22. Some of the most exciting technologies in the IT world are being developed at the Kent Ridge Digital Laboratories (KRDL). One product enables surgeons to rehearse their operations in 3-dimensional computer models – making surgery safer. Another product creates an invisible digital watermark on digital products (eg. digital music, books, photos) which brings added security to electronic trade and services. A third product can recognise spoken Mandarin and reproduce it on screen, removing the need for slow and cumbersome keyboard input.
23. As we develop the calibre and increase the number of RSEs in our R&D industry, overseas Research Institutes (RIs) have been attracted to partner with us. In November 1998, leading US medical school, Johns Hopkins Medicine, announced it had selected Singapore as the site for its very first clinical facility outside of the US. The 75 research scientists at Johns Hopkins Singapore Clinical Services will work closely with local institutions and together, are expected to bring Singapore into the forefront of research and education in diseases common in this region. Such collaboration will raise the profile of local researchers through the yield of patents, research publications and other medical innovations. Undoubtedly, Singaporeans – and our neighbours – will also benefit from leading edge medical care.
24. Though Singapore has made progress, we still lag behind in the number of R&D scientists and engineers compared with developed countries. Working on the ratio of R&D personnel per 10,000 Workforce, the 1998 figures for Japan is 138.6, Switzerland 121.7 while Singapore is only 59. We have quite some ways to go. We need more top quality R&D scientists and engineers in Singapore.
25. Manufacturing: Manufacturing is a high growth sector and a major provider of jobs for Singaporeans. In the 1990s, manufacturing has been growing at an average of 8 % a year. Today, manufacturing accounts for about a quarter of Singapore’s GDP and employs about 23% of Singapore’s workforce.
26. In the 1960s, when unemployment in Singapore was high, Singapore attracted many manufacturing Multi-National Companies (MNCs) to create employment. In those days, the top management in such MNCs consisted mainly of foreign talent whose management and technical skills contributed to the creation of jobs and opportunities for Singaporeans. Many of the MNCs such as Philips, Hewlett Packard, IBM, Motorola, Esso and Sundstrand have since localised the management team, with their top management having handed over and transferred their skills to Singaporeans. Hence, the presence of MNCs and expatriate managers in Singapore’s manufacturing sector has not only created jobs for Singaporeans but also created opportunities for Singaporeans to rise to the top.
27. Foreign talent have also played an important role in shifting Singapore’s manufacturing sector into more high value-added and knowledge-driven activities. For instance, when Singapore first started attracting MNCs to conduct wafer fabrication activities, there were few Singaporean engineers with the skills and experience needed for the industry. Training programmes were conducted to equip Singaporeans with the necessary skills. However, such training took time and many foreign engineers had to be recruited to fill the shortage in skills and experience. Openness to foreign talent is a key factor that makes Singapore attractive to MNCs. Without such foreign talent, Singapore would not be able to start up high-tech manufacturing activities such as wafer fabrication that creates high-paying and meaningful jobs for Singaporeans.
28. Business Services: Recently, in October 1998, Singapore edged out Sydney, Manila, and Hong Kong to host Caltex’s global Headquarters (HQ). This is the first multinational global HQ to be based here. With sales of US$9.9 billion, Caltex was Singapore’s largest oil trader in 1996, an amount equivalent to about 12 percent of Singapore’s Gross Domestic Product. Caltex is the largest private company in Singapore, with a 1997 turnover of S$14 billion. Explaining Caltex’s move, EDB said that Caltex was a “company that likes to get involved with a country. They looked very favourably at our initiatives towards developing Singapore as a knowledge-based economy, bringing in world-class institutions like INSEAD”. Chairman of Caltex, David Law-Smith explained that “the move to Singapore will position us centrally in the areas where most of our business allows us to be closer to our customers and serve them more effectively. Singapore is a dynamic, international city with great infrastructure, talented people and high living standards”.
29. Financial Services: The Monetary Authority of Singapore is promoting Singapore as the Asian hub for specialist financial services. In order to achieve our aim of becoming a leading financial centre in this time zone, we need to develop capabilities in many key areas where local talents are scarce. Some of these areas include investment banking, derivatives, actuarial services, reinsurance, asset and risk management.
30. Today, EP holders make up about 15% of the financial professionals in the licensed financial sector. The annual growth of Employment Pass (EP) holder in the financial sector over the last 4 years has averaged 12%. The flow of foreign talent into Singapore's financial sector brings in expertise in cutting-edge product innovations and transfers world-best financial practices to Singapore. This will bolster our domestic skills and knowledge pool as well as further enhance our position as a financial hub of Asia. In the process, this will create better and higher paying value-added jobs as well as contribute to our economic growth.
