Excellencies, ladies and gentlemen,
\nIntroduction: Celebrating 35 years of diplomatic ties
\nThe theme “Finding Common Ground in a Disordered World” reflects the very approach that has defined the past 35 years of diplomatic relations between Singapore and China. Over the 35 years, our partnership has grown from strength to strength, underpinned by the commitment of leaders on both sides who have invested deeply in building personal trust, finding common ground, and a shared sense of purpose, and grounded in openness and a belief in a multilateral world where countries remain connected through trade, investments, and exchanges.
\nEven though diplomatic relations were only established in 1990, our relations stretch back much further. Notably, the landmark visit by Mr Deng Xiaoping to Singapore in 1978, where he met our founding Prime Minister Mr Lee Kuan Yew, marked the start of a new phase in our relations.
\nDuring that visit, Mr Deng saw how Singapore, an island state without natural resources, was able to grow by opening itself up to international trade and investments. He returned to China and said “We should draw from Singapore’s experience and do even better than them”； 我们应当借鉴它们的经验，而且比它管得更好. And one month later, in December 1978, Mr Deng launched China’s “Reform and Opening Up” (or 改革开放) policy, which kickstarted the country’s economic development and progress.
\nIt is no wonder that the late Mr Lee often spoke of Mr Deng with deep respect.
\nMr Lee also held a positive view of China’s long-term development. I had the privilege of serving as his Principal Private Secretary from 2008 to 2011, when he was Minister Mentor. I saw firsthand that mutual trust and respect when I accompanied Mr Lee on many of his visits to China, including during the Beijing Olympics in 2008, and his meetings with Chinese leaders such as Mr Jiang Zemin, Mr Zhu Rongji, Mr Hu Jintao and Mr Xi Jinping. When Mr Xi visited Singapore in 2010, he and Mr Lee unveiled a bust of Mr Deng along the Singapore River.
\nI have also experienced this friendship and trust in my interactions with my Chinese counterparts – whether previously as co-chair of the Singapore-Shandong Business Council or now working on the Sino-Singapore Tianjin Eco-City and our broader collaborations with Tianjin. And also with my counterparts from China’s Ministry of Transport and now the Ministry of Housing and Urban-Rural Development.
\nThis trust is rooted in the belief that even as we each advocate for our own national interests, we are partners who can add value to each other and importantly, learn, grow and succeed. Just like how Mr Deng once saw Singapore as a model of economic openness and modernisation for China, we too recognise China’s strategic importance as a global superpower, and its vast potential for sustained growth and development which will be good for our region.
\nThis is why we have consistently aligned our partnership with China’s national priorities, ensuring that our collaborations are mutually beneficial and relevant. What the Chinese would call 不忘初心，与时俱进.
\nOur partnership has flourished over the past decades. Today, Singapore and China are significant trading partners and major investors in each other’s markets. The Singapore-China Free Trade Agreement was upgraded last year, re-affirming our continued commitment to open markets and rules-based trade. Our cooperation also spans many other areas, including education, public governance, tourism, safety and security, amongst others.
\nJust last month, I made my first visit to China in my capacity as Minister for National Development, travelling first to Guilin for a meeting with our counterparts from ASEAN and China, before going to Tianjin and Beijing for further meetings. It was a fruitful and productive trip where we discussed common priorities with our Chinese friends, and how we can work together on areas such as urban redevelopment, economic cooperation and people-to-people exchanges.
\nIt reaffirmed my firm belief that Singapore and China share not just common challenges but also similar mindsets and approaches that we can leverage to overcome these challenges together. Please allow me to elaborate.
\nTackling Common Challenges
\nFirst, we approach challenges with a long-term perspective.
\nSingapore and China recognise that development and social progress can take many years to bear fruit, and sometimes after overcoming initial setbacks. We also believe in planning ahead for future generations, to leave behind a better future for our children and grandchildren than what we have inherited from our parents and grandparents. The Chinese saying which comes to mind is 前人种树，后人乘凉.
\nYou see this in how we plan and develop our cities, balancing economic growth with environmental sustainability and social inclusion. Singapore’s Green Plan 2030 and China’s journey towards carbon neutrality are examples. Whether through Singapore’s efforts to green our existing buildings and promote urban greenery, or China’s remarkable advances in solar energy and electric vehicles, both nations are investing in a cleaner, greener and sustainable future.
\nSecond, Singapore and China take a pragmatic and action-oriented approach to achieving good governance. What Mr Deng Xiaoping would call 实事求是, or his famous saying about black and white cats.
\nWe focus on what works. We are willing to learn from others, experiment with new ideas and scale up successful ones. For example, China’s pilot zones and special economic areas have long been living laboratories for reform and innovation. In Singapore, we adopt a similar approach where we do not shy away from refining our policies to move in tandem with times, even changing course in some areas as conditions vary. We are pragmatic, not dogmatic. We focus on practical outcomes and results, not theoretical concepts and ideology.
\nThis similar mindset of having a long-term perspective, being pragmatic, and focusing on what works, makes us good partners in facing common challenges together. As the Chinese saying goes, 酒逢知己千杯少, Singapore and China are like two good friends who can have heart-to-heart talks with each other over a bottle of good wine, whether it is red wine or Maotai.
\nThird, both countries believe in upholding a rules-based, open and multi-lateral world order, including for global trade and investments.
\nToday, the world economy is facing the risk of slower growth as a result of more trade and non-trade barriers, leading to intensifying economic rivalries and growing protectionist sentiments. Conflicts in various regions have also deepened mistrust and fragmentation.
\nIn this context, there is a growing scepticism about free trade and globalisation. Fortunately, we do have countries, including Singapore and China, that understand that finding common ground remains essential for resilience and prosperity. This is why it is more important than ever for like-minded partners to deepen our collaboration and help shape a more resilient, interconnected world.
\nWe hope our bilateral collaboration can be a good role model, and also a catalyst to other countries to join in and expand this network where countries can continue to interact with one another with certainty, mutual respect and confidence.
\nExpanding our partnership and collaboration
\nLadies and gentlemen, wow then can Singapore and China take our partnership, our very strong partnership, to an even higher level?
\nPartnerships between countries are not static. They evolve with changing needs and circumstances. The Singapore–China relationship is no different. It has matured over the years into a mutually beneficial collaboration between equal partners who have much to learn from each other.
\nIn fact, in many areas, China has surged ahead of Singapore and the rest of the world, in the speed and scale of its innovation and technological advancements. Yet Singapore continues to bring distinctive strengths – our connectivity, our reputation as a trusted hub and our ability to integrate ideas and talents from around the world, all of which can complement China’s strengths.
\nThis morning, I would like to put forth three suggestions on how we can further deepen our bilateral collaborations.
\nFirst, to increase two-way investment and trade flows between Singapore and China.
\nThis includes welcoming foreign investors and helping them to succeed after they have invested. This is important because successful companies will expand their operations and encourage others to also invest.
\nIf Singapore companies do well in the Chinese market, their success will inspire more businesses from Singapore and other countries to follow suit. Likewise, when Chinese companies are successful in Singapore, we will attract more investments and create more good jobs for our people.
\nThere is also great potential for both Singaporean and Chinese companies to grow together by leveraging complementary strengths and deepening their partnerships. So not just Singapore, China, but working together, going to a third country.
\nThe vast Chinese market has created more opportunities for our companies and valuable knowledge exchanges. At the same time, our companies provide services that can meet the needs of Chinese consumers.
\nChinese companies can also continue to use Singapore as a regional HQ and launchpad for Southeast Asia, leveraging our trusted networks, our robust financial ecosystem and our connectivity. We welcome more Chinese companies to set up in Singapore and to partner with Singapore companies to expand in the region and beyond.
\nSecond, we must continue to invest in people-to-people ties, encouraging more interactions especially between our young people. Our people-to-people ties are the enduring bridge between Singapore and China. They sustain openness, mutual understanding, and long-term friendship.
\nWe cannot take for granted the mutual trust built that has been built up between our leaders and our people over the past decades. Every generation must continue to invest in strengthening our relationship and bonds.
\nFor Singapore, this means making the effort to understand China, including its culture, business practices and evolving priorities, so that our businesses and people can continue to seize opportunities to grow together with our Chinese counterparts.
\nOrganisations such as Business China, which is a non-profit organisation established by Mr Lee Kuan Yew in 2007, play an important role in fostering cultural and business literacy between our peoples. In line with efforts to grow people-to-people exchanges, airlines have also increased the number of direct flights between China and Singapore, something that I was also personally involved in advocating in my previous capacity as Minister for Transport. The Youth Interns Exchange Scheme established last year, is the first bilateral internship exchange arrangement that Singapore has with another country, allowing young people from Singapore and China to embark on 6-month internships in the other country.
\nThird, both governments should develop policies and ecosystems that encourage innovation and entrepreneurship from our businesses and people, especially in new growth areas.
\nIn a disordered world, opportunities abound for those with the vision and courage to seize new opportunities.
\nToo often, large organisations, including Governments, may fall into the trap of thinking that if I do more, I expose myself to more mistakes, and the best thing to do is not to do anything; 多做多错，不做就不会出错. However, as Dr Goh Keng Swee once said, doing nothing to avoid mistakes is actually the ultimate mistake, especially if it leads to our government officials and businesses becoming overly risk-averse.
\nWe must dare to chart new paths, take calculated risks and encourage our companies and our people to do the same. To build a culture of encouraging calculated risk-taking, we should be prepared to accept some failures when we experiment with something new. We also need reward people who take initiative, and who have the courage to stick their necks out to push the boundaries and try new ideas.
\nI hope this culture of innovation would lead to more collaboration between our two countries, including between our companies and our people. This is especially important in emerging growth areas such as Artificial Intelligence, green economy, robotics and automation, where things can develop very quickly and no single company or individual has all the answers.
\nFor example, in the built environment, Chinese technologies have seen success when adapted for use in Singapore. Hi-Tek Construction, which is a Singaporean company, has been piloting the use of robots – which they bought and then adapted from a Chinese partner, a company called Legend Robot – for the painting of interior surfaces at our public housing projects. The pilots yielded improvements in productivity by around 30% and HDB intends to progressively expand their use in building new flats for Singaporeans. This is just one example, there are many many more.
\nConclusion
\nPlease allow me to conclude my speech with some remarks in Mandarin. 各位朋友，新加坡的颜金勇副总理上周在《新加坡与中国：从邻国友邦到伙伴》新书发布会上就提到，在过去三十五年里，新中两国的关系不断深化，也变得更坚韧、更稳固。
\n中国目前正面临一些挑战。关税、就业和住房问题，都对中国经济造成压力。
\n但我有信心，中国会像过去一样，克服当前的挑战。中国有庞大的市场，众多的人才，也有破釜沉舟的决心和乘风破浪的创新能力。
\n新加坡也将一如既往，与中国携手同行，继续找寻共识，把握新的合作机遇。
\n回顾新中两国的合作历程，最令人印象深刻的是两国关系中所体现的共同信念与共同利益。我们都秉持长远规划、务实治国的理念，也都坚定地维护以规则为基础、开放包容且多边的国际秩序。
\n有了好的基础，新中两国的合作，可以从三方面进一步地深化。首先，我希望鼓励更多双向投资和贸易往来。第二，继续推动两国人民的交流，特别是要加强我们两国青年之间的互动和友谊。年轻一代，是连接两国未来的桥梁。最后，两国政府可以共同打造更有利于创新与创业的政策和生态环境，支持我们两国的企业和人民在新兴领域发展，例如人工智能、绿色经济、如何更广泛地利用机器人与自动化科技等等。
\n新中两国的双边关系，就像任何关系亲密的朋友一样，会经历起起落落， 有时候也会有不同观点和立场。但只要我们致力于建设一个 全方位高质量的前瞻性合作伙伴关系 ，两国将能世世代代，友谊长存。我相信，我们在2040年庆祝新中建交50周年时，新中关系将会更广更深，为我们两国的人民带来更多互惠共赢的成果。
\n谢谢大家。
","image":null,"url":"keynote-address-by-minister-chee-hong-tat-at-the-singapore-china-forum-2025","article_type":"e45b3aaf-3de0-4c98-922a-d5ad73ab5c0b","is_visible_home_page":true,"is_featured":false,"article_date_time":"2025-10-09T16:00:00.000Z","publish_on":null,"unpublish_on":null,"is_scheduled":false,"tags":[]},{"id":"2edbb50f-3ec6-441a-9554-7bf2d02adda5","status":"published","sort":2,"user_created":"376a5171-b308-4f42-881c-23e41db2d349","date_created":"2025-10-14T06:31:41.527Z","user_updated":"2281b0d3-7bc6-41b6-a1f2-a858fe9788a4","date_updated":"2025-10-23T09:32:19.310Z","title":"Speech by 2M Indranee Rajah at the Singapore Cranes Association 50th Anniversary Gala Dinner","content":"Thank you all very much for inviting me to be part of your golden jubilee, the 50th anniversary of the Singapore Cranes Association (SCA).
Celebrating 50 Years of Progress
When the SCA was first established in the 1970s, Singapore was a very different place. 50 years on, our skyline, our cityscape, and our national infrastructure have all been transformed into the now bustling metropolis that we see today.
Through it all, cranes have played an important role in the transformation of Singapore’s built environment. You have been integral to many of our key sectors such as construction and transportation, supporting infrastructure and industrial development.
I want to commend the SCA for your part in leading the cranes industry, working with the various government agencies to shape the industry’s development and direction, and being an integral part of the Singapore story.
Navigating the Challenging Headwinds
Even as we celebrate 50 years of progress, we must also pay attention to the rapid changes that are taking place in the world around us. It is not going to be business-as-usual for the cranes industry in the next 50 years.
Take the tariffs that the US has introduced since April, for example. Just last week, the US announced a new set of tariffs, including a 100% tariff on pharmaceuticals and pharmaceutical products. The full effects of all the tariffs are still unfolding and will take time to manifest.
I want to assure you that the Government is committed to providing comprehensive and holistic support to Singapore enterprises, and to help companies like you navigate the challenging business landscape ahead.
The Singapore Economic Resilience Taskforce set up five months ago will continue to monitor the developments and assess the impact of the US tariffs on your businesses and workers. We will also continue to engage our US counterparts to negotiate and better understand the conditions and the criteria for the implementation of the tariffs.
The Taskforce has announced several initiatives to help companies adapt to the new economic realities. One of the initiatives is the Business Adaptation Grant which will be rolled out this month to help affected companies adapt and strengthen their supply chain resilience.
Another trend to take note of is the rapid acceleration of technological advancements, such as in AI, that is taking place at an unprecedented pace, disrupting entire industries and upending traditional business models.
Many of you seated here today are SMEs and you may be wondering what that means for you and whether you have the capacity and resources to respond to some of these challenges. Some of you may be concerned about the disruption that AI will bring to the industry. I can understand these fears and concerns.
I can assure you that the government wants all our SMEs, not just the bigger players, to be able to leverage and access the latest technologies to seize opportunities amid the rapid technological advancements, and there are many government initiatives to help our SMEs do just that.
For instance, EnterpriseSG, in partnership with IMDA, has empowered many SMEs to accelerate their adoption of technology, including AI-enabled solutions, through the Productivity Solutions Grant. If you want to transform your business, please have a look at the Productivity Solutions Grant, and see how you can use that to help defray some of your costs, as you transform your businesses. In this new economic reality, those who can use AI, and use it well, will have an advantage over those who do not and cannot.
It is important to highlight that seizing the opportunities that technology can bring is more than just about buying new computers or paying for software subscriptions. There must be investments in upskilling your workers.
The good news is that companies do not have to do this alone. You can work with government agencies and the unions to train and uplift the capabilities of your workers. One key initiative is the Company Training Committees (CTC) that NTUC has championed. Under the initiative, companies work closely with the unions to identify the skills that their workers need and to co-develop and design the training required.
I understand that there are representatives from NTUC here today, and they will be more than happy to share about the CTCs with you. The unique thing about Singapore is that our unions, employers and workers all work together, and we can only progress when we all progress together. Ultimately, when your workers are well-equipped to meet the new challenges brought about by technological disruption, your businesses will also benefit.
As you think about how to transform your businesses to meet the challenges of the day, it is also critical not to lose sight of what matters most, which is the health and safety of the workers that operate those cranes day in and day out.
I am glad to know that many crane companies are already proactively investing in technology to protect the well-being of the workers. For instance, half of Singapore’s lorry cranes have been equipped with the Stability Control System (SCS) which significantly reduces the risk of the cranes tipping over. To support wider adoption of the SCS, the Ministry of Manpower has a grant to help companies defray the installation cost for both new and existing lorry cranes, and I strongly encourage companies to utilise this support.
I am also heartened to know that SCA has been a key member of the National Crane Safety Taskforce since its inception and has actively contributed to the taskforce’s mission to implement strategies and programmes that reduce dangerous occurrences involving crane operations to zero.
As we look to the future, I am confident that the SCA will continue to play a leading role in helping your members meet the challenges of tomorrow and navigate the challenging headwinds that we face.
Congratulations once again on 50 remarkable years. Here’s to the next 50 years of lifting Singapore even higher. Thank you and have a great evening.
","image":null,"url":"speech-by-2m-indranee-rajah-at-the-singapore-cranes-association-50th-anniversary-gala-dinner","article_type":"e45b3aaf-3de0-4c98-922a-d5ad73ab5c0b","is_visible_home_page":true,"is_featured":false,"article_date_time":"2025-10-01T16:00:00.000Z","publish_on":null,"unpublish_on":null,"is_scheduled":false,"tags":[]},{"id":"afbefefd-9a5e-449a-8c66-f127446bfc18","status":"published","sort":3,"user_created":"376a5171-b308-4f42-881c-23e41db2d349","date_created":"2025-10-14T06:31:52.414Z","user_updated":"2281b0d3-7bc6-41b6-a1f2-a858fe9788a4","date_updated":"2025-10-23T09:32:19.330Z","title":"Written answer by Ministry of National Development on effectiveness of Single Room Shared Facilities Scheme in supporting homeless individuals","content":"Question No: 376
Question by: Mr Abdul Muhaimin Abdul Malik
To ask the Minister for National Development (a) what is the Ministry’s assessment of the effectiveness of the Single Room Shared Facilities Scheme (SRSF) in supporting homeless individuals compared to the Joint Singles Scheme Operator-Run Pilot; and (b) whether SRSF will be expanded to accommodate more applicants.
Answer:
The Single Room Shared Facilities (SRSF) and Joint Singles Scheme Operator-Run (JSS-OR) pilots are part of HDB’s ongoing efforts to expand public rental options for lower-income singles, and both models have been useful in assisting individuals who are rough sleeping.
Both the SRSF and JSS-OR have a social service agency appointed as an operator to manage the tenancies, mediate co-tenant issues, and ensure that tenants are supported by social services. Singles can apply for public rental under the SRSF or JSS-OR individually, without a flatmate.
Each model is designed to cater to different needs and preferences. While SRSF tenants have their own bedroom and access to shared facilities, JSS-OR tenants share a 1- or 2-room flat with 1 or 2 other flatmates respectively. To date, both models have been well subscribed and feedback from the tenants and operators have been generally positive.
HDB is reviewing these public rental typologies and will share more details, including any expansion plans, when ready.
\n
Question No: 375
\nQuestion by: Mr Abdul Muhaimin Abdul Malik
\nTo ask the Minister for National Development in respect of the new licensing regime for lift and escalator certification firms from 2027 (a) how will the Ministry address the expected cost increases from Fixed Installation plan submissions, certifications, and annual inspections; and (b) what support will be provided to Town Councils to manage the impact on their budgets.
\nAnswer:
\nTo enhance lift safety, the Building and Construction Authority (BCA) will implement a new licensing regime from 2027, which will require developers and building owners to engage licensed firms to certify lifts and escalators. This move leverages on the collective expertise and resources of firms and aligns with international practices.
\nBCA is actively engaging qualified firms to obtain licensing. Having a sizable pool of licensed firms will help keep costs competitive for lift owners.
\nThe Government provides substantial funding to Town Councils to offset the costs of estate maintenance. Town Councils should factor any cost increases in their budgeting and manage their expenditure prudently.
\nQuestion No: 308
Question by: Mr Andre Low
To ask the Minister for National Development (a) what policy framework guides the evaluation of the success of the Pulau Tekong polder project; (b) how does that framework specifically assess the method’s suitability for high-density residential, commercial, and/or industrial uses on the mainland; and (c) how are long-term climate adaptation and maintenance costs being weighed against initial sand savings.
Answer:
The Pulau Tekong polder project created about 800 hectares of new land, whilst reaping close to 50 percent of savings in sand used for the reclamation, when compared to traditional land reclamation. The creation of new land for MINDEF’s use has freed up space on the mainland for other uses, such as developing new homes and amenities for Singaporeans. Within the polder, the coastal dike, network of drains and water pumping systems, as well as the stormwater collection pond will also support climate resilience to rising sea levels and more intense rainfall due to climate change. The coastal dike’s height can also be raised to adapt to future increase in sea levels, if required.
While the land will be used for military training, it could also potentially support other uses, such as residential, commercial, or industrial uses.
We are monitoring the maintenance costs of the polder, which will require some time to reach a steady state.
Question No: 285
Question by: Mr Gerald Giam
To ask the Minister for National Development (a) how many zebra crossings in HDB estates have been converted to courtesy crossings in the last three years;(b) what is the policy rationale for converting a zebra crossing to a courtesy crossing; and (c) whether the Ministry is concerned that this trend may create confusion and compromise pedestrian safety.
Answer:
Between 2022 and 2024, HDB converted 37 zebra crossings to courtesy crossings in HDB estates.
HDB started implementing zebra crossings in HDB estates from 2007 onwards. Subsequently, we received feedback that some of the existing zebra crossings in HDB estates could affect the safety of pedestrians as it gave them a false sense of security when they crossed the road. Such crossings were typically in locations where the motorists did not have direct line of sight of the zebra crossings, such as those near right-angled turns.
To ensure safety of residents, HDB has been converting some zebra crossings into courtesy crossings, complemented with other traffic calming measures such as road humps where feasible. Courtesy crossings encourage both pedestrians and motorists to exercise greater care – pedestrians are reminded to check their surroundings before crossing, and motorists are reminded to slow down.
For the last quarter of a century, ACRES has been a very strong advocate for wildlife in Singapore and a valuable partner to the National Parks Board, giving voice to the voiceless creatures who share our home.
This evening, we celebrate ACRES’ strong commitment and the commitment of all of you here who believe in ACRES’ work and the passion you bring to this important work.
On Tuesday, I visited ACRES’s Wildlife Rescue Centre And as I walked through the Centre, I met many animals, but three caught my attention – and I want to tell you the story of these three animals and how they relate to ACRES’ work. They are: the Ball Python, the Palm Civet and the Radiated Tortoise from Madagascar.
What do these three animals have to do with ACRES’ work? Plenty of course. And so I thought to craft my speech tonight about ACRES’ work, specifically on the topics of education, stewardship and guardianship.
Ball Python - Education
First, ACRES’ work on Education is to encourage human-wildlife coexistence, and has much to do with the ball python.
Well, let's consider ACRES as the voice for misunderstood pythons, both the reticulated pythons we encounter in our green spaces – and the ball pythons that sometimes appear or end up in our urban environment due to illegal pet ownership. These magnificent creatures often naturally evoke a sense of fear or apprehension, but the reticulated python in particular, is a vital part of our ecosystem, naturally controlling rodent populations and indicating healthy green spaces.
ACRES, much like the patient work required to understand and coexist with these snakes, is at the forefront of this interaction, showing us the way to harmonious coexistence. Through its educational efforts, ACRES teaches us to appreciate the ecological role of native pythons and to say “no” to illegal pet ownership, and how to react safely and responsibly when we encounter wildlife, and how to prevent negative interactions.
That's why ACRES's education outreach is so very important.
From school programmes to public talks, ACRES has been engaging the community on wildlife issues and encouraging responsible human-wildlife relationships.
A great example is the “Our Wild Neighbours”, or OWN, campaign on wildlife etiquette.
OWN’s nation-wide outreach shows us how stakeholders, including ACRES, NParks and Mandai Wildlife Group, came together to seed and grow a conservation movement in our society, and promote understanding of what it means to be true stewards of our environment.
OWN is continuing to reach out to the community, including through the “Human-Wildlife Coexistence” carnival at Heartbeat@Bedok next month.
These all help foster greater appreciation for our native biodiversity and contributes to Singapore’s vision of a City in Nature.
Palm Civet – Stewardship
ACRES’ second important work is on stewardship. It is our collective responsibility to take good care of our environment. Here, let's consider ACRES as the hidden palm civet. These shy, nocturnal creatures play a quiet yet significant role in our ecosystems, often as seed dispersers, contributing to the health and regeneration of our forests and green spaces.
Like the diligent palm civet, ACRES works tirelessly behind the scenes, actively in several wildlife working groups, to jointly develop strategies for the conservation and management of species such as otters, long-tailed macaques and other urban wildlife.
These working groups comprise representatives from government agencies, volunteers, nature groups and academics, addressing human-wildlife conflict through holistic and science-based strategies which are sensitive to wildlife.
ACRES also provides feedback on environmental studies for development projects, sharing helpful insights on wildlife connectivity and how to mitigate of human-wildlife conflict.
We have had many productive conversations to advance Singapore’s vision of a City in Nature, and we will continue to build on this.
Radiated Tortoise – Guardian
Lastly, let’s talk about Guardianship – our unwavering commitment to prevent and stop illegal wildlife rade and trafficking. For this, let's consider ACRES as a formidable guardian, embodying the steadfast resilience of the radiated tortoise from Madagascar and the strength of the alligator snapping turtle.
The radiated tortoise, with its striking, robust shell, is a symbol of beauty, strength, and incredible longevity, yet tragically, it's one of the most trafficked tortoises in the world. The snapping turtle, with its powerful jaws and swift reactions, represents the readiness to confront danger.
Here, I’d like to thank ACRES for partnering NParks on this important work.
ACRES’s animal crime investigation unit collaborates with our colleagues in NParks, by sharing information and supporting investigations.
ACRES’s Wildlife Rescue Centre also serves as a long-term holding of our non-native rescued wildlife from the illegal pet trade, facilitating repatriation where feasible.
Today, around 129 animals are held there, each with a story of why wildlife protection matters.
We are grateful for the strong partnership and good working relationship we enjoy with ACRES. Because it’s essential to our collective stance and commitment to tackle illegal wildlife trade and cruelty.
Conclusion
My friends, tonight we celebrate ACRES:
As the voice for misunderstood pythons showing us the path to educated coexistence
As the hidden palm civet reminding us of our stewardship over the environment through science and dedication
As the steadfast radiated tortoise and sharp snapping turtle symbolizing the urgent need for guardianship against illegal wildlife trade.
Congratulations again on your 24 years journey of compassion, courage, and grit.
Just as the radiated tortoise can live for well over a century, I wish ACRES many more 24 years of vital conservation, rescue, and educational efforts, continuing their powerful impact.
Thank you, and have a truly wonderful evening ahead.
Good afternoon. I am happy to join the opening ceremony for this year’s Lee Kuan Yew Global Business Plan Competition.
To the teams, judges and guests from overseas, I’d like to extend a very warm welcome to Singapore.
Beyond the competition, I hope you will get the chance to experience our city, meet new friends, and build lasting connections and try our delicious food.
More than two decades ago in 2002, the Singapore Management University (SMU) launched the inaugural edition of this competition.
Named after the late Mr Lee Kuan Yew, Singapore’s founding Prime Minister, this competition was one of the first international platforms for student entrepreneurs to pitch their ideas and receive support to launch their ventures.
Mr Lee was a firm believer in the importance of entrepreneurship and the need to create an environment that would encourage innovation and to unlock the potential in our people, including in our younger generation. In fact, in describing the way the Singapore government functions, he said that it is really not just about administration, but about entrepreneurship and innovation.
So I think this event, which is now going into its 12th year, and seeing the progress that SMU and your partners have made – I think Mr Lee, if he is still around today, would be very happy.
I am also pleased that today, the competition continues to embody these values, as a leading global platform connecting, inspiring and empowering young innovators all over the world.
Participants from previous competitions have gone on to launch startups that collectively raised more than 1 billion US dollars in funding.
So I look forward to seeing this year’s participants do the same – blaze new trails and make and leave your mark on the world.
Importance of Innovation & Entrepreneurship
This year’s competition takes place against the backdrop of profound global change.
The geopolitical and economic landscape is shifting rapidly, while climate change, demographic transitions and technological advances are shaping and reshaping societies everywhere.
In such an environment, innovation is not just important; it is essential.
It enables us to address the world’s most urgent challenges while creating fresh engines of growth for the global economy.
Paired with a strong entrepreneurial spirit and the vision and courage to take risks, we can reimagine possibilities and transform uncertainty into opportunity.
Singapore as a Global Innovation Hub
Singapore’s nation-building journey itself has been one of continuous innovation.
I mentioned earlier that LKY and his colleagues - our Pioneer Generation leaders - believe firmly that we need to innovate, take risks and encourage entrepreneurship. Over the past six decades, we have transformed our small island into a thriving global city and endearing home, despite our limited land and natural resources.
This did not happen by chance.
It was thanks to the bold vision and “can do” spirit ofr different generations of Singaporeans, that we have built up thriving industries and universities, fostered a pro-business environment and strengthened our linkages to the world through trade, financial and digital connectivity.
Looking ahead, we will continue to build Singapore into a global innovation hub.
We have put in place a robust ecosystem to support entrepreneurs, like yourselves, to leverage Singapore’s strengths in innovation, governance and connectivity.
You can partner our universities and also work with our research institutions to co-develop innovative solutions to tackle the most pressing urban challenges;
You can also use Singapore as a “living lab” by partnering with our agencies and our companies to prototype innovations through various sandboxes and testbeds;
And when you are ready, our network of venture capitalists and economic agencies stand ready to support you to commercialise your innovations and access the global market from Singapore.
