1 Mr Vikram Nair asked the Coordinating Minister for Social Policies and Minister for Health given the rising incidence of cancer detection in Singapore, whether there are plans to increase the availability and uptake of screening for common types of cancer in Singapore, such as lung, liver and prostate cancer.
\tThe Minister of State for Health (Ms Rahayu Mahzam) (for the Coordinating Minister for Social Policies and Minister for Health): Mr Speaker, uptake of cancer screening is a matter of health habits, which take time to evolve. Under Healthier SG, regular screening for common cancers, such as breast, cervical and colorectal cancer, is recommended and heavily subsidised, and we hope it will shape positive changes to health-seeking habits over time.
As for screening for lung and liver cancer, it is only recommended for high-risk individuals. As such cancers are less common in the general population and there are limitations in the accuracy of screening tests, general population screening has lower yield compared to more targeted screening and can lead to many false positive results, requiring further investigations and causing unnecessary anxiety.
In addition, to address the burden of disease of cancer, the Ministry of Health (MOH) has been promoting healthier lifestyles, for example, not smoking, limiting alcohol consumption, healthy diets and physical activity, all of which are modifiable risk factors for cancer.
\tMr Speaker: Mr Nair.
\tMr Vikram Nair (Sembawang): I thank the Minister of State. I think cancer screening under Healthier SG is an excellent programme and the earlier you detect, the better. I had recommended a few specific types of cancer in my question. To follow up, the first question I have is, for those who are at higher risk, will their screenings be subsidised by the Government? Second, what is the view on multi-cancers screening tests?
\tMs Rahayu Mahzam: I thank the Member for the question. Mr Speaker, indeed, as a matter of principle, we do want to encourage screening, but when we do so for the general population, we make recommendations and these are highly subsidised. When we do this, we actually make reference to the recommendations by the Screening Test Review Committee and we take deference from that. Because this does mean that we do have to allocate resources and funding to it if we do this for the general population level. For individuals, it is something that we will need to look at and assess, because the prevalence is different and the clinical effectiveness of the tests are different. What we recommend is for patients to have that good relationship with their doctors so that they can individually recommend it accordingly.
To make a scheme out of this is something we need to assess because it will require some separate resourcing.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Increasing Enforcement against Cyclists and E-bike Users for Riding without Helmets, Front and Rear Lights, and Rising against Traffic Flow","subTitle":null,"sectionType":"OA","content":"2 Mr Dennis Tan Lip Fong asked the Coordinating Minister for National Security and Minister for Home Affairs whether the Ministry will coordinate with the Ministry of Transport to increase enforcement efforts against cyclists and e-bike users riding on roads without helmets, front and rear lights for night rides, or riding against the flow traffic in fairness to motorists who may face severe penalties, including imprisonment if found liable for accidents involving cyclists or e-bike riders.
\tThe Senior Minister of State for Home Affairs (Ms Sim Ann) (for the Coordinating Minister for National Security and Minister for Home Affairs): Sir, the Traffic Police (TP) and the Land Transport Authority (LTA) conduct regular enforcement at accident hotspots and locations reported by members of the public, including where unsafe road behaviour by cyclists and e-bike users are observed. TP and LTA enforce against on-road cycling offences, including riding in groups of more than five, without helmets, without front and rear lights, and going against the flow of traffic.
\tMr Speaker: Mr Tan.
\tMr Dennis Tan Lip Fong (Hougang): Thank you, Mr Speaker. I thank the Senior Minister of State for her reply. This is a long-standing riding culture issue, and I have spoken on this previously. The legal duty to keep a proper lookout almost always means that many motorists are often slapped with a minimal level of contributory negligence, whether via TP prosecution or in the civil Courts. With the recent practices of the prosecution and the Courts asking or imposing stricter sentences, including custodial sentences when a person is injured in a traffic accident, I would like to ask the authorities to consider that it would not always be as fair for a motorist to receive harsher punishment if he is involved in an accident with a cyclist who is blatantly not compliant with the law, for example, riding against traffic, beating red lights, not having lights at night or even not wearing helmets and risking more serious injury during an accident.
I would also like to ask the Ministry of Home Affairs to take sterner actions to stop or reduce these unsafe and illegal practices to achieve better parity with the legal risks faced by motorists on the roads and work with LTA to improve the cycling culture.
Finally, beyond patrols and spot checks, how is the Ministry leveraging on closed-circuit televisions or other methods to identify repeat offenders riding against traffic or without lights?
\tMs Sim Ann: First of all, I want to thank Mr Dennis Tan for his strong support for road safety. Indeed, we need all groups of road users, whether they are motorists, riders or pedestrians, to take more care in order for us to reduce the rate of accidents, especially accidents leading to injuries and fatalities.
As for culpability, when TP investigates cases and when assessing what kind of charges should be preferred against those who violate traffic rules, culpability will be assessed holistically. And so, I wish to assure the Member that the circumstances will be looked into, and it would not be the case where there will always be one type of road users who are blamed disproportionately. The entire situation of how the accident was caused must be looked into and I believe that is also the approach that our Courts take.
And as for repeat offenders, cyclists and e-bike users are treated like our cars and other kinds of motorised vehicles on the roads in the sense that we expect them to keep to our traffic rules, we expect them to observe them. The kinds of enforcement that we take are also similar.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Strengthening Long-term Healthcare Workforce Sustainability while Maintaining Care Standards","subTitle":null,"sectionType":"OA","content":"3 Dr Choo Pei Ling asked the Coordinating Minister for Social Policies and Minister for Health in light of global competition and rising domestic demand for healthcare manpower (a) how Singapore is strengthening long-term workforce sustainability while maintaining care standards; and (b) whether workforce planning assumptions are being reviewed to ensure resilience amid tightening regional labour markets.
\tThe Senior Minister of State for Health (Dr Koh Poh Koon) (for the Coordinating Minister for Social Policies and Minister for Health): Sir, ensuring an adequate healthcare workforce to meet rising healthcare demand is a foremost priority for the Ministry. We adopt a multi-pronged workforce strategy to ensure sufficient healthcare manpower while maintaining care standards and regularly update our plans as circumstances change.
Our focus continues to be to build up the local core of our healthcare workforce through diversifying training pathways, increasing local intakes for healthcare programmes and ensuring that job roles are attractive and salaries are competitive. We bring in qualified foreign healthcare workers in areas of shortfall. And to ensure resilience, we diversify the sources of foreign recruitment and secure government-to-government bilateral manpower cooperation agreements with regional countries.
We will continue to invest in good preventive health and right-site patients to appropriate care settings to keep our healthcare system sustainable.
\tMr Speaker: Dr Choo.
\tDr Choo Pei Ling (Chua Chu Kang): Thank you, Mr Speaker, and thank you to the Senior Minister of State for the response.
Beyond expanding training capacity and recruitment, how is the Ministry redesigning care models and workforce structures so that productivity gains translate into more sustainable workloads? Beyond that, how are we strengthening retention of experienced mid-career and senior healthcare professionals whose institutional knowledge is critical to long-term resilience? And finally, as demographic and disease trends evolve in the next decade, how is our workforce planning being aligned with broader healthcare transformation efforts to ensure that sustainability is present beyond immediate capacity expansion?
\tDr Koh Poh Koon: Sir, I thank the Member for her three supplementary questions. As I will be giving a more holistic treatment of this subject on healthcare manpower in my Committee of Supply speeches, I will be brief on the three supplementary questions.
For the first supplementary question on how we are redesigning care models to ensure the workloads are sustainable, I would just briefly say that we are shifting from more team-based care to a more shared care model, in which we allow more cross training among the healthcare professionals in adjacent domains, so that they can provide more shared care for patients who may need a lower acuity of care outside their area of expertise. For example, among the allied health professionals, a physiotherapist and occupational therapist may share the same patient, for which they can provide some degree of support or guidance to a patient who needs an adjacent sector of care. So, that would not require an overburdening of another fellow professional, for which they can give simple advice in their own capacity.
We will also be doing care team transformation. So, one idea is to then change the idea of a specialist being always the principal doctor in charge of a patient to having someone else who can coordinate the care other than a specialist, so that the workload can be better distributed and care is less fragmented.
On the second supplementary question on strengthening retention of more senior or mid-career professionals in the healthcare sector, as I said in my main reply, we looked at making sure the salary is competitive compared to other sectors so that there will be a good reason to retain them, but also making sure that they are able to practise at the top of their licence. So, through redesigning the job and making the career progression pathway a lot more seamless and more fluid, we allow these professionals to practise at the top of their licence so that they actually have satisfaction in their professional career.
But beyond their own professional satisfaction, we also want to make sure that the work environment is one which is inclusive and supportive. So, each of our healthcare clusters have a Chief Welfare Officer that looks at the welfare initiatives to encourage and support our healthcare staff who work under reasonably stressful situations.
And finally, we also have systems in place to prevent harassment and abuse at the workplace of our healthcare professionals and we take a zero tolerance stance. So, we also send a signal that we are protecting their workspaces and supporting them in the work that they do.
The third supplementary question on how the workforce planning is being aligned with care transformation, I will briefly say that we are also creating new career tracks. For example, in the hospital setting, we are creating a new category of career track for doctors. We call them hospital clinicians. These are pegged similar to how a specialist would progress in the hospital and by doing so, we open up pathways for doctors even within the hospital setting to have fulfilling careers. And in the primary care sector, we have also announced that we will grow the pool of family medicine specialists, designating family medicine as a specialty itself, so that we can then grow the pool of general practitioners who are prepared to train at a higher level and deliver care at a higher level of acuity in the community, and thereby aligning that with our overall transformation to community care settings and helping patients to accept their care in the community.
Mr Speaker: Mr Cai Yinzhou.
\tMr Cai Yinzhou (Bishan-Toa Payoh): Thank you, Speaker. Thank you, Senior Minister of State for the reply. I have a question regarding foreign domestic workers in Singapore. I understand we have 300,000 foreign domestic workers who form about one-fifth of our foreign workforce. Many of them work in the homes in the care settings at home, taking care of seniors with a range of conditions as well, some more severe than others.
May I ask the Senior Minister of State if we are considering having a professionalised track for foreign domestic workers to specialise in the aspect of palliative or geriatric care, considering that is part of what they are already doing at home, in order to professionalise our home care setting?
My second question is also for foreign domestic workers who are really good in taking care of seniors. Sometimes, after the seniors pass on, they are unable to continue taking care of another senior in another home setting. Do we have options for these foreign domestic workers to progress to also join the community care sector as a care staff, or even nurses as well?
\tDr Koh Poh Koon: Sir, the short answer to that is that we have no plans to turn foreign domestic workers into healthcare professionals in the formal sense.
Mr Speaker: For those who want more details, stay back for the Ministry of Health Committee of Supply taking place in the next two days.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Impact on Inflation with CDC Vouchers Given to Singapore Households Regardless of Socio-economic Status","subTitle":null,"sectionType":"OA","content":"4 Mr Lee Hong Chuang asked the Prime Minister and Minister for Finance whether giving out CDC vouchers to every Singaporean household regardless of socioeconomic status results in worsening cost-of-living due to demand-pull inflation.
\tThe Senior Parliamentary Secretary to the Minister for Finance (Mr Shawn Huang Wei Zhong) (for the Prime Minister and Minister for Finance): Mr Speaker, the Community Development Council (CDC) Vouchers Scheme is one of several measures introduced to help Singaporeans manage their cost of living.
There is no evidence that the CDC Vouchers Scheme has worsened the cost-of-living due to inflation. The Consumer Price Index (CPI)-All items inflation has moderated in recent years, from 4.8% in 2023, to 2.4% in 2024 and 0.9% in 2025, even though the quantum of CDC vouchers increased over that period.
\t
\tMr Speaker: Mr Lee Hong Chuang.
\tMr Lee Hong Chuang (Jurong East-Bukit Batok): I want to thank Senior Parliamentary Secretary Shawn Huang for his reply. I just have one supplementary question. Has the Government conducted any studies to what extent the CDC vouchers have helped households manage the cost of living?
\tMr Shawn Huang Wei Zhong: I thank the Member for the question. The Government regularly reviews the effectiveness of our schemes to ensure that they continue to help Singaporeans manage cost of living concerns.
Over the years, in response to high inflationary pressures, we have progressively reviewed and enhanced the Assurance Package (AP) with additional cash, U-Save, Service and Conservancy Charges (S&CC) rebates and CDC vouchers. And in total, we actually increased the support delivered via the AP from an initial $6.6 billion in 2022 to more than $10 billion in 2025. These enhancements have fully offset the expenditure increases arising from high inflation for lower-income households and substantially offset the expenditure increases for middle-income households each year from 2022 to 2025.
The Government also provides substantial structural support to help Singaporeans manage major costs of living concerns, like education, healthcare, housing and retirement. And on top of this, we also provide targeted structural support for vulnerable groups, such as the Workfare Income Supplement Scheme for lower-wage workers, the Fresh Start Housing Scheme for lower-income families and the Silver Support Scheme for seniors who had low incomes in their working years. And when necessary, we will complement these structural measures with one-off additional support for households. This approach allows us to provide more responsive and targeted support while remaining fiscally prudent.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Reviewing CDC Vouchers Eligibility in View of Distinct Family Nuclei Residing in Same Address for Caregiving Purposes","subTitle":null,"sectionType":"OA","content":"5 Dr Hamid Razak asked the Prime Minister and Minister for Finance (a) whether the Ministry will review the CDC Vouchers eligibility framework to consider caregiving arrangements where related but distinct family nuclei reside at the same registered address, such as married children living with parents for caregiving purposes; and (b) whether alternative criteria may be used to recognise them as separate households.
\tThe Senior Parliamentary Secretary to the Minister for Finance (Mr Shawn Huang Wei Zhong) (for the Prime Minister and Minister for Finance): Mr Chairman, the Community Development Council (CDC) Vouchers Scheme is a broad-based scheme designed to help all Singaporean households with daily expenses.
The CDC Vouchers Scheme is complemented by schemes that support the different family circumstances of Singaporean households, such as the Assurance Package Cash, Child LifeSG Credits and the Silver Support Scheme for eligible households.
For caregivers, the Government has, over the years, increased subsidies for long-term care services and enhanced the Home Caregiving Grant and the Seniors’ Mobility and Enabling Fund to provide greater financial relief to caregivers. Caregivers can also apply for the Migrant Domestic Worker Levy Concession if they need more help to care for their loved ones.
The Government will continue to regularly review our measures to ensure Singaporeans in need of help will receive the appropriate support.
Mr Speaker: Dr Hamid Razak.
\tDr Hamid Razak (West Coast-Jurong West): Thank you, Mr Speaker, and I thank the Senior Parliamentary Secretary for the reply. Earlier this month, I think, Member Yeo Wan Ling did ask about unrelated Singaporean households living in the same registered address, and the Ministry had replied that those are easily appealed through a process.
This question is actually stemming out of some of my households in Jurong Spring and Gek Poh, where family nuclei are residing together. For example, a daughter who has moved out of a place to live in with a senior mother or grandparent, and looking after them full-time with her own family, living with her young children. And because they are related, they are unable to appeal for the CDC vouchers. So, this household actually has a fair number of individuals living in a single registered address and they have to change the address because, legally, they are required to do so since they are living permanently with someone else. So, these households have maybe about eight to nine people each. And these appeals unfortunately did not get through.
So, I appreciate that Senior Parliamentary Secretary has said that the Ministry will continue to review the criteria. Hopefully, if the data shows that there are growing number of households with such situations, one of the ways we can do is with what fellow Members have asked for during the course of the serious debates, to perhaps look at the number of persons in the household and maybe we can have a calibrated approach to the quantum of CDC vouchers given to larger households in Singapore.
\tMr Shawn Huang Wei Zhong: I thank the Member, Dr Hamid Razak, for providing that feedback and we will most certainly take it back to consider.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Percentage of Households with Utility Bill Arrears","subTitle":null,"sectionType":"OA","content":"6 Mr Abdul Muhaimin Abdul Malik asked the Minister for Sustainability and the Environment (a) whether the percentage of households with utility bill arrears has increased over the past five years; and (b) how will the Ministry ensure that lower-income households with utility arrears are well supported so that their electricity and water supplies are not disrupted.
\tThe Senior Parliamentary Secretary to the Minister for Sustainability and the Environment (Ms Goh Hanyan) (for the Minister for Sustainability and the Environment): Sir, over the past five years, the percentage of households with utility bills in arrears for six months or more have decreased from about 0.5% to 0.2%.
The Government provides targeted support to those who may require assistance with their utility bills. Eligible lower- and middle-income Housing and Development Board households enjoy U-Save rebates to help offset utility expenses. Resident households that require additional financial assistance can tap on various community and social assistance schemes.
For households with more severe arrears, water supply will not be shut off. Instead, flow restrictors are installed to reduce the rate of flow of water to these premises and normal flow of water will be restored once the arrears are paid off. These households will also be offered the Pay-As-You-Use scheme for their electricity supply until outstanding arrears are settled.
Mr Speaker: Mr Abdul Muhaimin.
\tMr Abdul Muhaimin Abdul Malik (Sengkang): The current U-Save rebate framework is tiered by flat type, not by household need or circumstance. Is the Ministry aware that low-income families caring for sick or disabled members at home, such as those requiring home oxygen or concentrators, electric suction machines, motorised wheelchairs on charge or frequent bathing due to incontinence, face structurally higher utility consumption that is not of their choosing? Will the Ministry consider recognising caregiving needs as a distinct basis for enhanced utility support?
\tMs Goh Hanyan: I thank the Member for his supplementary question. We all recognise that different households beyond room types may have different needs depending on the composition of their household.
Currently, as the Member mentioned, the U-Save rebates are organised based on room types. If we are required to look at further circumstances of the household, this will then necessitate further gradation of that classification. So, it will require further study.
But I do want to point out that beyond U-Save rebates, there are other forms of assistance that recognise these different caregiving needs, as explained by the responses in the earlier Parliamentary Questions related to caregiving, as well as other form of community assistance provided by, for example, the Community Development Councils.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"More Outcome-based Work Arrangements, Rather Than Time-based Models","subTitle":null,"sectionType":"OA","content":"7 Ms Valerie Lee asked the Minister for Manpower (a) whether the Ministry has studied ways to encourage a shift towards more outcome-based work arrangements, rather than structured time-based models, where appropriate; and (b) what measures are in place to support employers and employees in adopting such practices while safeguarding productivity and employee well-being.
\tThe Senior Parliamentary Secretary to the Minister for Manpower (Mr Shawn Huang Wei Zhong) (for the Minister for Manpower): Both employers and employees may benefit from outcome-based work arrangements, where the nature of the job allows. However, such a model may not be suitable for jobs that would require shift work or a physical presence. Many professionals, managers and executives (PMEs) already work on the basis of delivering successful outcomes with limited tracking of work hours. As our workforce profile and the nature of jobs continues to evolve, we may expect more employers and employees to adopt such flexible work arrangements.
The Tripartite Guidelines on Flexible Work Arrangement Requests sets out the process for workers to formally request for flexible work arrangements and for employers to consider these requests on reasonable business grounds. As part of implementation, employers and workers should mutually agree on the outcomes and how to track them.
The Government also supports employers in adopting technology and redesigning jobs through enterprise and workforce transformation initiatives so that work can be done more efficiently. This enables workers to deliver higher value in less time, improving productivity and enabling outcome-based approaches to work.
Even as some work arrangements move towards outcome rather than time-based management, we recognise the need for employees to have healthy work-life boundaries. The Tripartite Advisory on Mental Health and Well-being at Workplaces sets out good practices for employers that support the well-being of their workers, including setting reasonable expectations of after-hours work communications and communicating them to employees. Such practices could include not requiring employees to respond to non-urgent work-related messages and emails until the following working day.
Mr Speaker: Ms Lee.
\tMs Valerie Lee (Pasir Ris-Changi):Thank you, Speaker, and thank you to the Senior Parliamentary Secretary. I have two supplementary questions.
Has the Ministry studied the correlation between flexible results-oriented work models with productivity?
And second, this question honestly was inspired by one of my residents who work for the Ministry. Has the Government, for public servants, demonstrated a work performance management system that weighs heavily on outcomes rather than time spent at work, meaning a Government-led work performance management system?
\tMr Shawn Huang Wei Zhong: I thank the Member for the two supplementary questions. For the first supplementary question, there is no specific particular study that will measure specific outcomes between flexible work arrangements and key performance. That is from the Ministry side.
But our survey results, from the National Trades Union Congress (NTUC) and also from our workers, show that flexible work arrangements are ranked number one in terms of preferred requirements, compared to other leave and even financial contributions. They appreciate such arrangements because they will have flexibility in taking care of their children, they have flexibility in providing caregiving needs as required.
In fact, this conversation should be between workers and employers as well – having a good conversation on what are the performance work outcomes required, and what are the tools and redesigning of the workplaces required to achieve productivity increases.
In terms of performance, we leave it to the market and also the employers to determine what is the best performance and what is value for money.
For the second one, within Ministries in terms of requiring work performance, I think, there is always a balance. Also, because within the Government, there is a myriad of roles. Some require presence and time, especially for security personnel, and some are mainly pure outcomes. And so, we work in very different ways and based on that tiering, we leave it to the supervisors to manage the staff and how they deliver those outcomes.
Mr Speaker: Assoc Prof Jamus Lim.
\tAssoc Prof Jamus Jerome Lim (Sengkang): If I may build very quickly on the second supplementary question by Member Valerie Lee. I am wondering the extent to which the Government actually monitors and ensures that Government-affiliated institutions, such as our autonomous universities, also respect these kinds of flexible work arrangements.
I ask because of news reports that speak to how academics at the National University of Singapore, where outcomes are certainly the main way that we measure academic performance and are nevertheless forced to spend a significant amount of time in the office even though outcomes ultimately are the way that their performance is measured.
\tMr Shawn Huang Wei Zhong: I thank Member Assoc Prof Jamus Lim for that particular question. In fact, flexible work arrangements are considered pretty nascent. I think the entire job market is also learning. Employers and employees are learning how to make those requests and employers are learning different ways in terms of flexi load – whether it is flexi place, flexi time as well – on how they deliver flexible work arrangements.
On that note, in terms of the autonomous universities, it is an autonomous university. We leave it to the universities to decide how they determine outcomes and performance, and we encourage them to have deeper conversations with their employees and staff on their flexible work arrangements. And if they need any help, they can always approach Tripartite Alliance for Fair and Progressive Employment Practices; if not, the Institute for Human Resource Professionals; if not, then NTUC. There are many toolkits and resources made available online and we are happy to help with that conversation.
Mr Speaker: Order. End of Question Time. The Clerk will now proceed to read the Order of the Day.
[Pursuant to Standing Order No 22(3), provided that Members had not asked for questions standing in their names to be postponed to a later Sitting day or withdrawn, written answers to questions not reached by the end of Question Time are reproduced in the Appendix.]
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Estimates of Expenditure for the Financial Year 1 April 2026 to 31 March 2027","subTitle":"Committee of Supply – Paper Cmd 4 of 2026","sectionType":"OS","content":"[(proc text) Order read for consideration in Committee of Supply [4th Allotted Day]. (proc text)]
[Mr Speaker in the Chair]
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Committee of Supply – Head K (Ministry of Education)","subTitle":"A competitive, connected and resilient economy, with diverse pathways and opportunities for all","sectionType":"OS","content":"[(proc text) Head K (cont) – (proc text)]
[(proc text) Resumption of Debate on Question [2 March 2026], (proc text)]
[(proc text) \"That the total sum to be allocated for Head K of the Estimates be reduced by $100.\" – [Mr Darryl David]. (proc text)]
[(proc text) Question again proposed. (proc text)]
The Chairman: Minister Desmond Lee.
The Minister for Education (Mr Desmond Lee): Mr Chairman, as a small nation without natural resources or hinterland, Singapore's success has always depended on our people. Education has been a core engine that equips Singaporeans with what they need to take on new challenges.
In the post-Independence years when survival was priority, we focused on basic education. In the 1970s, we shifted away from a one-size-fits-all approach and improved educational outcomes through streaming and differentiated pathways. From the late 1990s, we broadened our definition of success by recognising diverse strengths and abilities.
Since the 2010s, we have increased emphasis on students' holistic development and strengthened lifelong learning. During the Budget and Committee of Supply (COS) debates, Members spoke about the uncertainty and challenges brought about by the geopolitical paradigm shift, artificial intelligence (AI) and the existential threat of climate change, and proposed many ways to better prepare Singaporeans, through education, for the future.
I thank Members for your suggestions, which we will study carefully.
In our next bound of education reform, we want to support every Singaporean to learn and reach their full potential, regardless of their starting point, and to seize opportunities in a fast-changing world. In line with Prime Minister Lawrence Wong's call for a \"we first\" society, we will \"Learn For Life, Together\".
Today, I will speak about how we will refresh our education system in three ways.
First, we will learn together. Students of different strengths and needs will be developed to their full potential. We will also uplift disadvantaged students and support those with Special Educational Needs (SEN).
Second, we will grow together. To prepare students for the future, we will further strengthen our focus on holistic development, where students develop core values and critical life skills, and learn to interact and build bridges across differences, instead of just chasing after academic grades.
We will also encourage and equip our students to be innovative and enterprising, to pursue deep learning in an AI-transformed world and support them in their journey towards lifelong learning.
Lastly, let us work together, educators, parents as well as industry and community partners, to build a stronger education ecosystem.
My colleagues will share in greater detail how we will achieve some of these efforts. Senior Minister of State David Neo will speak about creating a student-centric education system. Senior Minister of State Janil Puthucheary will explain how we support lifelong learning beyond schools. Minister of State Jasmin Lau will share how we are preparing Singaporeans for an AI-transformed future. And Senior Parliamentary Secretary Syed Harun will set out our efforts supporting students with SEN and strengthening bilingualism.
Let me turn to the first theme of learning together. Our education system serves a broad spectrum of learners. Through Full Subject-Based Banding (Full SBB), students can build on their strengths in different subjects and learn at their own pace. We stretch those with academic strengths and talents, while providing additional support to disadvantaged students.
Let me share the progress we have made so far. Over the years, we have made moves to customise education. Notably, Full SBB allows secondary school students to take subjects at different levels based on their strengths, interests and learning needs. The first cohort of students under Full SBB will be sitting for the Singapore-Cambridge Secondary Education Certificate (SEC) examination in 2027 and will progress to post-secondary education in the following year.
This common examination gives us the opportunity to streamline several admissions exercises into a single Post-Secondary Admissions Exercise for admissions to junior colleges, Millennia Institute, polytechnics and the Institute of Technical Education (ITE) in the year 2028, which will improve students' user experience and decision making. My colleague Senior Minister of State David Neo will provide more details later.
Another move we implemented this year is to allow students who did well in Mother Tongue at the Primary School Leaving Examinations (PSLE) to take up Higher \tMother Tongue from Secondary 1, regardless of their overall PSLE score. This will give around 2,500 more students the opportunity to pursue their passion for their \tMother Tongue language. It is part of our broader effort to recognise and nurture the students' strengths as well as interests.
Mr Darryl David and Assoc Prof Jamus Lim asked for smaller class sizes to better customise education. Ms Denise Phua called for a flexible class size model, right-sized and fit for students' needs.
This proposal has been raised over the years by Members from both sides of the House. We agree that having smaller class sizes can improve teaching and learning, as teachers can better cater to the learning needs of their students especially those who need more support. That is precisely why we have smaller class sizes for students with greater needs. We deploy more teachers and allied educators to support and scaffold their learning and channel more of our resources to help them learn.
The average form class size for primary and secondary schools is 34 and 33 today, respectively. In upper primary, foundation subjects are taught in smaller classes, which in most instances can be 10 to 20. For the Learning Support Programme, its class sizes are of about eight to 10. And in Full SBB, different subjects range between 20 and 40 students, based on students' learning needs and the nature of the subject.
We are learning from our experience, over the last few years, with smaller class sizes for students with greater needs, and are studying how best to calibrate class size to bring about engaging and effective learning environments for our students, while managing teacher workload.
Assoc Prof Lim asked why we cannot simply hire more teachers to bring class sizes down. He took issue with the Ministry of Education's (MOE's) explanation that it is not easy to hire many more teachers and that quality may suffer. But these are not trivial challenges.
We have already ramped up teacher recruitment significantly – from 700 the year previously, to a current target of over 1,000 new teachers a year. That is already a 40% increase. And last year, we recruited over 1,300 teachers. But we would need to increase this much further to achieve across the board class size reductions.
At the same time, we are contending with a tight labour market, especially for those we want to recruit as teachers. We need to select not just for those with qualifications, but also the aptitude to teach and the heart to nurture future generations. Yet our local workforce growth is slowing and Singaporeans have many attractive career options in the public and private sector. So, this is hardly a simple fix.
Assoc Prof Jamus Lim also suggested hiring more allied educators. In fact, as I shared in November, we have doubled the number of allied educators in priority areas, such as counselling and special education needs across all schools, over the last 10 years, from about 800 to 1,600.
The number of administrative support staff in each school has also increased, from around six to around nine in the same period, to help teachers offload some of their administrative workload.
In expanding our allied educator pool, we are focused on the high priority, more specialised support functions that our schools and teachers need the most, such as school counsellors and SEN officers. They play important complementary roles alongside our teachers in supporting students of different strengths and needs.
To achieve this, with the limited manpower available, we have been progressively scaling back the deployment of allied educators in teaching and learning and helping them to transition into roles of greater need over the past nine years, through work attachments and training. This was reported in the media in 2016, a Parliamentary Question by Nominated Member of Parliament Yip Pin Xiu in 2019, a Parliamentary Question by Member of Parliament Leon Perera in 2020 and a Parliamentary Question by Assoc Prof Jamus Lim in 2025.
So, contrary to the Member's claim, this was not a new shift announced in tandem with the increase in teacher recruitment. I thought to set the record straight to soothe the \"sucker punch\" that the Member said he felt and to make clear that the Ministry had not been disingenuous.
Assoc Prof Lim also suggested that co-curricular activities (CCAs) and Learning Journeys are secondary to classroom instruction, and can thus be outsourced to free up teachers' time so that they can teach more academic classes.
While MOE has indeed been bringing in more coaches, instructors and administrators to help relief teacher workload by running CCAs, let us be clear. CCAs are an important part of holistic development and our teachers' role in CCAs are not merely administrative. They help nurture our students to develop critical social, emotional competencies.
So, if we were to reduce class sizes by restructuring teachers' duties and ask them to teach more academic classes, we would need to weigh the possible impact on students' holistic development and teachers' overall working hours.
As you can see, the considerations underlying class sizes are not simple and straightforward. But Assoc Prof Jamus Lim, Mr Darryl David and Ms Denise Phua can be assured that we are studying them carefully to better support our teachers and students in a sustainable way for the long term.
Next, as announced in 2024, we will refresh how we support students with academic strengths and talents, and discontinue the Gifted Education Programme (GEP) in its current form. We are ready to share some of our implementation details.
Today, all primary schools already offer school-based programmes beyond the curriculum to stretch and challenge students who have strengths and talents in English, mathematics and science.
Take Blangah Rise Primary for instance. They have debate competitions and Excellence 2000 (E2K) math and science. As the Prime Minister had shared at the 2024 National Day Rally, we will broaden access to such school-based programmes, from around 7% of the cohort today to 10%.
On Ms Elysa Chen's queries, these students will be taught by trained educators. Today, almost all primary schools have at least five teachers trained to teach such students. Where needed, MOE will provide additional teacher resourcing to schools. Teachers and school counsellors will also be given training, curriculum resources and professional development.
Through these, schools can better support their students, encouraging exploration, creativity and personal ownership of learning. Students who can benefit from further stretch can choose to attend centre-based advanced modules after school, at a nearby school centre. They will no longer need to leave their school and transfer to another school that hosts the GEP for daily learning. Instead, they will remain in their own schools and continue to learn with their friends.
Besides English, mathematics and science, there will be interdisciplinary modules inspired by real-world problems. To be clear, these modules are not intended to give students a leg up in examinations. Rather, they are designed to further cultivate curiosity, creativity and critical thinking.
Take, for example, the interdisciplinary module on \"Playgrounds\". Students will explore them as community systems, integrating social studies, science and mathematics to tackle real world design challenges. They will study how to make such spaces safe, investigate the science of movement, and through empathy exercises, design inclusive playgrounds for diverse users.
Last year, we conducted a trial of these modules, which was well-received. Compared to the current GEP cohort, at least double the number of students will be able to take these centre-based modules, which cater to students with strengths in both specific as well as multiple domains. As a start, there will be 15 centres hosted by primary schools across Singapore, such as Palm View Primary and Yew Tee Primary. These schools have good geographical spread and are accessible via public transport. The centre locations will be reviewed periodically.
The first batch of Primary 3 students will participate in a standardised one-stage identification exercise this August, instead of the current two-stage process. Schools can also identify students using additional resources of information, such as teacher observations and students' work. Rather than having a single entry point at Primary 4, students can also join at the end of each semester at Primary 4 and Primary 5, making this more porous.
Next, let me speak about how we are helping students from disadvantaged backgrounds.
Education has helped spur social mobility in Singapore. We want our children to know that as long as they are prepared to put in effort, they can do well in life regardless of their starting point.
We would like to assure Mr David Hoe and Mr Abdul Muhaimin that MOE provides additional support for disadvantaged students in their education journey and that financial barriers will not impede their educational aspirations and progression.
From Academic Year 2026, we raised the income eligibility criteria and financial assistance amount for Singaporean students to benefit 31,000 more students from lower- to middle-income households. In total, about 133,000 students will benefit annually. In addition, students from lower-income households can tap on the MOE Opportunity Fund for co-curricular activities, learning experiences and personal learning devices.
Mr David Hoe will be glad to hear that we also have measures to support these students' aspirations. Today, about 100 primary and secondary schools, with a higher proportion of students from lower-income households, receive additional resourcing for after-school programmes. These include mentoring, interest-based activities and learning journeys, which broaden students' perspectives and develop their aspirations.
The Centennial Fund Award also supports polytechnics and ITE students from disadvantaged backgrounds by providing mentorship to guide them on their career and life goals. Let me share with you Sally's journey. Sally, whose name has been changed to protect her privacy, is a Primary 6 student at Naval Base Primary School. She was anxious in school and lacked confidence in her studies because of her challenging home environment and her burden of having to care for her younger brother after school each day.
Sally's teachers encouraged her to join the school's Beacon for Life programme, which is an after-school programme supported by MOE, which offers academic support as well as activities that build teamwork, resilience and emotional well-being. The school also worked with community partners to customise support for Sally and Sally's family also received Ministry of Social and Family Development (MSF) ComCare and assistance from a Family Service Centre.
The wraparound care and support given to Sally helped build her confidence in school and social interactions. Today, Sally participates actively during lessons and her CCA. Sally's journey illustrates what we can achieve when schools and communities collaborate closely to uplift our students and their families. MOE will strengthen our support for disadvantaged students like Sally and schools' partnership with the community in support of ComLink+.
Existing initiatives, such as Uplifting Pupils in Life and Inspiring Families Taskforce (UPLIFT) Enhanced School Resourcing and Guiding and Empowering students for Affiliation and Resilience to Unlock their Potential, which respectively provide additional resourcing and school support, such as afterschool programmes, will be streamlined into one single support package, which we will further enhance.
From this year 2026, we will devote even more resources to schools, expanding the number of schools with additional manpower and funding, from 100 to 157. Our schools will provide customised support to students, by strengthening partnerships with community stakeholders, such as self-help groups and others.
We will also provide stronger and more timely wraparound support for students and their families by tightening coordination between schools and key agencies, such as Social Service Offices and Family Service Centres. Our goal is clear: we want every child in our schools to achieve his or her full potential, regardless of background. But that would mean all of us have to work even more closely together.
Next, we have made significant progress over the years in supporting students with moderate-to-severe SEN, who attend Special Education (SPED) schools. This includes enhanced curriculum quality through a National SPED Curriculum; strengthening partnerships between General Education and SPED schools; and professionalising SPED educators.
We thank families, social service agencies (SSAs) and other Government agencies, who partner us in the broader SPED ecosystem. Through our collective efforts, we help students live independently; learn for life; participate meaningfully in the community; and sustain meaningful employment for those who can access work. We will work with SSAs to build more SPED schools and provide more SPED school places amidst rising demand, while continuing to support students with SEN in our mainstream schools. My colleague, Senior Parliamentary Secretary Syed Harun will share more details later.
Let me now turn to our efforts to help our students develop holistically. Our education system has long been recognised for its academic rigour and excellence. While these remain important, they have never been our only focus.
As our world rapidly transforms, we do not want our students to simply be good at aceing exams today. We want them to be trailblazers for tomorrow. This calls for a reimagining of education – a reform and refresh of how we prepare our students to be resilient, well-rounded and thoughtful.
To achieve this, one challenge we must first confront honestly is the education arms race. Many parents still regard the PSLE and Direct Schools Admissions (DSA) as measures of success, which is perfectly understandable. If we were to look deeper, these perceptions stem from the belief that getting into popular schools will help their children do well in life. The fixation on grades and achievements and the excessive competition it generates, draws us away from what really matters. It diminishes the joy of learning, it takes time away from character building and it pits our children against one another.
We know it takes more than just academic grades to do well in life and in the workplace. Preparing for the future, especially one that is so uncertain, means anchoring our education system in holistic development.
To reduce the over-emphasis on academic grades, we have, in recent years: replaced PSLE T-scores with broader Achievement Levels; reduced the number of subjects required for junior college admission from six to five from 2028; and allowed students to offer one \"Best\" subject at minimally G2 level – or Normal (Academic) level equivalent – for polytechnic admission from 2028. We will build on this momentum and study moves to further break away from the education \"arms race\" in favour of more holistic development.
Ms Denise Phua, Assoc Prof Kenneth Goh and Ms Eileen Chong share our intent to reduce the stakes of our assessment milestones. We are not closed off to any ideas and will consult widely. For example, we are prepared to review how we conduct milestone exams and how the difficulty of such examinations should be calibrated; how DSA can be enhanced to strengthen student development, selection and its accessibility, so that it continues to meet its objectives; and how we post students to secondary schools, including the viability of through-train options, as discussed and suggested by Ms Denise Phua, amongst other areas.
Over the years, many Members of Parliament (MPs), and most recently Mr Foo Cexiang at the Budget debate, have raised questions about why there is a need to set challenging questions at PSLE for secondary school selection. Ms Eileen Chong had also asked to remove the competitive grading element in PSLE.
To address these questions, we must first consider what the role of PSLE is. The PSLE serves as a checkpoint to assess students' understanding of core concepts and skills in the primary school curriculum. It helps guide students into appropriate secondary school subjects and pathways that will best support their learning aspirations and needs. To do this, we need a fair and consistent benchmark across all primary schools in Singapore and for students across all backgrounds.
The PSLE today has a range of questions of varying difficulties, to help us identify students who might need more support with building up their foundations, as well as students who can benefit from further stretch in their next stage of learning. As such, every PSLE paper has a carefully calibrated balance of questions to cater to students of different abilities – 85% are easy and moderate, with 15% challenging questions.
For challenging questions, Members may like to know that students are provided with scaffolding support to help them apply the concepts and skills that they have learned in less familiar contexts. With your permission, Mr Chairman, may I ask the Clerks to distribute a mathematics question?
The Chairman: Please proceed. I hope it is an easy one. [A handout was distributed to hon Members.]
Mr Desmond Lee: There is a pen/pencil on the left side of your seat. You may use your calculators on your mobile phones. But AI is not permitted. [Laughter.]
We will give you a few minutes to do page one. Look at page one and not page two, so that I can demonstrate to you what I have just said. Page one shows two rectangular containers, X and Y. Ray poured one-fifth of the water from X into Y to fill it completely, and then, Sarah poured all the water from Y in X, and 120 cm3 of water overflowed from X. What was the height of X? In the spirit of collaboration, you can consult your neighbours, across party lines is fine.
This problem assesses problem-solving skills, by testing how students apply mathematics in less familiar situations. In this case, the overflow of water, with real-world applications in future, such as engineering. As you can see, this question is a bit more challenging. I will give you a few more minutes. Put your name and your seat number, and we will collect it later. [Laughter.]
All ready? Yes? Turn over the sheet and compare this with the question on the next page. This is essentially the same question, but structured, meaning that the question has two parts: (a), two marks; and then, (b), three marks, versus the first question, that dives straight in, five marks at one go.
Part (a), if you look at it, is included to guide students to first find the volume of water in container X, which is the first step to solving the problem. Most students can solve part (a) and this is considered easy. Part (b) is more demanding, because when water was poured back from Y to X, some water overflowed. This assesses students' critical thinking to account for this change. But this is all based on the primary school syllabus and does not require knowledge beyond the syllabus.
The difference between the two questions, on page one and page two, is clear; and the second question, on page two that you are looking at, was a maths question from PSLE back in 2022. To help our students, challenging questions are often structured with scaffolding to help students attempt them progressively.
On this note, we agree with Ms Eileen Chong that examinations, such as the PSLE, should not define students' self-worth. We also agree with Ms Denise Phua and Assoc Prof Kenneth Goh that our schools should not just focus on academic results, and they indeed do not.
Because we recognise that ultimately, while grades might be the boat that gets you out to sea, it is resilience that keeps you afloat when storms hit; it is adaptability that helps you navigate changing currents; it is creativity that helps you spot new horizons; and it is interpersonal skills that will bring others with you in your journey.
And therefore, our schools seek to nurture students for life, and we broadly do it in two ways.
Members can continue working on the questions; we can cross-reference the answers later.
So, what are these two ways? First, we place a lot of emphasis on holistic development. At the primary, secondary and junior college levels, students develop 21st Century Competencies, such as adaptive and inventive thinking and civic literacy through the learning of subjects, Character and Citizenship Education (CCE) curriculum, CCAs and school-based programmes. Our institutes of higher learning (IHLs) also build on schools' efforts by infusing life skills, such as interpersonal skills and innovation into curriculum.
Second, we cultivate students' aspirations. When I visit our schools, I like to ask our students what they dream of becoming when they grow up. Some enjoy coding and say they want to work in IT or AI. Some are inspired by their teachers and want to become educators themselves. I also recall an enterprising student who told me that he dreams of starting his own business.
It is good that our young ones are full of hope and aspirations. Every child should dare to dream. But our children also need to learn that for dreams to become reality, they need to take active steps and be resilient in dealing with challenges and setbacks along the way. We also need to consider those who might not yet be sure about what they want to do when they grow up.
We are therefore aligned with Mr David Hoe and Mr Shawn Huang in providing our students exposure to the next stage of their school or work life. For example, some secondary schools offer Applied Learning Programmes (ALP) in areas, such as business and entrepreneurship, to connect classroom learning with real-world experiences. Our polytechnic and ITE students are required to complete internships and can participate in career fairs, mentorship programmes and industry visits. These give our students exposure to different careers and industries to allow them to make more informed decisions on future pathways.
Today, I have shared some of the moves we are exploring in Government. But no one has a monopoly on good ideas. That is why, in continuation of our efforts from Forward Singapore, we will start a series of Education Conversations. We intend to engage and consult educators, parents, researchers, students and the community. We will review your ideas and suggestions. And we will study other countries and learn from their best practices. Together, we will seek to create solutions that will ensure that our education system continues to meet our current and future needs, in particular with the changing and uncertain environment ahead of us. More details will be shared when ready.
Next, we also want our schools to be active platforms that bring together students from different backgrounds. After all, it is in our classrooms, school halls and sports arenas, where friendships are formed. And when students share their love of sports, music or mathematics, they discover that they are more similar than different. These interactions allow our students to bridge differences and develop social emotional skills.
Our schools intentionally bring together students from different schools and different backgrounds. For instance, we have combined school CCAs or cluster-based CCAs where students from different schools and backgrounds come together to learn and train on a regular basis.
Over the years, we have also made changes to the Primary 1 Registration Framework to expand access for students with no prior connections to enter our primary schools. We had reserved 20 places at Phase 2C in 2014, which is open to students regardless of whether they have prior connections to the school. This was further increased from 20 to 40 in 2022. This has ensured open access to all primary schools via Phase 2C. Today, many of our schools have a good mix of students from families of different socio-economic statuses (SES).
Nevertheless, there are still some schools that are overrepresented by students from higher-SES families. Some of these schools are located in neighbourhoods that comprise mostly private housing, with fewer public housing. If the school is popular with parents, it might be filled first by those living nearest in private housing, because of the home-school distance priority.
Schools cannot just passively reflect the neighbourhoods around them, but they must also actively create diverse environments for our students to mix and mingle and to learn from one another. We have received many suggestions on the Primary 1 Registration Framework. Mr David Hoe, Ms Lee Hui Ying and others have suggested removing the priority phases for children and siblings of alumni, including the affiliation advantage at Secondary 1 posting, as they feel that this is unfair and exclusionary. Others have said the same of children whose parents volunteer for the school and community, because not every parent has the time and resources to do the same. Others support keeping things as they are, believing these connections help build school culture and shared values across generations.
On proximity, we have also heard equally diverse views. Some parents feel that proximity should be the most important consideration, so that students do not spend too much time traveling to and from school. Others want to widen or even remove the home-school distance bands altogether, so that parents who can afford to buy or rent property near their preferred school do not get an unfair advantage.
Some have suggested that the same Primary 1 framework should not be rigidly applied to all schools, especially if the school's neighbourhood comprises mostly some types of housing over others. And some have suggested that others from slightly further away be given some access. For such schools, alumni priority could draw in diverse students from a wider geographical range, instead of only students from the nearby private estate.
These are all well-meaning suggestions and what I have just said is not exhaustive. And we take every one of them seriously. But at the end of the day, we have to find the right balance between these competing views and needs, because there are only a finite number of places in each school and every change we contemplate would affect different groups in different ways. And as society evolves, we need to adjust this balance over time.
Let me assure Members that MOE is reviewing the Primary 1 Registration Framework so that our primary schools remain open to students from different backgrounds. We will announce more details when ready.
Let me talk briefly about AI. The rise of AI has changed the world as we knew it. AI can increasingly accomplish more complex tasks and what once took us hours or days, AI can now accomplish in minutes or even seconds. However, for all its capabilities, and they are growing, AI is not infallible, nor can it totally replace the humans' spirit.
To prepare our workforce for an AI-transformed future, our schools and IHLs will equip our students to harness AI through the four \"Learns\".
First, learn about AI. Students will learn what AI is, how it works, what its impact is and what the limitations are.
Second, learn to use AI. Students will learn how to harness AI tools effectively and responsibly, in partnership with the industry.
Third, learn with AI. Educators will use AI in teaching and learning to enhance students' learning outcomes.
And fourth, perhaps the most important, learn beyond AI. Educators will help students develop other critical skills, so that they can add human value and use AI to amplify their impact.
My colleague, Minister of State Jasmin Lau will provide further details about MOE's AI-related moves and you must see them in the context of the overall national moves and national strategy on AI.
Next, since we started the SkillsFuture movement in 2015, training participation from both individuals and employers has significantly increased. We have provided significant financial support to empower individuals to take charge of their learning. In 2024, we introduced the SkillsFuture Level-Up Programme to further lower their opportunity costs of training for mid-career workers. We will continue to strengthen accessibility of a larger range of courses for mid-career workers to upskill. My colleague, Senior Minister of State Janil Puthucheary, will share more later.
While we have done well, we can, must do more and do better, to support Singaporeans in navigating an increasingly complex economic landscape and one that is changing in an ever faster clip.
At Budget 2026, Prime Minister announced that SkillsFuture Singapore (SSG) and Workforce Singapore (WSG) would be reorganised into a new Statutory Board, jointly overseen by the Ministry of Manpower (MOM) and MOE. The new agency will integrate SSG's training and skills development capabilities, and WSG's employment facilitation ecosystem to provide stronger end-to-end support for Singaporeans in bridging skills to jobs. My colleague, Minister Tan See Leng, will share more details at MOM's Committee of Supply debate.
MOE will continue to steer the SkillsFuture movement together with MOM and the new agency and work with our IHLs, to provide high-quality, industry-relevant and accessible training for Singaporeans to upskill.
Finally, let me talk about working together for a stronger education system. The plans that I have outlined today cannot be achieved by MOE and our schools alone. Everyone has a part to play. Let me thank some of our key partners, in addition to the community partners and SSAs whom I had mentioned earlier.
We are grateful to our industry partners who closely collaborate with our IHLs to provide our learners with industry-relevant curriculum and real-world experiences that prepare our students for the future. We also appreciate our parent and school volunteers who plan engaging activities that strengthen student support and build stronger parent-child relationships.
And in particular, I would like to recognise and affirm our educators for the important and hard work that they do day in, day out. To our school leaders and teachers, you are the core of our education system. You nurture our students and support their learning – from lessons to remedials, from CCAs to camps, from building trust to journeying with students through difficulties and so much more. We will continue to ensure that our teachers are fairly recognised for their hard work and dedication. MOE is reviewing the salaries of our educators, including our Allied Educators and MOE Kindergarten Educators and will share more when ready.
We also recognise that all the things you do for our students take time, effort and sacrifices. It is therefore important that our teachers' workload remains manageable and sustainable and we have had extensive debates in this House before. I have been sharing at length on our commitment in this front and we are making steady headway. For instance, by leveraging technology and AI, alongside the Reimagining the Teaching Profession Taskforce's recommendations, we will continue to help recalibrate what teachers do.
These include streamlining administrative processes, increasing support structures and protecting after-work hours, so that our teachers can better balance their professional responsibilities with their personal well-being. We will continue to listen to our teachers and do more to support you. Mr Chairman, I will now speak in Mandarin.
(In Mandarin): [Please refer to Vernacular Speech.] Colleagues, first, I want to wish everyone a Happy \"Chap Goh Meh\" and good health in the Year of Horse.
The various initiatives that we are sharing today aim to support Singaporeans' learning needs and aspirations. Regardless of our student's starting point, we will ensure everyone has the opportunity to fulfil their potential, as we build a “we first” society. We will do our best to cater to students with different strengths and needs, and uplift those from disadvantaged backgrounds.
Currently, all primary schools offer school-based programmes to develop and challenge students who have strengths and talents in English, mathematics and science. We will broaden access to existing school-based programmes. With this, around 10% of the cohort will benefit, up from 7% today.
Students who can benefit from further stretch can choose to attend designated centres after school to participate in advanced modules. This way, students can continue studying at their original primary school without having to transfer.
These centres will also offer interdisciplinary modules. These modules guide students to approach and solve real-life problems by making connections across different subjects. Whether students have strengths in a specific area or multiple areas, they can choose to participate in interdisciplinary modules during school holidays.
This year's Primary 3 students are the first cohort to participate in the refreshed identification process. They will take a standardised test in August. Even if they are not selected the first time, students can still join the programme in Primary 4 and 5 if they are identified through other sources of information, such as teacher observations and their daily work. This allows students to develop their strengths at their own pace.
Education is an important driver of social equality. Regardless of their family background, our education system must give every child the opportunity to rise above their circumstances and achieve upward social mobility.
From this year, we will devote more resources to support schools' after-school activities, providing mentoring, interest-based activities and learning journeys for students from low-income families to broaden their horizons and cultivate their aspirations. Schools receiving these additional resources will increase from the current 100 to 157.
Schools will work closely with community stakeholders to provide more timely and comprehensive support for disadvantaged students and their families. We will strengthen coordination and collaboration between schools, Social Service Offices and Family Service Centres.
Next, we will increase special education school places and establish new schools to support more students with moderate to severe special educational needs.
In an increasingly fragmented world, bilingualism allows us to serve as a bridge between the East and the West, while helping us stay rooted in our local culture and strengthen our identity as Singaporeans. Therefore, we will increase funding for the Mother Tongue Language Learning and Promotion Committees over the next five years to strengthen bilingualism through a wider range of activities.
Senior Parliamentary Secretary Syed Harun will share details on our efforts for special education and promotion of \tMother Tongue languages later.
(In English): Mr Chairman, the collective efforts of Singaporeans have helped to support and strengthen our students' learning experiences.\tIn the spirit of \"we first\", we will keep working together with Singaporeans to improve our education system and weave a stronger social fabric. This work is more critical and urgent this fast-changing and uncertain world. [Applause.]
The Chairman: Senior Minister of State David Neo.
The Senior Minister of State for Education (Mr David Neo): Mr Chairman, this year, MOE's COS theme is \"We Learn for Life Together\". It reflects MOE's commitment to lifelong learning, which is salient given the rapid pace of change in technology in the world today.
But there is also another interpretation – which is apt given the many conversations we have had in this Chamber about AI – that we are nurturing our students to learn to live life the way life was supposed to be lived and to live together as friends, as a community, as one united people.
How do we want to nurture our students to live life? We want to help our students find meaning, purpose and the motivation to pursue growth, so they can thrive. We want our students to not be defined by their pasts but have the courage to make the most of every situation. We want our students to forge and build human connections with their friends.
How do we want to nurture our students to live together? I think there is much for us to learn from our pioneers. We are all very familiar with the Singapore story. We started out as a migrant society. Our forefathers of different races and religions had to learn to live together with each other. Was there friction? Certainly. But our Pioneers overcame it, and Singapore flourished as a result. And we need to build on their spirit and values.
We have heard much over this debate about how the world has changed. Against this backdrop, we need to nurture our students to be just as exceptional as our pioneers, if not more, and continue to have the same spirit and value of wanting to contribute to something bigger than ourselves.
While the world builds walls, we must build bridges, starting in our classrooms. When we prioritise our unity, harmony and stability, we create space for every student's holistic growth so that they can achieve their full potential, regardless of their starting point.
Schools are one of the first places where children experience being in a community. Our schools offer shared experiences, which fosters our shared identity as Singaporeans. Our schools also offer the opportunity for students of different interests, talents and backgrounds to come together.
Singaporeans come from many walks of life. Regardless of race, language or religion, we bring with us a diverse range of talents. We must celebrate and nurture this. Under the Forward Singapore agenda, MOE will continue to enhance our education system and schools to help every child reach their full potential and make our system more student centric.
Minister Desmond Lee spoke about plans to refresh, improve and broaden access to different modalities of support. This includes refreshed support for primary school students with strengths in the academic domain, as well as expansion of the SPED school capacity.
Beyond that, students who need more academic support also receive targeted intervention in schools. Support programmes are delivered in small groups using customised resources and are taught by specially trained teachers. Recent improvements include the extension of the Reading Remediation Programme to Primary 5, as well as the Learning Support for Mathematics programme to Primary 3 and 4. The Primary 3 and 4 Mother Tongue Support Programme will also be refreshed to better engage students and narrow learning gaps.
Another key initiative is Full SBB. Full SBB was implemented in 2024 for secondary schools, as part of MOE's efforts to nurture the joy of learning and develop multiple pathways to cater to the different strengths and interest of our students so they can achieve their full potential.
Under Full SBB, we have done away with separate Express, Normal (Academic) and Normal (Technical) courses, and our students get to learn, grow and work together. Students have flexibility to customise their learning of individual subjects in their secondary school journey. They do so based on their individual strengths, interests and learning needs instead of keeping to a single subject level for all subjects.
At the lower secondary levels, students are placed in mixed form classes to interact with classmates of different profiles and strengths. They spend about a third of their curriculum time in their mixed form classes and learn together for subjects such as art, physical education, design and technology.
The Full SBB pilot has shown encouraging outcomes. Students are forming friendships and they display more positive attitudes towards peers from different backgrounds. They also have a stronger sense of belonging to their schools. Teachers also observe students taking greater ownership of their own learning. Students demonstrate stronger motivation to overcome challenges and break through limiting mindsets to pursue subjects at more demanding levels.
Take Samuel, for example. He started at one of the Full SBB pilot schools, St Andrew's School, entering through Posting Group 1. He was originally disheartened because none of his friends were in the same posting group. But under Full SBB, Samuel's starting point did not define him or how he would finish. He was offered the opportunity to take English, mathematics and sciences at G2 level at Secondary 1, and he had the flexibility to continue his other subjects at G1 level.
Even as he juggled a more demanding academic load alongside rugby training, Samuel remained consistent. When he felt ready, he took on all subjects at G3, the most academically demanding subject level. With Full SBB, Samuel could learn at his own pace, and he could take ownership of his learning journey. He was not defined by labels, but he carved out his own path, on his own terms.
With the right support system, every student can achieve their full potential. Samuel did well for his GCE \"O\" Level in 2025 and is now pursuing his studies at Temasek Polytechnic.
The first Full SBB cohort will be sitting for the SEC examination in 2027. As students take more diverse subject combinations, MOE has also reviewed the admissions criteria for post-secondary pathways, as announced at MOE's Committee of Supply in previous years. We will update our posting system from 2028 and implement a new Post-Secondary Admissions Exercise (PSE).
Today, GCE \"N\" and \"O\" Level graduates have to navigate multiple admissions processes. There are different application portals and timelines for various educational pathways, such as the Joint Admissions Exercise (JAE), Polytechnic Foundation Programme (PFP) Admissions Exercise and Institute of Technical Education Joint Intake Exercise (ITE JIE). As a result, students need to keep track of different application processes and timelines, which may create more uncertainty regarding their posting choices.
The new PSE will transform the JAE, PFP, ITE JIE, just to provide a single admissions process for graduates to apply for admission to junior colleges, Millenia Institute (MI), Polytechnics and ITE.
All pathways and courses are available for selection on a single platform. Students can see all the courses that they are eligible for, and they can select and rank their choices based on their preference. Students will no longer need to keep track of various admissions exercises.
To encourage students to prioritise schools and courses based on their strengths and interests, choice order will be introduced as a posting tie-breaker for the PSE in this order: citizenship, choice order, gross aggregate score and computerised balloting. Tie-breakers will be applied when two students with the same net aggregate score are vying for the last available vacancy in the course.
The 2027 SEC cohort will receive their SEC results in January 2028 and apply for their post-secondary course options through this new PSE. The posting outcomes will be released by early February of the same year. We hope that this more student-centric approach will allow all our students to reach their full potential.
Beyond enabling students to reach their full potential based on their unique strengths, Full SBB has also created opportunities for students to foster meaningful connections.
Adam from Bendemeer Secondary School took subjects across G1 to G3 levels which gave him more opportunities to make friends from different classes. This supported his growth as a Student Leader, as he became more comfortable and confident when interacting with others. Today, Adam is in his school's student council executive committee.
By providing students with opportunities to interact with a wider group of peers, Full SBB also helps us dissolve perceived boundaries between \"them\" and \"us\". Fahrin from Fuhua Secondary School discovered the joy of meeting new people. Through these expanded connections, he now has formed a larger and more diverse network that he can draw support from.
Many of us in this House have spoken about the importance of nurturing a \"we first\" society, and we can start from our schools. This is where our students learn to embrace diversity and contribute in different ways. It is where our students learn to grow, understand and empathise with one another. It is where our children are instilled with our shared values.
In this regard, grounding our students in core values and 21st Century Competencies is critical. Values like resilience, respect and harmony, and civic, global and cross-cultural competencies. This forms the basis for openness, so we can know, understand and empathise with one another. These values and competencies need to be lived, embodied and experienced.
To Mr Shawn Huang's suggestions, MOE has implemented moves to free up space for holistic development, while reducing an over-emphasis of academic results. We want to teach less and learn more. This provides greater room for students to conduct student-led, self-directed exploration.
When mid-year exams were removed, teachers from Fuchun Primary School did not use the opportunity to cover more curriculum. Instead, teachers thoughtfully designed lessons to weave in the development of 21st Century Competencies into students' learning experiences.
Under the school's signature Home Skills Programme, Primary 3 students worked together to make a healthy fruit salad by applying financial literacy concepts to plan within a budget, health education principles to understand the nutritional value of fruits, and adaptive thinking to design a salad that meets the needs of their grandparents or family members.
Such authentic learning experiences transform subject knowledge into purposeful application. Students used the time freed up from preparing for mid-year exams to deal with real-world problems in groups. This provided the opportunity to strengthen the 21st Century Competencies of our Primary 3 children, including adaptive thinking and practicing responsible decision-making both at school and at home.
Beyond that, secondary schools and pre-university institutions have implemented Student-Initiated Learning (SIL), as a component of Home-Based Learning days. Under SIL, time is set aside for students to pursue their interests and learn outside the curriculum. The intention is to encourage students to be more curious and self-directed in their learning.
As part of students' holistic development, schools develop students as active contributors and concerned citizens. Schools encourage students to speak up and provide them with age-appropriate ways to participate in decision-making. For example, some schools create official channels for students to suggest ways to better support their disadvantaged peers. Others also organise forums and townhalls where older students can discuss issues and ideas directly with the school management.
Over eight in 10 youths find “contributing to society” and “helping the less fortunate” to be important life goals. To support this, students are encouraged to start their own Values-in-Action projects. Instead of just participating in school-planned community service, they design and they carry out their own projects to benefit the community. Besides developing their planning and project management skills, such projects also help build active citizenship, empathy and leadership skills in our students.
Mr Azhar Othman suggested for primary and secondary schools to offer a non-examinable subject on entrepreneurship, to cultivate students who are innovative and creative. We agree that as part of a holistic education, it is important to develop an enterprising spirit and innovating mindset. Whether our students choose to become entrepreneurs or not, these qualities will help them to navigate their careers and life.