31. Entertainment: In 1983, the then Singapore Broadcasting Corporation began recruiting foreign talent, primarily from Hong Kong and Taiwan, to help set up the Chinese Drama production unit. These talent were mainly in key production management and creative grades like director-producers, scriptwriters, story planners, lighting men, and cameramen: professions where local expertise was not readily available. In the 1980s, foreign talent comprised close to 25% of the total Chinese Drama production talent pool. Of these foreign talent who are still active with local productions, more than 80% have taken up Singapore citizenship or PR.
32. In the 15 years since the inception of the Chinese Drama unit, much production know-how has been transferred and the local talent pool has learnt through their jobs while working closely with the foreign talent. Today, locals make up 84% of the talent in Television Corporation of Singapore’s (TCS) drama talent. However, TCS continues to actively exchange ideas and expertise with producers in Hong Kong, Taiwan, Malaysia, and China. The entertainment value of TCS productions has certainly gone up because of foreign talent.
Foreign talent have helped raise the production standard of TCS. They have also helped Singapore break into the international entertainment scene. For example, TCS artists like Shanghainese compere Wang Yanqing recently won the Asian TV Best Compere award. Malaysian Christopher Lee is also well received by the Taiwanese when the Singapore-produced serial “Return of the Condor Hero” was aired via TCS’ satellite TV in Taiwan.
– Lee Bee Furn, media consumer in her 20s.
33. Orchestra: In 1979, when the Singapore Symphony Orchestra (SSO) performed its first concert, Singapore’s musical talent base was small and only 8 out of the 41 musicians were Singaporeans. The presence of foreign musicians has not only livened the music scene in Singapore, but also helped to build up the local talent base through the transfer of skills to Singaporeans. Many have also become Singapore citizens. Today, out of the 89 musicians in the SSO, 70 of them are Singapore citizens of which, 36 are foreign born.
34. Sports: A couple of years back, the S-League was created amidst concerns that the Singapore soccer standard would not be high enough to sustain interest. The S-League has since grown in popularity, with the development of home-grown and foreign football talent. Soccer fans recognise the need for scouting and bringing foreign talent into Singapore’s soccer scene to enhance the standard of the game and the local soccer players here. A typical call by fans is for Football Association of Singapore (FAS) to “import” foreign talent, just as some sectors of the economy had done.
35. Import” of foreign soccer players has helped make the game more interesting and entertaining. This has also created healthy competition and opportunities for our local aspiring players.
Fans come to watch the match partly because they want to watch foreign players who generally are of better quality than the locals. Though this would deprive local players the chance to get into the first team, however, in the long term, the skills of our local players would improve by playing with these foreign imports.
- Eric Teo, avid soccer fan.
36. In each of the above areas, Singaporean talent has played a major role in our success. We can be truly proud of the contributions and accomplishments of our fellow countrymen. But we must also be humble enough to recognise that the progress we made could not have been achieved as rapidly without the infusion of foreign talent. Foreign talent is a pool to supplement local talent. At the same time, we also benefit as critical skills are passed on to locals, thus raising overall standards and proficiency.
PUBLIC CONSULTATION AND FEEDBACK
37. Our Subject Committee found that although the economic reasons for attracting foreign talent are strong, concerns were raised on the possible negative impact that attraction of large numbers of foreign talent might have on Singapore. Such concerns merit serious consideration and our committee had set itself the task of doing so. A series of 11 Focus Group discussions was arranged for committee members to meet with Singaporeans from different walks of life to hear their views and discuss their concerns. The committee met with executives, professionals, employers, grassroot leaders, trade unionists, NUS students, foreign talent, artistes, polytechnic and ITE students, ethnic minority groups, returned graduates and scholars and the teaching and medical professions. (A summary of views articulated is at Annex A.) At these Focus Group discussions, animated debates yielded at times an exchange of strong and polarising viewpoints. A public consultation feedback session was also held on 21 November 1998, where about a thousand members of the public were invited.
38. Not all the issues and questions were resolved for everybody. But Focus Group participants unanimously agreed on the need for talent, and that we should attract them here as Singapore is a small country with a small pool of people. Most were convinced of the economic rationale for bringing in foreign talent with higher skills and experience, that this would create wealth and, consequently, more jobs and opportunities for Singaporeans. However, concerns about the impact of foreign talent, especially in this economic downturn, were also raised. These concerns were real and legitimate. But in discussions that followed, the committee concluded that the problems were not insurmountable.
39. Two extensive surveys were conducted as part of the S21 project. In June, the Straits Times published a survey that essentially confirmed the findings of our Focus Group discussions that most Singaporeans accepted the rationale and support the policy of bringing in foreign talent. 76% of those polled supported the government’s move to attract foreign talent while 23% did not. Younger Singaporeans were also more supportive, with 85% of them in their 20sbeing supportive. This contrasted with only 68% for those in their 40s.