The Lee Kuan Yew Global Business Plan Competition also serves as a gateway for young innovators to access and participate in our innovation ecosystem.
SMU has done a good job to put together a comprehensive suite of activities to support you on your journey, including networking sessions, masterclasses and investor matchmaking sessions.
Today, I am pleased launch the SMU Urban SustaInnovator.
This accelerator programme brings together venture capitalists, R&D experts, leading companies and public agencies to mentor promising urban solutions and sustainability startups.
Participants will receive guidance on fundraising, market access and R&D as you build and launch your ventures.
As you embark on your innovation journies, I encourage you to keep an open mind, be curious, be willing to step out of your comfort zones and take some calculated risks.
Let me share with you a story of the marble boat in Beijing’s Summer Palace.
This is a boat that was built by Qing dynasty Emperor Qianlong, and he wanted it to be a symbol of his aspirations for the Qing Dynasty. He had hoped that the Qing Dynasty would be like the marble boat – unshakeable and unsinkable. Unfortunately, this boat was also un-sailable. It cannot move and is basically anchored, stuck to the shore; it is more like a stone pavilion.
But we don't build ships to park them in a harbour, when we build ships, it is for us to venture into the seas to discover new lands, despite the risks of encountering some storms.
Likewise, innovation requires us to take calculated risks. And when I say us, I don’t just mean entrepreneurs, but the whole society – the government, our financial institutions, our universities and research institutions and of course, society as a whole.
We must be willing to take some risks and accept some failures along the way. We may experience some challenges and hardships as we go about our innovation journeys, but this is one of the best ways to learn.
We cannot achieve new innovations by adopting a “fail-safe” approach, where there is zero tolerance for failure.
Instead, we need to embrace a “safe-fail” approach – where we can fail safely and treat failure as part of the learning process.
We can help innovators to experiment safely, while managing our risk exposure through pilots and regulatory sandboxes.
Singapore has adopted this approach in many sectors, including in the Built Environment, green energy, FinTech and healthcare, just to name a few examples.
When the innovations through such an approach prove to be successful, we can scale them up to achieve greater impact – not just in Singapore, but across the world.
In the Built Environment sector, for example, our agencies have set up the Building Innovation Panel (BIP) to fast-track the evaluation and regulatory approvals for innovative construction solutions.
Our agencies are also looking to accelerate the adoption of commercially viable technologies, including robotics solutions, through private-public partnerships and asset leasing arrangements.
Together, we can create a conducive environment for innovations to take flight.
Conclusion
Let me conclude by thanking our mentors, sponsors and organisers for making this competition possible.
And to all participants, this journey is only the beginning. I’m sure you will continue to dream boldly, innovate with courage and let your imagination light the way.
The challenges before us are immense, but so are the opportunities.
The world – even though it is a more challenging global environment – is yours to shape. But to do this, and for Singapore to remain an innovation hub, we must go against some of the emerging trends that we see globally, where countries are becoming more inward-looking, where societies are less welcoming to ideas and talent from abroad and where people are becoming less willing, less open to new ways of doing things.
We must go the other way so that Singapore can remain a place that is open and connected to the world, and welcoming to ideas and talent from all over. You may not be Singaporean, but if you have a good idea or good contribution you can make and want to be part of the Singapore family, we welcome you. Whether it is to work here or study here, or eventually take up permanent residence and citizenship – Singapore must remain as an open and welcoming society. Only then we can be a successful innovation hub.
Thank you and I wish you all a fruitful week ahead.
Introduction
It is an honour to be here today to join you to celebrate this significant milestone – the 70th anniversary of NUS Civil & Environmental Engineering, or CEE in short, Department.
Today’s symposium on civil, environmental and sustainability engineering is timely. As we face challenges like climate change and resource scarcity, the role of civil and environmental engineers has never been more critical – or more exciting.
Notable Alumni from NUS
Many of you chose engineering because you want to make a meaningful difference in the world.
A career in the Built Environment sector, or BE sector in short, offers just that.
Every day, BE professionals shape how we live, work, and play.
Their work creates the infrastructure that connects communities, and the solutions that protect our environment.
Let me share with you how two inspiring NUS alumni have shaped Singapore’s built environment.
Er Jee Yi Yng, fondly known as YY by her peers, earned her Master of Science in Civil Engineering in 2008.
With over 22 years of experience under her belt, she is a leading regional expert in tunnelling and underground construction.
Today, she leads nearly 800 professionals as Managing Director of AECOM Singapore and Senior Vice President for AECOM Southeast Asia, overseeing projects such as the Thomson-East Coast Line.
Er Aaron Foong, who completed both his Bachelor of Engineering and Master of Science in Civil Engineering in NUS, now serves as Senior Executive Director for Civil Structural and Construction Engineering at Surbana Jurong, leading a team of 1700 engineering professionals globally.
I understand that Aaron is not here with us today as he is in Toronto, Canada, receiving the prestigious 2025 Council on Tall Buildings and Urban Habitat Award of Excellence – Structure Award as the Qualified Person (Structure) for the One Pearl Bank project. My heartiest congratulations to him!
His other iconic projects like the Punggol Digital District (PDD), 8 Shenton Way and the Surbana Jurong Campus demonstrate how thoughtful engineering creates spaces where communities thrive and businesses flourish.
As the Programme Board member for the Engineering Consultancy team of the Changi Airport Terminal 5, he's helping to build the infrastructure that will define Singapore's next chapter on the global stage.
YY and Aaron are just two examples of engineers improving lives, strengthening communities, and putting our little red dot on the world map through exceptional design.
Opportunities in the BE Sector
As we embark on the next phase of Singapore’s development, there are opportunities to work on projects that will define our next chapter.
These include the Long Island development, Greater Southern Waterfront, Changi Terminal 5, the Cross Island Line and more.
To ensure that the BE sector has a strong talent pipeline to deliver on our development plans, we formed the Taskforce for Architectural and Engineering Consultants last year, which I co-chaired with Mr Chaly Mah, Chairman of Surbana Jurong Group.
We engaged more than 400 stakeholders – students, professionals, and industry leaders – to understand how we can make BE careers more attractive and rewarding, culminating in the set of recommendations launched last month.
Let me share some of the efforts to uplift the sector.
Uplifting the BE Sector
First, we're transforming how students experience the BE industry through an enhanced internship programme called 'INSPIRE'.
This programme features longer placement periods, real-world projects and dedicated mentors to guide them as they build their careers.
The Taskforce also highlighted the importance of having competitive salaries.
Progressive firms in the industry such as Arup, Beca and Surbana Jurong have committed to host INSPIRE interns and offer higher starting salaries when they start full-time after graduation.
I encourage students to participate in the INSPIRE programme when it commences next year, and for more firms to host interns under this programme.
This will benefit everyone – students will gain invaluable real-world experience, while firms may identify and secure talent early.
Second, we strive to make working in the BE sector rewarding and meaningful.
We have heard feedback that young engineers hope to have better career development support.
The industry is responding by strengthening their HR practices and career development support capabilities.
Firms are now leveraging tools like the Human Capital Diagnostic Tool (HCDT) to identify areas to improve their talent management and development practices.
One example is Mott MacDonald, which has been recognised by the Straits Times as one of Singapore’s Best Employers in 2025.
They offer various mentorship programmes for junior engineers, including having an “Inclusive Network for Women” which pairs young women engineers with mentors to guide them on their career journeys.
Engineering work is undoubtedly challenging with many stakeholders to juggle, complex projects and tight deadlines.
While these are part of what makes the work dynamic and impactful, with a little more care, we can foster an even more supportive and collaborative workplace culture for talent to thrive.
This is why the industry came together to develop the BE Charter for Appreciation, Respect and Empathy, or BE CARE, in short.
The charter focuses on three essential elements: fostering openness and respect, ensuring effective meetings and communications, and protecting rest periods.
34 firms, including GuocoLand, CapitaLand Development, JTC and PUB, have committed some of their projects to implement BE CARE.
We are encouraged by the industry’s commitment to improve the workplace culture and staff well-being.
Third, the industry is embracing cutting-edge innovations and technologies to make engineering work more innovative and impactful.
These include emerging technologies, such as Artificial Intelligence, which is revolutionising our work.
For example, two CEE graduates co-founded ConcreteAI whose smart sensor system monitors concrete curing in real-time, providing live data that helps optimise construction schedules, reduce waste, and improve quality control.
To prepare our future engineers, our Institutes of Higher Learning are keeping pace with these changes and ensuring that our graduates are armed with the right skills and tools to seize these opportunities.
For example, NUS has integrated AI across its curriculum for students, exposing them to AI concepts and applications.
NUS also supports student entrepreneurs to launch their startups through programmes such as the Graduate Research Innovation Programme.
Conclusion
As we celebrate 70 years of excellence from NUS CEE Department, we honour our past and invest in our future.
The next 70 years will bring fresh challenges, from climate adaptation to harnessing our underground spaces.
We will rely on engineers, like yourselves, to help us overcome them.
The Government is committed to support your journey, provide you with the relevant tools and opportunities, and celebrate your contributions to Singapore and the world.
The future is yours to seize!
Thank you, and I wish you a productive and inspiring symposium.
","image":null,"url":"opening-address-by-2m-indranee-rajah-at-nus-cee-70th-anniversary-symposium","article_type":"e45b3aaf-3de0-4c98-922a-d5ad73ab5c0b","is_visible_home_page":true,"is_featured":false,"article_date_time":"2025-10-09T16:00:00.000Z","publish_on":null,"unpublish_on":null,"is_scheduled":false,"tags":[]},{"id":"ef6414fd-1252-44b4-8e1f-6e824d797ef9","status":"published","sort":10,"user_created":"376a5171-b308-4f42-881c-23e41db2d349","date_created":"2025-10-14T06:31:58.879Z","user_updated":"2281b0d3-7bc6-41b6-a1f2-a858fe9788a4","date_updated":"2025-10-23T09:32:19.484Z","title":"Written answer by Ministry of National Development on criteria in appeals for waiver of the Minimum Occupation Period for HDB flat sales","content":"Question No: 246
Question by: Assoc Prof Jamus Lim
To ask the Minister for Home Affairs (a) what criteria are considered in appeals for waiver of the Minimum Occupation Period (MOP) for HDB flat sales; and (b) whether the remaining MOP duration is among them.
Answer:
HDB flats are primarily meant for owner-occupation. Owners are required to physically occupy their flat during the Minimum Occupation Period (MOP) before they are allowed to sell their flat on the open market.
HDB assesses all appeals for a waiver of the MOP on a case-by-case basis, considering the specific circumstances of the flat owners and their families. Past reasons for such exceptions include financial hardship or the demise of the flat owner.
Question No: 244
Question by: Mr Fadli Fawzi
To ask the Minister for National Development (a) whether the Government has any plans to further educate seafood suppliers and consumers on the negative impact of selling and consuming endangered stingray species such as the whitespotted whipray and sharpnose whipray; and (b) if not, why not.
Answer:
NParks regulates the trade of species protected under the Convention on International Trade in Endangered Species of Wild Fauna and Flora (CITES). Certain stingray species are listed under CITES, but the whitespotted whipray and sharpnose whipray are not.
NParks works closely with stakeholders, such as nature groups, and the community to raise public awareness about conservation efforts for endangered species, and advises consumers to check the source of origin and species to ensure that they are not listed on CITES before consumption.
Question No: 441
Question by: Mr Dennis Tan Lip Fong
To ask the Minister for National Development (a) whether there are plans to enhance ecological connectivity between Mandai mangrove and mudflats to the Central Catchment Nature Reserve, aside from naturalising Sungei Mandai; and (b) whether baseline biodiversity studies have been conducted for the buffer forests north of the Central Catchment Nature Reserve, particularly the Lorong Asrama and Track 16 forests.
Answer:
As announced at the launch of the Draft Master Plan 2025, NParks is establishing a new Kranji Nature Corridor to strengthen the ecological connectivity between the Central Catchment Nature Reserve and Mandai Mangrove and Mudflat Nature Park.
There will be over 110 ha of new parks, around 8km of new recreational routes, and more than 11 km of Nature Ways within the Kranji Nature Corridor. These routes will have plantings to replicate the forest structure and facilitate animal movement. We are also studying potential parks at Sungei Pang Sua and Kranji Reservoir, as well as possible enhancements to the riverine habitats there.
Agencies will assess the need to conduct Environmental Impact Assessments for the buffer forests north of the Central Catchment Nature Reserve, if there are future development plans in these areas.
Question No: 411
Question by: Ms Diana Pang
To ask the Minister for National Development (a) whether the Ministry will expand the provision of shaded public playgrounds and outdoor play areas, given rising average temperatures in Singapore; and (b) how will such efforts align with the Prime Minister’s National Day Rally 2025 call to reduce excessive screen time for children by encouraging real-world activities and physical play to support healthy development.
Answer:
Agencies such as HDB and NParks take thermal comfort into consideration when implementing playgrounds and outdoor play areas within HDB estates and parks.
Agencies use tools such as sun-shade analysis, wind modelling and heat mapping, to help decide where to locate playgrounds and provide shade. Agencies also consider locating play spaces in the shadow zone of nearby buildings where feasible and using play equipment materials suited for our tropical climate. The planting of trees and greenery can also help reduce ambient temperatures.
In addition, as part of our City in Nature vision, NParks has developed 40 nature playgardens island-wide to date. These are specially curated nature play areas for children to connect with nature and benefit from outdoor play.
226. Mr Ng Shi Xuan: To ask the Minister for National Development in each quarter over the past three years (a) how many (i) public and (ii) private heavy vehicle (HV) parking lots are there in Singapore, respectively; and (b) how many HVs are registered with LTA under the Vehicle Parking Certificate Scheme.
227. Mr Ng Shi Xuan: To ask the Minister for National Development as of September 2025, what is (i) the respective number of applicants on the waiting list for public heavy vehicle parking lots for the North, South, East, West and Central regions in Singapore and (ii) the median and longest duration that applicants have been on the waiting list for each region.
Answer:
Over the past three years, the total number of public and private heavy vehicle (HV) parking lots island-wide was around 40,000, compared to around 31,000 HVs registered under the Land Transport Authority’s Vehicle Parking Certificate (VPC) scheme. A breakdown of the number of private and public HV lots for each of the past three years is shown in the table below.
As of1 | Private HV lots | Public HV lots | Total HV lots | HVs registered under VPC scheme |
December 2022 | 30,600 | 9,700 | 40,300 | 31,600 |
December 2023 | 30,800 | 9,500 | 40,300 | 31,100 |
December 2024 | 30,900 | 9,600 | 40,500 | 31,800 |
As of September 2025, the waiting list statistics for public HV parking lots across planning regions are as follows:
Planning region | Applicants on waitlist | Median waiting duration | Longest waiting duration |
Central | 274 | 10 months | 4 years |
East | 112 | 4 months | 1 year |
North | 439 | 6 months | 5 years |
North-East | 183 | 4 months | 2 years |
West | 639 | 10 months | 3 years |
The VPC scheme requires every HV to have an overnight parking lot before it is allowed to be registered or have its road tax renewed. However, some applicants who have an existing HV lot may choose to remain on the waitlist to obtain a lot at another location which they prefer. Waiting times vary depending on turnover rates at individual HV parks, the length of waitlists, and the number of available lots at each location. Agencies will continue to monitor demand and ensure there are sufficient HV lots island-wide to cater to demand.
Good morning, and a warm welcome to our international delegates and friends to Singapore.
This morning, we gather in the shadow of sad news – The passing of Dr. Jane Goodall. I haven’t met Dr Jane Goodall, but the Jane Goodall Institute has a chapter here, just as the SeaKeepers do – established 10 years ago. But my wife who is in conservation as well has met Dr Jane Goodall, and she was a giant in many, many ways. So I thought Jane’s life had some resonance with what we are trying to achieve here in today’s Summit. Jane’s life and work reminds us effectively that science is not just about discovery, but also about responsibility. Jane showed the world that one person with courage and conviction can change how humanity sees its place in nature – and I think that offers many lessons for us.
As we gather together this morning, with partners like International SeaKeepers Society and with ocean explorers like Fabian Cousteau among us, we too are reminded to be guardians of life. Not only on land, but also in the vast, fragile blue that surrounds us. The sea connects us in many different ways as a small island nation. My grandfather who was from the Chinese island of Hainan in the South of China was a seafarer, and so too many immigrants coming to our shore in Singapore. And so, we all have a connection with the sea, one way or the other.
Like the ocean itself, the Ocean Collective Summit offers an important platform where our leaders, innovators, youth and communities can converge and discuss new ideas and learn. It’s also about gathering together to think about new solutions to tackle these wicked problems that confront us as we steward our fragile blue resource.
Singapore’s marine heritage
As a Singaporean, I’m grateful that our very tiny island nation has a role to play. Although we are small, we are surrounded by rich coastal and marine habitats. In fact, we sit at the gateway of the Coral Triangle (just west of it) – which is one of the most diverse marine regions on Earth.
Our waters are home to a remarkable diversity of corals, seagrasses, mangroves, and fish. Just yesterday, I was out in Pulau Ubin; I also visited the Southern Islands and our Sisters’ Island quite a bit.
These special ecosystems protect our shores, store carbon, provide food and support recreation.
Therefore Protecting our marine ecosystems is an environmental priority, and a social and economic imperative.
Yet, we live in a time when oceans around the world are under immense pressure from climate change and human activity.
That is why Singapore’s efforts to protect our natural capital under our City in Nature vision extends beyond our shorelines and into our surrounding waters. So please allow me to share what we are working on:
First, we designated Singapore’s first Marine Park at Sisters’ Islands in 2014 (about 11 years ago), with the intent to promote marine conservation, research and outreach.
The park has since been enjoyed by visitors and marine enthusiasts, especially on its reopening last year after the completion of enhancement works. I was in Sisters’ Islands just a couple of months ago at our turtle hatchery.
But we didn’t just stop there. Last year, we also announced plans to designate a second Marine Park at Lazarus South and Kusu Reef. This next step reflects our commitment to “What’s next”, taking tangible and actionable steps to safeguard our marine biodiversity.
Looking to the future, we must continue turning our “What If” into “What’s Next” – because we have agency.
So let me suggest two areas where we can make a real difference with concrete action - through collaboration, and through the communities that many of you represent this morning.
Key Areas of Change
First, let’s work across different sectors including policymakers, scientists, business and community.
The OCBC Seagrass Restoration Project, Singapore’s first seagrass restoration initiative, is a good example.
It is a three-year that project brings together NParks, researchers from St John’s Island National Marine Laboratory, and the National University of Singapore and is supported by OCBC through NParks’ Garden City Fund.
Together, they are pioneering innovative transplantation methods, filling critical knowledge gaps in seagrass reproductive biology, to ensure that seagrass meadows persist and endure in the long term.
We are combining private sector support from OCBC, policy direction from NParks, and academic rigour from NUS, to comprehensively address the complex challenges of seagrass conservation more effectively than any single organisation could alone. And I think that is the spirit of collaboration.
Beyond our shores, Singapore also shares our experiences and our expertise in urban biodiversity conservation at regional platforms. You all know that we are also at the heart of Southeast Asia – ASEAN – a population of over 670 million. And in Singapore, although we are one of the smallest, we try to play our part in biodiversity conservation.
For example, we are active in the ASEAN Working Group on Nature Conservation and Biodiversity, and the ASEAN Working Group on Coastal and Marine Environment through our partnership with the ASEAN Centre for Biodiversity.
That allows us to pool our knowledge and play a role in advancing global conservation movements. It also shows how even a small, highly urbanised city-state can make quite a significant impact in safeguarding nature. We aren’t just a drop in the ocean!
We will continue to work with various sectors, learning from international counterparts at platforms like this, to protect and conserve our marine biodiversity and ecosystems.
Second, in addition to working with business, researchers and policymakers – and I see many young people here today – we must work with our community and our youth in our marine conservation efforts.
During marine incidents, our volunteers from the Friends of Marine Park helped survey and monitor impacts to our marine environment. In fact, I was with our Friends of Marine Park when we released our turtle hatchlings just a couple of months ago.
Our communities, effectively, are working with our conservation experts and our NParks colleagues to serve as our “eyes on the ground” in local waters, flagging unusual observations and reporting undesirable activities. So we work very closely with them.
On behalf of NParks, I thank our community partners – I know many of you are here today – for your dedication and I look forward to our many visits to the Southern Islands and continuing to do this important work together.
Now the most important in this room is our youths – the stewards of our future. You bring a fresh wave of perspective, digital fluency, creativity, and a deep sense of urgency to the conservation space.
Thank you to our SeaKeepers and their Asia chapter for co-organising today’s summit, and for their ongoing commitment to our youth and marine conservation efforts. Thank you in particular for
Backing school programmes and student research – and we now have more ideas on what to do and to leverage some of our existing initiatives;
Joining our Friends of Marine Park community in support of NParks’ efforts.
Earlier this year, SeaKeepers Asia also launched the International Junior SeaKeepers Program in Singapore. We are happy to do so, and I think our youths are actively engaged in this programme.
This programme equips motivated, passionate youths with skills in oceanographic research, science communication, and environmental advocacy.
Collectively, these efforts remind us that when we invest in young people, we invest in the future of our oceans. When we equip our youth with knowledge, skills, and opportunities, we empower them to become changemakers who will carry forward the work of conservation with energy and conviction – generational transfer, generational stewardship.
Once again, thank you SeaKeepers for your generous contributions. We look forward to deepening our partnership to come.
Conclusion
Friends, Dr Jane Goodall often said, “What you do makes a difference, and you have to decide what kind of difference you want to make.”
At this summit, our mission is to decide, together, the difference we want to make for our oceans. Not just words, but commitments. To close the gap between words and action.
So let’s challenge ourselves to leave this summit with more than words and inspiration. Let’s leave with action. To not only keep our head above water, but to rise above the tide.
To our researchers and our innovators, let’s think about how your specific discoveries can be translated into community action. And we are ready – we have the receptables to convert that into action.
To our advocates and educators, let’s continue building bridges between scientific knowledge- to convert and translate that into public understanding.
To our business leaders and investors here, thank you for your support and let’s consider how your resources can support scalable ocean solutions.
To our youth and community champions, let’s continue to lead with courage and conviction. Your voices and actions are vital in shaping the future of our seas.
Because the ocean is our collective inheritance, and its fate is our collective responsibility.
So friends, let’s honour Dr Jane Goodall’s memory, celebrate the Cousteau legacy and build on the vision of the International SeaKeepers Society. Ensuring that this Ocean Collective Summit is not remembered for its speeches, but for the actions and partnerships we forge.
If Dr Jane Goodall showed us the power of one voice, then together may we prove the power of many voices.
I wish you a successful summit ahead. Thank you.
","image":null,"url":"speech-by-mos-alvin-tan-at-the-ocean-collective-summit-2025","article_type":"e45b3aaf-3de0-4c98-922a-d5ad73ab5c0b","is_visible_home_page":true,"is_featured":false,"article_date_time":"2025-10-01T16:00:00.000Z","publish_on":null,"unpublish_on":null,"is_scheduled":false,"tags":[]},{"id":"443df48d-20c7-48cb-bf0e-2533bf94b6d6","status":"published","sort":16,"user_created":"376a5171-b308-4f42-881c-23e41db2d349","date_created":"2026-01-06T04:04:12.814Z","user_updated":"9805d548-7851-4bd6-8f83-6eaa8dcac1c6","date_updated":"2026-01-06T04:04:12.814Z","title":"Speech by 2M Indranee Rajah at the Real Estate Developers' Association of Singapore (REDAS) Mid-Autumn Lunch","content":"Introduction
Good afternoon. I am happy to join you to celebrate the mid-autumn festivities. You have invited me in the past, and it always feels like a reunion coming back. Thank you.
The mid-autumn festival celebrates the spirit of togetherness and unity. This encapsulates the strong and steadfast partnership between REDAS and the Government in shaping Singapore’s urban landscape.
You have not just constructed buildings, but homes where our families create memories, commercial spaces where our businesses thrive, and iconic developments that put Singapore on the world map. Thank you for journeying with us through the past 60 years of nation building.
Continuing to Build Singapore
But as you know, we are never done building Singapore.
We see this in the Draft Master Plan 2025, which outlines our ambitious vision for the next 10 to 15 years. This plan will guide us in creating a more liveable, inclusive, and sustainable Singapore for future generations.
I want to thank REDAS for your valuable contributions during the public consultation process for the Draft Master Plan 2025. Your insights and your feedback have been instrumental in shaping our vision.
As we move forward to translate these plans into reality, I encourage you to continue working closely with us on the exciting new projects that will transform Singapore’s urban landscape, these include Sembawang Shipyard, the former Singapore Racecourse site at Kranji, and Paya Lebar Air Base. These are all major development projects that will create new precincts that integrate homes, amenities, and green spaces. They will also help drive economic growth and create quality jobs and opportunities for Singaporeans.
The Government is also committed to doing more to meet Singaporeans' needs, particularly their homeownership aspirations. From 2025 to 2027, we will launch around 55,000 BTO flats. Through the Government Land Sales programme, we will also launch more than 25,000 private residential units over this period, to provide diverse housing options across the island.
Uplifting the BE Sector
Of course, our bold plans can only be realised with the support of strong and successful partners in the built environment sector.
My colleagues and I at MND have heard from many of you about the challenges that you face. Please be assured that we are reviewing your feedback closely, and that we will continue to take a pro-enterprise approach to review our policies and regulations, to help companies do well.
Another key initiative is the Taskforce for Architectural and Engineering Consultants. We recently released our recommendations to improve the talent pipeline and business sustainability for our BE consultancy sector. Mr Kwee Ker Wei, 1st Vice President of REDAS, has been a key member of this taskforce. I would like to thank Mr Kwee and REDAS for your contributions to the team.
As real estate developers, you play a pivotal role as project owners in uplifting the industry. Your decisions on procurement, design and construction approaches have far-reaching effects on the entire BE value chain.
Let me highlight a few key areas from the Taskforce’s report, which or where developers like yourselves can make an impact.
First, we need to emphasise quality-based procurement to foster a more sustainable BE consultancy sector. This will allow the sector to invest more in human capital and drive innovation, enabling it to better meet developers’ needs.
We must move away from the unhealthy practices of cheap-sourcing and fee-diving that does no more that create a race to the bottom.
In support of the Taskforce, the Government will be enhancing our procurement approaches to further disadvantage and disqualify low outlier bids for more public sector projects. The Government is also committed to enhancing our contractual clauses to enable a better distribution of risks between service buyers and BE consultants.
I am pleased to note that REDAS is also exploring updates to your standard form contracts. I encourage REDAS and private developers to consider implementing similar enhancements to support a healthier business environment.
Next, we must make the BE sector the career of choice, by improving workplace well-being and giving greater recognition to our people.
The work of our BE professionals is critical and challenging, but often underappreciated. The need to balance competing demands and manage stakeholders have contributed to a high-pressure and demanding work culture.
As a sector, we can do more to recognise their contributions and foster a positive workplace culture to improve talent attraction and retention.
This is why the Taskforce has developed a BE Charter for Appreciation, Respect and Empathy, or BE CARE, as we call it. The charter outlines best practices to develop collaborative relationships in project teams.
As developers, you play a crucial role in setting a collegial tone in the project teams.
REDAS members like Frasers Property, Far East Organization and SingHaiyi Group are supporting this by implementing the charter in their projects, and I hope that more developers will join in this effort.
These will complement the Taskforce’s efforts to improve the value proposition of BE careers, so that we can attract, nurture and retain talent to continue building Singapore.
CORENET X
Let me also touch on another key transformation initiative – CORENET X, the one-stop digital platform that streamlines regulatory approvals for building works.
REDAS’s close partnership has helped us to improve CORENET X's processes.
For instance, you worked with other Trade Associations and Chambers to refine the payment schedules to better reflect the upfront efforts taken by consultants under CORENET X.
Your feedback and collaboration have been essential in making this system work better.
As you may know, CORENET X is now mandatory for all new projects with GFA of at least 30,000 square metres since 1st October, just two days ago.
We recognise that this represents a significant change for the industry, which is why we have undertaken various initiatives to support your transition.
These include extending the timelines for the Additional Buyer’s Stamp Duty (ABSD) remission and Project Completion Period (PCP).
We have also provided funding support for CORENET X training and purchases of BIM software through the Productivity Solutions Grant. We want to ensure that you have sufficient resources to make this transition successfully.
I call on developers to encourage your entire value chain to onboard CORENET X early, and ahead of mandatory implementation for all new projects in October 2026, especially for upcoming projects that are smaller than 30,000 square metres.
We have heard from early adopters that the process becomes much easier after using CORENET X for at least one project. Projects can potentially save up to 20% of the time taken to obtain regulatory approvals, so please do invest in this.
Conclusion
In closing, I would like to thank REDAS once again for your close partnership and collaboration. It has been one of mutual respect, shared vision, and collective commitment to Singapore's future.
On this auspicious occasion, I wish everybody good health, prosperity, and continued success and have a happy mooncake festival.
Thank you very much.
199. Ms Mariam Jaafar: To ask the Minister for National Development (a) for each year in the past three years, what has been the year-on-year increase in average rental per square foot for HDB commercial units (i) rented directly from HDB (ii) sublet from a master tenant that rents from HDB and (iii) sublet from a private owner, respectively; and (b) whether HDB is considering approaches to keep rental rates in check in each of these categories.
334. Mr Louis Chua: To ask the Minister for National Development for each of the past five years, including 2025 to date, what is the average rent per square metre and average rent quantum for commercial units successfully tendered out by HDB that year for medical facilities (i) island-wide (ii) within existing HDB blocks and (iii) within new BTO developments, respectively.