This is why MOE prioritises the development of the 21st Century Competencies like critical, adaptive and inventive thinking skills. They are built through different subjects and school programmes such as Values-in-Action projects. The Applied Learning Programmes also help develop these competencies, particularly those that are focused on innovation, business and entrepreneurship. Students who want to develop specific business skillsets may also pursue subjects such as Elements of Business Skills and Principles of Accounts at upper secondary level.
Beyond initiatives to build up students’ 21st Century Competencies, CCAs offer a regular platform for students to discover their interests, develop their talents and build strong character. In support of this, the Strategic Partnership CCA (SP-CCA) programme offers centralised, non-school-based CCAs to enable secondary school students to pursue activities beyond what their individual schools can provide. Students from different schools can come together, build friendships and support each other through the ups and downs of sporting experiences.
Let me share about Shankarii from Zhenghua Secondary School. Through SP-CCA Athletics, she found herself training alongside Xavier from Fairfield Methodist School, and twins Jairus and Jayden from Woodlands Secondary School. What started as polite interactions during training blossomed into a supportive friendship. They began meeting for lunch, did self-study together and supported each other in their sporting and academic pursuits. Their coaches shared that their friendship has brought positive energy to every training session.
When we bring students together across school boundaries, we are not just developing athletic talent. We are bringing Singaporeans together to bond over shared experiences and interests, and to learn, grow and work together. In doing so, we are nurturing relationships that will strengthen our society.
We will continue to do more in this space by offering and expanding SP-CCA opportunities. Last year, we added Canoeing to the list. This year, we are introducing Hockey. MOE and the Ministry of Culture, Community and Youth (MCCY) are committed to providing more avenues for our students to pursue their sporting passions. This is in line with MOE’s efforts to ensure that students can benefit from regular physical activity and are supported from a well-being perspective.
Mr Gerald Giam suggested to increase minimum Physical Education (PE) curriculum time in primary schools to five hours weekly, and Mr Dennis Tan proposed later school start times to prioritise students’ sleep health. Mr Kenneth Tiong also suggested for school classrooms to have indoor temperature standards and mixed-mode air-conditioning to facilitate learning. I will first share about MOE's current efforts in these areas, before addressing Members’ suggestions.
Today, MOE schools adopt a holistic approach to encourage active and healthy lifestyles, as well as good sleep health. Primary 3 to 6 students have 2.5 hours of PE classes per week. This is comparable to most other systems internationally. Through PE lessons, students learn about healthy eating, how to exercise and the importance of cultivating good sleep habits. Beyond that, primary school students have opportunities to be active in school through the Programme for Active Learning for those in Primary 1 and 2, and CCAs from Primary 3 onwards, as well as inter-class games, unstructured play during recess and school camps.
Heat mitigation measures are also adopted to tackle rising temperatures and improve thermal comfort in schools. MOE has been studying the impact of rising temperatures on learning, believe it or not, since 1989, when then-Member of Parliament Mr Chandra Das first asked if MOE would air-condition our classrooms, and the implementation timelines. Over the years, we have been careful not to rush into air-conditioning as the technology was not as energy efficient. Instead, we have relied on passive cooling solutions and we designed our schools for maximum natural ventilation and for classroom windows to be north-south facing to minimise heat transmission.
As temperatures have continued to rise, and as technology evolved in recent years, we have added more, faster and quieter fans to all classrooms, coated school building exteriors with solar-reflective cool paint, and we adopted uniforms with moisture-wicking or breathable materials to combat heat and humidity. We have also implemented mixed mode cooling in school halls with a target temperature. But we are not stopping there.
That is why we commissioned the study in 2020, which Mr Tiong cited, precisely to determine how best to apply mixed-mode cooling to bring about optimal thermal comfort conditions including temperatures in classrooms, while balancing other considerations such as long-term heat resilience and acclimatisation, energy consumption and impact on the environment. We are thus committed to ensuring that all students, regardless of which school they attend, have access to conducive learning environments. This includes exploring mixed mode cooling for classrooms as the science becomes clearer.
I thank all the Members for their very well-intentioned suggestions. But like the trade-offs for mixed mode cooling, there are also trade-offs in our other suggestions. Members, many of us in this House have spoken about students’ and teachers’ workload and stress, and we want our students to sleep more. But we also want to double the number of PE hours, introduce entrepreneurship and inter-faith classes, and have white space Fridays.
At MOE, we are very protective of our students and teachers and are always looking to lower their workload and stress levels. Let us instead take a leaf from Fuchun Primary's book and give our students the space to experience the joy of learning, growing and working together and not be in a rush to fill the curriculum with more and more things. MOE will continue to study different ways of providing a conducive learning environment to our students, while actively managing all these trade-offs.
A common appreciation and love for arts and culture can also provide a common platform for Singaporeans to bond. Since 2018, as part of the formal art curriculum, Primary 4 students have the opportunity to visit art museums through our Museum-based Learning Experience. Students are exposed to Singapore’s artistic heritage, which helps them to understand our shared cultural story.
When Amanda from Yew Tee Primary visited the National Gallery, she was introduced to Liu Kang's “Life By The River”. She observed that “the people in the painting lived in wooden huts but today we live in HDB flats”. In seeing how far we have come as a society, Amanda was not just looking at art, but she was connecting the dots across generations.
MOE’s Performing Arts-based Learning experience, developed in partnership with the National Arts Council, builds upon students’ holistic education. Live music performances by local performing arts groups are curated for lower secondary schools as part of their music education. Students across different schools attend performances by local artists and appreciate local works at professional arts venue such as the Esplanade and the Victoria Concert Hall.
Secondary 3 student Ghufayrah from Yishun Town Secondary School particularly enjoyed \"Rasa Sayang\" reimagined by the Singapore Chinese Orchestra. When students from different backgrounds share these cultural experiences together, they discover what unites us as Singaporeans.
MOE schools serve as important shared spaces that provide a safe environment for students to learn respect and harmony. Students can build positive relationships with one another, regardless of race or religion. Ms Diana Pang suggested deepening interfaith education in schools. MOE agrees that it is important to support mutual understanding amongst students. This is why our schools offer balanced and age-appropriate exposure to all major religions in Singapore, through CCE and Social Studies lessons.
For example, primary school students are introduced to the concept of dietary requirements, whether for health or religious reasons, by engaging in classroom activities such as planning a birthday party that is socially inclusive. Students also participate in learning journeys to heritage sites, and celebrations of cultural festivals to develop respect and sensitivity to racial and religious issues. In doing so, MOE seeks to cultivate a deeper appreciation and understanding of Singapore’s multicultural and multi-religious society amongst our students.
Mr Chairman, I would like to thank all the Members once again for their very thoughtful suggestions. Much of the discussion in this debate has been about AI. And in this AI age where algorithms shape choices and technology drives us into echo chambers that pull us apart, education is one of our most human acts of connection.
It teaches us empathy, critical thought, and our shared values that make us one united people. Let us work together to shape an education system that will not just make our students smarter, but also more human and more connected. A student-centric education system where we learn for life together, so we can nurture every Singaporean to achieve their full potential. [Applause.]
The Chairman: Senior Minister of State Dr Janil Puthucheary.
The Senior Minister of State for Education (Dr Janil Puthucheary): Chair, since we launched SkillsFuture in 2015, our mission has been to provide Singaporeans with the opportunity to develop to their full potential throughout life, regardless of background. As a small, open economy, we continually invest in our people and empower them to grow skills, adapt to the changing work environment and seize new career opportunities.
The SkillsFuture movement has made significant progress. In 2025, more than 600,000 individuals attended MOE and SSG-supported training, up from 370,000 in 2015. Employers are also taking a more active role in upskilling their workforce. The number of employers who sent their employees for SSG-supported training has nearly doubled, from around 12,000 in 2015 to over 23,000 in 2025. The training sector has matured in both breadth and scale. We now have a range of training providers, from IHLs to specialist providers, offering diverse training across domains, closely guided by industry needs.
As we look ahead, SkillsFuture must continue to evolve to better support Singaporeans in pursuing lifelong learning throughout their careers. With accelerating technological change and increasingly complex labour market demands, strengthening support for all Singaporeans has become even more critical.
The merger of SSG and WSG into a new Statutory Board, jointly overseen by MOM and MOE, ensures that the SkillsFuture movement remains agile and responsive to our evolving needs. As Minister Desmond Lee has explained, the new agency will build on the strengths of both agencies: SSG's expertise in training and skills development, combined with WSG's employment facilitation ecosystem. This integration will enable us to connect skills development more closely with employment opportunities and career advancements, in line with the Economic Strategy Review’s recommendation.
We will continue to support individual aspirations in upgrading, empower employers to take charge of their training needs, and develop a vibrant continuous education and training (CET) ecosystem.
We have empowered all Singaporeans to take charge of their own learning and upskilling journeys. The SkillsFuture Credit was one of our very first initiatives. Every Singaporean aged 25 and above received an initial $500 credit for skills-related training programmes. This supports adults to take that important first step in embracing lifelong learning, to improve their employment prospects or acquire new skills to pursue their interests and aspirations.
Over time, we have introduced new programmes to strengthen support. The SkillsFuture Level Up Programme (SFLP) was introduced in 2024 to support mid-career Singaporeans aged 40 and above to meaningfully upgrade their skills. This group faces particular vulnerabilities. Many have been away from formal education for years and face competing priorities that make it challenging to take time off work for training. Without targeted support, they risk being left behind as their skills may become obsolete.
The SFLP includes a SkillsFuture Credit (Mid-Career) top-up of $4,000 usable for about 7,500 courses, and the SkillsFuture Mid-Career Training Allowance that provides up to $3,000 per month for those pursuing full-time training. This year, we have also extended the Training Allowance to part-time training, with trainees receiving a fixed $300 monthly allowance.
We are encouraged by the response to the SFLP so far. Since its launch in May 2024, over 60,000 individuals have used their SkillsFuture Credit (Mid-Career). The SkillsFuture Mid-Career Training Allowance has benefited over 5,000 individuals since it was first introduced in March 2025.
We will further enhance the SFLP to provide learners with more options to reskill and upskill. We will expand the course catalogue to include Workforce Skills Qualification (WSQ) full qualification courses.
As part of a national skills credentialling system, such WSQ-accredited courses impart skills needed to perform various work tasks in line with industry manpower needs. The inclusion of these courses ensures that SFLP learners can choose from a wider range of industry-relevant courses.
Around 200 WSQ courses are expected to qualify for the SFLP from 4Q 2026, across a wide range of sectors, such as Healthcare, Information and Communication, Engineering, Media and Early Childhood. One example would be the WSQ Specialist Diploma in Workplace Safety and Health offered by the National Trades Union Congress' LearningHub. This course trains participants in skills, such as safety and risk management and emergency response. Upon completion, participants can apply to become a registered Workplace Safety and Health Officer under the Workplace Safety and Health Act.
More details on the eligible WSQs will be released at a later date.
As we continue to expand upskilling options, we also want to better support learners in navigating and making informed choices about their options.
We will take a key step by enhancing the digital experience for learners, to help them better navigate the various training offerings. Today, many Singaporeans are familiar with the MySkillsFuture portal, which they use to search for training courses. SSG will revamp the MySkillsFuture portal, with two major improvements.
SSG will launch a new course search experience that includes curated recommendations for in-demand skill areas, such as AI, occupation-based course exploration tools and an AI-powered chatbot for personalised guidance.
Let me explain these three buckets. One, the curated recommendations for in-demand skills areas – for those who know that they have a certain set of skills but are not entirely sure which occupation or career pathway to progress to. Two, the occupation-based course exploration tools – for those who know what career they are in, what trajectory they want, which in a particular industry, but want to know which skills or certifications to acquire for further progress. Three, for those really not sure of which of these categories they fall in to or what they would like, we have a chatbot to be able to then understand their needs and to provide them with further guidance.
SSG will also improve the course enrolment process. Starting with selected training providers, individuals will be able to enrol directly in courses on MySkillsFuture using the pre-filled SingPass information, instead of having to navigate to the training provider's website to submit a separate application. This will make it easier for individuals to apply for courses immediately after having discovered them through the various search functions that I have just described and hence, reduce the administrative burden both on the individuals as potential learners and on training providers.
Overall, SSG's enhancements will make it easier for individuals to identify courses that are aligned with their career aspirations and reduce information asymmetry, as raised by Mr David Hoe. Mr Hoe also suggested that training providers offer \"taster\" or trial overview lessons and that job shadowing and short learning journeys be introduced under SkillsFuture.
Some of our IHLs already provide information sessions for prospective learners to better understand the course content and objectives before signing up. For longer programmes, which require greater commitment, such as diplomas and degrees, learners can consider enrolling in stackable modules. This provides flexibility for learners to take the course without committing to the full programme upfront.
There is also the SkillsFuture Career Transition Programme where trainees benefit from career advisory and assistance in job searches and may undergo project work with companies, beyond classroom training.
Miss Rachel Ong asked how we are enhancing accessibility for persons with disabilities, so that they can better identify and take up courses.
SSG and SG Enable will continue to work with community partners to raise training providers' capabilities to deliver inclusive training, including in areas, like AI. They conduct regular workshops on inclusive training methodologies and accommodations and have worked with the Institute for Adult Learning to develop courses for adult educators, so that they can better design and deliver inclusive training.
SG Enable also provides a Capability Development Grant to help training providers who customise courses to meet the needs of persons with different disabilities and is working with SSG to explore ways to scale up the delivery of inclusive training by leveraging technology.
Ms Hany Soh asked how our polytechnics and ITE can support Singaporeans to pursue different lifelong learning pathways.
Today, the polytechnics and ITE offer a range of pathways for lifelong learning, to meet the upskilling needs and career aspirations of different learners. This includes regularly reviewing course offerings and vacancies based on industry needs, employment outcomes and student interests. Learners looking for more substantive upskilling or career switches can take up full qualifications, offered in both full-time and part-time modules. The IHLs have admissions pathways which recognise competencies gained in the workplace, instead of focusing narrowly on academic competencies. Learners who are looking for \"just-in-time\" upskilling can take up shorter modular micro-credentials, which offer bite-sized skills top-ups. These micro-credentials can also be stacked to full qualifications, to allow learners to learn at their own pace.
We have also rolled out the ITE Progression Award to support ITE graduates aged 30 and below to upskill to a diploma and to secure more progression prospects in their chosen professions.
We also recognise the important role that companies and employers play in skills development and training. Employers are well-placed to know what skills are relevant, and guide workers' upskilling decisions. Both employers and workers can benefit when workers apply their newly acquired skills at the workplace.
Over the last decade, we have increased opportunities for employers to play a stronger role in the training of workers. One example is the SkillsFuture Work-Study Programme, which we launched in 2015, along with the broader SkillsFuture movement. The programme moved beyond classroom learning, to a model in which institutions and employers work together to help trainees learn in both the classroom and the workplace.
Under this model, polytechnic and ITE students spend part of their time in structured learning environments and part of their time gaining hands-on experience in workplaces, earning a salary while they learn. Employers play a crucial role as co-developers of the curriculum, ensuring that the skills taught directly address industry needs.
An example is the ITE Work-Study Diploma which we introduced in 2018 and which has become an important upgrading pathway for ITE Nitec and Higher Nitec graduates. The programme has grown significantly from a pioneer cohort of four courses and 100 trainees in 2018 to 45 courses and 1,600 trainees in 2025.
More importantly, the programme has achieved good graduate outcomes. Around nine in 10 Work-Study Diploma graduates secured full-time employment upon completion, with the graduates from the 2024 cohort earning a median monthly starting salary of $2,975, comparable to polytechnic diploma graduates, and significantly above their initial median salary of $2,000.
This success reflects the efforts of MOE and ITE and the commitment of more than 700 industry partners. They have been instrumental in teaching technical skills and providing tangible work experience for our trainees, allowing them to gain important life skills that they will carry with them throughout their careers.
We are glad that these employers see the value of the Work-Study Diploma programme in helping them develop their talent pipelines. Around seven in 10 graduates continued with the employers who hired and trained them during the programme.
One such employer that exemplifies this commitment is STMicroelectronics, a semiconductor manufacturing company. STMicroelectronics has worked closely with ITE to co-develop Work-Study programmes, together with other semiconductor industry partners. The company has been expanding its Work-Study placements across programmes in exciting fields, including microelectronics, electronics and computer engineering and automation engineering. Many graduates have chosen to build their careers with the company after completing their programmes.
An example is Nur'Iman, who joined STMicroelectronics as a technician on the Work-Study Diploma programme in 2022. He was able to deepen his technical expertise through the programme, where he shadowed other technicians and engineers to build specialist knowledge. In 2024, he was promoted to Assistant Maintenance Engineer, while also working on his final-year project, an AI computer vision solution for wafer defect detection. He graduated as the top student of his cohort in 2024 and continues to work for STMicroelectronics.
We are encouraged by the positive outcomes of the ITE Work-Study Diploma Programme and want to better recognise the efforts and commitment of our employer partners. This is in line with the Economic Strategy Review Committees' recommendations to support more flexible pathways that blend training and work to develop industry-relevant skills.
Dr Hamid Razak also asked how we will strengthen the Work-Study Diploma pathway. We will continue to work with employers to provide meaningful training opportunities for ITE students. MOE and SSG will enhance the employer incentives for the ITE Work-Study Diploma for new cohorts from April 2026. This will be done in two ways.
We will increase the quantum of the incentive provided to Work-Study Diploma employer partners from $15,000 to $20,000, for each trainee that employers hire and train. We will also simplify the process for disbursing these incentives.
Today, the $15,000 incentive is paid out to companies as reimbursement upon the completion of specific qualifying activities. Depending on the amount claimed and the activities completed, not all employers access the full $15,000. The new $20,000 incentive will be fully disbursed at several milestones throughout the course duration. This means an employer who sponsors an eligible trainee through the full Work-Study programme will receive the full amount. This will also make it easier for employers to claim these incentives by reducing the administrative processes required to access the funding.
We hope that these enhancements will encourage more employers to come forward and build their talent pipelines, by offering meaningful training opportunities for our ITE graduates.
We will continue to strengthen our support for companies, especially small and medium enterprises (SMEs), to identify their skills needs and access appropriate training for their employees. For example, SSG introduced the SkillsFuture Queen Bee programme, where industry-leading companies provide skills advisory to SMEs in their networks, to help them identify and acquire skills needed to transform their operations.
Grab is one such SkillsFuture Queen Bee and has provided short masterclasses to SMEs and their employees, on topics, like the Progressive Wage Model framework, and relevant skills training. These initiatives are useful in uplifting the industry. We hope more companies will come forward as SkillsFuture Queen Bees.
SSG has also introduced digital workforce planning tools to support enterprises in workforce development. This includes TalentTrack, which employers can use to get insights on in-demand skills in their industries and identify suitable training programmes.
To support companies in navigating and adapting to rapidly advancing technologies, such as AI, SSG will roll out the SME AI Skills Launchpad Initiative progressively from March 2026 to help workers in SMEs improve their AI awareness and to facilitate the adoption of AI solutions. This initiative comprises two key components.
First, SSG will create a comprehensive resource page of AI resources offered by SSG and its partners to make it easier for employers to identify resources for their AI transformation. Companies in all sectors will be able to access curated course recommendations to help them transform their business processes and to upskill their workers in AI.
Secondly, companies looking for more curated offerings in their sectors can also tap on the support offered by SkillsFuture Queen Bees. All SkillsFuture Queen Bees will deliver free AI masterclasses and advisory services for SMEs in their sectors and value chains. This initiative is expected to benefit about 2,000 employers over the next three years.
These efforts will provide a good foundation that the new Statutory Board can build on to help companies, especially SMEs, continuously upskill their workforce to meet evolving industry demands and to seize new opportunities.
Lastly, we will continue to build a vibrant CET ecosystem. Today, our CET ecosystem includes more than 700 training providers, including our IHLs, as well as industry and union partners that offer a wide range of high-quality, market-responsive programmes. Over the last 10 years, our IHLs have become key players in the CET landscape. They have significantly scaled up CET offerings and developed innovative upskilling pathways for adult learners.
With the merger of SSG and WSG, MOE will continue to work with our IHLs to provide high-quality, industry-relevant and accessible training that leads to tangible career outcomes for Singaporeans. Our IHLs are well-placed to deliver innovative and industry-relevant CET programmes.
They have deep research capabilities. This places them at the nexus between education and research. So, the IHLs can tap on these capabilities to translate frontier knowledge and new industry applications of technology into curricular. IHLs also draw upon industry networks to ensure that both their faculty and their programmes remain updated on industry developments. For example, it is common for IHL faculty to work directly with companies on industry projects.
Mr Andre Low asked about how we would accredit high-quality micro-credentials such that they ensure tangible labour market value. Stackable micro-credentials are a key IHL innovation to improve accessibility in learning for adult workers. Each micro-credential is a discrete unit of learning, with clear learning outcomes, assessment and certification. Learners can earn academic credits which then stack to a CET full qualification.
These micro-credentials can already be reflected on the Career and Skills Passport. One example is the Singapore Institute of Technology (SIT). SIT's competency-based CET degrees are delivered through stackable micro-credentials. SIT has engaged the industry to design each micro-credential around competencies and skillsets required for specific job roles. SIT continually collects feedback from learners and their employers, ensuring that the competencies can be applied directly at work.
Specifically on the recognition of micro-credentials across IHLs, we have piloted micro-credential pathways that are built upon courses from multiple IHLs, such as the Institution of Engineers Singapore's Chartered Engineer (Singapore) in Sustainability certification. We have done this in close partnership with industry partners, to ensure that these micro-credential pathways are industry-recognised.
Mr Andre Low also asked about overseas micro-credentials. Where there is a clear industry need, like in cloud software solutions, we have worked with employers, via the Singapore Computer Society, to recognise well-recognised overseas certifications for SkillsFuture support. In general, our focus would be to develop the local CET ecosystem to ensure rigorous quality assurance and alignment with Singapore's priorities.
Core to our effort in developing a vibrant CET ecosystem are our adult educators. Assoc Prof Terence Ho asked if we could do more to recognise excellence within the adult educator profession. We agree this is important. Over the last decade, we have embarked on a journey to professionalise the adult educator sector.
In 2021, SSG introduced a requirement for training providers to ensure that at least 80% of their trainers have the Advanced Certificate in Learning and Performance. This equips adult educators with the core principles and skills for teaching adult learners.
Last year, we took another critical step by introducing the Training and Adult Educator Professionalisation Pathway (TAEPP). Under the TAEPP, adult educators must attain at least 80 practice hours and 40 continuing professional development hours every two years, to ensure that their skills stay up to date.
The TAEPP will also be tiered by levels, to better differentiate and recognise adult educators with more years of experience and capabilities. For example, more experienced and skilled adult educators can register as Professional or Senior Professional adult educators.
This will help to create meaningful progression for those looking to hone their skills and in turn enable training to be more effective. We are open to considering suggestions on how we can further recognise the work of exemplary adult educators and to showcase the important work they are doing to further uplift the sector.
Dr Choo Pei Ling spoke about ensuring that training leads to better outcomes for Singaporeans. We agree that this is important. For training to yield results, the training and workforce ecosystem must continue to work together to provide high-quality training, enable proactive employer involvement to steer training and recognise skills, and empower individuals to make thoughtful career and training choices.
Since the start of our SkillsFuture journey in 2015, we have supported individual aspirations in upgrading, empowered employers to take charge of their training needs and developed a vibrant CET ecosystem. The work continues. The merger of SSG and WSG will allow us to connect skills development even more closely with employment and career opportunities, it will allow us to respond more nimbly to new needs and will allow us to better support Singaporeans in their aspirations. The Ministry of Manpower will share more about this.
Chair, we will continue to put Singaporeans at the centre of our efforts and ensure that no one is left behind in our journey towards a more skilled and resilient workforce.
The Chairman: Minister of State Jasmin Lau.
The Minister of State for Education (Ms Jasmin Lau): Mr Chairman, AI is no longer a distant concept debated by experts. It is already in our classrooms, in our workplaces and increasingly, in our homes.
In my Budget debate speech, I said that AI is not something that will arrive in a few years' time. It is already reshaping how we learn, how we grow and how we work. And it forces us to confront a deeper question. If AI can perform tasks that once required human cognition – writing, analysing, even coding – then what should humans focus on mastering? What makes us distinct? What gives us purpose and confidence?
The rise of AI compels us to recalibrate not just our economy, but our understanding of human value. What makes us human? What should humans learn and grow in, when AI can do some of our work? What do we find meaning in, when some of our time is freed up from work? What do we want value and purpose to look like for ourselves and, better yet, for our children?
In my speech, I will focus on the ways through which we are reshaping our education system, to prepare Singaporeans for a world transformed by AI: from our primary school to our pre-university students, to the graduates of our IHLs, to our workers on their lifelong journey of learning and upskilling.
We must provide opportunities for everyone to learn how to harness AI to its full potential, at all points of their lifelong learning journey. Mr Darryl David spoke at length about the need for our education system to establish a strong foundation of skills in an AI-pervasive world.
MOE's approach is simple, but deliberate. We want every student to learn about AI, to learn how to use AI, to learn with AI and, most importantly, to learn beyond AI.
These are not slogans. They reflect four important ways to think about how we understand technology, use technology, collaborate with technology and transcend it. By the time our students enter IHLs, every one of them will have foundational AI literacy. They will understand what AI is, how it works and what its risks and possibilities are.
But we will introduce this thoughtfully and integrate AI literacy into our school programming. We are mindful that not all students come from homes with the same level of digital familiarity. Our approach ensures that AI literacy is built within schools in a structured and calibrated manner, so that access and guidance do not depend solely on family background. No student should be disadvantaged in this new era because of circumstance.
Younger students will have lower exposure and closer supervision. They must build strong foundations and fundamentals in literacy, numeracy, reasoning as well as self-discipline to use AI wisely. We agree with Mr Alex Yam that students at a younger age should still learn their core foundational knowledge and skills and not use AI as a shortcut to their learning.
Mr Yam also asked how AI literacy is being strengthened for our students, while ensuring that we address ethics, academic integrity, bias and over-reliance. Let me illustrate. When we say students will learn about AI, they may learn in their Cyber Wellness classes how to identify deepfakes. Not just as a technical skill, but as a defence against misinformation in a world where not everything we see or hear is real.
When we say students will learn to use AI, they will use AI tools in the updated \"Code for Fun\" programme that the Minister of State Rahayu had mentioned, and in subjects, like design and technology, or general paper, to generate ideas, refine arguments or compare sources. But they will also be guided to evaluate what the AI produces, check its accuracy and include their personal voice and opinions instead of just accepting what AI generates.
When we say students will learn with AI, they may use AI as a learning partner. Using AI tools, like the Learning Assistant in the Singapore Student Learning Space, they can develop multiple perspectives about an issue through discussion with Learning Assistant. This will prompt them to think deeper about their views and suggests alternative perspectives that they may have failed to consider.
And when we say students will learn beyond AI, it means they engage in real-world problem solving, developing human qualities, like empathy and 21st Century Competencies, like inventive thinking. For example, in Applied Learning Programmes, students may be asked to consider ways to reduce food waste in schools. They can use AI to generate multiple suggestions within seconds. But students will need to evaluate feasibility of these solutions, for example, cost, resourcing and their peers' preferences. They will also have to survey and test out with real users before deciding which solution fits best their context.
We will ensure that our assessment approaches remain fit-for-purpose in an age where AI tools are widely available. This includes retaining the emphasis on in-person assessments making greater use of oral explanations and the demonstration of process, not just final output when it comes to assessments where AI tools can be used.
Technology will evolve, but integrity must remain non-negotiable.
MOE-developed AI tools will undergo appropriate review to ensure that they meet standards of data protection, safety and fairness. We will work closely with relevant agencies to ensure responsible adoption aligned with national AI governance principles.
AI is already performing tasks we once thought required uniquely human cognition. Analysing data, drafting reports, even writing code. And while we can guide students' exposure within the schools, we cannot control what they encounter outside of schools. So, the real question is not how students use AI, it is who they become in an age shaped by AI.
This is why the most important \"Learn\", is for our students to learn beyond AI. If AI can generate answers in seconds, then our students must learn how to ask better questions. If AI can process vast amounts of data, then our students must develop judgement. And if AI can imitate language, then our students must cultivate character.
Our education system must nurture purpose, resilience, ethical conviction and the will to act for the good of others. We are strengthening CCE and we have recently refreshed our 21st Century Competencies framework to more strongly develop civic literacy, adaptive thinking and moral courage to stand up for what is right. We will ensure every student masters strong fundamentals of literacy and numeracy while cultivating curiosity and a lifelong learning mindset so that no matter how the world changes, they can continue learning, unlearning and relearning throughout life.
There is no better time than now to reflect on what gives humans value. Perhaps it lies in our conscience. The ability to choose what is right, not just what is efficient. Perhaps it lies in our compassion, the ability to connect, to comfort and to inspire. Perhaps it lies in our courage, the courage to shape a better future, even if it requires more effort than in the present. But whatever it is, we have to recognize and build on these values with urgency so that what makes us human will continue to be what is most valued in our society.
Our education system cannot simply train our children to chase the latest AI qualification. It must equip them to interpret the world critically, empathise deeply and build lives of meaning. Mr Ng Chee Meng asked how our IHLs can better design curriculum to ensure our graduates remain employable in an AI-transformed future.
Today, full-time undergraduates in our universities and students in our polytechnics and ITE already learn about AI. But in this new era, exposure alone is not enough. What matters is depth, adaptability and relevance.
Our IHLs work with sector agencies and industry partners to continually refresh their curriculum so that what students learn keeps pace with technological change. This is done through partnerships with industries, sector-specific task forces, curriculum advisory committees and direct feedback from employers.
But just as in our schools, IHL students cannot stop at learning about AI, using AI or even collaborating with AI. They must also learn beyond AI to sharpen what makes them distinctly human in an age of intelligent machines.
Beyond technical expertise, our IHLs are strengthening innovation, critical thinking, communication and engagement skills through the updated LifeSkills Framework. Because in the future, it will not be enough to know how to deploy AI tools. Graduates must be able to define problems clearly, work across disciplines and persuade others to act.
We also ensure that students apply what they learn in real-world challenges. At the recent Manus AI for All Hackathon, I witnessed how students worked alongside SMEs and freelancers to solve actual business problems in just a few hours. Some built tools to optimise logistics processes. Others built AI-powered marketing assistants for small food and beverage businesses. One team developed a platform for a debate coach to help competitive debaters practise live argumentation. These were not classroom simulations. These were real clients, real constraints and real stakes.
Similarly, through the SME@AITE centre, which is a partnership between the Association of Small and Medium Enterprises and ITE, students work directly with SMEs to develop AI solutions for sectors, such as food and beverage, and retail.
These experiences will help our graduates translate knowledge into economic value. But more importantly, they will help students discover their human value before they even enter the workforce, in their ability to frame problems, exercise judgement under uncertainty, recover from failure and persuade fellow humans to try something new. Mr Chairman, allow me to say a few words in Mandarin.
(In Mandarin): [Please refer to Vernacular Speech.] With the rapid pace of technological advancement, it is more important than ever for our education system to prepare our students for a world transformed by AI.
MOE's approach is simple but deliberate. We want every student to learn about AI, learn to use AI, learn with AI and, most importantly, learn beyond AI. These are not just slogans. They reflect four important ways to think about how we understand technology, use it, collaborate with it and transcend it.
AI is already performing tasks we once thought required uniquely human cognition – analysing data, drafting reports and even writing code. And while we can guide students' exposure within school, we cannot control what they encounter outside of it. So, the real question is not how students use AI; it is who they become in an age shaped by AI.
Hence, beyond technical skills that will help them create economic value, it is even more critical for students to discern their human value in this new era. Ultimately, no matter how quickly technology evolves, it is our human skills and cherished values, such as empathy, resilience and hard work, which will stand the test of time and serve the next generation well in a turbulent world.
Rather than just teaching students how to use AI, we are nurturing individuals with the competencies and will to act for the good of society from primary school to our IHLs. Before graduating, we will ensure that students have opportunities to gain real-world exposure and understand their human value proposition as they enter the workforce.
(In English): As Ms Lee Hui Ying pointed out, our educators have an important role to play to help our students prepare for the AI-enabled world. Our educators are modelling how to think, question and act responsibly in an AI-enabled world.
To support them, we are strengthening professional learning opportunities through MOE and the National Institute of Education (NIE), so that educators can use AI tools meaningfully and thoughtfully. We recognise that this transition will require adjustment. We will phase the changes thoughtfully, provide clear guidelines and ensure that our educators are supported as they adapt their pedagogy in an AI-enabled environment.
Educators can also tap on centrally provisioned AI tools through the Singapore Student Learning Space, as well as tools that streamline administrative tasks and free up time to focus on what matters most, which is their students.
Ultimately, AI should empower our educators to focus on the deeply human aspects of education – guidance, mentorship and connection. No algorithm can replace the instinct of an educator who senses when a student is discouraged or is facing family challenges. No algorithm can replace an educator who inspires her students to rise above their circumstances. Technology may assist instruction. But inspiration remains human.
The same applies to our educators in our IHLs. As Assoc Prof Terence Ho mentioned, they too must be equipped to guide students in navigating AI not just as an educational tool, but as a transformative force across industries. Our IHLs are deepening staff capabilities in adopting AI for both teaching and assessment.
All new educators undergo structured training within their first two years, with many courses incorporating AI-enabled teaching and assessment approaches. Existing educators are also provided with training and support to build confidence and proficiency in using AI responsibly and effectively.
Our IHLs are also deploying AI tools that enhance learning and assessment. These tools augment classroom learning and help educators monitor student progress and customise their interventions.
For example, the Nanyang Technological University has AI Learning Assistants that are customised generative AI tutoring chatbots that personalise learning for large classes. Meanwhile, the National University of Singapore has a tool called ScholAIstic that enables educators to design structured AI interactions where students can practice real-world conversations in a safe environment. This works for social work client interviews and courtroom cross-examinations. Republic Polytechnic's Diploma in Pharmaceutical Science also incorporates the use of an AI-based simulation platform for students to practice clinical skills in safe, customisable medical care scenarios.
Assoc Prof Ho also asked how we can facilitate sharing across IHLs. Our institutions have established platforms for educators to exchange best practices in tech-enabled teaching through communities of practice, staff-led forums and conferences. For example, the biennial National Technology-Enhanced Learning Conference brings educators together to explore emerging trends in educational technology and AI, and to translate these into better learning outcomes for students.
As AI continues to evolve, our schools and IHLs will continue to evolve with it. We will update not only what we teach, but how we teach. We will work closely with students, educators and industry partners so that our graduates are prepared not just for today's jobs, but for tomorrow's uncertainties.
But AI education does not end at graduation. As the Prime Minister noted in his Budget speech, our workers will also need new skills. Senior Minister of State Janil spoke about supporting SMEs in upskilling their workers. Beyond that, we must also empower individual workers to take ownership of their own learning journeys.
In an AI-transformed world, lifelong learning is no longer optional. It is essential.\tIn the coming years, AI literacy will not be a specialised skill. It will be as fundamental as digital literacy is today. Every worker, regardless of sector or job role, should understand what AI can and cannot do.
Of course, literacy alone is not enough. Workers must develop fluency, which is the ability to apply AI meaningfully within their own domain, solve real problems and create value in their organisations.
Mr Alex Yam asked how MOE is working with our partners to expand accessible and practical AI upskilling pathways. Let me outline three ways we will strengthen this. First, we will help individuals understand their current level of AI readiness. Because effective upskilling begins with self-awareness.
SSG has partnered the Singapore Institute of Technology to develop a simple self-diagnostic tool. Through a short set of questions, individuals will be grouped into archetypes reflecting their readiness level, and directed towards high-quality, SSG-supported courses suited to their needs. This tool will be available on the revamped mySkillsFuture portal by the second quarter of this year.
Second, we will make it easier for individuals to navigate the wide range of AI-related training options. Today, there are around 1,600 AI-related courses on the mySkillsFuture portal. These range from full qualifications for career transitions, to shorter modules for skills upgrading within existing roles. There are full time courses, or shorter courses for those looking for a skills-top up. Choice is good, but it can sometimes be overwhelming.
To address this, SSG will better curate and signpost high-quality courses, tagging them according to AI worker archetypes and highlighting those with strong training outcomes and employer support. We will also monitor take-up rates, completion outcomes, and work relevance of such courses, to ensure that these programmes translate into real skills and real opportunities. Upskilling must lead to tangible progress for our workers. Together with SSG’s existing course fee subsidies and SkillsFuture Credits, these enhancements will make AI upskilling more accessible, affordable and targeted.
Third, learning continues beyond graduation. From the second half of 2026, all IHLs will offer selected AI-related courses at significant discounts for all alumni, for a period of one year. We hope alumni will use these opportunities not only to deepen their skills, but to reconnect with their institutions and their professional networks, reinforcing a culture of lifelong learning. The IHLs will release more details soon.
Through all of these moves, we are equipping our workers with the tools to adapt in an AI-transformed landscape. But beyond mastering AI as a tool, we must not lose sight of the qualities that set us apart. Leadership and accountability. Communication and persuasion. Connection and caregiving. These deeply human capabilities cannot be automated. As AI becomes more powerful, these capabilities will become more valuable.
Mr Chairman, we are living through a period of rapid change. It is understandable that some may feel uncertain or anxious, about what lies ahead. But uncertainty does not mean helplessness.
Our schools and Institutes of Higher Learning stand ready. Not just to help Singaporeans stay competitive in a global economy, but to help them navigate complexity with confidence. We will update what we teach and how we teach. If AI can generate answers, our people must ask better questions. If AI can optimise systems, our people must uphold values. If AI can accelerate progress, our people must decide its direction. By deepening what makes us human, our students, our workers, and our country, can flourish in the age of AI. [Applause.]
The Chairman: Senior Parliamentary Secretary Dr Syed Harun Alhabsyi.
The Senior Parliamentary Secretary to the Minister for Education (Dr Syed Harun Alhabsyi): Chairman, what do we mean when we say we want to “Learn for Life Together”? Meaningful and effective learning requires an active connection with others. It comes alive through dialogue, through inquiry and through social engagement. Whether in the classroom or beyond its walls, reciprocal learning occurs between learners together: the child and parent, the student and teacher, or even between students and colleagues.
Learning can occur in school, in our homes, on the field, in the marketplace or in our community hubs. Learning has no age limits. Importantly, everyone learns differently. Success in education, therefore, best emerges from strong partnerships between schools, parents, and the community.
Today, I will share about how we are deepening this commitment through enhanced support for our \tMother Tongue languages, expanded provisions for students with SEN, and stronger foundations for students’ social and emotional well-being.
We have come a long way since the introduction of our bilingual policy in our early years. In 1980, only 31% of our population had literacy in more than one language. The rest could read in only one language or not at all. By 2020, that figure had risen to 72%. This policy has served us well. The English language has facilitated inter-ethnic communication, social cohesion and participation in the global economy. Simultaneously, our \tMother Tongue languages (MTLs) anchor us to our cultural heritage, history and values, while allowing Singaporeans to gain a competitive edge internationally.
In nurturing our students' Mother Tongue proficiency, we know that there is no one-size-fits-all. For stronger students, Higher \tMother Tongue and the Language Elective Programmes allow deeper engagement with language, literature and culture. For other students who may need more time to develop their proficiency with the language, they are supported via the Mother Tongue Support Programme and Foundation Mother Tongue in primary school, and G1 and G2 \tMother Tongue in secondary school.
These are key features of our \tMother Tongue curriculum.
However, as Ms Lee Hui Ying notes, strengthening \tMother Tongue learning requires continual refinement to enable every student to learn their MTL to as high a level as possible. At the primary level, we have introduced more varied learning approaches, such as the MTL SOAR programme to cultivate MTL reading from young. At the secondary level, we have reviewed the higher MTL eligibility criteria to expand access to our MTLs.
Importantly, as Dr Hamid Razak noted, language learning does not end in the classroom. Languages must be allowed to come alive through speech, through practice, and using them actively to communicate with others. To learn and to use our MTLs for life together.
Since 2005, we established the Mother Tongue Languages Learning and Promotion Committees (MTLLPCs) to help our students experience their MTLs as living languages through partnerships with the community and by exploring creative and innovative ways of learning.
For example, many students might find it difficult to remember and recite a five-minute long passage in their \tMother Tongues, but when stitched into a tune or a song, it becomes easier. Last year, in partnership with Mediacorp, the Malay Language Learning and Promotion Committee organised Katapella 2025, Singapore's first national-level Malay choral recitation competition.
Mila Eliza, from Opera Estate Primary School, was one of the participants. Mila had always been a soft-spoken student, particularly in Malay. In class, she would often answer her Cikgu's questions hesitantly in English. But through Katapella, Mila grew into her voice. Rehearsal by rehearsal, the habit of projecting and speaking up in Malay grew increasingly natural for her. These days, when her cikgu asks her questions, she is more confident of answering loudly and clearly in Malay. Experiences like Katapella bring language learning to life and give students a chance to explore the beauty of their MTL and build confidence in its use.
In support of the work of MTLLPCs, MOE will increase their funding from FY2026 to FY2030. The MTLLPCs will receive $33 million in this tranche of funding, an increase from the $30 million in the earlier tranche. The increased funding will support a wider range of activities and programmes for students and parents. These include songwriting, radio broadcasting, debate and digital content creation, all in our students’ \tMother Tongue languages.
In this coming tranche, we are keen to also give particular attention to supporting parents in their children’s early childhood years. As the Tamil saying goes, “ஐந்தில் வளையாதது ஐம்பதில் வளையுமா?”, or “If it doesn't bend at five, will it bend at 50?” The early childhood years are critical for language development. We hope that consistent exposure in these years will create a strong foundation and appreciation of MTL.
Many young parents are hesitant to speak to their children in their \tMother Tongues. They say: “I’m not good at it myself, what if I teach them the wrong thing?” As we tell our children, just try. Learning an MTL is not necessarily about perfection. It is about sharing, in its first-hand language, our stories, our roots, our heritage, and our culture with our children and the next generation.
In the spirit of trying, recently, I learnt a Chinese saying, \"一寸光阴, 一寸金,寸金难买寸光阴\". Some of you might remember your parents or teachers reciting this to you as a child. It is a beautiful way to inculcate values – that an inch of time is worth an inch of gold and we cannot buy time even with gold. It is a poignant reminder that time is precious and indeed, our MTLs have a special ability to bring out the true depth and value of such messages.
From June this year, the MTLLPCs will work with our Community Centres to offer free workshops led by \tMother Tongue preschool teachers to help parents naturally integrate their \tMother Tongue into daily communication with their child. I encourage parents of young children to sign up and take these baby steps towards learning for life, alongside their children, with us. It is also an opportunity for them to build close and nurturing relationships with their young children at an early age.
Bilingualism is a cornerstone of our education system and indeed, our Singapore society. With differentiated support in schools and further grounding in the community, we intend to strengthen MTLs as a vibrant anchor of our society.
Another area where close partnership of school and community support is important is in our support for students with SEN. Today, about 80% of students with SEN are supported in mainstream schools. Prof Kenneth Poon asked about how support for such students considers their varied access to external resources.
For each of these students, schools provide support based on their specific learning needs. Schools provide a range of interventions for learning. For example, the TRANSIT programme, which stands for TRANsition Support for InTegration for Primary 1 students, focuses on behaviour management, while the School-based Dyslexia Remediation Programme supports students’ literacy skills. Where students require medical or therapy support unavailable in MOE or our schools, our schools will then facilitate referrals to external resources. As we continue to strengthen our school-based provisions, we will be able to support every student with mild SEN in mainstream schools, regardless of background.
For students with moderate-to-severe SEN however, we support them in SPED schools, with specialised support and customised teaching and learning approaches. As Ms Denise Phua shared, demand for SPED schools has risen in recent years, driven by an increasing number of students diagnosed with Autism Spectrum Disorder with Intellectual Disability (ASD-ID).
I am heartened to share that, to better support such students, we will be working with the SSAs to expand SPED school capacity. We will do so from the second half of 2026 through the early 2030s in three ways.
First, we will partner MINDS to establish additional campuses for the three MINDS schools. These will operate from interim sites in the East and Central regions progressively from the second half of 2026. Second, we will relocate MINDS Woodlands Gardens School to a larger interim site with increased capacity in the North region from 2027. Third, we will partner three SSAs – APSN Education Services Ltd, Autism Association (Singapore) and St Andrew's Mission Hospital – to set up three new schools across the island. One of the schools, run by APSN Education Services Ltd, will operate from the second half of 2026 at an interim site in the North-East region and we will share more details soon.
These new and expanded schools will allow us to serve more children with ASD-ID, while also benefiting some existing MINDS students by shortening their daily school commutes.
By the 2030s, we will have a total of 30 Government and community-funded SPED schools, including some with additional campuses, up from 26 today. This includes three new schools and Pathlight School 3, which will open in Punggol in the early 2030s. We will be able to serve around 30% more students, from 9,000 students today to about 12,000 in the early 2030s.
There are also other ongoing efforts to set up permanent sites for existing SPED schools that cater to various disability types, including the Cerebral Palsy Alliance Singapore School (West), Grace Orchard School and Maitri School.
Through this expansion, we seek to deepen our commitment to supporting every child in learning for life together. In doing so, we will ensure that every child has a community where they belong, where their needs are supported and where they can grow.
We are conscious that programmes and spaces cannot be effective without dedicated educators. As Dr Charlene Chen has noted, support for educators ensures sustainable outcomes for our students with SEN.
In mainstream schools, we adopt a tiered approach. All educators have a baseline understanding of inclusive classroom practices, so that students with SEN can learn alongside their peers. On top of this, teachers trained in special needs and SEN Officers provide deeper expertise and support other colleagues to nurture an inclusive education landscape.
To ensure adequate support capacity, we review schools' resourcing needs regularly and adjust provisions accordingly. For example, all primary schools have a minimum of two SEN Officers, while those with higher and more complex needs may have up to four SEN Officers. We will continue to work with our schools to build up this capability and capacity.
In SPED schools, structured training allows our educators to develop deep expertise. From 2025, we have enhanced access to baseline training by increasing the number of places for NIE's Diploma in Special Education, from 150 to 180 per year.
MOE has also been working with SSAs and SPED schools to deepen disability knowledge through Communities of Practice on specific disability profiles. Platforms like Communities of Practice allow SPED educators to collaborate across multidisciplinary teams to meet students' complex learning needs.
Over the next decade, we recognise that recruitment and retention of SPED educators will be critical to support the sector's expansion. In 2024, we had improved the attractiveness of a SPED career, by working with the SSAs to enhance salaries for SPED teachers and teacher aides. This followed earlier efforts to strengthen professionalism by introducing career tracks, roles profiles and competency frameworks.
With the strong support of the SSAs, SPED schools have since adopted the recommended salary ranges and made progress to implement stronger performance-based remuneration. We have also introduced the SPED Leadership Development Programme to nurture SPED educator leaders. We will continue to coordinate sector-level recruitment efforts and work with SSAs to develop SPED into a promising and viable career option.
Our schools and teachers certainly cannot do this work alone. Our communities, our families and our homes are anchors for many aspects of our lives and their significance is particularly salient for our students with SEN.
Home is where our students apply their learning from school to everyday life.
In our primary schools, parents of children with dyslexia can read aloud daily with their children to reinforce literacy skills at home. Likewise, in delivering the National SPED curriculum, teachers emphasise family involvement to help students practise and use daily living skills taught in SPED schools.
We agree with Ms Denise Phua that, for students with SEN to flourish, it takes a village. We must work closely and sustainably for the long term, with families and community partners.
In General Education schools, MOE's national advisory council, COMmunity and Parents in Support of Schools (COMPASS) comprises stakeholders, such as parents, industry and self-help groups. COMPASS has initiated different efforts for parents and community partners to cultivate meaningful school-home partnerships.
One such COMPASS initiative is the set-up of the Parents-for-Parents (P4P) network, to deepen support for parents of children with SEN. Based on their own experiences, COMPASS members recognised a need for peer support to better navigate the challenges of supporting children with special educational needs. The P4P network was started to address this gap.
P4P connects parents of children with SEN with each other, to provide valuable peer support when navigating uncertainty, key decisions and transitions. P4P also extends school and system-level support when needed. Currently, over 30 schools are rolling out this initiative, with expansion planned to approximately 60 schools from 2026 to 2027. This is an example of how organic, parent-driven support can scale effectively for the benefit of our schools and our students.
This commitment to partnership extends to our SPED schools. In collaboration with CaringSG, we will pilot the Parent Peer Support Programme in some SPED schools. These schools will develop a deeper understanding of parents' perspectives and needs to provide more focused support for parents with children of higher needs.
Partnerships between our schools, parents and the community make a real difference in our students' lives. While undergoing baking training at Metta School, Rachel Tan learnt that the path to the right career is paved with detours and self-discovery. Through an internship arranged by Metta School and industry partners, Rachel realised, despite her technical skills, the day-to-day of the baking industry was not ideal for her. To figure out her next steps, Metta School, Rachel, and her family leaned into her natural strengths. Airport housekeeping was an unexpected match. Today, with her keen eye for detail and gift for genuine connection, Rachel thrives as a Housekeeping Officer at Changi Airport where she brightens many a traveller's stressful day. In 2025, Rachel won the Changi Service G.E.M Programme for her exceptional service. In the right environment, she has blossomed.
Rachel's success demonstrates the power of strong partnerships between schools and families to help our students reach their potential. To enable such partnerships, we are extending MOE's digital solutions to SPED schools to make communication more seamless.
Parents Gateway, which provides parents and caregivers access to school announcements and digital submissions of consent forms and medical certificates, has been well-received in mainstream schools. We will extend it to all 26 SPED schools from the second half of 2026, allowing all families with school-going children to access the same communication platform. This will also reduce the administrative burden, freeing up teachers' time for teaching and improve student outcomes.
These partnerships in schools are just the beginning. Recognising that our students require support beyond the schooling years, we are committed, as a government, to supporting our students along this journey. As part of the inter-agency Taskforce on Assurance for Families with Persons with Disabilities, MOE is reviewing education support for SPED graduates transitioning into employment or post-secondary education. I look forward to sharing our recommendations when ready.
Across these areas, we see that meaningful educational outcomes require a community of support. Dr Charlene Chen asked about our support for our students' well-being.
Our children develop resilience and socio-emotional well-being in community. Through the CCE curriculum, MOE equips students with developmentally appropriate skills for emotional regulation, peer support and help-seeking. Beyond the classroom, each school's ecosystem of support includes proactive monitoring, trained peer support leaders and access to school counsellors and community mental health resources when needed.
Over the years, we have also explored innovative methods to support our students' well-being. Like Ms Elysa Chen, MOE recognises the potential of the arts in this area. International research indicates that sustained emphasis in arts education is more effective than one-off activities for students' well-being and social-emotional development.
All our students learn music and art for eight years taught by specialised teachers. The activities and tasks are designed for students to learn social-emotional competencies at the same time. All our lower secondary school students learn English Literature where they explore emotions, human interactions and identities through different genres.
Schools too can customise their own programmes and curate student-led activities. Where there are effective best practices, school leaders have platforms to share these practices with other schools, so that students can benefit.
At its core, MOE recognises that the work of supporting our children takes many hands coming together and never alone. Indeed, we can all learn for life together. Mr Chairman, allow me to say a few words in Malay.
(In Malay): [Please refer to Vernacular Speech.] Bilingualism is a cornerstone of our education system. Mother Tongue Language learning transcends the classroom – because languages come alive when they are regularly spoken and shared with others and developed together within the community.
In this spirit, we established the Mother Tongue Languages Learning and Promotion Committees in 2005 to help students develop an interest in and deepen understanding of their \tMother Tongue through collaboration with community partners.
In support of Mother Tongue Languages Learning and Promotion Committees, MOE will increase their funding from FY2026 to FY2030. The Mother Tongue Languages Learning and Promotion Committees will receive $33 million in this tranche of funding, an increase from $30 million in the earlier tranche. The increased funding will support a wider range of activities and programmes for students and parents. These include supporting creative approaches in \tMother Tongue, including songwriting, radio broadcasting, debate and digital content creation.
We will pay particular attention to supporting parents during their child’s early years. As the Malay saying goes, “Bend the bamboo when it is still a shoot”. The early childhood years are critical for language development and consistent exposure will create a strong foundation for \tMother Tongue appreciation.
Many young parents may be hesitant and lack the confidence to talk to their children in \tMother Tongue. Just as we tell our students in school, we encourage parents to be confident and try speaking \tMother Tongue at home. Learning a language is not necessarily about achieving perfection. On the contrary, see it as an opportunity to share stories that convey values, heritage and culture to our children.
From June this year, the Mother Tongue Languages Learning and Promotion Committees will work with our Community Centres to offer free workshops to help parents integrate \tMother Tongue into daily communication with their children as a common routine at home.
I encourage parents with young children to take advantage of these measures to further reinforce the use of \tMother Tongue in the home and family environment.
Education and learning are lifelong endeavours. Like planting seeds that bear fruit, the outcomes of changes to the education system will take time and should be viewed from a long-term perspective. In fact, we are increasingly seeing success and progress in this regard.
To Mr Abdul Muhaimin’s query, I am pleased to share that the Malay community has shown good progress and performance in educational achievement over the years, with higher percentages obtaining post-secondary and university qualifications. For example, the number of Malay students taking degree programmes in local autonomous universities has almost doubled from 600 students in 2011 to over 1,000 students in 2020, while the total cohort of students increased by approximately 50% over the same period. Last year, in 2025, a record number of 119 students received the MENDAKI Excellence Award for first-class honours at university, an increase of 35% compared to 2024, the previous year.
We are proud of our students’ achievements. We work together with relevant agencies and community partners to ensure that no student is denied the opportunity to pursue higher education due to financial difficulties. For example, Yayasan MENDAKI offers the Tertiary Tuition Fee Subsidy as well as other financial assistance schemes, study loans and scholarships.
We will continue to strengthen this partnership with schools, teachers and community partners to ensure that our students continue to thrive regardless of their background.
(In English): Allow me to conclude by sharing another saying, “Berat sama dipikul, ringan sama dijinjing”. We share the heavy burdens and carry the light loads together. Whether we are taking small steps to speak in our MTLs to our children, forging close partnerships to support our students with SEN, or strengthening the well-being of our students, MOE recognises that we are not, and cannot be, alone on this shared educational journey to mould the future of our nation.
By learning for life together, we will build a Singapore where every child can reach their fullest potential, and where our rich tapestry of languages and abilities continues to be a source of collective strength for our society and generations to come.
The Chairman: We have about 35 minutes for clarifications. There are 25 of you who have filed cuts. I will prioritise those who have filed longer cuts first. Mr Darryl David.
Mr Darryl David (Ang Mo Kio): Three clarifications, please. The first for the Minister. I suggested in my cut, Minister, about the possibility of using AI to create avatar teachers to to minimise or to positively impact the teacher-student ratio. Can the Minister share if MOE is willing to consider this?
However, even as we create a better teacher-student ratio, I would like to also go to my second clarification, which is to ensure that the direction we have taken towards reducing class sizes continues, not so much for an absolute number, Minister, but perhaps for the appropriate class size to suit the needs of the students that are taking that particular subject.
And the third clarification, Sir, is regarding the centre-based advanced learning modules for students in primary schools, I would like to ask Minister if MOE is prepared to consider extending this programme into the secondary school sector, perhaps to cater to some of those students who are a little bit of late bloomers, so that they also have opportunities and options for this programme in secondary school.
Mr Desmond Lee: For the first question, we certainly will study the use of technology to help augment classroom management, and learning and teaching in the classrooms. Already in the Student Learning Space, which is used not just at home, but also in the classroom to accompany teaching and pedagogy, students already have recourse to online material, as well as the use of AI tools, for example, the learning feedback assistant.
So, we will continue to look at the ways as technology improves to leverage it, in order to augment teaching and learning.
Second on the direction of class sizes, as I said, if you compare our class sizes to say, a few decades ago, we have been actively moving, prioritising resources to students that need more support and scaffolding. And I have given many examples previously. So, that is the direction we are heading. But as I said earlier, there are non-trivial considerations and we have to study this very carefully.
Third, on the centre-based advanced modules, this is in relation to the new framework and approach for students with talents and strengths in certain domains, this is for primary school. So, we have a school-based programme and a centre-based advanced module. In secondary schools, there are already schools, including some of the Integrated Programme schools, and in fact, all secondary schools have programmes as well as experienced teachers to help to stretch students who are more inquisitive, have talents in certain domains. But at the MOE level we also have MOE electives and programmes to empower some of these students. At the school level and national level, we have Olympiad for maths and science. These also allow some of these students to be stretched as well.
The Chairman: Mr David Hoe.
Mr David Hoe (Jurong East-Bukit Batok): Thank you, Chairman. I have three clusters of questions. The first is regarding on supporting students from disadvantaged background. I understand that students can tap on the Opportunity Fund. And in a 2026 reply to Mr Gerald Giam, MOE shared that about 50,000 students benefit from it annually. I would like to ask, first and foremost, has MOE studied whether students themselves are aware of the support and how they can utilise it, instead of teacher enrolling for them? Second, what proportion of this 50,000 represent the total number of disadvantaged students? And third, more broadly, while more additional resources are given to supporting students from disadvantaged background, I also understand that not all schools start from the same baseline. Some have a stronger alumni network that they can tap on or community resources. I wonder whether would MOE ensure a stronger baseline across all schools so that students from disadvantaged background, regardless of which school they are in, will have equitable access to opportunities.
Second cluster is about GEP module centre. I understand that students can take public transport to GEP centres. However, if the younger students are in Primary 3, about nine years old, do we have a guideline in terms of the reasonable commute time?
The third one is on teacher recruitment. MOE also earlier shared about the challenges on teachers recruitment about, including competition between private and public sectors. I wonder whether MOE has thought about the occupational mobility as a factor. Because I have heard from many who say that if you join teaching, you cannot really see a career switch. So, I wonder, can MOE share its perspective on this narrative and perhaps, more importantly, assure prospective teachers that teaching also equips them with transferable skills that allows them to be valuable across different sectors?
The Chairman: Minister Lee, you have my sympathies.
Mr Desmond Lee: I will try, Chairman. But we all bear your admonition.
First, the Opportunity Fund, whether students know about it. Our schools reach out to students. Our schools have data of the students who are more disadvantaged and who may need more support, whether they are from a lower SES family or because they face more complex challenges. This information is shared with students as well as parents, but certainly we will see what more we can do.
In terms of the base, 50,000 students, I mentioned earlier that with our enhanced the bursary criteria, about 133,000 students will benefit. Whether that is the right base, well, it is debatable. But certainly, we can check. Each school will have a sense of the students that will benefit from the Opportunity Fund, and encourage them and work through the barriers to enable them to benefit.
My handwriting is not legible now! Something about GEP centres. Those are not GEP centres. Those are centres which run the centre-based advanced modules. And we have selected the sites the first round so that they have a geographical spread along across the island and have public transport accessibility. We think that for students from the surrounding schools to travel to that school should ideally through public transport, take less than half an hour. But we allow schools to decide for themselves how best to enable their students to access these centre-based advanced modules. Suffice to say that schools will have resources so that no child will be deprived of access to these centre-based advanced modules because they cannot afford it.
The Member also asked a question about recruitment. I have not been able to follow that train, Mr Chairman.
The Chairman: Mr Hoe.
Mr David Hoe: I will attempt to speak slowly. The earlier question is one on students from disadvantaged backgrounds. I wonder whether there will be a stronger baseline baseline for support for all schools. Because for some schools they do have resources in terms of alumni networks and community resources. So, would we be able to consider a stronger baseline so that every child, regardless of which school they are at, if they come from a disadvantaged background, they have access to equitable resources.
The third one is on teachers' recruitment. One of the feedback that is often heard is that if you join teaching, you cannot really move to other sectors. I wonder what MOE's view is on this narrative, and whether for prospective teachers that are coming in, maybe it is about highlighting the different skillsets that they have that allows them to be able to move between sectors as well.
Mr Desmond Lee: On the stronger baseline of support, we provide the schools with resources from HQ. Schools also have the school advisory committees, where not just alumni, but also very well-meaning individuals who join the school advisory committees contribute resources, but also contribute networks for the schools.
But certainly, through ComLink+, as I mentioned earlier, integrating more intensively with our schools, with our school student welfare officers, with our school leaders, we want to provide not just resources, but a network of SSAs and resources to empower the schools to help these children. Because the problems are not always with the children in school, but sometimes, in their families.
The next question is about recruitment. The role of a teacher is multi-faceted and complex. It is not just teaching. They also help run CCAs. They do CCE. They come up with projects to improve school operations and teaching. So, they pick up lots of skills which are valuable in of its own right. And I think our teachers know it. We also send our teachers for teacher work attachments so that they can see what is happening in other sectors – not just to benefit teaching, but also to give them a sense of the kinds of skillsets that are out there that are needed in industry broadly.
The Chairman: Assoc Prof Terence Ho.
Assoc Prof Terence Ho (Nominated Member): Sir, I have two follow-up questions, please. The first is regarding the four \"Learns\" for AI. May I know if MOE has set out guidelines on how AI should be incorporated into pedagogy and assessment at different education levels, since students at different levels may need to engage differently with AI tools to optimise learning that's appropriate for their stage of development.
The second question is that while I note the Minister of State mentioned the role of performing arts and literature, does the Ministry see an even larger role for the humanities to foster critical thinking and ethical judgement in the AI age?