40. A Forbes survey conducted in July found that 56.6% polled felt that Singapore needed foreign talent to complement our work force, while 16% felt Singapore could do it alone. One in three Singaporeans felt that foreigners created more jobs than they took away, while one in four thought the reverse. About one in four were neutral i.e. they did not know what to think or were unwilling to commit. What these surveys revealed was that although Singaporeans were convinced of the economic rationale for foreign talent, deep down, they remained anxious about the impact of bringing in foreign talent. The uncertainties brought about by the regional crisis were also reflected in the many non-committal and neutral responses to the issues. The main concerns are examined in detail in the following sections.
Major Concern 1: Will I Still Have a Job?
41. The top concern expressed was fear of being crowded out of jobs. The skies were cheery when the S21 project was launched. But since then, tectonic changes have occurred across the region. Given the regional economic slowdown and its impact on Singapore, quite a number of people questioned whether we should continue to welcome foreign talent. During hard times, they argued, Singaporeans should be given first preference for jobs. Emotional pleas were made that the government was morally obligated to take care of its citizens.
“Loyalty demands protection. In times of crisis, the government must look after its people.”
“Where there is sugar, there will be ants. But what happens to the picnic when the sugar supply runs low?”
- Focus Group participants
42. We expect these fears and sentiments to increase if economic conditions continue to deteriorate. Measures that directly protect jobs for Singaporeans will only reduce our national competitiveness and ability to weather the storm. We need to be like athletes who build up stamina and skill from training and participation in competitions. Repatriating foreigners will not solve the economic problems. Keeping foreigners out will ultimately cost locals to lose more jobs because the talented foreigner takes job opportunities away with him. For instance, retrenchment of experienced and globally-connected foreign bankers will affect our financial industry and our ability to compete with overseas financial markets. Saving a few jobs for locals may end up causing Singapore to lose more jobs.
“The onset of the currency and financial crisis illustrates another way in which foreign talent can contribute to Singapore. Local staff were slow to react to real-life rapidly depreciating currencies and asset values. That proved to be a costly experience for some of us.”
- Kong Siew Cheong, manager in a major securities house
43. We also sensed that Singaporeans were worried that employers might prefer to hire foreigners. Some Singaporeans felt foreigners were willing to take on unpleasant jobs and to toil harder, such as working over time and doing shift work. During the economic downturn, they were particularly worried these foreigners would be willing to work harder for less, putting pressure on them to work longer hours at the expense of a quality life-style.
44. Some Focus Group participants felt that each time they got closer to the “Singapore dream”, the goal posts would shift, and be moved further away. They felt that the government policy to bring in foreigners was aimed at making them work harder. They perceived some of the “talent” being imported as not real talent but “cheap labour”. Our committee noted that this concern was greatest not with the top professionals or low-end workers, but the middle band. It was the “ordinary” white and blue-collar jobs that Singaporeans felt they could do just as well that the threat was felt most. The more highly-paid Singaporeans also tended to feel more secure about their jobs. Less than half of those who earned under $1,000 a month felt secure about their jobs, while 77.4% of those who earned more than $4,000 thought so.
45. Some participants suggested that we should be more selective such as recruiting foreign talent only in sectors with severe manpower or talent shortages, or only for strategic growth industries. However, it would be problematic for the government to legislate specific areas. What criteria, for instance, should the government use, especially for professional and high level talent? Our committee believes that it would be best to leave such decisions to free market forces.
46. In a world where advances of technology have made every region accessible to each other, competition is truly global. Every country competes against another. If we do not attract talent to Singapore, they can easily go to elsewhere and compete against Singapore from there. As Minister Teo Chee Hean has said, “At least if he’s here, he is part of our team, helping to make the big picture here, and I think we prefer to have more good people on our team than out there on another team.” Protectionist policies will only blunt Singapore’s competitive edge in the global economy. By helping companies remain competitive, foreign talent actually protects and creates jobs for Singaporeans.
47. Our committee feels strongly that the way to look after Singaporeans is to help them upgrade to their fullest potential. In this regard, $420 million has been committed for the Skills Redevelopment Programme (SRP) and Critical Enabling Skills Training (CREST) programmes. A Skills Development Centre is now in operation to meet the demands for more training places. We make further recommendations later in the report.
Major Concern 2: Will My Children Have a Place in School?
48. The second key concern expressed was Singapore children were being crowded out of our schools. Many (59% in the Straits Times survey) felt that the specific targeting of foreigners would crowd their kids out of the best schools. Worse, allowing large numbers of foreign students would have a ripple-down effect and make it even more difficult than now for young Singaporeans to find a place in good schools.
49. Unlike the first concern, these concerns were expressed by parents who were worried about the hope and future of their children, rather than their own immediate welfare. Some asked the government to protect the positions for Singaporean children in good schools. They argued that our children should be given the best educational opportunities, so that they could compete in future as working adults.