75. Mr Henry Kwek: To ask the Minister for National Development (a) whether an update can be provided on HDB’s efforts to keep the rent of HDB shops affordable, in particular those selling cooked food or providing medical services; and (b) whether HDB is exploring ways to moderate rental increases in high-rent areas, including by increasing the supply of HDB-owned shops.
79. Mr Ang Wei Neng: To ask the Minister for National Development (a) as of August 2025, how many HDB shops are (i) sold and (ii) rented out directly by HDB respectively; (b) how many HDB shops which have been sold have a remaining lease of less than 10 years, as of August 2025; and (c) whether the recent steep rise in the rent of privately held HDB rental shops is due to a shortage in supply of HDB shops.
Answer:
Mr Speaker Sir, may I have your permission to answer questions 11 -14 in today’s Order Paper together?
Mr Speaker, several other Members have also raised similar questions on HDB shops for a response at subsequent sittings. My response will also address these questions from Mr Foo Cexiang, and Mr Yip Hon Weng.
HDB plans its towns and estates comprehensively to ensure that residents have convenient access to affordable goods and services. A key measure is to ensure a good supply of shops in every HDB estate and town, so that there is healthy competition. As of August 2025, there are around 15,500 HDB shops in Singapore. Of these, about 8,500 are sold and hence privately-owned, and about 7,000 are rented out by HDB.
HDB Rental Shops
For shops rented out by HDB, there are various measures in place to keep rents stable.
All shops are typically rented out by HDB for a period of three years. When an existing tenancy is due for renewal, the rent for the next tenancy period is assessed by professional valuers appointed by HDB, taking into account recent rents of comparable premises in the vicinity, as well as prevailing market and local conditions. Under this approach, rents in 90% of HDB rental shops have not seen an increase in rents in the last five years. Over the last three years, average rents increased at a moderate pace of between 1.3% and 3.3% per year.
For all new-generation neighbourhood centres, new eating houses and new supermarkets, HDB applies Price-Quality Method (PQM) tenders, with 60% of points assigned to the Quality of the operator, which includes aspects such as good track record and community initiatives. Such tenders allow HDB to holistically evaluate both price and quality factors, instead of simply awarding to the highest price bids.
HDB Sold Shops
As for HDB shops that are sold, their rents are determined by their respective owners, similar to any other private properties.
We are aware that per square foot rents for privately-owned HDB shops have seen a steep increase recently. This coincided with a higher proportion of rental transactions involving smaller size units, which tend to command higher per square foot rents.
Remaining Leases of HDB Sold Shops
HDB ceased the sale of HDB shops in 1998 and now rents out shops to businesses directly. There are around 740 privately-owned HDB shops sold on 30-year leases, more than 80% of which have less than 10 years of lease remaining. These shops will progressively be returned to HDB and tenanted out.
The remaining around 7,700 privately-held HDB shops were sold on 99-year leases, and still have more than 30 years of lease remaining.
HDB will continue to provide new shops in new public housing developments. We will also inject new retail supply to meet demand in existing estates, where necessary, including the option of selectively acquiring privately-held HDB shops if needed. Overall, we will see an increase in the supply of HDB shops, a higher proportion of which will be directly rented out by HDB.
HDB shops tendered out for medical facilities
On the rents for HDB shops tendered out for medical facilities, I will provide the average rent per square foot. This is because shop units can be of different sizes, and the absolute rent quantum therefore does not provide a meaningful comparison. The average rent per square foot was $10.40 in 2020, $10.00 in 2021, $16.80 in 2022, $17.50 in 2023, $22.70 in 2024 and $28.50 in the first half of 2025. For vacated units in existing HDB blocks, which are typically in older estates, the average rent per square foot increased from $5.70 in 2020 to $11.40 in the first half of 2025. In comparison, the average rent per square foot is higher for new lettings in BTO developments, which increased from $12.30 in 2020 to $39.30 in the first half of 2025. The difference is mainly due to the fact that these new leases are located in newer residential areas, the shop units are newer and considered more attractive by businesses.
Until recently, we have been letting out most shop units for General Practitioner (GP) clinics based purely on price. To improve quality outcomes and lower bidding pressure, HDB and MOH started piloting PQM tenders for GP clinics since May this year, with 70% of points assigned to the Quality of the operator. For the first PQM tender awarded to a GP clinic in Bartley Beacon, the awarded rent was $16.70 per square foot, which is lower than the average awarded bid of $35.50 per square foot for designated GP clinic tenders in new housing projects awarded in the last three years.
Rents of Sublet Shops
On subletting rents, HDB currently does not collect these data, which are part of the contractual agreements between HDB’s tenants and their sub-tenants. We understand the concerns that subletting rents could increase more significantly than what HDB charges the main tenant. HDB will continue to monitor the situation and explore appropriate ways to provide more information to all stakeholders.
69. Mr Foo Cexiang: To ask the Minister for National Development (a) whether the Ministry’s plan to only select certain HDB precincts for Voluntary Early Redevelopment Scheme (VERS) will result in VERS having a lottery effect; and (b) whether the Ministry can design VERS to apply to all HDB flats.
126. Mr Andre Low: To ask the Minister for National Development (a) how does the Ministry define and quantify the less generous compensation terms of VERS as compared to SERS particularly in relation to a flat’s market value; (b) what safeguards will protect homeowners whose VERS compensation could be lower than their outstanding mortgage; and (c) what is the projected median cash top-up required for displaced households to secure replacement housing.
194. Mr Andre Low: To ask the Minister for National Development (a) what is the primary policy rationale for compensation under VERS being less generous than SERS; (b) how does the shift away from the SERS lottery effect support the goal of long-term housing affordability; and (c) what assurance can the Ministry provide that VERS will primarily serve as an orderly renewal programme and not a wealth-generating one.
178. Mr Andre Low: To ask the Minister for National Development (a) what specific voting threshold is being considered to approve a Voluntary Early Redevelopment Scheme (VERS) exercise; and (b) what specific resources will HDB provide to manage community disputes that may arise during the VERS voting process.
Answer:
Mr Speaker, may I have your permission to answer questions 5 to 7 together? My reply will also address a related question (52) by Mr Andre Low for written answer.
Ensuring Ageing Flats And Estates Remain Liveable and Vibrant
Starting from the late 2030s, we will start to see more HDB flats reach the 70-year mark of their 99-year leases. We will adopt a multi-pronged approach to keep our older flats and estates liveable and vibrant.
First, we will upgrade the ageing flats to ensure their safety and liveability. These older flats would have already benefitted from one round of upgrades under the previous Main Upgrading Programme, or the current Home Improvement Programme (HIP) for flats that have passed the 30-year mark. We plan to introduce a second round of upgrades via HIP II for flats which pass the 60-year mark. HIP II will ensure that our older flats are able to last the flat owners till the end of their 99-year lease.
Besides the flats, HDB will also upgrade our older estates and neighbourhoods, through programmes such as the Neighbourhood Renewal Programme and Silver Upgrading Programme. We will ensure that residents who are staying in older estates can continue to enjoy a vibrant neighbourhood with refreshed facilities and greenery.
Complementing these efforts is the Voluntary Early Redevelopment Scheme or VERS. The primary purpose of VERS is to facilitate the orderly redevelopment of ageing estates, by spacing out the redevelopment and construction works in towns where there are many older blocks that were built around the same time.
As I explained in a recent media interview, VERS is a complex policy and a long-term multi-generational undertaking for our society. It will impact existing flat owners and future generations of Singaporeans, so the policy must be designed carefully to be fair and sustainable for both groups. We aim to firm up as many of the policy details as possible during this term of Government. After we have established the VERS framework and parameters, we can then start with a few selected sites, likely in the first half of the next decade. We will continually review our processes as we go along and progressively scale up the VERS programme by the late 2030s, when more HDB flats reach their 70-year mark.
Key Considerations About VERS
While the details of the scheme are still being firmed up, I would like to highlight three key considerations which I hope we can have broad agreement on from both sides of the House.
First, in managing ageing flats and estates, our first priority is to ensure that Singaporeans have a home for life. Today, about 2.5% of HDB households do not own flats that cover the owners to at least age 95. The current median lifespan of Singaporeans is 84. Hence, almost all our HDB households own flats with leases that can cover the owners for life. We will continue to closely monitor the proportion of HDB households who do not own flats with sufficient duration of leases that can cover the owners to their end of life, and keep this number as small as possible.
Second, the primary purpose of VERS is to facilitate the orderly redevelopment of towns where many older flats were built within short periods of time. This will allow redevelopment works to be carried out in phases within such towns, which would be less disruptive to residents and heartland businesses. Based on this approach, it is not necessary for every older flat to go through VERS, as we are mindful of the disruption to our residents who would need to relocate when their flats undergo VERS. In addition, VERS is voluntary, so there could be instances where residents who are offered VERS collectively decide not to proceed.
For residents who do not go through VERS, they can continue to stay in their flats until the leases run out. The Government will support them in other ways to keep their flats and estates liveable and vibrant, including through upgrading programmes like HIP II, Silver Upgrading Programme, and Neighbourhood Renewal Programme, which I spoke about earlier. This area of work is an important part of our review, as we want to look after residents who go through VERS and also those who do not go through VERS.
Third, HDB flats are sold with 99-year leases. A leasehold system ensures fairness to future generations. After 99 years, the land is returned to the State, and we can recycle it to build new homes for future generations. This approach allows our current generation to enjoy a diverse range of affordable and accessible housing, while also taking care of the needs of future generations. It improves inter-generational mobility and prevents our society from being split into property owners and those who are not.
Mr Low asked about how the VERS package would differ from the Selective En bloc Redevelopment Scheme (SERS) package. We had explained previously that VERS and SERS have different objectives. SERS is for selected precincts with high redevelopment potential, unlocked through compulsory acquisition. In contrast, VERS is to space out the redevelopment of older towns over time and will be voluntary in nature. Flats offered VERS will have shorter remaining leases compared to the flats which were previously offered SERS, so the overall compensation for VERS flats would be lower compared to SERS.
Based on the questions from Mr Foo and Mr Low, I note there is broad agreement from both sides of the House that VERS should not create a ‘lottery effect’ or end up becoming a ‘wealth generating’ programme. I agree with these views from both Members.
MND is working out the details of the compensation package. Just as how the valuation of flats varies today, the compensation amount would similarly vary across different VERS sites and flats. We are also studying details such as the voting process and how to support the various demographic groups across different VERS sites with relocation options.
MND and HDB will engage Singaporeans on the framework and policy parameters when we are ready with the draft proposals, to take in further views and feedback before we finalise the policy and implementation details.
Question No: 29
Question by: Mr David Hoe
To ask the Minister for National Development whether the Municipal Services Office can (i) add a dedicated vaping reporting pathway in the OneService App with direct routing and data-sharing to HSA and CNB (ii) offer youth-accessible options, including non-Singpass alternative verification channels for usage of the various reporting features of OneService and (iii) include multilingual prompts in OneService through automated translation to improve reporting uptake.
Answer:
The Ministry of Health (MOH) and the Health Sciences Authority (HSA) have assessed that current reporting channels for vaping-related offences are adequate.
Since July 2025, HSA has extended its hotline operating hours for reporting vaping-related offences to seven days a week, from 9am to 9pm. HSA also launched an online reporting form to complement its hotlines.
Where necessary, MOH and HSA will work with relevant agencies, including the Municipal Services Office (MSO), to explore other means to enhance the reach and accessibility of vape reporting channels.
Separately, MSO’s OneService municipal case reporting function is also available as an AI-enabled Chatbot on WhatsApp, Telegram and Instagram Messenger. These channels complement the OneService App, and do not require Singpass authentication. The Chatbot is hosted on social messaging platforms which are familiar to youths and seniors, which makes it even more convenient for residents to provide feedback on municipal issues. MSO is also studying to enhance our Chatbot to take in and process feedback given in vernacular languages.
A very good evening. I am delighted to join you at the third Sustainability Impact Awards Ceremony.
We are here to celebrate the best in sustainability leadership. The Sustainability Impact Awards shine a spotlight on individuals and enterprises who are going above and beyond to embed sustainability into their work, and who are also paving the way towards a greener and more sustainable future for Singapore.
Tackling Climate Change Remains a Priority for Singapore
Singapore remains focused on reducing our carbon emissions and preparing ourselves to adapt to the effects of climate change. Climate change is real. It is something that we have to prepare for; it is something that is based on science; it is something that we have to take seriously. As a low-lying island city-state, we are vulnerable to rising sea levels and increased flood risks. We are also concerned about the effects of rising urban heat; we can feel it.
With our limited land and natural resources, we must think long-term and take decisive moves to safeguard the well-being of our future generations, just as our forefathers have done for us.
We have committed to achieving net zero emissions by 2050. This is still our goal. This is an ambitious target, especially because Singapore is alternative energy disadvantaged, with limited options. But this ambitious target reflects our collective resolve to make Singapore a greener and more resilient city.
Public-Private-People Partnerships
Achieving this goal requires strong partnerships across the public, private and people sectors, so that we can achieve meaningful change. The private sector brings resources and enterprise to turn green solutions into reality, and to scale these solutions for greater impact. The people sector, comprising individuals and community groups, play a vital role in shaping a culture of sustainability from the ground up. And finally, the public sector plays a key role in setting the policy direction and to put in place the right incentives that can support businesses and individuals in their sustainability journey.
The Government is committed to continue helping businesses and individuals tackle sustainability challenges, by making it easier to adopt green solutions, and for companies and individuals to benefit from their investments. Since I come from MND, I will just share one example of what we are doing in the Built Environment sector. The Building and Construction Authority’s Green Mark certification scheme marks its 20th anniversary this year, and this has been a key enabler in our journey to build a greener and more sustainable Built Environment Sector in Singapore.
We know buildings account for about 20% of Singapore’s carbon emissions, and a significant part of this comes from cooling. Greening our buildings reduces embodied carbon by using sustainable construction materials, and we also want to lower the operational carbon through energy-efficient designs, especially to reduce the emissions related to cooling. When implemented well, it allows us to progress toward our climate goals, while helping businesses and households to save costs and also to improve liveability.
Besides being a well-recognised accreditation, Green Mark also provides building owners and developers with a clear framework with incentives and benchmarks on how to design, construct and operate their buildings sustainably. The scheme has evolved over the years. From focusing on energy efficiency at the beginning, it now embraces a more holistic understanding of sustainability, including health and well-being, smart technology, and climate change resilience.
In addition, the Green Mark Incentive Scheme for Existing Buildings 2.0 that was launched in 2022 supports building owners to improve the energy efficiency of their properties. Lowering the upfront costs of sustainable retrofits such as energy-efficient lights and lifts will make them more commercially viable, and help more owners to reduce their carbon emissions and energy bills. So if we do it well, it is both good for business and good for the environment.
Through such initiatives, we want to ensure that sustainability is not just an expenditure, but it is also an opportunity – one that businesses and individuals can embrace with confidence and to implement sustainably from a financial point of view.
Now ladies and gentlemen, I want to share my own observations of our efforts, our journey to achieve a greener and a more sustainable Singapore. And if I try to summarise what are some of these key lessons, I think there are three, in my view.
First, is the importance of thinking and planning long term. Now, many of the things that we do, we won’t see results immediately. In fact, some of the investments that we put in may only produce good outcomes over 10, 20 years, or even further away. But if we think about the long-term impact of our actions today, and the desire to want to leave a better future for our children and grandchildren, then our perspective would change. It is like what the native American proverb says – “we do not inherit the earth from our ancestors, we borrow it from our children”.
Second, it is important to be action oriented. And this is not about chanting slogans, chasing after some nice targets, virtue signalling. Those are not what we should be focusing on. Instead, we should be taking practical, concrete steps, to set the right incentives, to facilitate the development of new technologies that can make a difference to reducing carbon emissions on a sustainable basis. So sustainability must also be financially sustainable in order for the impact to be meaningful and to be long lasting.
Thirdly, I think the importance of working together with like-minded partners, learning from one another, including best practices so we do not have to reinvent the wheel. Sometimes we make mistakes, so learning from the mistakes that others have made will also help us to shorten the learning curve. Developing new innovations; sometimes these will require a bit of risk taking. So pulling our resources together will help us to reduce the risk that we take individually. And this very important partnership between the government, the private sector, the people sector. The people sector will include our workers and also our citizens – this is key.
I will add one more point, which is the collaborations with like-minded partners from abroad, collaborations with other countries who believe in the need to embark on sustainable growth. We still want to have growth, because growth is still very important, but we want to make sure that the growth can be greener and more sustainable.
Award Winners Leading by Example
Tonight, we showcase and celebrate the success of our winning enterprises and individuals. I understand they come from different sectors. Our large enterprise award winners show that scale can be a force for good. By embedding sustainability across their operations and value chains, they create ripple effects across their industries. I know many of the larger companies also help to bring their SME partners along. Or a bank like UOB for example; your financing decisions can help to set the right incentives for your clients, including your SME clients. And the linkages that you can provide for them, to link up with companies that can provide solutions with the customers that they serve; this is a very powerful force for change.
Our small and medium enterprise award winners demonstrate that size is no barrier to impact. They may be small at the moment, but they have found creative ways to innovate and to drive greener practices. I hope some of them over time can scale up and grow.
And lastly, our individual champions inspire their communities to do more for the environment, demonstrating that larger shifts are often built up over time from small changes, one step at a time.
To all winners who will be announced later, I would like to extend my warmest congratulations. Each of you has taken steps not only to imagine a better, more sustainable world – but more importantly, you also to help build it.
Your efforts set a powerful example for others to follow, and inspires others to step forward to build a more sustainable Singapore. I look forward to your continued contributions as we work together to build a more sustainable and resilient Singapore.
Thank you.
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Following earlier media reports, we would like to clarify that mediation at the Community Mediation Centre did not take place. The deceased, Ms Nguyen Phuong Tra, applied for mediation on 12 June. However, mediation could not proceed as Mr Koh Ah Hwee did not respond to the invitation to mediate. As the matter is the subject of ongoing Police investigations, we will not be able to comment further on the particulars of the case.
Overall, the average monthly volume of neighbour noise feedback in 1H 2025 has held steady at 2,500. The Government’s approach to community disputes is to facilitate dialogue and communication between neighbours as far as possible. We wish to underscore that neighbour disputes are best addressed through amicable channels such as mediation. Violence, harassment or verbal abuse have no place in our communities. In this regard, we encourage residents who have disputes with their neighbours to discuss the issues with their neighbours amicably, and if necessary, seek help from their grassroots leaders through their nearest Community Club or apply for mediation at the Community Mediation Centre (CMC).
Mediation at the CMC offers disputing neighbours an opportunity to hear each other's perspectives and work out acceptable solutions, with the help of CMC's trained mediators. Today, about 80% of voluntary mediation cases mediated by the CMC are successfully settled. Many neighbours who attempted mediation with the assistance of trained mediators, were able to find a mutual compromise beneficial to all parties. However, despite its effectiveness, many parties in dispute are unwilling to attempt mediation. Less than 30% of the total cases registered at the CMC proceed to mediation because one party did not wish to participate.
From Jan to Aug 2025, the CMC registered 1,106 voluntary neighbour dispute cases, averaging 138 cases monthly. Of this, 166 neighbour dispute cases were mediated and 129 cases (78%) resulted in a settlement.
Together with the pilot of the Community Relations Unit (CRU), we are currently piloting a new Mediation Direction framework in Tampines town. Under this framework, authorised agencies such as the CRU, the HDB and the CMC may issue directions that require disputing parties to attend mediation at the CMC.
None of the cases so far have required the deployment of noise sensors.
With regard to the Community Disputes Resolution Tribunal (CDRT), the recent enhancements are intended to help affected residents obtain quicker relief (for example, through interim orders) and to empower the CDRT to better address specific case archetypes such as those involving hoarding or underlying mental health conditions. We intend to operationalise the enhancements in the coming months.
Ministry of Law and Ministry of National Development
*465. Ms Hazlina Abdul Halim: To ask the Minister for National Development (a) how many cases of complex water seepage has HDB handled so far in 2025; (b) how does this number of cases compare (i) year-on-year and (ii) against the 859 cases recorded in 2024; and (c) what measures is HDB taking to ensure repairs are expedited, especially during the monsoon season.
*475. Ms Hazlina Abdul Halim: To ask the Minister for National Development (a) what is the average age of HDB flats with reported ceiling seepage in 2025; (b) of these reported cases, how many did HDB agree to bear rectification costs fully; and (c) whether HDB will consider bearing more ceiling leak repair costs under the Goodwill Repair Assistance scheme, especially for flat owners who are retired seniors with limited funds.
Answer:
From January to August 2025, HDB assisted Town Councils (TCs) and flat owners with 615 complex water seepage cases. Such cases included water seepage from various sources, such as from the external wall or the flat above. This translates to an average of 77 cases per month, compared to 72 cases per month in 2024. Based on HDB’s data, it did not observe a surge in cases in recent monsoon seasons. Notwithstanding, HDB had received feedback from some TCs that the number of external water seepage cases typically increases during monsoon seasons, and is ready to assist TCs if they require technical assistance.
Based on cases reported to HDB, the average age of HDB flats with reported ceiling leaks in 2025 is about 40 years.
Flat owners are responsible for the maintenance of the interior of their flats, including the repair of leaks in the shared structure between units. Hence, while HDB co-pays 50% of the repair cost through the Goodwill Repair Assistance scheme, the remaining 50% is shared equally between the upper- and lower-floor flat owners. For residents who require financial assistance with their share of the repair costs, HDB will refer them to the relevant grassroots organisations and Community Development Councils to seek assistance.
For serious inter-floor ceiling leaks, HDB will expedite repair works subject to the upper-floor flat owners’ availability and may carry out temporary repairs at the lower-floor flat if needed. As for external wall seepage cases, which fall under the purview of the TCs, HDB will continue to support TCs for complex cases by conducting joint inspections and providing technical advice. This enables TCs to identify the root causes and carry out repairs expeditiously.
HDB is currently studying the use of technologies, such as microwave scanning, which can scan through concrete to detect and trace sources of seepage. This can help TCs to more effectively diagnose and resolve complex water seepage cases upfront.
Question No: 436
Question by: Mr Chua Kheng Wee Louis
To ask the Minister for National Development in view of the increasing prevalence of larger and heavier commercial and passenger vehicles (a) whether HDB has assessed the continued relevance of the 2,000 kg weight limit for season parking for commercial vehicles only; and (b) if still relevant, whether HDB multi-storey car parks are able to withstand the higher vehicular weights.
Answer:
The Ministry responded to a similar Parliamentary question raised by the Member at the sitting in February 2021. Our assessment remains unchanged.
In general, commercial vehicles with unladen weight exceeding 2,000 kg are not allowed to park in HDB residential car parks for safety reasons. Commercial vehicles can carry heavy loads, unlike passenger vehicles. When loaded, they may exceed the structural capacity that our HDB residential car parks were designed for. In addition, commercial vehicles tend to be physically larger and protrude from car lots, obstruct the view of other car park users, and block passengers in vehicles next to theirs from opening their doors.
Commercial vehicles exceeding the weight limit may apply to HDB to park at HDB surface residential car parks, and HDB will consider this on a case-by-case basis. They can also park at commercial and industrial car parks, as well as purpose-built heavy vehicle parks.
We note the increasing prevalence of electric commercial vehicles, which are heavier because of their batteries. The agencies are doing a review on how the structure of our carparks can be enhanced to allow such vehicles.
Question No: 423
Question by: Dr Choo Pei Ling
To ask the Minister for National Development (a) how public spaces in new towns such as Tengah are designed to promote outdoor activity and family bonding in line with Grow Well SG; and (b) how their effectiveness in supporting child wellbeing is evaluated.
Answer:
HDB provides a variety of public spaces and recreational facilities in our towns to promote outdoor activity and family bonding, in line with Grow Well SG.
Tengah town, for instance, has thematic and colourful playgrounds that encourage families to bring their children outdoors, promoting physical activity over sedentary indoor activities. These playgrounds are part of 3-Generation facilities, co-located with adult and elderly fitness stations. Where possible, childcare and senior care facilities are also co-located to increase intergenerational interaction. These initiatives cultivate strong family and community relationships and reinforce healthy lifestyles, contributing to our children’s overall well-being.
Tengah Town also features the Plantation and Garden Farmways, which serve as green connectors designed to bring residents together.
Effectiveness of these provisions is assessed through various means. For instance, HDB conducts the Sample Household Survey once every five years to gather residents’ feedback, including their satisfaction with the facilities available. Beyond collaborations with research institutions, HDB also conducts Post-Occupancy Surveys for all newly completed BTO developments, as well as focus group discussions and observational studies. These insights inform continual improvements, ensuring spaces evolve to meet changing family needs and complement Grow Well SG’s efforts to nurture healthy habits in children.
Question No: 393
Question by: Mr Andre Low
To ask the Minister for National Development in the planning of new towns and HDB's BTO launches, what specific protocols and metrics are used to ensure HDB’s housing plans are synchronised with LTA’s timelines for rail and bus network expansion to prevent transport infrastructure from lagging behind population growth and the expansion of public housing supply.
Answer:
Singapore adopts an integrated approach to master planning and development to meet the near- and long-term needs of its residents. Major infrastructure such as roads, water, and telecommunications require a long gestation period to plan, design, and implement. Agencies hence start the process many years before construction begins and work together to ensure alignment in the planning and provision of infrastructure as we continue to meet the current and future needs of our residents.
Our HDB towns are planned in tandem with transport infrastructure. Agencies work together on the staging of infrastructure and development plans within the town, and to the extent possible, to deliver these facilities and services in tandem with the completion of housing developments.
Question No: 238
Question by: Assoc Prof Jamus Jerome Lim
To ask the Minister for National Development (a) whether HDB systematically tracks tenure duration and ethnicity of tenants for open-market rentals; (b) if not, how does HDB ensure rentals remain short-term and do not significantly alter block or precinct ethnic composition; and (c) if so, whether violations of the Ethnic Integration Policy have been detected.
Answer:
The Ethnic Integration Policy, or EIP, seeks to ensure that our HDB estates remain diverse and inclusive, and applies to the sale and purchase of all HDB flats, as well as the allocation of HDB public rental flats. For EIP-constrained flat owners with extenuating circumstances, HDB has been exercising flexibility and provides a range of assistance measures on a case-by-case basis.
Tenants who rent HDB flats on the open market are not subject to the EIP. The majority of these tenants are non-citizens from diverse ethnic backgrounds and countries. Their stays are typically temporary in nature, and do not affect the ethnic proportions in our public housing estates over the long term.
To prevent the formation of foreigner enclaves and maintain the Singaporean character of our HDB heartlands, HDB introduced the Non-Citizen Quota in 2014, which caps the number of flats that can be wholly rented out to non-Malaysian Non-Citizens within each block and neighbourhood.
Eligible HDB flat owners must have fulfilled the Minimum Occupation Period before renting out their whole flats. They are also required to seek HDB’s approval and meet the Non-Citizen quota. The rental period is capped at two years when owners rent out their flats to non-Malaysian Non-Citizens. If irregularities are detected, HDB will take appropriate enforcement action against the flat owner.
Introduction
Good morning. I am delighted to be here with you today.
The FM industry touches our everyday lives.
You perform the important work that ensures that our homes and workplaces are safe, clean and well-maintained.
Over the years, our FM industry has also been transforming itself through harnessing technology, adapting to emerging needs and deepening collaborations with key stakeholders.
Today I would like to recognise some of these efforts and share a few thoughts on the road ahead.
Harnessing Technology
First up on technology. The deployment of robotics, Internet of Things sensors, and Artificial Intelligence has revolutionised FM services, improving efficiency and enabling more responsive FM services.
Our FM companies have been quick to harness these innovations.
Today, Smart FM solutions have been widely adopted across Singapore.
This includes most public buildings and a significant proportion of private buildings.
For instance, in CPF Board’s offices, the FM team from Chambers International deployed a suite of smart sensors, automated solutions, real-time monitoring dashboards, and predictive maintenance systems.
Their smart systems can optimise cleaning schedules based on facility usage patterns.
Complemented with cleaning automation tools including robotics, the results have been remarkable: with up to 51% reduction in cleaning hours achieved.
As new technological solutions emerge, there will be more opportunities for our companies to unlock greater value.
The Government has set up various initiatives to help the industry harness these opportunities.
The Built Environment Accelerate-to-Market Programme (BE AMP) is one such initiative. It matches FM companies with solution providers to tackle challenges faced on the ground.
For example, EM Services found that inspecting common spaces in HDB blocks was very labour-intensive.
Through BE AMP, EM Services was connected with dConstruct, a robotics solution provider, to develop robots that can automate such inspections, freeing up their staff to focus on higher value work.
I would like to commend our FM companies that have harnessed these innovations to improve operational efficiency and undertaken job redesign that have created brighter career prospects for our FM professionals.
Adapting to Emerging Needs
Second, our FM firms have also been adapting to meet the changing needs of our society.
One key area is environment sustainability.
Our buildings contribute to about 20% of Singapore's greenhouse gas emissions.
As stewards of our buildings, our FM companies play a key role in reducing the carbon footprint of building operations.
Take for example, Kim Yew Integrated, a leading local FM SME.
Through smart air-conditioning systems that incorporate weather forecasts and predictive models, Kim Yew Integrated helped clients reduce their buildings’ carbon emissions, extend the lifespans of key building systems, and reap cost savings.
I encourage more FM companies to continue pressing on with such efforts, so that we can realise our national decarbonisation goals.
Another area of emerging need is to ensure the timely maintenance of ageing building infrastructure.
This includes building structures, facades, lifts and escalators.
As the day-to-day caretakers of our buildings, FM teams are well-positioned to identify early signs of wear and tear, and flag potential issues for timely remediation.
These will complement the periodic checks by our Competent Persons and Specialist Professional Engineers and help ensure that our buildings remain safe and comfortable for all of us.
