Committee of Supply – Head S (Ministry of Manpower)

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 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 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 (JSS) 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.

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.

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 (AOP). But by emphasising paper qualifications, the AOP 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 —

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 (WIS) 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 WIS to $3,500, to better support those who are working hard to make ends meet but struggling under the burden of high costs.

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.

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 an 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 ITE, La Salle, NAFA, 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.

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 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.

I wish to ask MOM for the status of the Strengthening the Singaporean Core efforts in Singapore as well as an update on 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 Institute for Human Resource Professionals (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.

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 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 Local Qualifying Salary (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 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 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.

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.

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 Transport (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?

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 Progressive Wage Model, 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 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.

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 intergenerational impact. Can the Minister share what evidence exists on the intergenerational 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 flexible work arrangements 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.

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 (SEC) and the Central Provident Fund (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 small and medium enterprises (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.

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 (TWG-SE) in July last year. The TWG-SE 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 TWG-SE 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 SEC, and whether the scheme will be studied beyond 2027.

Under the TWG-SE, we are reviewing support measures for employers more holistically, including reviewing the SEC 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 TWG-SE'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 TWG-SE 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 TWG-SE will share its recommendations. The TWG-SE 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): The Tripartite Workgroup on Senior Employment (TWG-SE) 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 (TWG-HC) 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 (SOI) last October and unveiled the top 300 organisations earlier this year. The SOI 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 SOI 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 (MDDI) and Infocomm Media Development Authority (IMDA) 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 Institute for Human Resource Professionals (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 TWG-HC 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 TWG-HC 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 (ESR'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 EA 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 EA 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 (TWG-EAR) 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 EA. 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 EA 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 TWG-EAR 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 EA, 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.

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 Progressive Wage Model (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 (WIS). This scheme supplements their incomes and helps them save for retirement. Since its inception in 2007, WIS 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 WIS. 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 WIS 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 WIS 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 WIS 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+) (WDG(JR+)) 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 (EWTP). We will also launch the redesigned SFEC 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 (UV) 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 EWTP, such as the SkillsFuture WDG(JR+) and the SFEC. 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 (TCA) 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 Workplace Safety and Health (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 (PPVC) 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 (RH) 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.

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. The Tripartite Alliance for Fair and Progressive Employment Practices (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 (CCP) 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 Flexible Work Arrangement 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 (EWTP), set to launch later in March. The EWTP 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 (EEC), comes in. The EEC 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 EEC for hiring 10,800 Singapore residents with disabilities, up from 6,600 and 10,000 in 2022. To sustain this momentum, we extended the EEC last year to run until end of 2028.

At the same time, Daniel needs support of his own. While the EEC 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 MSF 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): 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): 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 —

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 market 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 OMIP?

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 Investment Cycle 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?

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 OMIP, 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 OMIP programme, the funding is actually quite generous, it is up to 70%, it is for them to actually 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 lifecycle 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.

I mean, 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 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 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. [Please refer to ​"Clarification by Minister for Manpower", Official Report, 03 March 2026, Vol 96, Issue 23, Correction By Written Statement section.]

Chair, if I heard Minister Tan correctly, he indicated the Government generally subscribes to the principles of on 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 STEM and finance in terms of field coverage for all graduates from our ITEs, polys and AUs. 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?

Let me clarify to Assoc Prof Lim. We, at this current moment, do not intend for it to be a national institutionalised programme for OJT, 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 job seekers. A big part of it, of course, is the expectations may not match the type of jobs that are available in the market today. So what we are considering is, for GRIT itself, is for a group of graduates who may need that additional internships.

But 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 itself. So, we do not have plans to develop this into a national programme. But suffice to say, today, we already have a whole series of all these programmes available, GRIT, OMIP and these are for junior level ones. Beyond that, even at the mid-career, we have also got different types of attachment programmes, so let me set that record straight.

A large part of these programs will be administered by the newly formed Workforce and Skills Singapore (WSSG) indeed. When it comes to finance sectors and so on, I believe that WSSG would have to work with MAS with the Institute of Banking and Finance Singapore (IBF) 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.

Thank you, Mr Chairman. I would like to ask the Senior Minister of State, with regard to the mid-career renewal and the various programs that he has talked about. Would MOM consider expanding a CTC-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 CTC 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 actually 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 employers to do that. 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 reenter the workforce?

Sir, on the Member's first question about whether we will consider a CTC-style support. The answer is yes, because the CTC 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 OpsTech road mapping process and then chart out the road map for them to do a CTC-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, right? 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 actually piloting some of the ways in which they actually 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 TACs 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.