50. We are confident that the government will ensure that no child in Singapore is denied a place in our schools. However, to realise our vision for Singapore, we cannot shy away from competition. We can choose to bury our heads in the sand like ostriches but that will not make the competition go away. Protectionism will not help us but stymie the growth of our children. Instead, teaching our children early how to swim will ensure they can swim faster and further later on in life.
51. Foreign students will benefit our schools and children. They will raise standards by spurring excellence in our classes. Like foreign talent in our work force, foreign students in our schools are another resource we can tap. They bring with them new cultures, innovative ideas which can stimulate and broaden the outlook of our local students. Many schools are already observing national days of other countries and celebrating cultural diversity.
52. The youth of Singapore must also develop international awareness and global mindset. An island mindset will spell undisputed failure for Singapore. We must create opportunities for our students to travel overseas and interact with foreign students. Some schools are already organising excursions, study trips and exchange visits during school holidays to countries like the UK, France, Australia and China. These should not only continue but be further encouraged .
Major Concern 3: Second Class Citizens
53. The third key concern was locals fearing that they would be turned into second-class citizens. Some 24% of those polled by Straits Times felt that the government treated foreigners better than Singaporeans. In the Forbes survey, 55.2% thought that PRs have the same privileges as citizens, while a small minority (8.7%) perceived that PRs have even more privileges than citizens.
54. Anecdotally, many felt that foreigners, including PRs, enjoyed benefits without obligations like national service. Examples cited included: foreigners not having to pay CPF which makes them “cheaper” to employ, foreign talent enjoy housing allowances, JTC’s scheme providing housing for foreign talent, and subsidised education and healthcare for PRs. Other than complaints about inequity, locals also felt unhappy that many foreigners were no more than birds of passage, who would not hesitate uprooting from Singapore the moment things turned bad.
55. Some Singaporeans felt that foreigners were granted permanent residency too easily and that PR status had all the privileges of citizenship. There were suggestions that the criteria for granting PR should be made more stringent and the PR should have certain obligations to reflect commitment to Singapore. Some suggested that foreigners who wished to continue working in Singapore for an extended period of, say, more than 10 years, must decide to become PRs and then citizens. Otherwise, they would enjoy the benefits of working and staying in Singapore, without the corresponding duties and responsibilities.
56. However, imposing such restrictive conditions works against our broad strategic objective of attracting talent, which is an extremely competitive business. In a globalised world, talent is internationally mobile. To bring them here, Singapore must be made as attractive as possible to work and live in. A better way is to attract the foreign talent to cast his lot with Singapore and opt to become a PR and perhaps later for his children to be citizens.
57. For Singaporeans, we believe that there are clear benefits of citizenship which are not enjoyed by the foreign resident. We discuss this later in the report.
How should the concerns be addressed?
58. Our committee felt that the concerns expressed are reflections of Singaporeans’ desire to better our living standards. We want better jobs, good opportunities and a country we can protect and call our home. From the Focus Groups and public feedback, it is clear that most Singaporeans agree with the need to attract and recruit foreign talent for the future of Singapore. Equally clear is that some Singaporeans are concerned that foreign talent will have a competitive edge over them and take away the better job opportunities. Since a protectionist reaction will only work against ourselves, we should resist that temptation. Instead, a win-win solution would be to respond by looking for ways to improve the skills and competitiveness of our people - to provide opportunities for Singaporeans to develop to our fullest potential.
59. We must not have a “foreigners-them, locals-us” attitude. Foreign talent will supplement our strength as we work side by side together for the development of our nation.
What does it mean to be a citizen?
60. As we listened to and discussed the concerns expressed during our feedback sessions, one of the themes we repeatedly returned to was the question of what it meant to be a citizen. To us, citizenship is more than economics. Citizenship confers intangible benefits, and it also requires commitment beyond mere economic contribution. Above all, citizenship is about belonging to a place, having a sense of ownership and calling it home. This is a right for those born here, but a privilege we extend to others only when they share our same hopes, values and vision for the future.
61. As Singaporeans, we live in a safe and secure city, where law and order prevails, where we can raise a family without fear of crime or discrimination. We enjoy a clean and green environment, safe grounds in which our children play and social cohesion and racial harmony. The Singapore passport also entitles us to the invisible protection of the state, wherever in the world we may be, at work or on holiday.
“I feel secure whenever I travel because my citizenship engenders full confidence that I will be helped should I face difficulties when abroad. I was especially glad to be a Singaporean when I was in Japan right after the Kobe earthquake as I was assured that I would be guaranteed a seat on Singapore Airlines to return to Singapore even if I did not have a single cent on me.”