To better support our FM professionals to identify infrastructure-related issues, BCA will be looking to organise training and sharing sessions with the FM industry in the coming years.
I encourage our FM companies to participate actively.
BCA will share more details in due course.
Building Strong Partnerships
Third, the FM industry thrives on strong partnerships.
When FM companies, their sub-contractors, building owners, and stakeholders work together effectively, we can achieve better outcomes for all.
For instance, Cushman & Wakefield (Singapore), or C&W, has launched an initiative for its contractors, known as the “Strategic Preferred Partnership Programme”.
Through this programme, C&W develops long-term collaborations with key contractors.
C&W’s in-house teams involve their key contractors in identifying common challenges and co-create innovative solutions.
They also share resources and access to their technological platforms with their key contractors for greater synergies.
These efforts allow C&W and its contractors to uplift their capabilities together and deliver greater value-add to building owners.
Over the years, the industry is transforming and trying out new contracting models. As the stakeholders in the eco-system adapt and adjust to the changes, there may be friction in negotiating contract terms and highlighted the need to improve contracting practices.
Some have voiced concerns about unfair profit-sharing arrangements between main contractors and their sub-contractors;
While others have highlighted the difficulties involved in negotiating contract variations and sharing of unanticipated cost increases.
To encourage the adoption of sub-contracting best practices, I am pleased to share that BCA will be releasing an updated FM Procurement Guide around the end of this year.
FM service buyers and providers, in both the public and private sectors, can take reference from the guide to improve your contracting practices.
BCA will share more details when ready.
To drive deeper collaboration, BCA will also be piloting the first NEC 4 FM contract in Singapore, as part of its ongoing Integrated FM tender for the BCA Academy.
The NEC4 FM contract form offers a more collaborative alternative to traditional FM contracts with fairer sharing of risks and rewards.
For example, it requires parties to raise early warnings so that issues can be discussed and resolved early. It also sets the service level and reward to incentivise service providers towards better service delivery.
BCA has developed additional clauses to align the NEC4 FM contract with local laws and practices and will be looking to share the best practices and lessons learnt from the pilot with the broader industry.
We hope this will help encourage more building owners and FM companies to try out collaborative contracting approaches in the coming years.
Conclusion
Let me conclude. The FM industry has made significant strides in technology adoption, adapting to meet emerging needs, and fostering stronger partnerships.
Through this transformation journey, SIFMA has been an invaluable partner supporting the industry and raising professional standards.
As SIFMA celebrates its 5th anniversary, I would like to express my appreciation for your contributions to the sector.
Today, we are also honouring Dr Teo Ho Pin, who has made significant contributions to the FM industry in various capacities, including as a FM professional, educator, and leader.
Over the past three decades, he has also been a strong advocate for the BE sector and played a key role in efforts to uplift the FM industry.
Congratulations SIFMA and Dr Teo for your achievements.
Thank you very much and I wish everyone a fruitful summit ahead.
","image":null,"url":"speech-by-2m-indranee-rajah-at-the-facilities-management-expert-summit-(fmes)-opening-ceremony","article_type":"e45b3aaf-3de0-4c98-922a-d5ad73ab5c0b","is_visible_home_page":true,"is_featured":false,"article_date_time":"2025-08-14T16:00:00.000Z","publish_on":null,"unpublish_on":null,"is_scheduled":false,"tags":[]},{"id":"60579488-1d52-41eb-bdeb-9b9c8ac29579","status":"published","sort":28,"user_created":"376a5171-b308-4f42-881c-23e41db2d349","date_created":"2025-10-14T06:33:01.906Z","user_updated":"2281b0d3-7bc6-41b6-a1f2-a858fe9788a4","date_updated":"2025-10-23T09:32:20.074Z","title":"Speech by 2M Indranee Rajah at the REDAS Real Estate Market Outlook Seminar","content":"Introduction
Good morning. Thank you for inviting me to join you at this year’s Real Estate Market Outlook Seminar.
This year’s seminar is particularly meaningful – not just for the real estate community, but for Singapore as a whole – as we mark SG60, a significant milestone in our nation’s journey. It is a time to reflect, to celebrate, and to look forward.
Reflecting on the Past – A Legacy of Nation-Building
Over the last six decades, Singapore’s transformation has been nothing short of incredible. From kampongs to high-rise HDB flats, from shophouses to iconic skyscrapers, our built environment has evolved in tandem with our aspirations as a people.
We came from humble beginnings as a young nation with limited land and resources. We are today a vibrant global city – home to world-class infrastructure, innovative architecture, and a resilient, inclusive community.
Much of this success can be attributed to the strong public-private partnership between the Government and the stakeholders in the Built Environment (BE) sector. You have provided homes for our families, spaces for our businesses, and infrastructure for our communities. REDAS, as a longstanding partner, has been instrumental in this effort.
SG60 – A Milestone of Transformation
As we reflect on this shared journey, we must also look at where we are today – and the path ahead.
The real estate market, specifically price growth in the private property and HDB resale markets, is showing signs of stabilisation. This comes on the back of the Government’s sustained efforts to ensure a steady pipeline of housing supply:
We will continue to closely monitor the market and adjust our policies where necessary. For example, we recently increased the Sellers’ Stamp Duty (SSD) holding period and rates, due to the significant increase in number of private residential property transactions with short holding periods in recent years.
As we consider the outlook for the real estate market, it is equally important to examine the policies shaping the broader BE sector, which underpin its long-term resilience and growth. The BE sector must be able to navigate the challenges brought about by global economic uncertainties, as well as opportunities from rapid technological change.
The Government is committed to keeping the BE sector future-ready. To support the sector, we have recently introduced a number of policy moves, and we will continue to monitor closely and adjust our policies where necessary.
First, in response to developer feedback:
Second, we are driving talent development and workforce transformation.
Third, we are investing in technology and innovation.
We are already seeing several encouraging examples of industry leadership.
These are just some tangible examples of the collaborative spirit between the public and private sector, and an indication of what is possible when we embrace innovation together.
The Road Ahead – Shared Responsibility in Shaping the Next 60 Years
As we look beyond SG60, we are also laying the foundations for the next phase of Singapore’s development.
The Draft Master Plan 2025 sets out our vision to make Singapore a more liveable, inclusive, and endearing home. Let me share some highlights:
Conclusion
REDAS and the BE sector will play a critical role as co-creators of this future. Once again, I would like to thank REDAS for your close partnership over the decades. You have been, and continue to be, an integral part of Singapore’s nation-building story.
I invite REDAS and all your members to continue leading the transformation of the BE sector – to inspire, to innovate, and to shape the next 60 years of Singapore’s success. Thank you.
","image":null,"url":"speech-by-2m-indranee-rajah-at-the-redas-real-estate-market-outlook-seminar","article_type":"e45b3aaf-3de0-4c98-922a-d5ad73ab5c0b","is_visible_home_page":true,"is_featured":false,"article_date_time":"2025-07-23T16:00:00.000Z","publish_on":null,"unpublish_on":null,"is_scheduled":false,"tags":[]},{"id":"d47f9e1a-a043-40a4-9481-8a3c58dde32f","status":"published","sort":29,"user_created":"376a5171-b308-4f42-881c-23e41db2d349","date_created":"2025-10-14T06:33:03.872Z","user_updated":"2281b0d3-7bc6-41b6-a1f2-a858fe9788a4","date_updated":"2025-10-23T09:32:20.139Z","title":"Speech by Minister Chee Hong Tat at Launch of Celebrating Singapore Botanic Gardens","content":"Mr Loh Khum Yean, Chairman, NParks,
Ms Hwang Yu-Ning, CEO, NParks,
Distinguished guests and friends,
Colleagues
Ladies and Gentlemen
Introduction
Good evening. I am delighted to join everyone here this evening to celebrate the rich history of the Singapore Botanic Gardens. Today, we celebrate three significant milestones – first, the 10th anniversary of Singapore Botanic Gardens as a UNESCO World Heritage Site; second, the 30th anniversary of the National Orchid Garden; and third, the 150th anniversary of the Singapore Herbarium and Library of Botany and Horticulture.
UNESCO World Heritage Site Inscription
This year marks the 10th anniversary of the Gardens’ inscription as a UNESCO World Heritage Site.
This is a great achievement, which we attained in 2015 when PM Lawrence Wong was Minister for Culture, Community & Youth. The Gardens is the only tropical botanic garden on the UNESCO World Heritage List, and one of only three botanic gardens worldwide to hold this honour.
To be recognised as a UNESCO World Heritage Site was a proud moment, not just for NParks and the MND family, but also for all Singaporeans. It signalled global recognition of the Gardens’ outstanding universal value as a place of botanical beauty and biodiversity, as well as a cultural, scientific and social institution rooted in our nation’s identity.
Since then, we have continued to enhance our gardens. This included the Gallop Extension in 2021 that houses the OCBC Arboretum and Mingxin Foundation Rambler’s Ridge, as well as the Tropical Montane Orchidetum that includes the Sembcorp Cool House.
In 2022, we opened the HPL Canopy Link that marked the completion of the Tyersall-Gallop Core of the Gardens.
These recent extensions and enhancements reflect our sustained dedication to this national landmark, and our commitment to uphold the Gardens’ standing as a UNESCO World Heritage site.
30th Anniversary of National Orchid Garden
Another milestone we are celebrating today is the 30th anniversary of the National Orchid Garden.
Orchids are closely intertwined with Singapore’s heritage and identity.
Our national flower, Vanda Miss Joaquim, is an orchid hybrid that symbolises vibrancy and resilience – values that continue to define us as a nation. Earlier I learnt that it grows even better when the sunlight is strong. So, just like Singapore, we thrive when we are faced with adversity and we emerge stronger, more resilient and more united.
The National Orchid Garden has also been a proud host for many diplomatic visits. Over the years, orchid hybrids have been named after visiting dignitaries, serving as symbols of strong bilateral ties.
On the global stage, the Gardens is well-known for its spectacular orchid garden, home to one of the largest collections of tropical orchids in the world.
It is therefore very fitting that NParks and the Orchid Society of Southeast Asia, or OSSEA, have co-organised the Singapore Garden Festival Orchid Show at the Orchid Garden.
There are more than 650 orchid plants on display, from tropical hybrids to cool-weather varieties. I had the pleasure of viewing the beautiful orchid entries earlier and would like to congratulate all participants for their creativity.
Rich Heritage of the Gardens
Ladies and gentlemen, it is also worth remembering that the histories of the Gardens and Singapore are closely intertwined, and that the Gardens is a national treasure close to the hearts of many Singaporeans.
In 1959, shortly after Singapore achieved self-governance, the Gardens hosted Singapore’s first multicultural concert – the Aneka Ragam Rakyat, or People’s Variety Show. Performers from different ethnic groups shared the stage, in a celebration of our diversity and unity.
Since then, the Gardens has hosted many national events, and people of various backgrounds – Singaporeans and visitors alike – have walked through its grounds. As we were coming to this tent, colleagues were sharing that Dr Tan, when he was a child, used to sit on that Tembusu tree with its symbolic trunk. Now you can’t do that – we need to protect the tree – but I was saying that Yu-Ning and I, also remember sitting on that tree when we were young.
So many of us have fond memories of the Gardens – whether it is family picnics at the lawn, strolls along the Swan Lake or watching performances at the Symphony Lake. Many, many different memories, beautiful memories.
Beyond leisure and recreation, the Gardens has also played a vital role in education and research. In 1875, a system of plant exchange with other botanical institutions worldwide was set up, and a herbarium and library were introduced – the first of their kind in British Malaya. These efforts laid the foundations for the Gardens as a leading centre for tropical plant research.
150th Anniversary of Singapore Herbarium and Library of Botany and Horticulture
This year, the Singapore Herbarium and the Gardens’ Library of Botany and Horticulture celebrate their 150th anniversary.
The Herbarium holds one of the largest collections of tropical plant specimens in Southeast Asia. It is a highly valued scientific asset, referenced by researchers around the world.
To strengthen knowledge-sharing and collaboration globally, the Herbarium will embark on its largest digitalisation effort to date.
The project involves digitising the 800,000 specimens in the Herbarium, with the oldest specimens dating over 230 years old! This work is made possible by generous donations by the community.
Visitors to the Herbarium will also be able to observe the digitalisation process in action through a live viewing gallery, offering what is likely the first-in-the-world experience to see this in a working Herbarium.
At the same time, the Library will also be digitising over 50,000 botanical artworks, historical documents, maps, photographs, and photographic slides over the next few years.
These include artworks from the late 19th century and documents authored by the Gardens' founding Directors.
Both the Herbarium and Library digitalisation projects will start in October, and when completed, will allow researchers and the public globally to access high resolution images and associated data of specimens from the Herbarium.
Conclusion
Before I conclude, I would like to express my deepest appreciation to all who have contributed to the success and legacy of the Gardens and shaped it into the cherished space it is today. This includes:
Our former volunteers and our current group of 270 volunteers who run free tours for visitors, help build up our plant information database, support our gardening efforts, and care for our herbarium specimens.
Our partners and donors, whose generous support has helped conserve our invaluable collections and advance the Gardens’ mission of connecting people and plants.
And also the support from the wider community from Singapore and abroad, who have made the Gardens their favourite go-to spot, adding to its spirit and vibrancy with each visit.
Last but certainly not least, our dedicated team from NParks, both the current and previous cohorts of officers, who have given their dedication and passion in making the Gardens a great place for all to enjoy.
Now, as we look to the future, I’d like to invite all of you to visit the Gardens, to walk its paths, and to take in its beauty. I also encourage you to continue to protect and nurture this treasured green space so that the Gardens will continue to retain its high international standing, and generations to come can continue to experience the Gardens and also to create beautiful, precious memories of their own.
Thank you and I wish you a wonderful evening ahead!
","image":null,"url":"speech-by-minister-chee-hong-tat-at-launch-of-celebrating-singapore-botanic-gardens","article_type":"e45b3aaf-3de0-4c98-922a-d5ad73ab5c0b","is_visible_home_page":true,"is_featured":false,"article_date_time":"2025-07-17T16:00:00.000Z","publish_on":null,"unpublish_on":null,"is_scheduled":false,"tags":[]},{"id":"de709e4d-2f57-4491-a76e-7711e93a1e9f","status":"published","sort":30,"user_created":"376a5171-b308-4f42-881c-23e41db2d349","date_created":"2025-10-14T06:31:43.347Z","user_updated":"2281b0d3-7bc6-41b6-a1f2-a858fe9788a4","date_updated":"2025-10-23T09:32:20.214Z","title":"Speech by 2M Indranee Rajah at the Society of Project Managers 30th Annual Dinner","content":"It is a pleasure to see all of you again. You have very kindly invited me to previous Society of Project Managers dinners, and this crowd feels almost like family. I am very happy to join you to celebrate the 30th Anniversary of the Society of Project Managers (SPM).
In the last thirty years, Singapore’s urban landscape has transformed significantly. From our iconic airport that welcomes everyone to Singapore, to our homes and neighbourhood where memories are made. Thank you all, for your contributions to our nation building efforts, turning our development blueprints into reality.
Looking ahead, we have ambitious plans for the next bound of Singapore’s urban transformation. This includes Changi Airport Terminal 5, which is a huge project, and the Greater Southern Waterfront. We will continue tapping on your expertise to partner other Built Environment stakeholders to make these plans come true.
Importance of Project Managers
As the projects are becoming increasingly complex, your role in managing them becomes not just important, but essential. You play a key role in keeping projects on time and on target. And this is no easy feat. Like conductors of a symphony orchestra, you keep the many moving parts of a building project in harmony — balancing safety, quality, and cost considerations, all while managing diverse stakeholders and ensuring timely progress.
If a project is not properly managed, it could lead to delays and give rise to financial loss in the millions, or even billions. Such delays would also adversely affect building users, for example, young couples waiting for their homes to start their families, or firms expanding their facilities to capture business opportunities.
As the Built Environment sector transforms, project managers are well-placed to catalyse deeper transformation. Let me briefly touch on three key areas where all of you can make a difference. First, championing digitalisation; second, fostering stronger collaborations amongst project parties; and third making Built Environment careers the careers of choice.
Championing Digitalisation
First, we will need to continue harnessing the power of digital technologies to improve the way we work. One key initiative is CORENET X, the one-stop digital platform for regulatory submissions. It will help projects to obtain regulatory approvals sooner by consolidating over 20 existing regulatory touchpoints across several agencies into three gateways, providing clearer and more coordinated responses from agencies; and more importantly, saving time from faster regulatory approvals and cost from reduced abortive work.
Since CORENET X was soft-launched almost two years ago, we have made good progress. Over 60 projects involving 100 firms have used CORENET X. Some early adopters shared that they enjoyed time savings of up to two months.
From 1 October 2025, submissions via CORENET X will be mandatory for all new projects with a Gross Floor Area of at least 30,000 square metres.
As project managers, you can help champion digitalisation efforts and help project teams make full use of CORENET X. For example, you may need to ensure that all project parties are properly onboarded on to the system, and incorporate the new regulatory approval process when charting out key project milestones. Some of you will also work with project parties to adopt Integrated Digital Delivery in your projects. This includes putting together a coordinated Building Information Model for CORENET X submissions.
I encourage all project teams to familiarise yourselves with CORENET X. For those who have used it, please share your feedback with us as we continue to improve CORENET X.
Fostering Stronger Collaborations
Second, as projects get more complex, project teams will need to work more collaboratively. One key enabler is collaborative contracting, which puts in place structures to align project parties to common project goals. It also offers a wider range of tools for project managers to shape better project outcomes.
For example, collaborative contracting provides an early warning mechanism to identify and resolve emerging issues upstream. It also offers ways for project parties to share risks and savings, so that we can encourage firms to use more innovative methods and technologies. I am pleased to share that more than 15 projects across public agencies and private developers are trying out different collaborative contracting forms.
Beyond formal contractual terms, it is also important to foster collegial working relationships and improve workplace well-being. The need to balance competing demands and manage various stakeholders have contributed to a high-pressure and demanding work culture, that could lead to burnout if not well managed.
This is why we developed the Built Environment Charter for Appreciation, Respect and Empathy, or BE CARE, for short. The charter outlines best practices to develop collaborative relationships that project teams can pledge to implement.
More than 30 firms have committed to piloting BE CARE, and I look forward to your active support. I encourage more project managers to familiarise yourself with collaborative contracting and BE CARE, and recommend your clients to give them a try. Interested parties may refer to BCA’s website for more details.
Making BE Careers the Careers of Choice
Finally, but most importantly, we must continue investing in our people. The BE sector must be able to attract and retain our fair share of the best and brightest talents to deliver on Singapore’s development plans and aspirations. We have so many plans in the pipeline, but if we do not have the people, we will not be able to make the plans a reality.
Once these young people join us, we must also engage and offer them diverse and meaningful career pathways to allow them to attain their full potential. I am glad that SPM has been a strong advocate in developing our project managers through various initiatives. For example, SPM recognises the excellent work of our current and aspiring project managers through the Outstanding Project Manager Awards and book prizes.
Congratulations to the recipients of tonight’s Outstanding Project Manager Awards, and I wish you continued success. For the students receiving the book prizes, I wish you all the best in your studies, and I look forward to your contributions to the Built Environment sector in the near future.
Another key initiative is SPM’s Accreditation of Project Managers scheme, which provides a tiered framework to recognise our project managers’ competencies and charts out development pathways for our project managers.
The scheme also helps service buyers, including public sector agencies, to identify project managers with the requisite expertise to meet their needs. I am heartened to hear that more than 1,000 project managers have been accredited since the scheme was launched in end-2022.
Beyond these, our Built Environment firms will need to create more conducive and attractive workplaces to meet the changing needs of our workforce. We cannot keep to the practices of the last few decades. The world is changing, the workplace has to change too, and the Built Environment sector needs to change as well.
This can be done through adopting progressive HR practices, such as by providing competitive remuneration and actively supporting employees in their career development. At the same time, you have to keep your eye on productivity, sso you need to balance that out. At the end of the day, it will take our collective effort to make Built Environment careers the careers of choice.
Conclusion
In conclusion, I would like to thank SPM for invaluable contributions to Singapore. From nurturing generations of project managers to supporting Built Environment sector-wide efforts, such as the Taskforce for Architectural and Engineering Consultants, SPM has been a steadfast advocate and strong partner of the Built Environment sector.
Congratulations on your 30th Anniversary and I look forward to the continued support and partnership as we shape the future of Singapore, together.
Thank you, and have a wonderful evening ahead.
","image":null,"url":"speech-by-2m-indranee-rajah-at-the-society-of-project-managers-30th-annual-dinner","article_type":"e45b3aaf-3de0-4c98-922a-d5ad73ab5c0b","is_visible_home_page":true,"is_featured":false,"article_date_time":"2025-09-29T16:00:00.000Z","publish_on":null,"unpublish_on":null,"is_scheduled":false,"tags":[]},{"id":"f3352ad1-0601-4eac-b418-fc69c5ed98df","status":"published","sort":31,"user_created":"376a5171-b308-4f42-881c-23e41db2d349","date_created":"2025-10-14T06:31:54.893Z","user_updated":"2281b0d3-7bc6-41b6-a1f2-a858fe9788a4","date_updated":"2025-10-23T09:32:20.251Z","title":"Written answer by Ministry of National Development on research on social interactions within neighbourhoods with newer HDB town designs","content":"Question No: 291
Question by: Ms He Ting Ru
To ask the Minister for National Development (a) whether the Ministry has conducted research on the impact of the shift to newer HDB town designs, particularly with the changes to void deck designs, on the levels of social interaction in neighbourhoods; and (b) if so, whether the Ministry can share details of any findings.
Answer:
Former Member of Parliament Dr Tan Wu Meng had raised similar Parliamentary Questions in October 2017 and October 2020.
HDB conducts the Sample Household Survey every five years. The last Survey published in 2021 found that 97% of residents felt that there were sufficient places in our HDB estates for neighbours to meet and interact. Most neighbourly interactions occurred in common spaces within the block, including community decks. The frequency of neighbourly interactions was similar across blocks of different ages, suggesting that newer block designs continue to be as effective in facilitating social interactions.
Given the important role that HDB estates play in facilitating social interactions, HDB has, over time, introduced new design elements to achieve this objective. For example, since 2014, HDB has introduced Community Living Rooms with seating areas at community decks of HDB blocks for small, incidental gatherings. In newer HDB precincts, HDB also provides 3-Generation playgrounds that bring together children, adults and seniors, as well as precinct pavilions for larger social functions and community activities.
Question No: 370
Question by: Mr Dennis Tan Lip Fong
To ask the Minister for National Development (a) what are the measures taken to stop active mobility users using Park Connector Networks from blasting loud music while passing near housing estates, such as those along Hougang Avenue 7 and Upper Serangoon View, especially during quiet hours at night; and (b) whether there are any plans to enhance current public education or enforcement measures regarding such behaviour.
Answer:
Visitors to our public spaces such as parks and Park Connector Networks (PCN) should be considerate to the wider community, including residents, and not create noise that might disturb others.
Where necessary, NParks will step up its enforcement operations and public education efforts. NParks also installs signs along the PCN to advise users to keep noise levels down.
NParks collaborates closely with partners, such as the People’s Association, Residents’ Networks, Friends of the PCN and the Singapore Kindness Movement to raise public awareness about PCN etiquette.
Question No: 363
Question by: Assoc Prof Jamus Jerome Lim
To ask the Minister for National Development whether there are plans to issue guidelines or regulations for pickleball play in HDB public courts given its rising popularity and potential noise disamenities.
Answer:
My response will also cover the matters in the questions raised by Ms Yeo Wan Ling and Mr Jackson Lam, which are scheduled for a subsequent sitting. If their questions are sufficiently addressed today, they may wish to withdraw their questions.
Under existing guidelines on community noise, residents are advised to be considerate towards others and observe the quiet hours between 10.30pm and 7am. This guideline applies to neighbours as well as common spaces, which include game courts in HDB estates.
Between January 2024 and August 2025, the Municipal Services Office received a total of 701 complaints about noise arising from pickleball play in HDB estates.
Town Councils (TCs) have been implementing measures at the local level to address residents’ concerns. These include putting up advisories, working with Grassroots Leaders to mediate between residents and pickleball players, and restricting the use of the game courts to certain hours.
On the Member’s suggestion to convert sports facilities into multi-purpose facilities with safety enhancements and sound dampeners, TCs may apply to HDB for landowner’s consent to carry out such conversion works. In approving such applications, HDB will consider whether the proposal meets prevailing technical and safety requirements, and whether it will cause disamenities, among other factors.
Question No: 338
Question by: Mr Andre Low
To ask the Minister for National Development (a) what specific metrics and quantitative thresholds are used to establish the affordability of a new HDB BTO flat; (b) whether they include (i) household income percentile targeted (ii) the house price-to-income ratio (iii) the assumed mortgage servicing ratio and (iv) the assumed loan tenure; (c) if so, what are the thresholds; and (d) what other metrics are considered.
Answer:
The Government takes a holistic approach to assessing housing affordability, which depends on a buyer’s budget and their choice of flat. We track a range of indicators, including the House Price to Income Ratio and Mortgage Servicing Ratio. As public housing serves a broad spectrum of Singaporeans, we evaluate affordability across different household income levels, flat types and locations.
To keep BTO flats affordable, we apply significant market discounts to the assessed market values of all new flats. In addition, we provide generous grants of up to $120,000 to eligible first-timer families through the Enhanced CPF Housing Grant.
Affordability outcomes remain strong. In 2024, about 9 in 10 first-timer families who collected keys to their BTO flats were able to service their HDB loan instalments fully using their CPF, with little or no cash outlay. This means that they had Mortgage Servicing Ratios of 25% or less, better than international affordability benchmarks of 30-35%.
Question No: 303
Question by: Dr Charlene Chen
To ask the Minister for National Development in view of the relatively higher prices charged by coffeeshops compared with hawker centres (a) whether the Ministry has plans to provide additional support to residents, particularly seniors, in HDB estates without hawker centres; and (b) what measures, including expanding and publicising assistance schemes, can be taken to improve affordability and ensure accessible meal options for an ageing population.
Answer:
HDB provides a good supply of coffeeshops in every HDB town and estate, to maintain healthy competition and price diversity, complementing our national network of hawkers centres. To further safeguard the availability of affordable cooked food options in the heartlands, HDB has required all new rental coffeeshops let out under its Price-Quality Method (PQM) tender framework since 2018 to provide budget meals. In other words, HDB accepts lower rental bids from these PQM tenders in exchange for the operator using the cost savings to offer affordable meal options for residents. Since 2023, this requirement was extended to all rental coffeeshops renewing their tenancies with HDB, as well as new buyers of privately-owned HDB coffeeshops.
To extend the reach of this scheme, HDB also worked with the Community Development Councils (CDC) and Enterprise Singapore to jointly encourage coffeeshop operators to offer budget meals as well as accept CDC Vouchers, under the Community Budget Meal initiative.
All coffeeshops offering budget meals are listed on BudgetMealGoWhere, an online platform that helps the public locate budget meal and drink options nearby. To reach out to more people, including seniors who may not be active online, we have also publicised the Budget Meal initiative via mainstream media, including newspapers and radio channels.
This year, the Government has also provided CDC vouchers and SG60 vouchers to Singaporean households and adult Singaporeans respectively, which can be used at participating heartland merchants and hawkers. For SG60 vouchers, a higher quantum was given to seniors aged 60 and above as additional help with their daily expenses.
Question No: 197
Question by: Mr Ng Chee Meng
To ask the Minister for National Development whether there will be updates on when HDB will complete its review to remove the 15-month wait-out requirement for private property owners downgrading to HDB flats.
Answer:
This answer will provide a combined response to related questions raised by Mr Liang Eng Hwa (question 289), Ms Valerie Lee (question 190), Ms Yeo Wan Ling (question 148), and Mr Alex Yeo (question 179), which are scheduled for subsequent Sittings.
As part of the property cooling measures introduced in September 2022 to promote sustainable conditions in the property market, private property owners need to wait 15 months after the disposal of their properties, before buying a non-subsidised HDB resale flat. To better support the retirement needs of seniors, Singapore citizens aged 55 and above are exempted from this waiting period if they move from their private residential property to a 4-room or smaller resale HDB flat.
Since 2022, HDB has processed about 1,800 appeals annually from private property owners to waive the 15-month wait-out period. This number has been stable over the last few years. HDB acceded to about 1 in 4 appeals, mainly for households in financial difficulties or extenuating circumstances, who have no alternative housing options. HDB does not track the appeals by the flat type that the appellant seeks to purchase.
We will continue to monitor the resale market and when conditions allow, we plan to remove the 15-month wait-out period.
Introduction
A very good evening. I am happy to join all of you today to celebrate the 60th anniversary of Obayashi Singapore.
Singapore has also just marked our 60th birthday. Our shared jubilee is a timely reminder of how Obayashi’s journey has been closely interwoven with Singapore’s own nation-building story. When you invested in Singapore and opened your office in Singapore in 1965, we were a third world country, a developing nation. We were just separated from Malaysia, and you invested in us. You gave us your vote of confidence. Thank you very much for walking this journey together with us over the last 60 years.
Obayashi’s Role in Singapore
Since 1965, 60 years ago, Obayashi has been part of many major milestones in the physical transformation of Singapore – from the first major land reclamation project along Singapore’s eastern coastline, to shaping our skyline with iconic landmarks like DUO along Ophir and Rochor Road. Over the years, Obayashi has also transformed from building landmark projects to pioneering new frontiers in construction technology.
Beyond technical excellence, I am especially heartened by your commitment to uplifting local industry capabilities and grooming the next generation of talent. Let me share three examples of best practices that I hope can also serve as a useful reference for all of us in the built environment industry, and other industries beyond the built environment.
Partnership with Singapore firms
First, underlying Obayashi’s success in several projects, including Funan and Jewel Changi Airport, has been its close partnership with a local company, Woh Hup. Woh Hup is one of Singapore’s established local construction companies.