Ms Jasmin Lau: I thank Assoc Prof Terence Ho for the clarification questions. So, yes, the four \"Learns\", the guidelines have been put out across Singapore to all schools and teachers will be able to access them.
On the second question on subjects, I think AI should and can be used across many, many different subjects and we will strive to work towards a system where teachers, regardless of the subjects they teach, are able to think about how AI can be best used.
The Chairman: Ms Denise Phua.
Ms Denise Phua Lay Peng (Jalan Besar): Thank you, Mr Chairman, for noticing my hand. A few clarifications.
Number one is on the DSA arms race. We know that applications are surging and I hear that there is a lot more interest in this space as well. So, how does the MOE intend to reduce the preparation advantage, increase more authentic school-based nominations and reduce all this portfolio-gaming?
The second one is on yet another arms race. I did not raise it in my speech, but it is about the internship arms race. I know of some residents, they are from slightly disadvantaged backgrounds. They shared with me that when it comes to internships, they have very little connections and networks, and they lose out to some of their classmates who sometimes have four or five options, and even have internships stacked upon one another. How do we address that so that they get more equal access?
The third one is on the PSLE pilot through-train. I heard that the Minister said that he will consider. So, I was just wondering, is this kind of a \"yes\", \"no\" or \"maybe\" response, because this has been spoken about for quite a long time? So, just checking your views on this.
And the last one is on SPED schools for the Senior Parliamentary Secretary. Physical capacity is definitely needed, but I think very importantly, and I volunteer in special schools, so, a lot of the constraints is not in the physical capacity. A lot is in the manpower capacity. So, I want to ask MOE on what it will do in the manpower space so that it is not just business as usual. How can we tap on, for example, specialist manpower to address this gap.
Number two is, I think the Senior Parliamentary Secretary has mentioned that there is a review of salaries of educators and teacher aids. But the SPED schools are run by a lot of the other professionals as well such as occupational therapists, speech pathologists, psychologists, coaches and so forth. And I ask for MOE, as it always looks at SPED educators, to also focus on this other very important group; because retention is capacity.
And the last one is on making sure that the poaching from SPED mainstream schools and sometimes MOE, the Ministry of Health does not recur.
The Chairman: Ms Phua, you might want to get to your last clarification.
Ms Denise Phua Lay Peng: And how do we intend to grow the pie to address this manpower challenge?
Mr David Neo: Chairman, I will just address the first one on DSA. The DSA was really introduced to make sure that we offer our students more pathways. Those with different talents to have the pathway to get into the school that they want, and we are able to develop the potential for the interest that they have. And I think it is something we acknowledge, it can always constantly be improved in terms of the selection process, how we identify potential to make sure it does not escalate into an arms race.
MOE continually reviews this. We have done quite a number of significant efforts in the past couple years. For example, we have uplifted students from disadvantaged backgrounds to discover and nurture their interests and talents in these areas. We talked about the Opportunity Fund. It allows them access, once again.
But one of the key things that we are doing is also to change the way of selection, so, it is not so much premised on the performance at that point in time, which then requires a lot of preparation; but really to identify potential and especially, sporting potential. For example, in the Sports School now, you have multi-sport athletes and selection is based on their displayed potential to specialise subsequently in one particular sport. And then, that helps to take away that desire to overprepare and then the desire to escalate it into an arms race.
Dr Syed Harun Alhabsyi: I thank the Member for her passion in the SPED space. It really is the case that beyond increasing the capacity, she is right that the attending challenges must be addressed with regard to manpower.
In light of that, the work has already started. Since 2024, we had the enhanced journeys of excellence package, wherein we worked on strengthening the quality as well as professionalism of the SPED teaching profession. Since then we have reviewed and enhanced the salary guidelines with salary enhancements from 2024 to 2026.
On top of that, I hear the Member's concern about how it can be quite challenging to tap on the same pool with regard to manpower, and the concern is that if you go into the SPED teaching industry, does it mean it is an opportunity cost for teachers or psychologists, vice versa? And that is something that, in terms of hiring, we are doing quite a fair bit, including organising the SPED teachers career fair, as well as working with SPED schools to have representation in the career fair of our autonomous universities as well. So, we are working hard at it and we are also having engagements with the SSAs to see where the challenges are in terms of hiring, as well as retention of manpower. Those who come into the SPED industry are really those who care for the children and care for the needs of the SPED students, and that is something that we want to be able to retain, as part of the wider fraternity.
Mr Desmond Lee: Chairman, I will deal with the other two questions that Ms Denise Phua raised. The first is on internships arms race. Well, we have a PSLE arms race, DSA arms race, internships arms race – and earlier I mentioned, even previously for the GEP, there were some hot housing in order to push children through, not always to the benefit of the children. It can be detrimental. Sometimes, the children push themselves without realising that they are putting themselves through undue stress.
But aspiration and motivation on the one side, and stress and pressure on the other side are two faces of a coin. We need to manage this carefully.
So, the internship arms race came about when we speak to IHLs, we speak to companies, we speak to students. Not just IHL students, by the way, even your upper secondary school students. It is a reflection of how some employers are saying, \"Well, your students who apply, applicants are all so good, the results are all great, almost all similar. So, I distinguish by looking at their character, their leadership, their empathy, whether they are toxic or whether they are empathetic. And we think an internship will allow us to get a feel of them\", and there, you create a certain pathway.
So, taken to extremes, motivation and drive can become unhealthy not just for the individual and the family, but for society as a whole. And when we fine tune and calibrate or reform a system, we have to be mindful that it is not just one exam or the exam itself. It could be what the exam results are being used for, whether it is a PSLE result, A-level exam results and so on. And so, this is a very large system issue that we need to tackle carefully and thoughtfully.
On PSLE and through-train, as I said, in coming up with the Education Conversations, no suggestion will be off the table. We will not be closed off to any idea. But every idea, including what I mentioned in the speech, comes with its tensions and trade-offs. And for every idea raised, there will be people in opposition to that idea. For instance, through-train, then who will through-train to some of the more popular secondary schools? Will it cause the race to be brought down from PSLE to before Primary 1 admission? All these are considerations, but we will start this conversation with a very broad open mind.
The Chairman: Dr Charlene Chen.
Dr Charlene Chen (Tampines): Chairman, I acknowledge that many initiatives already exist. Does MOE set benchmarks to ensure fidelity and consistency of implementation across schools? Otherwise, how does the Ministry detect when resilience building is weaker in certain schools? Can the Ministry assure this House that students' access to structured resilience education, timely counsellor support, for example, does not vary meaningfully from school to school? That is my first set of questions.
My second question on special needs and behavioural issues among students in mainstream schools. Could the Ministry share whether it tracks how long it takes on average from first observation to deployment of additional support in Primary 1? And whether the Ministry has studied whether incorporating a short structured executive function baseline into the existing Primary 1 framework could shorten the window and enable earlier manpower calibration at the cohort level, especially when support density is higher in certain classes?
Dr Syed Harun Alhabsyi: I thank the Member for her clarifications. The first on benchmarks and fidelity, we do have certain guidelines with regard to how access to mental health needs, as well as the accessibility to counsellors, and the variety of support structures within the schools. As to the level of access in terms of the variety, I do not have the number at this point of time to answer the Member's question. If it were possible, she could also file a Parliamentary Question for that particular specific question.
That being said, I just wish to reassure the Member that at its baseline, all teachers undergo preservice SEN training and therefore, since 2020 they have in-service training as part of their SEN professional development roadmap. They do have an acute awareness of some of the conditions or the difficulty that students may have. And at a moment's notice, if let us say they find that a child is struggling, for which it may invite additional resource, say, for example, our teachers trained in special needs, or even our SEN officers, this can be given within the organic school resource.
Beyond which, as we have already mentioned, in terms of any specific interventions under transit, in terms of the students in Primary 1 specifically, transitioning into Primary 1, as well as the school-based dyslexia remediation, these are available as well.
The question on SEN, that in terms of the timeline, if I understood the question? I understand. So, with regard to the identification and deployment of resources, with regard to the timeline from which it is first identified to the time where it is being intervened, I will invite the Member to also ask another Parliamentary Question. And whether we track it as well, we do track it, but I will just have to defer to a Parliamentary Question so that we can answer and give a considered response for the Member.
The Chairman: Assoc Prof Jamus Lim.
Assoc Prof Jamus Jerome Lim (Sengkang): Chair, let me start by thanking Minister Desmond Lee for his explanation about challenges in the modern classroom, including this very challenging question. My issue here is just that why is it only five marks? Although that is not my question.
I appreciate that CCAs are an integral part of a student's educational journey. As someone who has taken part in three CCAs in my time in secondary school, including one which we shared, I could not agree more. That said, my point is that there is a clear opportunity cost when already overburdened teachers are asked to take on yet more duties, and as explained in my cut, to the detriment of teaching functions. This then robs our students of more teacher attention. So, in this context, my questions are twofold. Does the Minister agree that even in the age of AI, sustaining human instruction in our classrooms, especially in primary, but also SPED schools, remains paramount? We have received substantial ground feedback that staff turnover has led to teaching assistants being tasked with covering for some of these departures.
If so, my second question is whether the Ministry will consider that even as it faces the very real constraints that Minister Lee shared about ramping up the teaching core quickly, will they expand Allied Educators specifically in Teaching and Learning as an interim stop-gap measure?
Mr Desmond Lee: I thank the Member. The answer to the first part of the question I responded by Parliamentary Question the last time. The answer is yes, more details in the Hansard. In (b), expanding Allied Educators, Teaching and Learning (T&L) has been sunsetted; we announced it quite a number of years ago, about nine years ago. We are dedicating our resources to allied education in areas which benefit the students and the teachers, such as SEN, counselling for children's wellness as well as student welfare.
The Chairman: Assoc Prof Kenneth Goh.
Assoc Prof Kenneth Goh (Nominated Member): Thank you, Chair, for letting me through the \"clarification questions arms race\". I have four questions.
First, for the vulnerable students, was wondering if the Minister could elaborate on how collaboration between schools and SSAs will be structured to assist students with higher needs? For example, is there a formal framework that encourages and incentivises partnership between these different agencies?
Second question is on the DSA, just following up on Acting Minister's response. Competition can be constructive if it supports both individual development and the long-term talent pipeline, I think the issue here is early specialising, which distorts the talent market in favour of those with resources rather than those with talent and potential. So, are there plans for MOE to collaborate more closely with relevant domain experts and agencies in the area of sports? For example, it could be with the High Performance Sport Institute and the national sports associations, to develop clearer national criteria or progression frameworks for early talent identification in sports. This could be an adoption of some of the criteria that the Sports School already uses and to apply that for other schools.
My third question is on the demand for Primary 1 places. I was wondering if MOE has studied the feasibility of expanding the footprint or intake of highly sought after primary schools to ease concentrated demand?
Final question, Sir, is on continuing education. The Senior Minister of State had mentioned that the IHLs are the nexus between education and research, and I agree. However, in practice, the teaching communities, including the adjunct and external faculty and the research communities, they often operate in parallel. Is there a structured approach to better integrate academic research, industry expertise and the delivery of lifelong learning? Are there plans to review the incentive structures to better support faculty in such integration?
Mr Desmond Lee: I will deal with the question on working with agencies, SSAs and Primary 1 places. Senior Minister of State Janil with CET; and then Senior Minister of State David on DSA and early specialisation.
On schools working with SSAs, the answer is the ComLink Alliance Working Group as well as internally between the schools and HQ through UPLIFT. But ComLink is the national flagship to build relationships between schools and our SSAs and partners to better support our students from the perspective of the schools.
On Primary 1 places, if we were to, as I said, we are reviewing the Primary 1 admission framework to achieve the broad goal I mentioned earlier. There are various ideas that have been raised. Indeed, some have suggested expanding the places for certain schools where they are very popular and hope to then have more diversity. The downside is, of course, that it may cause other schools to hollow out and you know that schools have had to merge over the years and with falling cohort sizes and with more mergers, if we were to do as the Member had suggested, there is a risk that there will be even more mergers, affecting accessibility in terms of proximity for families.
Dr Janil Puthucheary: Sir, the short answer is yes, but I suspect the Member is asking whether the structured approach is common across our IHL landscape. In truth, the autonomous universities and the IHLs need to look at the issue of how they integrate practice, research, education and other pastoral duties, for example, as fit for their student population, the courses that they deliver, the industries that they serve and the sort of faculty that they bring in.
Some of our IHLs are very research intensive and some of our IHLs are far more focused on practice professorships, for example. So, the promotion and tenure communities, the way in which the senior governance within the IHLs look at these things for their faculty and for their outcomes, it is customised for their campus, if you like. We have oversight from MOE for how they develop these frameworks, but the frameworks that they have for each campus is suitable for their needs.
Mr David Neo: Sir, I thank the Member for his question and also thank him for his support that we really do not want our students to be specialising too early, but instead what we want to do is really to nurture the love and the interest in the sport and to discover their potential, because it is really like we discussed in this House about nurturing our students to achieve their full potential.
I also wonder whether my COS speech for MCCY has somehow been leaked, so the short answer to the Member's question is yes, there is room for MOE to work more closely together with the High Performance Sport Institute, and all the national sports associations, when it comes to nurturing that love and to be able to collaborate well, use some of the existing criteria and promotion frameworks to really do more for our student athletes.
So, I do not want to let the cat out of the bag too soon, but I will be elaborating a lot more in my MCCY COS speech. The short answer is yes, we will work closer to make sure that our students get better benefits.
The Chairman: Ms Hany Soh.
Ms Hany Soh (Marsiling-Yew Tee): Thank you, Chairman. I have two clarifications. One is pertaining to what Senior Minister of State Janil has shared about MySkillsFuture Portal, revamping it. Can we explore to actually allow the functions for the users to actually navigate through the portal based on locations wise, so that it allows the users to benefit from it. This is aligned to my earlier cuts in relation to supporting people, for example, like stay home mothers, people with mobility issues to get closer to enhance and embrace lifelong learning.
The second clarification is to the Minister. This is in relation to, also back to my cuts about exploring to have ITE or lifelong learning centre in the north. This is actually a very practical suggestion, especially since we have existing infrastructures available once the sports school moves out and moves to Kallang, so this is something that I really hope that MOE can consider.
Dr Janil Puthucheary: Sir, we can certainly explore the possibility of a location filter in the portal search facility. Currently, users can filter on the basis of training provider, which may be a proxy for location as well, but I take the Member's point that perhaps this is another way in which we can improve the search experience and I thank her for her suggestion.
Mr Desmond Lee: We will consider the Member's request.
The Chairman: Ms Lee Hui Ying.
Ms Lee Hui Ying (Nee Soon): Thank you, Chair. I have two short sets of clarifications. First for Senior Parliamentary Secretary Dr Syed Harun. I hear from him that from June onwards, the MTLLPC will be introducing and working with communities for parent workshops. Can I ask on the number of locations identified? How were they identified and whether Nee Soon South will be considered, because it also has a relatively high proportion of young family in the population?
My second question, on a serious note, I would like to ask the teacher, Minister, for clarification on my answer to his PSLE question. My cortisol levels are spiking and overflowing, so I hope to get an answer from him as well.
Dr Syed Harun Alhabsyi: I thank the Member for her clarification question. With regard to the details as to where in the different communities we will be engaging, I think it is still being developed in terms of the details, but certainly if Nee Soon South is keen to be able to engage MOE to develop programmes in keeping with the development of the MTLs, we can discuss that in further detail. Further details will be shared soon.
The Chairman: Minister Lee, do you want to reveal the answer?
Mr Desmond Lee: For (a), it is 7,200 cubic centimetres; for (b), it is 32 centimetres. It is really to demonstrate that with scaffolding, it helps to build on the students' understanding of basic concepts, and then stretch and apply it in an environment and in a situation that they may not be familiar with.
The Chairman: Mr Alex Yam.
Mr Alex Yam (Marsiling-Yew Tee): First, I would like to thank the Minister for my five marks.
For Minister of State Jasmin on AI, I welcome the framework of the four “Learns”, but if I could seek some clarity. I understand that she had earlier shared that the guidelines have been sent to all schools and for teachers to introduce it. Could the Minister of State share the staging and the levels by which, even if broadly, when students would be encouraged or be introduced to AI? Because beyond the four “Learns”, I think there is, to me, another factor. And that is learning before AI, so that students have a firm basis in knowledge, in mastery of gathering information before AI comes into play.
The second related question is that now that we have engaged the teaching community in schools, as well as introducing to students, there is another important group of stakeholders, and that is parents. Because just now we keep mentioning arms race, and I think as parents ourselves, sometimes, it is prone that when we are worried that something new is introduced, we would want to enter an AI tools arms race and end up spurring another round of worry for students' ability to cope as well as a differentiation in between different levels of students – those who have more and those who have less.
Ms Jasmin Lau: I thank the Member for the questions. Just to give a sense, at the primary level, the focus will remain firmly on fundamentals, like I mentioned, literacy, numeracy, reasoning and character. So, any exposure to AI will be very light touch. They may learn about what is AI and some of the risks involved. But we do not expect them to use AI tools for their work.
At the secondary level, I think that is where students must move on from awareness to responsible use, so they will be exposed to the tools and learn how to use them to generate ideas, compare perspectives or refine their arguments and, of course, at the post-secondary and the IHL level, they will have to learn how AI tools can be applied to their own discipline, their domain of work and also understand how these translate into real world skills that they will then use when they enter the workforce.
The Chairman: One last clarification, Dr Hamid Razak, for your two cuts and four minutes.
Dr Hamid Razak (West Coast-Jurong West): First, I would like to ask the Minister, I welcome the move to move away from GEP to the 15 centres for advanced modules, whether the Ministry has assessed whether this will then portray these centres as the more choicier schools to parents and how the communication should be better informed so that the parents know the intent of these centres providing the advanced modules?
To Senior Parliamentary Secretary Syed Harun, I do agree that there is no one-size-fits approach for \tMother Tongue. I have heard some feedback from NIE trainee teachers in taking Tamil that the curriculum needs review, whether the Ministry will consider teaching training curriculum review in a bid to make the teaching of \tMother Tongue more accessible?
Mr Desmond Lee: We are mindful of that risk. So, basically the school-based provisions, the school-based programmes mean that every school will cater up to 10% of their school cohort who can benefit from greater stretch and challenge, and the schools, all schools will have some teachers who are trained to manage the cognitive as well as the effective requirements of supporting these students who are more inquisitive, who can be challenged further.
Then the centre-based advanced modules are those who have either single or multiple domain strengths and opt to go for these modules. The teachers will be pooled from different schools, including some former GEP teachers, centrally held in MOE HQ, and then deployed to teach at various centres. So, these schools provide the infrastructure for these centres to run the modules. The centres will be reviewed from time to time for geographical spread as well as convenience and access to transport.
Dr Syed Harun Alhabsyi: I thank the Member for his clarification question. Indeed, we do want our MTLs to be as accessible as possible, especially to our students who may have different inclinations as well as different abilities in the MTLs.
So, at the level of primary school I mentioned there is a foundation MTL for those who may find themselves a bit weaker. We also have G1, G2 MTLs in secondary school, but at the other end, we also want to be able to stretch those who have the potential and ability in \tMother Tongue. So, there is also higher MTLs in secondary school. But noting that there might be some who see MTLs as a strength, you can actually take higher MTLs now, regardless of your PSLE AL score. For those who want to further their studies, they can also go on to the language elective programme.
So, to answer the Member's question, we do have different types of curricula to be able to allow for different abilities in our students and the intent is for them to be able to appreciate and learn to love the language of their own \tMother Tongue at depth and to as high level as possible.
The Chairman: I would like to thank Members from both sides of the House for being very succinct in their clarifications and responses. It allowed 11 Members to ask their clarifications. Having said that, being succinct does not mean speaking at a breakneck speed. It is tough for the Minister to understand, and it is also tough for our interpreters to do their translations.
Can I invite Mr Darryl David if you would like to withdraw the amendment?
Mr Darryl David (Ang Mo Kio): I ask for leave to withdraw my cut.
[(proc text) Amendment, by leave, withdrawn. (proc text)]
[(proc text) The sum of $15,473,381,200 for Head K ordered to stand part of the Main Estimates. (proc text)]
[(proc text) The sum of $1,185,000,000 for Head K ordered to stand part of the Development Estimates. (proc text)]
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Committee of Supply – Head S (Ministry of Manpower)","subTitle":"A competitive, connected and resilient economy, with diverse pathways and opportunities for all","sectionType":"OS","content":"Ms Yeo Wan Ling (Punggol): Mr Chairman, I move, \"That the total sum to be allocated for Head S of the Estimates be reduced by $100.\"
Singapore is going through a period of profound labour change. We are seeing the effects of an ageing demographic and our total fertility rate is at a historical low. More workers today are also caregivers and women, who traditionally take up caregiving roles, continue to face the balancing act between work and caregiving. At the same time, our enterprises are navigating an uncertain global environment marked by higher costs and rising trade barriers. Alongside these changes, more Singaporeans are choosing platform work as a livelihood of choice, whether for flexibility, autonomy or income stability. And layered onto all of these is the advent of artificial intelligence (AI), which is already beginning to transform the very nature of work.
Not just the jobs we do, but how work is organised, how skills are built and how careers evolve. Against this backdrop, Singapore's manpower policies must not only balance global talent attraction with local workforce protection, but must actively enable Singaporeans to thrive as workplaces evolve.
In the last term of Government, MOM and our tripartite partners worked together to guide our workforce out of the COVID-19 crisis and enabled workers to benefit from the recovery. We secured better terms for lower-wage workers as well as platform workers, improved caregivers' access to flexible work arrangements (FWAs) and took early steps to prepare for a super-aged society. But as this new term begins, our labour and industry transformation policies face a far more complex task.
AI is a gamechanger. It can augment workers or displace them, depending on how work and jobs are redesigned. The key question is not whether transformation will happen. It is whether it will translate into stronger wages, deeper skills and better career pathways for Singaporeans.
Our first Industry Transformation Maps (ITMs) were introduced in 2016. They were forward-looking then. But AI is reshaping industries at a speed that demands sharper, more dynamic responses. While some ITMs have been refreshed and augmented with Job Transformation Maps, we must now ensure they provide clear direction on: AI-driven business process redesign, timelines for workforce transition and credible pathways into new roles when existing ones are sunsetted.
Equally important, we must ensure that employers bring their workforce along this journey. Displacement must remain the last resort. As industries transform, workplaces must become more inclusive and supportive, particularly for mid-career workers and those with caregiving responsibilities.
While we have made meaningful progress and strengthening protections for platform workers in both livelihood stability and recent workplace safeguards, platform work remains inherently precarious. Recent platform exits remind us that workers remain vulnerable to sudden business decisions. At the same time, road safety is an increasing concern. The rise and group fatalities and injuries reported in 2025 underscores the risk that platform workers face daily.
We need to move beyond baseline protections. As more Singaporeans rely on platform work as a primary livelihood, we must guard against platform consolidation creating a race to the bottom in payouts and incentives. When platform exit, workers should not be left exposed to delayed or unpaid dues. Stronger safeguards are needed to ensure timely notice fulfilment of payment obligations and clear records, whether defaults occur while also strengthening protections for their safety on the roads. Tripartism must continue to anchor this effort. The Platform Workers Trilateral Group demonstrated in 2025 how effective collaboration can address complex challenges, such as illegal platform work.
Going forward, platform worker associations should and must remain a central pillar, strengthening partnerships to improve both livelihood resilience and safety outcomes for our platform workers. Today, my Government Parliamentary Committee (GPC) colleagues and fellow labour Members of Parliament (MPs) will share our views on how manpower policies must continue to secure good jobs for our Singaporean core, while powering economic progress within this land and infrastructural constraints of our little red dot. Because of this remains a delicate but necessary balancing act.
We must enable time-crunched mid-career workers to upskill; without placing unsustainable pressure on employers in a tight labour market. We must provide assurance to IHL students entering a workforce where entry-level roles are evolving. We must ensure local-foreign workforce complementarity remains responsive, without compromising business agility. And we must strengthen income security, as workforce churn rises, skills half-lives shorten, caregiving burdens grow and cost pressures persist.
There are limits to how much we can expand our foreign workforce, given infrastructure constraints and our social capacity. Our manpower strategy must therefore focus on transformation, not substitution. Firms must become less manpower-reliant even as they become more productive. And our local workforce must move up the skills ladder alongside industry transformations.
In this new phase of labour transformation, I would like to put forward three Budget priorities.
First, we must continue attracting top global talent in a way that strengthens, not substitutes our Singaporean core. This requires stronger complementarity frameworks, clearer skills transfer expectations and leadership pathways for our locals.
Second, as businesses face tighter margins, we must support transformation, not dependency on manpower expansion. Foreign manpower must be calibrated alongside deeper industry upgrading so that productivity, not labour cost suppression, drives competitiveness.
Third, productivity gains must translate into real wage uplift, especially for lower-wage and at-risk workers. Job redesign and AI adoption must be linked directly to wage progression, so transformation narrows inequality rather than widens it because ultimately, every worker matters.
[(proc text) Question proposed. (proc text)]
The Chairman: Ms Yeo Wan Ling.
Ms Yeo Wan Ling: Mr Chairman, our approach to foreign manpower must go beyond access. Their deployment must drive productivity and translate into better jobs and stronger wage outcomes for Singaporeans.
I note the Ministry's intention to add eight occupations from the social services, food services and transportation sectors to the Non-traditional Sources Occupation List (NTS-OL) in 2026. The NTS-OL is an important tool to address manpower shortages in critical roles. But as we expand it, we must ensure that access to foreign manpower does not simply relieve short-term labour gaps.
It must actively support upgrading and reframing of jobs are they transform with AI and technology into attractive jobs for Singaporeans. I therefore call on the Ministry to accompany this expansion with clear productivity-linked conditions.
Firms that access NTS-OL manpower should also commit to structured training for locals, skills transfer from foreign workers and job redesign that improves work processes. Where appropriate, access to NTS-OL manpower should be tied to demonstrable workforce upgrading plans, including career pathways for Singaporeans and measurable productivity improvements.
Second, we should ensure that expansion does not suppress wage growth for vulnerable local workers. The Budget should support firms in redesigning jobs alongside workforce diversification so that productivity gains translate into higher wages, not simply labour cost substitutions.
Finally, we must ensure that our workforce diversification strengthens the Singaporean core. This means embedding progression pathways, leadership pipelines and skills upgrading for locals into sectors where NTS-OL access is expanded. Foreign manpower must complement transformation, not replace it. If done right, this expansion can raise productivity across the workforce and support sustainable growth that delivers better wages and good jobs for all Singaporeans.
Mr Pritam Singh (Aljunied): The Employment Act was last reviewed in 2018. That review coincided with the act's 50th anniversary.
One of its more far-reaching amendments was to extend the Act's protections to 430,000 more workers, comprising managers and executives. It follows that the broadening of coverage makes the current review of the Employment Act more significant than previous iterations. It was first announced at the Committee of Supply (COS) last year when MOM announced its plans to review the act.
Almost immediately, the Singapore National Employers Federation moved quickly to caveat that the review should not, and I quote, \"inadvertently mandate progressive employment practices that may reduce flexibilities for employers and undermine business competitiveness\". There have been little further announcements on the areas under review beyond the broad objectives which were announced when the Tripartite Workgroup first met in August last year. There has been some speculation of specific enhancements, including raising the minimum statutory annual leave entitlement.
According to MOM, 2022, more than 90% of full-time resident employees between the age of 25 and 64 already received more than the statutory minimum seven days leave. Any increase through proposed amendments to the act here would be akin to pushing against an open door if proposed amendments substantively amount to what is a common market practice.
Can the Minister share what deliberations have taken place thus far, and if there has been a significant gap in positions between the Ministry, the unions and employer organisations like the Singapore National Employers Federation (SNEF)? What areas of amendment have been scuttled or deferred to date in view of divergences in position? Will the Ministry consider a public consultation in parallel with tripartite negotiations, given the significantly larger number of workers covered by the Employment Act today?
Moving forward, the Government should review its tripartite posture to lean on the side of workers more, particularly in today's employment landscape. As the Prime Minister observed in this year's Budget speech, we must always take care of our own.
One long-standing anomaly in the Act is the distinction between workmen and non-workmen, a distinction that has arguably blurred in today's environment of AI skills upgrading and job convergence. Are there plans to achieve parity with regard to salary thresholds for workmen and non-workmen alike?
In addition, both the Act and the tripartite guidelines envisage the payment of retrenchment benefits. Previous MOM surveys indicate that in general, a very large number of companies, around 90%, are already able to pay retrenchment benefits to the level of the tripartite guidelines.
The time has come for these guidelines to be legislated as a norm in an advanced economy like Singapore, as a manifestation of a basic Singapore standard for all workers. Larger companies, those with more than 25 workers, should be expected to pay more at minimum, one month for every year of service, which is the norm for unionised companies.
Based on MOM's own data on retrenchments, legislating for a reasonable quantum of retrenchment benefits that are already the overwhelming norm in Singapore would not be an earth-shattering legislative development. However, doing so would be consistent with the objective of commitments like #Every Worker Matters and a \"we first\" society. Can MOM confirm if retrenchment benefits are a subject under discussion as part of the current review under the Act?
The Chairman: Mr Patrick Tay, you may take your three cuts together.
Mr Patrick Tay Teck Guan (Pioneer): The last round of Employment Act review was passed in 2018 and effective April 2019. I am aware that the review is ongoing and I declare my interest as part of the tripartite workgroup on the review.
I am therefore asking for MOM now to provide an update to the House on when they plan to roll out the amendments and in what broad areas, pursuant to some of my lobbying efforts in this House the past few years.
By the same token, the Industrial Relations Act was last amended more than a decade ago, in 2015. To avoid conflicts of interest and undermining management effectiveness, executives with senior management functions were excluded from collective bargaining.
In the years that followed, unions which have sought to extend their scope of representation to include executives and have met with some difficulties because the exclusions set out in section 17(3) are too broadly worded, thereby giving employers the opportunity to claim that even low- and mid-level executive employees fall within them, whereas the intent behind the law was only to exclude those who are at senior management levels and carry out functions which genuinely give rise to a conflict of interest if they are represented by a union.
Can I request MOM to look into providing greater clarity through a firmer and clearer articulation on this point, either through amending the guidelines or amending the Industrial Relations Act for statutory clarity?
I would like to ask the Ministry also for an update on the proposed tripartite guidelines on the restraint of trade clauses.
More than two years ago, MOM announced that these guidelines were being developed in consultation with tripartite partners, with the intention to provide clearer guidance to employers and better protection for employees. At that point, we were told that the guidelines were expected to be released by the end of 2024.
We are now in 2026. Yet, many employees, especially professionals, managers and executives (PMEs), continue to face broad and restrictive restraint of trade clauses that can limit their mobility, bargaining power and career progression, even where there is no legitimate business interest to protect.
Could the Minister update this House on the current status of this and indicate when employers and workers can expect clear and practical guidance to be issued? And in the interim, what advice does MOM have for employees who may be subject to overly restrictive or unreasonable restraint of trade clauses today?
Over the decades, in my work with the Labour Movement, I have worked alongside thousands of workers who lost their jobs, sometimes with notice, sometimes overnight, often with little clarity on what comes next. Retrenchment is not just an economic event. It is a human event, affecting livelihoods, families and dignity.
I would like to ask the Ministry for an update on two key safeguards that directly impact displaced workers: the SkillsFuture Jobseeker Support Scheme and the Mandatory Retrenchment Notification framework.
First, on the SkillsFuture Jobseeker Support Scheme. Since the start of the scheme, can MOM provide an update on the scheme? Today, we see more PMEs affected by involuntary unemployment than before and further exacerbated by the advent of GenAI. I strongly urge MOM to consider expanding the Jobseeker Support scheme cap from the current $5,000 to $7,600, which is the median salary of professionals, managers, executives and technicians (PMETs), and I am speaking of PMETs and not even PMEs, which is much higher, so that the scheme remains meaningful, adequate and reflective of present‑day labour market realities?
Second, on Mandatory Retrenchment Notification. Today, notification often comes after retrenchment decisions have been finalised. By then, options are limited and intervention is reactive. I propose that the notice be done prior to retrenchment, so that early support can be activated, such as career coaching, job matching, redeployment and where possible, alternatives to retrenchment itself. Early notification enables early intervention and early intervention saves jobs.
Assoc Prof Terence Ho (Nominated Member): Mr Chairman, I would like to suggest that the Ministry consider extending free or subsidised access to AI premium tools to a larger group of Singaporeans, such as all mature workers, on a time-limited basis.
Many of these premium tools cost no more than US$20 a month, or under $30 a month. Six months of fully or partly subsidised access, could make a significant difference in helping people become familiar with and experiment with AI. In particular, the fear of missing out could prompt people to try the tools for the first time, which they may put off despite the availability of free versions. Many of these tools are intuitive and can be adopted even without special training.
Given the potential for an AI divide where the affluent and less well-off have differential access to premium AI tools, a further suggestion is to offer lower-income Singaporeans subsidised access to premium AI tools on a longer-term basis. This would help ensure that AI adoption remains inclusive and does not widen existing inequalities.
Assoc Prof Jamus Jerome Lim (Sengkang): One of my closest friends, whom I have known since I was 13, is a banker. This in and of itself is unremarkable, since the financial sector accounts for one in every 16 workers in our labour force. What is remarkable, however, is how he got there. My mate, trained in architecture, obtaining his bachelor's and master's degrees in the subject, but after graduation, he applied for and scored his first job in investment banking. Why did the bank bother interviewing him to begin with?
According to him, they were impressed by his sharpness and moxie. There was a reason that they would teach him everything that he would need to know on the job anyhow. Today, he an immensely successful financier leading the Asia Pacific business of a top-shelf asset management firm.
The story illustrates a reality that all of us are familiar with. In spite of the best efforts of educators, like myself, most of the skills needed for our jobs are not learnt in the classroom but in life settings on-the-job training (OJT).
Indeed, OJT, which could involve formally organised structures, such as apprenticeships or internships, or more informal processes, such as guidance and mentorship, often imparts specialised skills that are typically far more valuable for the actual day-to-day performance of one's job than the validation conferred by a certification itself.
Today, countries as diverse as Australia, France, Germany, India, Switzerland and Turkey, have national-level apprenticeship systems. Singapore has OJT systems too but there are certain shortcomings.
The Workforce Skills Qualification (WSQ) framework under the rubric of SkillsFuture includes an assessment only pathway. But by emphasising paper qualifications, the assessment only pathway continues to be hamstrung by an insistence on assessment over demonstration, on the acquisition of certification over experience. Those I have spoken to shared that it has become more of an impediment rather than a genuine stepping stone toward career advancement in the skills trades.
Workforce Singapore (WSG) runs existing Career Conversion Programmes (CCPs), but these are mostly linked to industry transformation maps. In practice, the industries covered are linked, limited to professional and technical roles rather than broad based.
WSG also runs a career trial for employers where firms can try the employee out for some time with Government support. This helps spread the risk for employers in terms of hiring. But it is less clear how trainees, especially those who are seeking to retrain and reskill, gain structured systematic exposure to new skills.
Most recently, WSG launched the GRaduate in Industry Traineeship (GRIT) programme for graduates of ITE, polytechnics and universities. This is a major step and one that I wholeheartedly support. But a quick search reveals less than 100 open positions.
Prime Minister Lawrence Wong, in his National Day Rally, announcing the initiative, spoke about scaling up the programme if the economy worsens. While the economy is doing well, I believe that GRIT's time has come.
Agentic AI threatens to replace the need for entry-level positions. Yet, without a pipeline to train new hires, especially on the job, it will be a conundrum, a shortage of experienced mid-level workers which remain in high demand. This is precisely where the Government can step in by subsidising the gap that the labour market would otherwise leave unfulfilled. I propose that we institutionalise a national OJT system for apprenticeships, internships and mentorships.
Presently, securing GRIT positions is largely decentralised, relying primarily on proactive posting by the hiring entity or a small number of private jobs clearing houses. Polytechnics and some university programmes do sponsor internships, but only for students that have first completed their coursework components. Most programmes accepting apprenticeships focus on technical or professional disciplines, such as finance, technology, medicine or law.
These facts mean that the benefits of OJT will tend to accrue to only limited segments of the labour force and indeed, the majority of current listings are for science, technology, engineering and mathematics (STEM) or finance graduates, many of whom already possess the means to seek, identify and apply to such opportunities. There is substantive evidence that internships and apprenticeships do not only contribute to enhance knowledge transfer and more efficient production but can also play a role in reducing the extent of labour market polarisation, which is becoming a growing concern in Singapore. However, such systems tend to be more successful when operating within the rubric of a larger institutional framework.
A national level institution would establish the standard rules behind each party's commitments, promote worker firm matching and encourage the movement of journeymen to other firms once they have completed their formal training. Importantly, by taking the lead in establishing a nationally recognised internship and apprenticeship programme that enables voluntary progressive acquisition of certifications, the Government can also codify a learning culture that opens up the substantial benefits of such experiences to a much wider range of candidates. Non-academic pursuits, such as the culinary arts, music and sports; artisanal practices, such as horology, furniture making and other skilled crafts; and professions that rely on experience and OJT rather than book smarts alone. In other words, will the Government be an advocate for Singaporeans that have ambitions to contribute to traditionally underserved sectors of the economy that nevertheless are passed to meaningful middle-class secure jobs?
This national OJT system can be strengthened by two further elements. First, to encourage buy in from the corporate side. I further propose that workers be allowed to apply their SkillsFuture Credit toward paid internship programmes. Second, in line with standard practice, such apprenticeships and internships can typically be short term, six months to a year —
The Chairman: Mr Melvin Yong.
Mr Melvin Yong Yik Chye (Radin Mas): Mr Chairman, uplifting the wages and work prospects of our lower-wage workers is fundamental to building a truly \"we first\" society, one where progress is shared and no worker is left behind.
The Progressive Wage Model (PWM) has delivered significant gains over the past decade. Lower-wage workers saw income growth that outpaced the median. However, from 2024 to 2025, median real income growth exceeded that of lower-wage workers.
This reversal, though modest, is a warning signal. If we are serious about inclusive growth, the wage growth for lower-wage workers must consistently outpace that of the median, not merely keep pace with it. The increase in the Local Qualifying Salary (LQS) is welcome. But wage mandates alone are not enough. Employers must drive business and workforce transformation so that productivity gains are built into lower-wage roles.
The strength of PWM lies in linking wages to skills, responsibilities and productivity, rather than imposing a blunt wage floor. It preserves dignity and encourages progression.
The Tripartite Workgroup on Lower-Wage Workers reaffirmed productivity as the foundation for sustainable wage growth. I therefore ask MOM, have we seen measurable sectoral productivity gains in PWM sectors? If not, what further interventions will be introduced?
Workers must be supported to upskill and reskill to strengthen career mobility, especially as AI reshapes our economy. Access to training must become smarter and more targeted. I urge MOM to leverage AI to personalise SkillsFuture course recommendations, integrated into National Trade Union Congress' (NTUC's) AI-enabled career coach, so that workers receive clear guidance on their next skills pathway.
AI will reshape every sector. The question is not whether jobs will change, but whether lower-wage workers will benefit from the change rather than be displaced by it. I call on the Government to work very closely with tripartite partners to co-develop AI-augmented roles and to update skills frameworks, so that technology adoption translates into measurable productivity gains, better job quality and stronger wage progression particularly in PWM sectors.
Mr Chairman, the question before us is simple. As Singapore advances, will our lower-wage workers advance faster? Inclusive growth does not happen by chance. It requires intent, accountability and action. Let us recommit to ensuring that the ladder of progress remains firmly within reach and that no worker is left behind.
Assoc Prof Jamus Jerome Lim: Sir, in 2025, the accessible income threshold for Goods and Services Tax (GST) vouchers was revised upward, from $34,000 to $39,000. This was not the first time. It was set at $24,000 in 2012 before being consistently raised every few years. These historical revisions were due to a combination of rising cost of living as well as the GST hike. This represents an increase since 2012 of around 1.6 times.
In contrast, the income thresholds for the Workfare Income Supplement have gone from $1,700 pre-2013 to $1,900 in 2013, to $2,500 in 2023, to $3,000 in 2025. This equivalent increase is around 1.75 times. While this may seem comparable, the truth is that the most recent bout of inflation hits the poorest the most. This is because the categories where prices rose the most, notably food, transport and rent, consume a disproportionate share of the incomes of those in the lower end of the distribution.
It is a conclusion backed by ample research, both in Singapore and the rest of the world. It is true that this may be partially offset by nominal wage gains that bolster purchasing power. But it is unclear if this is the case. After all, while real incomes for the lowest percentile showed significant progress in 2024, this comes on the heel of many years of falling behind median real income growth. I believe that it is time to disproportionately raise the income threshold for the Workfare Income Supplement to $3,500, to better support those who are working hard to make ends meet but struggling under the burden of high costs.
Mr Patrick Tay Teck Guan: I am particularly concerned about non-time-based involuntary underemployment in Singapore and urge for closer monitoring of this trend.
NTUC has embarked on a study with the Singapore University of Technology and Design, and will share more soon. We realise this is often fuelled by mismatch in jobs, skills and expectations of employers, including job seekers both young and not so young. There may be occasions where underemployment may occur as a result of this mismatch. We should monitor this closely and provide proper career counselling, coaching and mentoring at all stages of a person's career from his/her first job, during his/her first job, when looking for the next job or beyond retirement and re-employment.
In the same vein, I suggest both individual and employer SkillsFuture credits be approved for use towards professional career coaching, guidance, mentoring and counselling services for workers and individuals beyond those currently provided by our IHLs, WSG and e2i.
Mr Gerald Giam Yean Song (Aljunied): Sir, Singapore school leavers face a challenging job market. As AI automates many entry level tasks, firms are increasingly prioritising candidates who are immediately productive over fresh graduates. The unemployment rate for residents below 30 was 5.5% in September 2025, almost twice the national resident unemployment rate. Without access to quality roles soon after graduation, many of our youths risk a long-term scarring effect, where early joblessness correlates to lower lifetime earnings, skills atrophy and even social and civic alienation.
Before I continue, I wish to declare that I am a director and shareholder of a company which is a small and medium enterprise (SME).
To support young Singaporeans in facilitating a smoother entry into the workforce, I propose a Youth Wage Credit Scheme. This initiative incentivises micro and small enterprises to offer the Institute of Technical Education (ITE), Lasalle College of the Arts, the Nanyang Academy of Fine Arts, polytechnic and university graduates their first permanent positions. It will provide a 20% wage credit over the first three months of employment, covering the critical probation and initial training period. The Government could co-fund 20% of their salary with the payout capped at $1,000 per month. This ensures that graduates gain access to quality roles and structured training while the Government offsets the initial costs of onboarding. Targeting these wage credits in micro and small enterprises empowers these smaller businesses to offer more competitive wages, helping them to compete for talent against medium and larger enterprises.
To address employers' concern of young recruits leaving soon after being trained, the Government could fund an additional 20% of a one-month retention bonus to be paid out only on the first anniversary of employment. I propose that this scheme be implemented for an initial three years period with a robust assessment of its effectiveness before any extension.
This scheme would complement the GRIT scheme. However, while GRIT offers temporary three- to six-month placements, it does not guarantee the stability of full-time employment. This proposal encourages permanent hiring from day one. Crucially, while GRIT is limited to just 800 places, this wage credit could support a much larger proportion of the 53,000 or so students graduating each year.
The Youth Wage Credit Scheme shifts the focus from temporary trainingships to immediate stable SME employment. By incentivising permanent hires, it buffers against AI-driven displacement and ensures Singapore's next generation enters the workforce with greater security and confidence.
Assoc Prof Terence Ho: Mr Chairman, I declare my interest as a senior executive of an educational institute that offers workplace learning and job redesign consultancy services.
I worry about the mismatch between jobs that are plentiful in Singapore and the number of local workers who are willing to take them up. With our ageing population, jobs in nursing and healthcare will continue to grow. While generative AI (GenAI) may pose risks to various white collar occupations, jobs which require manual skills or dexterity remain comparatively resilient to automation. Skilled trades like technicians and mechanics are not so easily automated.
However, many young Singaporeans do not aspire to careers in healthcare and skilled trades. This will increase our reliance on foreign manpower for essential roles, while making it hard to fulfil the job aspirations of our young people. The reality is that not all Singaporeans can be professionals or corporate executives in a highly competitive and technologically driven global economy. Many will have to build careers in services and skilled trades. Wages are an important consideration and the pay in these jobs must rise. Yet job attractiveness also depends on whether work is meaningful and how it is perceived by society.
My question is whether we can be bolder in redesigning jobs, such as nursing, security and skilled trades, at scale so that they become occupations our young people aspire to pursue, so that AI and robotics take over the tedious aspects of work, while workers contribute to service design, innovation and customer engagement. There should be more jobs, like Advanced Practice Nurses, offering greater professional responsibility with commensurate remuneration and recognition. The aim should be to develop roles that integrate head, heart and hand competencies, making them more resilient to AI and automation as well as more appealing to Singaporeans than single-dimensional jobs.
There is a second aspect of job redesign I would like to highlight. As organisations review work processes to harness AI and automation, we need stronger capabilities for human-centric job redesign, ensuring that AI augments rather than replaces human contribution.
I remain optimistic about the unique value that people bring notwithstanding the rapid development of more powerful AI models. This is because AI models lack consciousness, they do not have an innate sense of right and wrong, and they are trained based on past or existing data. Recognising these limits can help us identify the uniquely human strengths that should shape job redesign. I hope that Singapore can show the way in human-centric job redesign and would like to ask whether the Ministry has plans to develop deeper expertise in this.
Let me conclude with a brief illustration. Last year, while attending a conference in Astana, I joined a day tour led by a young guide. He brought me on a short hike to a hilltop overlooking a lake, which was not a typical tourist destination. It was where his grandparents had brought him as a child to play. That personal story and human connection to a place, created an experience that no electronic guide or AI could replicate. This gives me hope that even in an AI-enabled future, human insight, empathy and storytelling will remain central to meaningful work.
Ms Eileen Chong Pei Shan (Non-Constituency Member): Sir, we have invested in building the infrastructure for a skills-first economy. Tools like the career and skills passport launched in November 2024 reflect that ambition. We know that more than 700,000 individuals have accessed the passport as of November last year. This is a good sign of uptake, but uptake does not tell us if there has been a meaningful shift in how employers evaluate and hire candidates. Tools can change how workers present their skills, but tools alone cannot change hiring behaviour. If employers continue to hire based on degrees and past job titles, then the passport risks becoming, as my colleague Andre described yesterday, a digital filing cabinet.
The evidence points to a real gap. The 2025 Skills-First Readiness and Adoption Index developed by the Organisation for Economic Co-operation and Development (OECD) and the Institute for Adult Learning ranked Singapore 12 out of 30 participating countries. While Singapore made meaningful progress in adopting skills-first practices, key gaps, such as business adoption of skills first hiring and stronger ecosystem coordination, remained.
Relatedly, in a survey conducted by the Institute for Human Resource Professionals (IHRP), nine in 10 respondents were confident that skills-first hiring widens their organisation's talent pool. However, 63% of hiring managers, the people conducting interviews and on the front lines of recruitment, said they are unfamiliar with skills-first hiring practices.
This is a capability gap, not a values problem. The new Statutory Board formed by the merger of WSG and SkillsFuture Singapore (SSG) was announced as a one-stop shop for workers. I hope it can also become a transformational partner for employers. It should seek to close not just the skills gap, but the assessment gap that sits between workers who have built a real portfolio of skills and employers who cannot yet see them.
I have two suggestions. First, for the new agency to develop practical tool kits that employers can use for portfolio-based assessment and skills-first hiring. Second, build skills-first hiring capability into the HR industry transformation plan embedded into certification pathways for all tiers of HR professionals.
Mr Patrick Tay Teck Guan: I wish to ask MOM for the status of the Strengthening the Singaporean Core efforts in Singapore as well as an update on Complementarity Assessment Framework (COMPASS). How effective it has been since its start especially now with the doing away of the Fair Consideration Framework triple-weak watchlist?
Some recruiters have candidly shared with me that they only post on MyCareersFuture portal if they must fulfil the Government's requirements to put up the job for 14 days before they can hire foreign PMEs. If that is the case, it will be hard for the Government to have a good sensing of all the available job openings in Singapore. Would MOM consider mobilising and/or requiring all companies to post their available openings on the portal for ease of tracking, analytics and sensemaking of industry hiring needs?
By the same token, there are those whom I have heard comply with the 14-day posting requirement merely as window dressing. Likewise, a closer scrutiny of employment agencies is much needed at this juncture as sometimes such breaches and window dressing are carried out by them. I urge MOM to pay a close watch on this.
On the second point on human capital practitioners, especially their practices and processes are really key to foster a fair and inclusive workplace including one with a strong Singaporean core. I am aware that the IHRP is doing good work to certify human capital practitioners with the IHRP certification. I declare my interest as co-chair of the workgroup looking at human capital development.
Can MOM progressively then mandate the certification of HR practitioners, now that we have this IHRP certification in place? In the interim, perhaps companies should consider having at least one IHRP-certified HR professional before they can be allowed to hire any foreign manpower. In the same vein, I suggest that employers be allowed to use their Enterprise SkillsFuture credits, similar to what workers have, for sending their HR staff for IHRP training and certification.
Mr Mark Lee (Nominated Member): Chairman, businesses support the principle of a strong Singaporean core. Foreign manpower must remain complementary, not a substitute. That social compact is fundamental and must be upheld. However, what we are seeing is not a marginal adjustment. It is a structural reset of labour cost baselines.
Since 2020, the Employment Pass (EP) qualifying salary will rise from $4,500 to $6,000 next year, roughly a one-third increase in just over six years. Over the same period, the S Pass qualifying salary has moved from $2,500 to $3,600 in 2027, about a 44% uplift. Tier-1 S Pass levies are now $650. The LQS will increase to $1,800 in July.
Individually, each move may be defensible. But taken together, they represent a meaningful shift in cost structure, particularly for sectors where the local manpower pool remains limited despite best efforts.
At the higher end, Singapore competes to anchor regional headquarters and specialised mandates. Location decisions are increasingly marginal between Singapore and other hubs. When higher EP thresholds are layered onto elevated rentals, energy and compliance costs, the cumulative effect matters. Relocations are visible. Investments that never materialise are not. Missed mandates and unanchored teams can quietly narrow future job creation for Singaporeans.
At the S Pass, the pressure is even more immediate. Domestic-oriented sectors, such as food and beverages (F&B), retail and other labour-intensive sectors, operate on thin margins. Many have already digitised and streamlined. Further cost escalation leaves two paths: raise prices, contributing to cost-of-living pressures; or compress operations, reducing service levels and employment scale.
Importantly, these same sectors are supporting wage uplifts for lower-wage Singaporean workers. If viability weakens, the very workers we seek to uplift may face slower hiring and progression.
On LQS, let me be clear: uplifting lower-wage Singaporeans is a national priority, and employers support this direction. The Progressive Wage Credit Scheme (PWCS) helps. The issue is not principle, but pace and calibration, especially when multiple levers move concurrently. There is also a structural tension. Firms are encouraged to upgrade foreign manpower quality. Yet, levy increases across skill tiers mean that both upgrading and retention are becoming more expensive. When cost differentials narrow, the incentive to upgrade may weaken.
The question, therefore, is how we preserve three objectives simultaneously: safeguarding the social compact, preserving Singapore's competitiveness and sustaining long-term employment opportunities for Singaporeans.
How does MOM assess whether cumulative qualifying salary and LQS adjustments are strengthening the Singaporean core without eroding competitiveness? Is there a structured framework to assess sectoral sensitivity, particularly in industries with thin margins or limited automation pathways? And are there mechanisms to recalibrate if unintended economic effects begin to emerge?
If we calibrate carefully, Singapore can remain both competitive and cohesive, a place where businesses grow, investments anchor and Singaporeans thrive.
Mr Shawn Loh (Jalan Besar): Mr Chairman, I declare that I am the group managing director of Commonwealth Capital Group, a Singapore global enterprise that stewards more than 1,000 livelihoods. A core part of the Government's agenda is jobs. In addition to an income, jobs provide dignity, meaning and confidence to our workers – something that Government handouts cannot fulfil.
We should be pro-jobs and pro-worker. I would add that the Government should embrace the philosophy that to be pro-worker, our policies also have to be pro-business. We should see companies as platforms and partners for the Government to achieve its policy goals. Let me name three.
One, we want to keep seniors employed longer and ideally on similar salary terms as when they were younger, even if their productivity declines. Two, we want to narrow income inequality by uplifting wages at the lower end, even above productivity levels of lower-wage workers. Three, we want jobseekers to find jobs as soon as possible, even if it means they have to acquire skills on the job in order to do the job well.
From the perspective of employers, hiring is seldom short-term. Companies plan more than one year in advance. I therefore suggest that MOM's policies incorporate two more principles.
First, as Mr Mark Lee also said, companies should be given more time to adjust and adapt to policy changes. Second, companies should be given more longer-term direction instead of annual, effectively ad hoc grant extensions. I propose to apply this immediately.
First, to the Senior Employment Credit, extended again this year after extensions in 2023 and 2025. Why not just commit to a longer-term extension, with employers given two years' notice of any change?
Second, the PWCS can be made more longer term. Or why not fold this into the permanent Workfare scheme? This is particularly important if technology changes widen productivity gaps beyond what is reasonable for our lower wage workers to close despite all their effort. In addition, the minimum wage increase to qualify for PWCS support should be retained at $100 instead of the Government's change to set it at $200.
Third, integrate the Government's traineeship and place-and-train programmes, such that employers get time-limited salary support to hire any jobseeker who has been actively looking for a job for six months. The Government already has a working model today in the form of Career Conversion Programmes. In my proposal, we should then not need to impose a different job or different sector requirement for those who are looking for a job for more than six months. This effectively covers Mr Gerald Giam's proposal for our youths who are looking for jobs.
These moves are pro-business. And ultimately, they are ultimately pro-worker. This will definitely do a good job in alleviating the job-related anxieties that many of our Members have raised.
Dr Wan Rizal (Jalan Besar): Chairman, technology does not transform companies, people do. If we want sustained growth, enterprises and workers must transform together. Not AI first and people later, it is together. That is why the implementation of the enterprise workforce transformation package matters.
First, tie technology adoption to job redesign. Many firms are investing in AI and automation, and that is good. But the real test is this: are we redesigning jobs or just reducing headcount? We must make job redesign a default expectation of enterprise transformation.
When a logistics SME adopted AI route optimisation, they did not cut drivers. They trained them in digital fleet coordination and customer management. Productivity improved and wages too. In precision engineering, AI-enabled inspection reduced manual checks. Instead of displacement, technicians were reskilled into robotics maintenance and data functions. That is the model we want: adopt technology, redesign jobs, reskill workers and reshare the gains.
Second, make transformation practical for SMEs. SMEs face real constraints: cost, capability and confusion. If assessing support requires navigating multiple schemes and agencies, we will lose them. Can MOM ensure the package is streamlined with clear advisory support to help SMEs conduct structured job redesign and skills mapping exercises? Transformation must be hands on, not theoretical.
Third, show workers a clear pathway. For workers, transformation must answer three questions. What skills do I need? Who supports my training and how will my wages progress? Mid-career and low-wage workers in particular must see tangible progression not just of digitalisation. If AI raises productivity, but wages remain flat, then confidence will certainly erode.
So, my question to the Minister is this: how will MOM measure whether enterprises are redesigning jobs alongside technology adoption? Second, will MOM publish outcome indicators, such as the number of jobs redesigned and wage progression outcomes? Third, how will advisory support for SMEs be strengthened to ensure AI adoption leads to job upgrading, not displacement? And fourth, how will MOM support gig workers and self-employed persons whose rice bowls are broken by AI?
Chairman, enterprise transformation is necessary, but workforce transformation is non-negotiable. Growth must upgrade our workers, or it will not last.
Ms Jessica Tan Soon Neo (East Coast): Mr Chairman, with PMEs forming 64.2% of our resident workforce and Singapore becoming a super-aged society, strengthening the career health of PMEs in their 40s, 50s and early 60s is increasingly urgent. Our workforce is ageing quickly. The median age of workers is now 45, and as industries transform, many mid-career PMEs face heightened risks.
We already have strong foundations. SkillsFuture participation reached more than 600,000 in 2025, job redesign and upskilling efforts continue through the Company Training Committees (CTCs) and the Alliance for Action (AfA) on Multi-stage Careers adds further scaffolding. But to sustain employability, we must now make career health mainstream, preventive and easy to act on. I have three recommendations.
One, introduce a national career health screening. I propose augmenting MyCareersFuture and the NTUC AI career coach with a nationally standardised, subsidised career health screening for PMEs aged 35 to 65. Like preventive health checks, this diagnostic would assess skills readiness and digital gaps, role fit and mobility options; and transition risks, especially in sectors seeing softening demand, such as professional services, manufacturing and information and communications technology. Higher risk cases will receive a short human coaching review directly linked to MyCareersFuture for follow-through. A standardised screening, paired with human support, helps PMEs take early action and helps employers anticipate redeployment and workforce transformation needs.
Two, make mid-career renewal a shared responsibility. Workers are upskilling, more than 458,000 Singaporeans used their SkillsFuture credits last year. But employers, especially SMEs, need stronger support to redesign roles, retrain staff and hire mid-career candidates. A co-funded renewal scheme could support job redesign, redeployment into growth areas and role specific, employer validated training. This is essential, as retirement and re-employment ages will rise to 64 and 69 this year. Mid-career renewal will affect nearly every PME's working life. I will expand on strengthening human resources (HR) capabilities in my other COS cut later.
Three, embed multi-stage careers in workplaces. Careers today are not linear. With an ageing population and longer lifespans, drawing on evidence-based frameworks, including the Stanford longevity model, we can mainstream a national career taxonomy across the build, consolidate, retrain and transition stages. This provides a shared language for both workers and employers, enabling better planning, clearer expectations and more proactive career decisions at each career's life stage.
Mr Chairman, supporting the career health and employability of our mature PMEs require a new national compact built on shared responsibility. The Government must provide early signal tools, accessible support and clear pathways. Employers must redesign work and invest in mid-career renewal. Workers must take ownership of their lifelong career health.
If we get this right, PMEs will have the clarity, confidence and capabilities to stay employable and contribute meaningfully across longer, more fulfilling careers, ensuring Singapore's workforce stays resilient as we age.
Ms Diana Pang Li Yen (Marine Parade-Braddell Heights): Chairman, I rise to speak on creating diverse pathways to success through skilled trades and the mindset shift we need as a society to recognise hands-on work as essential, skilled and worthy of respect.
During these debates, much has been said about the rise of AI and its multiple uses. However, let us not forget that every day, Singapore runs on the work of people who fix our lifts, maintain our estates, keep the kitchen running, service our vehicles, install electrical systems and respond when things break down. These are not \"low-skilled\" jobs. They are jobs that require craft, discipline, judgement and often years to hone. AI cannot do these jobs. If we want a strong local labour core, we have to value these jobs, these roles, not just in words, but in how we treat these workers and how we design progression for them.
Chairman, I welcome the direction that the Government will work with employers, the Labour Movement, trade associations and institutes of higher learning to develop structured career pathways for skilled tradesmen, so that this inclination towards hands-on and \"heart\" jobs can see how they can advance and how they can build a career. This is an important signal, because recognition is not only social esteem. It is also the clarity of a pathway. People will invest in mastery when they see where the mastery leads.
So, I make three practical calls.
First, actively promote the message that skilled trades are essential work and a respected choice, not a back-up, not a second choice. This is about dignity and pride in the way that we work. It matters for how young people, parents, employers perceive these pathways.
Second, we should ensure that the trade mastery translates into a good living. Skills take time to build, deep mastery should be rewarded through structured progression, skills-based pay bands and credible steps from apprentice to specialist to titles, such as master craftsman. If we want Singaporeans to stay in trades, real wages and progression must be clear and competitive.
Third, firms must be part of the solution. I urge employers to support and fairly remunerate trade workers, and for the Government to work with the industry to build consistent standards for training, mentorship and assessment, especially in SMEs where the capability varies. A strong local workforce will not be built on goodwill alone; it will be built on systems that make skills development, progression real.
Chairman, my question is this: as structured career pathways for skilled trades are being developed, I hope the Ministry can ensure that they are visible, trusted and outcome-driven, so that skilled workers can make real progression and real recognition, and young Singaporeans can see that trades are a first choice in a pathway to success.
Mr Saktiandi Supaat (Bishan-Toa Payoh): Mr Chairman, in Toa Payoh recently I spoke to a lift technician servicing one of our older blocks. He shared that the systems today are far more complex than before. His job is no longer just mechanical repair, it requires interpreting system data, troubleshooting hybrid systems and ensuring safety standards are met. That is not low-skilled work but applied technical expertise. Even the most advanced AI systems cannot repair lifts in our Housing and Development Board (HDB) blocks, maintain our Mass Rapid Transit (MRT) trains and tracks or service precision manufacturing machinery all by itself.
As we automate more processes, we need highly competent technicians who complement AI. We must invest adequately in skilled trades, so that we do not have high-end innovation without sufficient operational depth. Does the Ministry track medium- to long-term manpower projections for critical skilled trades, especially those supporting digital infrastructure and the green transition? Are we detecting any emerging gaps?