- Angie Monksfield, mother of two who decided to become a Singapore citizen 10 years ago
62. Our sense of belonging comes from things uniquely Singaporean. It is that special feeling when you hear a local accent or smell familiar food when you are in a foreign country. It is that familiar accent which reminds us of our sunny island in the tropics. It is the pride we share when the Singapore flag is planted on top of Mount Everest. It is our collective memories of life in Singapore, from the generation of our forefathers, to the future we hope for our children.
“But what was it exactly which made me hang on so tenaciously to my Singapore passport? Well, it is not something I can explain easily. The closest way I know how is to say that it concerns deep feelings of identity and belonging...if your country has been good to you, if you have friends there going back a long way, even back to primary-school days, and if you have fond memories of your homeland, then renouncing your citizenship will be a nearly impossible step to take … I actually felt an affection for my little red Singapore passport. The idea of holding any other passport, was, well, alien to me.”
- Ow Wei Mei column, “The citizen who came home”, Straits Times, July 1998
63. Citizenship is both a matter of pride and duty and nowhere is this more clearly illustrated than the National Service issue. On the perceived inequity of National Service, some pointed out that Singaporean males were disadvantaged by losing 2 years of their lives and also later, during their work years, when they were regularly recalled for in-camp training. The committee has made some recommendations in this area which will be detailed later in this report.
64. Singapore men will recall that it is immense trepidation he first feels when called up to give two years of his life to the country. But as he dons the camouflage green and goes through the strenuous training, he begins to appreciate the importance of the SAF to the defence and security of the country. Each and every individual young soldier contributes to the well-being of the nation. It is a crucial rite of passage for all Singaporean males, which brings us together as one multi-racial nation. Parents also gradually accept that National Service moulds the hearts and character of our nation’s young men. While some Singaporeans feel that there is disruption to their careers, especially when they are called up for reservist training, there is broad recognition of the importance of national service.
65. Perhaps there is no better way to express the pride we feel about being Singaporean than the joy and jubilation at the annual National Day Parade. It is a celebration of our nation’s birthday and an affirmation of the good life we have as Singapore citizens.
“It didn’t bother me that I’d spent so many years away from Singapore. But, standing in the National Stadium, saluting that gigantic flag flying overhead while listening to 60,000 voices belt out the national anthem, deafened by the collective roar from the sea of people around me. I knew then that was what I’d lost by being away: the remarkable unity and harmony of multiple races, religions, and creeds that you find nowhere else in the world, only in Singapore.”
- Su-lin Gan, University lecturer who recently returned after spending 11 years away from Singapore, at her first National Day Parade
ATTRACTING TALENT
66. Let us return to the question of how Singapore can and what we should do to attracting talent. To our committee, everybody is talented. In the words of the Chinese poet, Li Bai:
All of us are talent bestowed by heaven
and we must serve some useful purpose .
- Li Bai, poet, Tang Dynasty
67. International talent is internationally mobile. While Singapore is attractive, improved job opportunities elsewhere has eroded our competitiveness. We need to create opportunities in Singapore to attract and retain top class talent. Top talent will not come to Singapore unless we actively create conditions that are conducive for them to flourish and develop. Affordable housing, flexibility of education system, cost and quality of living are some areas that can help make it attractive to foreigners intending to settle in Singapore.
68. We need to actively target and seek out talent. Our vision is to make Singapore a global city of opportunity for talent. This involves having a pool of people who want to be here, because this is the place to be. The pool of talent will be a natural magnet to more talent. We want Singapore to be a gathering place not just for international talent, but a place where our own people feel comfortable and at home, where they have the capabilities and confidence to participate fully in the life and prosperity of the nation.
69. Attracting talent involves promoting Singapore to foreigners and removing obstacles to the entry of talent. Regulatory mechanisms can be loosened. Rules should be simplified and made clear. We will also have to encourage greater openness in Singapore companies and Singaporeans towards welcoming international talent. Singaporeans must also be prepared to accept different life-styles and practices.
70. We should make available information to foreigners; not just glossy tourist brochures but useful information about working and living in Singapore can be prepared and disseminated. Relocating is a family decision and we must consciously address the needs and concerns of the family. We need to sell Singapore’s strengths, and how we are a safe place to bring up families, and where foreign talent can live without fear of discrimination.
“I’m so happy here. I can enjoy my own Asian culture with all the Western comforts and education for my children and grandchildren…The perks are nothing compared to being accepted here and being able to enjoy the Asian culture. There is stability without racism. Naturally, I want to be a citizen of the country I call home.”
- Neila Sathyalingam, South Indian classical dancer, Director of Apsaras Arts, became a citizen in 1994. Neila left her homeland, Sri Lanka, because of civil unrest.