A fully integrated joint venture between the two organisations has enabled the sharing of best practices and individual growth in areas such as advanced technical expertise, forward planning, contract management and human capital development.
Through its partnership with Woh Hup, Obayashi has been able to combine its global expertise with strong local capabilities, enabling the successful construction of key projects.
We look forward to the successful completion of even more of such joint projects, including the ongoing Singtel Comcentre project for which I recently attended the groundbreaking ceremony in July.
Technological innovations
Second, Obayashi is a leader in technological advancements for the built environment sector both in Japan and Singapore. As you saw in the video earlier, these are some examples of technologies and capabilities that Obayashi has been developing over the years and deploying in various projects around the world.
In Singapore, at the Obayashi Construction-Tech Lab at BCA’s Braddell Campus, Obayashi has been piloting remote-controlled cranes, robotics and 3D printing, to boost productivity, improve safety, and reduce reliance on manpower.
Obayashi has also pioneered autonomous tower crane technology for HDB’s Construction Transformation Project at Tengah, one of our new housing estates, demonstrating how AI can transform public housing construction. I hope the new technologies and collaboration with Obayashi will enable HDB to lead our vision of building more and building faster.
These innovations are also showcased at the “Obayashi SG60 Vision” exhibition as part of The Built Environment Expo (BEX) Asia.
Obayashi’s success in this area is underpinned by its fundamental belief in “Kaizen”, or continuous improvement. This resonates with the Lean Construction principles that BCA has been emphasising to help our industry maximise value, minimise waste and to work towards the collective transformation of our industry. Let me highlight two important aspects of this work.
The first is not to assume that whatever we have today is good enough. Don’t be complacent. Don’t be satisfied with the status quo, but to see the status quo as a starting point for us to do even better, and for us to continuously look for areas for improvement, and strive towards excellence and a spirit of continuous improvement.
The second, is that very often, when we implement Kaizen projects, you can’t do it alone. You do it in a team, you do it with others. It can be a small team within your organisation or a big team with other organisations. It can even be a big team with other players in the industry. But no matter whether it is a small project or a big project, no matter whether you do it alone or you do it with others – this spirit of wanting to make things better is something that both Singapore and Obayashi share.
I hope Obayashi’s expertise in implementing these advanced approaches, combined with the Japanese cultural emphasis on excellence, will help us overcome and be able to make those gradual but important improvements in the construction sector.
Talent attraction
Third, Obayashi is investing in attracting and grooming local talent in our built environment sector.
Together with its partners and subcontractors, Obayashi has raised more than $1.5 million this year to support scholarships and bursaries for engineering programmes at our local universities (NTU, NUS, SIT and SUTD).
In addition, Obayashi offers mentorship opportunities to grow young talent by pairing them with more experienced staff to deepen their technical skills and to allow younger officers to learn from their mentors’ career journeys, which can help them have a more holistic growth and development. One beneficiary of this mentorship programme is Ms Cherrie Liew. Cherrie started off as a junior engineer supporting the submission of tenders for new projects. With close support and guidance from her mentors, Cherrie has deepened her technical knowledge and project management skills and she has risen to take on a bigger role as a Planning and Engineering Manager, leading a team to plan and execute projects. I wish Cherrie all the best in her career, and I hope there will be many more young talents in our built environment sector who can also benefit from such programmes that Obayashi and many of you have put in place to support our talent pipeline.
Conclusion
Looking ahead, Singapore plans to build more complex and integrated developments that would require advanced building expertise and innovative solutions. PM, when he was Minister for National Development, said “We are not done building Singapore.”. That is still what my colleagues and I believe. We will have new projects that we are working on, and we will have older estates and older buildings that we will need to be rejuvenated and redeveloped. So, we definitely are not done building Singapore.
One example is the Changi Airport Terminal 5. It is a very big project that will take us 10 years, and I used to work on this when I was in the Ministry of Transport. Obayashi is involved in the substructure infrastructure works for the main terminal and also for the very important ground transportation hub.
With annual construction demand projected at $39 to $46 billion from 2026 to 2029, we will need experienced and innovative partners such as Obayashi to deliver such projects in the most efficient and sustainable way.
I would like to end my speech by extending my heartiest congratulations to Obayashi on the 60 years since you established your Singapore office. With your strong engineering capability and innovative spirit, guided by Mr Lee Aik Seng’s strong leadership, Obayashi will continue to be a valued partner in making our construction industry more productive, more sustainable, and more resilient.
I wish everyone a pleasant evening. Thank you.
Good morning, ladies and gentlemen. I would first like to express my thanks to my ex-colleague Dr Amy Khor, who kindly invited me to this conference and gave me this opportunity to meet with everyone.
A very good morning to everyone. It is a great pleasure to join you at the 32nd Pan Pacific Congress of Real Estate Appraisers, Valuers and Counsellors.
I would like to extend a very warm welcome to the foreign delegates to Singapore. Just now, I listened intently to your itinerary for the rest of the day. You will be coming near my office, actually, at the URA. I think you can enjoy a very scrumptious meal at the Maxwell Centre. And I think after that, you will have a chance to visit the URA, which recently published our Draft Master Plan 2025, which showcases Singapore's urban development strategies for the next 10 to 15 years.
This is a very important development for us here in Singapore. We take land planning very seriously and it was not just the Government’s initiative to put together our draft masterplans – we have actually engaged 200,000 fellow citizens to arrive at these plans. Because land is obviously very scarce in Singapore, with many competing uses. Sometimes we have to think about building for housing, other times we have to look at environment sustainability, and many of you here are also from the commercial sector – how we build and have real estate set aside for commercial growth, economic growth, and of course, there are other segments of population. So, all these are competing uses for land. The Ministry of National Development – which I represent today – we see ourselves looking at development as well as stewardship of land resources in Singapore. We can only undertake this effectively and with everyone’s buy-in, if we do this process in partnership with our fellow citizens here in Singapore.
With here us today, we have real estate appraisers, valuers and counsellors – you are the professionals in the industry. We want to work with you as well, because how we arrive at the decisions, how we look at master planning, will also have to take into account your inputs. And how we manage land use effectively, also needs to take into account your experiences on the ground.
Professionals like yourselves are an important segment of the real estate value chain. The specific theme for this year’s Congress is about sustainability practices in real estate valuation. In line with this, I will first touch on sustainability, and set out how we can work together, in terms of industry transformation through a process of partnership, technology adoption, as well as professional excellence development.
Embracing Challenges in Sustainability Practices
As we all know, climate change is at the forefront of global issues and this is particularly real, for small countries like Singapore. It is important that we ensure our cities are green, climate-resilient and liveable.
Singapore has made significant progress in greening our Built Environment.
The Singapore Green Building Masterplan aims to green 80% of our buildings by gross floor area by 2030. As of last year, we have achieved a milestone – we have greened 61% of our buildings.
This year, we commemorate 20 years of Singapore’s green building journey. We are also celebrating our achievement in saving over 4 billion kilowatt-hours of energy annually.
Aside from better environmental outcomes, green buildings in Singapore have also proved their business value – they command higher rents of up to 12% compared to non-Green Mark certified buildings, and achieve consistently higher occupancy rates. I think this is something we have to advertise a little bit more, so that more come on board with us on this journey.
Environmental, social, and governance (ESG) criteria now contribute significantly to the long-term value of properties. However, translating these sustainability goals into practical valuation methodologies remains a challenge for property valuation professionals. They need to assess green building features, energy efficiency, and environmental impacts.
Supporting Industry Transformation through Partnership, Technology and Professional Excellence
SISV as a key partner
This is where the Singapore Institute of Surveyors and Valuers (SISV) play a very important role because you are a key partner in our drive towards sustainability.
One good example is SISV’s Valuation Standards and Practice Guidelines published in 2015, which included a dedicated chapter on green buildings. It gives valuers a common framework to include ESG considerations – such as energy and water efficiency - in their valuation assessments. This has helped valuers ensure that sustainable building features are properly valued in the market, and encourage more developers and owners to go green.
On the global front, I am pleased to hear that SISV will be hosting the World Association of Valuation Organisations (WAVO) Global Education Hub. The platform will provide valuable avenues for valuation and appraiser practitioners to upgrade their skills, and learn from international best practices.
Harnessing the power of technology
As Dr Lim mentioned earlier, as we embrace sustainability, we must also harness the power of technology. The real estate sector is experiencing significant changes through digitalisation and new technologies. Earlier this month, I had the honour and privilege of visiting several offices of our real estate agencies. In this journey of technology adoption, this we need to work hand in hand together.
I would like to applaud SISV's efforts in supporting its members in their digitalisation journey. And this can be done through the SISV digitalisation valuation platform. The platform will enable valuers and appraisers to better manage their business processes, as well as produce accurate, timely and comprehensive valuations for their clients.
The Government will continue supporting our local companies to transform digitally. For example, programmes such as the Productivity Solutions Grant and SMEs Go Digital initiative provide funding support and help firms harness digital solutions. I encourage our local firms to tap on these schemes.
Artificial Intelligence (AI) is often talked about. AI and machine learning will also offer new solutions that can further transform our work.
While the oversight of licensed valuers is still required for formal valuations, we are already seeing overseas and local developments in AI-powered technologies to estimate property valuation and very importantly, complement the work of valuers.
Here in Singapore, AI-powered platforms have been used to provide real-time, automated calculations using machine learning technology, demonstrating how quickly the industry is advancing. In particular, the Key Executive Officers of each organisation can not only look into how we are adopting AI, but really also talk to your employees to make sure that they are very assured in this AI adoption journey, to make sure they feel that they are empowered to learn, that the use of AI complements our work and it is not a substitute for them, and that we as human beings are capable of learning as well – not just machines and machine learning – but we can learn, adapt our work, so that we can use AI to best complement our work and increase our productively. Let us not see this as a zero-sum game.
Professional excellence
On that note, it is important for professionals to actively invest in professional development.
There are courses on real estate valuations, valuation methodologies and market analysis are offered by local Institutes of Higher Learning. The BCA Academy offers training in digitalisation and other critical transformative skillsets. The SISV Academy also provides certification courses and seminars for valuers and appraisers, conducted by professionals and veteran practitioners.
Professionals can tap on the support under SkillsFuture for eligible courses in their skills upgrading journey.
Conclusion
To conclude, the real estate sector is at an exciting turning point, with sustainability and new technologies bringing about new opportunities for the industry. Your work in valuation, sustainable building practices, and innovative technology will go a long way in shaping our cities into liveable and sustainable places.
Lastly, I would like to thank Dr Lim and the organising committee for their excellent work in bringing this Congress together. To all our participants today, I wish you a useful, engaging and fruitful experience. And to our foreign delegates, please enjoy Singapore during your stay this week, and we extend our warmest hospitality to you. Thank you.
Question No: 89
Question by: Ms Denise Phua Lay Peng
To ask the Minister for National Development how frequently are audits and maintenance works conducted for HDB rental flats.
Answer:
Pre-covid, for occupied rental flats, HDB visited these flats annually to identify those that require repairs or maintenance. This practice was however disrupted when COVID-19 Safe Management Measures were imposed and HDB conducted physical inspections in response to tenants’ feedback instead.
Post-covid, HDB has been working to resume proactive inspection and maintenance, but in a more efficient and sustainable way such as by bundling and outsourcing inspection alongside other related works.
Tenants can continue to alert HDB should they require repair or maintenance assistance, and HDB will attend to these requests promptly.
We will share more next year about audits and maintenance works for HDB rental flats.
Question No: 286
Question by: Mr Lee Hong Chuang
To ask the Minister for National Development whether the Ministry has any plans to promote the implementation or adoption of advanced technologies and software solutions in construction sites, particularly for small and medium enterprises, to specifically boost productivity in the construction sector.
Answer:
BCA actively promotes and supports construction firms, including small and medium enterprises (SMEs), to adopt technologies and digital solutions to boost productivity. This is mainly done through schemes such as BCA’s Built Environment Technology and Capability (BETC) Grant that builds up firms’ technological capabilities, as well as the Productivity Solutions Grant (PSG) that co-funds digital solutions.
For example, through these schemes, construction firms have adopted Building Information Modelling (BIM) software to plan and coordinate works using 3D digital models to avoid abortive work. Using these 3D models, firms may also estimate the construction materials to optimise cost and ensure timely deliveries.
Question No: 293
Question by: Ms Cassandra Lee
To ask the Minister for National Development (a) in the past three years, how many appeals has HDB allowed for sale of HDB flats before the minimum occupation period (MOP); (b) how many approvals are given to families that have outgrown their homes; and (c) whether the Ministry will review its MOP waiver position in light of the longer MOP under the new flat classification framework.
Answer:
From 2022 to 2024, HDB approved requests from about 1,700 households to sell their flat before meeting their Minimum Occupation Period (MOP). Of these, about 50 approvals were given to families who needed a bigger flat due to growing family size.
The MOP remains important to safeguard HDB flats for households with genuine housing needs and helps to keep HDB flats affordable for Singaporeans.
The majority of Singaporean households live in their flat for 10 years or more before it is sold. Under the new flat classification framework, an MOP of 10 years for Prime and Plus flat owners strikes a good balance between strengthening the owner-occupation intent and allowing flat owners the flexibility to move due to changes in their life circumstances, such as to buy a larger apartment as their families grow.
278. Ms Elysa Chen: To ask the Minister for National Development (a) how do wildlife management strategies differ across species such as chickens, crows, pigeons, rats and monkeys; and (b) whether the Ministry will consider consolidating these strategies and responsibilities under a single agency to strengthen coordination, improve public communication, and ensure long-term effectiveness in managing human-wildlife interactions.
279. Ms Elysa Chen: To ask the Minister for National Development in light of ongoing collaboration between NParks and Town Councils on specific animal management matters such as pest birds, whether the Ministry will consider reviewing and expanding the scope of wildlife management responsibilities so that Town Councils may directly oversee broader wildlife issues within their estates.
Answer:
NParks adopts a science and community-based approach to overall wildlife management to ensure public safety and prevent disamenities. NParks assesses various factors such as the risks to public safety and health, as well as species’ ecology and behaviour, to guide its species-specific strategies. These include measures such as direct population control, trapping and removal, and reduction of food sources.
At the local level, Town Councils (TCs) have a better understanding of the local living environment, and the issues are usually localised in nature. TCs may approach NParks for advice and assistance if they have specific wildlife related issues to manage. NParks will continue to support TCs for efficient wildlife management.
Question No: 253
Question by: Dr Hamid Razak
To ask the Minister for National Development (a) how are severe hoarding cases on the Government's watchlist being supported through cross-agency efforts including referral pathways to healthcare interventions such as cognitive behavioural therapy; and (b) whether there are plans to strengthen such linkages for affected individuals and their families.
Answer:
Earlier this year, the Ministry of National Development, Ministry of Social and Family Development, and partners from the public, private and people sectors came together to form an Alliance for Action (AfA), called the New Environment Action Team or “NEAT”. NEAT members include the Institute of Mental Health (IMH), the Agency for Integrated Care (AIC), and frontline agencies trained to identify and refer persons with mental health needs for appropriate social support and healthcare interventions.
Previously, Government agencies would intervene after a hoarding situation breaches public health, safety or other regulations. With NEAT, Government agencies, medical professionals and other frontliners work even more closely upstream to identify at-risk cases, strengthen case coordination and intervene in a more timely, holistic and sustainable manner.
For example, HDB, grassroots leaders and social service agencies can refer at-risk residents to their local Community Intervention Teams, AIC and if necessary IMH, for mental health assessments and psychosocial intervention. In parallel, community and volunteer groups can help declutter hoarded units and befriend hoarders and their families, to better support them.
Introduction
A very good evening. I am happy to join you this evening for the Singapore Institute of Planners’ 9th Planning Award Presentation and Gala Dinner. Like Mr Djoko, I would like to welcome our guests from overseas, for joining us this evening. I hope you enjoy your stay in Singapore, and I hope that when you are here, you also get to interact with the planners from Singapore. Much of the work that our planners do, is not confined to just within Singapore. A lot of it is taking place in the region - that’s why it is the Singapore Institute of Planners and not the Institute of Singapore planners.
Looking Back
Now, ladies and gentlemen, urban planning has been central to Singapore’s transformation from Third World to First. As a small city-state without a hinterland, our planners had to bold and but also to be pragmatic, to balance our competing needs, for a whole range of different land uses - housing, economic activities, jobs, transport. We also need to have reservoirs, greenery, and military camps because we need the Singapore Armed Forces to be able to defend ourselves. Trying to pack all these different uses into a small little island is not an easy task. And on top of that, we need to think of how to make this place - this little red dot - liveable and sustainable.
Our small size has never limited our imagination – in fact, it has made imagination a necessity. We were able to expand our usable space through land intensification, integrated developments and sometimes by looking at how to expand our land area through land reclamation. Increasingly, we are also moving more facilities underground so that we are able to free up space above ground for other more critical needs – things that cannot go underground, like homes, workplaces and amenities.
Beyond shaping our physical environment, our planners have also shaped the way we live, work and play. As the former UK Prime Minister, Sir Winston Churchill, once said: “We shape our buildings; thereafter they shape us”. It’s a two-way process. Through your work, our planners have improved the lives of generations of Singaporeans. You have helped strengthened communities and helped to foster a shared national identity.
I know in our midst this evening, we have many distinguished planners, but if I may just highlight one particular person, it is Dr Liu Thai Ker. I am sure there are many of you here who have had the chance to work with Dr Liu previously in HDB, URA. I was told he was quite a strict boss, but they also learnt a lot from him. I just want to say Dr Liu, thank you so much for what you have done for Singapore. Many of us benefitted from the good work that you have done, and the foundations you have put in place.
I was in China recently and I met my counterpart, Minister Ni Hong. I was in Tianjin because that is my new portfolio. I used to be in-charge of the Singapore- Shandong Business Council, and now coming to MND, I have taken over from Mr Desmond Lee to co-chair the collaboration with Tianjing. In Tianjin, I also met the Mayor of Tianjin, Zhang Kong, and the Party Secretary of Tianjin, Chen Min’er. What was common when I spoke to all these Chinese leaders was that Singapore is very well-planned. They admired our urban development and all of them mentioned Dr Liu Thai Ker.
Looking Ahead
In June this year, we launched the Draft Master Plan (DMP) 2025, which sets out Singapore’s land use plans and strategies for the next 10 to 15 years.
Under this Draft Master Plan 2025, we are studying how we can meet future housing needs by redeveloping sites to create more new towns, while retaining their distinctive identities. SIP has been a key partner in the development of these plans. Let me highlight a few examples.
At Paya Lebar Air Base, SIP, together with the Singapore Institute of Architects (SIA), contributed valuable insights to the concept proposal on the new town’s design, including the innovative idea of modular, self-sufficient and high-density precincts.
At another location, this time more towards the North of Singapore - Sembawang Shipyard - plans to transform the site into a mixed-use waterfront precinct are well underway. Over 20 weeks, the team from SIP carried out a planning study that considered the site’s heritage, housing potential, work opportunities, and also recreational possibilities. The study reimagined the future of Sembawang Shipyard and brought the planning fraternity together for a common cause.
As part of our broader decentralisation strategy, we are also strengthening three economic gateways in the North, in the East and in the West, bringing jobs and amenities closer to homes for residents who are staying in these regions.
In the North, we have the Johor Bahru–Singapore Rapid Transit System Link or RTS Link and also the Johor–Singapore Special Economic Zone, which we hope will enhance the connectivity to the Woodlands Regional Centre, and the attractiveness of Woodlands Regional Centre.
In the East, we have a 10-year project that has started, which is Terminal 5 at Changi Airport. And this will anchor the Changi Region, reinforcing Singapore’s position as a global aviation hub.
In the West, we hope to grow the Jurong Lake District into Singapore’s largest mixed-use business district outside the city centre. Together with the Jurong Innovation District, they will support and complement Tuas Port, which we are currently in the process of building. It’s what they call, finger by finger, for the piers. Once completed, Tuas Port will be the largest, or maybe by then it will not be the largest, but at least for now, with the plan of 65 million TEUs, it will be the largest automated container terminal to be completed by the 2040s.
Advancing the Planning Profession
To realise these ambitious plans, we will need to ensure a strong pipeline of planners. I would like to commend SIP for its contributions to this area, over many years.
SIP upholds high standards for the planning profession through accreditation, continuous learning, and ethical conduct.
The successful completion of the inaugural Singapore Institute of Certified Planners programme in Jul 2024 marks an important milestone. Today, we have 51 Certified Planners among us. This certification recognises top qualified professionals based on academic training and also practical experience. Planners must complete a two-year programme and pass the examinations to be certified. So I would like to congratulate all our Certified planners, and I hope that there will be many more who will be able to join your ranks in the years ahead!
SIP also ensures that our planners are globally competitive, while staying rooted to meet Singapore’s needs.
Through MOUs with counterparts in Hong Kong, Japan, Malaysia, Korea and Indonesia, SIP has built a strong global network for collaboration and knowledge exchange.
Tonight, SIP will continue to strengthen this network through a new partnership and MOU with the Shanghai Urban Planning Trade Association, and the renewal of its existing MOU with its Hong Kong counterparts.
I would like to extend my congratulations to SIP on these valuable partnerships, which will open up more avenues for our planners to learn, to collaborate and to share best practices with their counterparts from these overseas jurisdictions.
Call to Planners
Let me conclude my speech. Our planners are an important part of our built environment sector. Without your vision and dedication, Singapore would not be the well-planned, liveable, inclusive and endearing home that it is today. I hope you can continue to plan boldly, to create with empathy, and to build with pride, so that we can shape a better future, not just for this generation of Singaporeans, but also for our children and our grandchildren, including those who are not yet born.
Thank you very much everyone.
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Question by: Ms Rachel Ong
To ask the Minister for National Development (a) whether the Ministry has any update on the feasibility of using location-based short messaging service (SMS) notifications for missing persons alerts on the OneService app to broaden reach; and (b) whether the Ministry will consider directing SMS recipients to where photographs and details of the missing persons can be viewed, to overcome SMS limitations.
Answer:
The Municipal Services Office (MSO) supports Dementia Singapore by helping to broadcast its reports of missing persons with dementia via the OneService App (OS App). The broadcast is in the form of push notifications to OS App users residing in the town where the missing person was last seen. Clicking on these notifications leads to in-app photographs and details of the missing person.
As such information can be provided through the OS App, but not SMS, we had previously assessed and decided not to proceed with location-based SMS notifications.
Question No: 270
Question by: Ms He Ting Ru
To ask the Minister for National Development (a) what measures were previously put in place to prevent and assess the risks to the formation of sinkholes; (b) whether the BCA conducts regular tests of the subterranean integrity of underground structures; and (c) whether these will be updated in the light of the July 2025 sinkhole incident.
Answer:
The Building and Construction Authority (BCA) has a rigorous regulatory regime for underground works. Project owners, along with their appointed contractors and consultants, are responsible for complying with these regulations. This includes monitoring ground and building movements during the construction process for all large-scale underground tunnelling or excavation works. If there are contraventions to the Building Control Act, BCA will investigate and take errant parties to task.
The investigations into the July 2025 sinkhole incident are still ongoing. BCA will review its measures to assess if changes are required after the investigations have concluded.
","image":null,"url":"written-answer-by-ministry-of-national-development-on-assessing-risks-of-sinkhole-formation","article_type":"070db44d-d038-4bbe-af74-93f0eb057cd6","is_visible_home_page":true,"is_featured":false,"article_date_time":"2025-09-24T16:00:00.000Z","publish_on":null,"unpublish_on":null,"is_scheduled":false,"tags":[]},{"id":"bdf0e0c3-03da-496d-a3ec-064e98abcb84","status":"published","sort":47,"user_created":"376a5171-b308-4f42-881c-23e41db2d349","date_created":"2025-10-14T06:32:13.957Z","user_updated":"2281b0d3-7bc6-41b6-a1f2-a858fe9788a4","date_updated":"2025-10-23T09:32:21.160Z","title":"Speech by Senior Minister of State Sun Xueling at the Debate on the President’s Address","content":"Introduction
Mr Speaker Sir, I rise in support of the motion. Housing policies are often discussed in this house. It is a topic important to many. Homes are where our children grow up, develop a sense of self and identify, a space to call their own. Homes can be a source of pride and joy for young working adults – something they had worked hard for and something that they continue to build their dreams and aspirations on. For seniors, a home can be a sanctuary giving them peace of mind in their golden years.
In land scarce Singapore, the government takes active steps to ensure there is housing to meet the different needs of our people. But there are also competing uses for land – to generate economic growth, for environment sustainability and sometimes for cultural and historical conservation.
The Ministry of National Development takes its development and stewardship role over land use seriously and undertakes this in partnership with our people.
In June this year, URA released the Draft Master Plan 2025. It was developed through URA’s most extensive public engagement exercise to date with 200,000 people engaged. We laid out our urban planning vision for the next decade.
As we develop these plans, we will not lose sight of our fundamental commitment to our people.
I will now speak about:
Meeting the housing aspirations of young Singaporeans
Supply
In the last term of government, the pandemic impacted construction and led to delays in the completion of housing projects. Application rates for BTO flats were high, waiting times were longer, and resale prices increased as more buyers turned to resale flats.
Together with industry partners, the government responded swiftly to the situation. We completed the flats delayed by COVID, ramped up supply of new flats, brought down waiting times, and introduced multiple rounds of cooling measures to moderate the resale market.
After COVID, there continues to be strong broad-based housing demand. Singaporeans want to start their own families, with most young people getting married at about 30 years old and wanting to have their own flats then. There are singles who want to live independently though near family. There are also seniors who want to age-in-place or right-size their housing for retirement needs.
In this term of government, HDB will continue to build more, build faster, and build better. We want to help more Singaporeans meet their housing aspirations. There will be a variety of public housing options in different locations to suit diverse income groups and family needs.
Policy reviews – income ceiling and singles
As we build more, build faster and build better, there will be greater capacity to meet the aspirations of more Singaporeans. Mr Henry Kwek spoke for some of these groups, like young Singaporeans doing well at work and earning more but are afraid that they will bust the HDB income ceiling and end up not being eligible for an HDB flat.
The current BTO income ceiling is $14,000. This was last revised in 2019.
Another group of Singaporeans who desire to own their HDB flat are singles, who can only apply for a BTO flat after reaching the age of 35.
To make further policy moves, we need policy space and a higher supply of BTO flats.
We are continuing with a robust supply of public housing and when the right conditions are in place, we will be able to raise the income eligibility threshold for BTO flat buyers and lower the eligibility age for singles.
Affordability
Besides improving accessibility, we will also ensure that HDB flats remain affordable for Singaporeans.
BTO
The Government will continue to price BTO flats so that they are affordable for buyers with different income levels. This includes first-time buyers who may also be eligible for additional housing grants.
Unlike other countries where public housing is targeted at the lower-income, almost 80% of Singapore residents stay in HDB flats. We must therefore provide a range of BTO flats at different locations and price levels to cater to buyers with different incomes and aspirations.
Let me share two examples, using the recent July BTO exercise.
Take a young couple earning around $5,000 monthly, adding up to our median household income of $10,000.
Now, let’s consider another couple with a lower combined income of $6,000, which places them in the lower third of households by income.
I have taken the July launch as an example as this is the nearest launch to date. The exact prices and locations will vary across launches, but our commitment is to ensure a range of options to meet diverse budgets and diverse needs.
Resale
I will now touch on the resale market. As we all know, resale prices are agreed between buyers and sellers, influenced by supply and demand. Behind every resale flat transaction, there is a willing buyer and a willing seller. Buyers pay a higher price compared to BTO flats, but get the resale flat immediately, and can choose their preferred flat attributes like location and size.
There will be resale flats with attractive attributes that allow them to command higher prices, such as being in prime locations, on a high floor or facing a good view, near amenities and transport nodes.
But there are also resale flats available at lower prices, in many locations.
The resale market is cyclical. Before COVID, resale prices fell for six consecutive years. When prices rose in the COVID years, we had to implement four rounds of cooling measures, such as reducing the Loan-to-Value limit for HDB housing loans, and the wait-out periods for private property owners wishing to purchase HDB flats.
We are now seeing moderation in resale price growth. The quarter-on-quarter Resale Price Index (RPI) growth for last quarter, at 0.9%, is the lowest since 2Q 2020.
There are signs to point towards continued moderation in resale prices.
To sum up this section of my speech, we will keep public housing affordable and accessible for buyers with diverse needs and budgets. The robust supply of public housing will enable us to expand access to more groups.
Resident-centric planning – BTO Coordination Committee
Ramping up housing supply also means that we will be developing new areas such as Tengah in the West, and Kranji in the North.
These areas present opportunities to design thoughtful and beautiful towns. We did this with “Punggol 21” since the 1990s, and we are doing this again with Tengah – our first large-scale smart and sustainable town.
At the same time, we hear feedback from residents that amenities such as cooked food options and childcare centres were not available when they first moved in. Having been in Punggol for the past decade, I can understand how new residents feel.
To review how we can be more resident-centric in our planning for such large-scale BTO estates, we set up the inter-agency BTO Coordination Committee last year, which I now chair.
The inter-agency committee is looking into a wide variety of issues such as transport accessibility, construction disamenities, and also mobile signal strength. In the interest of time, I will highlight three areas that HDB is working on – number 1, sheltered linkways, number 2, childcare, number 3, food options.
At NDR this year, Prime Minister had shared our vision for the new BTO estates in places like Kranji, Sembawang, and Woodlands. They are to be well-connected to job centres in the northern region. This is an opportunity to apply this resident-centric planning approach, and build a new generation of heartlands.
Across government agencies, we will plan and coordinate much more closely so that new residents enjoy greater convenience from the time they move in. We will continue to gather feedback from residents and community leaders, and adopt a resident-centric approach in planning, development, and execution.