From a wage and productivity perspective, if trade careers do not offer clear progression and competitive earnings, young Singaporeans would be discouraged from entering these sectors and local core would weaken over time. Are there already signs of wage compression in middle-skilled technical roles and how might this affect the attractiveness of these careers to Singaporeans?
True trade mastery takes years of apprenticeship, repetition and accumulated experience, which ought to be rewarded with a good and stable living. Would the Government consider developing a National Master Trades Accreditation framework – a national tiered certification that recognises advanced trade mastery, similar to chartered professionals in other sectors and create a new avenue for career switchers and career transition for segments of our workforce?
How is MOM working with IHLs and industry bodies to develop a clear and transparent trade career ladder with indicative wage benchmarks, so that progression from apprentice to senior specialist is clearly structured in responsibilities and in remuneration?
Mr Ng Chee Meng (Jalan Kayu): Chairman, over the past decade, the Labour Movement has worked closely with tripartite partners to secure better wages, welfare and work prospects for our workers. Our workers, including PMEs, have consistently seen real wage growth. Thanks to the PWM, our lower-wage workers experienced the strongest percentage growth in their real incomes. Income inequality today is at its lowest level on record. PMEs now also have better support if they are retrenched through the SkillsFuture Jobseeker Support Scheme. Our young graduates have extra support to find work through the GRIT scheme.
Looking ahead however, technological and global economic shifts could result in more frequent employment disruptions for our workers, including and especially our PMEs. As our society enters a \"super-aged\" era, our workers will also face more intense caregiving demands. These changes will hit our workers, from the younger to the older, from blue collar to the white collar. As such, we must do more to address their unique needs and challenges.
Today, I will focus my cuts to seek more support for our young graduates, PMEs and caregivers. My fellow MPs have covered or will cover the other worker segments.
First, let us do more to build up the career health of our young graduates from the onset. Many Members in this Chamber have spoken up likewise. Our young graduates are entering the workforce at a time when the nature of work is shifting. In some instances, they need to outcompete AI at entry-level jobs, in others, they need to swiftly top up their skills with AI to be relevant. Throughout their careers, they will likely need to adapt and pivot multiple times, as the pace of change and skills obsolescence increase.
I ask for MOM to be alongside our young graduates as they navigate these challenges. We must boldly rethink, refresh and re-shape our skills and jobs ecosystem so that workers, including the PMEs, can be better supported and enabled as they navigate the different stages of their careers, from graduation, all the way till retirement.
The move to merge SSG and WSG is thus a step in the right direction. In making this move, we must endeavour to foster a better integration of business and workforce transformation.
This is important. From NTUC's experience, workers, including PMEs, are much more ready to upskill when they can see their training resulting in better wages or better work prospects. In addition, when business transformation is done hand-in-hand with workforce upskilling, true value is unlocked because businesses can better incorporate AI into their business model, and workers can better apply what they have learned and share in the real productivity gains.
I have two clarifications to make. First, can the Ministry share more details on how the merger between SSG and WSG will benefit our workers, including PMEs, in their career journeys from graduation to retirement? Second, is the Ministry considering how to better integrate the various efforts across business and workforce transformation, together with Tripartite partners, as part of the new setup?
The second group I would like to speak for is our PMEs. PMEs – especially mid-career, middle-income PMEs supporting their children and aged parents – are especially worried about the impact of retrenchments to them and their families.
That is why NTUC has been calling for more support for our workers, especially PMEs, facing retrenchment. We have asked for mandatory advance retrenchment notifications, so that earlier and better transition support can be given to PMEs facing retrenchment; and the SkillsFuture JobSeeker Support Scheme to be reviewed to ensure a baseline level of support to our middle-income PMEs.
In that light, I would like to ask the Ministry whether the Mandatory Retrenchment Notifications can be brought forward to enable earlier and better support to retrenched workers; and for the coverage of the current SkillsFuture JobSeeker Support Scheme to include our middle-income PMEs.
The third group I would like to cover are our caregivers. As Singapore ages rapidly, more workers, especially the \"sandwiched generation\" in their 30s to 50s, will face dual pressures from caring for young children and elderly parents.
Caregiving emerged as a key concern as early as 2023 in our #EveryWorkerMatters conversations. In NTUC's recent survey of Economic Sentiments, close to one in two caregivers surveyed considered leaving their job due to stress from caregiving. More must be done to support our caregivers to juggle work and caregiving.
First, let us move towards stronger institutional measures, including statutory paid caregiving leave, so our caregivers can stay employed, keep their skills current in a rapidly transforming economy. Second, provide caregivers who drop out of work due to caregiving with greater support and earlier assurance for their own retirement adequacy. The one-off means-tested Central Provident Fund (CPF) top-up to provide additional support to boost retirement adequacy of Singaporeans aged 50 and above is a step in the right direction, especially for our caregivers.
However, there is one group that I am particularly concerned about – the 13,000 or so who are out of the workforce to care for their elderly. I note from MOM's data that this group is largely female, single, 50 and above, non-tertiary educated and do not have any or any recent work experience.
We think that there is scope to do more. We ask the Ministry to study providing targeted CPF top-ups for middle- to lower-income caregivers who have left employment for caregiving and who lack retirement adequacy. These measures would help provide greater support and earlier assurance for our workers that their sacrifices made for caregiving will not unduly compromise their own long-term needs. I would therefore like to ask the Ministry on its plans to study and consider measures to better support our caregivers' employability and retirement adequacy.
Mr Sanjeev Kumar Tiwari (Nominated Member): Mr Chairman, as we become a super-aged society and live longer, having enough for retirement becomes critical. NTUC and the unions have constantly advocated for the reinstatement of CPF contribution rates for mature workers to match those of younger workers. I was glad to hear the Prime Minister's Budget 2026 announcement on the enhancements to the CPF Scheme to support our workers' retirement adequacy.
We thank the Government for continuing with the increases and for also extending the CPF Transition Offset to support employers implementing the increase. However, as Singapore's workforce ages amidst a challenging and hyper-competitive environment, how does the Ministry track outcomes and ensure senior employment rates are not affected, especially for those aged 55 to 64?
We also look forward to the new voluntary CPF investment scheme offering life-cycle investment products. For many, the CPF Special Account was a familiar and stable way to grow their savings. Following the closure of the CPF Special Account in 2025, some members expressed uncertainty about growing their monies to prepare for their golden years, especially after turning 55.
Could the Minister share how this new scheme will be explained clearly to members, especially people who may not be familiar with investment risks and cannot afford to take such high risks? What guidance will be in place so they can make informed decisions, and not inadvertently take risks that they do not fully understand?
Finally, I also welcome the topping up of the CPF balances for Singaporeans aged 50 and above with lower balances. I call on the Government to continue closely monitoring Singaporeans' retirement adequacy outcomes, more so for those who are needy, in vulnerable sectors, older and have lower CPF balances, given the transformation that is taking place.
Mr Shawn Loh: Mr Chairman, the Lifetime Retirement Investment Scheme (LRIS) will be a game changer for the CPF system. When I raised it in Parliament in January, I was glad to hear that MOM was in the final stages of implementation.
After 10 years of study! Over that period a typical global investment portfolio of 65% equities and 35% bonds would have earned around 6% per year in Singapore dollar terms. Investible savings in the CPF Ordinary Account would have earned only 2.5% per year. These few percentage points, over a long time horizon, could be the difference between retiring with anxiety and retiring with peace of mind. This could also be part of the solution to address wealth inequality, given that the broad middle class has a significant amount of assets in CPF savings.
The CPF LRIS may not be for everyone. As Mr Sanjeev said, individuals need to assess for themselves based on their own risk appetite. Some may want their Ordinary Account savings to be more liquid for future housing needs. Others may prefer not to use their Special Account savings that earn 4% risk-free. In fact, given the Prime Minister's update last week that three in four CPFIS investors using the Special Account underperformed the 4% risk-free rate, the Ministry should consider closing the CPFIS scheme for the Special Account once the LRIS is launched.
Overall, I believe the LRIS will benefit the majority of Singaporeans, especially if we can do the following. First, mount a large scale public education campaign over the benefits of taking long-term investment risk to achieve a higher expected return. This should not be routine public communications, but more of a sales pitch to Singaporeans on balancing long term, non-speculative investment risk for higher expected returns.
Second, make it as easy as possible to opt in for the LRIS, perhaps even make the LRIS the default option for some. For example, default Ordinary Account savings above the Full Retirement Sum into the LRIS, unless the CPF member opts out.
Third, add more friction for Singaporeans to speculate with the LRIS. For example, there could be cooling off periods. And those who want to sell before retirement could be required to attend a financial literacy course explaining the dangers of short-term speculation for non-professional investors.
Overall, with better financial literacy and wise behavioural nudges, we can empower more Singaporeans to optimise their lifetime of retirement savings and retire with peace of mind.
The Chairman: Order. We have been in the Chamber for the last five hours, so I propose to take a break now.
[(proc text) Thereupon Mr Speaker left the Chair of the Committee and took the Chair of the House. (proc text)]
Mr Speaker: Order. I suspend the Sitting and will take the Chair at 3.30 pm. Order, order.
Sitting accordingly suspended
at 2.57 pm until 3.30 pm.
Sitting resumed at 3.30 pm.
[Deputy Speaker (Mr Christopher de Souza) in the Chair]
[(proc text) Debate in the Committee of Supply resumed. (proc text)]
[Deputy Speaker (Mr Christopher de Souza) in the Chair]
[(proc text) Head S (con't) — (proc text)]
The Chairman: Mr Saktiandi Supaat.
Mr Saktiandi Supaat: Mr Chairman, I would like to declare that I was a member of the CPF Advisory Panel. Mr Chairman, every Singaporean deserves a secure and adequate retirement. In Budget 2026, the announced low-cost life-cycle investment scheme provides a new option to manage one's CPF funds. I support giving members more options, but I would like to emphasise three principles that should guide our design of the renewed system – complementarity, suitability and safeguards.
First, complementarity. The new scheme must be clearly positioned as an additional option and not a replacement for CPF's risk-free interest framework. For many Singaporeans, especially older workers and those prioritising certainty, CPF's guaranteed interest remains highly attractive. CPFIS already exists for members who wish to actively invest.
The new life-cycle scheme sits in between, for members who want some market exposure but prefer a professionally managed, automatically rebalancing portfolio. Our communications must allow all CPF members to appreciate the differences in the three options and to ensure that each option still serves the needs of a significant demographic of CPF members.
Even with this new life-cycle scheme, we should continue to refine the CPFIS. The trends are worrying because the majority of CPFIS investors have been underperforming the CPF's risk-free interest rates since 2016 when the CPF Advisory Panel that I sat on studied this issue and first proposed the LRIS. Is this a result of the restricted products that can be invested in through CPFIS or some other reason?
The second principle is suitability. CPF members are not homogeneous. A 30-year-old with a long investment runway has very different risk capacity from a 58-year-old approaching retirement.
While the glidepath structure, reducing risk as members age, is sensible in theory, we must ensure members understand that: first, returns are not guaranteed; second, market downturns can occur close to retirement; and third, a shorter runway limits recovery time.
Communications, especially to older members must be careful, balanced and transparent. Since CPF already offers a risk-free interest baseline, how will CPF Board ensure that the trade-offs of each option is sufficiently explained against their potential upside? Will there be clear scenario illustrations or simple decision-support tools, such as prompts based on age, years to retirement and risk tolerance, to guide members through the three alternatives?
Third, safeguards and governance. On product design, how will CPF Board calibrate the glidepath between growth and capital preservation? Will there be more than one glidepath option to reflect different risk appetites?
The scheme also mentions phased liquidation before the target retirement date. How early will this begin? And how will liquidation be managed during periods of heightened market volatility? Will the scheme allow flexibility in selecting target retirement dates, as we extend working lives and members may retire later than 65?
On fees, the objective is rightly to keep costs low and simple. Will there be an all-in fee cap, including management fees, platform costs and transaction expenses, so members see one transparent figure? How will providers be selected and what weight will be placed on long-term track record, risk management capability and operationalised resilience?
Lastly, in his round-up speech, the Prime Minister did mention that the roll-out of the life-cycle investment option is slated for 2028. When the scheme is implemented in 2028, how will the Ministry measure success in terms of participation rates, risk-adjusted returns and improvements in retirement adequacy outcomes for CPF members? And given the long lead time to 2028, has the Ministry considered piloting or phasing in elements of the life-cycle investment approach earlier, so that members can begin benefiting from it sooner?
Ms Gho Sze Kee (Mountbatten): Mr Chairman, in my maiden speech less than a year ago, I noted that in this age of AI-driven disruption, conventional assumptions about career progressions and trajectories will fly out of the window. This observation is becoming more urgent.
Technology cycles are getting shorter. Business models and roles are evolving rapidly. Entire jobs and industries are being disrupted. The old patterns of career stability no longer apply. New graduates are having a harder time landing their first jobs. Mid-career PMETs have to contend with greater career uncertainties.
Agility and resilience are the key words. We must all assume that there are no \"safe\" jobs anymore. Our workforce, up and down the value chain, must expect to not only upskill, but to reskill continuously throughout their working lives. Lifelong learning is no longer just another buzzword, but a default in the new reality we are in. We must keep moving forward with our chin up and be ready to pivot and transition to new careers and industries, when necessary.
But that is only half the picture. While some jobs and sectors are disappearing, entire new industries are also being born and many jobs are being redesigned and given new scopes. And employers are now struggling to find enough manpower with the skillset to match. This is the dichotomy that we are facing today. What we are seeing today is not just displacement, but a misalignment of our workforce.
To empower our workers and businesses to navigate this fast-evolving jobs market, there is a critical need for us to refresh our career and employment services ecosystem. For that to happen, we need to take a holistic, big picture view of the whole ecosystem, and strike a new compact among all the stakeholders. I see three parts to this.
Firstly, our workforce must, of course, take personal charge of their own career health proactively. This is the baseline, the buck stops at the individual.
Secondly, our employers too, should take greater ownership of the career health of their employees. In this new reality, employers should not see their workforce in purely numerical terms, but as stakeholders in the longevity and well-being of their enterprise. An enterprise thrives only when its people thrive. Investing in employees is not a cost, but a long-term investment in resilience and growth.
Lastly, I see the Government as having the most central, overarching role. We must recognise that the career health of our workforce underpins the economic health of our nation. It also requires a whole Government effort. The Government must ensure that the ecosystem we have in place is supportive of this effort. It requires a helicopter view and a coordinated, forward-looking approach connecting education, training, employment facilitation and employer engagement.
Our unions have a key supporting role in this. The tripartite partnership has long been the cornerstone of our industrial relations and this collaboration will become even more important in a refreshed compact. I think our unions as the ecosystem's transceiver, receiving and sending signals. They act as a vital conduit between stakeholders, amplifying feedback and catalysing action.
Mr Chairman, career health must first start in our schools. Our education system must keep pace with the rapidly evolving jobs landscape. The young Singaporeans we prepare today must be ready for the careers of this brave new reality. They must not only be skilled for the jobs of tomorrow but must also be equipped for the jobs of the day after tomorrow. This means having the right mindset, adaptability, resilience and capability of navigating uncertainty.
Beyond the schools, we must ensure that the system also supports continuous upgrading and reskilling throughout working life. The Government has done much in this regard. There are job-matching internship programmes for fresh graduates and mid-career workers. These are programmes to assist those who are keen to pivot to new careers. There are support resources available for our workforce to reskill and upskill, and programmes to help who wish to, or who have to, transition into new roles. There are also resources to cushion the fiscal impact while they do so. Support exists for employers who are caught in the same choppy waters.
I personally see the tangible impact of these efforts. I am the Advisor to the Singapore Maritime Officers' Union (SMOU). Last year, SMOU together with the Maritime and Port Authority of Singapore, and MOM partner agencies, launched the enhanced Tripartite Maritime Training Award (TMTA). The TMTA supports the mid-career transitions into the maritime industry. The trainees receive financial support in the form of a monthly stipend throughout their training. I am glad to note that the first batch of cadets under the enhanced scheme have all progressed to the sailing phase of their training and they will soon be joined by a larger second cohort.
This is one example of the work being done to support displaced individuals and better align our workforce with the needs of the economy. I invite the Minister to update Members on other similar initiatives that are supporting our workforce, such as the Career Health SG programme. But I must note that most of these initiatives are by nature, reactive.
The Government is the stakeholder best sourced to identify future trends, it can anticipate emerging disruptions and map out skills and capabilities that will be needed. It can be seen that the broader patterns, the cross-sector shifts, the systemic risks and opportunities, and the Government can translate them into action. It can help other stakeholders in the system stay ahead of the curve and bridge the disconnect between different stakeholders, bringing them together to match and realign resources, demand and skills. Mr Chairman, the buck may stop at the individual, but the Government has a critical role to play and I am keen to hear from the Minister.
Ms Jessica Tan Soon Neo: Mr Chairman, as our economy shifts and AI reshapes how work is done, companies and workers are feeling the pressure. Younger workers want to know how to grow in an AI-enabled world and mature workers want assurance that they would not be left behind. HR professionals sit in the centre of helping both groups navigate this transition.
Singapore has made meaningful progress through efforts, such as the Industry Transformation plan, the Skills Framework for HR and the IHRP certification pathway. These initiatives have raised standards and enabled workforce planning, job redesign and data-driven HR. These are real steps forward, but capabilities remain uneven, especially among SMEs with lean HR teams. The HR sector needs practical and scalable support.
HR must shift from transactional delivery to strategic stewardship of human-AI work. I propose five priorities to further strengthen HR capabilities.
First, move from a static role descriptions and skills to a dynamic skills taxonomy. The Skills Framework for 38 sectors is useful, but static. We should pilot AI-driven taxonomies that continuously map and update skills in real-time, giving SMEs a forward-looking baseline, rather than hire reactively based on a static list of skills. In fact, there are global companies that are developing such AI-solutions. The Government could fund the development of dynamic skills taxonomies for prioritised sectors, starting with our HR sector.
Second, adopt skills-based workforce planning and scenario modelling. Instead of focusing on headcount and budgets, we should support tools and advisory services that enable HR to model multiple future scenarios, anticipate role changes and plan redeployment and reskilling proactively.
Third, reframe \"job redesign\" as job redesign for human with AI. This is not incremental tweaking of jobs given automation. We must use design thinking to integrate AI with human judgement, empathy and creativity. The Ministry can fund playbooks and pilots to test new role models and measure outcomes.
Fourth, scale people analytics and predictive decision support. HR needs data literacy, analytics tools and predictive models for turnaround and internal mobility. Subsidies for analytic tools and targeted training will help HR teams make evidence-based redeployment and retention decisions.
Fifth, make HR a key steward of AI ethics, transparency and trust. Employers should disclose where AI is used in high impact decisions, consult workers before scaling automation and implement human review gates and fairness audits. HR can take the lead in ensuring these safeguards.
Chairman, with rapid change and in a talent-scare economy, companies struggle to attract, develop and retain talent. Workers cannot face these changes alone. Strengthening HR capabilities is essential to help companies thrive and support Singaporeans through their multi-stage careers.
Ms Yeo Wan Ling: A merit-based workplace must give workers confidence that they have a future in a transforming economy. PWM has made important strides in raising wages for our lower-wage workers. PWCS has supported both workers and employers through this adjustment. We thank the Ministry for extending PWCS for another two years and note that PWCS, in its present form, was meant to be transitional.
But in an era of AI disruption and given our structural limits on workforce expansion, productivity growth must increasingly come from upgrading jobs, not simply adding manpower. This makes our lower-wage workers more exposed to displacement risks if transformation outpaces reskilling.
Could we therefore consider strengthening PWCS into a more sustained worker-support mechanism, one that helps SMEs upskill their lower-wage workers and move them into more productive roles, with structured career progression pathways and negotiated wage ladder increments?
Mr Pritam Singh: An important policy intent behind the PWCS, introduced in 2022, was to serve as transitional support to help businesses defray their costs of raising the incomes of lower-wage workers. In its initial two years, it was reported that the PWCS helped over 90,000 employers and supported wage increases for more than half a million lower-wage workers with payouts totalling approximately $2.7 billion by early 2025.
Critically and for the purposes of my cut, the scheme was not conceived merely as wage support. MOM expected employers to use the transitional period to upskill their employees, transform their businesses and improve productivity so that wage increases for workers will be sustainable over the longer term.
The PWCS scheme has since been extended to 2028 by this year's Budget. Given this, what has been the report card on qualifying employers insofar as their upscaling initiatives, business transformation and productivity improvements are concerned? Has the MOM followed up with employers to assess whether the PWCS has meaningfully shifted the needle on these three areas that were tied to the PWCS? It cannot be the case that there is no report back to Parliament on the outcomes these subsidies have achieved.
A policy review could also reveal the important gaps to assist future policy-making with regard to manpower levies and quotas and whether they should be adjusted, for instance, identifying sectors where upscaling of business transformation has reached a practical limit given current technology. Conservancy cleaning in the HDB setting is a case in point. Productivity improvements in this sector are marginal, and robotics has not advanced to a point where machines can sweep common corridors across different floors and independently negotiate staircases at a commercially viable price point.
With assistance through the PWCS scheme running into the billions of dollars, Parliament must be expected to track the policy impact of this initiative and to determine whether further extensions are warranted. And if so, whether expected business outcomes should be imposed to ensure that taxpayers' subsidies deliver for both businesses and workers.
In the alternative, if the intention is simply to support businesses without strings attached, so as to force wages up at the lower end, then that should be communicated as such rather than to seek outcomes which for some employers may simply not be realistic.
Ms Mariam Jaafar (Sembawang): Adult caregivers are the invisible backbone of our society. They care for ageing parents, chronically ill spouses, children with rare conditions and family members in need. They do this quietly, faithfully, often at great personal cost.
My Woodlands resident, Mdm A, spends about 12 hours a day caring for her elderly parents and aunt. She has not had a full night's sleep in months. She told me she feels isolated, guilty and trapped and yet, she continues, because the family depends on her.
Caregiving often reduces working hours. It slows wage growth. It delays promotions. It sometimes forces caregivers to leave the workforce altogether. And yet, when their responsibilities ease, returning to work is not simple, especially after years away. Skills become outdated. Confidence dips. Employers hesitate. Opportunities shrink.
But these sacrifices are not just personal. They ripple across generations. When parents are stretched thin, children may receive less attention. Those in lower-income households may receive fewer enrichment opportunities and reduced exposure to pathways that expand social mobility. Today's caregiving responsibilities can quietly shape tomorrow's inequalities.
I welcome enhancements to the Caregivers Training Grant and the Home Caregiving Grant. But much more can be done to better understand and alleviate the inter-generational impact. Can the Minister share what evidence exists on the inter-generational impact of caregiving?
I believe we must go further in three areas: relief, retention and re-entry.
First, relief. Can we expand practical respite and navigation support. How can we reduce the social isolation they face? How can we ensure their children do not miss out? Second, retention. Can we strengthen incentives for FWAs and provide structured coaching at key transition points, so caregivers do not have to choose between career and care. Third, re-entry. Can we create structured return pathways so that stepping up for family does not mean stepping back professionally.
Supporting caregivers is not charity. If caregivers thrive, their children thrive.
Mr Abdul Muhaimin Abdul Malik (Sengkang): Sir, we often speak about Singapore's ageing population as a demographic challenge. Today, I want to reframe it as a workforce challenge, one unfolding quietly in our workplaces right now.
Many colleagues are part of the sandwiched generation, managing ageing parents while holding full-time jobs. The numbers tell the story.
In 2024, 87,100 residents were outside the labour force due to caregiving, 86% of them women. Nearly half are in their prime working years, ages 40 to 59. These exits do not show up as unemployment but represent a massive loss of experienced talent. This is not temporary. Singapore's ageing population means eldercare responsibilities will only grow. Yet our policy focus remains unbalanced. We have made tremendous progress supporting working parents. It is time we extend similar support to caregivers.
Workers age 40 to 59, our most experienced professionals, are stepping back not by choice but because they lack structured workplace support. We are losing productivity and institutional knowledge when we can least afford it.
Current measures help caregivers after they have left the workforce through reskilling programmes and re-entry support. While valuable, this is reactive. We need proactive workplace support that prevents exits.
The Workers' Party proposes family care leave modelled after childcare leave. Employees with caregiving responsibilities should receive six days annually, three employer-paid and three Government-paid. Those with multiple care recipients would receive two additional leaves.
The recent Tripartite Guidelines on FWA requests are a start, but we need employer frameworks that make eldercare support standard practice, not discretionary. We must normalise eldercare conversations, just as we have normalised childcare discussions. Start with data collection to understand the scale, pilot workplace frameworks with willing employers, develop realistic best practises across sectors.
Research shows employees who balance work with caregiving face higher stress and reduced productivity. Supporting them through structured leave can improve well-being while paying it for itself through better retention and productivity.
Yes, we have re-entry programmes. Yes, we have flexible work guidelines. But let us be honest. By the time someone needs reskilling to re-enter the workforce, we have already lost years of their contribution. Prevention is better than cure. Supporting eldercare is not just a compassionate policy. It is smart economic policy. We cannot afford to lose 87,000 workers, many in their most productive years, to a challenge we have simply chosen not to address proactively. The question is not whether we can afford to act. It is whether we can afford not to.
Mr Sanjeev Kumar Tiwari: Mr Chairman, our senior employees aged 50 and up bring deep domain knowledge and hard-earned experience. However, as Singapore moves into a super-aged society, while navigating significant economic restructuring, we must ensure our policies continue to work better for both senior workers and employers.
I thank the Government for answering NTUC and the union's calls to progressively raise the statutory retirement and re-employment ages to 65 and 70 respectively by 2030. This has improved labour force participation of those in the ages of 55 to 64, from 69% in 2015 to 73% in 2025. It enabled more workers to attain the Basic Retirement Sum from six in 10 in 2016, to seven in 10 in 2022, and I am glad that CPF has projected eight in 10 will attain this by 2027.
However, senior workers find themselves increasingly juggling caregiving and wishing for more work options, so they can strike a better balance between work and life. Can the Ministry provide an update on what is being done to enable more work options and expand the availability of FWAs?
At the same time, many senior workers and jobseekers who are 10 to 15 years away from the statutory retirement age worry about ageism and displacement amid rapid technological changes in their workplaces. Many senior workers and jobseekers have told us that there are fewer opportunities for career advancement and good jobs later in their career. Younger cohorts are also convinced that this is the case. Others have shared that while they are willing to upskill and learn, their long work hours, caregiving duties after work, unfamiliar learning formats and the uncertainty of translating these to better work prospects are also practical barriers. Can the Ministry share how it plans to intervene at mid-career stage to boost continued employability for workers before they reach their late-50s?
I therefore welcome the announcement of the extension of the Senior Employment Credit scheme to 2027, to continue supporting hiring or/and retaining of senior workers. This sends an important signal to firms that senior workers remain valued contributors and provides some cost relief that is especially important for SMEs amid the hyper-competitive business environment. Will the Ministry considering extending this Senior Employment Credit beyond the end of the 2027 review?
Ms Eileen Chong Pei Shan: Sir, the continued decline of our total fertility rate (TFR) to a new low of 0.87 in 2025 is the clearest signal yet that financial incentives alone have not and will not move the needle. They are important, but they do not address a key concern of younger Singaporeans, like myself, which I had raised in Budget debate last week, that we will not have the time or energy to be present parents. For many of us, the structure of working life in Singapore makes parenthood feel like a compromise, not a choice.
Last week, Minister Indranee called for a society-wide reset on how we view and support marriage and parenthood. I hope the Government will lead by example with the reset, beginning with a new lever – time, specifically to move from intention to impact on flexible work arrangements.
The current tripartite guidelines give employees a right to request and a process for consideration, but do not govern outcomes. The enforcement mechanism, when that process is not followed, is for an employee to approach the Tripartite Alliance for Fair and Progressive Employment Practices (TAFEP). We should not underestimate what approaching TAFEP costs an employee relationally. It creates tension. It risks being seen as difficult.
I had filed a Parliamentary Question to ask how many complaints TAFEP had received on the improper handling of such requests since the guidelines took effect in December 2024. The answer, one; and it was a case about the format in which the rejection was communicated, not the substance of a rejection.
Sir, I do not believe this means that the guidelines are working perfectly. I believe it means that they are not being used. One complaint is not a sign of success. It is a sign of a barrier too high to clear. While legislation alone cannot change workplace culture, it can set a floor. It can signal that the Government is serious about the mindset reset to support Singaporeans in building and growing their families.
As a starting point, I have two suggestions.
First, move the frameworks from guidelines to legislation with statutory force. This means making non-compliance actionable. An employer who fails to engage properly or who rejects a request without genuine business grounds, should face consequences. Second, make flexible work a presumptive right for parents of children under three, where the nature of the job allows, not absolute or unconditional, just the starting position that an employer has to justify departing from, rather than a benefit that an employee must request.
Ms Mariam Jaafar: Sir, in Woodlands, I meet seniors in their 60s and 70s who tell me, “I want to keep working, but I need work that works for me.” With longer health spans, many seniors want to work. Some need to work. And yet, many struggle. I welcome the extension of the Senior Employment Credit and the CPF Transition Offset, but they are not enough.
Many seniors struggle with a skills mismatch. Training grants exist, but too often they feel one-size-fits-all. One 72-year-old man told me: “They keep pushing me to AI courses, but that is too far a stretch for me. It will not help me actually get a job.” Other seniors face physically demanding roles or inflexible workspaces. Offices, factories and retail spaces are often designed for the young and able bodied. Meaningful part-time or flexible roles are scarce. Many do odd jobs, which provide neither security nor opportunity to contribute their expertise and experience.
So, I ask the Minister, can we give seniors tailored training that actually fits their capabilities and abilities, and dedicated support to place them in jobs that actually fit their lives? Can we help seniors better navigate SkillsFuture course options so they can actually use their credits?
Can we redesign workplaces, especially for SMEs in sectors like retail, logistics and services to be more senior friendly? Can we redesign work itself? Lighter duties, flexible hours, assistive tools, mentor-type positions, so experience is valued as much as energy? Can we give grants and tax incentives for businesses that make all this possible? These interventions complement, not replace, existing wage support schemes. If we want seniors to remain independent, we must redesign work, not just subsidise it.
I also note the extension of the part-time re-employment grant. Could MOM share the uptake and outcomes so far? And could we expand practical models so seniors can pace themselves while staying engaged? And with the Tripartite Workgroup on senior employment, when can we expect key recommendations and how will success, beyond placements, be tracked?
Let us ensure our seniors do not just live longer, they thrive. Let us ensure they do not just earn a living, they contribute, mentor and lead. Let us ensure they do not just survive, they succeed. Because when seniors succeed, Singapore succeeds.
The Chairman: Ms Diana Pang, kindly deliver your two cuts together.
Ms Diana Pang Li Yen (Marine Parade-Braddell Heights): Chairman, the Tripartite Guidelines on FWA requests are important because they set clear norms on how employees should request flexible work and how employers should assess these requests. This clarity reduces misunderstanding, builds confidence and encourages constructive and mature workplace dialogue.
For employees, the benefit is practical. These guidelines promote work-life balance and provide a clear, structured pathway to request flexibility in where they work, when they work, or the workload they take on. This is especially important for parents, caregivers and those managing health conditions, enabling them to remain economically active while meeting family and personal responsibilities.
For employers, the guidelines introduce discipline and transparency. Employers are expected to respond in writing, and where requests are rejected, to explain clearly based on business needs. This reduces speculation, limits perceptions of bias, and strengthens trust and workplace harmony.
Chairman, I support the thrust of these guidelines. But I ask MOM to recognise a simple ground reality: not all employers, especially SMEs, have the capacity, manpower, HR expertise to implement this formal FWA workflows effectively.
While TAFEP provides grants, templates, training and advisory services, real operational challenges remain. If unaddressed, these guidelines risk becoming compliance issues rather than substance, particularly for SMEs.
On the ground, SMEs face five key pain points.
First, manpower constraints, with small teams lacking dedicated HR capacity. Second, management constrain on supervisors as they have to handle both hybrid and staggered work schedules of their team. Third, performance and fairness concerns, including tracking output, fears of misuse and perceptions of inequality. Fourth, higher operational costs, such as information technology investments and extra manpower for shift cover. Fifth, operational and contractual constraints, especially in sectors such as F&B, retail, security, where physical presence is essential.
Chairman, if we want a fair and inclusive workplace, they must also be sustainable for the employers. For without employers, there are no employees, vice versa. As we strengthen worker protections, we must equally strengthen support for SMEs to implement these guidelines in a practical, proportionate and business-viable way.
Chairman, I will now speak on the importance of building a safe, inclusive and fair workplace for the employment of people with disabilities, women and caregivers.
First, we must strengthen protection against workplace discrimination and harassment, including bullying that is often subtle and not immediately visible. All employers want a safe and respectful workplace, but many SMEs struggle with policy design, complaint handling, documentation, deciding on appropriate responses, especially without in-house HR expertise.
Bullying is not always obvious. It can take the form of verbal intimidation, gaslighting, passive aggression, repeated put-downs, hostile tone, public shaming, deliberate exclusion, or constantly shifting expectations. These behaviours may leave little paper trail on the outcast, but over time they erode trust, undermine psychological safety and drive attrition, which is a lose-lose outcome for both employees and employers.
Protections must therefore be real, accessible and consistently applied, but we should not assume that employers are always the wrongdoers. Sometimes, the misconduct comes from fellow employees as well. This system should help employers intervene early, guide them on proper complaint handling and provide workers with a safe, trusted channel to report concerns.
Second, inclusive employment for persons with disabilities, women, and caregivers is both a social good and make economical sense, especially in a tight labour market. Strong support frameworks can help these groups fulfil their care-giving aspirations and maximise their contributions.
But for inclusion to work, we must look beyond the employee barriers and also consider employers' capacity to implement it. For SMEs, inclusive hiring can bring sudden operational costs, job redesign, additional supervision, workflow adjustments, training, managing healthcare and well-being concerns. If we want inclusive hiring to be sustainable, employers must be supported, not overwhelmed.
Finally, fair and merit-based workplace matters. Fairness means wider opportunity, reduced biasness and progression based on performance and potential, but fairness must also be sustainable. Inclusive policies, flexible arrangements and stronger protections will succeed only if they are credible to workers and workable for the employers. Many SME bosses operate under immense pressure, paying off staff before paying themselves, managing cashflow risks, meeting compliance requirements and carrying all the emotional burden of keeping their businesses alive.
Ultimately, a fair workplace cannot exist without the well-being of both the employers and the workers. It must work on both sides. Chairman, sometime in mid-2025, a salad shop owner tragically passed away after an alleged fraudulent work injury claim that was filed against her. MOM is investigating. But even so, one death is one too many. This reminds us that employer mental well-being also matters.
With this in mind, I offer four suggestions to the Minister.
First, MOM could provide practical guidelines and support to help SMEs recognise and address subtle workplace bullying, including providing clear examples and model policies which can be easily implemented.
Second, MOM can develop and publish simple, proportionate investigation protocols and tools that SMEs can use to handle complaints involving discrimination, bullying and harassment.
Third, MOM could maybe help employers, especially SMEs, to formulate inclusive employment schemes into day-to-day workable processes, so that support for persons with disabilities, women and caregivers can become operationally realistic.
Fourth, MOM could consider consolidating employer support schemes and guidelines into a single, user-friendly platform, similar to what we have: SupportGoWhere, so SMEs can quickly understand what they qualify for and how to implement this support without heavy reliance on consultants or even middlemen.
Chairman, I hope the Minister will consider the issues I have raised.
Mr Melvin Yong Yik Chye: Mr Chairman, workplace safety is not a statistic, it is about lives, families and futures. I am encouraged that the workplace fatal injury rate for 2025 has fallen to 0.96 per 100,000 workers, down from 1.2 in 2024. This reflects the sustained efforts of workers, employers and the Government.
But every life lost at work is one too many. Improvements must not lead to complacency. We must now take the next decisive steps.
First, workplace safety and health (WSH) must evolve to reflect our ageing workforce. As retirement and re-employment ages rise, longer careers must also be safer careers. Risks such as falls, musculoskeletal disorders and fatigue cut across all industries, not just traditionally high-risk sectors.
Employers must go beyond compliance. They should redesign jobs, automate hazardous tasks and eliminate risks at the source. Safer work design must become the norm, not the exception. Where safety technology has been proven to reduce accidents, adoption should not remain voluntary. In high-risk sectors, MOM should move towards mandating technologies such as anti-collision systems, video analytics to detect unsafe acts, and fatigue detection tools. If these technologies save lives, we should require their use.
Government can also do more to drive change. Public procurement policies should reward companies with strong WSH records and clear investments in risk elimination and job redesign.
Second, fatigue must be treated as a core safety issue. Guidelines are a good start, but guidelines alone are insufficient. MOM should strengthen safeguards on working hours and rest periods, and require employers to implement formal fatigue risk management systems.
Finally, we must continue raising standards for migrant worker welfare. While I welcome the enhanced dormitory standards, dormitories should be better integrated with surrounding communities, with accessible healthcare, recreation and essential amenities closer to where the workers live.
Sir, workplace safety and worker welfare are not compliance exercises. They are commitments to dignity, responsibility and fairness. If we know what works, we must mandate it. If we see what harms, we must redesign it. And if we set standards, we must enforce them, because every worker deserves a safe and healthy workplace.
Ms Yeo Wan Ling: While workplace issues have been closely examined, we must not forget the living conditions of our hardworking migrant workers. Many spend most of their time between dormitories and worksites, with limited opportunities to relax, socialise, or build community.
Prolonged separation from families can also affect emotional well-being and heighten isolation. I acknowledge the Ministry's efforts to improve our dormitory standards.
The partnership between MOM, NTUC and our Migrant Workers' Centre in managing recreational centres is a step in the right direction. These centres provide recreation, community activities and essential services such as groceries, remittance and telecommunications, serving thousands weekly.
Beyond this, I call on the Ministry to continue investing in measures that strengthen our migrant workers' access to amenities and community spaces, ensuring that our migrant workers' living environment supports well-being, dignity and of course, social integration.
The Chairman: Minister Dr Tan See Leng.
The Minister for Manpower (Dr Tan See Leng): Mr Chairman, I would like to take this opportunity to wish everyone a very Happy Chinese Valentine's Day. I thank Members who have spoken in support of our workers and also our employers.
The nature of work is changing rapidly. Geopolitical conflicts, as seen from recent developments over the weekend, are upending the world as we know it and reshaping global trade and investment flows. AI is transforming how we work and our workforce, too, is evolving. This year, Singapore will become a super-aged society.
Even as we seek new growth frontiers, we must ensure that our growth remains inclusive and that it creates meaningful careers for all. We start from a relatively good position today. Despite a challenging global environment, Singapore's labour market remains resilient.
As of December, last year, we have recorded 17 straight quarters of employment growth since we emerged from COVID-19 in 2021. Our resident unemployment rate has remained low at 2.9%. The labour market remained tight in 2025, with more vacancies than jobseekers. Real incomes at the median grew by 8.3% from 2020 to 2025, or about 1.6% per annum. Lower-wage workers saw real incomes grow by 15% from 2020 to 2025, or about 2.8% per annum, faster than the median worker. This was bolstered by productivity improvements and targeted wage support.
These outcomes reflect our workers and businesses' resilience and contributions, and investments in growth areas, like AI and advanced manufacturing, as well as very good collaboration with our tripartite partners. MOM will continue to walk with workers and businesses, so that every worker, every worker matters and every worker can realise their potential, achieve their career aspirations and every business can thrive by bringing out the best in their people.
MOM has three priorities this year. Together with our tripartite partners, we will: one, empower Singaporeans to build meaningful careers; two, enable businesses to transform and provide quality jobs; and three, build more inclusive workplaces that leave no one behind.
Let me begin with our first priority, empowering Singaporeans to build meaningful careers throughout life. To our youths, we are committed to giving you a strong start to your careers. Transforming from school to work can be daunting, especially with the angst and anxiety over how AI is changing entry-level jobs.
Fortunately for us, the market for fresh graduates remains resilient, at least for now. Vacancies continue to outnumber jobseekers. Over four in 10 openings are entry-level PMET roles suitable for young graduates. By December 2025, over eight in 10 university graduates from the 2025 cohort had already found employment and this is comparable to the 2024 cohort.
We will continue to prioritise creating more full-time opportunities for fresh graduates. While vacancies are available, some graduates do indeed face challenges in finding the right match. To support them, we introduced the GRIT scheme last year, alongside GRIT@Gov for the public sector.
GRIT helps our graduates acquire structured, industry-relevant work experience. Over 400 graduates have already embarked on traineeships in the various industries. Employers have told us that GRIT has helped them increase hiring amidst a more cautious environment and they intend to emplace good performers onto full-time positions. We incentivise employers to do so by continuing subsidies for trainees emplaced during the traineeship period.
Take Ms Jewel Goh and Mr Dominic Wong, two recent graduates who started their traineeships at DBS. Jewel, who has a diploma in Applied AI and Analytics, was given the opportunity to apply what she has learnt to support DBS' technology systems and large-scale operations. Dominic, a Communications graduate, got the chance to develop partnerships with DBS' stakeholders. I am sure that their GRIT experience has given both graduates more clarity and confidence to take their next steps.
GRIT remains open to graduates from the 2025 cohort and we will extend applications to the 2026 cohort. We are also speeding up applicant onboarding. If market conditions call for it, we may expand capacity.
Several Members have made suggestions on supporting our youths. Mr Gerald Giam suggested introducing wage support for SMEs to hire graduates. Assoc Prof Jamus Lim proposed a national apprenticeship programme to strengthen on-the-job training.
These suggestions are in line with the Government's ongoing efforts. We have been enhancing work-based learning and on-job training through schemes, like the AI Apprenticeship Programme and the SkillsFuture Work-Study Programme. The Work-Study Programme has grown significantly and as the Ministry of Education shared earlier on, the Work-Study Diploma programme will be enhanced in line with the Economic Strategy Review's (ESR's) recommendation to support flexible pathways that blend training and working throughout life. We are also subsidising 70% of traineeship costs through GRIT.
While we will continue to study such suggestions and look into more ways to support our fresh graduates, we should also design our support carefully and sustainably. For example, GRIT sources the traineeships from leading companies in growth areas, ensuring that our graduates gain high quality experiences and stronger long-term prospects. A broad-based wage subsidy for SMEs to hire graduates may not provide the same quality of experience, if companies lack the capacity to train them or provide meaningful careers once the subsidies end. A general subsidy may also entail even more wastage, given that 80% of our graduates have been able to secure jobs within months after graduation without such wage subsidies today.
Additionally, we also have to balance against unintended outcomes, where companies might end up retrenching older workers and replace them with cheaper graduates so that they can save on manpower costs. So, our approach on balance is appropriate for the present situation, where many full-time roles remain available. To help match graduates to such roles, we have stepped up career guidance and employment facilitation efforts through WSG, e2i and the IHLs.
Beyond this, overseas work stints help and equip Singaporeans with the necessary skills and perspectives for a globalised economy. Since launching in 2024, WSG's Overseas Markets Immersion Programme has already supported more than 120 local professionals to gain overseas experience. Together with other agencies' overseas deployment programmes, over 430 local workers have benefited as of 2025.
We recognise that our youths have a growing interest in gaining overseas experience. Hence, we will expand the Overseas Markets Immersion Programme to support young professionals gain overseas exposure even earlier in their careers. Providing early opportunities strengthens our talent pipeline and our companies' global competitiveness. Details will be shared in due course.
Beyond a strong start, we will also ensure that all workers have the resources to thrive throughout their careers. We will do so in four ways: by building an AI-ready workforce; helping workers navigate the labour market with confidence; developing our local professional talent pipeline; and supporting displaced workers.
One of our foremost priorities is to build an AI-ready workforce. A recent report by McKinsey, EDB and Tech in Asia found that about three in five Southeast Asian firms have yet to see meaningful financial gains from AI. This is partly due to a lack of internal expertise and low employee adoption.
We cannot afford to let this gap persist. To translate the potential of AI into good jobs for Singaporeans, we will take decisive steps to build an AI-ready workforce. Like learning a language, developing true fluency in AI comes from consistent use and building confidence through experimentation. Therefore, we will make it easier for Singaporeans to have hands-on experience and access to the latest AI tools.
As announced at Budget, those who take up selected SkillsFuture AI courses will receive free subscriptions to premium versions of best-in-class AI tools for six months. MOM has been engaging providers, such as Google, Manus, Microsoft and OpenAI. We will announce details in due course, including the tools and platforms that qualify.
Assoc Prof Terence Ho suggested for AI access to be extended even more widely, including to mature and lower-income workers. I agree that access should be inclusive, regardless of age or income. Hence, this initiative will be open to all Singaporeans aged 25 and above, and they are paired with practical and accessible training for AI at various levels.
Beyond this, we will continue to explore ways to include more mature and lower-income workers in our national AI journey. While an AI-ready workforce offers significant potential to improve productivity, we must steer AI adoption to enhance our workers' potential, not displace, not replace it. I will elaborate later on our support for employers to do so.
Second, we will help workers better navigate the labour market and seize new opportunities with confidence. To this end, we are fundamentally reviewing our jobs and skills ecosystem, which Ms Gho Sze Kee spoke about earlier.
We have four goals, the \"4Vs\": volume, we want to reach a larger share of the workforce; variety, we want to cater to more diverse needs in a complex job market; velocity, or speed, matching people to opportunities more quickly; and value, value-add, supporting long-term career health.
To drive these strategic shifts, we are forming a new agency. With your permission, Mr Chairman, Sir, may I ask the Clerks to distribute a handout detailing our efforts to support Singaporeans' career journey. Members may also access these materials through the MP@SGPARL App.
The Chairman: Please proceed. [A handout was distributed to hon Members.]
Dr Tan See Leng: Thank you. I will continue. As we have heard from the Prime Minister, SSG and WSG will merge into Workforce and Skills Singapore (WSSG), a new Statutory Board under MOM and jointly overseen with the Ministry of Education. It will be established in the third quarter of 2026, helmed by Dilys Boey, who is the current Chief Executive of WSG. Its mission will be to empower Singaporeans to develop future-ready skills and access good job opportunities; enable businesses to create good jobs for Singaporeans and develop their workforce; and promote a culture of lifelong learning and career health.
Secretary-General Mr Ng Chee Meng asked how this merger will benefit Singaporean workers, and how we will better translate training into employment and productivity gains. Ms Eileen Chong said that the new agency should not just support workers, but also employers, to take forward SSG's ongoing efforts in encouraging skills-first hiring.
Today, our skills and employment facilitation capabilities sit in separate agencies. Bringing them together under one roof creates a single, powerful engine for human capital development. It will collaborate with other agencies and stakeholders to benefit both workers and employers.
For workers, this means simpler access and more integrated career support in a fast-changing marketplace. It means a single portal to access training, career guidance and job opportunities, without having to navigate multiple agencies. By combining career and skills data, we can give you a clearer picture of where opportunities are, enabling better-informed career and training decisions.
For the employers, the merger will help us be even more responsive to your talent needs. With more timely and comprehensive labour market and skills insights, WSSG can help to reduce skills mismatches and time-to-hire. Creating a single point of contact will also simplify how we support businesses to address hiring, training and workforce transformation needs.
WSSG will play a critical role in expanding the career health movement, going beyond reactive job matching, to proactive career planning. As outlined in the handout distributed to Members, we have initiatives targeting both workers and employers.
For workers, we launched Career Health SG last year with a fundamental message – stay proactive, pre-emptive about your career. The response has been encouraging thus far. Nearly two-thirds of our workers now see value in improving their career health. But there is more to be done. Many are still unsure as to how to begin.
So, starting on your career health journey does not have to be that overwhelming. We have been building practical tools to help our fellow Singaporeans. The Careers and Skills Passport lets you take stock of your skills, and CareersFinder helps you to discover the job options that you may not have even considered. For those who need even more personalised support, we have expanded access to career planning programmes. Almost nine in 10 respondents reported having clear direction and greater confidence after attending such programmes.
These tools have delivered positive outcomes. Following the integration of Careers and Skills Passport with job portals, JobStreet and FastJobs, our partners found that job applications with verified credentials are 1.5 times more likely to be shortlisted by employers. We are expanding our Careers and Skills Passport partnerships to five more job portals – MyCareersFuture, Careers@Gov, EASE, FindSGJobs and eFinancialCareers. We have also integrated Careers and Skills Passport with HR tech firm JobTech's platform, enabling employers to search for candidates based on verified skills data.
For employers, tools, like TalentTrack and TalentTrack+, can help you better assess your workforce readiness and identify internal talent for new roles.
In total, our tools and initiatives have already helped over 800,000 individuals and 38,000 firms.
Through WSSG, we will also strengthen our ecosystem of career and employment service providers to serve different workforce segments more effectively. As our workforce evolves, new forms of career support are needed – some of which can be delivered effectively through private service providers specialising in certain industries, certain sectors or workforce segments.
For example, WSG has partnered Ingeus and AKG, two private job matching firms, to provide more specialised support for PMEs since 2017. We have observed higher re-entry rates among those assisted, compared to retrenched residents in general.
To take this further, we convened the Alliance for Action on Advancing Career and Employment Services (AfA-ACES). Under this workgroup, we will launch nine pilots with private sector partners to test new services, covering a range of individual and employer segments. For example, for the individuals, for fresh graduates, we will test services combining career guidance and industry exposure to support your school-to-work transition. For mid-level professionals, we will pilot personalised career agents to help you move into better roles. For caregivers, seniors and those facing greater hardship, we will explore new ways to support you to work more flexibly, or better still, get you to return to work. For SMEs, we will test ways to support your own internal mobility and also perhaps, suggest to you, adopt new work models.
The workgroup will release its recommendations in the second half of this year.
These efforts will also help address concerns about underemployment, which Mr Patrick Tay had requested updates on. MOM has been studying underemployment in the form of overqualification, where workers possess higher educational qualifications than typically required for the job. Preliminarily, we found that most overqualified workers in Singapore took up their current jobs voluntarily, for reasons such as flexibility or planned career transitions.
The share of involuntarily overqualified workers remains small and stable. Our efforts to strengthen the career and employment ecosystem will better support these workers to find jobs more aligned with their aspirations or develop the skills to enter such jobs. We will release detailed findings later in the year.
Third, for Singaporeans who aspire to leadership positions, we will help you develop the skills to do so. In the past year, we have expanded the capacity, the uptake of our professional development programmes. With the support from EDB, the Singapore Leaders Network run by the Human Capital Leadership Institute has grown to over 4,000 members, with new and expanded offerings. This includes the Overseas Transition Support programme, which has supported already about 120 professionals.
Finally, as the economy evolves, some Singaporeans will inevitably find their jobs changing or coming to an end. But at the same time, I want to reassure you, new opportunities will arise, and we will help you to seize them.
Last year, we launched the SkillsFuture Jobseeker Support scheme, which provides temporary financial relief and job search support to involuntarily unemployed individuals, helping them regain their footing and return to work with confidence. The scheme has made a difference for many Singaporeans, but we can do more. Just as what Secretary-General Mr Ng Chee Meng and Mr Patrick Tay have suggested, expanding the scheme’s coverage beyond the current qualifying income cap. The Jobseeker Support scheme has been in place for about less than a year, we are reviewing the scheme and its parameters when we have more experience. So, we will ask for your indulgence and patience in supporting us through this journey. Senior Minister of State Koh Poh Koon will provide further updates on the scheme.
Let me now turn to the later stages of one’s career. As Singaporeans lead longer and healthier lives, we must shift from managing the pressures of ageing, to unlocking the benefits of career longevity. As previously announced, we will raise the retirement and the re-employment ages to 64 and 69 respectively on 1 July 2026, and this will keep us on track to raising them to 65 and 70 before 2030. This will give our seniors more flexibility and assurance, while enabling employers to retain experienced workers.
Beyond how long we work, we must also transform how effectively we work by creating more flexible and varied pathways for seniors to remain engaged and productive.
The Tripartite Workgroup on Senior Employment is studying a more integrated approach to support career longevity, including enabling individuals to plan earlier for later-stage career transitions, and equipping employers to design age-friendly jobs and workplaces. Senior Minister of State Koh Poh Koon will share more about these initiatives.
In the interim, we will extend the Senior Employment Credit until December 2027 to continue supporting employers hiring senior workers.
At the same time, we will continue to strengthen our retirement adequacy policies to give our seniors greater assurance. We have been enhancing the CPF system over the last few years, providing Singaporeans with more support. This has only been possible because of our strong social compact and belief in shared responsibility between individuals, families, employers and the Government. We will continue to stay this course.
As announced, we will increase CPF contribution rates in 2027 for senior workers by 1.5 percentage-points for workers aged above 55 to 60, and one percentage-point for workers aged above 60 to 65. This will better support retirement adequacy for seniors who wish and want to take the option to continue working.
With this, we have reached the target contribution rates for senior workers aged above 60 to 65, as recommended by the Tripartite Workgroup on Older Workers. We will extend the CPF Transition Offset for another year to help cushion half of the increase in employer CPF contributions.
Later this year, we will also announce the new retirement sums for cohorts beyond 2027, to allow members to better plan ahead. With rising living standards, the new retirement sums will better reflect the savings needed to meet basic retirement needs in the future.
For seniors who may face challenges in building up enough savings despite their best efforts, we are committed to support you. As announced, we will provide a CPF top-up of up to $1,500 for eligible Singaporeans aged 50 and above, with CPF balances below the prevailing Basic Retirement Sum. The top-up will be automatically credited this year.
Finally, we will provide more choices within the CPF system for Singaporeans to grow their retirement savings.
Today, the CPF system offers risk-free interest of up to 6%. Members seeking potentially higher returns can invest through the CPF Investment Scheme (CPFIS), which has around 700 products available. However, this requires financial knowledge and active investment management.
As the Prime Minister announced, the CPF Board will introduce a new investment scheme, with life-cycle investment products that will automatically shift to lower-risk assets via a glide-path, as the investor grows older. This helps to calibrate exposure to investment risk at different life stages and it mitigates market downturn risk when it is time to exit.
To keep choices simple, we will curate to two to three reputable commercial providers offering a small number of options. To Mr Saktiandi Supaat’s question on product provider selection, the applications will be rigorously evaluated by independent investment consultants appointed by the CPF Board, covering investment capability and track record, amongst others. We will cap all-in fees to keep costs low and are prepared to provide some time-limited support to interested members.
We agree with Mr Saktiandi Supaat that for many Singaporeans, especially older workers and those prioritising certainty, the CPF risk-free returns remain highly attractive. Not everyone has the appetite for investment risk. Hence, this new scheme will be voluntary.
Members who prefer to actively manage their own investments can continue to invest their Ordinary and Special Account balances via the CPFIS. Members can also opt to retain their savings in their CPF accounts to continue earning risk-free returns.
We agree with Mr Shawn Loh, with Mr Sanjeev Kumar Tiwari and Mr Saktiandi Supaat that investor literacy is key. Members must understand the products and their risks, and decide the most suitable option for themselves. We will work with the selected product providers and partners, including the Monetary Authority of Singapore to enhance investor education.
I also want to thank our Members for their suggestions on product design, such as on cooling-off windows, the target date and encouraging retention. We will consider them as we further engage the industry. We target to launch the new scheme in the first half of 2028, but of course, if we can do so earlier, we will. More details will be announced in due course.
Let me move to our second priority, which is enabling businesses to thrive and create good jobs for Singaporeans in a changed landscape. Ms Yeo Wan Ling requested an update on how we will refresh our foreign workforce policies to generate growth and good jobs for Singaporeans, while recognising the limits to which we can keep growing our foreign workforce.
Thriving businesses are the engine of good jobs. Before joining the Government, I was in the private sector all my life, so I can understand the angst faced by private entrepreneurs and business owners. Thriving business, they are engines of good jobs, rising wages and they continue to sustain opportunities for Singapore. In a fast-changing global environment and under tighter resource constraints, businesses can only thrive by continuously transforming their business models and investing in their workforce. Therefore, enabling business transformation remains central to our foreign workforce strategy.
We will continue to remain globally connected and open to talent that can complement our skilled local workforce, while reducing reliance on foreign labour where there is scope to raise productivity. We will make further enhancements to our foreign workforce policies in line with this approach.
First, we will continue to compete globally for top-tier talent. Since the launch of the Overseas Networks and Expertise (ONE) Pass for pinnacle talent in 2023, there has been healthy growth in take-up. Currently, over 8,000 individuals are on the ONE Pass, and many of them contribute to sectors which are critical to our future economy.
Take Dr Anders Jacobsen Skanderup. He is an Assistant Director at the A*STAR Genome Institute of Singapore. He developed Fragle, which is a novel AI-based method to monitor cancer progression and relapse through blood tests. Or Mr Oliver Jay, Managing Director at OpenAI, whose experience in bridging Silicon Valley and Asia supports Singapore’s ambitions as a leading AI hub. Previously, Mr Jay spent two years mentoring Singaporean leaders in high-growth Singapore companies such as Carousell and Glints.
To strengthen our attractiveness to top talent in critical and emerging technologies like AI and quantum computing, we will introduce a new ONE Pass AI and Tech track in January 2027. This will replace the Tech.Pass and offering more attractive terms than the Tech.Pass.
Second, we must stay open to skills and expertise from abroad while ensuring they continue to complement our local workforce.
Our EP and S Pass Qualifying Salaries are regularly updated to keep pace, they are keeping pace with local wage benchmarks – they do not lead the local wage benchmarks – so that it ensures that foreigners who come here do not compete mainly based on accepting lower salaries.
As announced, we will raise the EP minimum qualifying salary from $5,600 to $6,000, in line with the wages of the top one-third of local PMETs. This will apply to new EP applications from 1 January 2027 and the renewals from 1 January 2028, to give employers time to adjust.
Beyond meeting the qualifying salary, EP applicants must also pass COMPASS. Mr Patrick Tay requested an update on how our COMPASS framework incentivises firms to improve their workforce profile.
Since implementation about two-and-a-half years ago, in 2023, about two-thirds of the current EP holders have passed through COMPASS. Results suggest that we are moving in the right direction. The share of firms with higher dependence on foreigners of a single nationality has decreased by 20%, while the share of firms with a higher dependence on foreigners in general has decreased by 37%.
For the S Pass, we will continue to raise the minimum qualifying salary in line with wages of the top one-third of our local associate professionals and technicians (APTs).
In the first step, we will raise the minimum qualifying salary from $3,300 to $3,600. This will apply to new applications and renewals from 1 January 2027 and 2028 respectively. By around 2030, if the economy continues to grow, the S Pass minimum qualifying salary is expected to be around $4,000 to $4,500. Of course, like I said, the caveat is it depends on our prevailing local wages and the prevailing economic conditions then.
With an ageing local workforce, Singapore needs Work Permit Holders to deliver essential infrastructure, goods and services.
Our Work Permit numbers in the construction sector have grown by 36% over the past five years, as we catch up on important projects post-COVID-19. Across all sectors, Work Permit numbers have grown by 186,000, or 27%. So, we agree with Ms Yeo Wan Ling that our Work Permit growth must be sustainable, given our infrastructural and social constraints. Our businesses must operate more efficiently by adopting technology and redesigning jobs. And we have grants to help companies to do that.
So, even as we manage numbers, we will continue to support businesses in accessing higher quality, the key thing is higher quality, Work Permit holders. To this end, we will make two enhancements to our Work Permit framework.
First, we will streamline our Work Permit levy framework to make it easier for businesses to understand, and they can plan how they hire, how they can train and how they can retain the Work Permit holders. Over the decades, our levy framework has evolved to comprise 24 different rates and different tiers. We will start by reducing the number of rates from 24 to 20, and we will progressively streamline this further over time.
So, for the Marine Shipyard and Process sectors, we will work towards aligning the levy rates with Construction. For a start, we will raise the levies for basic-skilled workers by $100 and $150 respectively. This is set to incentivise companies to hire higher-skilled workers. So, our exhortation is for companies to bring in higher-skilled workers, retain them and train them well.
For the Manufacturing and Services sectors, we will combine the bottom two tiers. For this new combined tier, the levy rates for the Higher- and Basic-skilled workers will be $300 and $470 respectively for Manufacturing; and $400 and $600 respectively for Services. So, please take note. The higher-skilled workers will enjoy a lower levy compared to the relatively unskilled workers.
So, we will retain existing levy rates for the highest tier, so that firms with a higher reliance on Work Permit holders will continue to pay higher rates because we hope that they can work with us to redesign, to improve and transform their work processes to achieve higher productivity.
This revised levy schedule will take effect from 2028. We are giving a heads-up in advance so that companies can plan for it. MOM will work closely with industries to strengthen the framework for identifying higher-skilled workers eligible for lower levies in each sector.
Second, we will add eight new occupations to the Non-Traditional Source Occupation List (NTS-OL) from September 2026, in the areas of food services, social services and air transportation. The NTS-OL allows businesses to hire higher-quality non-PMET workers from non-traditional source countries for specific roles with not enough locals.
Mr Mark Lee shared the challenges of domestic-oriented sectors that operate on thin margins and rely on S Pass holders for frontline roles, such as F&B. With the upcoming expansion of the NTS-OL to include four more F&B roles, including frontline waiters, businesses can retain these workers who may not meet the higher S Pass qualifying salary.
Both Mr Mark Lee and Mr Shawn Loh raised an important point. We need to be pro-worker and we need to be pro-business. They have asked how MOM considers sector needs and business costs when calibrating our policies.