71. Beyond attracting talent to Singapore, we also want to selectively root some of them here. The granting of citizenship is a very special and carefully scrutinised matter. It is not just a matter of economics, but must also be balanced with matters of the heart and societal concerns. Citizenship is given only when the foreigner shows that he or she associates with our values and wants to commit his or her destiny to Singapore. It is an act of permanent commitment, to become part of Singapore society and rooted to our community.
72. However, that sense of belonging cannot be assumed nor does it happen naturally. We can do more to help foreigners understand Singapore, our uniqueness, diversity, traditions and values. Similarly, we should encourage locals to understand and make newcomers feel welcomed. There are two interlocked processes involved in the transition a foreign talent makes in becoming a Singaporean. First, acculturation which involves foreigners fitting into our society and feeling comfortable in it. There is mutual accommodation by both the newcomer and society and, in the process, there is a fruitful cross-fertilisation of ideas and culture. Second, rootedness which is a deeper sense of belonging to Singapore, of loyalty and commitment to the nation. Some specific recommendations on how to achieve rootedness will be offered later in the report. This will involve teaching and celebrating our history and key moments in our national life, as well as the transmission of core values. We must put in place enough support mechanisms to promote both acculturation and rootedness.
73. While attracting and rooting foreign talent, we will also have to root local talent to Singapore. Singaporeans must have a clear sense of where we are in time and space. We need to develop a strong ethos, built on a deep understanding of our history and a broad knowledge of how we fit into the global village. Singaporeans must also develop and retain a global mindset. This will not only strengthen our sense of national identity but also enable us to compete more ably in global markets.
RECOMMENDATIONS
74. To attain the kind of vibrant and dynamic society we envision Singapore to be, we must help Singaporeans to excel and compete. The best way is to bring Singapore and Singaporeans to global standards is not to close the door as we cannot shut the world out. Instead, we must face the challenges head-on.
“The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn.”
- Alvin Toffler
Helping Singaporeans Excel and Compete
- The L3 Fund
The Government has set up workers training programmes and funds to help Singapore workers upgrade their skills, and enhance their employability. For instance:
- the $220 million Skills Redevelopment Programme (SRP) which is accessible to workers through their companies
- the NTUC Education & Training Fund (N-ETF) available to individual union workers to help defray the cost of upgrading without having to go through their companies;
- the Skills Development Fund (SDF) which subsidises Singaporeans and permanent residents’ training through their companies and self-help organisations, which includes:
- the $200 million Critical Enabling Skills Training (Crest) programme which will help workers, their supervisors and managers develop thinking and management skills.
75. These funds are geared toward supporting both hard and soft skills training and cut across all sectors of our economy. Together, they ensure that many of our workers are provided with adequate training opportunities to re-skill. However, these training programmes and funds are geared towards specific skills, which are mainly relevant to the manufacturing and service industry.
76. We recommend that a Life-Long Learning (L3) Fund be created, that is not restricted to specific industry skills, but available to all adult Singapore Citizens for their life-long learning. This fund can be used to acquire a useful employment skills or knowledge.
77. This is how we envisage the L3 Fund to be set up: Individual working adult Singapore Citizens will receive a special dividend from the Government whenever the economy does well. This dividend will be kept in each person’s L3 Fund which can only be spent on approved educational and training courses, but cannot be encashed or bequeathed. This dividend will be different from Shared Ownership Top-Up Scheme (SOTUS) in that the L3 Fund can be used for individuals to upgrade themselves.
- Re-engineer Institutes and Schools of Learning
78. Institutes/Schools of Learning should be re-engineered to support life-long learning. Currently, institutes are structured to support one-time learning experiences, such as getting a diploma or a certificate. The institutes should re-engineer their courses and curricula to be:
- Modular: Free standing modules of short duration can form part of a larger structured programme. Individuals can complete modules at their own pace, when they are relevant to their needs or interest.
- Accessible: The modules or courses should be made accessible outside office hours. Distance learning through the Internet could be encouraged.
- Affordable: The modules should be made affordable by lowering the cost to the individual. Just as subsidies are given for one-time learning courses like diplomas or degrees, we propose that the Government provide some subsidies too for such life long learning modular courses so that they would come within the reach of a larger number of the population. Together with the L3 fund, this would ensure that every working adult in Singapore who wishes to pursue courses after his/her formal education, would have the opportunity and the means.
- Creditable: A credit system should be set up to give recognition and certification after accumulation of sufficient credits.
- Accreditation: The private sector should be involved: they have the incentive to drive and market the courses to individuals. Private courses allowable under the L3 fund should be properly accredited so that they are recognised to be proper and useful courses.
- Transfer of Skills
79. Business, trade, professional, social and cultural organisations should make all efforts to recruit foreign talent to become members or associates of their organisations. These organisations should then actively facilitate the transfer of know-how and knowledge of the foreign talent to the Singaporean members. This could be achieved through activities that promote interactions and global networking.