Rejuvenating our homes and estates for all ages
Our commitment is not just to new homes. We are equally focused on rejuvenating our mature heartlands where many Singaporeans have lived for decades.
Upgrading flats
Many residents of flats aged around 30 years have already benefited from programmes such as the Home Improvement Programme (HIP), covering essentials like toilets, doors, and spalling concrete.
Rejuvenating estates
Beyond individual flats, we will continue to refresh the whole estate, through programmes such as Remaking Our Heartlands and the Neighbourhood Renewal Programme.
Mr Speaker Sir, may I be allowed to continue in Mandarin please?
亲乐龄的设施
随着社会老龄化，我们必须打造亲乐龄的组屋和社区，帮助年长者居家养老，保持活跃。 我们相信，年长者过得开心、健康、活跃，整个社会都会随之受益。
退休人士的住房选择
我刚提到的几点，将帮助想要居家养老的年长者，在熟悉的环境中安享晚年。不过，也有年长者希望把现有的组屋套现，买一间适合退休生活的较小的组屋。我们会确保他们有充分的选择。
我想请年长的国人放心 —— 无论您选择住在目前的房子，或者是搬到一个更适合退休生活的小房，或是选择有护理服务的组屋，我们都会提供安全、便利的住房选择。我们将不断努力，把新加坡打造成一个老少皆宜的的温暖家园。
Conclusion
Mr Speaker Sir, during this debate we have seen many MPs speak passionately about issues concerning national development – their estates, residents, our social fabric, and the environment.
I sincerely thank our MPs for raising concerns and proposals on behalf of your residents. We hear you, and we will continue to engage you and work with you to further improve our policies and schemes.
To our residents,
Over six decades, we have moved from the urgent task of housing a young nation, to a nation of home owners proud of our quality homes, well-designed towns, and strong communities.
8. Mr Gerald Giam Yean Song: To ask the Minister for National Development (a) whether the Animals and Birds Act will be reviewed to include the introduction of an aggravated cruelty category for serial offenders or cases resulting in death or permanent disability; (b) if so, what is the proposed definition; and (c) what is the policy rationale for the current maximum 18-month jail term.
195. Mr Shawn Loh: To ask the Minister for National Development (a) what is the latest timeline to complete the review of the Animals and Birds Act; (b) whether the review will increase penalties for abuse cases to better reflect society's values; (c) whether the Animal & Veterinary Service’s enforcement approach can increase collaboration with animal welfare groups; and (d) whether the review aims to reduce community disamenities on irresponsible pet ownership.
Answer:
These questions for written answer have been addressed by written reply to Question Nos. 64, 65, 66, and 67 on the Order Paper for 22 September 2025.
Question No: 414
Question by: Mr Abdul Muhaimin
To ask the Minister for National Development (a) whether there are other mixed-use developments in Singapore managed under a single MCST like Compass One and Compass Heights; and (b) if not, what were the considerations in allowing Compass One and Compass Heights to be managed under one MCST.
Answer:
The majority of strata mixed-use developments in Singapore, including Compass One and Compass Heights, operate under a single-tier Management Corporation Strata Title (MCST) structure.
Question No: 133
Question by: Mr Abdul Muhaimin
To ask the Minister for National Development (a) whether any studies have been conducted to address the issue of pigeon roosting and defecation at the air-conditioner ledges of HDB flats which poses hygiene and maintenance concerns for residents; and (b) whether the Home Improvement Programme can be enhanced to mitigate this issue, including upgrades to the design of the clothes drying rack in affected flat types.
Answer:
My response will also address other questions related to pigeon management filed by Mr Abdul Muhaimin and Mr Patrick Tay for subsequent sittings. Should the Members feel that my response sufficiently addresses their questions, the Members may wish to withdraw their questions.
NParks takes a proactive, holistic, and science-based approach to manage the pigeon population across Singapore. These include direct population control, with trapping and removal, habitat modification, enforcement against illegal bird-feeding, and education and outreach efforts to reduce human-generated food sources.
Since July 2024, NParks has partnered Town Councils, NEA and SFA to step up these efforts in hotspots under the pigeon management pilot. The pilot showed encouraging results. There has been a decrease in the estimated pigeon population by around 50% across the three Town Councils, namely Ang Mo Kio, Bishan Toa-Payoh and Tanjong Pagar. The pigeon-related feedback is around 34% lower than the average. These results were derived by comparing against control areas that were not part of the pilot.
In June 2025, NParks expanded the pigeon management plan to three more hotspot TCs, namely Jalan Besar, Marsiling-Yew Tee and Nee Soon. NParks will scale this up across Singapore in phases to help manage the pigeon population.
Specific to HDB estates, NParks and HDB have been studying pigeon-related issues, and will continue to monitor feedback from residents and trial deterrent measures, such as bird nettings, in consultation with Town Councils. There are currently no plans to modify the Home Improvement Programme to address this issue.
Keeping the pigeon population under control requires a collective community effort. As bird feeding and human-generated food sources are key drivers of pigeon population growth, we urge residents not to feed birds and to keep our environment clean. NParks will also continue to take enforcement action against individuals who feed pigeons.
INTRODUCTION
A very good evening. I am very happy to join you for this year’s edition of the Singapore River Festival.
The Singapore River used to be the cradle of trade and enterprise. Boats that were laden with goods lined its banks, while bustling marketplaces and godowns flourished around it. Yet, as our city developed, the river faced many challenges – pollution, overcrowding, and congestion. The ambitious clean-up in the 1970s and 80s, driven by none other than our founding Prime Minister, Mr Lee Kuan Yew, himself, was a major turning point, breathing new life into the river and setting the stage for its transformation into the iconic civic and cultural space that we all enjoy today.
Since then, the Singapore River has evolved from a working waterway into a vibrant waterfront hub for housing, recreation, entertainment, and commerce. The blend of new developments with conserved heritage buildings lends the area a unique charm, preserving the memory of the river’s past, even as it stands ready to begin another chapter of its long and colourful history.
This transformation is a strong testament to what we can achieve for our urban environment – with focused strategic planning, strong community effort, and a long-term vision.
But our work is not done. The ongoing renewal of our Singapore River continues through active stewardship and place management – not just by the Government, but also working together with the private and people sectors.
SINGAPORE RIVER ONE: A PIONEER IN PLACE MANAGEMENT
This evening, I would like to recognise the efforts of Singapore River One, or SRO, since its inception thirteen years ago.
Formed in 2012, SRO started as a non-profit place management organisation and subsequently became URA’s first pilot Business Improvement District or what we call BID. It was driven by the purpose of making the Singapore River district more vibrant and economically resilient.
This was a bold and ambitious undertaking by SRO.
The Singapore River of today is home to a rich mix of businesses and cultures. Each of its three Quays have their own distinctive character. From offices and heritage buildings to restaurants and nightlife spots, we have to balance many competing needs and interests along this single waterfront.
In the mid-2000s, Boat Quay was also known amongst locals and tourists as a hotspot, unfortunately, for rampant touting and vice. Which was why, in 2009, the authorities had to intervene to restore law and order.
But SRO was undaunted.
Not only did SRO rally the F&B operators to run an anti-touting campaign, it also got the operators to commit to collectively undertake good business practice pledges, to improve the touting and over-charging situation – important to restore confidence.
At Circular Road, SRO coordinated the allocation and management of Outdoor Refreshment Areas as alfresco dining spaces during the road closures, with support from our government agencies.
SRO has also been organising large-scale events including the Singapore River Festival and also St Patrick’s Street Festival which have successfully drawn in large crowds and generated increased sales for our businesses.
Through these efforts, SRO has demonstrated that ground-up organisations can activate and can manage public spaces meaningfully, to the benefit of both businesses and our community.
Today, SRO is widely recognised as a pioneer in driving place management in partnership with the Government, and the Government plays an enabling role, to support SRO.
For example, the recent nightlife revitalisation efforts at areas around the Singapore River, these were borne out of such private-public partnership.
SRO understood that regulatory flexibility must not come at the expense of law and order in the precinct, and SRO offered to step up private security deployments in the area. This gave our security agencies the assurance to ease restrictions within the pilot BID boundary.
We are very encouraged that businesses have put forth many good ideas, new concepts that this flexibility can bring about. I’m pleased to share with everyone that URA has received 20 applications for new bars, pubs and nightclubs at the Boat Quay Historic District, and these are currently being evaluated.
CATALYSING GROWTH AND PARTNERSHIPS THROUGH BUSINESS IMPROVEMENT DISTRICTS
The success of pilot BIDs like SRO is testament to what we can be achieve together, when we allow commerce, community, and creativity to converge.
Moving forward, we hope to partner with commercial property and businesses to adopt the BID model in more districts. Last month, I announced that MND will propose new legislation to formalise the BID model in the next two years.
Let me share broadly on the legislation’s key provisions.
First, commercial property owners can come together to initiate BID formation and propose a plan on how to rejuvenate the district. Existing pilot BIDs like SRO already have a head-start in this regard, and we want to encourage you to build upon the good work that you have done during the pilot, and see how we can work together and take it further .
Secondly, once formed, BIDs will be able to collect fees from all eligible commercial property owners within their boundaries to fund and execute their plans. This is important to ensure that the BIDs remain sustainable. It also helps to deal with potential concerns with free riders, who want to enjoy the benefits that the BIDs will bring but do not want to contribute their fair share. So, I think having legislation to make this a requirement, to empower the BIDs to be able to collect fees from eligible commercial property owners, will be a fair and sustainable arrangement for everyone.
The initiators can propose a suitable BID boundary and also the fee arrangement with ground stakeholders, and secure sufficient votes from the stakeholders to be able to form the BID. I hope to be able to share more details with everyone in due course.
SRO’s experience as a pilot BID has brought about positive outcomes for the Singapore River district. We welcome more of such collaborative efforts with the private sector, and we welcome the fresh ideas that new BIDs can bring. Some of these could be ideas that currently we have not tried. We may have seen some of these ideas overseas, or in some other context, but our private sector partners, please propose these ideas, and we will take a look, and we will see how best to support your ideas. These partnerships will make our districts livelier and more vibrant, where businesses can benefit from more footfall, and also the communities can then come together to enjoy more lifestyle options and place-making. If we do it well, I think it will be a win-win for all the stakeholders. This is what my colleagues and I at MND and URA would like to facilitate.
CONCLUSION
Let me end my speech by once again, commending SRO for your leadership, vision, and commitment – not just in making this festival a success, but in partnering the Government over the years to steward the long-term growth of our historic Singapore River district.
Thank you, and I wish everyone a wonderful evening ahead.
Good evening. It is a pleasure to join you this evening to celebrate the achievements of our young engineers. There were 180 teams who submitted projects for the Engineering Innovation Challenge (EIC) this year, showcasing a diverse range of innovative and high-quality projects. This includes the Institute of Technical Education’s Sustainable Cement Composite that is a cement mix using shellfish shells and recycled plastics.
Shaping the Future with Engineering Innovation
Over the years, we have embraced technologies, encompassing digitalisation, automation and Artificial Intelligence (AI). As projects become more complex, it is crucial for our engineering professionals, developers and builders to continually harness technological advancements to boost productivity and to create more innovative solutions.
In Singapore’s Built Environment sector, we are faced with multiple challenges, amidst the global economic uncertainties and the impact of climate change. Notwithstanding this, our professionals in the sector remain committed to delivering on key projects, ramping up on housing supply to meet the growing demand for housing and rejuvenating our older estates to provide high-quality living environment for all.
To deliver on our national development plans, we need to strengthen collaboration between academia, industry and government to foster innovation and to embrace technology to transform the way we plan, design and build in Singapore.
On this note, BCA has put in place various programmes to support our progressive firms in their innovation efforts. This includes the Built Environment Accelerate-to-Market Programme (BEAMP), an open innovation initiative jointly organised by BCA, JTC, and Enterprise Singapore.
The programme has been bringing innovators and industry firms together to fast-track the innovation process for new solutions. For example, local innovator Fabrica AI has collaborated with Woh Hup and BHCC Construction to deploy its automated floor tile grouting robot which could potentially improve the speed of grouting work.
Developing and Inspiring Engineers of Tomorrow
To shape the future through engineering innovations, we must ensure a robust pipeline of engineering talent.
First, we need to ensure that more young Singaporeans continue to see Engineering as an attractive career of purpose and impact.
For the Built Environment sector, this is especially important as we embark on ambitious building projects, such as Changi Terminal 5, Marina Bay Sands’ 4th Tower, and the Greater Southern Waterfront.
This is why we set up the Taskforce for Architectural and Engineering Consultants last September, co-chaired by Minister Indranee Rajah and Mr Chaly Mah, Chairman of Surbana Jurong Group.
I would like to thank IES for its contributions to the Taskforce, especially in curating initiatives to introduce BE career opportunities to more students.
It is heartening to see IES championing various initiatives like the IES Scholarship Fund that supports promising engineering students, and the Engineering Innovation Challenge (EIC) that provides a platform for secondary school students to design and build innovative solutions to tackle real-world challenges.
For all our students in the audience, I encourage you to tap on these opportunities to deepen your knowledge, apply your skills and make new like-minded friends.
For practising engineers, we also need to help them gain the right skills to be ready for future challenges.
To support our engineers, our Institutes of Higher Learning offer a wide range of professional development courses to equip our engineering professionals with in-demand skills.
This includes both technical knowledge and an array of soft skills, including communication skills.
Concluding Remarks
Let me conclude by thanking IES for being the bridge between the government and industry and for its dedication to promoting engineering to the wider community.
I would also like to express my heartfelt appreciation to all participants in this year’s Engineering Innovation Challenge (EIC). Your work inspires us to push the boundaries of engineering and I'm excited to see how your innovative ideas will contribute to building a more resilient and future-ready Singapore.
Congratulations to all our winners. Wishing everyone a wonderful evening ahead.
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Over the past two days, the Singapore International Green Building Conference 2025 has generated valuable insights and strengthened partnerships. I hope these exchanges will spark new collaborations and unlock fresh opportunities to advance the greening of our buildings.
Green buildings bring benefits to the environment, businesses, and our quality of life
As climate change intensifies, green buildings have become more critical than ever in achieving Singapore's national climate goals. They help reduce embodied carbon through sustainable construction materials and lower operational carbon through energy-efficient designs.
Green buildings also offer compelling commercial benefits. Developers typically recover their investment in new Green Mark Super Low Energy commercial buildings in about 5 to 6 years, with energy cost savings continuing throughout the building’s lifespan. According to recent research by Cushman and Wakefield, Green Mark Platinum certified office buildings can command up to 12 percent higher rents compared to lower-rated buildings, giving their owners a competitive edge.
Green buildings also enhance our quality of life. Green Mark-certified buildings integrate well-designed features and technologies intended to enhance the wellbeing of its occupants, for example, improved thermal comfort, better ventilation to improve air quality, and greater accessibility to nature.
Steady progress in greening our buildings
Singapore must continue to press on with the efforts to transform our built environment, and strive towards a more sustainable future. On that front, we are making good progress towards our “80-80-80 in 2030” targets in the Singapore Green Building Masterplan.
First, we aim to green 80 percent of our buildings by Gross Floor Area by 2030. As of last year, we have greened 61 percent of our buildings. Second, we target for 80 percent of new developments to be Super Low Energy buildings from 2030. About a quarter of the new buildings met this standard last year. Third, we are working towards best-in-class green buildings achieving 80 percent improvement in energy efficiency from 2005 levels by 2030. As of last year, we are at 72 percent and progressing well.
This year is especially significant as we celebrate the 20th anniversary of the BCA Green Mark scheme. Over the past 2 decades, we have certified over 2,500 buildings. Building owners are also saving $1.3 billion every year in energy costs. To put this in perspective, the 4.2-billion kilowatt hours of energy saved is enough to power one million four-room HDB flats for an entire year. This is a remarkable achievement that we can all be proud of. I would like to take this opportunity to thank all our partners, many of whom are here tonight, for all your support over the 20 years of our Green Mark journey.
Recognising the key partners in our Green Mark journey
From pioneering sustainable design solutions to implementing cutting-edge green technologies, you have helped establish Singapore as a regional leader in sustainable urban development.
This evening, I would like to acknowledge SGBC for its 16 years of outstanding partnership with BCA. SGBC’s support in certifying green building products, services, and professionals, and advancing the global green building movement has been invaluable to Singapore's sustainability journey.
I would also like to thank our industry leaders in Singapore's green building movement. In particular, nine developers from both public and private sectors, who will be recognised later this evening. Through their efforts and commitment, they have consistently championed sustainability throughout our Green Mark journey.
Alongside them, 11 buildings have maintained a high Green Mark rating through repeated certifications over the two decades. Collectively, these 20 developers and buildings are saving more than $200 million in energy costs every year, demonstrating that improving sustainability and doing what is good for the environment can also be good for business and economic competitiveness.
Our environmental sustainability design firms and various professionals have been crucial in realising our green building aspirations. Please allow me to share two examples.
At Arup, Ms Elaine Tan leads the sustainability team and has successfully delivered over a hundred sustainability projects, including developments like CapitaSpring and Paya Lebar Quarter. Through her collaborative approach towards design implementation, Elaine transforms ambitious sustainability goals into tangible achievements, establishing herself and her firm as a driving force in Singapore's green building movement.
Next, is Mr Joseph Loh, founder and CEO of G-Energy. He has directed more than 400 energy conservation projects. Under his leadership, G-Energy has become renowned for its tailored approaches to energy efficiency. Joseph’s commitment to knowledge sharing has established him as a respected authority across Asia-Pacific, exemplifying the leadership needed to drive the region's green transformation. And I believe there is still quite a bit of scope for the region to adopt green and sustainability projects, technologies, and also for green buildings to be more widespread.
We will continue to support the transformation and upgrading efforts of our firms, as well as the development of industry professionals like Elaine and Joseph, to make the Built Environment sector even more vibrant and dynamic.
Supporting access to technology and finance to develop more green buildings
Ladies and gentlemen, as we commemorate two decades of Singapore's green building achievements, the road ahead requires us to think out of the box, be bold and keep a positive attitude in continually pushing boundaries and raising our ambitions.
Today, I am pleased to announce two initiatives that will help to drive wider adoption of green buildings.
The first is our updated Built Environment Decarbonisation Technology Roadmap. This collaboration between BCA, SGBC, A*STAR, and industry stakeholders, advances the work that was first initiated by our 2018 Super Low Energy Building Technology Roadmap.
The updated roadmap identifies more than 50 technologies and strategies to reduce operational and embodied carbon. Key strategies include maximising natural ventilation, adopting alternative cooling technologies, and implementing AI-controlled building energy optimisation systems.
As we work towards our 2050 net-zero ambition, this roadmap will guide our research and innovation efforts. We are starting a series of public consultations on the updated roadmap, and I encourage all of you to share your views and feedback with BCA, to help us strengthen this roadmap further.
Our second initiative focuses on expanding the financial sector’s role in supporting Singapore's green building journey. Banks have pioneered many green finance solutions, such as green loans and sustainability-linked financing. At the consumer level, local banks have introduced Green Mark-linked home loans to stimulate awareness and demand.
To take sustainable finance even further, the World Green Building Council and OCBC will publish a report that aligns green building rating tools from Asia-Pacific countries, including our BCA Green Mark, with the ASEAN Taxonomy for Sustainable Finance.
This report is developed by the World Green Building Council Asia Pacific Network, which includes SGBC. It shows how we can harmonise our efforts towards a low-carbon, resilient future. By establishing clear links between national schemes and regional guidelines, we can help unlock global capital flows and scale up investments in decarbonisation and green building projects.
It also provides valuable insights into our Built Environment sector’s readiness, highlights emerging opportunities, and outlines how policy, industry, and financial levers can accelerate the adoption of sustainable finance.
To conclude, the green building movement in Singapore has come a long way over the past two decades. Our journey must continue. With your continued partnership and shared commitment, I am confident that we can meet our sustainability targets and build a greener, more sustainable built environment for generations to come.
I wish you all a pleasant evening. Thank you.
","image":null,"url":"speech-by-minister-chee-hong-tat-at-the-singapore-green-building-council-gala-dinner-2025","article_type":"e45b3aaf-3de0-4c98-922a-d5ad73ab5c0b","is_visible_home_page":true,"is_featured":false,"article_date_time":"2025-07-10T16:00:00.000Z","publish_on":null,"unpublish_on":null,"is_scheduled":false,"tags":[]},{"id":"2e009e33-a570-46db-b176-d7faa7598dce","status":"published","sort":54,"user_created":"376a5171-b308-4f42-881c-23e41db2d349","date_created":"2025-10-14T06:33:07.834Z","user_updated":"2281b0d3-7bc6-41b6-a1f2-a858fe9788a4","date_updated":"2025-10-23T09:32:19.456Z","title":"Opening Remarks by Minister Chee Hong Tat at MND EDGE Scholarship Presentation Ceremony 2025","content":"Colleagues from MNDMND EDGE Scholarship Recipients
Parents and Family Members
Ladies and Gentlemen
Good morning. I would like to begin by congratulating our 26 undergraduate and 12 postgraduate recipients of the MND EDGE Scholarship. A round of applause for our scholars.
Our new scholars have shown passion for MND’s mission to shape the future of Singapore and I, with my colleagues, look forward to the fresh perspectives, innovative ideas, and dedication they will bring when they return from their studies.
MND’s mission and work
The work that we do at MND is wide-ranging and impacts the lives of many Singaporeans. If you look at our mission statement, we have committed to developing world-class infrastructure; creating a vibrant, resilient and sustainable living environment; and building rooted and cohesive communities. We have decided after some discussions with MND colleagues, add one more key pillar: providing affordable and accessible public housing. Now I want to be clear, this is not new. This is something which we have been doing all these years. Homeownership has been a cornerstone of our public housing policy since we gained independence in 1965. Today, more than 80% of Singaporeans stay in HDB flats and about 90% of our HDB residents own their homes. This is, I believe, the highest in the entire world. No other city has such a high rate of public housing, and such a high rate of home ownership. Living in a HDB flat has become a common, shared experience for many Singaporeans. Hence, we thought it would be useful to include this commitment in our mission statement, to remind ourselves and also future cohorts of colleagues in the MND family about this important element of our mission.
Ladies and gentlemen, many of the projects and initiatives under the MND Family take years to complete - some even spanning decades over multiple terms of Government. It is critical that we think long term and plan not only for Singaporeans today, but also for generations to come.
To our scholars, as you prepare to embark on your studies, I would like to leave you with four questions to think about and to reflect on. When you return to begin your journey with MND, I hope you will bring your new experiences, your insights and expertise to help the MND family find good solutions to these questions.
First, how do we strike the right balance between meeting the unlimited wants of today, and setting aside enough land to meet the uncertain challenges of tomorrow?
Singapore is the only island city-state in the world. With no hinterland to rely on, everything we need — from housing to industry — must fit within our limited land. This makes long-term land use planning not just important, but essential to our survival and success.
Our early planners faced this challenge amidst pressing urban issues such as overcrowding, poor sanitation, and weak infrastructure. Yet, with good foresight and careful long-term planning, they developed our public housing, greened our streets. They continually reimagined and reshaped the city to meet changing needs and aspirations. I believe we have a responsibility to build on the strong foundations that our forefathers have laid and continue to develop Singapore in a sustainable and responsible manner.
This is why URA had engaged close to 220,000 Singaporeans over the past two years on the Singapore they hope to see in the future. Their ideas have culminated in the Draft Master Plan 2025 exhibition that was launched last month. I encourage everyone to visit the exhibition, share with us your views, so that we canimagine our future together.
Second, how do we keep housing affordable and accessible, even as land becomes more scare and demand continues to grow?
With fewer empty land to build on, we increasingly have to build more flats in already built-up estates, including in central locations.
But flats in these attractive areas would also cost more. This is why we introduced the New Flat Classification Framework last October, comprising three flat categories - Standard, Plus, and Prime.
Under the Framework, we offer additional subsidies for Plus and Prime flats to ensure these flats remain affordable for a wider group of home buyers. This enables more Singaporeans to live in attractive locations, which were previously only accessible to those with more means.
However, to remain fair to Standard flat buyers who do not receive these additional subsidies, we impose tighter restrictions for these flats, such as the longer Minimum Occupation Period (MOP), and subsidy recovery. This keeps our public housing system affordable, inclusive, and also fair.
To determine affordability, we look at both the price of the flat as well as incomes. This is an internationally accepted approach to assess housing affordability.
As HDB flats are homes to more than 80% of Singaporeans, and not only the lower-income, we will continue to offer different flat types in different parts of Singapore, to cater to a wide range of homebuyers with different aspirations and across different income groups and life stages.
Beyond affordability, we must also make sure that our public housing meets the changing needs and aspirations of our society.
Households are getting smaller. Younger Singaporeans prefer a place of their own, while staying close to parents for family support. This means we need to build more flats to meet growing demand, even though our local population is not increasing at the same rate.
But at the same time, our society is ageing rapidly. To support seniors to age well and age in place, we have to develop new models of care. One new housing typology we introduced is the Community Care Apartments (CCAs), which pairs senior-friendly housing designs with on-site care.
Another emerging group of buyers are those who are singles. We have expanded access for singles to buy 2-room BTO flats in any location, and ramp up the supply of 2-room flats. Younger singles have also expressed a desire to buy a flat. While we understand these aspirations, we are still catching up on demand from families and will therefore need to balance this carefully in the near term, as we continue to keep up a strong supply of new flats.
Providing Singaporeans with affordable and accessible housing is a key part of our social compact. I’d like to encourage all our scholars to continuously think of new ways to keep our public housing system responsive to changing needs, while being mindful of our land constraints.
Next, how do we transform our Built Environment (BE) sector to become more productive, more sustainable, and more resilient? COVID-19 has taught us many hard lessons. When borders closed, construction works came to a standstill. To help the sector, the Government provided significant financial assistance through a $1.36 billion Construction Package, and support for contractors to bring in more foreign workers in the face of severe manpower shortages.
This experience only strengthened our resolve to transform the BE sector, to future-proof it against future challenges and crises. The BE Industry Transformation Map, or ITM, aims to build a world-class and resilient BE sector through the adoption of smart technology, and close collaboration between stakeholders.
Earlier this year, we announced the new Built Environment Technology and Capability, or BETC, Grant to further support the development of long-term capabilities in our BE firms. Firms can receive up to 70% co-funding support to the development of enterprise capabilities. They may also use it for technology adoption, and for developing manpower capabilities.
We also launched the Energy Efficiency Grant (EEG) for the construction sector last December. The EEG aims to support construction firms in their sustainability journey by co-funding investments in energy-efficient equipment, driving the BE sector towards a more sustainable future.
I believe there is more we can do to help our BE sector to grow, and to become more productive and more resilient. I would like to encourage our new scholars to think about what are some of the good ideas? What are other cities building and innovating, and can you bring back good ideas on how we can further transform our BE sector.
And my final question to our scholars - As we build, plan, and develop, how do we do so in a sustainable manner, bearing in mind the looming threat of climate change?
We are continuously looking for new ways to make Singapore more climate resilient.
This includes our efforts to transform Singapore into a City in Nature, by conserving and extending Singapore’s greenery and natural capital islandwide. I don’t know whether you have had a chance to look at the aerial view of Singapore. If you have a chance, take a helicopter or look at the aerial view of Singapore. You will see, actually, Singapore is a very green city-state. We may have a lot of buildings, but we also have a lot of greenery.
We are greening our neighbourhoods and redesigning our buildings to be greener, more energy efficient, and be able to adapt to warmer temperatures.
Beyond greening our city, we are also working to protect our blue spaces. Last October, we opened the enhanced Sisters’ Islands Marine Park. This isan outdoor classroom for marine outreach and education. It is also a living lab for research to promote species recovery and habitat enhancement.
Call to action
I have posed four questions to our scholars, which broadly cover the scope of our work at MND.
To our scholars, I’d like to encourage you. As you pursue your studies and meet new friends from diverse backgrounds, I hope that these four questions that we put to you today, are things that you keep in mind, things you think about and reflect on, so that when you come back after your studies, you’ll be able to return with fresh ideas to help the MND family, to help Singapore.
We are not done building Singapore and making Singapore the best home for all Singaporeans. Each generation of MND officers can contribute to making Singapore a better, more liveable and more sustainable home, not just for this generation, but also for our future generations.
Before I end my speech, let me once again congratulate all our scholars. I hope that you make full use of this opportunity to take in new experiences, broaden your perspectives and challenge your assumptions. Don’t stick within your comfort zone. Venture out of what you may not feel so familiar with, and go and try something new. This is the best time to do something different. As I mentioned at the start of my speech, MND colleagues and myself, we look forward to welcoming you back after your studies, and seeing the impact that you will make to help MND fulfil our purpose and our vision. I’d like to end by wishing all of you every success to your studies and your dreams. Thank you very much.
Question No: 75
Question by: Mr Saktiandi Supaat
To ask the Minister for National Development whether HDB will review its homeowner insurance coverage to ensure fire-related damages including (i) damage to home contents and (ii) impact of fire damages to neighbouring units are adequately covered.
Answer:
Under the HDB Fire Insurance Scheme, flat owners who take a mortgage loan from HDB are required to take up a basic fire insurance policy and maintain it for the full duration of their loan.
The scheme provides basic coverage for the reinstatement cost of the building structures and fixtures provided by HDB in the event of a fire. This relieves flat owners of the financial burden of repair work to their flat should a fire occur.
To keep premiums low and affordable, the policy does not cover home contents or third-party liability. Flat owners who wish to take up additional insurance coverage have the flexibility to do so with an insurer of their choice.
Question No: 58
Question by: Mr Yip Hon Weng
To ask the Minister for National Development (a) what criteria define the scale size of home-based F&B businesses; (b) how are such businesses tracked to ensure compliance in areas like scale, neighbourhood impact and tax declaration; and (c) whether the Ministry will impose commercial-level regulations in areas like (i) hygiene standards and alcohol licensing and (ii) taxation for businesses that exceed specific operational or financial thresholds.