Our policy changes are developed in close consultation with sector agencies and with industry partners. Where essential or strategic areas have limited scope for automation or localisation, MOM works with sector agencies to provide targeted foreign manpower flexibilities, calibrated to avoid entrenching labour-intensive business models. We closely monitor business cost increases, keeping in mind Singapore's continued ability to attract investments and talent.
Between 2019 and 2025, profit rates in Singapore grew by 4.4% per year, indicating that businesses have been improving profitability alongside cost increases. Singapore was also ranked the most talent-competitive economy in the 2025 Global Talent Competitiveness Index.
In addition, we are ramping up business cost support measures through targeted wage credit schemes, which Senior Minister of State Koh and Minister of State Dinesh will elaborate on further later. We understand that businesses need time to shift towards more productive models and, therefore, we announced, ahead of time, we implement changes at a measured pace and phased out approach.
As businesses transform, jobs will also evolve. To succeed, firms must invest in developing their workers to take on new and redesigned jobs.
As announced last year, the Government has set aside over $400 million for the Enterprise Workforce Transformation Package. Working with the Singapore Business Federation and SNEF, the scheme aims to strengthen the link between enterprise transformation and workforce development, capturing growth and creating jobs.
Dr Wan Rizal asked about the implementation of the Enterprise Workforce Transformation Package. Under the Enterprise Workforce Transformation Package, the SkillsFuture Workforce Development Grant (Job Redesign+) will be rolled out in March 2026, this month. This builds on the earlier Support for Job Redesign under the Productivity Solutions Grant programme (PSG-JR), which supported smaller-scale projects, leading to improved retention and wage growth.
The Workforce Development Grant (Job Redesign+) will expand support significantly. Enterprises can now receive up to 70% of project costs capped at $150,000 per company, which is higher than the PSG-JR cap of $30,000. So, it is a five-fold increase. This will allow companies to redesign more roles, engage experts to build internal capabilities and implement AI-native workforce solutions.
The redesigned SkillsFuture Enterprise Credit will also be launched late this year. Companies can tap on the SkillsFuture Enterprise Credit to further defray the out-of-pocket expenses of workforce transformation.
Assoc Prof Terence Ho has asked how Singapore can build expertise in human-centric job redesign, ensuring that AI augments rather than replaces human contribution. We do so through initiatives, such as the Enterprise Workforce Transformation Package, which couples productivity support with workforce support. We have also worked very closely with NTUC through the Company Training Committee programme. Through WDG(JR+), enterprises can work with consultants to assess their AI readiness, identify opportunities and redesign roles. They can also receive support to implement workforce technology solutions, such as AI-powered HR tools.
We will continue to improve access to AI support under Enterprise Workforce Transformation Package, with pre-packaged solutions targeted at specific company needs. Details will be announced subsequently.
To further drive workforce transformation efforts, we must also develop our HR leaders and professionals because these are the people behind the people. To uplift human capital management standards, we formed a Tripartite Workgroup on Human Capital Capability Development last year.
The Workgroup has made important progress in developing strategies to strengthen firms' HR capabilities, such as through establishing clear benchmarks for human capital performance and expanding professional HR practice to more organisations. Senior Minister of State Koh will share more on the Workgroup's recommendations.
Finally, our third priority is to build more inclusive workplaces that leave no one behind.
Economic growth and business transformation must go hand-in-hand with fairness and inclusion. Our workplaces must continue to provide every worker with safety, opportunity and dignity. In the past, success in the labour market was narrowly defined by academic qualifications, linear career paths and traditional professions. Increasingly, there is greater awareness that there are diverse pathways to success, and every profession deserves recognition and respect.
As the Prime Minister said, inclusive growth also means creating good jobs in domestic and essential services where many workers are employed.
The Economic Strategic Review has also recommended broadening the range of good jobs in our economy.
Assoc Prof Terence Ho has identified several areas where we can redesign jobs to attract more young Singaporeans, including healthcare and skilled trades. The Prime Minister has outlined how we are increasing pay and progression in the education, healthcare and social service sectors. We are working with the Labour Movement and trade associations to make similar efforts for the skilled trades.
We agree with Ms Diana Pang and Mr Saktiandi Supaat that the skilled trades can and should offer good job opportunities for those who prefer \"hands-on\" work that require dedication and mastery.
Many such trades will remain essential in our future economy. They may also be resilient, or even complementary, to automation by AI. Electrical work, for example, will remain indispensable in our transition to a green and AI-powered economy. Yet, with the workforce ageing in such trades, we need to think harder about workforce renewal and attracting more Singaporeans to join these trades.
There are young Singaporeans that are building fulfilling careers in the skilled trades. For example, Mr Koh Jia Xing, an electrical engineer with Syntigro Engineering Ptd Ltd. Having trained in aerospace engineering at ITE, Jia Xing decided that he wanted to embark on a career in electrical engineering.
In his career thus far, one project stood out for him – replacing a hospital's main electrical switchboard, with the hospital still fully operational. That is a very difficult task. Believe you me, I have run hospitals before and any outage will result in a significant compromise in human lives. So, this is high-stake, very challenging work, but it is one that gives a sense of fulfilment, and that pride in how skilled tradespeople can keep critical systems running.
Today, Jia Xing is pursuing a Masters in Electrical and Electronic Engineering at the Singapore Institute of Technology. We want to support those with similar aspirations to Jia Xing.
Thus, MOM has signed a memorandum of understanding with the Specialists Trade Alliance of Singapore to embark on a pilot to uplift the electrical trade. As part of this pilot, we will work with industry to develop initiatives for tradespeople, such as a more structured career and skills progression ladder, and apprenticeships. We have started with the electrical trade given its essential role in our future economy, that it has deep skills content and the need to build a strong local pipeline. We will learn from this to scale up our efforts to other trades. We will provide updates at a later stage.
Building workplaces that leave no one behind also means ensuring that our growth is shared. We will continue to support wage improvements for our lower-wage workers such as through raising the LQS. We have received feedback from businesses that MOM's policies add to costs, and many employers are feeling the squeeze amidst tight margins. I hear you. I do not just hear you, I empathise with you.
But at the same time, I want to also share with you a different perspective, that our manpower policies also serve important social objectives. As highlighted in the Ministry of Finance's Occasional Paper on inequality, policies such as our PWM play a crucial role in achieving inclusive growth and prevent social fissures from deepening.
The majority of labour-related business cost increases arising from Government policies go towards uplifting wages for lower-wage workers. Without such policies, our lower-wage workers will fall further behind, just as Singapore's Gini coefficient showed before the introduction of the PWM in 2012.
The Government will nevertheless continue to help our businesses to mitigate the cost pressures that you are experiencing. We are with you.
As announced, we will extend the PWCS to 2028. We have extended it by two years to support businesses doing their part to uplift lower-wage workers.
Mr Shawn Loh and Mr Liang Eng Hwa suggested extending or making PWCS co-funding permanent. Meanwhile, Ms Yeo Wan Ling and Mr Pritam Singh asked how PWCS can be better tied to productivity outcomes.
Our policies strike a balance between these two perspectives. Productivity improvement is key to achieving sustainable wage gains. The PWM is central to these efforts, linking wage growth to skills development, career progression and job redesign.
However, productivity improvement can be uneven across sectors. In domestically oriented sectors where many of our lower-wage workers are employed, it takes time to redesign labour-intensive work processes and it also takes time to allow our lower-wage workers to upskill into new roles. Therefore, on top of broad-based enterprise transformation measures, we introduced the PWCS, temporarily cushioning the near-term cost impact of moves to support lower-wage workers. This ensures that support remains a catalyst, not a substitute for productivity improvement.
The PWCS is reviewed regularly to provide adequate support to businesses while they transform. Just as crucially, as Ms Yeo Wan Ling highlighted, this ensures a manageable pace of change for lower-wage workers to upskill into new roles, limiting disemployment risks.
Many companies have made good use of Government support to innovate and evolve alongside their workers. Over 600 companies have tapped on the Company Training Committee Grant since August 2022. Likewise, over 600 companies have taken up the PSG-JR since 2020. That said, we must continually renew our efforts. In response to Mr Melvin Yong, we have some ways still to go to boost productivity growth in PWM-covered sectors.
As highlighted by the Singapore Productivity Centre’s Food Services Productivity report, improving productivity is essential for resilience and sustainable growth, especially for firms in sectors facing manpower shortages, competitive pressures and rising operational costs. The Government is fully committed to walking alongside employers and lower-wage workers on this journey.
I spoke earlier about some of the initiatives we will be rolling out to this end, including the Enterprise Workforce Transformation Package. The extended PWCS support in 2027 and 2028 will also raise the minimum qualifying threshold for wage increases from $100 to $200, better targeting businesses that invest in capability and workforce development. These efforts are aligned with the Economic Strategy Review's recommendation to broaden the range of good jobs across our economy. Minister of State Dinesh will share about how we will further support upskilling for lower-wage workers.
Ultimately, uplifting our lower-wage workers is a whole-of-society effort. We hope employers will take advantage of support to deepen their transformative efforts and lower-wage workers will seize the upskilling opportunities to move into higher-value jobs.
Members, including NTUC Secretary-General Mr Ng Chee Meng, spoke about the challenges faced by caregivers, including the \"sandwiched generation\". We will continue to encourage inclusive workplace practices, supporting workers who may face higher barriers to workforce participation such as women, caregivers and persons with disabilities. Senior Parliamentary Secretary Shawn Huang will provide updates on these efforts.
As work evolves, our employment framework must remain fit-for-purpose. As announced last year, we have embarked on a review of the Employment Act. The tripartite partners are reviewing how the Employment Act can continue to provide appropriate safeguards for different worker groups, including updating coverage and protections for our most vulnerable workers under Part 4 of the Employment Act.
We are also looking at how to provide businesses with greater flexibility and efficiency in workplace management, and to streamline key provisions for easier compliance. We aim to ensure that our employment framework remains trusted and relevant, upholding a harmonious and equitable labour compact where both workers and businesses can thrive.
Mr Patrick Tay suggested mandating advance notification prior to retrenchment. Mr Ng Chee Meng also asked whether Mandatory Retrenchment Notifications can be brought forward. While advance notification has merits, mandating such a requirement poses non-trivial challenges.
Retrenchment is often, in fact I would say, is always a difficult process for all parties involved and is often a last resort for companies. And many a time, senior management, together with the board, conduct backroom negotiations to try to save as many jobs as possible. If we mandate advance notifications, this may inevitably or inadvertently push companies to finalise retrenchments faster, discouraging such negotiations.
Businesses have also expressed concerns over the potential leakage of confidential, market-sensitive information. We are not ruling out any option, we are engaging, we review, this will be a comprehensive review, we are consulting tripartite partners on these issues and will update in due course.
Mr Pritam Singh suggested that Singapore legislate retrenchment benefit, with larger companies paying a higher amount. I have said before when we pushed for the Workplace Fairness Act that legislation is not a panacea. We adopt a balanced approach. We protect our workers but at the same time we need to give businesses some flexibility to adjust in different situations because retrenchments occur for a whole variety of reasons. And company size is also not an indicator of a company's ability to afford retrenchment benefit.
For example, if you mandate retrenchment benefit in larger companies facing financial difficulties, I think we may inadvertently put even more jobs at risk. So it balance, we are reviewing it, and I think Senior Minister of State Koh will provide further updates on the Employment Act review.
Next, on promoting safer and healthier workplaces. Every worker deserves to return home safe and healthy. Workplace safety and health (WSH) is a shared responsibility that involves all of us – employers, workers and Government. Minister of State Dinesh will update on moves to strengthen and improve WSH ownership.
Finally, migrant workers play an essential role in our economy, contributing to our development by building our infrastructure. Minister of State Dinesh will also update on our continuing efforts to ensure our migrant workers' well-being. Mr Chairman, I will now speak in Mandarin, please.
(In Mandarin): [Please refer to Vernacular Speech.] Artificial intelligence (AI) is rapidly changing the way we work and, this year, Singapore will also become a super-aged society. Some Singaporeans may feel anxious about the future. This is understandable. As the economy transforms, the Government will ensure that our nation's growth remains inclusive and that it creates good, meaningful jobs for Singaporeans.
One of the important steps we are taking is to harness the potential of AI to create long-term, quality employment opportunities for Singaporeans. AI is a tool. It is not a competitor, and it is definitely not the exclusive domain of young people. As long as we are willing to try and we dare to use it, we can all benefit from it and improve the way we work. Therefore, the Ministry of Manpower (MOM) will make AI tools universally accessible, making it easier for Singaporeans to access AI.
Singaporeans who enrol in designated or selected courses will receive six months of free subscription, to help everyone develop confidence in the use of AI tools.
MOM will ensure that Singaporeans have the support they need at every stage of their career. We will also help graduates from Institutes of Higher Learning establish a solid foundation for their careers.
At the same time, we will also provide more flexible work arrangements for older workers who wish to continue working and strengthen their retirement security. As the ancient saying goes, “Even in the twilight years, a hero's ambition does not fade.” With age comes experience, not retreat. The experience and wisdom of our senior workers are the strongest assets in our workplace.
Please be assured that regardless of the stage of career you are currently in, we will walk alongside with you. This is MOM’s promise to you. We will help you to continuously keep pace with the rapidly changing job market and stride towards the future with confidence.
As the poet Li Bai has written, “There will come a time to ride the wind and break the waves, let us set our sails straight and cross the vast sea.” As long as we remain confident and move forward hand in hand, we will surely forge ahead despite the difficulties and create a better tomorrow.
(In English): So, to conclude, Mr Chairman, the road ahead will be neither certain nor easy. But we have proven over the last 60 years that we can overcome any challenge as long as we are prepared to tackle them collectively together – we did it before and we will do it again.
Our strong labour market and wage outcomes, they are the result of deliberate choices for us as a society, as a country and as a people to invest in our workers' skills and development, support business transformation, uphold fairness and trust in our workplaces. And we will continue to ride and build on this momentum.
We have all got to play our part. Workers will have to take ownership of their career health, businesses will have to continue to transform, and the Government will continue to walk alongside all of you.
Tripartism will remain the corner stone of our strength. And it is through trust and partnership, through our tripartite way, that we have weathered past challenges. We will collectively shape a future of work where every one of us can contribute with confidence, grow with purpose and we can look ahead with confidence and assurance, come what may. [Applause.]
The Chairman: Senior Minister of State Dr Koh Poh Koon.
The Senior Minister of State for Manpower (Dr Koh Poh Koon): Mr Chairman, our workforce has always been the backbone of Singapore's progress. As Singaporeans live longer and healthier lives, we now have the chance to extend that progress into longer, more rewarding careers. In the past, a career often progresses in a linear fashion, with people starting in one job after graduation and working their way up through the same company. But today, faster business and technology cycles and changing business models mean that most people will go through multiple jobs and roles over their working lives.
Workers now have different work-life balance expectations and different hierarchy of needs at different stages of life. This shift has implications for everyone. For workers, this means that careers are no longer about climbing a corporate ladder, but rather about navigating a dynamic, multi-stage journey – moving up, across domains or even intentionally downshifting to balance life's priorities, such as caregiving. This also means taking greater ownership of their careers and skills and desiring more flexibility in work arrangements.
For employers, this shift means more than just adapting job roles, it means rethinking how jobs are designed to tap on both the vitality of youth and the wisdom that comes with seniority and experience, how talent is managed and developed at every stage and how transitions are supported across a workforce that is increasingly diverse in age. Employers need to be proactive in creating workplaces that are inclusive, flexible and capable of supporting workers at all life stages.
And for the Government, this shift requires a fundamental change in how we support the workforce. We must move beyond supporting training and job-seeking to supporting career longevity, giving workers insights about their human capital and empowering them to take action, across career transitions, across life stages and across different forms of work.
This is why MOM is focusing our efforts in three key areas: empowering seniors to thrive in longer careers, by supporting meaningful participation, career transitions and flexibility in later stages of work; building thriving workplaces that support longer working lives, through stronger HR systems and better management of age-diverse workforces; and thirdly, adapting employment protections for a changing workforce, so that our laws and safeguards remain relevant as work arrangement and career pathways evolve.
Let me first outline how MOM is responding to this shift through our senior employment strategy, before turning to how we are strengthening HR capabilities and employment protections more broadly.
Singaporeans live longer and healthier lives. Our workforce is also maturing. Today's seniors are better educated and more skilled than the generations before them. Future seniors will be even more so, reflecting the high cohort participation in our universities in our population. Seniors therefore offer a growing wealth of human capital and many of them want to contribute meaningfully to our economy.
Supporting seniors today is no longer just about extending working years. It requires planning ahead to enable sustainable careers across later stages of life. We are strengthening support across mid-career and later-career transitions through the Tripartite Workgroup on Senior Employment.
More than 10 years ago, tripartite partners started removing barriers for seniors who wanted to keep working. A major step was to progressively raise the retirement and re-employment ages. These moves have helped more seniors stay employed. These changes matter because they do more than set legal limits. They shape social norms around ageing and work, giving seniors confidence to stay on and giving employers the clarity to plan for and retain experienced workers. Indeed, more than nine in 10 employees who are eligible and wish to continue working are successfully offered re-employment.
This year, we take the next step. We will raise the retirement and re-employment ages to 64 and 69 respectively, keeping us on track towards 65 and 70 by 2030.
I want to assure Mr Sanjeev Kumar Tiwari that these changes have made a difference. Over the past five years, labour force participation among residents in their 60s has edged up, from around 58% to nearly 60%. Among those in their 50s, it rose from 79% to 82%. Internationally, this puts Singapore among the leaders – for workers in their 60s, we rank fifth compared to OECD countries for labour force participation. But for workers in their 50s, we rank only 23rd.
We agree with Ms Jessica Tan's call on the need to strengthen career support for mature and senior PMEs. We need to do more work upstream, to support workers who may be leaving the workforce earlier than they need to or earlier than they would like to.
This is why MOM, together with NTUC and the SNEF, convened the Tripartite Workgroup on Senior Employment in July last year. The Tripartite Workgroup on Senior Employment reflects a shared responsibility, by workers, employers and the Government, to respond to longer, more varied careers for our seniors, including PMEs.
With longer careers ahead, support cannot wait until workers are near retirement. If the drop-off in labour force participation starts from 50, as I said earlier, then the interventions must begin at 40. From our engagements, both employers and seniors told us that earlier training and career guidance are essential to keep skills fresh, open new pathways and ensure every stage of a longer working life remains meaningful and productive.
The Tripartite Workgroup on Senior Employment is therefore studying recommendations across the senior's career journey, including during mid-career transitions and later-career stages, where timely interventions can make the greatest difference.
Just as good physical health supports longer and better physical lives, good career health supports longer working lives. And like physical health, career health benefits from early, regular check-ins and career planning, not only when problems arise. This is especially important for many who are mid-career in their 40s and 50s, adapting to new roles, technologies or sectors, while balancing work and family commitments and responsibilities. These pivotal years determine how long and how well they can continue working.
Yet working adults often face this journey alone. Unlike the structured education and career guidance that one might find in schools, working adults receive less structured support to help them make sense of options at this stage. This is why, as the Minister highlighted earlier, we are strengthening and broadening Career Health SG by working with and developing the Career and Employment Services sector. We will grow the sector so that there is a variety of good quality services to cater to different segments of seniors, to help them plan ahead, navigate transitions and build sustainable careers over a longer working life.
At the individual level, WSG and its partners have piloted targeted career guidance programmes for individuals in their 50s and 60s planning their later-stage careers. They include workshops, such as the Republic Polytechnic's Designing Your Life – The Next Chapter, and Singapore University of Technology and Design's What's Next: Reimagining Your Career Using Design·AI, which were introduced in April and October 2025 respectively. These programmes have since supported about 1,000 participants, with about four in five already embarking on their career plans within six months of completing the workshop.
With the right guidance, later-stage career transitions can open new doors. Participants, like 61-year-old Mr Eddie Sng and 55-year-old Ms Mabel Lee, show how this works in practice. After attending WSG-supported career guidance workshops, both began to see career transitions as growth opportunities rather than professional endings.
So, Eddie, a former logistics managing director, is now pursuing logistics advisory work while creating digital content. Mabel, a former photographer and marketing professional, has secured a part-time marketing manager role while building her photography teaching practice. Their journeys show how strategic career guidance enables older workers to rethink their options, make confident transitions and continue contributing meaningfully.
Building on these early successes, WSG will work with partners to scale up the provision of career guidance for later-stage careers and integrate these programmes into its regular career guidance offerings.
But career guidance by a third-party is not enough. Employers too have to play a role. Many seniors who are already in employment need clarity on how long they can stay in a role, whether their job will evolve and how they might work differently. These are insights that only their employers can provide. Employers must therefore have deliberate conversations with their workers to plan for job redesign, identify skills needed to seize future job opportunities and adjust work arrangements over time as part of regular workforce planning.
This Structured Career Planning (SCP) should not just be a structured conversation, but should be also structured as part of routine HR processes within the company. Under the Part-Time Re-employment Grant, employers are required to send management and HR representatives to SCP workshops, to gain knowledge and skillsets to conduct SCP. Based on a survey by SNEF, about 80% of these employers subsequently conducted SCP conversations with their employees, who found the sessions useful in helping them to understand options and navigate the next bound of their careers.
What we have learnt is that SCP works best when it starts earlier, not only when one has reached the age for re-employment. Strengthening career planning earlier helps seniors stay confident and employable, while giving employers clearer sight of how to develop and deploy their workforce over longer careers.
Yet today, fewer than 30% of workers aged 50 and above actively plan for their careers and only 38% of employers conduct structured career conversations. Mr Sanjeev Kumar Tiwari rightly asked how we can intervene at the mid-career stage to boost continued employability before workers reach their late 50s.
So, building on the positive experience with SCP, we will therefore give a stronger push for employers to adopt regular SCP conversations earlier in their employees' careers and explore how SCP can be more systematically embedded into HR training and certification requirements. This will enable employers and workers to proactively redesign jobs, adjust work arrangements and build resilience over longer careers.
As workers move into later stages of their careers, some may wish to continue full-time work, others prefer reduced hours or more focused roles, while some require adjustments over time as their priorities, their health status or physical abilities change. Whether seniors can continue contributing depends largely on how workplaces adapt. Employers play a critical role here.
To support employers who hire and retain senior workers, we will extend the Senior Employment Credit to December 2027, as announced by the Prime Minister at Budget. Mr Sanjeev Kumar Tiwari and Mr Shawn Loh have asked for longer extensions to the Senior Employment Credit, and whether the scheme will be studied beyond 2027.
Under the Tripartite Workgroup on Senior Employment, we are reviewing support measures for employers more holistically, including reviewing the Senior Employment Credit and whether longer-term measures may be appropriate. We have also extended the Part-Time Re-employment Grant to December 2027, to support employers in offering suitable part-time and flexible work options that attract and retain senior workers. Beyond these measures, we also need to rethink traditional job designs.
What does age-friendly work look like in practice? There is no one-size-fits-all model that will work for every company and it will likely be different across industries and job roles. Through the Alliance for Action on Empowering Multi-Stage Careers for Mature Workers (AfA-EMW), we are working with organisations including intermediaries to test practical models, which can give employers greater confidence to act.
For example, under the AfA-EMW, the pilot by QED Changemakers gives us a glimpse of how we can unlock senior expertise in new ways. By connecting experienced senior professionals with companies that need their expertise on a project basis, senior professionals can continue contributing meaningfully, sharing decades of experience, staying active and earning an income, while companies, especially SMEs, get access to seasoned leadership when they need it.
Another example explores how simple job redesign can keep experienced bus captains on the road, safely and sustainably. Tower Transit is piloting new work arrangements that allow senior bus captains to continue working safely and confidently. With more balanced shifts, job rotation and lighter duties, seniors can keep contributing, while the company retains experience, maintains service reliability, and supports the next generation of bus captains.
These prototypes are being developed and will feed into the Tripartite Workgroup on Senior Employment's recommendations, translating good ideas into scalable practices.
As seniors remain economically active for longer, work must also remain safe and sustainable. To support the development of industry-led solutions to address common workplace safety and health risks, including those faced by seniors, MOM will be launching an Alliance for Action on Safety and Health for Employment Longevity (AfA-SHEL). Minister of State Dinesh Vasu Dash will share more detail about this.
These efforts reflect a holistic approach to senior employment, to help seniors continue to contribute meaningfully, in ways that work for them, for their employers and for our economy.
Across both mid- and later-career stages, navigating transitions remains a key challenge. Workers need clearer pathways to plan their next steps, while employers need guidance on age-friendly workforce design. Today, even though seniors can tap on many schemes for training, job search or hiring support, navigating these different sources of support can still be challenging. So, to address this, the Tripartite Workgroup on Senior Employment is studying a more integrated approach to support career longevity and whether to deliver this through a dedicated centre for career longevity, which brings service providers together to raise awareness, collaborate, as well as develop and scale solutions for longer, multi-stage careers.
What does this centre mean? For individuals, this would help them better navigate and access the relevant career, skills and employment support in accordance with their needs, including allowing them to plan earlier for their later-stage career transitions. For employers, they would be able to access practical resources and the network of partners to support them in designing age-friendly workplaces and strengthen multi-generational teams. For partners, this would be a platform for them to test and scale new initiatives, new innovative practices, including those emerging from AfA-EMW.
This centre could be co-located with existing career centres, so individuals who need job search assistance can receive more holistic support across the various aspects of career planning, skills and employment, rather than navigating these services separately. In this way, we shift the focus from managing exits to enabling longer, meaningful participation at work. Ms Mariam Jaafar asked when the Tripartite Workgroup on Senior Employment will share its recommendations. The Tripartite Workgroup on Senior Employment will release its report in the second half of 2026, with further details on its proposed measures. Mr Chairman, allow me to say a few words in Mandarin.
(In Mandarin): [Please refer to Vernacular Speech.] The Tripartite Workgroup on Senior Employment was established last year. After communicating and exchanging views with various parties, the Workgroup concluded that as Singaporeans' careers extend, we must assist employees with career planning earlier, support employers in redesigning job roles and ensure that relevant systems and incentive measures are practical and feasible.
For employees, this means receiving support for career guidance and skills training earlier, enabling smooth transitions while they still have options.
For employers, this means receiving clearer support to retain experienced employees, redesign job roles and provide flexible work arrangements that are more suitable for older workers.
For the Government, this means strengthening the overall career and employment ecosystem, ensuring the viability and sustainability of longer careers through career guidance, skills training and employment incentives.
The Workgroup is currently studying recommendations for the various stages of older workers' career journeys, including needs from mid-career transitions to later-career adjustments, and will announce the relevant outcomes in the second half of 2026.
(In English): Our senior employment efforts reflect a broader shift in how we support working lives: longer careers, less linear progressions and more frequent transitions. But this is not a challenge unique to seniors. Across the workforce, workers are navigating more frequent changes as our economy restructures and technology reshapes jobs. This calls for stronger systems that help all workers and employers manage transitions more deliberately and responsibly.
Employers and especially their HR teams are critical enablers. HR sits at the intersection of skills and career development, job redesign and employment practices. How well firms manage careers directly affects whether workers can stay relevant, productive and engaged over longer careers.
This is why MOM convened the Tripartite Workgroup on Human Capital Capability Development in February 2025 to strengthen workforce development capabilities across organisations.
We are establishing clearer benchmarks of what \"good\" looks like. MOM launched the Singapore Opportunity Index last October and unveiled the top 300 organisations earlier this year. The Singapore Opportunity Index gives employers and workers a data-driven yardstick to see how the best workplaces shape outcomes like pay, progression and retention, enabling employers to make sharper talent decisions. Beyond recognising top performers, we are progressively releasing detailed reports and advisory support to help all 1,500 organisations covered by the Singapore Opportunity Index improve.
To turn these insights into real gains for workers and businesses, the workgroup will also make recommendations to uplift the HR profession in key areas.
First, we are strengthening HR leadership capability. SNEF is leading a multi‑agency effort to pilot a National HR Leadership Programme, together with NTUC and our local HR institutes. The programme aims to strengthen Singapore's local HR leaders through international exposure, experiential learning, mentoring and networking.
Second, we are preparing HR for AI-driven change. As AI accelerates transformation across sectors, stronger and more systematic HR capability becomes even more critical. AI can automate repetitive tasks like scheduling interviews and handling routine queries. It can also surface workforce trends more quickly, helping HR to spot skill gaps earlier and design better development and deployment strategies.
But let us be clear here: AI is not here to replace the human in HR. AI can take care of the processes, but only humans can take care of people. This shift towards human-AI collaboration presents opportunities for HR to be more strategic, more developmental and more human-centered.
Ms Jessica Tan asked how we are equipping HR to be more AI-driven. MOM is working with the Ministry of Digital Development and Information and the Infocomm Media Development Authority under the National AI Impact Programme to develop AI fluency amongst HR professionals. In parallel, NTUC is developing a framework to help companies with limited AI experience, especially smaller SMEs navigate the complexity of AI adoption for HR by consolidating existing resources for AI readiness assessment, training, applicable grants and widely adopted AI tools for HR.
Looking ahead, MOM, WSG and IHRP will refresh the HR Jobs Transformation Map this year to provide clear guidance on two fronts. One, how AI will transform HR jobs and two, how its impact on the wider workforce will change the demands on HR. The the Tripartite Workgroup on Human Capital Capability Development will also consider Ms Tan's suggestions as part of its broader review.
Third, we must expand professional HR practice to more organisations. As our workforce becomes more diverse and employment issues more complex, organisations need HR that meet high standards, possess future-ready competencies and are committed to continuous professional development.
This need was recognised back in 2020 when the NTUC-SNEF PME Taskforce recommended mandating HR certification for larger firms. However, such a significant change could not happen overnight. This is why we have spent the last five years laying the groundwork to strengthen the value of HR certification. I am happy to say that these efforts have yielded good progress.
Today, the certified community exceeds 10,000 professionals. Around 45% of larger firms with more than 200 employees have a certified HR, covering nearly half of Singapore's workforce. The impact has been promising. A recent study by MOM economists showed that the IHRP certification delivered measurable improvements in both wage outcomes and employment prospects of certified professionals. This ultimately translates into benefits for both firms and workers, as evidenced by the greater range of career development initiatives – such as workforce planning and career guidance – implemented in organisations with certified HR professionals compared to those without.
With this critical mass established, we are now ready to take the next step. We need a broader coverage of certified HR professionals who can embed best practices like structured career planning, which I mentioned earlier, to strengthen employee engagement and in turn business productivity. We just cannot afford to leave this to chance.
Mr Patrick Tay asked if the Government will consider mandating IHRP certification. Building on the PME Taskforce's recommendation, the the Tripartite Workgroup on Human Capital Capability Development is studying a proposal to require larger organisations with more than 200 employees to have a suitable HR personnel certified. The workgroup is now studying how this can be done in a way that is practical for businesses and will put out its detailed recommendations later this year.
For firms who may not have dedicated HR, MOM is working with partners to uplift the wider career and employment services ecosystem. As mentioned by Minister, through the Alliance for Action on Advancing Career and Employment Services (AfA ACES), we are working with private career and employment service providers to pilot new initiatives and services to support workers of diverse profiles in their career journey.
These efforts – from uplifting HR capabilities to partnering ecosystem players – are part of a longer-term vision under the Economic Strategy Review's Committee on Human Capital, which I co-chair, to build a future-ready jobs and skills ecosystem where employers invest in people, HR is a strategic partner and workers can move more confidently across roles and sectors over a longer working life.
As the economy evolves, more workers may face job displacement, not because they lack ability, but because of business restructuring or failure or economic cycles. Even with stronger HR capabilities and better career support systems, job transitions may still be difficult, especially when the change happens abruptly.
To help workers through such transitions, we introduced the SkillsFuture Jobseeker Support scheme in April last year. This scheme provides temporary financial relief to involuntarily unemployed individuals, helping them transition into suitable new roles rather than rushing into poor job matches.
As at end-October 2025, more than 3,500 individuals have received support from the scheme. Among these individuals, we estimate that more than 1,600 have since found new job roles. Mr Ng Chee Meng and Mr Patrick Tay asked whether we would consider increasing the current qualifying income cap. As the scheme has only been rolled out last year, we will conduct a review when we have more experience, including on key parameters such as the qualifying income, to ensure the scheme remains well-targeted and sustainable.
Building on this, the ESR's Committee on Managing the Impact of Restructuring is studying how we can support workers more proactively and how we can extend meaningful support to more groups, including PMEs. For instance, as Minister said, this could include requiring earlier notice of retrenchment from employers, leveraging networks of trade associations and chambers to provide more targeted job matching in sectors with more PME job openings and expanding the scope of support under Career Conversion Programmes to help more workers with the transition into growth jobs.
These efforts reflect a shift from reacting to job loss, to actively supporting career transitions, guided by strong tripartite partnerships and closer alignment between skills, jobs and industry needs.
Beyond transition support, our employment laws are important to ensure our workers are adequately protected. Many Singaporeans may not realise that the Employment Act profoundly shapes our everyday working lives. It sets out the basic terms and conditions of employment, such as timely salary payments, overtime pay and sick leave. As the Employment Act covers almost all employees in Singapore, we must always strike a careful balance between protecting employees and giving space for employers to thrive.
But the nature of work has changed. Our workforce profile is different, work arrangements are more varied and businesses are operating in a more competitive environment. That is why the tripartite partners convened the Tripartite Workgroup on the Employment Act Review in August last year, to review key parts of the Act in a balanced way, protecting workers who need it most while supporting business flexibility.
Mr Pritam Singh and Mr Patrick Tay have asked for an update on the main areas of review for the Employment Act. Mr Pritam Singh also asked if the review can include a public consultation in parallel with tripartite negotiations. In conducting this review, the Tripartite Workgroup has collectively engaged more than 2,000 stakeholders, including PMEs, lower-income employees, employers, HR practitioners and other experts to understand diverse needs across the workforce. What we heard from workers and employers was clear: different groups need different forms of protection and flexibility.
For lower-wage employees, time-based protections still matter and overtime pay remains an important part of their income. As wages rise and the workforce profile evolves, we will review Part 4 of the Employment Act to ensure these protections remain well-targeted at workers who need them most.
For employers, greater flexibility is needed to manage costs, redesign jobs and stay competitive. Done right, this can also benefit workers, by allowing employers and employees to negotiate mutually beneficial arrangements that meet individual needs.
Mr Patrick Tay has asked about the Ministry’s plans to issue guidelines on the inclusion of restraint of trade clauses in employment contracts. We are discussing with tripartite partners on how and when restrictive clauses in employment contracts can and should be used, and the guidelines will be based on established principles that the Courts have articulated. Employees who believe that they are affected by unreasonable or unjustified clauses can seek assistance from their unions, TAFEP or MOM. We will update further, in due course.
Finally, many stakeholders pointed out that the Act has become harder to navigate over time. We will study how to streamline and clarify key provisions, so that they are easier to understand and comply with.
The Tripartite Workgroup on the Employment Act Review will publish its report in the second half of this year. Through this Tripartite Workgroup, we are strengthening protections where they matter most, while keeping our labour framework practical and responsive as careers lengthen and workplaces evolve.
Taken together, these efforts reflect a simple principle: as work changes, our protections must evolve alongside it. Whether it is supporting workers through restructuring or updating the Employment Act, our aim is the same – to ensure workers and employers can adapt with confidence to the future of work.
Sir, longer lives are reshaping how we work, how we build careers, and how our economy grows. What matters now is whether our workers, employers and systems are ready to adapt to these changes with confidence.
That is why much of our work this year has focused on building practical partnerships – through tripartite workgroups, alliances for action and the Economic Strategy Review – to listen carefully, to test what works on the ground, and turn ideas into outcomes that matter for both workers and employers and ultimately, for Singapore.
Career longevity is not simply about staying employed for longer. It is about enabling Singaporeans to remain productive, adaptable and engaged across different stages of their lives and enabling employers to continue drawing on the full range of experience, skills and capabilities in a tight labour force.
This effort cannot be carried by any single party alone. Workers must stay adaptable, taking ownership of their skills and plan ahead for transitions over longer careers. Employers must continue to invest in their people, redesigning jobs, developing skills and creating workplaces where workers of all ages can contribute meaningfully. Government will continue to walk alongside both, strengthening career and employment systems, uplifting HR capabilities, supporting transitions and keeping our employment protections fit for a changing workforce.
This is how we turn longer working lives into a strength for Singapore, strengthening productivity, resilience and inclusion at the same time. And our commitment to Singaporeans is this: as work changes, we will keep listening, keep assisting, and keep adapting, so that workers have the confidence to move forward and businesses have the support to grow through change.
The Chairman: Minister of State Mr Dinesh Vasu Dash.
The Minister of State for Manpower (Mr Dinesh Vasu Dash): Minister Tan See Leng has set out MOM’s bold agenda to equip our businesses to seize emerging opportunities and chart a course for growth. As we build the economy of tomorrow, our commitment is that each and every worker will be supported and that no worker will be left behind.
This is the spirit of a “we first” Singapore, where everyone has their place and can participate with dignity. Most importantly, all contributions, particularly those from our vulnerable workers, will have to be recognised and uplifted.
In my speech today, I will elaborate on three areas: first, our tripartite efforts to uplift lower-wage workers and how we will progress this work in the next-bound; second, our drive to strengthen workplace safety and health, such that our workers continue to return home safely to their loved ones; and third, how we will continue to support our migrant workers.
Let me start with our efforts together with our unions and employers to uplift lower-wage workers. These efforts embody the very heart of our social compact – our promise to walk with our lower-wage workers every step of the way. As you contribute to Singapore’s progress, so too will you share in the rewards and opportunities that accompany that progress.
We have forged over time a distinctly Singaporean approach to supporting our lower-wage workers. First, we drive sustainable wage improvements. We have uplifted wages for lower-wage workers without putting their jobs at risk through the PWM.
PWMs serve as wage ladders across nine sectors and occupations. These are negotiated by tripartite partners with reference to considerations such as productivity and business conditions, ensuring that wage growth does not exceed what the sector or occupation can bear. PWMs also map out clear pathways for training and progression. Wage increments are therefore sustainable for employers, as they come alongside productivity growth.
Lower-wage workers not covered by PWMs may benefit from the LQS. Firms must pay their local workers at least the LQS if they hire foreign workers.
Lower-wage workers receive additional support through the Workfare Income Supplement scheme. This scheme supplements their incomes and helps them save for retirement. Since its inception in 2007, the Workfare Income Supplement has supported over 1.1 million workers with $12.7 billion in payments.
Assoc Prof Jamus Lim called upon the Government to increase the qualifying monthly wage cap for the Workfare Income Supplement. We did so last year, when we raised the qualifying wage cap from $2,500 to $3,000. The 20th income percentile for a full time resident employee is about $2,800 currently. So, the Workfare Income Supplement qualifying monthly wage cap of $3,000 continues to target Singaporean workers with earnings in the bottom 20%, with some support to those who are slightly above. At the same time, we will also increase Workfare Income Supplement payments to up to $4,900 per year. [Please refer to \"Clarification by Minister of State for Manpower\", Official Report, 3 March 2026, Vol 96, Issue 23, Correction By Written Statement section.]
We have and will continue to review the Workfare Income Supplement regularly to ensure it remains effective in supporting our lower-wage workers, complementing the PWM and LQS.
Secondly, we provide various forms of support for businesses to transform. Mr Melvin Yong highlighted business transformation is crucial as it enables sustainable wage growth through productivity improvement. It also unlocks opportunities for lower-wage workers to take up higher value-added job roles. Recognising that this is a process that takes time and to cushion the impact on business costs, the Government introduced the PWCS at Budget 2022.
Third, we enable progression of our lower-wage workers through support for training and upskilling. Schemes such as the Workfare Skills Support (WSS) reduce the opportunity cost of training for lower-wage workers. This opens doors for workers to move up in their careers, including progressing up PWM job ladders.
Our approach had delivered tangible outcomes for lower-wage workers. Today, 150,000 lower-wage workers benefit from wage and career progression pathways through the PWM, more than five times the number it was in 2020. The LQS requirement was also broadened in 2022, such that firms hiring foreign manpower are required to pay LQS to all their local workers. This ensures that no Singaporean worker is left behind. Another 104,000 lower-wage workers not covered by PWMs are therefore supported by the LQS. This has made a significant difference for the incomes of lower-wage workers. From 2021 to 2025, the real income at the 20th percentile rose cumulatively by 10.1%, outpacing the 7.4% increase at the median.
Workers in PWM sectors have and will continue to see significant improvement in their wages as our economy grows. As an illustration, the baseline wage requirement for entry-level office and commercial cleaners has increased by about 50% cumulatively since 2021. By 2028, it will be $2,420, which is almost twice the requirement in 2021, which was then $1,274. Likewise, compared to 2021, entry-level outsourced security officers can also expect to earn a higher monthly gross wage by about 40% more in 2026, and 60% in 2028.
This is progress that we can be proud of – progress that reflects the collective resolve of unions, employers and the Government working in unison to improve the livelihoods of our lower-wage workers.
But we are committed to going even further. We will build on our efforts across each of these areas, to further uplift and upskill our lower-wage workers and broaden the range of good jobs as recommended by the Economic Strategy Review Committee.
First and foremost, we must sustain our momentum in uplifting wages. In 2025, tripartite partners announced updated wage schedules for Retail, In-house Security, Administrators and Drivers. The remaining PWM sectors will negotiate their next-bound of wage schedules increases later this year.
As announced by the Prime Minister at Budget, the Government will also raise the LQS so that our lower-wage workers continue to see wage improvement. We will raise the LQS threshold from $1,600 to $1,800 for full-time local employees. This will be implemented from 1 July 2026. Raising the LQS to keep pace with wage growth ensures that locals are employed meaningfully, rather than in token jobs just so that firms can hire foreign workers.
Second, we will spur business transformation to raise productivity and create better jobs, including for our lower-wage workers. Mr Melvin Yong would be pleased to note that MOM will be introducing various initiatives in support of this.
The Minister spoke about these initiatives earlier. For example, the SkillsFuture Workforce Development Grant (Job Redesign+) will be rolled out in March this year to provide enhanced funding support for job redesign and workforce transformation as part of the Enterprise Workforce Transformation Package . We will also launch the redesigned SkillsFuture Enterprise Credit this year, to provide additional support for workforce development.
Businesses have also shared their concerns around near-term economic uncertainties and manpower costs. We hear these concerns. Businesses will not be left alone to deal with cost pressures as they seek to do their part for our lower-wage workers.
You have heard from the Prime Minister at Budget that we will extend PWCS to 2028. This builds on four earlier enhancements to PWCS, most recently in 2025. Since the scheme was introduced in 2022, PWCS has supported wage improvement for lower-wage workers, even as firms undertake the longer journey of transformation. For wage increases given between 2022 and 2024, the Government provided about $3.6 billion of PWCS funding to over 110,000 employers. These wage increases have been meaningful – the median monthly increase supported by PWCS was about $250, across more than 710,000 workers.
Mr Pritam Singh asked about the outcomes of the PWCS, including how it had been tied to business transformation, sector productivity and worker upskilling.
Uplifting wage outcomes for lower-wage workers and narrowing the wage gap with the median is, in itself, a key objective of this Government. I have shared earlier of how we have performed well on these measures and these are measures in real income terms.
But ultimately, productivity needs to rise for wages to be sustained. Raising productivity is, therefore, a key focus of the PWM as it links wage growth to skills development, career progression and job redesign. This is complemented by our enterprise grants that enable business transformation and job redesign, and support for upskilling, such as the Workfare Skills Support scheme.
PWCS provides transitional co-funding for wage increases given to lower-wage workers, allowing businesses the space to restructure business processes and reap productivity improvements
There are many good examples of forward-looking companies which have moved to innovate and evolve in this area. Let me just take an example of ISS Facility Services Singapore.
ISS has benefited from the PWCS support in providing its lower-wage workers wage increases, as well as productivity improvements, through the various technology-enabled solutions. For example, ISS' cleaning services now deploy a fleet of more than 130 cleaning autonomous robots, which have led to considerable gains in productivity.
ISS' investments in technology and automation have also unlocked opportunities for its workers to progress to more value-added roles. For example, Mr Arthur Lim, a healthcare cleaner under the PWM, has been able to take on more complex duties with greater technical requirements.
Mr Lim tapped on upskilling opportunities, including those supported by the WSS scheme. He is now proficient in operating specialised equipment, such as the ultraviolet disinfection machines and also manages enhanced healthcare cleaning protocols and contributes to infection control workflows. Mr Lim shares that learning these new skills has given him a renewed sense of purpose and contribution to his workplace.
Likewise, there are F&B firms that are adapting to enhance their capabilities and boost their business performance, as stated in the Singapore Productivity Centre's recent Food Services Productivity Report. For example, Sushi Express leverages sushi robots and these have reduced the time taken to mould a piece of sushi to below 15 seconds, while improving production consistency. With this PWCS' extension, we will continue to support businesses in doing so.
In deciding on the enhancements, we took into account the current uncertainty in the economic and geopolitical landscape, business conditions as well as consultations with our tripartite partners among other factors.
The Government will co-fund up to 30% of wage increases given to eligible lower-wage workers in 2026. And this actually higher than the 20% which was originally announced. Co-funding support will be provided in 2027 and 2028 at 30% and 20% respectively.
The extended PWCS support in 2027 and 2028 will also have a higher minimum qualifying threshold for wage increases of $200, from $100. This better encourages and rewards businesses that invest in transformation and workforce development in line with PWCS' objectives.
We urge employers to take advantage of the Government's various forms of support, including the initiatives to be rolled out as part of the Enterprise Workforce Transformation Package, such as the SkillsFuture WDG(JR+) and the SkillsFuture Enterprise Credit. Employers can leverage these to further their respective transformation journeys and support their lower-wage workers in skills upgrading to perform higher value jobs.
This brings me to our third area of focus – our support for lower-wage workers in upskilling.
As Ms Yeo Wan Ling observed, this will allow our workers to move alongside instead of being displaced by business transformation, so they can take on new roles and advance in their careers.
Minister Tan has outlined how Career Health SG empowers individuals to take charge of their careers and how we are evolving our SkillsFuture movement to refresh our jobs and skills ecosystem. These are moves that will support all workers in their career planning and upskilling journey.
However, lower-wage workers may face unique constraints in stepping away from their work to pursue training. This therefore becomes a catch 22 situation as taking time off to upskill may mean forgoing income that they may need for immediate expenses. Lower-wage workers can be assured that the Government understands these challenges. They will not have to choose between earning an income today and equipping themselves with skills for tomorrow.
Those who pursue long-form courses can now benefit from the new Workfare Skills Support (WSS) (Level-Up) scheme.
As announced at Budget 2025, trainees undertaking long-form courses will be supported with a training allowance significantly higher than the existing WSS support for short-form courses. These long-form courses include Nitec or Higher Nitec qualifications, diplomas, post-diplomas or undergraduate degrees.
I am pleased to share that we will broaden the list of courses supported by WSS (Level-Up), to include long-form Workforce Skills Qualification (WSQ) full qualifications and that these courses will be similarly eligible for the training allowance under the SkillsFuture Level-Up Programme. The changes will take effect from fourth quarter this year.
WSS (Level-Up) will support lower-wage workers in pursuing these more substantive forms of upskilling and reskilling, without needing to worry about making ends meet.
To give just a few examples, retail workers can benefit from higher training allowances to undertake a Nitec qualification in Retail Services or a Diploma in Retail (Operations).
At the same time, we will also enhance the WSS (Basic) scheme to support workers undertaking shorter training. This will help workers meet their PWM training requirements or take up WSQ courses. We will increase the training allowance for self-sponsored trainees from $6 per hour to $10.50 per hour effective as at 1 July 2026. With the increase in the hourly training allowance, workers can now actively consider training without having a significant reduction in pay.
We will also streamline the scheme to reduce complexity. Only trainees who attain full qualifications will receive the Training Commitment Award of $800 per year. Full qualifications are sets of related courses that result in a formal qualification, such as the WSQ Qualifications or Academic Continuing Education and Training Qualifications. These have been found to lead to better outcomes for trainees, compared to modules that do not lead to any formal qualifications.
Mr Melvin Yong suggested developing better AI-relevant skills pathways. He would be glad to know that the courses supported by WSS include industry-relevant AI skills courses that are suitable for lower-wage workers, so that they will not be left behind amidst this AI transformation that we are currently undergoing.
Our work is not complete. Employers must press on with wage increases for lower-wage workers and go the extra mile in redesigning jobs and business processes. Workers should embrace opportunities for upskilling and chart new paths to build their careers. And Government will partner employers and workers through co-sharing the near-term costs of transformation and ensuring that training and skills upgrading remain accessible.
Consumers too, have a role to play. Consumers can make their choices count by supporting businesses which pay Progressive Wages to lower-wage workers. They can look out for and support businesses that may have attained the Progressive Wage Mark.
Our promise to lower-wage workers is this. We are united with you, and we are here to support you in every way that we can. You can count on us for our support, and we will be here for the years to come as well.
Let me now move to my second segment which is on ensuring safety in our workplaces.
Through the collective efforts and commitment of all stakeholders, our WSH performance has continued to improve. I am heartened by the steady progress towards our WSH 2028 goal of sustaining the fatal injury rate at below 1.0. Singapore's workplace fatal injury rate for 2025 was 0.96% per 100,000 workers. This is the lowest on record other than when COVID-19 disrupted work.
That said, we must not rest on our laurels. Every workplace death is a tragedy, and we must continue to stay vigilant in uplifting our WSH standards and to build a strong and sustainable WSH culture.
There are many companies who have heeded this call, and I will cite one example.
Teambuild (ICPH) Pte Ltd, an SME in the manufacturing sector. Teambuild has invested in technology to redesign work processes and create safer workplaces for their workers. By introducing the rebar mesh welding methods and machines, they have automated stackers for completed prefabricated, pre-finished volumetric construction units. Teambuild has reduced the need for manual handling of these very heavy materials. This has, in turn, brought down the musculoskeletal injuries amongst their workers and increased productivity at the same point, where they were able to improve productivity costs of about $180,000 per year. Hence, a double benefit. Teambuild's efforts show that when companies prioritise their workers' safety and health, they also build a more productive and sustainable business over time.
As the nature of work evolves and our workforce changes, new opportunities emerge alongside new challenges for workplace safety and health. The greater use of digital technology and an ageing workforce are two such examples.
Together with NTUC and SNEF, MOM will be launching the Alliance for Action on Safety and Health for Employment Longevity (AfA-SHEL) in the second half of 2026.
Mr Melvin Yong emphasised the need to go beyond traditional high-risk industries and to pay greater attention to common work-related injuries and occupational diseases. He also underscored the importance of moving upstream to make workplaces safer. We agree and we have incorporated part of his suggestions into three focus areas that AfA-SHEL will focus on.
Firstly, injury prevention for the general workforce. Second, the support for those who are returning to work after a period of injury or a health episode. And third, workplace adaptation and job redesign, to make workplaces safer and more sustainable for our increasingly diverse workforce comprising people with various physical and health needs.
We also agree with Mr Yong's calls to treat fatigue as a core safety issue and better leverage technology in the WSH space. These are areas the AfA-SHEL could explore, through prototypes of technological solutions or fatigue management systems customised for specific workplace settings. We welcome the Labour Movement's active participation in the AfA-SHEL.
Mr Melvin Yong has also underlined the importance of the Government's role in driving change through procurement policies. And that is why WSH procurements for the public sector construction and construction-related projects have been raised since April 2024. The enhancements, which include a requirement to adapt and adopt mature WSH technologies when tendering for projects that are above or at $3 million, are aimed at doing exactly that.
On platform workers, Ms Yeo Wan Ling has called on MOM to leverage the Platform Workers Trilateral Group to explore how we can strengthen platform worker safety. We have taken the Member's suggestion into consideration, and more will be announced later this month.
Let me move quickly to my third segment on supporting our migrant workers. They have worked tirelessly to build and to keep our towns and homes running smoothly every day.
Over the years, we have worked closely with employers, dormitory operators and community partners to build a resilient ecosystem supporting migrant workers' well-being, spanning their housing, healthcare and recreation needs.
These efforts have been impactful. In 2024, the Migrant Worker Experience Survey has shown that more than nine in 10 migrant workers shared that they were satisfied with their working and living conditions in Singapore. This was the highest that was seen since the survey was first conducted since 2011.
Migrant worker housing has been our key priority. Migrant workers have built our homes, and it is our responsibility to ensure that they too have a conducive place to rest after a hard day's work. Good rest also ensures that they will continue working well and most importantly, work safely. That is why we have raised dormitory standards and enhanced pandemic preparedness in recent years.
To support existing dormitories in meeting improved standards by 2030, MOM has introduced the Dormitory Transition Scheme Grant to help defray retrofitting costs for about 900 existing dormitories. These improvements include provisions such as ensuite toilets and isolation facilities for better public health resilience. By 2040, all new and existing dormitories will meet the New Dormitory Standards, providing residents with more spacious rooms including in-room wi-fi coverage as well.
Improving the housing conditions of our migrant workers does not necessarily mean higher costs. Earlier this year, MOM opened its first Government built-and-owned dormitory. The NESST Tukang Dormitory, as it is called, went beyond regulatory standards to incorporate design features shaped by migrant workers' feedback and improving their liveability and pandemic resilience. Notwithstanding these innovations, NESST Tukang is able to offer bed prices at below those of dormitories that meet the new dormitory standards and is expected to be financially sustainable.
I invite dormitory operators to join the Government in reimagining what is possible for migrant worker housing in Singapore. MOM is committed to working with you to testbed innovations and enhancements for the dormitory industry, as we press on with the construction of our second dormitory that will be in Sengkang West.
Equally important are spaces where our migrant workers can spend their rest days, build friendships and connections. To this end, MOM has made significant strides to transform and enrich Recreation Centres, which have seen higher visitor ship over time.
Ms Yeo Wan Ling and Mr Melvin Yong have called on the Ministry to continue enhancing migrant workers' access to key amenities and community spaces. I am pleased to share that building on existing Recreation Centres, we will introduce the Recreation Hub model, and this will expand the scale and range of offerings for our migrant workers. This will start with the redevelopment of the Soon Lee Recreation Centre into the first Recreation Hub. In 2030, migrant workers can look forward to a Soon Lee Recreation Hub that is about two to three times larger with its upgraded facilities and more offerings.
Beyond this model, MOM will also pilot smaller-scale satellite Recreation Centres to bring social and recreational options closer to where migrant workers live. Even as we improve the physical infrastructure of housing and recreation centres, what truly makes our migrant workers feel at home is the assurance that Singaporeans accept them and appreciate their contributions. How we treat our migrant workers in our daily lives says much about who we are as a people and as a society.
I would like to conclude Mr Chairman, that our efforts to support our vulnerable workers are an investment in social cohesion and resilience – they will preserve confidence in our social compact and foster enduring trust.
The Government is firmly committed to this undertaking and will continue to pursue it in close collaboration with our tripartite partners. Together, we will walk alongside every worker as we move forward with confidence.
The Chairman: Senior Parliamentary Secretary Shawn Huang.
The Senior Parliamentary Secretary to the Minister for Manpower (Mr Shawn Huang Wei Zhong): Mr Chairman, I will begin by sharing how we are strengthening our workplace fairness framework so that all workers are treated fairly.
I appreciate Ms Diana Pang's suggestion to make inclusive practices manageable for SMEs. TAFEP will step up public outreach and education efforts on the Workplace Fairness Act. TAFEP's resources and guides are kept simplified and bite-sized. Even SMEs with no dedicated HR personnel can easily apply them.
Ms Diana Pang also spoke about strengthening protections against workplace harassment and bullying. No worker should be subjected to such unacceptable practices in the workplace. The Workplace Fairness Act strengthens protections for workers facing harassment by requiring firms to put in place grievance handling processes. Beyond this, we will go upstream to help employers prevent workplace harassment and bullying.
MOM and tripartite partners are reviewing the existing Tripartite Advisory on Managing Workplace Harassment and developing a new Tripartite Standard on this matter. This will enhance the guidance for employers to adopt best practices to prevent and respond to workplace harassment.
Let me now highlight or outline our targeted measures for groups that need more support, starting with women and caregivers, two groups that tend to overlap. Too often, women who take on caregiving responsibilities may feel that they are making a zero-sum choice between caring for their loved ones or pursuing their careers.
As Ms Mariam Jaafar pointed out, caregivers who leave the workforce often find it hard to return. Programmes like Workforce Singapore's Career Conversion Programmes can help them get back into jobs with good prospects. But MOM also wants to ease their dilemma upfront by making work and caregiving sustainable. This is where flexible work arrangements come in.
FWAs are much more than just working from home. They also include flexible load arrangements and flexible working hours. These arrangements give employers and workers more options to organise work in sustainable and productive ways.
Mr Ng Chee Meng and Mr Abdul Malik have highlighted the pressures faced by sandwiched caregivers who care for both children and seniors. Both Members asked for stronger support for this group, through measures like financial support and leave.
On financial support, eligible working caregivers can boost their income and CPF savings through the Workfare Income Supplement and the Earn and Save Bonus under the Majulah Package. Non-working caregivers who have taken extended breaks can also benefit from other measures. For instance, they can boost their CPF savings in their senior years through the Matched Retirement Savings Scheme and the Budget 2026 CPF top-up.
On leave, many employers have voluntarily introduced caregiving-related leave provisions as part of their strategy to attract and retain talent. In 2024, around 6,100 employers offered paid family-care leave. This represents about 36% of private companies with at least 25 employees. However, many working caregivers tell us that FWAs are their preferred means of support.
FWAs offer caregivers the flexibility they need to stay in work. If a family member needs help with daily routines like medication or meals, caregivers need flexibility across the work week, not just a single block of time off. FWAs are thus more sustainable for caregivers to stay in employment. By staying in work, caregivers can secure a reliable foundation for their longer-term financial security.
Mr Abdul Malik has asked for the Government to collect data on caregiver employment. We already do, and our data suggests that FWA provision has risen. More women and caregivers have been able to stay in or return to work.
Based on MOM's surveys, one in two firms offered scheduled FWAs before the pandemic. When the pandemic hit, this changed our working norms and increased the provision of work-from-home and flexi-load FWAs. Now, around seven in 10 firms offer FWAs, even as firms adjust to new post-COVID-19 norms and adjust provision. And this has supported our labour force participation rate.
The share of caregivers who were neither working nor looking for work among residents aged 25 to 64 fell from 28.2% in 2019 to 17.2% in 2025. Similarly, the female labour force participation rate among those aged 25 to 64 has also risen, from 76.1% to 80.5% over the same period.
FWAs do not only benefit workers, they are a competitive advantage for employers. They widen the talent pool, strengthen retention and support productivity.
Dementia Singapore, a leading social service agency, knows this well. It has fully integrated FWAs such as staggered working hours into their workplace culture. For example, all employees can select their preferred working hours, allowing working parents to start and end work earlier to pick up their children. This has led to high levels of staff satisfaction and a low attrition rate.
But conversation about FWAs can be difficult. That is why we launched the Tripartite Guidelines on FWA Requests in 2024. The guidelines replace uncertainty with clarity, guiding structured conversations on requests for FWAs.
Let me illustrate how Dementia Singapore has used those guidelines. A cancer survivor in her late 50s required a reduced workload arrangement, or flexi-load, to manage her health. She submitted a formal FWA request in line with the Tripartite Guidelines. Dementia Singapore then considered it by weighing its operational requirements. Her work responsibilities were reviewed and redeployed in consultation with other teammates. Her request was approved and she is now on a three-day work week.
If employers do not consider requests in line with the guidelines, workers can seek assistance from TAFEP. TAFEP will engage the employer to align its processes. This could include requiring the employer to attend educational workshops on FWA implementation.
Ms Eileen Chong proposed making Tripartite Guidelines into law and making provisions of FWAs a presumptive right for working parents with young children. These moves are a little blunt as businesses differ across industries and roles. For instance, working from home is not possible for frontline jobs. Rigidly mandating FWAs across the board can stifle business operations and competitiveness. In the long run, this could hurt employment opportunities for Singaporeans. Instead, we have focused on more sustainable ways to enable companies to implement FWAs through initiatives such as job redesign support and providing a fair process for employers and workers to discuss mutually workable and beneficial arrangements.
Ms Diana Pang spoke about the challenges SMEs face when implementing FWAs. I wish to assure the Member that support is available. Firms, including SMEs, can utilise the Enterprise Workforce Transformation Package, set to launch later in March. The Enterprise Workforce Transformation Package provides funding and advisory support to help companies adopt new work models like FWAs.
We are also looking to enhance support for flexi-load arrangements. Flexi-load arrangements like part-time work, job sharing and fractional roles may be suitable for caregivers who need work at a reduced load to fulfil their caregiving duties. However, in 2024, less than half of employees who required the part-time work arrangements were provided with it compared to over 70% of employees who were provided with time-related FWAs like staggered work hour arrangements and location-related FWAs such as scheduled tele-working.
Today, we have the Part-Time Re-employment Grant which provides up to $125,000 to employers who offer part-time employment, FWAs and structured career planning to our senior workers.
Ms Mariam Jaafar asked about grant uptake and outcomes, and strengthening incentives to employers. Employers have responded positively to the grant. More than 7,600 have taken it up, benefitting more than 66,000 senior workers. As Senior Minister of State Koh has mentioned, we are extending the grant to end-2027 to continue supporting employers.