80. The Committee challenges local organisations to link up with their international counterparts and aspire to have their members in leadership positions in the international arena. Such positions will help Singapore to have some influence on international organisations and become a part of some decision-making body in setting global standards. This would be like having a seat in key United Nations bodies or the International Maritime Organisation.
81. Attaining such positions could also help open the windows of opportunities for other Singaporeans, and help promote Singaporean talent, companies, services and products internationally and upgrade Singapore’s global standing. We already have some good examples: Dr Noeleen Heyzer who is Executive Director of UN Development Fund for Women (UNIFEM), Mr Ng Ser Miang who sits on the International Olympic Council, Mr Liew Mun Leong who has served as president of the International Standards Organisation (ISO), and Mr Abdul Halim Kader who is Secretary-General of the International Sepak Takraw Federation (ISTAF).
- Nurture Curiosity and Develop Critical Thinking
82. In the 21st century, Singapore must become more of a leader and less of a follower in many fields and industry. Singaporeans must correspondingly develop our creativity, critical thinking skills and an entrepreneurial spirit to excel and compete. The Committee commends the Ministry of Education for taking the lead in this area in promoting the concept of Thinking Schools and Learning Nations. We recommend that through the revised curricula and pedagogy, schools nurture curiosity, encourage informed debates, and build up an adventurous and risk taking spirit amongst the students.
(e) Promote global outlook both at work and schools
83. It is important that all Singaporeans develop a good sense of our place in time and space. We need to develop a strong ethos, built on a deep understanding of our history and a broad knowledge of how we fit into global markets. This will not only strengthen our sense of national identify, but enable us to participate more effectively in global issues and compete more ably in global markets. A global outlook should be promoted and encouraged in both schools and workplace, through student exchanges, international seminars and exchanges, overseas visits and establishment of international relationships.
Attracting Talent
84. Bringing out the best in our people and for our country means managing our talent and attracting new ones. This requires that we create the best conditions in Singapore so that the local and foreign talented will come to stay. To do this, we must increase the opportunities here.
85. We should adopt the following measures:
-
Have a clear message to ‘sell’ Singapore. We could ‘sell’ Singapore as a centre of opportunity, as a place where things work and things happen. Singapore can be seen as the bustling metropolis.
-
Boost our marketing efforts. More attention should be paid to the marketing of Singapore Inc overseas. A central agency could be identified to spearhead this effort. Efforts should be made to correct wrong negative images of Singapore. Attention should also be paid to the usefulness of information provided. For instance, Singapore Tourism Board (STB) packages very good tourist brochures, but these are not useful for a foreigner considering whether to work in Singapore. More practical information about living and working here should be made available through mediums like interactive web sites. Such packaged information should include tips not just for the foreign talent but also the family, as decisions to relocate are made collectively. We could also make use of Changi Airport– given that 25 million passengers flow through annually – and SIA to market the opportunities available for foreign talent to work or invest in Singapore.
-
Expand our facilitation services to new talent and their families. Transitional help can be provided for foreign talent and their families so that they can adapt to our local conditions. Programmes could be organised to help them adapt to and assimilate with our lifestyle, eg. Singapore history and culture. Packages should also be created to ‘sell’ Singapore as best home, and attract them to sink roots here.
-
Application procedures and process should also be as transparent and as simple as possible. Immigration should revert to applicants as soon as possible and within a fixed and known timeframe so that there is greater certainty.
-
Both business and government should be involved in promoting Singapore to foreign talent.
-
We also need to change the mindset of Singaporeans towards foreign talent to be more open to, accepting of, and welcoming talent. We need to have a big heart and recognise that talent contribute to and benefit our country. This effort would need to involve all levels of society, from the individual to the family to the community to the nation. As a start, our schools and universities could, through immersion or exchange programmes, create greater global awareness. They should also provide more opportunities for global exposure and inculcate a global mindset amongst the younger Singaporeans. In relation to this, the Committee fully endorses the concept of ‘Thinking Schools, Learning Nation’ envisaged by the Ministry of Education.
-
A committee could be formed to help expatriate families integrate into our society, such as provide assistance to settle down, find places in local schools for their children. We should encourage foreigners to mix socially with locals and involve them in cultural exchange programmes and social services (eg. civil defence exercises, blood donation drives). Residents Committee can also help foreigners feel accepted in the community by including them in community activities.
Integrating and Managing Talent
86. The current system of controls is adequate to maintain the quality of talent flows. However, regular reviews and transparency in criteria used to admit foreign talent should be maintained.
87. In managing this policy of attracting talent, we also need to address the following issues:
-
We need to address the issue of inequity concerning National Service. Permanent residents should not be forced to become citizens. However, second-generation PRs who avoid NS by giving up their PR status, and subsequently return to live and work in Singapore after completing their tertiary education should not be allowed to circumvent our NS policy. Such loopholes should be plugged.