Answer:
The Home-Based Business (HBB) scheme allows residents to engage in small-scale business activities within their residential properties. Such activities must not alter the residential character of the property, adversely impact neighbours, employ persons outside the household, or display physical signages. To safeguard residential amenity, the Urban Redevelopment Authority and Housing & Development Board monitor feedback from neighbours closely. Where a HBB operator is found to have breached the HBB conditions, agencies would require the operator to scale down the business activity or take appropriate mitigating measures. In some cases, the operator may have to cease their operations at home and source for proper commercial premises.
HBB operators are also required to meet regulatory and licensing requirements that take into account the scale and nature of their operations. HBB operators require a liquor licence from the Singapore Police Force if they intend to supply liquor on-site or from their premises. Although there is no requirement for HBBs providing food and beverages to obtain a license from the Singapore Food Agency given their small scale of operation and lower food safety risk, these HBBs are subject to the Environmental Public Health Act and the Sale of Food Act, and they are required to ensure food sold is safe for consumption.
In addition, income derived from HBB activities is taxable. All businesses, including home-based ones, are required to comply with tax obligations. Our tax rules do not make a distinction between HBBs and businesses in other settings. To ensure tax compliance, the Inland Revenue Authority of Singapore (IRAS) runs regular audit programmes to identify non-compliant businesses that under-declare their income or fail to register for Goods and Services Tax. The public may also report any suspected non-compliance to IRAS.
Question No: 396
Question by: Mr Liang Eng Hwa
To ask the Minister for National Development (a) whether the building industry and contractors have the requisite expertise and technologies to solve the increasing number of water seepage cases in HDB flats; and (b) as more HDB flats ages and more extreme weather expected, whether the Ministry will gear up the industry to have the capacity and capabilities to deal with this increasing challenge.
Answer:
We have been working with the industry to equip contractors with the necessary expertise to address water seepage issues. For instance, BCA and the industry have co-developed a Waterproofing Accreditation Scheme, administered by the Singapore Concrete Institute. The scheme seeks to establish competency standards and recognise waterproofing specialists who are committed to delivering quality works.
Dealing with complex water seepage cases requires technical competencies and using more advanced technologies. HDB has been supporting Town Councils and their contractors on complex cases, such as conducting joint inspections, providing technical advice, and recommending necessary tests or repairs. We recognise that more can be done as some cases can be very complex. To this end, BCA and HDB will deepen their partnerships with the industry and research community to identify and scale up other effective solutions. For example, HDB is studying the use of technologies, such as microwave scanning which can scan through concrete to detect and trace the sources of seepage.
Question No: 213
Question by: Mr Alex Yeo
To ask the Minister for National Development what is the Ministry's plan in the management of long-term community animals.
Answer:
The Trap-Neuter-Rehome/Release Manage (TNRM) programmes for free-roaming dogs and community cats were implemented since 2018 and 2024 respectively. In partnership with animal welfare groups, veterinarians and the community, these animals are humanely captured, sterilised, microchipped and ear tipped, before they are rehomed or released back into the community.
NParks will continue to support the TNRM programme.
Question No: 198
Question by: Mr David Hoe
To ask the Minister for National Development whether HDB will consider (i) reviewing the prevalence and clustering of massage establishments in HDB town centres (ii) working with other agencies to develop anti-clustering measures such as reduced quotas, minimum distances between establishments, stricter licensing or land-use conditions for heartland areas and (iii) publishing siting or renewal guidelines and action plans and timelines, for town centres with persistent concentrations.
Answer:
For HDB town centres and neighbourhood centres, HDB allows for some market flexibility in the trade mix. HDB imposes trade mix controls for the HDB rental shops and sets quotas on trades which may cause disamenities, including massage establishments. Such quotas are also imposed for privately-owned shops in the HDB towns when the shop owners seek HDB’s approval for a change of use to massage establishments. Beyond this, Police also regulates massage establishments.
To preserve the residential character of our estates, HDB has since tightened the quota and worked with Police to step up enforcement actions against errant massage operators.
Question No: 132
Question by: Mr Abdul Muhaimin
To ask the Minister for National Development (a) whether the Ministry will consider the 15 recommendations in the 2025 White Paper on Strengthening Protections for Animal Welfare jointly submitted by ACRES and SPCA; and (b) if so, what is the expected timeline for reviewing and implementing the recommendations across the four key areas of animal welfare education, legislation and policies, companion animal protection, and wildlife protection.
Answer:
The Animals and Birds Act 1965 (“ABA”) safeguards against animal cruelty and abuse. Under the current ABA, the maximum penalty for a cruelty offence is higher than that for a welfare offence. Repeat offenders are also liable for enhanced punishment. Where acts of cruelty are particularly aggravated, the prosecution will highlight this to the Courts to take into account for sentencing.
NParks has started a comprehensive review to ensure the ABA remains effective in deterring acts of animal cruelty and abuse. This includes reviewing the penalty framework, such as imprisonment terms, fines and disqualification orders for animal welfare offences, and enforcement powers for better animal welfare and management.
The review currently does not include proposals to prevent the posting of animal abuse content online, or increase collaboration on enforcement with animal welfare groups. To reduce disamenities caused by irresponsible pet ownership, NParks has launched initiatives such as cat licensing under the Cat Management Framework and the Pet Ownership Course.
We will continue to take a collaborative approach in this review. For instance, Minister of State Alvin Tan had engaged ACRES and SPCA in July on their White Paper on Strengthening Protections for Animal Welfare. We agreed that while some recommendations will be challenging to implement due to the trade offs, we could adopt some recommendations as part of the ABA review and further evaluate others with partners. NParks will continue to engage stakeholders, such as animal welfare groups, pet business owners and vets to ensure that all views are considered. NParks aims to start public consultation on the draft Bill by around end-2026.
NParks will continue to investigate feedback on animal welfare and cruelty thoroughly. For instance, in the recent cases involving community cats in Yishun and Punggol, NParks interviewed key witnesses, reviewed CCTV footage, and carried out post-mortem examination for the Yishun community cat, and found that the cases were likely the result of vehicular accidents.
NParks will take firm enforcement action, considering factors such as severity of the offence and whether it is a repeat offender. In line with its enforcement efforts, NParks also works with animal welfare group partners to increase education and outreach efforts to raise awareness of responsible pet ownership and the consequences of animal cruelty.
","image":null,"url":"written-answer-by-ministry-of-national-development-on-review-of-animals-and-birds-act--and-recommendations-in-white-paper-on-strengthening-protections-for-animal-welfare","article_type":"070db44d-d038-4bbe-af74-93f0eb057cd6","is_visible_home_page":true,"is_featured":false,"article_date_time":"2025-09-21T16:00:00.000Z","publish_on":null,"unpublish_on":null,"is_scheduled":false,"tags":[]},{"id":"e70a41f8-a017-4893-94d3-69ff853a230d","status":"published","sort":61,"user_created":"376a5171-b308-4f42-881c-23e41db2d349","date_created":"2026-01-08T05:18:43.304Z","user_updated":"c45f1b80-3f16-4dce-9ba4-a244ee7c758f","date_updated":"2026-01-08T05:18:43.304Z","title":"Speech by 2M Indranee Rajah at the Association of Consulting Engineers Singapore's (ACES) 54th Anniversary Gala Dinner","content":"Thank you for inviting me to join all of you today to celebrate the 54th anniversary of the Association of Consulting Engineers Singapore (ACES).
This year, we mark Singapore’s 60th year of independence. Much has been said about our journey from mudflat to metropolis. Singaporeans and visitors alike marvel at our beautiful skyline, our urban cityscape, our public housing and national infrastructure.
None of this would have been possible without the contributions of our consulting engineers. It is the hard work of those present here today and your predecessors that has, quite literally, laid the foundations of the global city that we are today and developed the systems that keeps Singapore moving efficiently. Therefore, I am happy to be here tonight to honour and celebrate your role in our nation-building.
Building Our Singapore Together
The theme for SG60, ‘Building Our Singapore Together’, is particularly apt for your profession. Because SG60 is not only about celebrating the past, it is also about building the future, and in this, engineers have a critical role to play.
We recently launched the URA Draft Master Plan 2025 that lays out a dynamic vision for future Singapore. We have ambitious plans for our city. These include Long Island, the Punggol Digital District, the Greater Southern Waterfront and new green heartland towns, to name just a few. Such projects need not only just vision, but the expertise of our engineers to translate that vision into safe, sustainable, and beautifully designed realities.
Uplifting the Engineering Profession
Which brings me to my next point, that is: How do we continue to attract and build a consistent pipeline of talent for the engineering profession?
It is no secret that the professional services in Built Environment sector as a whole – including engineers - are facing challenges in recruitment and on other fronts. This is a matter of concern to us, because without a strong, vibrant and dynamic Built Environment professional services sector, our plans for our future city will be hindered.
And it was for this reason that the Government set up the Taskforce for Architectural and Engineering Consultants, co-led by myself and Mr Chaly Mah, Chairman of Surbana Jurong Group in September of last year. Since then, we have engaged more than 400 in-service professionals, students, service buyers, and representatives from the Trade Associations and Chambers (TACs) and the Institutes of Higher Learning (IHLs), to identify and discuss solutions in their areas of concern.
From our engagements, we have found that there are 5 main issues that need to be addressed. First, difficulty in attracting and retaining talent. Second, sustainability, or, unsustainability, of current business practices, fees and risk allocation. Third, capability development and innovation. Fourth, morale and standing of Built Environment professionals. And fifth, the need for better coordination, collaboration and support for Built Environment professionals.
The Taskforce has thought carefully about this and deliberated on the strategies to address these issues, and we will be making our reports and recommendations later in the year. In the meantime, however let me outline some of the key focus areas.
First, we will recommend doubling down on efforts to foster a healthier Built Environment consultancy ecosystem to allocate contractual risks more fairly, and compete on quality rather than by fee-diving.
The Government has announced that we are looking to expand the ‘Reduced Fee Score’ mechanism to further disadvantage fee-divers, while service buyers in both the public and private sectors are reviewing contractual clauses to enable fairer balance of risks. With these enhancements, firms will be better supported to invest in human capital and innovation.
Second, the Built Environment professions, engineers included, will need to step up and improve your talent outreach and development efforts so that more young Singaporeans continue to see engineering as an attractive career, and one that has purpose and impact.
This includes working with schools to introduce Built Environment career opportunities to students; connecting with young people who are your potential talent pipeline through social media and career platforms; providing meaningful internships for students and young people who are not yet in full time employment; and better human resource and career development support for your employees.
Third, the Trade Associations and Chambers (TAC) for the various professions will have to play a more active part, especially in coordination for the sector. Here, I am glad to know that ACES, which is represented on the Taskforce, will be ramping up its support to improve the sector’s business sustainability and talent attraction efforts. I thank ACES for your strong support.
This is a sneak peek into the upcoming recommendations. However, the success or failure of this endeavour lies in your hands. We will only succeed if we work together to make the recommendations a reality and operationalise them in practical ways. We need your strong support to adopt and carry out the recommendations.
Continuing Industry Transformation
Concurrently we need to continue transforming the way we plan, design and build in Singapore through our Built Environment Industry Transformation Map (BE ITM) efforts. Not only will this allow the sector to deliver on Singapore’s development ambitions and plans, but a transformed sector will also improve the career prospects of our Built Environment professionals.
Since the refreshed BE ITM was launched several years ago, we have made significant progress. For example, through our collective efforts, the Integrated Digital Delivery (IDD) adoption rate for new developments (by GFA) increased from 45% in 2022 to 67% last year, as major developers have included IDD as part of their project requirements.
Moving forward, technological advancements continue to offer opportunities for engineers to leverage digital solutions and emerging technologies such as Artificial Intelligence (AI) to further enhance efficiency, collaboration, and innovation across the sector.
To support the Built Environment sector in adopting technologies and building advanced capabilities, the Government has set up the $100 million BuildSG Transformation Fund to provide up to 70 percent co-funding for firms. I strongly encourage all of you to tap into these schemes and work together to develop and deploy innovative solutions.
As projects become more complex, our Built Environment professionals, developers, builders and agencies need to continually harness technological advancements to build better, smarter and more collaboratively.
An enabler of this is CORENET X, the new one-stop digital platform to streamline building works regulatory submissions. CORENET X brings together stakeholders to collaborate upstream and make coordinated digital submissions. Agencies will also provide consolidated responses to these submissions. This reduces administrative load and allows our professionals to focus on design and construction. Ahead of the 1 Oct 2025 timeline for mandatory submissions for large projects, I encourage project teams to try out the portal to harness the benefits of CORENET X.
Transforming Together for Greater Impact
As we double down on business sustainability, talent development and industry transformation efforts, I am heartened that ACES has stepped up to play a leading role for the sector. I would like to thank ACES for its contributions to the Taskforce, and for leading initiatives such as its Young Professionals Connection (YPC) that mentors and nurtures emerging leaders for the sector. These efforts are not just beneficial, but they are essential.
I look forward to the continued partnership with ACES and all of you as we build our future Singapore together. Let me conclude by congratulating ACES on your 54th Anniversary. Thank you and have a great evening ahead.
","image":null,"url":"speech-by-2m-indranee-rajah-at-the-association-of-consulting-engineers-singapores-(aces)-54th-anniversary-gala-dinner","article_type":"e45b3aaf-3de0-4c98-922a-d5ad73ab5c0b","is_visible_home_page":true,"is_featured":false,"article_date_time":"2025-07-29T16:00:00.000Z","publish_on":null,"unpublish_on":null,"is_scheduled":false,"tags":[]},{"id":"1e2cb337-83f6-49a2-bebe-8915f715a86b","status":"published","sort":62,"user_created":"376a5171-b308-4f42-881c-23e41db2d349","date_created":"2026-01-08T05:18:43.364Z","user_updated":"c45f1b80-3f16-4dce-9ba4-a244ee7c758f","date_updated":"2026-01-08T05:18:43.364Z","title":"Speech by MOS Alvin Tan at Pets' Day Out","content":"A very good morning. I’m here to also bring my family to enjoy Pets’ Day Out, and I know many of you here are also excited about this new park and also to learn a little bit more about what animal welfare is, how we can bond with our animal friends.
Today is also really important because we are here with many of our partners to see what we can do to raise awareness and standards of animal welfare. So let me share more about what we have done, what we are doing and eventually, where we hope to get.
Working with Partners on Improving Animal Welfare
We work very closely with our partners, to fulfil our shared responsibility and commitment to improve animal welfare.
To raise standards in dog rehoming and training, we established the Rehoming and Adoption Workgroup, or RAWG, supported by AVS, a cluster of NParks, and it brings together veterinarians, welfare groups, and dog trainers.
And we have achieved many milestones together along this journey with RAWG. For example, we identifed gaps in trainer standards and accreditation, and published a comprehensive set of guidelines on dog training and rehabilitation.
We later launched the AVS-Accredited Certified Dog Trainer (ACDT) Scheme in 2022, which recognises internationally accepted, science-based certifications and established a clear benchmark for competency in dog training.
In this way, the ACDT scheme helps pet owners to better identify trainers that conduct training in an effective and science-based manner that prioritises the welfare of their dogs. These achievements are only possible because many of you have given us feedback, and because of the close support of many of our partners.
Collaborating to Review Use of Aversive Training Devices
A key area of attention identified by RAWG is the use of aversive dog training devices, such as electronic shock collars and prong collars. These training devices can cause serious harm to dogs both physically and mentally,They can also pose a safety risk to humans and other animals if they are not operated properly.
In April 2023, AVS conducted focus group discussions with various stakeholders to better understand the public’s views on the use of these aversive training devices.
Most participants supported the need to raise awareness on the risks of aversive training devices, and to promote safer, and more humane alternatives.
At the same time, some participants also acknowledged that there may be certain exceptional circumstances, which warrant the use of such devices, provided that these sessions are administered appropriately by a trained professional.
Now as all of you know, this is a complex issue. To take a deeper look into this, we formed the Dog Training Standards Workgroup last August, co-led by AVS and SPCA. This group brought together veterinarians, welfare groups, dog trainers and representatives from working dog units to share their views.
Their focus is on promoting the adoption of the Least Intrusive, Minimally Aversive (LIMA,) training approach, reviewing the use of training devices like electronic shock collars and prong collars, and developing plans to raise industry standards through education and regulation.
The workgroup met regularly over the past year to discuss these topics at length, acknowledging the differing views on aversive training devices, and the need for greater public education on the associated risks and the availability of less intrusive alternatives.
Launch of Advisory for Aversive Training Devices
Today, I am glad to announce the launch of the workgroup’s Advisory on the Use of Aversive Dog Training Devices.
This advisory focuses on electronic shock collars and prong collars, which pose higher welfare risks when misused. It provides clear, science-based guidance to help dog trainers and pet owners make informed and responsible decisions about training methods.
Beyond outlining key information on electronic shock collars and prong collars, the advisory also addresses misconceptions and promotes rewards-based training methods through the LIMA approach.
Best practices in animal training should prioritise humane and minimally aversive methods. In essence, we strongly discourage the use of aversive training devices.
At the same time, we strongly encourage the use of positive, rewards-based training methods. These methods help to build trust with our dogs, making them feel safe and confident, while training and teaching them to better adapt to life in our urban environment.
So let me be clear, aversive training devices such as shock and prong collars should be avoided. They should only be considered as a last resort and only by trained professionals or under the supervision of one.
But I’d also like to assure everybody that our work with the Dog Training Standards Workgroup is not yet done. We have just gotten started. The advisory is just one outcome. The workgroup will continue studying different approaches to raise training standards and assess the need for further measures, taking into consideration the outcomes and feedback for the advisory.
AVS is working together with the workgroup to review the need to license the use of animal training devices, as part of the review of Animals and Birds Act.
Our partners play a key role in shaping our approach towards animal training devices, and we are grateful for their valuable insights.
In addition, this Advisory builds on our broader efforts to promote responsible pet ownership and improve animal welfare – our shared responsibility.
AVS has stepped up its efforts in education and outreach, to foster a community that demonstrates empathy and care towards animals. These efforts include school programmes, public webinars, and industry workshops that share science-based approaches to animal care and training.
Next week, AVS will roll out a new dedicated school outreach programme to secondary school students, focusing on understanding canine behaviour.
Students will pick up useful tips about dog behaviour, like signs of stress, responsible pet ownership, training techniques, and can participate in hands-on sessions at the Centre for Animal Rehabilitation, to see their lessons in practice.
Developing empathy and care towards animals starts young – that’s why we have very young people and I brought my primary school-going daughter here as well. It’s very important because from a very young age, we need to imbue what it is like and what it means to be a responsible pet owner, to learn that pets require care, training and shared ownership.
Conclusion
Safeguarding animal welfare is a shared responsibility amongst every one of us in the community.
Whether you’re a professional in the pet sector, a pet owner, or a person who just cares about animals, we encourage you to play your part in learning more about animal welfare and spreading the word.
I am grateful to our partners – I want to thank all of them, as well as my NParks and AVS colleagues for their hard work and dedication towards our collective goal of raising industry standards in the pet sector and cultivating a culture of empathy and care for our animals.
Thank you and have an amazing Pets’ Day Out with your friends and families!
","image":null,"url":"speech-by-mos-alvin-tan-at-pets-day-out","article_type":"e45b3aaf-3de0-4c98-922a-d5ad73ab5c0b","is_visible_home_page":true,"is_featured":false,"article_date_time":"2025-07-25T16:00:00.000Z","publish_on":null,"unpublish_on":null,"is_scheduled":false,"tags":[]},{"id":"50611e20-9290-4a1c-86df-ccc57ac2bf34","status":"published","sort":63,"user_created":"376a5171-b308-4f42-881c-23e41db2d349","date_created":"2025-10-14T06:33:51.657Z","user_updated":"2281b0d3-7bc6-41b6-a1f2-a858fe9788a4","date_updated":"2025-10-23T09:32:19.629Z","title":"Speech by Mr Desmond Lee at MyNiceHome Dialogue at NUS","content":"I am glad to be back at NUS. Over the years, I have been back to speak at NUS on various topics, from nature conservation to urban planning, and today, on housing.
Some of you may already be thinking of buying a home or starting a family after graduation or shortly after that. Or you may be planning for your housing options after you start working. Some of you may find the idea of buying your first HDB flat daunting. Don’t worry, we will support you every step of the way. That is why we organise MyNiceHome dialogue sessions at various campuses across Singapore, and this is in order to help you in your housing journey. Let me share on MND’s two “A”s of public housing – “Accessibility”, and “Affordability”.
Keeping public housing accessible
Let me start with the first – Accessibility. When you think about accessibility, it means addressing questions like “can I get an HDB flat?”, “can I successfully ballot and book for one?”. You may also worry about how long you have to wait before you get your keys.
We keep public housing accessible for first-timers by setting aside the vast majority of Build-To-Orde r(BTO) flats for you. We also have priority schemes to ensure that those with greater needs are prioritised in the BTO queue. For example, if you have ROM’d, are already married, or have children, and are buying your very first home, we give you priority under the First Timer (Parents & Married Couples), or FT(PMC) priority. When you apply for a flat and you fall under this category, you get priority. For instance, if you apply for a 4-room or smaller Standard BTO flat, you receive first priority.
This is a new priority scheme, but so far we have seen positive outcomes. Virtually all applicants in this category were given the chance to book a flat within two tries in categories where they are given priority.
In fact, I met a young couple some time back. They told me that they had been going steady for some years and were ready to settle down, but wondered if they will be able to ballot for a flat. They said they were going to ROM as soon as they successfully booked a flat, and then hold the customary ceremony a little later. So, I suggested to them: since they were already so ‘steady’, why not consider flipping the order the around – ROM first, book under this new FT(PMC) category with higher priority, and then do their customary marriage after booking their flat. They discussed with each other and their parents and went ahead. They’ve successfully booked their flat and the husband came by the other day to share this with me.
Some of you may ask, what if I have already found my future spouse and want to settle down early, but I do not have enough savings to pay for the downpayment yet? Today, we have two key schemes in place that may be helpful.
First is what we called the Staggered Downpayment Scheme (SDS). For those taking an HDB housing loan, this halves the initial downpayment needed when you first book your flat from 10% to 5% of the flat price. For a 4-room BTO flat in Jurong East that costs $400,000, you will pay $20,000 under the SDS, instead of $40,000.
Second, we have the Deferred Income Assessment (DIA). This is currently available to young couples who are both studying or serving National Service (NS) or were doing so recently. If you are in this group, you would probably not have accumulated much savings yet, so we will help you to book a flat with a further reduced initial downpayment of 2.5%. Using the earlier example I mentioned, the downpayment will drop from $20,000 to $10,000. In addition, what we do under this scheme is that we can defer the assessment of income for both housing grants and HDB housing loan till nearer the date of key collection, which will be a few years down the road, when your incomes are more stable, and probably higher.
Both the Staggered Downpayment Scheme (SDS) and Deferred Income Assessment scheme have been well received by young couples, with the majority of eligible first-timers taking up at least one of these schemes. However, we have also received feedback from young Singaporeans like yourselves, that there are often situations where one person has started work after graduation, maybe even having worked for a few years, but the fiancé may still be studying or serving NS. But because this is a single-income couple at the point when they want to book a flat, they may not qualify for a sufficiently large housing loan to afford a flat they are looking for, and they may have difficulty paying the initial downpayment.
We would like to help such young couples settle down earlier too. We will therefore make a change this year. From July onwards, when we have the next BTO launch, we will expand the Deferred Income Assessment scheme (DIA) to cover young couples where only one party is a full-time student or National Serviceman.
Take for example a couple where one party has worked for about a year, earning $3,500 a month. Her partner is still studying. Today, they can take an HDB housing loan of about $200,000, if they wish to service their loan entirely using CPF. They will also qualify for an Enhanced CPF Housing Grant (EHG) of $90,000. This places a 3-room BTO flat in Yishun at $265,000 within their budget. Under the Staggered Downpayment Scheme (SDS), their initial downpayment is reduced from 10% to 5%, at about $13,000.
However, the 3-room flat might be a bit small if they plan to have many children. Some may think that a 4-room flat is more ideal. With the expansion of DIA, the couple can put in their BTO application first, and their HDB housing loan and EHG assessment will be deferred for the time that the flat is being constructed, say around 3 years, and then have it assessed nearer to key collection. At that point, both parties would have started work. With a combined income of say $7,500, they will qualify for a sufficient loan to buy their 4 or 5-room BTO flat. So, take an example, for a 5-room BTO flat in Yishun at $500,000 before grants, as they are taking up DIA, their initial downpayment is also further reduced from 5% to 2.5%, or $25,000 to $12,500.
The same logic applies for those who think a 3-room flat is sufficient for their needs, but perhaps prefer to purchase a flat nearer to town, or amenities, which are usually a more expensive, because of location or amenities.
This expansion will benefit not just university graduates, but a wide range of young couples, including those serving NS after graduating from our polytechnics and ITEs.
Each young couple’s life journey is different. Regardless of which path you take, if you are looking to settle down early, you want to book your flat early. And when you graduate or finish NS and it is time for key collection, through these schemes, we hope to support you in achieving your housing aspirations.
However, some of you may ask, what good are these schemes, if there are not enough BTO flats to go around, if it is so hard to book one? Or if I have to wait 5 years for my BTO flat? I would like to assure you that we will continue to ensure an adequate supply of housing. We have overcome the construction crisis during Covid. We have ramped up supply significantly and cut down waiting times.
We are on track to exceed our commitment to launch 100,000 BTO flats from 2021 to 2025. This is the equivalent to launching two Ang Mo Kio towns worth of HDB flats in less than 5 years, despite the disruption that the pandemic caused.
We have also shortened the median waiting time for BTO flats to less than 4 years, and this is comparable to where we were, before Covid struck us.
We have also committed to building Shorter Waiting Time (or SWT) flats. For background, we started doing this in 2018, before Covid. When Covid struck, we had to sacrifice these flats and launch them as ordinary flats. We had committed to launching 2,000 to 3,000 of such Shorter Waiting Time flats each year, and these Shorter Waiting Time flats are flats with a waiting time of two plus years.
As a result of the ramp-up and the launch of SWT flats again after the pandemic, application rates for first-timers have come down.
In fact, BTO application rates for first-timer households have stabilised to below pre-COVID levels, from 3.7 times in 2019, before Covid, to 1.5 times in the February 2025 BTO exercise.
We will continue to maintain a strong housing supply, to meet more Singaporeans’ needs on the housing front. I also earlier shared during Budget session that from 2025 to 2027, we will launch more than 50,000 BTO flats.
During the same period, we will also increase the SWT flat supply to 12,000 flats. This is more than what we launched over the last 5 years, all combined together.
With the large increase in supply, we do want to better support the aspirations of more than just first-timer families. We are not quite ready to do so, but we acknowledge and understand the calls to lower the eligibility age for singles, as well as the aspirations of other groups of Singaporeans. We will continue to work hard, and this is something that we will study and review carefully. Notwithstanding, we have been able to support singles who do meet the eligibility age, and want to live with or near their parents.
Last year, with the new flat classification, singles can now buy 2-room flexi flats island-wide, allowing them to stay near their parents who live in what was formerly mature estates. In the past, singles could only buy in non-mature estates, which would be what we used to think as estates being further away from town centres or less well-developed. As of last year, singles can now buy Prime, Plus, Standard 2-room Flexi flats.
Later this year, the new Family Care Scheme or FCS, will give eligible singles priority access when they apply for new flats to live with or near their parents, and vice versa. In the past, this priority scheme will apply to married couples. Now we are extending the priority to those who are single too as some of them may well be caregivers.
Through these efforts, we will ensure there continues to be an adequate supply of housing for Singaporeans.
Keeping public housing affordable
The other “A” is affordability. Some of you may feel anxious after reading news articles about resale flats selling for more than a million dollars. I want to assure you that there is a wide range of affordable housing for different housing budgets, for both BTO flats, which are new flats built, sold and priced by HDB, as well as resale flats, which you buy from an existing owner in the open market.
One of the key ways to ensure affordability is by pricing our BTO flats for affordability with significant market discounts, even before we apply the grants that are means-tested. Looking at our recent February BTO launch, the typical selling prices of 4-room flats would be around $350,000 to $650,000, depending on project, level, as well as location. Last year, the median starting salary for graduates was about $4,500. After working for a few years, for a couple with combined income of $9,000, all these projects are within reach with little to no cash outlay for the monthly loan instalment, which means, you pay almost exclusively using your CPF.
In that same launch, a large number of flats are found in very attractive locations such as Tanjong Rhu and Queenstown. These flats will naturally fetch a higher price because of location and amenities. So how do we keep them affordable for first-timers? We do so through a major change that we made recently, which is the new flat classification framework, or Standard, Plus, and Prime flats.
Let’s look at Tanjong Rhu Parc Front, a Prime BTO project. It is a very attractive project, near the city centre and a short distance from the riverfront. Comparable resale flats in the area would cost more than $900,000. For this flat, we first apply a generous market discount to comparable resale HDB prices, and because it’s a Prime project, we further layer on additional subsidies. After this, a 4-room BTO Prime flat in that project costs around $640,000, before grants.
What does this mean for young buyers like yourselves? For a couple with a combined income of $10,000, you can afford the 4-room Tanjong Rhu Prime flat with zero cash outlay on your monthly housing instalments. Even for a couple with a combined income of $8,000, you will receive an EHG of $20,000, which can be used to pay the initial downpayment, and you will be able to pay your mortgage with a modest cash outlay of about $340 a month.