Given the grant's success, we are reviewing how we can enhance it to keep employers providing flexi-load jobs to more workers. This could potentially benefit other segments of workers who rely on flexi-load jobs such as caregivers.
Moving on to persons with disabilities. They too benefit from inclusive workplace practices. Imagine Daniel, a wheelchair user, applying for a job. He has the skills and qualifications. But some employers hesitate, unsure of his capabilities or concerned about additional costs. This is where the Enabling Employment Credit, comes in. The Enabling Employment Credit helps employers take that first step by covering up to 20% of Daniel's wages, easing cost concerns.
The results of our efforts have been encouraging. In 2025, 6,800 employers received the Enabling Employment Credit for hiring 10,800 Singapore residents with disabilities, up from 6,600 and 10,000 in 2022. To sustain this momentum, we extended the Enabling Employment Credit last year to run until end of 2028.
At the same time, Daniel needs support of his own. While the Enabling Employment Credit may help employers overcome hesitation, the Open Door Programme supports both the employer and Daniel as he navigates the job search and workplace. Through the programme, Daniel is matched with a suitable role. He also receives ongoing support to help him settle into work, such as personalised job coaching at his workplace. And if Daniel needs workplace modifications, like a wheelchair ramp to move up to office, the programme also covers up to 90% of that cost.
The programme has delivered strong results. It has supported over 2,400 persons with disabilities into employment in the past four years. More than 80% remain employed for at least six months. This shows that with the right support, persons with disabilities are not just employable, they are valuable, long-term contributors to their employers.
But work is both about earning today’s income and long-term financial security. While employment helps Daniel through regular contributions to his CPF, additional support can go a long way in easing his financial worries. That is why, starting this January, we expanded the Matched Retirement Savings Scheme to include eligible Singaporeans with disabilities of all ages. With this expansion, around 24,000 Singaporeans with disabilities below the age of 55 can benefit from the scheme this year.
But inclusive workplaces cannot be built on incentives alone. They require clear norms and practical guidance. That is why MOM is working with tripartite partners and social service agencies on a new Tripartite Advisory on Reasonable Accommodations. The Advisory will provide practical guidance on how reasonable accommodation can be implemented at the workplace. This gives employers clarity, and for workers, confidence to raise accommodation needs early.
Nevertheless, workplace demands are evolving, and many families wonder if their loved ones with disabilities can adapt. That is why last December, Prime Minister Lawrence Wong announced the formation of the Taskforce on Assurance for Families with Persons with Disabilities, chaired by Minister of State for Social and Family Development Goh Pei Ming, and supported by myself and colleagues from the Ministries of Education and Health.
MOM will work closely with the Ministry of Social and Family Development to examine how to better support persons with disabilities in our changing job market: through upskilling, reskilling, expanding opportunities, strengthening employer support and building career resilience. Mr Chairman, let me recap in Mandarin.
(In Mandarin): [Please refer to Vernacular Speech.] As the saying goes, “The sea embraces all rivers. It is great because it is inclusive.” In this rapidly changing era, the Government's goal is very clear. We want to help every employee continuously improve and move towards success. We firmly believe that an inclusive workplace environment will benefit all Singaporeans. Employees can better utilise their strengths and companies can also recruit more outstanding talent. MOM will continue to spare no effort in strengthening Singapore's labour market.
Although we have already achieved some results in promoting workplace inclusivity, we understand that some Singaporeans still face challenges when seeking employment.
Moving forward, MOM will further improve systems to create more employment opportunities for them. We will approach this from three aspects. First, raising industry standards. MOM will work through close tripartite cooperation to set higher standards and encourage more inclusive workplaces. Second, promoting flexible work arrangements. Allowing women and employees who need to care for their families to better balance career and family responsibilities. Three, supporting employment for persons with disabilities. MOM will actively guide employers, address their concerns and help persons with disabilities find good and suitable jobs where they can utilise their strengths.
These measures are not only practical but also complement each other to create a conducive work environment for all Singaporeans. Let us work together so that every Singaporean can contribute and share the joys of success.
(In English): Mr Chairman, let me now close in Malay.
(In Malay): [Please refer to Vernacular Speech.] MOM's ambition is clear – we want to enable workers to thrive, regardless of their background or circumstances. We want to create inclusive workplaces that allow workers to achieve their career aspirations and participate meaningfully in the workforce.
We must do this together. Employers must build a culture where every —
The Chairman: I am sorry, time is up. Guillotine time is 7.00 pm, so we only have about 25 minutes before we have to end this Head. Clarifications, keep them short as usual. Mr Saktiandi Supaat.
Mr Saktiandi Supaat: Thank you, Mr Chairman, for seeing my hand. Mr Chairman, I got three clarifications. One is with regard to Minister Tan's speech earlier about GRIT and OMIP. If Minister can actually share a bit more about the reception of GRIT from graduates thus far, I think Minister mentioned that there is room to expand the scheme in view of the increased uncertainty over the new tariffs and geopolitical tensions. Can Minister share a bit more about that? We already have 400 GRIT capacity. Whether there can be more that we can, or what is your view in terms of expanding beyond that 400?
The second one is I am happy to hear just now about the Overseas Markets Immersion Programme. It is very important as Singapore tries to internationalise. Can Minister share a bit more about how much more we can do to create spaces for the Overseas Markets Immersion Programme?
Second question is with regard to my question on the skilled trades. I hear Minister mentioned just now about the sectoral move to create the electronic or electrical trade framework. In my cut, I suggested to do a national master trade accreditation framework. Why not do that? Why not do that national rather than a specific sectoral, because I think we may be too slow if we do on a sectoral basis. I do not know, maybe can hear from Minister his view on that, given that the medium- to long-term manpower projections for critical skilled trades might be in need.
The last question I have is in terms of the life-cycle investment scheme. I asked a question in my cut, whether the scheme will allow for flexibility in selecting target retirement dates as we extend working lives and members may retire later than age 65. Whether there is some flexibility in terms of that?
Dr Tan See Leng: To his first question, for GRIT, we have originally, as of the outset, sized up about 800 of them, so the majority will be at GRIT; and then there is a smaller quantity, number of places at GRIT@Gov.
We have as of the outset about 4,000-plus applications, but I do not have the exact numbers with me, but the vast majority of them actually found jobs while they were applying for GRIT, because they contemporaneously also apply for jobs. And we are happy for that, because the whole objective of GRIT was to place them into permanent jobs. Having said that, today, 400 have come on board. There are still quite a substantive number out there that are undergoing on board clearance, including some security checks as well. What we are heartened to see is that by the end of January and into February, like I said, the majority of the original GRIT applicants have actually found jobs. [Please refer to \"Clarification by Minister for Manpower\", Official Report, 3 March 2026, Vol 96, Issue 23, Correction By Written Statement section.]
But having said that, we continue to maintain the scheme. We will extend it to include the 2026 cohort as well. And given the uncertainty that just, the tensions that just came up — actually, the war that just came up over the weekend, we will not sunset the scheme. We will continue to hold it and, depending on the requirements, we may expand it if necessary.
For the Overseas Markets Immersion Programme, we are also very heartened by the response. What we are now doing is to expand it to more companies, to even potentially to younger employees as well who join companies. The most important thing that we require the companies who participate in the the Overseas Markets Immersion Programme, the funding is actually quite generous, it is up to 70%, it is for them to have a clear business plan. There must also be a very clear career path. What are the roles that they are going to transition post that overseas attachment? With that, with our programme partner and WSG dispersing the grant itself, we hope to be able to reach out to a larger swathe of the young population.
On the last one, the CPF Investment Scheme, and then maybe the Member could tell me what was the second one. The investment scheme is meant to provide a longer-term horizon for younger CPF members at the point of either starting or maybe very early on in their careers when they have a runway. What we have taken, with getting consultation with many of the investments consultants and advisors is that, we wanted to set it such that that life-cycle product allows for first, an automatic rebalancing without the member having to actively manage the portfolio with age; and the second part is obviously once they reach a certain age, then there would be a liquidation, a phased liquidation.
As far as what is that time horizon and whether we can extend it, today, we are just about to talk to the different providers. When we get more information, and once the scheme runs over the course, not the entire course at this time, once we have got the experience in working with some of these providers, we would be able to continue to refine and tweak the scheme further.
Having said that, even at our Payout Eligibility Age of 65 today, we find that quite a number of our CPF members have opted to get the payout at 70. And in fact, many of the members have asked us, can we extend beyond 70? So, ostensibly we understand, we take all this feedback into consideration. We are all living longer, hopefully healthier and these are the considerations that we will constantly take back and review.
What was the second? The national masters trade. We wanted to start with three sectors, because obviously there are multiple sectors all over. So, the first one we work with was the electrical trade. Part of the reason is that I am very familiar with the electrical trade, because I happen to also cover energy in the Ministry of Trade and Industry. Our licensed electrical workers (LEWs), they are also rapidly ageing. In fact, if I am not mistaken, the median age of our LEWs is about 60, 60 something.
So, I think for our own resilience, for our own security and our own reliability, we have to train this group of people. And earlier on I mentioned Jia Xing, I think he has done very well. So, we want to start that on a very firm footing.
The other two trades that we have identified is plumber and then the third one is air-conditioning technicians. These are all very important, key. And I think the Member knows the size of our population. If we want to try to spread it too thin, then obviously how to differentiate according to the importance and so on, I think that impact would be a lot more less impactful compared to being very focused on these three. So, we are starting off with these three first. [Please refer to \"Clarification by Minister for Manpower\", Official Report, 03 March 2026, Vol 96, Issue 23, Correction By Written Statement section.]
The Chairman: Assoc Prof Jamus Lim. You had two cuts for eight minutes.
Assoc Prof Jamus Jerome Lim: Chair, if I heard Minister Tan correctly, he indicated the Government generally subscribes to the principles of on-the-job training through a traineeship programme, such as GRIT. May I confirm if this means that the Government will indeed be looking not just to expand the depth of the programme in terms of numbers, but to also go beyond science, technology, engineering and mathematics (STEM) and finance in terms of field coverage for all graduates from our ITEs, polytechnics and autonomous universities. And if so, does he anticipate that there will be a clear timeline for this expansion? And finally, in terms of GRIT, will this henceforth be administered under the new SSG, WSG Statutory Board?
Dr Tan See Leng: Let me clarify to Assoc Prof Lim. We, at this current moment, do not intend for it to be a national institutionalised programme for on-the-job training, because we think that, given the current employment situation, at least up to last year, or even up to January, there are still more job vacancies than there are jobseekers. A big part of it, of course, is the expectations may not match the type of jobs that are available in the market today. What we are considering for GRIT is for a group of graduates who may need the additional internships.
Having said that, there are many graduates who have already arranged their own industrial attachment and internships while they are in flight, whether it is through ITE, Polytechnics or in the IHLs. So, we do not have plans to develop this into a national programme. Suffice to say, today, we already have a whole series of all these programmes available – GRIT, Overseas Markets Immersion Programme, and these are for junior level persons. Beyond that, even at the mid-career level, we have also got different types of attachment programmes. So, let me set that record straight.
A large part of these programmes will be administered by the newly formed WSSG indeed. When it comes to the finance sectors and so on, I believe that WSSG would have to work with the Monetary Authority of Singapore, with the Institute of Banking and Finance Singapore and maybe other specialised institutions to get traction and to make sure that our reach and our impact is optimised and maximised for our locals.
I think we all want the same thing for our people. We want to ensure that we deliver the best outcomes for them. We cannot deliver equal outcomes for everyone, but we want to deliver the best outcomes for them. I think the fundamental difference is that, today, we want to see a more differentiated, a more targeted and a more surgical approach towards each sector, rather than a blanket nationalised programme.
The Chairman: Ms Jessica Tan.
Ms Jessica Tan Soon Neo: Thank you, Mr Chairman. I would like to ask the Senior Minister of State, with regard to the mid-career renewal and the various programmes that he has talked about. Would MOM consider expanding a Company Training Committee-style support, specifically for mid-career PMEs, who face possible disruptions and to enable employers also to redesign the roles and redeploy staff more proactively, because the Company Training Committee support could act like a enterprise-wide thing to allow for the health diagnostics, career health diagnostics, then the co-funding of the renewal and then the multi-stage career planning. So, I would like to ask if that would be possible?
The other is in terms of planning ahead and integrating a multi-stage career, would MOM explore sector-specific adaptations of the multi-stage career pathways particularly for sectors that are facing disruptions, for example, structural shifts, manufacturing, professional services and ICT?
And finally, on caregivers, there has been a lot of discussion about giving caregiver support for employment. But for those who have already been disrupted and are trying to enter the workforce, what additional support could be given to them, to help them re-enter the workforce?
Dr Koh Poh Koon: Sir, on the Member's first question about whether we will consider a Company Training Committee-style support. The answer is yes, because the Company Training Committee structure and the format is really a means to an end. So, if there are companies today, even before we start with the Career Longevity Centre, for example – even today, any company that is keen to do a more systematic transformation of their workplace in the business model, together with bringing workers along, can already approach NTUC, where there is a team of dedicated industry training officers that can guide a company through a Ops-Tech road mapping process and then chart out the road map for them to do a Company Training Committee-style transformation. That can affect the whole entire company's workforce, not just for the mid-careerists.
The second question on whether there will be sector-specific multi-stage pathways. That is one area of thinking we are looking at as well, because as I said in my speech, there is no one-size-fits-all model that will work for all companies or for all sectors. So, in order to have a little bit more of a targeted, tailored-made kind of a pathway for companies, we think that the AfA concept of what we are doing by having companies from different sectors piloting some of the ways in which they help to transform into a multi-generational workplace. They could then start to share their learnings with fellow companies in the same sector. So, that is one approach that we can take.
How we can actually then enlarge this could be through the various trade associations and chambers or even through the Career Longevity Centre, where employers themselves can conduct conversations and workshops, share their own experience, so that SMEs and companies of different sizes can learn together, have a community of practice and that then takes away some of the fears of even embarking on this transformation of the workplace, by the companies. So, that concept is exactly what we are thinking of. How we operationalise it, is something that is still in discussion and we are open to ideas.
The third one on how we can help caregivers. If we can get our career and employment support ecosystem, as Minister and myself had articulated, up to speed, crowding in a lot more of the private sector players in this space as well, some of the resources that we put forth, not just for the senior workers, can also be useful to those caregivers who have left the workforce for some time, who needed maybe a bit more of a skills uplift. So, the concept of the Career Longevity Centre or the combination of WSG and SSG coming together can do, is indeed in that direction, to put a one-stop kind of service for those who may need not just upskilling, but also have a bit more planning on how they can re-enter the workforce, and eventually find a better way to manage their entry into the workforce, perhaps even consider a case management-type of approach.
In other words, the caregiver who may have been out of the workforce for some time, you cannot just leave the person alone to just, \"Oh, here is a job, and good luck to you. It is between you and your employer.\"
Maybe a case management approach to check in on the person, to just find out how you are doing after the first few months, to just make sure you handhold not just the individual, but maybe work with the HR in the company to understand how the HR for the company can better support this person who may need a lot more guidance, being away from the workforce for some time. So, these are ideas we are all exploring right now.
The Chairman: Mr Patrick Tay, for your five cuts, totalling seven minutes.
Mr Patrick Tay Teck Guan: Firstly, on Mandatory Retrenchment Notifications, and secondly, on the ONE Pass.
Firstly, for the Mandatory Retrenchment Notification. Even as early as last month, I had another company that informed of a retrenchment exercise a day before. I think we were scrambling trying to help the workers, so I urge MOM to relook at the Mandatory Retrenchment Notification to MOM specifically, prior to the retrenchment exercise, so that we can act on it. And for those who breach Mandatory Retrenchment Notification requirements, not just a slap on the wrist, but more enhanced penalties and not just merely administrative penalties.
Second clarification is on the new ONE Pass (AI and Tech) track. How does it differ from the current Tech.Pass, and who are we really hoping to attract?
The Chairman: Who is taking this? Minister Tan.
Dr Tan See Leng: Mr Chairman, I will take both in the interest of time. The short answer is, for the Mandatory Retrenchment Notification advance notice, we are undertaking the review of the Employment Act and we will look at all that comprehensively. So, rest assured.
On the second part, with regard to the ONE Pass. The construct of the ONE Pass is meant to bring the movers and shakers, the rainmakers, the network brokers, here. We believe that the three most valuable traits that we have collectively is our one people, the trust that we have built over the years and the credibility that we have as a hub. And of course, today, in the uncertain world that we live in, the safety, the predictability, the transparency and the frameworks that we have here, and the type of robust debates, the constructive debates that we were able to have here, in the House, all put us in a very good position to attract global talent to be here.
And with that, they can spawn multiple enterprises. They can uplift the calibre of all, by transferring cutting-edge technology, thought processes and so on to our locals. Then I think we would have arrived and achieved our end objective.
The Chairman: Ms Yeo Wan Ling, you had four cuts, totaling 10 minutes.
Ms Yeo Wan Ling: My clarification is for the Minister. In the Labour Movement, I have seen first-hand how PWM brings dignity, structured progressions into our workers lives when previously there was none.
In this House today, I heard differing views questioning the relevance and efficacy of our PWCS and, thereby, impacting the PWM productivity and upskilling intents. When something has demonstrably improved livelihoods for thousands of Singaporeans is portrayed as burdensome or ineffective, it risks eroding confidence in policies that have made actual differences on the ground. There has been a diversity of views expressed today, including specific suggestions to policies, how will the Government take all of these on board?
Dr Tan See Leng: I recognise and I respect the diversity of the views that have been expressed, not just today, but I think in many of our sessions. And there are also many different views, huge dichotomy and also many tensions between the views that have been expressed. For example, some would want AI to move faster and then others urge more caution. We have even had Mr Gerald Giam and Assoc Prof Ho, who called for rapid AI democratisation, put AI skills into every workers' hands, as quickly as possible.
On the other hand, Mr Pritam Singh cautioned against unfettered expansion, urge for tighter guardrails, stronger regulation; and Ms Yeo Wan Ling, Dr Wan Rizal, Ms Mariam Jaafar have similarly echoed views to ensure that AI adoption actually translates into real wage growth and not jobless growth. Then, we have got other examples where some want to raise productivity skills and wages in the domestic sectors, while others ask to support lower productivity sectors with easier access to foreign workers.
Ms Yeo Wan Ling spoke about the limits as to how much we can expand our foreign workforce and yet, Mr Gerald Giam warns of the dangers of a dual-speed economy. However, at the same time, with some Members, for instance, like Assoc Prof Jamus Lim and Mr Mark Lee, have called for more leeway for domestic-oriented sectors, including F&B and retail, to access foreign workers, to help our SMEs cope with cost pressures.
Members of the House, Mr Chairman, these are examples that reflect the fundamental trade-offs that we must all square off. As with all policy decisions, we strike a very careful and a very delicate balance between all of these competing priorities. As the Government of the day, we are entrusted with the responsibility to navigate these complex issues. We have to reconcile all of these tensions into coherent, fiscally sustainable and forward-looking and practical policies for all of our fellow Singaporeans.
So, we consult widely. We consult widely with workers, with employers, with unions, with industry partners and we try as much as possible, to ensure that the voices and the concerns are heard. We have this singular objective. We want to empower Singaporeans through all stages of life and we want to ensure that they are equipped to succeed in this changed world.
We also have to contemporaneously ensure that our businesses continue to thrive in this transformed landscape, so that we can continue to foster an environment where innovation, where opportunity continues to be accessible to all.
So, we balance all these priorities. Sometimes, certain, very expedient and clear pathways may seem so intuitive. Why is it that we are not able to do it? It is because whatever policy that we come up with and implement, it will trigger a cascade of ramifying effects, much further, laterally and down the line. And hence, we walk on a very tight rope and we hope that with your support, with that focus on singularly building a better future for all of our Singaporeans and our future generations that will come after us, we will continue to work hard to build a Singapore that is prosperous, that is full of optimism, resilient and safe for all. So, I thank the Member for her understanding.
Mr Chairman: I am sorry. We have reached the guillotine time. So, can I invite Ms Yeo Wan Ling, if you would like to withdraw the amendment?
Ms Yeo Wan Ling: Thank you to all who were involved in this very robust and rich discussion. Chairman, with that, I seek leave to withdraw my amendment.
[(proc text) Amendment, by leave, withdrawn. (proc text)]
[(proc text) The sum of $3,920,999,400 for Head S ordered to stand part of the Main Estimates. (proc text)]
[(proc text) The sum of $178,690,100 for Head S ordered to stand part of the Development Estimates. (proc text)]
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Committee of Supply – Head L (Ministry of Sustainability and the Environment)","subTitle":"A vibrant and sustainable home","sectionType":"OS","content":"The Chairman: Head L, Ministry of Sustainability and the Environment (MSE). Ms Poh Li San.
Ms Poh Li San (Sembawang West): Mr Chairman, I move, \"That the total sum to be allocated for Head L of the Estimates be reduced by $100\".
The climate is a two-faced problem, global commons but local impact. In the latter, Singapore stands out in the world for being prepared to commit public funds today, to ensure the homes and jobs of tomorrow.
Let me start off with Terminal 5 (T5) at Changi Airport as an example. T5 will be built on land topped up to 5.5 metres above main sea level, higher than the rest of Singapore. Meanwhile off Pulau Tekong, we have reclaimed a space the size of two Toa Payoh towns for military use. The Tekong Polder is 1.2 metres below sea level and protected by six metres seawalls.
And to remind ourselves what long-term planning means, the \"Long Island\" project was first mooted in the 1991 concept plan 30 years ago as an integrated plan to protect the East Coast with an integrated mix of projects to ensure coastal flood protection, rainwater harvesting and land supply.
These are all novel ideas, underwritten by billions in Government commitment to protect our low-lying areas and ensure Singapore's continued place in a changing climatic world.
I must stress that I support our spending on these long-term problems because the time to build and prepare for the future, is now and today. The problems are real and urgent even as they are long-term and appear distant and far away.
As human beings, we are all subject to the bias of long-term discounting. How can people care about long-term plans if we do not have enough for our daily lives now? Spending on the National Adaptation Plan can feel disconnected with our needs today. Put bluntly, many of us simply do not care about these plans.
Hence, I would like to ask the Ministry how it intends to engage the public on the need for such adaptation infrastructure? How will the National Adaptation Plan build climate literacy and awareness within the community to foster a culture of climate resilience?
Second, we implement these policies based on best current knowledge. I have also said that the Government has adopted novel solutions. Here, I would like to ask on the progress on Climate Science. What partnerships has the Ministry established with international climate research institutions to strengthen Singapore's climate science capabilities? How is Singapore enhancing its climate monitoring and forecasting capabilities to better understand local climate impacts and inform adaptation decisions?
Climate change will impact us in many ways. How about underground spaces? If rainfall becomes too heavy, will our current drainage, crest and pump system still suffice to keep out rainwater and floodwater out? Do we expect building owners to do more to reinforce their infrastructure, like the case of Coastal Protection?
Mr Chairman, I have spoken about the need to spend today for tomorrow and to convince Singaporeans that this is as a matter of national and fiscal responsibility. I have also asked for a holistic consideration of how science and evidence is brought to our service. Together, these will help Singaporeans like me, who want to support climate spending, to understand how and why we are doing so, and the careful consideration that goes into spending every dollar, of the billions in public monies committed for the future.
[(proc text) Question proposed. (proc text)]
Ms Nadia Ahmad Samdin (Ang Mo Kio): Sir, as an island nation, Singapore's safety and sustainability is closely linked to the health of our coastal, water and marine ecosystems. Climate change places going pressure on these interconnected systems. Rising sea levels affect coastal protection. More intense rainfall test flood resilience and warming seas affect aquaculture stability.
I would like to seek the Ministry's views in two main areas. First, on flood resilience.
We have observed increased in average annual rainfall and the frequency of heavy rainfall with annual rainfall rising about 83 millimetre per decade since 1980. Whilst Singapore has progressively upgraded drainage infrastructure, it is neither practical nor cost effective to size drains for the most extreme storm events only. As rainfall intensities are projected to increase, some residual flood risks may need to be managed at community level during extreme events. Could the Ministry share how Singapore strengthening community flood resilience, including public preparedness and local response capabilities in flood-prone areas? Will the Ministry consider a map perhaps, or improved alert system?
Secondly, on climate resilience, agricultural and food resilience. As of 2023, Singapore had 98 sea-based and 33 land-based seafood farms. Most farms are concentrated in near shore coastal waters, where sea space and environmental conditions impact farm viability. Could the Ministry provide an update on recent trends in the number of aquacultural farms, including any consolidation or exit and what the trend might indicate about the sustainability of the sector? These coastal farms are highly sensitive to surrounding marine conditions and have experienced environmental stresses. Could the Ministry share how aquacultural farms are transitioning towards climate resilience systems, such as hybrid or re-circulating agricultural technologies as well as the take-up rates of support schemes, the extent of transition across the sector and any key challenges in scaling the adoption of such technologies.
Beyond productivity improvements, sustained demand for local produce matters. To boost local demand amidst import competition, I understand the Ministry work with industry partners to establish an industry level supply and demand aggregator. Could the Ministry provide an assessment of its effectiveness in strengthening demand for local produce and plans to further support market development? How else can the public be engaged?
Climate pressures across our water do not operate in silos. As risks intensify, adaptation will become more complex and costly. If our island city state is to be resilient, we must strengthen the integrity of our systems from infrastructure to industry to individuals.
Dr Syed Harun Alhabsyi (Nee Soon): Chairman, climate change poses a serious and undeniable challenge for Singapore, carrying profound consequences for both present and future generations. As stewards of today's resources, we bear the responsibility of ensuring a sustainable and habitable environment for future Singaporeans.
Singapore's Third Climate Change Study (V3) provides climate projections for Singapore and the region, attempting to cover the present till the end of the century. Even as we take a science-based approach to climate adaptation, informed by climate projections, there will surely be some margin of error and a range of uncertainty for these projections. Among other factors, they are contingent on the world's carbon emissions. Given the uneven pace of emissions reductions globally, we could indeed face adverse climate impacts earlier than projected, and with more devastating and extreme effects than initially anticipated.
Therefore, we must continue to adapt. A key part to this adaptation is to build our capabilities today to be climate resilient, in order to safeguard our country and our people.
First, how is Singapore enhancing its climate monitoring and forecasting capabilities so that we can have more accurate projections, as well as anticipate the effects of climate change, such as extreme weather events before they occur? How would MSE harness the latest technologies to support our efforts? Has the Ministry explored leveraging on artificial intelligence (AI) to enhance Singapore's climate resilience initiatives to sharpen our projections?
I imagine that the work of climate monitoring and forecasting depends on a multitude of factors that can have many permutations and combinations, with potentially extreme consequences if we do not read the forecast right. I imagine that the time is ripe for AI to be included in such work and there is much to be harnessed in this regard.
Second, the immediate impacts of climate change are indeed already felt by the public and these have implications on further outcomes, such as health and well-being. For example, undertaking prolonged outdoor activities, such as outdoor work or school physical education lessons when there is high heat stress, could increase the risk of heat-related injuries. As we enhance our weather forecasting capabilities, how can we better equip the public with timely information to make proactive and informed decisions on their daily activities, in an effort that protect their well-being against the backdrop of extreme weather changes?
Mr Ng Shi Xuan (Sembawang): Chairman, heat resilience is not just an environmental issue. It is a public health, productivity and infrastructure issue.
Agencies have already taken practical steps. The Ministry of Manpower's (MOM's) Workplace Safety and Health Council has strengthened heat stress management guidelines for outdoor workers. The Ministry of National Development (MND) has piloted cool coatings and incorporated urban design measures to enhance airflow and reduce heat build-up in estates. MSE is advancing long-term adaptation through measures such as coastal protection.
These are important efforts. But rising temperatures cut across Ministries, sectors and systems. We should now move towards a more coordinated framework.
In the battery industry, every additional degree of operating temperature reduces performance and lifespan. Similarly, higher ambient heat can accelerate infrastructure wear, increase cooling loads and reduce workers' productivity across sectors.
I suggest three areas for a coordinated approach.
First, anchor a cross-Ministry heat resilience framework that aligns workplace heat stress guidelines with building design standards, estate planning and industrial operations. MOM, MSE, MND and the Ministry of Trade and Industry (MTI) should move in step, so that worker safety, urban design and economic productivity are treated as part of the same system. Second, scale passive cooling as a baseline strategy. Third, strengthen digital heat monitoring.
To operationalise this, we can pilot a heat-resilient industrial precinct or campus. Within one defined zone, we integrate heat stress guidelines, passive cooling design, airflow planning and sensor-based monitoring. Importantly, we measure not just workers' productivity outcomes, but also infrastructure durability, maintenance frequency and energy consumption. This allows us to quantify the economic impact of adaptation, not just the environmental benefits.
Coastal protection safeguards our long-term national assets and heat resilience will safeguard both our people and our economic systems. A coordinated, cross-Ministry approach will ensure we adapt systematically and not in silos.
Mr David Hoe (Jurong East-Bukit Batok): Chairman, I would like to speak on heat resilience, with a specific focus on vulnerable groups. While the weather for the past two months has been generally cool and pleasant, we must acknowledge that for the majority of the year and for the foreseeable future, heat will continue to be an issue.
For many Singaporeans, hot weather will continue to be our daily lived reality, but the burden is not evenly shared. Children, seniors, residents living in smaller flats with less ventilation or households without air-conditioning will feel the impact of high heat temperatures more severely. Outdoor workers, including Singaporeans and migrant workers in construction, landscaping and also food delivery roles, will face prolonged exposure to heat and rain as part of their livelihoods.
In building a heat resilient Singapore for our vulnerable groups, I have three suggestions.
First, on public guidance. The good news is this. We already have heat stress advisories and that is a good foundation. But the guidance can be made more accessible and more targeted.
The question we must ask ourselves is this – who is vulnerable to heat, and do they know about such advisories? Knowing is one thing. Are they able to digest the information? This is especially important for children and also the elderly, who may experience health impacts at lower heat thresholds than healthy adults. In particular, we must also ask ourselves whether these advisories are age-appropriate and are they easy to act on? For example, if a child or a senior were to look and to read them, would they be able to say, \"Oh, I know when to do what and what I should do?\"
Accessibility and awareness also depend on language and channels of communication. We should translate key guidance into major languages and given the target profile that I mentioned, it should not be too wordy or technical. Such information should be placed in places where it is visible, for example, our schools, community touchpoints, common areas, lift lobbies and hawker centres.
Given that our young, seniors and also migrant workers spend time on social media, we should also disseminate relevant information on such channels. This is especially important because in the period of April to July, because that is where heat is the most intense in Singapore.
Second, allow me to move to household vulnerability. Heat resilience plans should clearly prioritise those with few coping options. So, one practical way is to prioritise micro-interventions to reduce heat exposure in places that people actually spend time. This could include\tsheltered and ventilated linkways, cooler waiting areas near common facilities and heat mitigation for common corridors and lift lobbies where residents gather.
I would also ask MSE and the National Environment Agency (NEA) to consider working together with the Housing and Development Board (HDB) and Town Council to identify what I call “hotspot blocks” using simple indicators. For example, blocks with poor cross-ventilation, blocks where there are few or no air-conditioned areas such as Community Centres, libraries or shopping malls within a short walk and implement micro-interventions.
Third, we need better data to target interventions where risk is highest. It would be useful to publish more information on heat exposure and heat-related incidents. In particular, our outdoor workers deserve attention. Many outdoor workers cannot choose to avoid peak heat hours.
If we are able to develop a baseline estimate of outdoor heat exposure across sectors, this would help us to strengthen our support for those who are facing higher heat risks. This could include sector-specific guidelines, more enforcement in construction sites, or practical resources such as having rest areas, hydration access and work-rest protocols that account for real operating conditions.
Ms Valerie Lee (Pasir Ris-Changi): I would like to first declare that I have been an employee for an energy and utilities company that operates industrial wastewater and NEWater assets. Chairman, heat and water shapes our national conversation. One presses upon us daily. The other sustains us silently.
Heat shapes how our children play, how seniors exercise and how workers commute. Water underpins every household, hawker centre, hospital and industry. These are not abstract matters and these are daily realities affecting comfort, health and economic resilience.
The Government has done well through the National Heat Resilience Strategy which manifests in country-wide manuals like the Urban Redevelopment Authority (URA) Draft Master Plan 2025 to tackle urban heat and mandatory water recycling for water-intensive projects from 2024 to enhance water resiliency. But more can be done and I will first speak on heat resiliency, then water resiliency.
Singapore's mean surface air temperature has risen about 0.25°C per decade between 1948 and 2024, roughly double the rate of global warming. We now face days constantly above 34°C and warmer nights. Heat affects sleep, productivity and long-term health. Children dehydrate faster and regulate body temperature less effectively. Seniors face risks of heat stress, cardiovascular strain and hospitalisation. This is not merely discomfort. It is a liveability issue.
I would like to ask how the Ministry is working with MND, the Ministry of Transport (MOT) and other agencies to strengthen the whole-of-Government heat adaptation plan. What novel solutions is the Ministry studying? Is the Government focused on cool pavements, reflective materials and putting data-driven heat mapping for vulnerable estates to good use?
I would like to offer a proposal. First, extend covered walkways from high-density residential or commuter points to transport nodes, working towards a 100% coverage. Second, we should provide fundings to ensure all playgrounds and fitness stations, including existing ones, have overhead canopy shelter using heat safe materials such as tensile fabric membranes. Outdoor play for children and active ageing for seniors can then be an achievable national reality.
If heat is our daily pressure, water is our strategic safeguard and I have a soft spot for any topic related to water, having begun my first full-time job as an industrial wastewater plant engineer and witnessing the opening of the first large-scale NEWater plant in Changi East more than 16 years ago.
My career journey reminds me how innovative we have been as a nation with our water strategy despite limited land and no natural aquifers. Much has been said about the Four National Taps, but may I ask the Ministry to update this House on our latest water strategy, considering climate change? Has dependency among the Four Taps shifted? What proportion of water comes from each source today, compared with 10 years ago?
Also, we often discuss how we obtain water, but less about how much we lose. May I ask what Singapore's recorded water loss rate is over the past two years and how it compares internationally? I have received reports from the Management Corporations Strata Title (MCSTs) I care for about burst pipes, suspected to be linked to nearby national construction projects. What safeguards has the Ministry done to prevent infrastructure damage and reduce non-revenue water loss? Water resiliency is not only about diversifying supply. It is also about protecting every drop that we produce.
Chairman, heat resilience requires upstream design. Water resilience requires upstream planning. Both demand anticipation and coordination. By planning ahead for cooler neighbourhoods and secure water systems, we protect our children, seniors and our future. Singapore has thrived by preparing early. So, let us continue that tradition with clarity and with resolve.
Mr Abdul Muhaimin Abdul Malik (Sengkang): Sir, our recycling rates fell to their lowest point in 2024. As we launched the Beverage Container Return Scheme this year, we have a critical opportunity to harmonise and strengthen our entire recycling infrastructure. The challenges run deeper than contamination alone. While construction and demolition waste achieved 99% recycling rates, household recycling rates tells a different story.
According to NEA's 2024 statistics, only 5% of plastic is recycled and 8% of glass. Much of what enters our blue bins is incinerated or exported rather than truly recycled. We need a multi-faceted approach.
First, leverage Government procurement power to create guarantee demand for recycled materials. Expanding our existing green procurement frameworks to mandate minimum recycled content in construction materials, packaging and office supplies would provide the certainty recycling operators need for investment. This market signal would ripple across the private sector.
Second, I welcome NEA's exploration of extending Extended Producer Responsibility to broader packaging waste, particularly plastics, which constitute a third of our domestic waste. Paired with mandated recycle content requirements, this would address the economic barriers that currently make only 5% plastic recycling viable.
Third, upgrade our blue bin system progressively through pilots in new estates. Introducing organic waste segregation first supported by smart bins with contamination sensors. Singapore's zero waste ambition requires recycling that actually recycles. Our citizens deserve a system with environmental integrity and economic viability.
Mr Pritam Singh (Aljunied): After years of public education on the importance of recycling, more Singaporean families now make it a point to decontaminate and sort their recyclables before depositing them at the blue recycling bins located near their HDB blocks. However, some practical problems persist for housing estates where the smaller 660-litre recycling bins on wheels are deployed.
Appointed waste collectors already undertake collections three times a week. For the estates where the larger side loading recycling bins are located, collection is scheduled for twice a week. These larger bins fill up quickly, even outside the festive season. This is partly driven by the growth of online shopping and the increased disposal of packaging material from online purchases. When bins overflow and recyclables are left exposed for longer, the prospects for recyclable contamination increases. What were perfectly recyclable items in and around the bin at the point of disposal, can be rendered unrecyclable.
As an ecosystem, such developments can undermine the very recycling behaviour we have worked hard to cultivate. What metrics does NEA use to determine whether appointed public waste collectors should increase collection frequency for the larger bins? While I understand that NEA can mandate additional collections on an ad hoc basis, does the Ministry not agree that more frequent collection must keep pace with improved and more widespread recycling habits among residents?
Ms Lee Hui Ying (Nee Soon): Mr Chair, over the past months, my residents and fellow Government Parliamentary Committee (GPC) Members of Parliament (MPs) have taught me that sustainability is not just a policy goal: it is a way of life.
From our Nee Soon Green Fest to our zero-waste initiatives, we see what is possible when people take ownership. Nationally, the upcoming National Adaptation Plan will push this agenda even further. But feedback from the ground is clear: we can and must do better.
Our recycling rates are improving, but yet contamination of blue bins, especially with food waste, remains a persistent problem. Too many recyclables end up as trash. With Semakau Island filling up, every avoidable bag of waste is not just trash. It is a countdown to the day we run out of space. So, upstream waste reduction is critical.
I have the following questions.
First, will the Ministry consider widening the Resource Sustainability Act and the Good Samaritan Food Donation Act's scope to introduce stronger upstream waste reduction obligations and improve data reporting requirements to better support circular outcomes? Are there plans to set mandatory packaging waste reduction targets, rather than relying mainly on recycling rates?
Second, what are the public consultation plans for the National Adaptation Plan and what measurable indicators will assess impact at the community level?
Third, we celebrate businesses that cut emissions for quick wins, but too often, adaptation, the very investments that would shield us from floods, heatwaves and other climate shocks, is ignored. Why? Because the returns are long-term, less visible and harder to measure. How will the private sector be incentivised to invest meaningfully in the adaptation measures?
If we do not rebalance mitigation and adaptation, we risk building a future that looks good on paper but falters under real climate stress.
Mr Dennis Tan Lip Fong (Hougang): Singapore's overall recycling rate remains above 50%, but this figure is stabilised by industrial waste streams that are almost fully recycled. Beyond that headline, the picture weakens quickly. Plastics are now the largest waste stream by volume, yet our plastic recycling rate has fallen significantly from 11% in 2013 to a mere 4.6% in 2024.
It is estimated that the manufacturing of plastics consumes the same amount of fossil fuel as the entire aviation industry, and at the same time used plastics. Used plastics can hold a high economic value if recycled. Why manufacture new plastics and increase our carbon footprint when we can reuse recycled ones? With the climate warming and Semakau expected to be full by 2035, our margin for error is narrow.
This gap between headline performance and material outcomes points to a deeper structural issue. A study by Singapore Environmental Council found that waste managers see it as economically challenging to recycle plastics because there is no local demand for it. They concluded that plastics recycling rates will not change unless the demand for recycled plastic increases. At the same time, Singapore's recycling system is highly exposed to global market conditions.
When demand for recycled materials weakens, when freight costs rise, or when importing countries tighten contamination rules, exporting recyclables become expensive or unavailable. This was most evident following China's national salt policy and similar measures elsewhere. In such conditions, market actors respond rationally by choosing the cheapest available option, which is often incineration.
Incineration reduces landfill volume, but plastics are fossil fuel-based and their combustion releases fossil carbon into the atmosphere. Because these emissions are accounted for as waste disposal, rather than climate impact, poor plastics recovery can be offset rhetorically by energy recovery. The material outcome, however, is the destruction of recyclable plastics and a continued reliance on new manufactured plastics.
This creates a risk that incineration is presented as environmental performance when the outcome is that more fossil fuel may be consumed while sustaining a reality where incentives to improve recycling remain weak.
If we truly want to transit to a circular economy as laid out by the Singapore Green Plan, it is imperative that we build an ecosystem that sustains recycling even when external market conditions deteriorate.
We must continue to find ways to reduce our reliance on incineration when plastics recycling ceases to be commercially viable.
We can consider expanding extended producer responsibility beyond beverage containers to cover all packaging, including e-commerce mailers and food delivery containers, building on mandatory packaging reporting. This would shift costs upstream, improve packaging design and fund the collection and sorting capacity needed for meaningful recycling.
To create demand for recycled plastics, the Government can also mandate that plastic bottles, packaging and goods must contain a minimum percentage of recycled plastics. Such a practice has been mandated by the European Union, as well as the state of California. The Government can also use public procurement as a market anchor. Schools, hospitals and agencies can build demand by only purchasing plastic bins, road barriers, pipes and park furniture made from recycled plastic.
For example, Switzerland's Swiss Plastic Pipe Recycling Initiative is working to establish a take-back and recycling system for plastic pipes used in civil engineering and building construction. There is strong potential for recycled plastics to become a strategic material —
The Chairman: Ms Hany Soh.
Ms Hany Soh (Marsiling-Yew Tee): Chairman, as we navigate the challenges of climate change, it is imperative that we, as a community, take collective action to build a more resilient and eco-conscious Singapore. Our efforts today are directed towards securing a livable environment for our future generations.
Before Budget 2026, as part of our regular People's Action Party (PAP) Climate Action Group outreach engagements, my GPC Parliamentary colleagues, Ms Poh Li San, Mr David Hoe and I jointly organised an event based on the theme \"Sustainability Living: Creating Zero Waste and a Circular Economy\". It was a robust discussion session with over 30 climate activists, community leaders and stakeholders who came together to discover existing measures as well as new ways for us to foster sustainability in our daily lives.
From the lively discussions and brainstorming, what we have gleaned is this: to convince Singaporeans to adopt green habits that minimise generation of waste, energy consumption, and water usage, three key pillars must undergird our efforts and policies. One, increasing education; two, improving infrastructure; and three, enhancing incentives.
While sustainability is a global mission, the Singapore way has to be one that is “Made to Measure” and “Measure to Manage,\" for our unique urban context, with clear metrics to track progress and refine our approaches as we continue on this unceasing sustainability journey. We need targeted and a range of policies that would in aggregate resonate with and manage everyday Singaporeans.
Against this backdrop, I raise several questions for MSE’s response today. First, on the effectiveness of the Disposable Carrier Bag Charge. Introduced in mid-2023 at larger supermarkets, this initiative has already shown promising results, with at least large supermarket operators having reported a reduction in bag usage by up to 80%. This nudge has encouraged many to bring reusable bags, cutting down on plastic waste that clog our landfills and oceans. However, as we approach the three-year anniversary of the Disposable Carrier Bag Charge, I would like to ask the Ministry: what is the latest data on the scheme's overall effectiveness in reducing disposable bag consumption across Singapore? What lessons can we apply to broader waste reduction efforts?
Second, regarding climate vouchers under the Climate Friendly Households Programme. This scheme has been a valuable tool, providing vouchers for energy and water efficient appliances, and it was recently enhanced with an additional $100, bringing the total to $400 per eligible household and extended to private properties until 31 December 2027.
It is heartening to see such incentives making sustainable choices more accessible. Drawing inspiration from innovative local programmes like the Northwest Community Development Council’s (CDC's) Green Homes at Northwest, which rewards residents with up to $500 in e-vouchers for adopting eco-friendly practices such as using climate vouchers for high-efficiency appliances, I propose MSE considers how we can build on this momentum.
Can the Ministry share whether the climate vouchers scheme will continue beyond 2027, or if a nationwide version akin to Green Homes at Northwest, perhaps with tiered rewards for multiple green actions, could be rolled out to amplify incentivisation and education across all districts in Singapore?
Third, the upcoming Beverage Container Return Scheme (BCRS) set to launch on 1 April 2026. This deposit-refund system for plastic and metal beverage containers, managed by BCRS Ltd, promises to boost recycling rates with a 10-cent refund per container returned at over 1,000 reverse vending machines island-wide at launch, aiming to double that within the first year.
By making producers responsible and consumers active participants, it addresses waste at its source while improving recycling infrastructure. To ensure its success, can the Ministry provide more details on how the scheme will be operationalised, including management of unredeemed deposits and strategies to garner widespread support from Singaporeans through education campaigns and accessible return points?
The BCRS may only be as successful with the public’s support. However, as we have heard the views of affected proprietors and feedback from consumers, the greatest challenge that needs to be overcome is in my opinion getting everybody on board.
Finally, as we mark the sixth anniversary of the SG Eco Fund this year, launched in 2020 with $50 million to back community-driven sustainability projects, the fund has empowered numerous initiatives, from small-scale \"Sprout\" grants now permanently capped at $30,000 to larger endeavours.
This milestone is a testament to ground-up action. Does the Ministry have plans to expand the fund's scope, perhaps by increasing overall funding, introducing new categories for climate adaptation, or partnering with more sectors to spur even greater participation across all segments of society?
In closing, embracing a green sustainable lifestyle is not just about policies – it is about empowering every Singaporean to make a difference. By prioritising education, bolstering infrastructure and enhancing incentives, we can measure our progress and manage our resources wisely.
Ms Poh Li San: Mr Chairman, thank you for allowing me to speak on this important topic. First, we note that Singapore has shifted from \"30 by 30\" to Food Story 2. It is no great stretch of reasoning to surmise that this is because the original goal is thought to be out of reach – to fail to reach a target, by itself, is not a great failure. In policy making, as it is in sports, and in life, stretched targets are important.
At the same time, there are two important differences. First, benchmarking. \"30% of our food needs by 2030\" cannot have been a target based on a simple gimmick of two numbers. It must have been made based on some policy assumptions. Can the Minister tell us what among its initial assumptions failed? These include – first, what lessons are learnt from the failures of businesses in big-scale urban farms and plant proteins? What can MSE do differently now to step up local produce?
Second, the new food targets are different compared to the past in that they are more targeted to specific food types. For example by 2035, for us to produce 20% of our fibre needs and 30% of our proteins. Can the Minister explain how these targets have emerged. For example, are they due to the specifics of Singapore’s land size and our comparative advantages? Again, targets must be set based on specific and objective assumptions, and it would be useful to hear from the Minister what these are.
Last, even as we strive towards these new targets, we must remember that most of our food remains imports. Can I ask the Minister about our food source diversification and global partnerships? Fresh, air-flown food has become increasingly expensive. While those with deep pockets will continue to enjoy a wide variety of fresh foods, the average Singaporean may have to restrict themselves and change their diets. We do not need to ensure that everyone has asparagus and truffles, but we do want to make sure that fresh fish and vegetables are not out of reach for most homes. How would MSE address this issue?
Last, while almost all the food in Singapore is imported and people are complaining about high food cost, Singapore produces more than 800,000 tonnes of food waste every year. When I say “produce”, I mean we waste the food that we have bought, cooked and flown halfway across the world on very expensive trade routes. This is an expensive irony. Even as MSE works out a strategy to procure more food, we must at the same time, waste less. Can the Minister tell us of plans and efforts to reduce food waste?
Mr Ng Shi Xuan (Sembawang): Chairman, I would like to speak on three of the four pillars of our Singapore Food Story 2, diversifying imports, global partnerships and growing local. I would also like to declare my interest as someone on a plant-based diet.
First, I would like to seek clarification on how diversifying our imports and global partnerships differ in practice. Diversification spreads sourcing risk across multiple countries and suppliers. Global partnerships appear to go deeper, involving structured agreements, upstream cooperation and mechanisms that can be activated during disruptions.
The Minister has cited examples such as the rice memoranda of understanding (MOUs) with Vietnam and Thailand, and the Brunei-Singapore Agri-Tech Food Zone, which will strengthen trade assurance beyond normal commercial transactions. This reminds me of my days as a junior officer in Enterprise Singapore working on the Singapore-Sino Jilin Food Zone. We successfully brought Jilin rice into Singapore. However, replicating similar structured flows across other food categories proved more complex.
This raises two practical questions. First, how do we assess whether a global partnership extends beyond a single category of products? If a partnership secures supply for one staple commodity, does it meaningfully support diversification efforts across other food types such as protein, fresh produce or processed foods?
Second, what threshold qualifies an arrangement as a “global partnership”? Clarifying this will help us understand whether our partnerships are commodity-specific arrangements, or broader strategic platforms that can support food resilience across multiple segments.
On growing local, we have focused largely on eggs and fish. These remain important. But I would also encourage us to continue strengthening our position in plant-based and alternative proteins. Global investment in this sector has slowed and adoption has been uneven. However, from a food resilience perspective, plant-based and alternative proteins remain strategically relevant. Controlled-environment fermentation and novel protein production require limited land and are less exposed to climate variability. This allows us to move from grow local to produce local even within our land constraints.
Food resilience is not only about having enough food in terms of quantity. It is also about nutritional stability, particularly the reliability of our protein supply. If we clarify how diversification and global partnerships work together, and continue to invest in future protein capability, we can strengthen both immediate supply resilience and long-term strategic depth.
Ms Lee Hui Ying: Mr Chair, in November last year, it is with a measure of regret that we note the \"30 by 30\" goal – producing 30% of our nutritional needs by 2030 – has been replaced with revised targets for 2035. We understand the pragmatism behind this decision. Our local agri-food sector has faced severe headwinds. We have seen high-tech farms shut down and a quarter of our sea-based farms exit the industry in 2024 due to rising costs. The statistics are sobering: in 2024, we produced only 8% of our fibre and 26% of our protein.
However, while the timeline has shifted, the urgency has not. We face a global environment where supply chains are increasingly vulnerable to disruption. In this context, strengthening our local food capabilities is not just an economic ambition – it is a strategic necessity for our survival.
I have three questions to the Minister.
First, beyond the feasibility study on the new multi-tenant facility, how will the Ministry further support our existing local food producers to succeed even in spite of high costs? Are there plans to help them access better financing or technology to ensure both survival and ability to scale?
Second, I understand 11 agencies are currently required to approve a plan for commercial farming. Will the Minister also consider allocating resources towards engagement of food producers to provide them with support to meet regulatory guidelines and requirements? Will there be a review to identify if it would be possible to streamline regulatory processes?
Third, achieving our food security goals requires an \"all-hands-on-deck\" approach. By setting aside more community spaces into community plots and growing public interest in community farming, we can not only supplement our food supply but also strengthen our \"we first\" Singapore spirit, engaging our citizens directly in stewardship of our food security.
Mr Cai Yinzhou (Bishan-Toa Payoh): Before 1940s, Teochew-run kelongs accounted for nearly half of almost 400 sea farms. Today, this heritage is at a crossroads. Between 2023 and 2024 alone, we lost a quarter of open cage fish farms and 74 remain. As a Teochew-nang and all of us as residents of Pulau Ujong, or what some call Mainland Singapore, the nautical way of life is close to our nation’s heart.
Recently, I visited open cage fish farmers offshore with fellow PAP MP Valerie Lee. Farmers shared that while they can meet production targets, they struggle to compete with cheaper imports.
To ensure our farms thrive and as follow up to Parliamentary Questions I have filed, I have three suggestions.
The first, in supporting public accessibility, I note that visits to sea-farms are \"not encouraged\" due to biosecurity concerns. Will the Government provide technical and financial support to help farms meet these standards? Managed public access is a vital tool for education and brand-building.
Second is tracking the aquaculture talent pipeline. Aquaculture programmes are in ITE, Temasek Polytechnic, Republic Polytechnic, Nanyang Polytechnic and James Cook University (JCU). But Singapore Food Agency (SFA) currently does not collect data on the proportion or age of local sea-farm workers from relevant institutes of higher learning (IHL) or continuing education and training (CET) programmes. I ask the Ministry to reconsider. Without this data, we cannot address the long-term manpower resilience of the sector.
Third, will the Ministry partner with Singapore Tourism Board and National Heritage Board to integrate sea farms into heritage and tourism products? Telling the story behind our food can drive local demand necessary for food security.
Chairman, if sea-based farming is a pillar of our resilience, we must protect its viability. In 10 years, will open-cage fish farming remain part of our food story or merely our history?
Mr Foo Cexiang (Tanjong Pagar): Chairman, I declare my interest working in the supply chain sector.
In November 2025, Minister Grace Fu unveiled the Singapore Food Story 2. She highlighted how MSE will enhance Singapore's food security through the four pillars of diversifying imports, growing local, stockpiling and forming global partnerships. I was encouraged by the refreshed strategy. It is hard-nosed and practical. However, I believe for these strategies to be to be successful, we will need to forge a strong alliance between our food and supply chain logistics sectors. Let me explain.
First, we have to go beyond diversified imports to diversified imports with integrated logistics. Our efforts to diversify our food sources will only be as successful as our ability to transport them safely to Singapore. For many products, a new source is useless if the cold chain breaks. Therefore, I suggest that the Government support the set-up of shared digital platforms where importers and logistics providers are able to track \"source contamination risks\", work out alternative sources and transport pathways to Singapore, in real-time.
Second, going beyond growing local to growing local costs effectively through shared infrastructure. To make our high-tech farms commercially viable, we will need shared plug-and-play logistics hubs that consolidate cold storage and first-mile, last-mile distribution. This will help to bring down distribution cost for producers and make our local produce much more cost competitive.
Third, going beyond stockpiling to innovative stockpiling. Our strategic stockpiling of rice and proteins relies on the ability of the supply chain partners because they are the guardians of the reserves. We should encourage our food producers, retailers and supply chain partners to work together, to develop innovative technologies and strategies that enable our food to last longer, while also generating less waste.
And finally, going beyond developing global partnerships to transforming Singapore into the regional distribution centre for high-value food. We should leverage our world class port-infrastructure and invite food firms to use Singapore as their re-export base, where products are processed, certified by SFA standards and redistributed across the region. This will give us strategic leverage and early-access visibility to global food flows that others lack.
Mr Chair, as we develop Our Food Story 2, I believe it is time to build our hawker story too. Sir, while not highlighted as much as for public housing and public transport, much of our food in our public hawker centres is supported by the Government, through rental policies and productivity grants. The Government also invests significantly to build and upgrade hawker centres, without recovering the costs from Socially-conscious Enterprise Hawker Centres (SEHC) operators or stall owners.
Our Pioneer hawkers, who currently still make up around 30% of cooked food stallholders, pay heavily subsidised rent at about $300 per month. This is part of the social compact between the Government and our people, and our hawker centres and culture have become a central part of our national identity.
Sir, this House debated hawker culture in Singapore extensively in 2024. I was not in the House then. But I would like to raise two points that I believe will influence our hawker culture in the decade to come.
First, while our Pioneer hawkers still make up 30% of cooked food stallholders, this proportion will drop sharply over the next decade as they age. There will be a cliff effect. Many of them are already operating their stalls with the help of their family members, relatives or stall assistants.
In 2024, then-Senior Minister of State for MSE Mr Koh Poh Koon said that the stalls of our pioneer hawkers can be transferred to immediate family members at the same low rent of about $300 per month. I would like to clarify if this low rent will be extended to subsequent renewals by the family member, or if subsequent three-yearly renewals will be subjected to the market rent, for which the median rent is around $1,250? If it is the latter, then it must follow that the average or mean rent of our hawker stalls will go up over the next decade, because 30% of stalls is a substantive proportion, and the jump from $300 to $1,250 is more than a four-fold increase.
Sir, I have several Pioneer hawkers in my constituency of Tanjong Pagar-Tiong Bahru. Their children, who are now also in their 50s to 60s, have come to me. They want to take over the stalls from their parents but are worried of the rental spike when they do so.
I understand that it is not realistic or practical to expect the rents of these stalls to be retained at $300 in perpetuity. However, I would like to seek MSE's consideration to stretch out the rental increase over a much longer period. For example, rather than a sharp jump from $300 to $1,250 in three years, could we stretch it out over 12 years instead?
Second, manpower. Since 2025, NEA has allowed hawkers to hire Long-Term Visit Pass (LTVP) and LTVP+ holders. Mr Chair, I appreciate the expansion of the pool of stall assistants. However, my view is that as long as the head of the stall is a Singaporean, physically present daily at the stall and producing familiar hawker food, it does not matter as much the nationality of his or her stall assistant.
Hence, to further support our long-serving hawkers manage their manpower needs and costs, I urge MSE to re-consider allowing work permit holders to work as stall assistants in our hawker centres, for stalls that have been operating for more than 10 years. Ultimately, the familiarity that all Singaporeans seek most in our hawker centres is the food, not the stall assistant.
Mr Chua Kheng Wee Louis (Sengkang): Chairman, earlier this year, the Government announced that participation in the budget meal programme by HDB coffee shops would no longer be mandatory, citing feedback from patrons and hawkers. I believe this is a step in the right direction, amidst rising operational costs and long working hours, providing budget meals, eat away at the already thin profit margins of our hawkers, who often have to compromise budget meals' nutritional value to compensate for their diminished profit margins.
Nonetheless, stallholders in SEHCs continue to offer such value meals as centre operators are required to ensure the availability of affordable meal options. It was also revealed last year that stallholders at Bukit Canberra were contractually bound to provide free meals for low-income residents at their expense, although this was subsequently scrapped. Further, the discounts offered to Pioneer Generation (PG), Merdeka Generation and certain the Community Health Assist Scheme (CHAS) cardholders are absorbed by the hawkers themselves.
Although many Singaporeans feel the pinch of rising hawker food prices, it is unfair for our hawkers to shoulder the direct responsibility for providing affordable meals. As I have shared in my speech on the Hawker Motion in 2024, the Government could provide discounts for lower-income Singaporeans based on their CHAS card type. As it is, cardholders who present their CHAS card at the participating eatery would be able to receive a discount on their food, the quantum of which corresponds to the colour of their CHAS card, whether it is blue, orange or green.
Importantly, the cost of this discount should not be imposed on the hawkers, but on the Government instead. Rather than subsidise high net worth individuals who, like low-income households, all receive the same CDC vouchers, the subsidy will be better directed to those who need it the most.
With this, the responsibility of ensuring the affordability of well-balanced and nutritional meals will be shared in a much more equitable fashion across stakeholders, a point which I have shared in a Parliamentary Question in 2025. By enhancing governmental support to ensure affordable meals, while securing the livelihoods of our hawkers, younger players could come in and rejuvenate the hawker scene, while sparking the trend of a rising number of veteran hawkers calling it quits and retire.
Mr David Hoe: Chairman, I would like to speak on a very practical aspect of a liveable environment and that is pest control, and this is a case for MSE and NEA to play a stronger role as a national aggregator. Many residents experience pest issues daily and lead to frustration, including things rodents and cockroaches, and if left unchecked, these problems can become a public health. I am sure many of you here have received feedback from our residents in this regard.
So, I want to suggest that MSE and NEA can do more as a national aggregator for pest control so that we can build a more liveable environment. To be clear, I am not advocating for the agencies to take over the municipal responsibilities from Town Councils. But what it means is using the strengths as the national agency to raise baseline standards.
First, MSE and NEA can set clearer common service standards. These would address questions, for example, what should the expected response time be when there is a high-risk hotspot, what constitute an adequate follow-up; and also, what is an acceptable recurrence rate? If we define these standards clearly, it becomes easier for all of us to hold vendors accountable and to assure residents that you get the same basic level of service applied regardless of constituency.
Second, there is a case to pool demand and provide shared capabilities because some Town Councils might not have the ability or scale to be able to maintain specialised teams or a surged capacity when a sudden outbreak happens. So, a national aggregator can allow for specialised teams, better diagnostics and faster mobilisation when multiple estates are affected.
Third, this can be operationalised through a whole-of-Government demand aggregation contracts with standard key performance indicators and outcomes. If we measure these outcomes consistently, we can compare performance, learn what works and raise standards across all board.
A case in point to why a demand aggregation might be useful is a case of catching chickens. From my research, one Town Council may effectively be paying $200 to catch one chicken and another Town Council pays $400 to catch another one chicken for a similar outcome. So, by having a demand aggregation, we can reduce cost variance and achieve similar outcomes.
Finally, the public-facing side as well. Advisories for food operators and residents in relation to pest control should remain current, multilingual and practical. Education and enforcement on waste management, food handling practices and environmental cleanliness. should be targeted and sustained.
In summary, if MSE and NEA can coordinate standards, pool demand and strengthen shared capabilities, we can reduce the unevenness across estates and deliver a more consistent baseline of public health and liveability for residents across Singapore.
Ms Lee Hui Ying: Chair, Budget 2026 raises tobacco tax to discourage smoking, but the real victims are those trapped at home – children and non-smoking family members exposed to second-hand smoke.
This topic has been brought up in this House multiple times. But we must continue to place attention on this silent killer. From The Global Burden of Disease 2023 study, at least one person in Singapore dies that is attributed to second-hand smoke and the numbers are climbing.
It is time to move beyond taxation. It is time to act decisively to protect Singaporeans from second-hand smoke. It is time to legislate and ban smoking at windows and balconies. To be clear, it is not to police what happens inside homes, but to stop smoke from drifting into neighbours' units and harming our young and old. There is a need for stronger enforcement powers and smarter surveillance. How effective are current measures in addressing complaints on second-hand smoke and also high-rise littering?