-
Companies who hire active NS men should be recognised for their contributions towards national defence. Tax rebates equal to the rank pay of NS men who are called up for active national service could be offered to employers. Self-employed NS men should also enjoy the same tax exemption.
-
We should strengthen the links with Singaporeans living abroad, keep in contact and help them re-integrate into our society when they return. This should be a broad strategy that involves all sectors of society working together: public, private and people. A small gesture would be setting aside a small number of NDP tickets for returning Singaporeans so they can participate and revive their sense of belonging to Singapore.
-
Managing local and foreign talent spans across a number of government agencies and ministries. A central steering committee on Managing Talent could be formed, to co-ordinate and direct our strategies and actions. Our committee welcomes the government’s decision to form the Singapore Talent Recruitment (STAR) Committee, headed by BG George Yeo.
88. Ultimately, it is not enough to “tolerate” foreigners because they are of use to Singapore. We must welcome them, make them feel at home and that they belong here. To be welcoming to foreigners requires an open mind and a big heart. We need to remind ourselves that almost all Singaporeans are either immigrants or descendants of immigrants. Shutting ourselves off will make Singapore very insular indeed. Singapore must retain an open and hospitable attitude. The challenge is to build an inclusive Singapore, where citizens feel at home and a part of the nation, and confident in welcoming foreign residents to be a part of our society, to live with us, to benefit from our society, and also contribute to our continued growth and prosperity.
But we must not discriminate against foreigners because they are foreigners. If Singapore is reserved for Singaporeans alone, we would have a very small Singapore.”
- BG George Yeo, Minister for Information and the Arts, Launch of Contact Singapore in Sydney, July 1997
EVERYONE MATTERS
89. We return to the vision we painted at the beginning of this report. At the dawn of the 21st century, we want to make Singapore a centre of opportunity, like the boundless sea, receiving, enriched and enlarged by the ideas and contributions from surrounding brooks. We must keep our minds open and our hearts big. We will be a society where everyone matters, a society where everyone is valued and rewarded for his or her contributions. We should be a society where everyone is recognised for his or her ability, and which helps individuals realise their full potential.
In the end, it comes down to people, both locals and the non-locals who have decided to call Singapore home, building the kind of society we want our children to inherit.
- Tong Chee Kiong, University lecturer
“The success or failure of our efforts will be decided by each Singaporean’s willingness to take responsibility, for the future we want to create. The feeling of being Singaporean comes from being able to make choices about the kind of community we want to live in.”
- Melissa Aratani Kwee, Co-director for Project Access
90. Citizenship is about commitment and commitment is based on participation. There can be no citizenship without participation from everyone. From a fishing village to modern city, Singapore’s prosperity has been founded upon talent and their commitment to this country. Many of our forefathers were foreign talent who came to Singapore. Braving storms, they sailed down the Southern Seas to Temasek looking for a better life. They worked to build a better Singapore. While some went back, others chose to call Singapore home. But, whatever they chose, they came to Singapore because it offered them something in exchange for their skills, hard work and talent. Singapore prospered because they came and contributed.
91. For Singapore to remain competitive and prosperous, we must be like the sea , receiving a continual flow of talent. We also need to develop and maximise the talents and abilities of all Singaporeans. No vision of Singapore can be sustained unless we can keep and develop our local talent. There is no contradiction between attracting foreign talent and nurturing local talent. They are not two horns locked forever in battle but two wings that will propel a thriving Singapore. Foreign talent is not “them” and locals “us”. Instead, “we” are the same team competing together against the world. Everyone matters to Singapore’s success.
For the want of a nail,
A shoe was lost.
For the want of a shoe,
A horse was lost.
For the want of a horse,
A soldier was lost.
For the want of a soldier,
A war was lost.
For the want of a war,
A kingdom was lost.
And all for the want of a horse shoe nail.
92. This report attempts to capture some of the key concerns and recommendations that emerged from our committee’s meetings, deliberations with the public and the broad consensus which eventually emerged. Our views are by no means comprehensive; neither do we claim that our recommendations are the only right ones. But we have put them forth in the belief that these are aspects of the society we want to create and the dream we have. Our forefathers too came to Singapore with their dreams. They came, stayed and were transformed into Singaporeans.
93. This is our unfolding Singapore story, a global centre of opportunity. Let’s join our hands to realise our vision for Singapore.
. . . . .
Ghoshal, S. & Bartlett, C. A. (June 28, 1998). “Play the right card to get the aces in the pack: Management recruitment”. Financial Times, p. 14.
“Johns Hopkins hospital in Singapore” (November 5, 1998). The Straits Times, p. 35.
Velloor, R. (October 22, 1998). “Caltex to move global HQ here”, The Straits Times, p. 1.