.”
“I think it is an issue of where we have come from, because in the civil service, we did not have, say, 10 years ago, a history of the salary being in performance-related pay. So whenever we have the opportunity, say, a salary adjustment, preference is to put as much of this as possible into performance-related pay so that we actually come closer to, say, what is the market practice where a considerable percentage, maybe 25% or half a person's annual salary typically, is performance-related. I think that is a good principle to follow in the public service too because it encourages public servants to work hard, to do well, to perform well and it also enables the public service bosses to reward those who are working harder, to motivate them so that we can attract and retain those who are good officers and, at the same time, those who are not performing so well, they also get the correct signals.”
“Sir, in fact, Mdm Halimah is right. There are quite a number of jobs in the public service where there are no direct comparables in the private sector. As I explained earlier, where there are direct comparables, we would take the salaries of those types of jobs in the private sector and use those as benchmarks for the public sector jobs. But where there are no direct comparables, what we would do is we say, "A person has a choice. He can either work in that kind of job, or this kind of job if he has this type of qualifications." And if a person with this sort of qualifications is working in the private sector and is earning roughly that amount of money, then if we want to attract the same sort of person to work in the public sector, which has no comparison in the private sector, then we should pay him around that amount of money as well. So we use that principle. It is important that for all our services, all our jobs, we try to find such market comparables or, at least, a way of making a comparison, so that when we pay salaries, we have some basis for doing so. Some have risen quite sharply in the private sector, and others have risen, but it may not have risen as quickly as others.”
“The short answer is, yes, we will consider that. We will consider all these possibilities. We actually do have a scheme now for young officers when they are management associates in the first four years. We have a gap year scheme where they can apply to do that.”
“But we should also be proud of it and give credit where credit is due. Our civil servants afterall are human too, and a simple 'thank you' from time to time will, I am sure, be appreciated and motivate them to do their jobs even better. We will strive to upgrade the service's capability and quality to move it to a higher league. We will improve processes, service delivery and our ability to anticipate and respond to changes and opportunities. But, most importantly, the service must remain attractive to high calibre people. We must pay competitive wages and provide challenging careers for those who join us. With this, we will be better placed to achieve our vision for Singapore to become a world class city state. SESDAQ and Capital Market”
“Indeed, PERC assessed Singapore civil service as the best among the 14 countries surveyed in terms of red tape and how we have resolved the issues of red tape and bureaucracy as impediments to business. I have not watched Jack Neo's movie "Just Follow Law", which Mr Zainudin mentioned. But I have enjoyed some of his earlier movies. I like Jack Neo's movies because they make us look at ourselves - own attitudes and behaviour towards others. If this movie helps Singaporeans and public servants to be more self-aware and improve themselves, I think that would be good. But, of course, when you watch the movie - you are not watching a tutorial - do remember to enjoy yourself, after all, it is meant to entertain, and one can expect it to exaggerate for effect. The public service recognises that there are always rules that can be improved or need to be changed. Since 2002, all public agencies are required to review their existing rules every five years, including regulatory issues that cut across agencies. I do agree though that, ultimately, it is not just rules but people who implement those rules that matter. The service has, therefore, put in much effort to educate public officers to adopt the right mindset. Officers are required to attend the Cut Red Tape workshop at the Civil Service College, where they learn to understand that what matters is the intent and spirit of the rules, rather than merely rigid implementation per se. But I will be the first to admit that we have some way to go yet. Sir, we have a first class public service that is the envy of many other countries. We should not be afraid to criticise it and should feel free to make suggestions to improve it. After all, this is our public service.”
“But we welcome new ideas - like those that Ms Denise Phua is going to suggest - on how we can do this better, and I would be happy to listen to her when she is able to. Graduates, including scholars, who join the service do a variety of jobs which put them in direct contact with citizens, customers and businesses. Examples include negotiating a free trade agreement, counselling a juvenile delinquent, handling a criminal investigation or mediating a labour dispute. These are real jobs where they meet people and have to solve problems together with citizens and customers. Officers who handle policy work are expected to pay attention to ground concerns and involve themselves in the implementation and delivery of the policies. Many Ministries have a job rotation system to give officers a rounded experience. All Administrative Officers undergo an attachment programme to grassroots organisations to better appreciate the issues and needs of ordinary Singaporeans. But the experience and exposure are not limited to just attachments. Officers in the Administrative Service could be seconded to statutory boards, Community Development Councils, NTUC and even the private sector. The public service recognises that there is always room for improvement in policies, systems and processes to be more citizen-focused and customer-centric. Let me give some examples. In 2000, the public service established a Pro-Enterprise Panel to identify and review rules that pose unnecessary constraints and costs to businesses. Two thirds of the panel's members are actually from the private sector. We draw in private sector expertise to help us and to tell us what it is that we can do better. The panel has made headway in getting public agencies to change their rules for the better.”
“For example, last September, the Education Service revised its starting salaries, added promotional grades and increased the retention payment for teachers. Such recently reviewed schemes of service are not too far from their private sector benchmarks. Nevertheless, some services have fallen significantly behind the private sector, especially in the last two years. An example is the Administrative Service which is the key service, from which most top public sector leaders are drawn. Administrative Service salaries have not been reviewed since the year 2000 nor have salaries for the political, judicial and statutory appointment holders which are pegged to the Administrative Service salary structure. We must ensure that public sector salaries stay competitive. Hence, the Government is currently reviewing public sector salaries. We expect to announce the revisions in April. Unlike the last round in 2000, there will not be a uniform, across-the-board large revision. Those services which are lagging significantly behind the market are likely to receive larger adjustments while those which are closer to the market will receive smaller adjustments. We will not just be adjusting salaries, but would take the opportunity to bring salary structures more in line with our philosophy of linking pay to performance. I would like to see as much as possible of the revisions paid in the form of performance-related components. This way, we reward deserving civil servants and sustain a high-performance culture in the civil service. 1.30 pm Besides paying competitive salaries, the civil service also develops our officers for higher levels of contribution. Ms Denise Phua is not here.”
“The attrition rate is higher at the entry level grade at 25%. In several services, even though attrition rates are not yet high, there is evidence that the market has become much tighter. We should not wait till these services are bleeding badly before we move to retain and maintain competitiveness. The civil service has to remain an attractive career option for good calibre people. As private sector wages rise, the wages of civil servants cannot remain stagnant. We do not aim to lead the private sector salaries but we must keep pace. If we are not responsive, we will lose our ability to recruit and keep able people. This will do great harm to Singapore as we would have lost one key advantage over other countries - a clean, competent and effective civil service. Mr Siew asked how we benchmark civil service pay. Each scheme of service is benchmarked to its equivalent in the private sector. For example, the salaries of accountants and lawyers in the private sector serve as benchmarks for the same professions in the civil service. If there are no directly equivalent jobs, we look at jobs in the private sector that are held by employees who have similar types of backgrounds and educational qualifications, eg, graduates or diploma holders. The salary comparisons are based on the total annual salaries which include all annual and performance related components. There are no other additional components. The last major salary revision for the civil service, as pointed out by Mdm Halimah, was in 2000. But, since then, we have reviewed and made adjustments to specific schemes that have fallen behind their market benchmarks and to improve their career structure to make them more competitive.”