We now face a technological stalemate. Catching offenders in the act is difficult and existing cameras are limited by angles and privacy constraints within homes. As a result, recalcitrant offenders act with a sense of immunity, and many complaints reach a dead end for lack of evidence.
MSE is already using AI video analytics for rat surveillance and drainage inspections. It is time we apply this strategic advantage to protect our residents' health, safety and living environment.
Will MSE commission a sandbox pilot for AI-enabled enforcement cameras? This pilot using smart cameras could first, automatically and instantly mask the interiors of units and the faces of residents to ensure privacy; two, strictly detect specific motions, specifically the trajectory of an object being thrown or the lighting of a cigarette at the window interface.
With this, we can overcome the privacy hurdle that currently prevents enforcement.
Mr Cai Yinzhou: Did you know Singapore has 8,000 kilometres of ABC waterways, 17 reservoirs and yet, only 15 designated fishing spots?
We lament that our children are addicted to screens and thus must do more. To encourage them to spend time outdoors, children and youths I have met in Toa Payoh turn to fishing to manage stress and connect with nature. However, with no designated fishing spots in close proximity, they resort to fishing in unauthorised and often more dangerous areas, areas with high human traffic, fast water currents or precarious physical barriers. Often, youths fishing illegally are met with negative public sentiment or disproportioned aggression.
If we want our youths to be the stewards of our environment and their outdoor safety, we must first allow access to legal and safe interactions. I ask the Ministry to consider opening more designated fishing spots within our reservoirs and waterways by providing convenient and legal access, move away from culture — Thank you.
The Chairman: Mr Lee Hong Chuang.
Mr Lee Hong Chuang (Jurong East-Bukit Batok): Chairman, with 30% of Singapore barely above sea level, climate change threatens our home. Beyond enhancing our infrastructure, we must recognise the vital role of civic society and youth in climate resiliency.
Groups like SeaKeepers Society Singapore lead youths-driven marine initiatives from biodiversity conservations and ocean clean-ups to reducing plastic and engaging communities in science. Their work strengthens coastal defence, builds regional stewardship and raises public awareness. I urge structured support through co-funding, grants and mentorship so young advocates can actively contribute to national planning.
Coastal protection is more than engineering; it is a whole of nation effort. Let us empower our youths, together safeguard our seas and our future.
(In Mandarin): [Please refer to Vernacular Speech.] Let us empower our youths, and together safeguard our seas and our future.
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The Minister for Sustainability and the Environment (Ms Grace Fu Hai Yien): Mr Chairman, my family welcomed a new member, my granddaughter Ning, this year with great delight.
Her arrival has made me think differently about the future – her future and the future of the world she will live in. She has moved my life goals. I now want to be fit enough to play with her. I hope to live to see her graduate from college, and she brings new meaning to my work in the Ministry of Sustainability and the Environment.
Numbers like net-zero at 2050, mean sea level rise by up to 1.15 metres in 2100, no longer seem so abstract. Ning will be 24 in 2050. What kind of world will she live in? Will she enjoy bliss and stability, or will she confront chaos, losses and disasters regularly in the prime years of her life?
You see, we are confronting two powerful and interconnected challenges. First, the intensifying effects of climate change. Records are being broken in recent years – the hottest year, most intense rainfall, heaviest snowstorm, longest wildfires. Climate hazards are projected to cause economic loss of over a trillion dollars by 2050. Disruptions in food production and water supply may become frequent occurrences.
Second, global climate action is under strain. Economic instability and geopolitical contestation, like the latest conflict in the Middle East, are clouding our focus on protecting our environment. Major emitters may backslide on their climate obligations as they grapple with the global tensions on security, energy, trade and investments. In such uncertain times, the environment becomes an inevitable casualty, and our planet will face the impacts of climate change more severely and sooner.
Singapore will not be spared from these impacts. Our water and food security will be threatened by more frequent supply disruptions and shortages. Rising sea levels, coupled with high tides and extreme weather events, threaten to submerge a significant part of our country by the end of this century, potentially causing major losses in property, our economy and human lives.
Our businesses will likewise face climate risks such as damaged infrastructure, reduced productivity and supply chain disruptions. Businesses that have invested in other parts of the world will face similar risks. Our people are already feeling the effects. Intensifying heat not only makes daily life uncomfortable, but affects our health, safety and even our way of life. This is not a pretty world to bring Ning into.
But as Prime Minister Wong said, we are not mere passive bystanders. You and I have agency. Businesses have agency. And Singapore has agency. In an increasingly volatile world, we must prioritise building a climate-ready Singapore now. We must prepare our infrastructure, businesses and people today to be resilient in a climate-impaired future.
As Ms Poh Li San and Ms Nadia Samdin have pointed out, strengthening our resilience requires collective action of all segments of society. The Government will lead in our national climate adaptation by identifying climate risks and developing long-term adaptation strategies. Where necessary, we will invest in infrastructure protection. Through GreenGov.SG, we will spearhead adaptation efforts and encourage the private sector to follow.
The private sector will include climate adaptation as part of their core business strategy. By conducting climate risk assessments, protecting workers, investing in infrastructure, diversifying supply chains and insuring against climate hazards, companies can protect themselves from larger losses and reassure their investors. Businesses must be able to ride through extreme whether events and resume operations as quickly as possible. Those who innovate and adapt will thrive in the future.
All segments of the community will build climate resilience. Schools can adapt their students' attire and activities and their classrooms to the heat. Sports organisations can adjust training schedules and enhance their facilities for safety during extreme weather. Grassroots groups can organise emergency preparedness drills for heatwaves, haze, or floods to strengthen community resilience.
Each of us can build resilience in ourselves and in our family – look out for our neighbours in times of haze, manage our household's food and water supply with contingency and familiarise ourselves with emergency response plans. Together, we must keep Singapore going as much as possible in step with the changing climate and recover as quickly as possible in the face of extreme weather events.
We will designate 2026 as the Year of Climate Adaptation to galvanise this collective effort on adaptation. It involves a comprehensive review of our adaptation measures across key domains such as heat resilience, coastal and flood resilience, and water and food resilience. Together with citizens, businesses and civil society, we will formulate Singapore's first National Adaptation Plan, our long-term strategy to build a climate-ready nation.
Let me elaborate on the key domains of the plan.
First, heat resilience. We will strengthen and coordinate heat resilience efforts across the whole-of-Government. We will invest more in research and development (R&D) to deepen our understanding of heat impacts, develop innovative cooling solutions and identify effective behavioural changes. Senior Minister of State Janil will share more details.
Next, flood resilience. Ms Poh asked whether our drainage infrastructure will still be sufficient if rainfall gets heavier in the future. We regularly review the adequacy of our drainage infrastructure, taking into account the latest drainage design standards and climate projections. Several projects are in the pipeline.
For example, we will be carrying out drainage improvement works to Bedok First Subsidiary Drain and Sungei Serangoon Eastern and Western subsidiary drains to reduce flood risks. We will also complete drainage improvements to 900 metres of the Bukit Timah Canal between Rifle Range Road and Jalan Kampong Chantek this year. Besides drainage improvements, building shared responsibility and fostering community resilience will remain key flood resilience strategies. The Senior Parliamentary Secretary will share more later.
Third, coastal resilience. To protect our coastlines from rising seas, we will build a continuous line of defence around Singapore. We are pleased to share that we have now completed conceptual studies for the North-west Coast from Tuas to Lim Chu Kang. The studies recommended replacing tidal gates and raising the dykes that are protecting our western reservoirs – a significant source of our water supply. Site-specific studies for Sentosa and the Southwest Coast will commence this year.
This week marks an important step forward in our coastal protection journey. We will table the Coastal Protection Bill in Parliament for Second Reading, which, when passed, will give us the legislation and regulatory powers to implement our coastal protection plan.
As we reshape our coastlines for the future, we will work hand-in-hand with stakeholders to co-create solutions that not only protect our shores and preserve the spaces and features we value most but provide opportunities to create new spaces.
Lastly, water and food resilience. We will continue to innovate and take collective action to ensure Singapore's basic needs are met even in times of disruption. Senior Minister of State Zaqy and Senioe Minister of State Janil will elaborate.
We have touched on the \"why\" and \"what\" of adaptation. And now, on the \"how\". A holistic adaptation plan needs to be grounded in and guided by science.
Members asked how we are enhancing climate monitoring and forecasting capabilities, including through international partnerships. Last September, we established the Climate and Weather Research Alliance Singapore (CAWRAS) to advance tropical climate and weather research for Singapore and Southeast Asia.
CAWRAS is implementing a $25 million Weather Science Research Programme, which will raise our capability in weather forecasts and climate projections.\tOf the programme's projects, one covers the use of AI to enhance predictions of heavy rainfall and strong winds, improving our ability to forecast weather phenomena like Sumatra squalls. Another will develop a high-resolution historical weather record, allowing Singapore and Southeast Asia to identify trends and provide insights into regional climate dynamics. These efforts position Singapore as a regional leader in climate and weather science through AI-powered forecasting capabilities that enable evidence-based policy-making.
We have forged partnerships with leading climate and weather science institutes. NEA is a core partner in the multilateral Momentum Partnership, a consortium of major operational weather centres and climate research centres.
NEA also has bilateral agreements with major research organisations in Australia, the United Kingdom and the United States. These partnerships allow us to exchange scientific knowledge and collaborate on climate science research.
We are expanding our heat stress sensor network from nine sensors in 2023 to 20 today and will install more sensors island-wide. This will augment our climate and weather monitoring capabilities and give the public more accurate heat stress alerts through the myENV app, enabling everyone to protect ourselves from heat.
Together, these advancements will help us make more timely and better decisions from early warning of climate hazards, our food diversification strategy to our long-term adaptation plan.
As climate change affects everyone, it is important for all Singaporeans to have the opportunity to shape our National Adaptation Plan. Ms Poh and Ms Lee Hui Ying asked how we plan to engage communities on this.\tThis year, the Government will conduct a series of engagements, including focus group discussions and a public exhibition. We will discuss why climate adaptation is important to all of us and why we need to prepare now.
We hope people can share their experiences dealing with the impacts of climate change, and their ideas on how they can also play a part in Singapore's adaptation efforts. By tapping on the collective minds of citizens, businesses and civil society, we will enhance our nation's climate resilience to safeguard our way of life, including those with more needs – the elderly, the young and the low-income households.
For businesses, we will engage and partner our industries in developing adaptation strategies that are tailored to their business needs. We will provide more details later this year and welcome Singaporeans' active participation.
The Government is fully aware that there are many community stakeholders who are passionate about climate action and have innovative ideas on adaptation. To encourage ground-up initiatives, the SG Eco Fund will broaden its funding scope to include adaptation. Let me share an inspiring example.
Anak, a local design agency, realised that there is a huge gap in how we dress for the heat. So, they brought together artists from around the world for a showcase on climate-adaptive fashion. They ran workshops, raising awareness about urban heat challenges and teaching participants how to create their own heat-mitigating accessories, turning awareness into action and inspiring new ways of living in a warming world.
I am wearing one of their pieces today, the Ultra Sarong. This scarf, adapted from the Sarong, changes colour from yellow to orange when exposed to the sun, giving you a visual alert to UV exposure. We welcome more of such brilliant ideas from the community. The Senior Parliamentary Secretary will share more about how the Government will support. Mr Chairman, in Chinese, please.
(In Mandarin): [Please refer to Vernacular Speech.] MSE has designated this year as the Year of Climate Adaptation. Our work ahead is substantial. No single Ministry, agency or sector can do this alone. Businesses must innovate, communities must support one another and researchers must push boundaries.
Most importantly, we need active public participation. Whether in exploring ways to better manage heat, how to be prepared for flash floods or how we can implement measures while preserving recreational spaces and biodiversity at our coastlines, public participation will determine the effectiveness of our long-term plans.
Inputs from members of the public will shape our first National Adaptation Plan, which we will publish in 2027 and implement in the years to come.
Chairman, as a new grandmother, I hope that my granddaughter can grow up in a peaceful and stable environment. However, even though our country does its utmost to protect the environment, environmental changes occurring elsewhere will still affect us.
In this world full of uncertainties, I hope that my granddaughter can grow up with resilience and confidence to meet the challenges ahead of her. Climate adaptation is not merely about building sea walls along our coasts. It is also about enhancing the mental preparedness and response capabilities of our people and communities, so that our nation can remain calm and steadfast when facing increasingly volatile and extreme weather events.
(In English): I want to show Ning that as in the first 60 years of our nation building, we can, in the next 60 years and beyond, beat the odds by our collective will, sheer determination and the fighting spirit to never be constrained by our small size in our climate action. Most of all, as a Singaporean, I would like our generation to be a source of pride for the future generations of Singaporeans, that we have done right by them, that with gumption and courage, we have the foresight to make the right strategic decisions to build a strong foundation for climate resilience for their future.
I call on all Members of this House and all citizens, businesses and civil society to participate fully in the formulation of our National Adaption Plan in the Year of Climate Adaptation. This is the time to act. [Applause.]
The Chairman: Senior Minister of State Dr Janil Puthucheary.
The Senior Minister of State for Sustainability and the Environment (Dr Janil Puthucheary): Mr Chairman, we are experiencing the effects of climate change today. We must therefore take decisive action to adapt to the new realities we face. Hence, we designated 2026 as the Year of Climate Adaptation. This requires a multi-pronged approach, which includes enhancing water resilience, heat resilience and resource resilience.
At the heart of all our adaptation efforts is the importance of collective action. Government agencies, businesses, community groups and individuals, all of us have a part to play.
Ms Valerie Lee asked about our water resilience efforts. Our water story is an inspiring one. We are a small island nation with limited natural water resources. Through strong national determination, long-term planning and innovation, we have built a robust and diversified supply of water over decades with our four national taps: local catchment water, imported water, NEWater and desalinated water.
A recent UN report has declared that the planet has entered global water bankruptcy, with long-term water withdrawals exceeding renewable inflows in many regions across the world. It is crucial that Singapore continues to plan ahead and invest in water infrastructure, so that our water needs continue to be met. We have made good progress.
The second phase of the Deep Tunnel Sewerage System (DTSS 2) will expand the conveyance of used water, which becomes feedstock for NEWater production. Construction of DTSS 2 has progressed well, with the deep tunnels substantially completed. At its terminus, the Tuas Water Reclamation Plant and Tuas NEWater Factory are scheduled to commission in phases from 2027. When completed, the DTSS will also free up 150 hectares of land for other uses.
We have commenced construction of Changi NEWater Factory 3 and expect works to be completed in 2028. PUB is also carrying out a feasibility study of a potential sixth desalination plant. With climate change, NEWater and desalinated water are key weather-resilient sources that especially strengthen our water resilience.
Our water distribution network also remains one of the most efficient in the world, with water losses at about 8%. PUB achieves this with regular maintenance and technology, such as sensors to detect and respond to pipe leaks early.
As we invest in building and maintaining our water infrastructure, we should also persist with our water conservation efforts to moderate the growth in water demand. We will continue to work closely with stakeholders, from households to businesses, to shape behaviours and promote sustainable water use.
To address rising temperatures, we have developed a science-based, multi-pronged heat resilience strategy. As mentioned by Ms Valerie Lee, this is a whole-of-nation effort – academia, Government agencies and the community must come together so that Singapore continues to be a vibrant, liveable and dynamic city.
Mr Ng Shi Xuan asked how we will harmonise standards and share best practices across existing heat resilience efforts. Tackling heat has been an ongoing work of the Government. For example, MSE has been enhancing public awareness on heat stress prevention through the Heat Stress Advisory and communication campaigns and the Ministry of National Development has been incorporating cooling strategies into our city's urban planning and building design, such as wind corridors to optimise wind flow and trees to provide shade along key pedestrian routes and public spaces. We had also prepared the national heatwave response plan involving over 30 Government agencies and Ministries.
As climate change impacts intensify and heat continues to affect all segments of the society, we need to tighten whole-of-Government coordination and enhance our heat resilience strategy so that we holistically address all impacts of heat, including those to the economy and society.
We are happy to announce that MSE has established a new Heat Resilience Policy Office. The new Heat Resilience Policy Office will bring together efforts across various agencies, including the Ministry of National Development, the Ministry of Health, the Ministry of Manpower and the Ministry of Social and Family Development, to chart the way forward for our heat resilience efforts. We will do so in three main ways: coordinate action, oversee research and represent us internationally.
The Office will develop a Heat Resilience Action Plan across the infrastructure, health, economic and social sectors. The Action Plan will identify priority areas and develop measures to address them, including by extending proven solutions to other sectors. This will also prevent duplicative efforts and ensure that our principles are aligned, while working with individual agencies leading the various initiatives. Some issues that we will need to deal with include, which areas, sectors or population segments are most at risk and how can we further support these groups? What additional research is needed for sectors to develop effective, tailored measures? How do we balance the need for additional cooling against the need to meet our emission targets?
The Office will work with Government agencies to engage businesses and communities on these important issues and explore how we can build heat resilience in our local spaces and communities together. I thank Mr Ng Shi Xuan, Ms Valerie Lee and Mr David Hoe for their suggestions. They are practical and worth taking a closer look with the relevant agencies. We will take these onboard as we engage our stakeholders and develop our Action Plan.
Coordinated oversight of our research and technology efforts for heat resilience is also needed so that we continue to build capabilities and deepen our knowledge. This ensures that the measures under the Action Plan are backed by science.
We will launch the RIE2030 Heat Resilience R&D Programme, to advance capabilities and investments in heat resilience research through two complementary pillars – one focusing on infrastructure interventions and the other on understanding and managing impact of heat on society. As part of this programme, we will launch a $40 million \"Adapting to Heat Impacts\" Funding Initiative, which will step up research in emerging areas, such as heat impact and community heat resilience.
Mr David Hoe asked how our heat resilience plans will cater to vulnerable groups. This will be a key area of our research under the new Funding Initiative. We will devote more resources to study and protect those who are more vulnerable to heat, such as the elderly and the very young and those who are more exposed to heat, such as outdoor workers. We aim to better understand how heat affects us all, and develop tailored guidelines and solutions to help everyone thrive in a warming world.
This new bound of research builds on work that we have done over the years, bringing together researchers and agencies to co-create innovative solutions. For example, under the Cooling Singapore 2.0 project, researchers have worked with Government agencies to develop an island-wide Digital Urban Climate Twin to simulate Singapore's urban climate and assess the effectiveness of various cooling strategies. This will guide agencies in testing and implementing heat mitigation strategies.
As we chart out our next bound of research efforts under the RIE2030 Heat Resilience R&D Programme, we call for researchers and industry to join us on this journey.
The Office will also lead international engagements and collaborations on heat resilience. We will share our efforts and learn from other countries' best practices. This is not new, but will now be more coordinated. For instance, following the success of the Digital Urban Climate Twin by the Singapore-ETH Centre, local authorities in Brazil are piloting the tool to simulate city- and district-level climate change scenarios.
This heat resilience strategy also works alongside existing efforts, such as the Go25 national movement. Launched last year, Go25 encourages behavioural change by getting residents to set the indoor air-conditioning temperature at 25 degrees in their homes, offices and buildings where possible. The aim is to tackle overcooling and reduce energy use, without sacrificing thermal comfort.
The campaign in 2025 saw strong participation from around 200 industry partners who committed to reduce over-cooling, adopt sustainable practices and build long-term heat resilience. The energy efficiency pledges will translate to at least $6.4 million in annual savings.
A win for the environment and long-term cost savings, without compromising on thermal comfort. I encourage Members to visit the common spaces of our integrated hubs, such as Our Tampines Hub and Wisma Geylang Serai, as well as our community clubs, such as Yuhua Community Centre and Kebun Baru Community Centre. They have pledged to Go25 and installed hybrid cooling systems, which include a combination of fans and air-conditioning, to keep our shared spaces comfortable.
As we adapt to climate change, we must also work to mitigate our impact on the environment. For households, residents can use vouchers under the Climate Friendly Households Programme to purchase energy and water efficient household appliances. Ms Hany Soh asked about our plans for this programme. Next month, we will expand its eligibility to include five-tick clothes dryers and induction stoves.
Creating a circular economy is another key enabler of climate mitigation. By shifting towards mindful consumption and sustainable habits of reducing, reusing and recycling, we can minimise the amount of waste disposed of.
I thank Mr Abdul Muhaimin, Ms Lee Hui Ying, Ms Poh Li San and Mr Pritam Singh for their interest in waste reduction and recycling. Since launching the Zero Waste Masterplan in 2019, we have introduced segregated recycling to complement mixed recycling through the blue bins. For example, we introduced Singapore’s first Extended Producer Responsibility scheme in 2021 to ensure proper end-of-life management and the recycling of e-waste. For food waste, the Good Samaritan Food Donation Act, which commenced in 2025, will facilitate the donation of surplus food to beneficiaries. In addition, under the Resource Sustainability Act, new commercial and industrial buildings that generate large amount of food waste are required to segregate them for treatment and reporting.
One waste stream that deserves particular attention is packaging waste, of which plastics is a significant component. The amount of packaging waste generated in Singapore forms one third of our domestic waste generated. Our overall recycling rate is low, and for plastics, it is only around 5%.
This is why we are strengthening circularity for packaging. Ms Hany Soh and Ms Lee Hui Ying asked about our efforts to tackle this waste stream. In July 2023, we implemented the Disposable Carrier Bag Charge. Since then, participating supermarkets have reported a 70% to 80% reduction in the number of bags issued at checkout.
Mr Dennis Tan also asked if we will expand our Extended Producer Responsibility scheme to enhance producer accountability in managing waste. We had recently discussed in the House our second EPR, the Beverage Container Return Scheme. In a few weeks, the scheme will launch with the tagline “Return Right”.
Return Right began as a recommendation by a Recycle Right Citizens’ Workgroup in 2019. This House supported legislative changes to enact the scheme in 2023. Subsequently, a consortium of producers came together to form BCRS Ltd to operationalise the scheme. With the scheme, we expect to recover over 16,000 tonnes of material every year for recycling.
Through Return Right, we hope that Singaporeans will also become more mindful of the packaging they consume, dispose of waste properly to keep our shared spaces clean and practise good recycling habits, which will reduce the contamination in our blue recycling bins.
Return Right would require all of us to make some adjustments – producers, retailers, consumers, food shops and more. Based on the experiences in other countries, it will take time for the scheme to settle into a steady cadence.
While the scheme starts in April, containers bearing the scheme’s deposit mark will gradually enter the market over the transition period, with widespread availability by August and September this year. This will give everyone some time to transit to a new way of recycling. In the coming weeks, we will expand outreach efforts with partners, scale up online publicity and see materials at stores explaining how the scheme works and where to recycle.
Major supermarket operators have come together to provide greater clarity in price displays for consumers. They have collectively decided to display beverage prices on shelves without including the 10-cent deposit, and reflect that the deposit will be charged at checkout. We will continue to work closely with the industry to ensure transparent pricing for consumers.
We are also working with BCRS Ltd to make recycling as practical as possible, while keeping the cost of operations reasonable. Efforts are underway to deploy over 1,000 Return Right reverse vending machines (RVMs) by 1 April, where consumers can get their 10-cent deposit refunded via SimplyGo EZ-Link cards and concession cards and DBS PayLah!. At launch, there will be roving ambassadors to assist consumers in the use of the RVMs.
We will progressively increase the RVMs deployed to 2,000 within the first year as more containers with the 10-cent deposit mark enter circulation. Some of these additional RVM locations have already been identified and the remaining ones will be located based on return patterns, and feedback from the community and other stakeholders.
We recognise that some seniors and persons with disabilities may require additional support to adapt to the scheme. We will therefore work with community partners such as TOUCH Community Services, Tzu-Chi Foundation (Singapore) and the Singapore Environment Council to reach out to these groups, to better help them understand the scheme and address any challenges they may face in returning their beverage containers. We are also working with SG Enable to improve the return experience.
I have spoken about purchasing beverages from the supermarket or a retail shop and returning them at the RVMs. But what happens when we order a beverage while dining outside in a restaurant? The F&B landscape in Singapore is very diverse, with different settings and operating models. To address this, we have identified two main typologies, which will be clearly differentiated for consumers’ ease.
Some restaurants and food shops have indicated that they plan to collect back the containers of beverages consumed during dining-in and hence they will not charge their customers the 10-cent deposit. These establishments will be known as Return Right F&B outlets. Because they will take care of the beverage containers, they are taking on the responsibility and so, they will not transfer that responsibility on to their customers. They will not be charging their customers the 10-cent deposit when you are dining in. They will either serve the beverages in cups or glasses without containers or serve the drinks with the containers, with the understanding that customers leave them behind or at the tray return point after consumption for collection by the outlet. To help diners easily identify these outlets, they will display signages and decals prominently.
For the customer, this arrangement is similar to the current dining experience. However, it will require additional effort and some operational adjustments for F&B operators. We will therefore provide a one-time support of $500 per food shop on application.
For restaurants and food shops not participating in the Return Right F&B scheme, the default arrangement will apply – beverage containers will be sold with the 10-cent deposit. In short, the 10-cent deposit follows the container, and the responsibility then to deal with the container and recycle it. This default arrangement is also more suitable for certain settings, such as hawker centres and most coffeeshops. In these settings, takeback arrangements could be quite challenging due to the porous nature of the dining areas and the presence of multiple drink stalls within the same area in the case of hawker centres.
Most HDB coffeeshops will be within a five-minute walk from an RVM. For hawker centres, which serve as high-footfall community gathering points, an RVM will be placed either within the premises or nearby once the RVMs are fully deployed.
Recycling is a shared responsibility, and everyone has a role to play. We can each do our part in making beverage container return work. This does require some adjustments. But every small effort counts, and together, we can build a greener and more sustainable Singapore.
The spirit of shared responsibility and collective action must extend to how we take care of our common spaces. I thank Mr David Hoe and Ms Lee Hui Ying for raising the topics of high-rise littering, second-hand smoke and pest management as these are important issues that require everyone to play their part.
To address persistent feedback on high-rise littering, NEA is piloting an enhanced partnership with Town Councils. Under this initiative, each Town Council is provided with two surveillance camera deployments per month to enable faster and more targeted intervention for high-rise littering cases. Since the pilot started in October 2025, 39 cameras have been deployed with a 30% catch-rate, an encouraging result from our closer collaboration.
To reduce public exposure to second-hand tobacco smoke, NEA has progressively expanded smoking prohibitions to over 49,000 public places across Singapore, up from 32,000 in 2021. These measures are supplemented by targeted enforcement, including more than 900 thermal camera deployments in HDB common areas with persistent feedback since 2019. These cameras effectively detected smoking offences in about 44% of deployments.
On vector control, NEA has tightened its enforcement against rat-related lapses. About 1,200 enforcement actions were taken by NEA and SFA against premises owners and managers for rat-related lapses in 2025, of which about 560 were for refuse management lapses. NEA will also continue to support effective vector control, working with stakeholders to raise service standards and enhancing capabilities through training and information sharing.
To suppress the mosquito population, NEA has also expanded Project Wolbachia, which will cover 740,000 households by March 2026, up from 580,000 households in April 2025.
Relying on regulations and enforcement alone is not enough. Collective effort by the community remains critical in helping us safeguard public health. Smokers should be considerate of those around them when they smoke. Premises owners and residents have a responsibility to prevent mosquito breeding and rat infestation.
Mr Chairman, climate adaptation requires a collective effort. As we chart our next-bound efforts in strengthening our water, heat and resource resilience, everyone can play their part. This is a vision for today and for the future. There is no time to waste. Everyone, from Government to industry to the community, can help build a liveable Singapore today and for many years to come.
The Chairman: Minister Grace Fu.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Committee of Supply Reporting Progress","subTitle":null,"sectionType":"OS","content":"The Minister for Sustainability and the Environment (Ms Grace Fu Hai Yien): Chairman, may I seek your consent to move that progress be reported and leave be asked again to sit again?
The Chairman: I give my consent.
[(proc text) Resolved, \"That progress be reported and leave be asked to sit again.\" – [Ms Grace Fu Hai Yien]. (proc text)]
[(proc text) Thereupon Mr Speaker left the Chair of the Committee and took the Chair of the House. (proc text)]
Mr Speaker: Minister Grace Fu.
Ms Grace Fu Hai Yien: Mr Speaker, I report that the Committee of Supply has made progress on the Estimates of Expenditure for the financial year 2026/2027 and ask leave to sit again tomorrow.
Mr Speaker: So be it. Leader.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Reforming CCA Access in Our Schools","subTitle":null,"sectionType":"OS","content":"The Leader of the House (Ms Indranee Rajah): Mr Speaker, Sir, I move, \"That Parliament do now adjourn.\"
[(proc text) Question proposed. (proc text)]
Mr Speaker: Mr Kenneth Tiong.
Mr Kenneth Tiong Boon Kiat (Aljunied): Speaker, I wish to discuss our co-curricular activities (CCA) system. A resident in my ward shared her son's story with me. He started playing tennis when he was seven. His primary school did not offer tennis as a CCA, so his parents arranged training outside – once a week with a private coach, twice a week in a small group programme. Both parents work full-time. For six years, he trained largely on his own. He never had a chance to play alongside peers of his age. His dream all through primary school was simple: to join a secondary school with a strong tennis team and finally be part of one.
He applied through Direct School Admission (DSA) to his dream school. The school took a handful of boys, all top ranked players in their age group. He was not selected for DSA. He did not give up. He worked hard for his Primary School Leaving Examination (PSLE) and earned his place on merit. Then came the CCA trial for tennis. He made it to the final round but was not selected.
At this school, trials are conducted before students submit their CCA choices. He was advised not to list tennis. The school explained that there was no room, space constraints, grading considerations. So, the boy chose rugby. It is one of the few CCA with vacancies and open to beginners. Rugby trains three times a week. With that and a heavier Secondary 1 workload, he had to give up competitive tennis. He can still hit a ball on weekends, but he cannot train seriously. His mother told me it was heartbreaking to watch her son give up the sport he loves, not because he was not good enough, but because the system would not give him a chance to become good enough.
Mr Speaker, I believe this is a system problem, not a talent problem. Each January, Secondary 1 students submit a ranked list of CCA preferences. For popular CCAs, sports, performing arts, schools conduct trials and auditions. Students who do not pass are asked to remove that CCA from their choices. Some fail multiple trials. They are allocated to whatever remains. This is not unreasonable on its own. Resources are finite, but consider what makes CCA different from everything else in our education system. CCA is compulsory. Students must participate for four to five years. Under LEAPS 2.0, that participation is graded and those grades translate into bonus points for post-secondary admission.
We have spent the last decade making the rest of our system more open. Mid-year exams removed, PSLE T-scores replaced with broader bands, streaming dissolved into subject based banding. Each reform carries the same signal: less sorting, more room. CCA has not received that same attention.
In 2020, the Ministry piloted the removal of CCA selection trials across eight primary schools. The pilot seems a success. Today, about two-thirds of primary schools operate without trials. When I asked the Minister about this on 12 February, the reply confirmed the results but did not address secondary schools where LEAPS 2.0 applies and stakes are highest.
There is a model already operating in Singapore – in our international schools. At Singapore American School, students who miss the competitive team are not turned away. They join a developmental programme and continue training. No student is excluded. It is an established system, on Singapore soil, showing that open participation and competitive excellence reinforce each other.
This principle is not foreign to local schools. Hwa Chong's track and field programme – the first school to win all four divisions at the National Schools Championships in a single year – requires no prior experience and welcomes anyone with a passion for the sport. It fields athletes across every event category: sprints, jumps, throws, walks, cross-country, pole vault.
A 2008 report on the National Schools Championships observed that while a rival school matched Hwa Chong in first-place finishes, Hwa Chong's depth across the field – finishers in every event accumulating points – was what secured the divisional title. Broad participation is not the enemy of competitive excellence. At Hwa Chong, it is the competitive strategy.
Internationally, the pattern holds at scale. Durham University fields 16,000 students across 550 teams, 75% of its student body, and it is the top-ranked team sport university in Britain. In the United States, eight million high schoolers play athletics; at the college level, over two million play club sport alongside half a million National Collegiate Athletic Association varsity athletes. The base of the pyramid and the peak are not in competition. They are the same structure.
Norway's sports federation has codified this. Its Children's Rights in Sport provisions, adopted in 1987, guarantee every child the right to choose whichever sport they choose to participate in. Selection determines competitive squads, but no child is excluded. That system, in a country of 5.6 million people, our size, has produced 445 Winter Olympic medals, more than any country on earth.
I also want to turn to DSA, because DSA and CCA are entangled. DSA now covers 141 of 148 secondary schools. Sports is the largest talent category. When a tennis CCA has 20 spots and half are reserved for DSA students, the remaining places must absorb the entire non-DSA cohort – through trials and leftover places. That boy in my ward trained for six years and earned his school place on merit. But the system had already given away half the seats before he arrived.
The question is straightforward: who has access to the preparation that DSA awards? Competitive sport at age 12 requires years of coaching, tournament entry fees and parents with the time and means to support it. In 2024, a basketball coach was investigated by the Corrupt Practices Investigation Bureau for allegedly charging parents $30,000 to $50,000 per child to secure DSA placements. That is not an isolated bad actor – it is a market responding to a system where the stakes are high and the pathways narrow.
Does early selection identify future talent? Sports science is settling on this question and it is not a close call. In December 2025, a study was published in major journal Science, synthesising the developmental histories of over 34,000 top-level performers – Olympic athletes, Nobel laureates, elite chess players, classical music composers – and had a central finding: young standouts and adult world-class performers are largely different people.
Approximately 90% are different individuals. Early specialisation produces early results. But adult world-class performance is predicted by the opposite pattern: limited early discipline-specific practice, extensive multi-disciplinary engagement and gradual initial progress. World-class athletes averaged involvement in two other sports over nine years during childhood.
A companion meta-analysis supported it: the predictors of junior elite success were the precise opposite of the predictors of senior world-class success. Many talent promotion programmes select youths based on current performance, which is often a result of biological maturation – early puberty, relative age effect – being born earlier in the selection year and early specialisation – high volumes of sport-specific practice at a young age. These advantages typically diminish or reverse by adulthood.
It further recommended that since current performance is a poor predictor of future potential, selection should consider \"side-entry\" athletes and prioritise those with sustainable development patterns, such as moderate main-sport practice combined with other sports. Also, that programme success should be measured not by junior medals, but by how many athletes transition to senior international excellence.
This matters because our CCA system – trials at age 12, a four-year lock-in, LEAPS points tied to competitive results – is structurally an early-selection model. It may produce results in the National School Games. But a system optimised for junior results, by the best available science, is not selecting for true adult world-class performers.
I would like to highlight Singapore's National Youth Sports Institute (NYSI). NYSI's Junior Sports Academy exposes Primary 4 to 5 students to four different sports over two years. NYSI's Head of Sport Science has stated publicly that broad-based sporting experience produces equal or better outcomes through cross-transfer of skills. NYSI even hosted a dialogue with one of the principal authors of that 2025 Science study, Prof Arne Gullich, in 2019, to discuss these principles.
So, the gap is not between what we know and what we do not know. It is between what our institutions endorse and what our CCA system requires. Let us close the gap between rhetoric and reality.
Sir, I propose reform in three areas. First, open every door within the school. Extend the primary school pilot to secondary schools. Let trials determine who makes the competitive squad, not who gets to participate. Every student should be able to join at least one of their top CCA choices. Where a CCA conducts selection trials, these trials should sort students into a competitive squad and a developmental programme – not into participants and the excluded.
Students in the developmental tier train on fundamentals, fitness and game understanding, with the opportunity to trial for the competitive squad each year. This is not a radical idea. It is how Singapore American School and Hwa Chong already do it.
Schools should also survey incoming Secondary 1 students on their CCA preferences and publish the aggregate results. If 60 students want badminton and a school caps it at 20, that gap should be visible. Where demand consistently exceeds supply, schools should adjust. Some may move quickly, splitting sessions or expanding squads within the year. Others may take two to three years to reallocate resources from persistently under-subscribed CCAs. Either pace is fine. What matters is having a credible adjustment mechanism.
And because CCA choices at 13 years old are often made under constraint – a student allocated their third or fourth preference or a student who discovers a genuine passion through a developmental tier – I propose that students be allowed to change CCAs at the end of Secondary 1 or end of Secondary 2 without penalty under LEAPS. This ensures that commitment is meaningful.
Second, open doors beyond the school. We need systematic cross-school access. The Strategic Partnership CCA (SP-CCA) programme today serves 232 students from 86 schools across four sports. I welcome the expansion. But a programme of this scale serving 232 out of roughly 40,000 Secondary 1 students each year is a proof of concept.
I propose three concrete steps.
One, to double SP-CCA from four sports to eight sports within two years.
Two, publish a sport-by-sport availability map, showing which sports are offered at which schools, so that gaps are visible and planning is data-driven.
Three, publish a five-year SP-CCA expansion roadmap with clear targets and invite schools to form voluntary geographic clusters of four to six schools, pooling CCA offerings, so students can cross-attend.
If tennis is only available at 30 schools, it should be an SP-CCA candidate. The boy in my ward, the one who trained for six years, would have had a path. This also creates natural opportunities for the kind of social mixing across school types that the hon Member David Hoe has spoken about.
We should also recognise sport pursued outside school. SportSG already runs ActiveSG Academies and Clubs – affordable, structured programmes in football, basketball, tennis, athletics and other sports, designed for children and youths. Could students participating in a structured external programme – ActiveSG, a National Sports Association, or a registered academy – be eligible for CCA recognition, subject to verification by the school? And at primary level, could we double or triple the Junior Sports Academy intake – this fully Ministry of Education (MOE)-funded, non-competitive, multi-sport programme – given demand already exceeds supply?
Third, build the infrastructure to keep these doors open. If we ask schools to offer a developmental tier alongside competition, we need people to run it. Today, every coach on a school field must hold full National Registry of Coaches (NROC) membership. Since July 2024, provisional membership has been discontinued. A new coach must now complete SG-Coach Theory, a sport-specific Technical Level 1 course, Foundational Sport Science and Standard First Aid certification.
These are appropriate standards for competitive coaching. But we should consider whether a lighter certification pathway, suited to teaching fundamentals rather than competitive technique, might widen the coaching pool. Parent volunteers, older club players, retired coaches, polytechnic and Institute of Technical Education sport graduates who complete coaching practicals but cannot coach in schools without full certification, even full-time National Servicemen with sporting backgrounds could contribute meaningfully at the developmental level if the credentialing framework made room for them.
Norway's 9,500 sports clubs are almost entirely volunteer-run. Three-quarters of all coaches are unpaid volunteers operating under a tiered credentialing system. A country our size sustains developmental coaching across every sport because its framework makes room for volunteers, not only professionals.
CoachSG's own framework already includes an Exploration stage with a Community Coach programme. I propose that CoachSG create a new NROC tier – an Assistant Coach or Recreational Coach credential, completable in eight to 16 hours at nominal cost, covering maybe Safe Sport, first-aid, values-based coaching and inclusive session design. Holders could lead developmental CCA sessions under periodic supervision by fully certified coaches.
Two further changes are needed to align the system's incentives with its stated developmental purpose.
Review the LEAPS 2.0 Achievement domain. When bonus points depend on competition results and school representation, schools have a structural incentive to limit CCA places to students who boost competitive outcomes. Replacing competition-based indicators with measures of growth, effort and consistency would realign LEAPS to its developmental purpose.
And require MOE to collect and publish socio-economic data on DSA applications and outcomes – household income quartile, participation in paid preparatory programmes. When my hon colleague Ms Eileen Chong asked for this data, the Minister said that MOE does not collect it. I would respectfully suggest that this is a question worth answering. If DSA in sports systematically advantages families who can afford years of private coaching, then it is not a merit pathway. It is a wealth pathway with a merit label.
It is a core concern of the Workers' Party that wealth does not compound unfairness or widen social gaps through our education system – points eloquently elaborated over the years by my hon colleagues Mr Gerald Giam and Assoc Prof Jamus Lim.
Speaker, let me return to that family. That resident also has a younger daughter, at a different school. Her primary school runs recreational sports CCAs. No trials. The girl had never held a badminton racket in her life, but she signed up for badminton because she was curious. She was allocated her first choice. She is learning. She is happy and she belongs.
Two children in the same family. Two completely different experiences. The difference is not talent or effort. It is whether the school opens the door or closes it. That 13-year-old boy did everything he could. He trained for six years. He earned his place in a secondary school that was strong in tennis. He showed up for the trial. And the system told him: there is no room. He is now in his prime developmental years and he is playing a sport he did not choose, while the sport he loves slips further away with each passing term.
His mother told me: \"I will always wonder whether, if the school had been more open, my son might have improved and eventually earned a place on the team. It is something we will never have the chance to find out.\" We have an opportunity to make a system that is genuinely open, to extend to CCAs the same generosity of spirit that has guided every other recent reform of our schools. Sir, I so move.
Mr Speaker: Senior Minister of State David Neo.
The Senior Minister of State for Education (Mr David Neo): Mr Speaker, I thank Mr Kenneth Tiong for highlighting the importance of access to CCAs in our schools and its role in social mixing, which I spoke about this morning. Other Members, like Mr Shawn Huang, Ms Mariam Jaafar, Mr Melvin Yong, Miss Rachel Ong and Mr Gerald Giam have also made similar calls in the past.
Sir, education in Singapore has always been about more than just grades and academic performance. In 1966, during our early years of nation-building, then-Minister for Education Mr Ong Pang Boon identified extra-curricular activities (ECAs) as a means to inculcate moral values and a sense of national identity and pride among our youths. By the way, if you recognise the term \"ECA\", like me, you are probably of a certain vintage.
But that aspiration has remained unchanged. We want to nurture our students holistically into people who are intellectually curious, morally grounded, physically active and socially responsible. In 1999, we reflected these aspirations and we increased its importance by renaming ECAs as CCAs. It was a simple change of a letter, but it sent a deeper message that CCAs are not \"extras\" or add-ons, but they are an integral part of our holistic education. Education must go beyond academics and the confines of the classroom to also foster character, teamwork and resilience.
In this regard, CCAs provide authentic settings where students build character and apply values learned in the classroom – teamwork, resilience, empathy and leadership. Many of us here will recall our own school experiences or hear stories about this: friendships forged through a uniformed group, perseverance tested on the sports field or creativity sparked in a performing arts ensemble.
A few years ago, the hockey boys from St Hilda's Secondary School trained hard for their first post-pandemic National School Games competition and they won their opening match. But hours later, they would receive crushing news. Their coach had just passed away sadly from a heart attack. The school and alumni rallied around them. Their CCA teachers, Glenn and Caleb, would check in on them every day. Team Captain Nabeel would continually remind them of their coach's belief: \"Never stop fighting till the final whistle is blown\". Alumni would take time off work and school to coach and train the boys.
One of the alumni, Kishon, said \"The team needs support now, more than ever. They are family to me. How can I abandon them in a time of need?\" The team would go on to complete their games. As a tribute to their coach, the whole team wore T-shirts under their jerseys that read \"For you, Coach Kader\".
Why do I tell this story? I tell this story because CCA is important to us and to our students. It enhances their confidence, teamwork skills, communication abilities and a sense of school belonging. Studies have shown this and these are consistent with global studies.
But these outcomes are only possible because our principals, teachers, parents and students heeded our call in 1999 and made CCAs an integral part of our education. I also want to take this moment to thank our educators, parents and Members for their strong support for CCAs so that we can achieve holistic education outcomes for our students.
Mr Speaker, our CCA policies have also evolved in tandem with the broader vision of education. In earlier decades, CCAs placed more emphasis on discipline and school identity. Over time, they have also become platforms for nurturing leadership and civic engagement.
To encourage students' continued participation in a broad and diverse range of non-academic activities, a CCA grading scheme, LEAPS, which the Member mentioned was introduced in 2003. The introduction of LEAPS 2.0 in 2014 also marked another step forward. It was a deliberate step to focus more on quality over quantity and to reduce the excessive competition to 'chase' down to the last point. This reflected the feedback from parents, educators and students who felt that the previous framework had been overly competitive, including some of the other things that the Member has mentioned.
Nevertheless, Mr Speaker, we acknowledge the CCA landscape is not perfect and challenges remain, something that many Members of Parliament have raised over the years, including the ones that the Member has just mentioned.
Let me assure the House that we will continue to review and to improve. On access, and selecting one's favourite CCAs, we are working to further widen access for students to a greater diversity of CCAs.
I had a very serious conversation with the Acting Minister for Culture, Community and Youth about widening this access, but in case you are in doubt, that is also me. But that is the benefit of having multiple portfolios. We can bring together the strengths of different Ministries to work better for Singapore and Singaporeans.
MOE and the Ministry of Culture, Community and Youth (MCCY), in particular Sport Singapore and the National Arts Council, are working together to share facilities and provide professional coaching across schools.
Members may also be aware of the SP-CCA, the Member mentioned it as well, which enables secondary school students to pursue activities beyond what their individual schools offer. There is also the multi-school CCA, which is another ground up initiative where schools come together to offer CCAs to students that they could not otherwise have done.
I thank the Member for agreeing that we can expand these CCAs to more students and more schools so that students can get to choose and participate in their choice CCA. I will further expand on these efforts, so that students, regardless of school size, have access to quality and diverse CCA experiences. I will announce more details at the MCCY’s Committee of Supply (COS) debates later.
I am also glad that the Member agrees with Assoc Prof Kenneth Goh and my discussion this morning about the need to account for potential over early selection, and our improvements and the shifts in DSA. We will continue to ensure that students from disadvantaged backgrounds are supported. Our schools, as the Member has pointed out, already bear the cost of running CCAs, including fees for instructors and equipment.
Minister Desmond Lee, in his COS speech this morning, has said that students from lower-income families can tap on the MOE Opportunity Fund for learning experiences and any additional CCA expenses. We will continue to do what we need to do to make sure that students from disadvantaged backgrounds are not deprived of CCA participation because of financial reasons.
CCAs are a part of a much larger educational experience that develops our students to their fullest potential. MOE also provides a range of avenues such as the art, music, and physical education curriculum and various Applied Learning Programmes and Learning for Life Programmes. Of note also, is the Junior Sports Academy programmme for primary school students to discover their sporting strengths and interests, something that the Member has also spoken about. And yes, we will explore how to increase access to the Junior Sports Academy programme as well.
The Member also spoke about availability of coaches, and as I am sure he will know, during our debate earlier this year about the Singapore Sports Council (Amendment) Bill that NROC certification is required for the safety of our student. And it is something that is very welcome by Singaporeans. I think you will have to continue to require that our coaches do possess NROC certification.
While we have done much, we will continue to improve. Looking ahead, we will work across ministries, both MOE and MCCY, to continue to strengthen the role that CCAs play in nurturing the holistic development of our students. And as part of this, strengthening access to CCAs for students is a key priority, including allowing more of them their first choice and strengthening access for students from disadvantaged backgrounds.
As our Prime Minister has said in his Budget Speech, \"Every Singaporean, regardless of where they start in life, should have a fair chance to pursue their aspirations and realize their full potential.\" I believe this is no different in terms of gaining access to CCA.
Mr Speaker, I thank the Member once again for his very many suggestions. It is not possible for me to reply to every single one, but I also want to thank him for recognising the importance of CCAs in our schools.
CCAs are very much an integral part of our Singapore's education system and one that endeavours to develop every Singaporean into confident citizens. They give our students space to discover their passion and to contribute to their communities, and to develop into confident persons and concerned citizens.
As our society evolves, so must our approach to holistic education. MOE remains committed to working closely with teachers, parents and partners across Government and the community to ensure that students continue to be able to access CCAs and that CCAs continue to nurture both the heart and mind so that we continue to shape a generation that is not just ready for work, but for life.
[(proc text) Question put, and agreed to. (proc text)]
[(proc text) Resolved, \"That Parliament do now adjourn.\" (proc text)]
Mr Speaker: Happy Chap Goh Meh! Order, order.
Adjourned accordingly at 9.07 pm.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":"Matter Raised On Adjournment Motion","questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Relationship-based Support to Help Seniors Rebuild Daily Routines and Social Connections","subTitle":null,"sectionType":"WANA","content":"9 Ms Hazlina Abdul Halim asked the Coordinating Minister for Social Policies and Minister for Health (a) whether the Minister can share what structured relationship-based support is in place to help seniors rebuild daily routines and social connections; and (b) how does the Government ensure that initiatives such as Active Ageing Centres and Age Well Neighbourhoods provide meaningful engagement for seniors, especially those with complex conditions such as dementia and depression.
Mr Ong Ye Kung: There is a range of programmes as part of Age Well SG to help seniors stay socially connected.
Our Silver Generation Ambassadors reach out to seniors and connect those at risk of social isolation to buddying and befriending services at Active Ageing Centres (AACs). Community befrienders visit these seniors at least once a month. The AACs also engage seniors through activities, such as communal dining, and provide regular volunteering opportunities to ensure they are meaningfully engaged.
Seniors with more complex conditions, such as dementia and depression, will be referred to more targeted support services. For example, seniors with dementia can participate in cognitive stimulation and social recreational activities at Dementia Day Care centres. Community Outreach Teams (CREST) provide support to seniors with mental health needs, including mental health screening, emotional support and appropriate social activities.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Tracking User Satisfaction with ComLink+, Including Experience with Family Coaches","subTitle":null,"sectionType":"WANA","content":"11 Ms Hazlina Abdul Halim asked the Minister for Social and Family Development (a) how the Ministry tracks user satisfaction with ComLink+, including families' experience with family coaches; and (b) how the Ministry ensures consistent service quality and responsiveness of family coaches across all regions.
Mr Masagos Zulkifli B M M: ComLink+ supports lower-income households in achieving outcomes in Stability, Self-reliance and Social Mobility (3S). The goal is ultimately for the families to make progress across six domains: income security, children's development and education, housing, family functioning, financial resilience and health. While the Ministry of Social and Family Development (MSF) does not formally collect feedback from ComLink+ families on their experience with their family coaches, any families with specific feedback can provide them to their SSOs.
New family coaches are put through structured foundational training to build competencies in family assessment frameworks, engagement techniques (including motivational interviewing and cultural competency) and stakeholder collaboration. MSF has also developed a Practice Guide to codify good practices when working with ComLink+ families. Family coaches endeavour to adopt a firm yet empathetic approach while providing support to help families progress towards their goals. This approach focuses on achieving effective interventions and sustainable outcomes.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Standard Protocols for ComLink+ Family Coaches to Contact Disengaged Households","subTitle":null,"sectionType":"WANA","content":"12 Mr Cai Yinzhou asked the Minister for Social and Family Development (a) what is the standard protocol for ComLink+ family coaches to contact disengaged households before they are deemed uncontactable; (b) as at December 2025, how many families remained uncontactable after three, six, nine, and 12 months; and (c) what measures do Social Service Offices and community partners implement to monitor the wellbeing of vulnerable children in these persistently uncontactable households.
Mr Masagos Zulkifli B M M: Approximately 10% of families engaged remain unresponsive to us, although we have tried to contact them at least a few times through various means, such as calls, texts or home visits.
The Social Service Offices collaborate with community partners, like schools, grassroots organisations, hospitals and Social Service Agencies, who may have established better rapport with these families, to facilitate engagement of the family, including the children (if any).
Where there are concerns with potential abuse or domestic violence, Family Service Centres can invoke powers under the Children and Young Persons Act or Women's Charter to compel access to the children. The Ministry of Social and Family Development's Protective Service may also be engaged to assess the case and determine the appropriate intervention.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Impact of Social Media Use on Students' Learning Outcomes, Attention Span and Social Development","subTitle":null,"sectionType":"WANA","content":"13 Mr Victor Lye asked the Minister for Education (a) what trends have schools observed regarding social media usage among students; and (b) whether excessive use affects learning outcomes, attention span or social development.
Mr Desmond Lee: During curriculum time, there are limited opportunities for students to access social media. However, we know that they are spending time online after school. A local survey by CNA and the Institute of Policy Studies in 2024 found our youths spending an average of 1.5 hours daily on social networking activities. Anecdotally, we would all know students who spend way more than that amount of time on online games and social media sites.
The potential harms of social media on youth have been studied by many international researchers. Notably, excessive use of social media has been linked to poorer student well-being, affecting their attention span, learning outcomes and social development negatively. Algorithms on social media sites not only lengthen dwell time but can also lead to echo chambers and repeated exposure to negative content.
This is why the Ministry of Education (MOE) has introduced Cyber Wellness lessons in Character and Citizenship Education for primary, secondary and pre-university students to teach them how to maintain a healthy balance of online and offline activities, including managing the use of social media. Students also learn how to recognise risks online, identify negative influences and avoid excessive use of social media as these have an impact on their well-being. In addition, the Ministry of Digital Development and Information, MOE and the Ministry of Social and Family Development have also jointly developed the Positive Use Guide on Technology and Social Media, which provides youths with practical tips on building healthy and balanced relationships with technology. Relevant portions have been incorporated into Cyber Wellness lessons.
The Positive Use Guide is also useful for parents, who play a key role in guiding and monitoring their child's online activities. Schools will continue to work with parents by sharing resources, expert insights and strategies through relevant platforms, including Parents Gateway, to help parents guide their child in the use of technology and devices.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Mother Tongue Exemption or Replacement for Students with Conditions Such As Autism Spectrum Disorder or Dyslexia","subTitle":null,"sectionType":"WANA","content":"14 Dr Charlene Chen asked the Minister for Education (a) how schools determine eligibility for Mother Tongue Language exemption or replacement options for students with conditions, such as autism spectrum disorder or dyslexia; and (b) whether existing processes ensure timely access to relevant developmental information with parental consent, so parents have early clarity on potential eligibility.
Mr Desmond Lee: The Ministry of Education (MOE) is committed to helping every student achieve their fullest potential in Mother Tongue Language (MTL) learning, including students with special educational needs. This is the goal of our bilingualism policy, although we recognise that each student's learning journey is unique. For students who need additional support, we provide it through targeted programmes, like the Mother Tongue Support Programme, available at Primary 3 and 4, and a less demanding MTL curriculum from Primary 5.
We understand that some students with special educational needs continue to struggle with MTL despite receiving support. When this happens, schools partner closely with parents to carefully review the student's progress and learning needs.
MOE adopts a holistic process when reviewing applications for MTL exemption. Throughout this process, we work with parents to ensure they understand the criteria and timeline. Our assessment considers how the child is managing across all subjects, what specific challenges their condition presents and whether alternative support measures might better serve their needs. Exemptions are granted only in exceptional circumstances where a student's special educational needs significantly impact their ability to cope with their overall learning.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Police Call-outs to Attend to Public Nuisance and Average Time Taken to Resolve Such Disturbances","subTitle":null,"sectionType":"WANA","content":"15 Mr Kenneth Tiong Boon Kiat asked the Coordinating Minister for National Security and Minister for Home Affairs (a) how many locations received three or more police callouts for recurring public nuisance in the past year; (b) what is the average number of callouts to such locations before the nuisance is resolved; and (c) whether the current approach of responding to individual callouts is effective for locations with established patterns of recurring disturbances.
Mr K Shanmugam: The Police do not track the requested data.
The Singapore Police Force is a lean force. We have explained before, including in this House, that Police focus on law-and-order concerns. There are many activities that may cause some form of nuisance or disamenities, but which do not pose law and order concerns. Such cases will be referred to the relevant agency for follow-up.
Depending on the nature of the disamenity, there may be an offence disclosed. When a non-arrestable offence takes place, the complainant may be asked to file a Magistrate's Complaint or consider mediation at the Community Mediation Centre in cases of private nuisance. If mediation fails, and the case involves unreasonable interference with a neighbour's enjoyment or use of his or her residence, the neighbour may consider filing a claim with the Community Disputes Resolution Tribunals (CDRT). If the claim is made out, the CDRT can issue an order requiring the respondent to take steps to stop the unreasonable interference. The CDRT may also require the respondent to pay damages. Failure to comply with a CDRT order may result in the issuance of a Special Direction (SD) and non-compliance with an SD is a criminal offence that the Police will enforce.
Where there are recurring calls, the Police will work with stakeholders to assess and address the underlying causes.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Early SkillsFuture Support Top-up for Retrenched Individuals under Age 40","subTitle":null,"sectionType":"WANA","content":"16 Assoc Prof Jamus Jerome Lim asked the Minister for Education whether the Government will consider allowing retrenched individuals under the age of 40 to receive an early top-up of their mid-career SkillsFuture support.
Mr Desmond Lee: The $4,000 SkillsFuture Credit (Mid-Career) top-up is given to Singaporeans aged 40 and above, who may require a substantive skills reboot having completed their work-ready qualifications many years ago.
Singaporeans who become involuntarily unemployed and are looking to pivot into job roles with longer-term growth prospects can consider taking up career transition programmes, such as the Workforce Singapore's Career Conversion Programmes and the Infocomm Media Development Authority's TechSkills Accelerator programme. These programmes are available to eligible Singaporeans under the age of 40 and receive substantial funding support from the Government. Through these programmes, individuals are placed into jobs and receive a salary while undergoing company-led training. Individuals can also consider SkillsFuture Singapore's SkillsFuture Career Transition Programmes that provide training for up to 12 months as well as employment facilitation.
We will continue to monitor the training needs of Singaporeans and calibrate our support as appropriate.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Accident Risk for Taxi and Private Hire Car Drivers As a Result of Distance Travelled and Driver Fatigue","subTitle":null,"sectionType":"WANA","content":"17 Dr Charlene Chen asked the Acting Minister for Transport (a) whether the Ministry has assessed the accident risk for (i) taxi and private hire car drivers (ii) delivery riders based on exposure metrics, such as distance travelled; and (b) how fatigue awareness and management are incorporated into vocational licensing and rider training frameworks to support their safety and wellbeing.
Mr Jeffrey Siow: We do not assess accident risk based purely on exposure metrics like distance travelled. Instead, we assess accident risk holistically, and the Ministry of Transport and the Ministry of Manpower work closely with platform providers to improve the workplace safety of drivers and delivery riders. For instance, taxi and private hire car drivers undergo training on occupational health hazards, including fatigue awareness and management, as part of their Vocational Licence course. Platform companies must also ensure their taxi and private hire car drivers and delivery riders using active mobility devices on public paths have adequate third-party liability insurance coverage during the course of their work.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Extent of Quota Circumvention through Phantom Worker Arrangements","subTitle":null,"sectionType":"WANA","content":"19 Mr Kenneth Tiong Boon Kiat asked the Minister for Manpower (a) whether the Ministry has assessed the extent of quota circumvention through phantom worker arrangements; (b) whether the Ministry will consider abolishing nationality-based quotas in favour of a flat per-worker tax channelled towards local upskilling; and (c) what evidence demonstrates that the quota system has preserved local employment in sectors where locals do not take up positions.
Dr Tan See Leng: The Ministry of Manpower (MOM) investigates “phantom worker” arrangements based on complaints and proactive on-site checks on firms. From 2024 to 2025, these have led to enforcement actions against around 100 employers who inflated their foreign worker quota via fraudulent Central Provident Fund contributions.
MOM uses both levies and quotas or Dependency Ratio Ceilings (DRCs) to keep foreign workforce numbers manageable, given our infrastructural and social capacity, and to encourage firms who hire foreign workers to be more productive. Levies collected are used to fund Government initiatives including local upskilling and productivity measures.
Abolishing DRCs in favour of a purely price-based mechanism, such as a flat per-worker tax, is not viable for two reasons. First, it would not provide sufficient control over foreign workforce numbers. Reservation wages in neighbouring, labour-supplying economies are substantially lower than resident non-Professionals, Managers, Executives and Technicians (PMET) wages in Singapore. Without DRCs, we would need to raise levies significantly to manage reliance on foreign labour. This would have a major impact on business costs and Singapore’s overall cost-competitiveness.
Second, the DRC links a firm's entitlement to hire foreign workers to the number of local workers it employs. This ensures that firms maintain a local core to access foreign manpower while deploying foreign workers in positions that few locals will take up. It also enhances workforce resilience during disruptions, such as COVID-19.
Over the years, we have tightened DRCs to take into account the scope for automation and localisation across different sectors. This aims to nudge employers to reduce reliance on foreign manpower by increasing productivity and redesigning jobs to attract local workers. Overall, this approach has supported strong local employment outcomes. Over the past five years, median gross wages for resident full-time employed PMETs and non-PMETs have grown at 3.7% and 5.9% per annum. Resident unemployment has also remained below 3% post-COVID-19.
20 Mr Cai Yinzhou asked the Coordinating Minister for National Security and Minister for Home Affairs (a) whether the Ministry will expand the myResponder app's scope beyond minor fires to include alerts for all HDB residential fires; and (b) whether a dedicated \"First Responder (Evacuation)\" tier will be introduced to specifically alert and mobilise responders to assist elderly and mobility-impaired neighbours in evacuating buildings during high-intensity incidents, such as personal mobility aids and lithium-ion battery fires.
Mr K Shanmugam: The myResponder app activates registered members of the public, known as Community First Responders (CFRs), to respond to minor fires, such as rubbish chute fires. In the case of more serious fires, such as fires in the Housing and Development Board (HDB) flats, it is safer for these to be dealt with by the Singapore Civil Defence Force (SCDF). CFRs might not have the appropriate training to deal with such fires safely. Hence, there are no plans to alert and activate CFRs through the myResponder app to put out such fires nor to assist in evacuation.
When there is a fire in a HDB flat, if it is necessary to evacuate the residents, SCDF usually prioritises the residents on the floor affected by the fire and those residing two floors above that, rather than the whole building. Residents on the other floors should remain in their home for their own safety.
Elderly and mobility-impaired residents who cannot evacuate independently should also stay in their home in a safe room, close the door, inform the authorities about their location and await assistance for evacuation if necessary.
However, there may be situations where such residents must be evacuated before SCDF's arrival. To this end, SCDF has been helping grassroots organisations, like the People Association’s Community Emergency and Engagement Committees, to plan and conduct evacuation drills and exercises.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Percentage of HDB BTO Homeowners Reporting Defects that Required Rectification after Key Collection","subTitle":null,"sectionType":"WANA","content":"22 Mr Fadli Fawzi asked the Minister for National Development (a) in each of the last five years, what percentage of HDB BTO homeowners have reported defects that require rectification after collecting their keys; and (b) what steps is HDB taking to reduce the rate of defects or to ensure that more defects are rectified during the quality control process before the handing over of keys.
Mr Chee Hong Tat: The Housing and Development Board (HDB) is committed to a high quality of construction for all its flats and has consistently achieved an average score of 95 out of 100 over the past five years on the Construction Quality Assessment System. This quality score is either comparable to or exceeds the scores achieved by many private residential developments over the same period.
HDB also provides new HDB flat owners with a one-year Defects Liability Period (DLP) as part of the standard handover process for all new flats, so that outstanding issues can be rectified by the BTO contractor. Over the last five years, an average of 65% of homeowners have provided feedback during the DLP. More than 95% of the reported cases involve minor defects, such as scratches, alignment or paintwork. Nearly all of these are rectified within 14 working days, often done at the same time as homeowners’ own renovation works, before they move into their flat.
HDB will continue to work closely with construction partners to keep high standards of workmanship and quality and to explore ways to further improve the move-in experience for flat buyers.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Explicit Age-based and Marketing Restrictions in Upcoming Regulations for Blind Boxes","subTitle":null,"sectionType":"WANA","content":"23 Mr Yip Hon Weng asked the Coordinating Minister for National Security and Minister for Home Affairs in view of the plan to regulate blind boxes for gambling inducement risks (a) whether the Ministry will consider proposing explicit age-based restrictions or marketing limits targeting children; and (b) how does the Ministry assess the potential impact on minors’ consumption behaviour.
Mr K Shanmugam: The Member may refer to the reply to Parliamentary Question No 11, asked by Ms Hazlina Abdul Halim, for the Sitting on 2 March 2026. [Please refer to \"Measures, Penalties and Enforcement Contained in Upcoming Regulations of Sale of Blind Boxes\", Official Report, 2 March 2026, Vol 96, Issue 22, Written Answers to Questions for Oral Answer not Answered by End of Question Time section.]
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Effort and Resources Expended for 2016 Separation of Workforce Development Agency into Two Agencies, and Current Re-merger Plan","subTitle":null,"sectionType":"WANA","content":"24 Mr Gerald Giam Yean Song asked the Minister for Manpower (a) what specific structural barriers between the Ministry of Education and Ministry of Manpower necessitated the 2016 separation of the Workforce Development Agency (WDA) into two agencies, SkillsFuture Singapore and Workforce Singapore; (b) why the Ministry assesses that these barriers can now be managed; and (c) what new efficiencies will be achieved that were not possible under the original unified structure under WDA.
25 Mr Gerald Giam Yean Song asked the Minister for Manpower (a) what was the total financial expenditure incurred during the 2016 restructuring of the Workforce Development Agency into two separate statutory boards; (b) what is the projected cost of the current re-merger, including IT systems migration and rebranding; and (c) what specific annual savings are expected to justify this reversal.
Dr Tan See Leng: The 2016 restructuring of Workforce Development Agency (WDA) into SkillsFuture Singapore (SSG) and Workforce Singapore (WSG) allowed each agency to have a sharper focus in building up the continuing education and training (CET) and employment facilitation landscape respectively. The formation of SSG was driven by the need to enhance our national capacity to support lifelong learning and CET to help workers stay ahead of the curve in the age of digitalisation, at a time when the Institutes of Higher Learning (IHLs) were still highly focused on pre-employment training (PET). This was best served by forming a statutory board under the Ministry of Education (MOE) to work with the IHLs to substantially expand their role in CET, while driving closer integration with PET. WSG, under the Ministry of Manpower (MOM), focused on developing and scaling new employment facilitation programmes in collaboration with the labour movement and private sector partners, and developing Jobs Transformation Maps to support companies in workforce transformation in line with industry developments.
Since then, significant progress has been made in ramping up CET provision by IHLs and private training providers, as well as in strengthening employment facilitation services and support for job redesign. The objectives of the 2016 restructuring have been met. However, our operating context has changed significantly since then. With a much faster-changing global economic landscape, accelerating technological advancements and a rapidly ageing workforce, we need to step up support for workers to stay relevant, navigate multiple career transitions and extend their career trajectories.
The priority going forward is to tighten the integration between skills and jobs, through a single agency that can provide more holistic support and pivot nimbly to deal with challenges relating to the future of work. The new agency will be jointly overseen by both MOM and MOE. It will benefit from MOM's labour market intelligence and industry networks as well as MOE's oversight of our education system and relationship with IHLs. Instead of being what the Member characterised as a \"reversal\" of the 2016 restructuring, the new agency will have new capabilities that SSG, WSG and WDA did not have, including more integrated jobs and skills intelligence. I hope that the Member will appreciate that we need to be agile and adopt different strategies at different times to address the new circumstances we face today.
The 2016 restructuring of WDA into two separate statutory boards did not require additional funding from the Ministry of Finance. Likewise, the upcoming merger is not expected to require additional funding. Over time, we expect greater synergies as common functions are rationalised. Cost-saving is not the driver for this merger. The merger is intended to ensure that our agencies remain fit for purpose in serving the needs and interests of Singaporeans as the labour market evolves more rapidly. Additional resourcing for new initiatives by the agency, such as efforts to uplift the training, career and employment services ecosystem, would be assessed on their individual merits.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Mandating that Businesses Must Continue to Accept Cash as Payment Option","subTitle":null,"sectionType":"WANA","content":"27 Mr Abdul Muhaimin Abdul Malik asked the Prime Minister and Minister for Finance given the rise in cashless-only stores (a) whether the Ministry will consider mandating that businesses continue to accept cash as a payment option; (b) how does the Ministry ensure that seniors who are not digitally savvy and youths without bank accounts are not left behind due to digital payment requirements; and (c) how does the Ministry ensure universal access to basic payment instruments.
Mr Gan Kim Yong (for the Prime Minister): This question has been answered in Minister Chee Hong Tat's reply1 to Mr Louis Chua's Committee of Supply cut on 26 February 2026. [Please refer to \"Committee of Supply – Head U (Prime Minister's Office)\", Official Report, 26 February 2026, Vol 96, Issue 20, Budget section.]
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":["1 : https://www.mas.gov.sg/news/parliamentary-replies/2026/reply-to-cos-cuts"],"footNoteQuestions":["27"],"questionNo":"27"},{"startPgNo":0,"endPgNo":0,"title":"Placing Road Works Signs at Sufficient Distances to Allow Drivers Time to Safely Change Lanes","subTitle":null,"sectionType":"WANA","content":"28 Mr Dennis Tan Lip Fong asked the Acting Minister for Transport whether the Land Transport Authority can require all contractors carrying out different works on roads provide early warning notices of at least 200 metres before work sites to allow motorists sufficient time and distance to safely change lanes ahead of lane closures for works, improving traffic efficiency and road safety.
Mr Jeffrey Siow: Contractors are required to provide advance warning signs at road worksites as prescribed in the Land Transport Authority's (LTA's) Code of Practice for Traffic Control at Work Zone. For example, for a road with a speed limit of 50 km/h, the earliest advance warning sign should be placed around 280 metres before the worksite. For roads with higher speed limits, the Code requires advance warning signs to be placed further away from the worksite. Action is taken against contractors for non-compliance.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Cancer Drug Claims That Required Additional Documentation Beyond National Claims Processing System","subTitle":null,"sectionType":"WANA","content":"29 Mr Yip Hon Weng asked the Coordinating Minister for Social Policies and Minister for Health in the past two years (a) how many cancer drug claims for (i) Cancer Drug List (CDL) and (ii) non-CDL drugs, respectively, required additional documentation beyond the national claims processing system; (b) what is the average processing time for such claims; and (c) whether the Ministry is reviewing measures to streamline documentation requirements imposed by insurers.
Mr Ong Ye Kung: The Ministry of Health is aware that additional documentation is required for a minority of cancer claims. These usually involve non-CDL drugs where insurers may need additional information, such as whether the treatments have been approved by regulatory authorities or supported by established clinical guidelines. The additional information is requested on a case-by-case basis to ensure that the claim is appropriately and accurately assessed, in order to pay out the correct benefits to the policyholder.
We do not track the number nor the processing duration of cancer claims that require additional documentation outside of the national claims processing system.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Limits on Singapore's Total Data Centre Capacity","subTitle":null,"sectionType":"WANA","content":"30 Ms Elysa Chen asked the Minister for Digital Development and Information whether the Government has set any upper limit on Singapore's total data centre capacity, in megawatts, by 2030, beyond the previously announced Green Data Centre Roadmap plan to add at least 300 megawatts of additional data centre capacity in the near term.
Mrs Josephine Teo: My response will cover the question raised by Ms Elysa Chen in today's Order Paper, as well as the question Assoc Prof Jamus Lim filed for tomorrow's sitting relating to the environmental impact of data centres (DCs).
While Singapore does not have a pre-determined upper limit to DC capacity, we work within the envelope of our resource constraints and long-term environmental commitments. Therefore, we adopt a calibrated approach to growing the sector. We monitor the resource footprint of DCs using internationally recognised metrics like power and water usage effectiveness.
These metrics are used in the assessment of applicants for new DC capacity, which is primarily allocated through the competitive Call for Application mechanism. We expect applicants to be best-in-class for resource efficiency.
The upcoming Digital Infrastructure Act aims to uplift the energy efficiency and overall sustainability of DCs. We will share more details when ready.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Differences in Mandate and Work Scope between Small- and Medium-sized Enterprise Pro-Enterprise Office and Pro-Enterprise Panel","subTitle":null,"sectionType":"WANA","content":"31 Mr Dennis Tan Lip Fong asked the Deputy Prime Minister and Minister for Trade and Industry (a) how does the small- and medium-sized enterprise Pro-Enterprise Office (PEO) differ in mandate, staffing, and accountability from the existing Pro-Enterprise Panel; (b) what specific outcomes has PEO delivered since its establishment; and (c) whether the creation of a new office alongside an existing panel risks adding bureaucratic layers rather than reducing regulatory friction for businesses.
Mr Gan Kim Yong: The Pro-Enterprise Panel (PEP) is a public-private panel chaired by the Head of Civil Service, comprising both senior public officers and business leaders representing different sectors and profiles of firms. Formed in 2000, the PEP provides a platform for the Government and industry to discuss and review how rules and regulations can be improved to be more pro-enterprise. The membership of the panel is also updated regularly, so that Government agencies can leverage the private sector members' perspectives on wider Government regulatory reviews and seek their advice.
On the other hand, the small- and medium-sized enterprise (SME) Pro-Enterprise Office (SME PEO) was set up in March 2025 as a central coordination unit within the Government to strengthen regulatory responsiveness for SMEs and to complement the strategic work of the PEP. It helps SMEs resolve specific regulatory issues, particularly those that cut across multiple public agencies or arise from new and emerging sectors. The SME PEO manages case feedback, implements service standards and monitors resolution outcomes of regulatory feedback and reviews across agencies.
Since its launch, the SME PEO has engaged over 170 business leaders across 15 sectors to gather and act on feedback on regulatory pain points. It has reviewed more than 300 pieces of feedback and successfully addressed over 65% of the issues raised. For example, following the SME PEO's facilitation, Urban Redevelopment Authority and Singapore Land Authority streamlined their processes and halved the time required for developers to obtain approvals for private residential show-flat sites.
The establishment of the SME PEO as an office under Enterprise Singapore provides dedicated resources and efforts to engage the industries more extensively and better assist SMEs in resolving regulatory feedback. In addition, it works closely with the respective agencies and follows through with them on the reviews of their regulatory policies and processes to reduce compliance burden. This complements the work of the PEP, in advancing the regulatory agenda of the Government in a concerted manner.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Segregated Account Requirements for Businesses that Collect Client Monies through Prepayment Packages","subTitle":null,"sectionType":"WANA","content":"32 Mr Abdul Muhaimin Abdul Malik asked the Deputy Prime Minister and Minister for Trade and Industry in view of the recent rise in complaints against the beauty industry, whether the Ministry will consider mandating businesses that collect client monies through prepayment packages to place such monies in segregated accounts separate from their operating funds.
Mr Gan Kim Yong: The Government works closely with the Consumers Association of Singapore (CASE) to promote fair trading practices and help consumers make informed purchasing decisions, including those that involve prepayment.
Under the Consumer Protection (Fair Trading) Act 2003, it is an unfair practice for a supplier to exert undue pressure on a consumer to enter into a transaction, or to accept payment for goods or services when the supplier knows it is unable to provide the goods or services.
The Government has also worked with CASE to develop industry-specific CaseTrust accreditation schemes. In the beauty industry, consumers of CaseTrust-accredited businesses can claim a refund of the unused portion of their prepayments if the accredited business closes, under the scheme's mandatory prepayment protection insurance.
In March 2025, the Government took the further step of convening an independent Consumer Protection Review Panel to review key consumer concerns, including the adequacy of existing protections for high-value package purchases. The Panel is expected to share its findings and recommendations later this year.
33 Mr Kenneth Tiong Boon Kiat asked the Deputy Prime Minister and Minister for Trade and Industry (a) whether the Ministry is aware of commercial landlords imposing surcharges on utilities passed through to tenants beyond base rent and Gross Turnover rent; (b) what is the estimated prevalence of such surcharges in Food and Beverage; and (c) whether the Ministry will consider requiring landlords to pass through utilities at cost.
Mr Gan Kim Yong: Lease agreements are private contractual arrangements between landlords and tenants. The Government does not have data on the prevalence of commercial landlords imposing surcharges on utilities passed on to tenants.
The Code of Conduct for Leasing of Retail Premises in Singapore, administered by the Fair Tenancy Industry Committee (FTIC), requires commercial landlords to pass through electricity costs without mark-up or price discrimination. The FTIC has not received any feedback of landlords imposing surcharges on other utilities, such as water and gas.
If the Member has encountered such cases, he may wish to share the details with us for our follow up with the FTIC. Businesses may also provide their feedback directly to the FTIC online at https://www.ftic.org.sg/enquiry-form/.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Approval Process and Project Realisation Timelines for Low-carbon Electricity Imports Approved by Energy Market Authority","subTitle":null,"sectionType":"WANA","content":"34 Mr Victor Lye asked the Deputy Prime Minister and Minister for Trade and Industry regarding the low-carbon electricity imports approved by the Energy Market Authority (a) how is the delivery likelihood of each approved project assessed; (b) what are the assessed proportion of approved projects that will materialise and the expected timelines; and (c) what are the contingency measures to address any delay or non-realisation of a significant share of announced imports.
Mr Gan Kim Yong: For an electricity import project to commence operations, the project developer would need to: (a) secure regulatory approvals from relevant jurisdictions; (b) conclude power purchase agreements with buyers; and (c) secure sufficient financing. The project must also reach development milestones, such as the completion of subsea surveys and fulfil the Energy Market Authority's (EMA's) technical requirements, to be considered for an Importer Licence.
If the developer can meet these milestones and requirements within the next one to two years, they could begin commercial operations by the end of this decade.
EMA will continue to engage all companies with credible proposals that can contribute to Singapore's decarbonisation.
Beyond electricity imports, the Government is pursuing other pathways to decarbonise. We are maximising domestic solar deployment and actively building our capabilities to assess the potential of low-carbon energy sources, such as hydrogen, advanced geothermal and nuclear energy. There are also other ongoing efforts beyond decarbonising our energy mix, including sourcing high quality carbon credits and encouraging energy efficiency measures. As part of our strategy to meet a projected increase in electricity demand in the future, we have also invested in building a second Liquefied Natural Gas terminal, which will be ready by 2030.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Efforts to Alleviate Traffic Congestion During Peak Hours along Loyang Avenue and Adjacent Roads","subTitle":null,"sectionType":"WANA","content":"35 Ms Valerie Lee asked the Acting Minister for Transport (a) what efforts have been undertaken to alleviate traffic congestion during peak hours along Loyang Avenue and its adjacent roads; and (b) whether the Ministry can consider adding new bus services or increasing service frequency to reduce road congestion during the ongoing construction of the Loyang Viaduct.
Mr Jeffrey Siow: We recognise the disruption that road closures can cause to drivers and commuters. The road closures along Loyang Avenue are necessary for the construction of Loyang Viaduct and the Cross Island Line Loyang station. When completed in 2030, these two major infrastructure enhancements will improve travel time and convenience for Loyang residents.
To mitigate the impact on traffic and provide alternative options for residents, the Land Transport Authority (LTA) had pre-emptively enhanced roads around Loyang Avenue, such as Pasir Ris Drive 3, Loyang Way, Loyang Drive and Upper Changi Road North. The frequency and capacity of bus services have also been improved where possible, including the introduction of two peak period Loyang-Changi Shuttle services.
Beyond the ongoing road diversions, additional road or lane closures will be needed during certain phases of work. Where possible, these will be carried out during off-peak periods to avoid further inconvenience to residents. Where safety critical works must be carried out continuously during the day, additional road signs and ground staff will be deployed to manage congestion. Traffic light timings may also be adjusted to improve the flow of traffic.
LTA will continue to monitor the situation throughout the period of works and adjust the measures as necessary.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Impact on Line Availability from North-East Line Power Supply System Renewal","subTitle":null,"sectionType":"WANA","content":"36 Ms Poh Li San asked the Acting Minister for Transport on the recommendation by the Rail Reliability Taskforce to bring forward the North-East Line power supply system renewal to 2026 (a) how much earlier is renewal ahead of the original end of life schedule; and (b) what is the impact on the line's availability due to the replacement works.
Mr Jeffrey Siow: We plan to bring forward the renewal of the North-East Line power supply system by around three years, with works commencing in 2026. It is too early to determine the impact on service availability needed. The Land Transport Authority and the operator will minimise the impact on commuters and inform them early if service adjustments are needed.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Primary Students on Waitlists for Places in Student Care Centres","subTitle":null,"sectionType":"WANA","content":"37 Mr Cai Yinzhou asked the Minister for Education (a) what is the current utilisation rate of school-based Student Care Centres (SCCs) and school-based holiday programmes at the primary and secondary levels, respectively; (b) how many primary students are currently on waitlists for SCC places; and (c) what specific measures are being taken to expand capacity in high-demand estates to ensure that children from low-income families have priority access.
Mr Desmond Lee: Currently, around 30,000 students are enrolled in the Student Care Centres (SCCs) in 182 primary schools. They provide care after school and during the school holidays. This service is not needed in secondary schools.
Schools work with SCC operators to expand capacity to meet demand where needed, while maintaining service quality. Most schools have sufficient SCC capacity to meet demand. In schools where the demand for SCC places exceeds current provision, schools prioritise students who would benefit most from after-school care, such as those from lower-income households who may not have conducive home environments or adult supervision after school. There are a small number of children known to the Ministry of Education (MOE) to be on a waitlist of a SCC, but they all have current alternative care arrangements.
For school-based holiday programmes, a similar question was answered in this House in January 2026. The member may wish to refer to MOE's reply to Oral Question No 35 on the Order Paper for 13 January 2026. [Please refer to \"Support during June and Year-end Holidays for Children Without Conducive Home Environments\", Official Report, 13 January 2026, Vol 96, Issue 13, Written Answers to Questions for Oral Answer not Answered by End of Question Time section.]
MOE will continue to work closely with agencies and community partners so that students, including those from lower-income families, can have access to school-based student care services during both the school terms and school holidays.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Feedback from Public and MPs Sought by Committee Tasked to Review Political Office Holders' Salaries","subTitle":null,"sectionType":"WANA","content":"38 Assoc Prof Jamus Jerome Lim asked the Prime Minister and Minister for Finance (a) whether the 2026 committee reviewing political office holders' salaries will solicit feedback from the public and Members of Parliament (MPs) similar to the 2011 committee; and (b) whether its remit will include reviewing the allowances of legislative assistants and secretarial assistants hired by MPs which were last updated in 2007.
Mr Chan Chun Sing: The 2012 Committee undertook a fundamental review of the political office holders' salary framework, which included an extensive public feedback exercise at the time. This framework was further reaffirmed in 2017 by a subsequent committee. The 2026 Committee's terms of reference are to recommend the appropriate salary levels based on the existing salary framework, and where necessary, to propose refinements so that the implementation of the framework will remain relevant and able to meet its intended purpose. The Committee will consider information from a variety of sources to inform their deliberations. The work of the Committee is still ongoing, and it will submit its report to the Government when ready, after which the Government will consider its findings and provide an update to Parliament.
The 2026 Committee will not be reviewing the allowances of legislative and secretarial assistants of Members of Parliament as it falls outside the scope of the framework.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Engaging Camp Vendors or Other Service Providers to Take Care of Children in Affected Little Professors Learning Student Care Centres","subTitle":null,"sectionType":"WANA","content":"39 Assoc Prof Jamus Jerome Lim asked the Minister for Education in respect of the closure of Little Professors Learning student care centres (a) whether affected schools have relied on existing staff and teachers to support student care services; and (b) if so, whether the Ministry will consider engaging camp vendors or other experienced providers instead, to avoid overburdening teachers.
Mr Desmond Lee: This question has been addressed by the Ministry of Education's answer to Oral Parliamentary Question Nos 3 to 6 on 2 March 2026. [Please refer to \"Governance of Student Care Centres and Minimising Disruptions in Event of Abrupt Centre Closures\", Official Report, 2 March 2026, Vol 96, Issue 22, Oral Answers to Questions section.]
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Data on Appeals Related to Ethnic Integration Policy, Appeals Approved and Appeals That Led to Units Being Acquired by HDB","subTitle":null,"sectionType":"WANA","content":"40 Mr Fadli Fawzi asked the Minister for National Development for each ethnic group in the year 2025 (a) what is the number of appeals related to the Ethnic Integration Policy received by the Housing and Development Board; (b) how many appeals have been acceded to; and (c) of the appeals acceded to, how many have been assisted through the buyback assistance measure.
41 Mr Fadli Fawzi asked the Minister for National Development as of 31 December 2025, how many Housing and Development Board (HDB) flat units that have been compulsorily acquired by HDB or bought back via the Ethnic Integration Policy buyback assistance measure remain under HDB's ownership.
Mr Chee Hong Tat: These questions have been addressed in the Ministry of National Development's reply to a similar question asked by Ms Valerie Lee on 25 February 2026. [Please refer to \"Data on Appeals Outcomes of HDB Sellers Affected by Ethnic Integration Policy\", Official Report, 25 February 2026, Vol 96, Issue 19, Written Answers to Questions section.]
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Measures to Address Existing Skill Gaps of Singaporean Workers in Government Agencies and Statutory Boards","subTitle":null,"sectionType":"WA","content":"1 Mr Abdul Muhaimin Abdul Malik asked the Prime Minister and Minister for Finance in relation to the roles currently filled by S Pass and Employment Pass holders across Statutory Boards and Government agencies (a) whether the Ministry has identified the most common skill gaps that exist among Singaporeans; (b) if so, what are these skills; and (c) what steps has the Ministry taken to address the skills gap among Singaporeans.
Mr Chan Chun Sing: The Government continually reviews the emerging skills that our public officers need in order to meet the changing needs of Singapore. This includes skills in areas, such as artificial intelligence, quantum technology and sustainability, among others. Officers deepen their skills through formal training courses, attachments and secondments outside of the public service, and other forms of learning on the job. We will continue to invest in building up and updating the capabilities of public officers so that the public service stays relevant and future ready.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Tracking of Singaporean Banks' Revenue from Payment Networks and Evaluation of Contractual Risks in Past Four Years","subTitle":null,"sectionType":"WA","content":"2 Mr Victor Lye asked the Prime Minister and Minister for Finance (a) whether MAS tracks the size and proportion of Singapore banks' total revenue from Visa and Mastercard interchange fees, network incentives and co-branding arrangements in each of the last four years; (b) if not, whether such data should be tracked given systemic risks from payment network fragmentation; and (c) whether MAS has assessed risks faced by banks from contractual obligations with such networks.
Mr Gan Kim Yong (for the Prime Minister): My response will also cover the question for written answer raised by Mr Victor Lye for the Sitting on or after 4 March1.
The card revenue earned by Singapore banks is disclosed in their annual financial statements. Over the past four years, card revenue, of which a portion comprises interchange, network and co-branding fees, has averaged around 3% of total revenue, reflecting banks' diversified revenue streams.
The Monetary Authority of Singapore's (MAS') approach is to encourage competition in our payment services industry to foster innovation. Merchants are able to choose from a good range of digital payment solutions with different costs. International card schemes are generally higher cost, which can vary from merchant to merchant, while domestic payment schemes, like NETS Electronic Funds Transfer at Point of Sale (EFTPOS), PayNow and the Singapore Quick Response Code, are significantly lower in costs.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":["1 : Question subsequently withdrawn: To ask the Prime Minister and Minister for Finance (a) whether MAS monitors annual merchant costs from Visa and Mastercard fees; (b) if so, what are the (i) annual figures and retail sales percentage from 2022 to 2024 and (ii) cost differences as compared to domestic rails; and (c) whether cost savings from increased domestic rail usage have been assessed."],"footNoteQuestions":["2"],"questionNo":"2"},{"startPgNo":0,"endPgNo":0,"title":"Breakthroughs and Successes Attributed to A*STAR and Considerations to Reform Operational Model and Policies","subTitle":null,"sectionType":"WA","content":"3 Mr Kenneth Tiong Boon Kiat asked the Deputy Prime Minister and Minister for Trade and Industry (a) after decades of investment in A*STAR, what globally recognised deep-tech successes or scientific breakthroughs can be directly attributed to its efforts beyond general GDP contributions; and (b) what reforms to A*STAR's operational model, IP policies, and mandate will ensure R&D spending translates into world-leading innovation rather than high expenditure with limited high-value IPOs.
Mr Gan Kim Yong: A*STAR is currently ranked 21st amongst global Government institutions in the Nature Index, with 28% of its publications being among the world's top 10% cited papers. It has achieved globally recognised scientific breakthroughs in multiple fields. For example, in semiconductors, A*STAR has developed one of the world's fastest modulators and photodetectors. This enables electrical and optical signals to be converted interchangeably at a high speed of 400 billion times a second per channel, paving the pathway towards multiple-fold improvements in energy efficiency for data transmission.
Over the past five years, A*STAR technologies have catalysed the creation of more than 70 new companies, hiring more than 900 employees. Several have achieved good traction with international customers and investors, including Curiox, Mirxes and MetaOptics, which have completed successful public listings. Mirxes, for example, launched the world's first molecular blood test for early gastric cancer detection and co-developed with A*STAR the Fortitude test kit, which was supplied to over 40 countries worldwide. Today, Mirxes operates in over eight countries, with Singapore as its largest operation, serving as an integrated hub for research and development, industry 4.0 manufacturing, clinical testing laboratories and data/AI capabilities. About 60% of its global staff are here in Singapore and are largely Singaporean or Singapore PRs.
Besides creating value through spinoffs, A*STAR has entered into collaborations with both local and multinational companies to enable them to move up the value chain of industries and activities. For instance, A*STAR’s collaboration with Rolls-Royce and Singapore Aero Engine Services Pte Ltd (SAESL) has yielded 18 breakthrough technologies that improve fan blade manufacturing and repair, with eight local SMEs added to Rolls-Royce and SAESL's approved vendor list. A*STAR’s joint lab with local enterprise Mencast Marine has also helped the company to shift from labour-intensive sand casting to advanced wire arc additive manufacturing and hybrid technologies, enabling up to 30% increase in productivity in propeller manufacturing.
Overall, A*STAR has undertaken more than 2,400 projects with 925 local enterprises over the past five years. SMEs continue to be supported through initiatives, such as the Technology for Enterprise Capability Upgrading (T-Up) Programme, equipping them with technical expertise that facilitates talent development and enterprise transformation. Our evaluation studies show that these enterprises saw 44% higher revenue and 22% higher total employment than non-participating firms on average within three years of starting the T-Up project.
In Research, Innovation and Enterprise 2030, A*STAR will sharpen its focus on sectors where it has strong capabilities and clear industry demand. This seeks to strengthen industry pull-through and increase the likelihood of research investments translating into tangible economic outcomes.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Projected Domestic Demand for Critical Minerals and Strategies to Ensure Supply Security","subTitle":null,"sectionType":"WA","content":"4 Mr Yip Hon Weng asked the Deputy Prime Minister and Minister for Trade and Industry (a) what is Singapore's projected domestic demand for critical minerals; (b) what strategies ensure a steady supply given global market developments; (c) whether there are plans to develop local processing capabilities; and (d) how Singapore can further facilitate global trade flows as a connector for these resources.
Mr Gan Kim Yong: Our producers primarily import intermediate or final products containing critical minerals rather than its raw form. Industries that use intermediate products containing critical minerals include semiconductors, artificial intelligence, medical technology as well as batteries and energy storage. While our producers have not raised immediate concerns, we are closely monitoring developments regarding the supply of critical minerals.
More broadly, we adopt a multi-pronged approach to strengthen supply chain resilience. This includes upholding and shaping the rules-based international trading system to facilitate flows, deepening partnerships with trusted partners and encouraging our firms to diversify their sources.
Where necessary and economically viable, local production capabilities may also be considered, taking into account competing national priorities and resource constraints. These projects would also need to comply with Singapore's environmental and safety regulatory frameworks.
Singapore is also a hub for the trading of critical minerals in Asia. Global companies set up trading operations in Singapore to tap on our trade financing, shipping services, deep talent pool and to transact with other parties. We continue to work with these companies to grow their presence in Singapore and to strengthen our trading ecosystems.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Data on Missing Persons Cases Resolved Through Public Information, Social Media Appeals and Digital Tracking in 2024 and 2025","subTitle":null,"sectionType":"WA","content":"5 Mr Cai Yinzhou asked the Coordinating Minister for National Security and Minister for Home Affairs (a) what is the average time taken by the Police to locate a missing person; (b) in 2024 and 2025, what proportion of these cases were resolved through public information prompted by social media appeals; and (c) in what proportion of the cases have the Police engaged online service providers to track digital footprints for activity or locations to assist in recovery.
Mr K Shanmugam: The Police do not track the time taken to locate a missing person. This can vary significantly from case to case. When the Police receive a missing person report, investigations will be launched to locate the person. The Police will accord priority to vulnerable missing persons, including young children, elderly persons and persons with intellectual disabilities. Typically, the large majority of vulnerable missing persons are found within the day.
The Police will pursue all available leads to locate the missing person, which may include working with online service providers and publishing online appeals for information, with the consent of the family.
As investigations are dynamic and specific to each case, we do not track either the number of cases (a) resolved with the help of public information; or (b) where online service providers were engaged.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Consolidation of Small Medical Practices by Corporate Chains and Supporting Viability of Independent Clinics","subTitle":null,"sectionType":"WA","content":"6 Mr Yip Hon Weng asked the Coordinating Minister for Social Policies and Minister for Health (a) whether the Ministry monitors the consolidation of independent clinics into corporate chains due to cumulative regulatory burdens and its impact on personalised care accessibility; and (b) whether support measures for the compliance requirements under the Health Information Bill will include turnkey IT solutions and dedicated implementation assistance to ensure the continued viability of small practices.
Mr Ong Ye Kung: The Ministry of Health does not monitor the consolidation of independent clinics into corporate chains. That said, we regulate clinical standards and ethical practice of clinicians.
The Government will provide support to healthcare providers, including small practices, to comply with the Health Information Act (HIA). This includes funding support for procuring HIA-compliant information technology systems and training.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Breakdown of Cases Reported under Tripartite Framework for the Prevention of Abuse and Harassment in Healthcare by Severity and Sector","subTitle":null,"sectionType":"WA","content":"7 Mr Dennis Tan Lip Fong asked the Coordinating Minister for Social Policies and Minister for Health in respect of the Tripartite Framework for the Prevention of Abuse and Harassment in Healthcare (a) how many cases have been reported via (i) Police and (ii) internal reporting forms, broken down by severity level and sector; and (b) what trends in reporting rates have been observed since its implementation.
Mr Ong Ye Kung: With heightened awareness since the launch of the Tripartite Framework for the Prevention of Abuse and Harassment in Healthcare in 2023, 3,000 and 4,200 abuse and harassment incidents were reported by the Public Healthcare Institutions (PHIs) in 2024 and 2025 respectively. Of these cases, about 7% were considered high severity involving a high level of harm or distress. About 15% of all cases were reported to the Police.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Data on Mediation, Warning and Police Escalation for Internally Reported Cases of Harassment of Healthcare Workers Under Tripartite Framework","subTitle":null,"sectionType":"WA","content":"8 Mr Dennis Tan Lip Fong asked the Coordinating Minister for Social Policies and Minister for Health in respect of the Tripartite Framework for the Prevention of Abuse and Harassment in Healthcare (a) what is the median response time for (i) Police investigation route and (ii) internally reported cases; and (b) of the cases reported internally, how many resulted in (i) mediation, (ii) warnings or access restrictions, (iii) escalation to Police or (iv) no further action.
Mr Ong Ye Kung: Under the Tripartite Framework for the Prevention of Abuse and Harassment in Healthcare, healthcare workers are encouraged to report all incidents of abuse and harassment as soon as possible. Public healthcare institutions have put in place the necessary protocols, including activating supervisors or security personnel to de-escalate the situation and warning perpetrators against such behaviour and making clear our zero-tolerance stance against abuse and harassment. These are typically done on the spot or within the same day.
Thereafter, the public healthcare institutions may adopt further follow-up actions as appropriate. This could include written warnings to perpetrators and barring abusive next-of-kin and visitors from the premises. Serious cases, such as those resulting in physical harm to the healthcare worker, will be reported to the Police, where the length of the investigation depends on the nature and complexity of the case.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Evaluation of Patient Care Outcomes for Community Mental Health Model Across Tiers and Refining Results for Community Services","subTitle":null,"sectionType":"WA","content":"9 Dr Hamid Razak asked the Coordinating Minister for Social Policies and Minister for Health (a) whether the Ministry evaluates patient care outcomes across different tiers of the community mental health model, including (i) functional recovery (ii) service utilisation or (iii) escalation to hospital care; and (b) how do such outcomes inform the ongoing refinement of Community Outreach Teams (CREST) and Community Intervention Team (COMIT) services.
Mr Ong Ye Kung: The question raised by the Member concerning the evaluation and enhancement of community mental health teams will be addressed at the subsequent Sitting, together with other similar Parliamentary Questions filed.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Language Distribution of NLB Children's Book Collection and Proportion of Malay Children's Books Published in Bahasa Indonesia","subTitle":null,"sectionType":"WA","content":"10 Mr Fadli Fawzi asked the Minister for Digital Development and Information (a) what is the number and percentage of children's books in English, Chinese, Malay and Tamil in the National Library Board's borrowing collection; and (b) of the children's books in the Malay collection, what is the number and percentage of books published in Bahasa Indonesia.
Mrs Josephine Teo: The National Library Board (NLB) offers a collection of 3.72 million books, including physical books, e-books and audiobooks, in English, Chinese, Malay and Tamil for children aged zero to 12 years old. Of this, (a) 74% are English language books (approximately, 2,749,400 books); (b) 18% are Chinese language books (approximately, 680,300 books); (c) 5% are Malay language books (approximately, 167,100 books), including around 22,500 books (13% of Malay language books) in Bahasa Indonesia; and (d) 3% are Tamil language books (approximately, 118,900 books).
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Participation Rate of Tamil Language Elective Programme Teaching Internship in Past Five Years and Subsequent Enrolment at NIE","subTitle":null,"sectionType":"WA","content":"11 Mr Abdul Muhaimin Abdul Malik asked the Minister for Education (a) how many GCE A-level students in the Tamil Language Elective Programme have participated in the Teaching Internship Programme in the past five years; and (b) what proportion of these students subsequently enrol for training at the National Institute of Education to become qualified Tamil Language teachers.
Mr Desmond Lee: Between 2021 and 2025, six Tamil Language Elective Programme (TLEP) junior college students participated in the Teaching Internship Programme (TIP) with three proceeding to the National Institute of Education's BA/BSc programme. Another five TLEP junior college students entered the programme directly. Currently, all eight are completing their degree studies and will become qualified \tTamil Language teachers between 2026 and 2029.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Special Educational Needs Examination Access Arrangement Timelines and Study of Information-sharing Streamlining","subTitle":null,"sectionType":"WA","content":"12 Dr Charlene Chen asked the Minister for Education (a) what are the typical timelines and documentation requirements for students with special educational needs to obtain examination access arrangements; and (b) whether the Ministry has studied how to streamline information-sharing, with appropriate consent safeguards, so parents need not repeatedly submit similar assessments across schooling stages.
Mr Desmond Lee: The Ministry of Education and Singapore Examinations and Assessment Board (SEAB) are committed to ensuring that students with special educational needs (SEN) receive appropriate access arrangements (AA) that enable them to demonstrate their abilities in national examinations.
Applications for AA can be submitted one year before, and no later than two months before the examination date. Schools work with parents to submit documentation to SEAB, such as diagnostic reports and observation reports of students' learning needs and specific challenges requiring accommodations.
Since January 2025, SEAB had briefed schools that students with previously approved AA for the same medical condition are no longer required to resubmit medical diagnostic reports for subsequent national examinations. Only complex requests requiring specialised support, such as readers and scribes, continue to require an updated medical report to ensure appropriate provisions.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Utilisation Rates of Edusave and PSEA Savings Account in Past 10 Years","subTitle":null,"sectionType":"WA","content":"13 Mr Victor Lye asked the Minister for Education (a) what is the current aggregate balance in Edusave and Post-Secondary Education Accounts (PSEA); and (b) in the past ten years, what is the (i) proportion of Edusave balances that have been utilised prior to transfer to PSEA (ii) average and median transfer amounts (iii) percentage of Edusave accounts with zero balance at transfer and (iv) proportion of PSEA balances unspent at closure.
Mr Desmond Lee: As at February 2026, the aggregate balance in the Edusave Accounts and Post-Secondary Education Accounts (PSEA) are $0.5 billion and $2.1 billion respectively.
Based on available data for the past five years, the average utilisation rate per Edusave member was 50% prior to the transfer to the PSEA. The average amount transferred per Edusave member to the PSEA was $1,355. About 2% of the Edusave members had fully utilised their Edusave funds and hence had no balance to transfer to the PSEA.
PSEA accounts are closed when members turn 31 years old and any remaining balances are transferred to their Central Provident Fund (CPF)-Ordinary Account (OA). Based on available data for the past five years, the proportion of PSEA balances unspent at closure, and transferred to CPF-OA, was 59%.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Review Vetting Process of Student and Kindergarten Care Service Providers and Enhance Financial Safeguards and Monitoring Mechanisms","subTitle":null,"sectionType":"WA","content":"14 Assoc Prof Jamus Jerome Lim asked the Minister for Education whether the Ministry plans to review the vetting process for vendors providing student and kindergarten care services in primary schools and MOE Kindergartens, including financial safeguards and monitoring mechanisms, to ensure that systematic weaknesses that enabled sudden operational disruptions by such vendors do not recur.
Mr Desmond Lee: This question has been addressed by the Ministry of Education's answer to oral Parliamentary Question Nos 3 to 6 on 2 March 2026. [Please refer to \"Governance of Student Care Centres and Minimising Disruptions in Event of Abrupt Centre Closures\", Official Report, 2 March 2026, Vol 96, Issue 22, Oral Answers to Questions section.]
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Evaluating Platform Delivery Work-Related Risks and Code of Practice for Platform Service to Ensure Riders' Safety","subTitle":null,"sectionType":"WA","content":"15 Mr Cai Yinzhou asked the Minister for Manpower (a) how does the Ministry evaluate work-related accident risks in platform delivery; (b) whether the Code of Practice for Platform Services will regulate cumulative, time-based incentives that encourage risky riding; and (c) whether the Ministry will mandate Safety Time-Outs on these platforms after the occurrence of accidents to ensure that operators prioritise rider safety over delivery speed and volume.
Dr Tan See Leng: The Ministry of Manpower (MOM) has extended the scope of the Workplace Safety and Health (WSH) Act and Work Injury Compensation Act to cover platform work from 1 January 2025. This was after extensive consultation with platform operators and the labour movement to understand the safety risks faced by platform workers. These stakeholders collectively developed the Approved Code of Practice (ACOP) for Platform Services, which sets out practical guidance for platform operators and platform workers to work safely, aligned to the WSH Act. In the event of a prosecution under the Act, the Courts will take into consideration whether the ACOP was complied with.
The ACOP for Platform Services sets out that platform operators should not set any limit, penalty or bonus incentives for platform workers to complete a job within a certain time. It also highlights that platform workers should not neglect safety for monetary incentives. In September 2025, the Platform Workers Trilateral Group further strengthened safeguards by bringing together platform operators and platform work associations to develop guiding principles for platform work incentives. For example, incentives should be structured reasonably and not compromise the health and safety of platform workers.
MOM is monitoring work-related accidents involving platform workers, and will work with partners to enhance our measures to safeguard platform workers’ safety as needed. MOM takes a calibrated approach, balancing the need for heightened vigilance with the potential disruption to business operations and worker livelihoods when deciding whether to call for a Safety Time-Out.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Addressing Migrant Worker Passport Retention Violations and Ensuring Compliance with Passports Act","subTitle":"Addressing 31% Non-Retention Rate of Passports Among Migrant Workers and Compliance Support Measures","sectionType":"WA","content":"16 Ms He Ting Ru asked the Minister for Manpower given the finding in the Ministry's Migrant Worker Experience and Employer Survey 2024 that over 31% of Work Permit holders do not keep their own passport, (a) how is the Ministry working to ensure that offences under Passports Act are not committed; and (b) whether an update can be provided on the Ministry's efforts to support enforcement and compliance.
Dr Tan See Leng: The Ministry of Manpower (MOM) takes a serious view of employers who retain their migrant workers' passports. Migrant workers (MWs) must have unrestricted access to their own passports at all times.
MOM leverages various touchpoints to raise awareness among MWs on their employment rights and encourage them to report issues. For example, new migrant workers who attend the Settling-In Programme are informed that employers are not allowed to retain their passports and to report such violations to MOM. In addition, MOM also issues reminders to MWs, employers and employment agencies via platforms, such as FWMOMCare app, social media posts and email circulars that passport retention is disallowed.
In most instances, employers had returned the passports to the workers promptly after MOM's intervention. Enforcement actions will be taken against employers who fail to comply, including possible debarment from hiring new foreign employees.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Breakdown of SME Employment Size Distribution Across by Employment Band in 2025","subTitle":null,"sectionType":"WA","content":"17 Mr Sanjeev Kumar Tiwari asked the Minister for Manpower in 2025, how many SMEs employed (i) fewer than 25 workers, (ii) 25 to 49 workers, (iii) 50 to 99 workers, (iv) 100 to 149 workers and (v) 150 to 199 workers.
Dr Tan See Leng: In 2024, there was a total of 356,600 small and medium-sized enterprises (SMEs) with fewer than 200 workers1. About 337,700 SMEs (94.7%) employed fewer than 25 workers, 10,900 (3.1%) employed between 25 to 49 workers, 5,400 (1.5%) employed 50 to 99 workers, 1,800 (0.5%) employed between 100 to 149 workers and 800 (0.2%) employed between 150 to 199 workers. Data for 2025 is not yet available.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":["1 : SMEs are defined as enterprises with operating revenue not more than $100 million or employment not more than 200 workers. Source: Enterprise Singapore, Singapore Department of Statistics. These statistics are compiled from data as of February 2026."],"footNoteQuestions":["17"],"questionNo":"17"},{"startPgNo":0,"endPgNo":0,"title":"Breakdown of Early Termination of Work Permit Holders by Sector and Reason for Termination and Tracking Premature Attrition Patterns in Last Five Years","subTitle":null,"sectionType":"WA","content":"18 Dr Hamid Razak asked the Minister for Manpower in each of the last five years (a) how many work permit holders have been terminated by their employers within six months of commencement of employment, with a breakdown by sector and primary reason for termination; and (b) whether the Ministry tracks patterns indicative of premature attrition.
Dr Tan See Leng: The proportion of Work Permits (WPs), excluding migrant domestic workers, that were cancelled within the first six months of WP issuance or renewal between 2021 and 2025 and broken down by sector, is shown in the table below. The primary reason for WP cancellation is the termination of employment. We do not collect data on specific reasons for termination of employment, although commonly cited reasons include unsuitability of workers or the need to return home for personal reasons.
19 Mr Fadli Fawzi asked the Minister for National Development (a) to date, what proportion of HDB blocks in Singapore have solar panels installed under the SolarNova programme; and (b) whether this proportion will be increased in future.
Mr Chee Hong Tat: As of December 2025, the Housing and Development Board (HDB) has installed solar panels on around 5,300 blocks, or about half of all HDB blocks, under the SolarNova programme and other prior efforts. HDB will continue to install solar panels for other HDB blocks subject to site suitability.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Use of Foreign Worker Levy to Improve Transport Safety for Migrant Workers over Past Three Years","subTitle":null,"sectionType":"WA","content":"20 Mr Kenneth Tiong Boon Kiat asked the Acting Minister for Transport (a) of the Government expenditure on migrant worker safety funded from consolidated revenue including Foreign Worker Levies, what amount was directed to safer transport for workers travelling to and from worksites in each of the past three years; and (b) if none, whether the Ministry will consider doing so given known risks of current practices.
Mr Jeffrey Siow: Tax revenues, including foreign worker levies, are not ringfenced for specific spending. The Government will continue to work with industry and non-governmental organisations to improve the safety of worker transport.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Achieving Zero Road Fatalities Through Urban Design Adaptation and International Best Practices","subTitle":null,"sectionType":"WA","content":"21 Dr Charlene Chen asked the Acting Minister for Transport in view of international cities, such as Helsinki, that have significantly reduced road fatalities through \"vision zero\" approaches, how Singapore studies and adapts relevant urban design measures, such as lower-speed environments and traffic-calming infrastructure, to further strengthen road safety outcomes and progressively move towards zero fatalities.
Mr Jeffrey Siow: Road design and infrastructure are continually reviewed and enhanced by the Land Transport Authority to improve safety outcomes for all road users. For example, the Friendly Streets initiative introduced in 2023, improves the safety and comfort of walking and cycling commutes through reduced speed limits and the use of traffic-calming measures, such as 3D road markings and speed humps.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Risk Assessments of Bus Arrival Timing System Prior to January 2026 System Glitch","subTitle":null,"sectionType":"WA","content":"22 Ms He Ting Ru asked the Acting Minister for Transport prior to the detection of inaccuracies of bus arrival timings in January 2026 (a) whether there were any risk assessments carried out on the system; (b) whether there were any vulnerabilities identified and if so, what were they; and (c) how often were independent system audits and stress tests on the system conducted.
Mr Jeffrey Siow: The Expected Time of Arrival (ETA) system is required to undergo a risk assessment every two years. The last assessment on the ETA system was conducted by the Land Transport Authority in July 2024 and identified minor issues which were addressed prior to the recent disruption. Unfortunately, it did not pick up the issues that led to the disruption. We will review how we can improve the risk assessment for future iterations.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Criteria for Implementation Timeline of Distance-based Charging under ERP 2.0","subTitle":null,"sectionType":"WA","content":"23 Ms He Ting Ru asked the Acting Minister for Transport (a) what are the parameters used by the Ministry to determine the implementation timeline of distance-based charging under ERP 2.0; and (b) whether the Ministry will give periodic public updates on how close these parameters are to being met.
Mr Jeffrey Siow: The Ministry of Transport does not intend to implement distance-based charging in the immediate term. Our priority is to ensure motorists have time to get used to the new Electronic Road Pricing 2.0 system.
Usage-based charging is in principle a fair approach. We will need to study the impact on groups, such as those who drive as part of their work and would likely pay higher usage-based charges as they drive longer distances. Should we decide to pursue distance-based charging in future, we will provide adequate notice.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Impact of ERP Gantry Removal on Motorist Behaviours and Reducing Congestion","subTitle":null,"sectionType":"WA","content":"24 Ms He Ting Ru asked the Acting Minister for Transport (a) notwithstanding roadside signages and on-board unit alerts, whether any research has assessed how removing physical ERP gantries may reduce motorists' responsiveness to charges and willingness to divert from priced roads; (b) whether this may necessitate higher rates for equivalent congestion-reduction outcomes; and (c) whether comparative data between both systems will be published.
Mr Jeffrey Siow: The Land Transport Authority is conducting a study on user behaviour for the driving experience with Electronic Road Pricing (ERP) 2.0. The study would examine the effectiveness of new visual cues and alerts in place of the physical gantry. Outcomes of the study will inform the design and implementation of ERP 2.0's road guidance features, including road signs, road markings and digital notifications. More details will be provided in due course.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Completion Timeline of Bus Fleet Management System Upgrade and Penalties Enforced for Agreement Breaches","subTitle":null,"sectionType":"WA","content":"25 Ms He Ting Ru asked the Acting Minister for Transport in view of the prolonged inaccuracies in bus arrival timings (a) what were the factors preventing announcing a firm date for full restoration; (b) whether there were any service-level agreements breaches and penalties imposed; and (c) whether the Ministry can provided an update on when the Bus Fleet Management System upgrade first started in 2024 will be completed.
Mr Jeffrey Siow: To fully restore the Expected Time of Arrival system, physical works had to be carried out for a significant proportion of the bus fleet, and the accuracy of the system had to be verified against actual bus arrival records. During this period, performance of the system fluctuated as the proportion of rectified buses deployed for service each day varied. The Land Transport Authority had provided regular progress updates until all buses were rectified and the system was fully restored on 12 February 2026.
Financial penalties will be imposed on the third-party vendor in accordance with the terms of the service level agreement. The upgrade to the Bus Fleet Management System is projected to be progressively completed by 2027.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Data on Submission and Approval Rates of Maintenance Schedule Waiver Requests Submitted by Operators","subTitle":null,"sectionType":"WA","content":"26 Assoc Prof Jamus Jerome Lim asked the Acting Minister for Transport (a) since LTA began requiring operators to submit maintenance schedule waiver requests for review, how many have been submitted; (b) how many were approved or rejected; and (c) what criteria guide LTA's assessment of such requests.
Mr Jeffrey Siow: Since 30 May 2025, the Land Transport Authority (LTA) has received and approved one request for an adjustment of scheduled maintenance from the rail operators. This was a one-month deferment of air-conditioning filter replacement for four Thomson-East Coast Line trains deployed for testing works.
When assessing such requests, LTA takes into consideration the potential impact on safety and service reliability, the adequacy of mitigating measures put in place by the operator and longer-term effects on asset performance.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Utilisation Rates of SG60 Vouchers by Age Group and Additional Measures to Encourage Greater Utilisation","subTitle":null,"sectionType":"WA","content":"27 Ms Valerie Lee asked the Acting Minister for Culture, Community and Youth (a) what proportion of Singaporeans have utilised their SG60 vouchers in digital or physical format with a breakdown by age group; and (b) beyond grassroots outreach, what additional measures can be implemented to encourage greater utilisation among those who have not used their SG60 vouchers.
Mr Edwin Tong Chun Fai: I am answering in my capacity as the Minister charged with the responsibility for the People's Association (PA).
To celebrate Singapore's 60th anniversary, Prime Minister Lawrence Wong introduced the SG60 vouchers to recognise all Singaporeans' contributions to nation-building and share the benefits of our nation's progress. The vouchers also help ease cost-of-living concerns whilst supporting local businesses.
All Singapore Citizens aged 21 and above in 2025 received $600 in SG60 vouchers. Seniors aged 60 and above received an additional $200, bringing their total to $800.
Between 2021 and 2025, $3.995 billion in Community Development Council (CDC) and SG60 vouchers were spent, with an average claim rate of 97.7% across the seven CDC vouchers tranches. Of this amount, $2.127 billion supported heartland shops and hawkers, whilst $1.868 billion was spent at supermarkets.
The SG60 vouchers continue to see good claim and spend rates as they follow the same user-friendly process as CDC vouchers, ensuring familiarity for residents. Similarly, they can also use their SG60 vouchers in the 24,000 participating CDC vouchers heartland merchants and hawkers, as well as over 400 supermarket outlets.
The PA staff and grassroots leaders have been reaching out to seniors living alone. Beyond grassroots support, our network of partners, such as merchants' and hawkers' association, are also encouraging participating businesses to assist and remind customers to claim and spend their SG60 vouchers.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Review of SG Heritage Business Scheme Eligibility Criteria and Total Amount of Funds Disbursed","subTitle":null,"sectionType":"WA","content":"28 Ms Valerie Lee asked the Acting Minister for Culture, Community and Youth (a) whether there are plans to review or loosen the eligibility criteria for the SG Heritage Business Scheme; and (b) what is the total amount of funding disbursed by the Government to support businesses under this scheme since its launch.
Mr David Neo: The SG Heritage Business Scheme, administered by the National Heritage Board (NHB), recognises and supports exemplary heritage businesses that are the backbone of Singapore's cultural landscape and community anchors. These are businesses that (a) demonstrate strong community ties or impact; (b) have remained in the same site or area for at least 30 years; and (c) offer traditional trades, goods and/or services and are committed to maintaining their heritage. The scheme's initial phase was launched in the Central Area in March 2025, in view of the concentration of heritage businesses there. A total of 42 businesses has been designated to date.
NHB is reviewing the parameters of the Scheme's initial phase, with a view to recognising more heritage businesses beyond the Central Area.
No direct funding is disbursed under this Scheme. Instead, the scheme offers valuable support in other areas, such as branding and marketing guidance. From March 2026, NHB will also be providing tailored business consultancy under this scheme to cater to businesses' specific needs. Heritage businesses may also tap on NHB's Organisation Transformation Grant (OTG) to support transformative and innovative projects that contribute to their sustainability and long-term viability. The OTG has been awarded to 56 businesses, as of Q4 Calendar Year 2025.
Heritage businesses may also tap on grants, such as Enterprise Singapore's Productivity Solutions Grant and Enterprise Development Grant, to improve their productivity, transform and enhance their long-term viability. Businesses may also wish to approach small and medium-sized enterprises centres for advisory support.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Timeline of Culture Pass Platform Onboarding Process and Price Review Mechanism for Events","subTitle":null,"sectionType":"WA","content":"29 Ms Valerie Lee asked the Acting Minister for Culture, Community and Youth (a) what is the average time taken to onboard new programmes and providers onto the Culture Pass platform since December 2025; and (b) whether there is a price review mechanism for events prior to onboarding onto the Culture Pass platform to ensure that prices remain fair and reflective of market norms and are not inflated as a result of the scheme.
Mr David Neo: The Ministry of Culture, Community and Youth (MCCY) ensures that most applications with complete and accurate information that meet eligibility criteria are processed and listed on the Culture Pass website within one month of submission. For incomplete applications, MCCY will engage the applicants and assist them accordingly.
MCCY has established safeguards to ensure fair pricing, which includes ensuring pricing consistency with similar non-Culture Pass offerings.
As of January 2026, the average ticket price of programmes offered under Culture Pass is around $50. Overall, these prices have remained largely unchanged compared to pre-introduction of Culture Pass. In other words, Singaporeans could use their credits for at least two programmes and discover the varied offerings by our local arts community.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Clarification by Minister of State for Manpower","subTitle":null,"sectionType":"WS","content":"[(proc text) The following statements were made in the reply given by the Minister of State for Manpower (Dinesh Vasu Dash) during the Committee of Supply for the Ministry of Manpower at the Sitting of 3 March 2026: (proc text)]
The Minister of State for Manpower (Mr Dinesh Vasu Dash): [T]he Workfare Income Supplement qualifying monthly wage cap of $3,000 continues to target Singaporean workers with earnings in the bottom 20%, with some support to those who are slightly above. At the same time, we will also increase Workfare Income Supplement payments to up to $4,900 per year. [Please refer to \"Committee of Supply – Head S (Ministry of Manpower)\", Official Report, 3 March 2026, Vol 96, Issue 23, Budget section.]
[(proc text) Written statement by Mr Dinesh Vasu Dash circulated with the leave of the Speaker, in accordance with Standing Order No 29(5). (proc text)]
I wish to make the following factual corrections to my statements made at the Sitting of 3 March 2026. My statements should read as follows:
The Minister of State for Manpower (Mr Dinesh Vasu Dash): [T]he Workfare Income Supplement qualifying monthly wage cap of $3,000 continues to target Singaporean workers with earnings in the bottom 20% with some support to those who are slightly above. At the same time, we also increased Workfare Income Supplement payments to up to $4,900 per year.
","clarificationText":null,"clarificationTitle":null,"clarificationSubTitle":null,"reportType":null,"questionCount":null,"footNotes":null,"footNoteQuestions":null,"questionNo":null},{"startPgNo":0,"endPgNo":0,"title":"Clarification by Minister for Manpower","subTitle":null,"sectionType":"WS","content":"[(proc text) The following statements were made in the reply given by the Minister for Manpower (Dr Tan See Leng) during the Committee of Supply for the Ministry of Manpower at the Sitting of 3 March 2026: (proc text)]
(a)\tThe Minister for Manpower (Dr Tan See Leng): [F]or GRIT, we have originally, as of the outset, sized up about 800 of them, so the majority will be at GRIT; and then there is a smaller quantity, number of places at GRIT@Gov.
We have as of the outset about 4,000-plus applications, but I do not have the exact numbers with me, but the vast majority of them actually found jobs while they were applying for GRIT, because they contemporaneously also apply for jobs. And we are happy for that, because the whole objective of GRIT was to place them into permanent jobs. Having said that, today, 400 have come on board. There are still quite a substantive number out there that are undergoing on board clearance, including some security checks as well. What we are heartened to see is that by the end of January and into February, like I said, the majority of the original GRIT applicants have actually found jobs. [Please refer to \"Committee of Supply – Head S (Ministry of Manpower)\", Official Report, 3 March 2026, Vol 96, Issue 23, Budget section.]
(b)\tThe Minister for Manpower (Dr Tan See Leng): The national masters trade. We wanted to start with three sectors, because obviously there are multiple sectors all over. So, the first one we work with was the electrical trade. Part of the reason is that, I am very familiar with the electrical trade, because I happen to also cover energy in MTI. Our licensed electrical workers (LEWs), they are also rapidly ageing. In fact, if I am not mistaken, the median age of our LEWs is about 60, 60 something. [Please refer to \"Committee of Supply – Head S (Ministry of Manpower)\", Official Report, 3 March 2026, Vol 96, Issue 23, Budget section.]
So, I think for our own resilience, for our own security and our own reliability, we have to train this group of people. And earlier on I mentioned Jia Xing, I think he has done very well. So, we want to start that on a very firm footing. The other two trades that we have identified is plumber, and then the third one is aircon technicians. These are all very important, key. And I think the Member knows the size of our population. If we want to try to spread it too thin, then obviously how to differentiate according to the importance and so on, I think that impact would be a lot more less impactful compared to being very focused on these three. So, we are starting off with these three first.
[(proc text) Written statement by Dr Tan See Leng circulated with the leave of the Speaker, in accordance with Standing Order No 29(5). (proc text)]
I wish to make the following factual corrections to my statements made at the Sitting of 3 March 2026. My statements should read as follows:
(a)\tThe Minister for Manpower (Dr Tan See Leng): [F]or GRIT, we have originally, as of the outset, sized up about 800 of them, so the majority will be at GRIT; and then there is a smaller quantity, number of places at GRIT@Gov.
We have as of the outset about 4,000-plus applications, but I do not have the exact numbers with me, but many of them actually found jobs while they were applying for GRIT, because they contemporaneously also apply for jobs. And we are happy for that, because the whole objective of GRIT was to place them into permanent jobs. Having said that, today, 400 have come on board. There are still quite a substantive number out there that are undergoing on board clearance, including some security checks as well. What we are heartened to see is that by the end of January and into February, like I said, many of the original GRIT applicants have actually found jobs.
(b)\tThe Minister for Manpower (Dr Tan See Leng): The national masters trade. We wanted to start with the electrical sectors, because obviously there are multiple sectors all over. So, the first one we work with was the electrical trade. Part of the reason is that, I am very familiar with the electrical trade, because I happen to also cover energy in MTI. Our licensed electrical workers (LEWs), they are also rapidly ageing. In fact, if I am not mistaken, the median age of our LEWs is about 60, 60 something.
So, I think for our own resilience, for our own security and our own reliability, we have to train this group of people. And earlier on I mentioned Jia Xing, I think he has done very well. So, we want to start that on a very firm footing. The other two trades that we have identified to explore thereafter is plumber, and then the third one is aircon technicians. These are all very important, key. And I think the Member knows the size of our population. If we want to try to spread it too thin, then obviously how to differentiate according to the importance and so on, I think that impact would be a lot more less impactful compared to being very focused.
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