Beyond the additional subsidies, the new flat classification framework also seeks to limit the lottery effect and be fairer to buyers who did not receive additional subsidies. Tighter restrictions are in place for Plus and Prime flats, such as a longer Minimum Occupation Period (MOP), a subsidy recovery upon first resale, as well as tighter conditions on your ability to rent out the whole flat or who you can sell to when you decide to resell it in the open market subsequently. These restrictions reinforce owner-occupation in public housing, reduce the investment value or investment mindset when buying a BTO flat, and thereby limit speculative gains, or the lottery effect.
This is what we mean when we say that we will seek to ensure a wide range of affordable housing for Singaporeans with different housing budgets, while doing so in a manner that is fair, and inclusive.
Conclusion
What I have covered today reflects our commitment to support Singaporeans every step of the way in their housing journeys, bearing in mind the two “A”s of public housing – “Accessibility” and “Affordability”. We will continue to update our policies and schemes to support Singaporeans of all walks of life, at different stages of their life journeys. We will keep striving to do better, to give you a home that is endearing and a future to look forward to.
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Question No: 18
Question by: Mr Kenneth Tiong Boon Kiat
To ask the Minister for National Development (a) what proportion of Environmental Impact Assessments (EIA) in the last five years required Non-Disclosure Agreements (NDAs); (b) how does the Ministry reconcile genuine consultation with NDAs that hinder informed discourse and scrutiny; and (c) whether the Ministry will publish clear guidelines defining exceptional conditions justifying EIA NDAs, making transparency the default.
Answer:
By default, most EIA reports are made available online. In cases where there are considerations requiring confidentiality, such as national security, agencies make available the hardcopy EIA reports to interested members of public to view upon request. Viewers are required to sign NDAs, given the confidentiality considerations.
Question No: 154
Question by: Ms Valerie Lee
To ask the Minister for National Development (a) whether the Government will consider amending the Building Maintenance and Strata Management Act to set minimum recommended sinking fund contributions or mandatory technical audits when buildings reach a certain vintage; and (b) whether the Ministry will be conducting public education to allow property owners to understand their long-term capital planning needs.
Answer:
The Ministry of National Development refers Ms Lee to our response to Parliamentary Question 185 on the status of the review of the Building Maintenance and Strata Management Act. MND and BCA will consider the suggestions from stakeholders and will share more details of the review when ready.
BCA has various initiatives to inform owners of strata-titled properties of their responsibilities and help them manage their developments more effectively. These include the Strata Management Guides on best practices, free online self-learning courses for council members, and Strata Insights — a newly launched quarterly series of bite-sized publications that address current pressing issues such as lift modernisation and the importance of financial planning for long-term maintenance.
Question No: 6
Question by: Mr Kenneth Tiong Boon Kiat
To ask the Minister for National Development (a) whether risk assessment based on distant Sumatran quakes has been reviewed and updated following the recent seismic activity in Johor from the proximate Mersing Fault Zone; (b) what analysis assesses HDB blocks’ ability to withstand shaking from this nearer source; and (c) whether the Ministry will commit to targeted structural inspections for the most vulnerable older HDB estates.
Answer:
All buildings, including HDB blocks, are designed to be sufficiently robust to withstand lateral forces including tremors from earthquakes in the region. HDB and BCA have also installed tremor sensors on selected buildings to monitor real-time data to assess the potential impact of seismic activities on our buildings.
Real-time data from HDB’s and BCA’s tremor sensors showed that the recent earthquake in Johor had no impact on buildings in Singapore, including older HDB estates. BCA and HDB will continue to monitor regional seismic developments and review risk assessment frameworks as necessary.
To ensure building and public safety, BCA has put in place a rigorous regime of periodic structural inspections, which identify signs of structural defects and deterioration.
Question No: 309
Question by: Mr Abdul Muhaimin
To ask the Minister for National Development whether there are plans to expand the pigeon management plan to more constituencies and HDB blocks to address roosting and hygiene issues in residential areas.
Answer:
The response for this question has been addressed by oral reply to Question No 103 on the Order Paper for 22 September 2025.
Question No: 124
Question by: Mr Gerald Giam Yean
To ask the Minister for National Development (a) what has been the trend of vacant commercial units in Singapore over the past three years; (b) whether this is due to landlords holding out for higher rents to secure better valuations; (c) what impact do persistently high rents have on business viability and growth; and (d) whether a vacancy tax is being considered.
Answer:
Mr Speaker, my response will also cover matters raised in the question by Mr Kenneth Tiong scheduled for a subsequent sitting.
Vacancy rates for commercial properties have remained stable over the past three years at around 7% for retail spaces and around 11% for office spaces, comparable to pre-COVID levels. Landlords are unlikely to leave their properties vacant for too long, as prolonged vacancy could affect property valuation and limit capital appreciation. It is also not financially sustainable for the landlord to incur holding costs, such as property tax and mortgage repayments, as well as opportunity costs from foregone rental income. Given these considerations, we do not see a need to impose a vacancy tax on commercial properties.
We acknowledge concerns from some retail and F&B business owners that their business costs, including rents, have risen. At an aggregate level, rent increases of private retail spaces have trended below the inflation rate in the past three years. At a local level, there will invariably be differences in the rents, with some commercial properties commanding higher rents due to their more attractive attributes, such as shopping malls integrated with MRT stations. For more cost-conscious businesses, a variety of lower-cost options remain available.
The Urban Redevelopment Authority (URA) publishes detailed rental data every quarter, which offers the public and businesses sufficient insights to make well-informed leasing or investment decisions.
Friends and partners from the Built Environment sector
Ladies and gentlemen
A very good evening to all of you. I am delighted to join all of you tonight at this dinner.
I want to start by congratulating all our award finalists.
Your achievements are a testament to your commitment and the spirit of excellence that defines our Built Environment (BE) sector.
This year, Singapore celebrates 60 years of independence.
Over these past decades, our BE sector has played a pivotal role in shaping our city.
All of you have contributed to developing key infrastructure and designed iconic landmarks that have put Singapore on the world map.
As we embark on the next phase of our nation’s urban transformation, we can expect many challenges, including an uncertain economic outlook. It is a changed world compared to what we have experienced before; we are also facing tighter resource constraints and increasingly complex project requirements.
Yet, we have many opportunities that lie ahead of us.
Construction demand is expected to remain strong in the coming years, ranging between $39 billion and $46 billion per year.
The major upcoming projects include HDB flats, new MRT lines, healthcare facilities and Changi Terminal 5, amongst others.
All of you who are present here today – you are an important partner for us, on this journey.
To seize opportunities amidst uncertainty, we must continue to create a pro-enterprise and pro-business environment, make good use of technology that can help transform our built environment, and invest in our people and deepen our capabilities.
Let me elaborate.
Enabling a Pro-Enterprise Business Environment
First, enabling a pro-enterprise business environment.
We must continually review our rules and processes to reduce business costs, and improve our efficiency and how we use scarce resources.
This is part of improving our productivity and Singapore’s competitiveness.
In turn, this would help our businesses seize new opportunities and create good jobs for Singaporeans.
CORENET X
One initiative that we have launched is CORENET X, our one-stop digital platform for building works regulatory submissions.
CORENET X will benefit the industry by providing:
Since its soft launch in 2023, over 50 projects involving 100 firms have used CORENET X.
97% can achieve time savings of up to 20% for regulatory approvals.
For some projects, this meant total time savings of up to two months.
We have also refined the platform based on your feedback, our users.
First, we have improved the user experience and reduced input errors.
For instance, users will only have to provide key project information once.
Based on the chosen project typology, the system will also automatically identify the appropriate forms for users, to minimise submission errors.
Second, we have improved processing time through parallel processing, where possible.
This includes allowing submissions to be made concurrently to the Design and Piling Gateways, as well as allowing concurrent applications for demolition and new erection works.
Currently, agencies only start processing the submissions upon verifying that required fees have been successfully received by all the agencies involved. This could take up to several days.
Following feedback from all of you, we will be adjusting our processes.
By the end of this year, agencies can start processing submissions immediately upon receiving proof of payment, such as a screenshot of payment or bank receipt, rather than to wait for verification.
These concurrent processes will allow faster approvals by up to 20 to 60 days, depending on project complexity.
I would like to thank everyone who has provided feedback. My colleagues and I would like to hear more from you on how we can further improve the platform. It is still a work-in-progress and with your inputs and feedback, we hope to work together with you to continue to improve the platform and make CORENET X even better.
From 1 October 2025, CORENET X submissions will be mandatory for all new projects with GFA of at least 30,000 square metres. However, I understand that some of our companies still do not have the opportunity to use CORENET X.
We want as many companies as possible to benefit from CORENET X. I have decided to extend the qualifying period for the Additional Buyer’s Stamp Duty (ABSD) remission timeline extension for CORENET X projects by nine more months, to give the industry more time to adapt and to encourage more companies to come on board.
This means that we will extend the qualifying period for projects with GFA of at least 30,000 square metres to 30 September 2026.
We will similarly extend the qualifying period to 30 September 2027 for smaller projects; so the smaller projects will only be mandatory one year later.
For companies who are already familiar with CORENET X because you have participated in the process, I am sure you will also be happy with the ABSD remission timeline extension.
Take it as a bonus benefit for our early adopters, in recognition of your support to work together with the MND family to fine-tune our systems and processes.
Going forward, we are committed to continue to work with industry partners to foster a more pro-business environment for our companies, our enterprises, to help you to reduce costs and save time, and to support new innovations and business models.
Nurturing Innovations, Scaling Impact
Beyond creating a pro-enterprise business environment, we must leverage on innovations to transform the built environment.
As a city-state with limited resources, innovation and creativity have been essential in helping us overcome our constraints.
Take for instance, one of the winners of the BCA Design and Engineering Safety Award this year, Engineers Chua Tong Seng and Michelle Lew.
Through careful tunnelling simulations and a purpose-built cutter, they overcame the challenges of tunnelling through soft waterlogged soil on reclaimed land, to successfully deliver the Thomson East Coast Line, Marina Bay Station project.
Not only was this project completed safely, the existing train service that ran through the area was not affected.
Congratulations and well done to the team!
Looking ahead, we must continue to harness innovative construction technologies to overcome our constraints.
This includes scaling up and speeding up the deployment of artificial intelligence. I was happy to see, just now during the exhibition tour, that our companies and students are making good use of AI to improve their solutions, and their workflows and processes. We must make good use of robotics and automation, including drones and the use of robots, and we must continue to look for sustainable construction materials, as well as other advanced technologies.
As we embrace these technologies, I am sure we will also discover new opportunities for our startups and our technology companies. Some will be startups that are formed out of our IHLs – because we work with our lecturers and researchers in the IHLs. When we come across new and better ways of doing things, we can also form a company and these companies can then work with the industry and Government agencies to test bed the solutions. If they work well, we scale them up, and we can help companies to take their solutions and products to further, including bringing them overseas.
The Government has also launched various initiatives to support innovation.
For example, BCA’s Accelerate-to-Market Programme brings together innovators and BE companies to fast-track innovations from lab to market.
There is also the Built Environment Innovation Hub which provides a collaborative space to testbed cutting-edge technologies and solutions that can address industry needs and pain points.
Many of our BE firms have also made significant investments in innovation.
For example, Kajima has set up its first overseas R&D and innovation hub, the GEAR, in Singapore.
The GEAR hosts five corporate R&D labs that partner our universities and startups to develop and commercialise state-of-the-art technologies, in areas such as construction robotics and underground space creation.
These are excellent moves that have been made but I believe there is more that we can do together. There is still scope, there is still space, and there is still potential for us to do so and for our innovations to make greater impact.
For example, we could work with key public and private stakeholders to facilitate test-bedding and promote the translation of ideas on a larger scale.
For technologies that are proven to be effective and commercially viable, including overseas robotics solutions, we could accelerate the adoption through asset sharing or leasing arrangements, to help companies, especially our SMEs, defray the initial capital outlay of adoption.
For local companies with promising innovations, we want to help you test-bed your solutions in Singapore and unlock overseas markets.
As we develop these ideas further, I would like to welcome everyone to share your ideas, your suggestions, your feedback and work with us, partner with us. We must be prepared to take some risks because if we are not prepared to venture out of our comfort zone and try something different, we will not discover new ways of doing things and new solutions. Taking risks is something that is easier said than done because if you fail, sometimes there are costs to bear. If we design our systems and processes properly, it will not be completely safe, but it can be a safe fail so that even when we fail, it will be in a controlled environment where the downside can be managed. We can do this through test beds, we can do this through sand boxes. My colleagues and I are prepared to work with you, to design some of these arrangements to achieve a win-win outcome for the government and more importantly for you. The important thing is we must not become satisfied with what we currently have. We must not feel that what we currently have is good enough. We can see many good solutions from overseas and other sectors. If we can bring some of these good practices, and technologies to our sector and scale them up, I think it will make a difference in what we want to do.
As I was talking to some of the young people earlier, I felt very encouraged that our young people are attracted to the new opportunities in the Built Environment sector. They feel that they can make a difference in this sector. They can have a chance to work with new technologies, they can have a chance to improve our living environment, to improve on environmental sustainability, to make a difference to the world. This is an important motivation to be able to bring more young people to our sector. The government and industry leaders must work together, to create these opportunities so that we can to inspire our young, motivate them, and support them. So that’s why I want to end my speech, by talking about people.
Investing in our People, Deepening our Capabilities
We need to continue investing in our people, and deepen our capabilities.
Our building projects and infrastructure have become increasingly sophisticated. The environment that we are in is also evolving. Our industry professionals will need to acquire new and relevant skills to stay at the forefront.
Taskforce for Architectural and Engineering Consultants
This is why we set up the Taskforce for Architectural and Engineering Consultants last September.
This is co-led by my colleague Minister Indranee Rajah and Mr Chaly Mah, Chairman of Surbana Jurong Group.
Since September last year, the Taskforce has engaged more than 400 stakeholders, including in-service professionals, students, service buyers and many more.
Our stakeholders have shared with us their concerns, such as in the areas of pay and career development, as well as the challenges that our firms faced when competing for projects, investing in technology and attracting talents.
The Taskforce will release its final recommendations later this week.
I look forward to your support for the recommendations.
Because we know that our BE sector can only be strong when every component, every part of the ecosystem is strong. People lie at the heart of what we want to do. We need to make sure that we have good people who are willing to join us and to stay in the industry.
Introducing a new Firm-Based Regulatory Regime
As an industry, we also need firms with the right expertise to deliver safer and higher quality infrastructure for Singaporeans.
Today, building owners need to appoint Qualified Persons (QPs) and Specialist Professional Engineers (SPEs) to certify that building works and equipment are safe and are built according to approved plans.
But as projects grow more complex, the range of professional competencies required have grown significantly.
For example, when we build higher up and deeper underground, the team of QPs supporting a project must possess a range of complementary expertise, such as advanced structural and geotechnical competencies.
As we deploy more advanced technologies, such as lift and escalator systems equipped with new safety controls, our SPEs similarly need to be trained in more areas.
To keep pace with the demands of more complex projects and new technological developments, and to ensure safety, we will introduce a new licensing regime for firms that provide certification services for lifts and escalators, as well as supervision services for large-scale building works.
From 2027, building owners and developers must engage licensed firms to certify applicable lifts and escalators designed for public use; and
From 2028, developers and builders must engage licensed firms to supervise building works with project value exceeding $75 million.
To obtain the licence to provide these services, firms will need to possess certain prerequisite capabilities, such as having sufficiently qualified professionals.
We hope that this move will bring us in line with international best practices and ensure that we continue to uphold quality and safety standards.
Conclusion
Let me conclude my speech. I have briefly shared how the BE sector can continue to seize opportunities amidst uncertainty, and how we can remain competitive, resilient, and ready for the future:
But our city, at the end of the day, is only as strong as our people who build it. The hard work of each and every one of you in the industry has built not only our skyline, not only our landscape, but also the foundations for Singapore’s continued growth and success.
I look forward to continuing this journey with all of you, as we shape a sustainable, liveable, and world-class Singapore not just for this generation, but for many generations to come.
Thank you, and I wish everyone a wonderful evening ahead.
","image":null,"url":"speech-by-minister-chee-hong-tat-at-the-international-built-environment-week-(ibew)-industry-and-awards-dinner-2025","article_type":"e45b3aaf-3de0-4c98-922a-d5ad73ab5c0b","is_visible_home_page":true,"is_featured":false,"article_date_time":"2025-09-02T16:00:00.000Z","publish_on":null,"unpublish_on":null,"is_scheduled":false,"tags":[]},{"id":"b835ed15-82f4-46e4-b800-a38dfdeac048","status":"published","sort":70,"user_created":"376a5171-b308-4f42-881c-23e41db2d349","date_created":"2025-10-14T06:33:00.325Z","user_updated":"2281b0d3-7bc6-41b6-a1f2-a858fe9788a4","date_updated":"2025-10-23T09:32:19.799Z","title":"Speech by Minister Chee Hong Tat at the HDB Community Day 2025","content":"Mdm Halimah Yacob
Fellow Grassroots Advisers, Mr Jeffrey Siow and Dr Choo Pei Ling
Colleagues, residents
Ladies and gentlemen
Good morning, everyone. I’m very happy to join you at this year’s HDB Community Day.
The theme for this year’s Community Day is “Celebrating LIFE in the Heartlands”. It is therefore fitting that we are holding this very nice event here in Tengah – our newest town, where residents are starting to build their homes and a vibrant community together.
Progress of Tengah Town Development
Tengah is our first new town in over two decades. To date, we have completed close to 12,000 HDB units in Tengah. By the end of this year, almost half of the planned 30,000 flats in Tengah will be completed.
The planning of Tengah reflects our vision for the future of public housing – to provide not just roofs over our heads, but also liveable spaces where communities can thrive.
The planning of Tengah had focused on the seamless integration of green spaces throughout the town, bringing residents closer to nature and to one another.
Right across from us is one such green space - the Plantation Farmway, which connects residents to key amenities within the town.
Along the Farmway, neighbours can meet and interact at communal spaces such as playgrounds, allotment gardens, and fitness stations.
At Park District, residents can also look forward to their own ‘Central Park’ – a lush green oasis right at your doorstep.
For residents of the Garden District, Garden Farmway is being progressively completed to bring similar green and communal spaces closer to home.
The planning of Tengah provided opportunities for residents to share your ideas and your aspirations for this town even before you started to move in.
Since 2019, over 6,500 Tengah homebuyers from 22 precincts have provided your valuable feedback via HDB’s Tengah Sensing surveys. HDB and our partner agencies also engaged more than 13,000 Tengah households at various touchpoints since July 2023, including during MyNiceHome Roadshows and key collection appointments.
Through these engagements, residents provided valuable insights and helped to shape our plans for Tengah town. This is a joint effort which we have done in collaboration with our residents. For example, the sheltered linkways and cycling paths that we planned for Tengah were well-received by many Tengah residents, who emphasised the importance of connectivity infrastructure. These features are integrated into the design of Tengah’s transport routes, so residents can walk and cycle safely throughout the town.
We will continue to work together with our Grassroots Advisers and community leaders to listen to your views and feedback as we build up the town. We will learn from the positive experience and this is also the approach we will take for other new estates in future, as we will also be building new towns and estates in other parts of Singapore.
Dear residents, we have heard your feedback on providing more convenient access to amenities. Several key facilities have been developed, and we will bring in more schools, places of worship and also healthcare facilities.
Families with young children can look forward to seven preschools across the Plantation and Garden districts that are already open.
To bring the wider Tengah community together, the newly-opened Tengah Community Club offers a range of workshops and events for residents of all ages.
As you know, your Grassroots Adviser, Mr Jeffrey Siow, is the Minister for Transport. We will ensure that we enhance transport connectivity so that residents can travel more easily within the town and to other parts of Singapore.
Currently, three bus services operate from Tengah Bus Interchange, connecting residents to nearby towns such as Jurong East, Bukit Batok and Bukit Gombak.
By the end of 2026, a total of eight new bus services will be introduced in Tengah and Brickland, of which two will commence operations by end-2025. One of these is service 872, which will connect residents to the East-West Line at Chinese Garden MRT station from August this year.
With the official opening of Plantation Plaza, residents will have better access to food options and daily necessities. 69 out of the 75 HDB shops are currently open. The remaining six shops are expected to be operational by this quarter.
Looking ahead, Tengah’s second neighbourhood centre – Parc Point, located in the heart of Park District, will begin its operations from the first quarter of next year.
Parc Point will be a vibrant hub, with a new polyclinic and over 40 shops offering a wide range of dining and retail options, all within convenient reach of Tengah Bus Interchange.
Celebrating the Community Spirit with HDB's Friends of Our Heartlands (FOH) Network and Tengah FOH Volunteers
It is important to have good infrastructure in place, but we know that a town is much more than its buildings and hardware alone. It is the residents and the people who are living here, who use the facilities and call this home, who bring Tengah to life.
The pioneer batch of residents started moving in from August 2023, and many have stepped forward to warmly welcome their new neighbours into this new town.
One of them is Mr. Madhavan Ramakrishnan, a volunteer team leader, who has become a familiar and welcoming face in the neighbourhood.
You may also know Mr Aaron Lim and Ms Lana Lum, who are Tengah’s resident Garden Leaders, and who have been initiating gardening workshops to share their knowledge with fellow residents. We met them earlier and they were sharing with us that they picked up gardening recently.
Together, they are part of a pool of 50 active volunteers in Tengah, who belong to HDB’s wider Friends of Our Heartlands or FOH network.
This year, we are honored to welcome Mdm. Halimah Yacob, the Chancellor of the Singapore University of Social Sciences and also our former President of the Republic of Singapore, as the network’s first patron. We know Mdm Halimah is a very strong advocate for ground-up initiatives and a champion for volunteerism, so we are very honoured to have Mdm. Halimah as the first patron of FOH. I am confident she will work closely with our volunteers and staff to inspire more community leaders and volunteers not just in Tengah but also across different towns and neighbourhoods in Singapore.
Singapore’s Friendly Neighbourhood Award (SFNA)
Apart from volunteering, residents can also contribute to their neighbourhood through daily acts of kindness and looking out for one another.
Today, we are also celebrating these generous and kind-hearted residents, through the Singapore’s Friendly Neighbourhood Award.
The Award received over 230 nominations, which shows there are many good neighbours amongst us who serve as inspiring role models.
For example, as you saw earlier, in Lengkok Bahru, volunteers run a food aid programme to supply essential food items to about 60 families in need.
In my constituency Bishan-Toa Payoh, we have 40 volunteers from Bishan East Zone 1 who created a green hub with a garden, a recycling station, a communal fridge and a library for the community.
Over at West Terra in Bukit Batok, residents teach one another basic lifesaving skills and how to respond to emergencies, such as fires, blackouts and scams.
These are just some of the many good examples that we have seen across different parts of Singapore. It takes a willing heart and an even stronger spirit of giving back to dedicate time and effort to the community. Our award recipients, and our volunteers working quietly behind the scenes, truly embody the spirit of gotong royong by coming together to extend mutual help and support for their neighbours.
It is their unwavering dedication and selfless belief that make our neighbourhoods better places to live in, and also more caring communities that all of us are proud to call home.
Conclusion
Let me conclude my speech by thanking all our volunteers, partners and colleagues who have been working tirelessly to foster community spirit in our heartlands. This is an effort that takes many years to build up, but is worthwhile and satisfying when you have gone through the journey. Your efforts have not only helped your neighbors, but also helped to build a more caring and inclusive community.
As PM said, we are not done building Singapore, both in terms of hardware and heartware. With your support, we will continue the hard work to build endearing homes for all Singaporeans, generation after generation. Thank you.
","image":null,"url":"speech-by-minister-chee-hong-tat-at-the-hdb-community-day-2025","article_type":"e45b3aaf-3de0-4c98-922a-d5ad73ab5c0b","is_visible_home_page":true,"is_featured":false,"article_date_time":"2025-07-25T16:00:00.000Z","publish_on":null,"unpublish_on":null,"is_scheduled":false,"tags":[]},{"id":"972c0479-b10b-45de-841b-4569bfbc9546","status":"published","sort":71,"user_created":"376a5171-b308-4f42-881c-23e41db2d349","date_created":"2025-10-14T06:33:53.167Z","user_updated":"2281b0d3-7bc6-41b6-a1f2-a858fe9788a4","date_updated":"2025-10-23T09:32:19.855Z","title":"Speech By SMS Tan Kiat How At \rOpening Of Happy Village @ Mei Ling","content":"Mr Eric Chua, Grassroots Adviser of Queenstown
Distinguished Partners from National University Health System (NUHS)
National University of Singapore (NUS), and Housing & Development Board (HDB)
Residents of Queenstown
Introduction
Good afternoon. I am delighted to join our Queenstown residents today at the official opening of Happy Village @ Mei Ling. As one of Singapore’s oldest towns, Queenstown has been home to generations of residents.
Today, it is part of an ambitious pilot health district to promote healthy longevity. Launched in 2021, Health District @ Queenstown is a multi-stakeholder initiative that brings together government agencies, healthcare providers, social service partners and community organisations.
This is an important effort for Singapore. We are reaching super-aged status. By 2026, next year, more than one in five Singaporeans will be 65 years and older. By the end of this decade in 2030, around one in four will be 65 years and older.
The needs of our seniors are diverse and go beyond just looking after sickness. We will have to change how we care for and engage our seniors so that they can remain active, happy and healthy. Most seniors want to continue to contribute to society and live their lives with purpose and dignity. Our challenge is to create an environment that supports them in doing so.
The Government is taking the lead with Age Well SG – a comprehensive programme which cuts across multiple areas such as housing, active ageing and care services. However, we cannot do this alone. Collaboration with community partners is essential to make healthy ageing a way of life.
NUS Baseline Study – Holistic approach is on the right track
I was encouraged by NUS’ baseline study on the health and well-being of 5,000 Queenstown residents. The study gathered useful insights that will guide future initiatives to address residents’ needs.
It also reaffirmed our approach that overall health is not just determined by access to quality healthcare. Other factors such as social connections and community bonds also affect our social and mental well-being of our residents, which in turn influence health outcomes.
While most residents above 65 years old are mentally healthy, the study showed that they could be more active socially and physically. In addition, 60% of the respondents trusted most people in their neighbourhood.
This is encouraging and reaffirms the importance of community initiatives that promote social interactions between residents, which can strengthen bonds and cohesion between neighbours. The findings also reinforced the importance of integrated solutions in national health programmes that enable residents to lead more active, connected and fulfilling lives across their life stages.
The Government recognises this with both Healthier SG to support residents in taking proactive steps towards preventive care, and Age Well SG to enable seniors to remain physically and socially active in the community through programming and enhancements to the living environment.
Health District @ Queenstown is another important initiative that affirms our commitment to holistic well-being. Over the past few months, we have launched several initiatives to promote purposeful and sustainable longevity, as well as foster intergenerational bonding within the community.
At the start of this year, we opened Come4TeaLah!, a community engagement hub that serves as a place for residents to come together to learn, interact and co-create activities for healthier lifestyles. Last year, we also launched the FaithActs x Ibasho Margaret Drive Centre, to empower older residents to take the lead in driving community change.
The redeveloped Alexandra Hospital in Queenstown will also open progressively from 2028, enhancing NUHS’s capacity to serve the health needs of the rapidly ageing population in Singapore’s western region.
Launch of Happy Village @ Mei Ling and the Blended Care Team
Today, we are happy to mark another key milestone with the opening of Happy Village @ Mei Ling. It is a shared community space to bring health and social support closer to residents.
At the heart of this initiative is the innovative Blended Care Team, or BCT for short, a first-of-its-kind approach that brings together healthcare professionals such as nurses and allied health professionals, agencies like the Ministry of Social and Family Development, SportSG, the Health Promotion Board, as well as community partners and volunteers, to provide holistic care to residents.
The BCT has been engaging residents since early 2024 at their interim space. The team will work closely with residents to co-develop personalised care plans that address mental, physical and social well-being. The plans will cover a wide range of areas such as increasing physical activity, improving nutrition, managing chronic conditions, and fostering stronger social connections within the community. We hope that the community health manager and local coordinator will become familiar faces to you, and you can visit the Happy Village to seek guidance on your health goals and concerns.
I am pleased to hear that residents have been actively involved in shaping this space. In fact, its name “Happy Village @ Mei Ling” was chosen by residents. I hope that true to the name, this will be a happy place for the community. This is not just a healthcare facility, but a community hub, co-created with residents, for residents.
Many residents have already become regulars at Happy Village @ Mei Ling, including Mr Jalaludin Peer Mohamed and Mr Siew Kum Chuen. Please give them a round of applause.
Mr Jalaludin is a longtime Queenstown resident and an active member of the Happy Village @ Mei Ling walking group, which leads other participants to explore their neighbourhood and shares interesting information of Queenstown's heritage.
In late 2024, the BCT recommended Mr Siew to participate in the walking exercises as he was struggling with leg pain. Mr Siew has since joined the walking group and has noticed improvements in his balance and ability to walk for longer durations.
Happily, Mr Siew has also found new friends within the community, including Mr Jalaludin, who has now become his new kopi kaki. I hope there will many more such connections between residents, friends and neighbours in Queenstown.
Call for Participation
Thoughtful and well-designed spaces like Happy Village @ Mei Ling help to promote social interaction, reduce isolation among seniors and encourage community bonding between neighbours.
It provides accessible social and mental health support for our seniors to age well and independently.
NUHS will be expanding the BCT model to support more residents as it scales up this initiative across the western region.
I would like to take the opportunity to thank NUHS, NUS and all our partners for their dedication and commitment to promoting healthier communities. Congratulations on the opening of Happy Village @ Mei Ling!
And to our Queenstown residents, I encourage you to be active participants in this community. This place is shaped by you, for you and with you. Share your ideas, start your own community groups, and join the ongoing activities at Happy Village @ Mei Ling, such as the weekly walking groups, monthly health talks and nutritional workshops.
Together, let’s shape this place into something meaningful for all of us. Health is built in communities like ours — through care, connection, and collaboration. I look forward to seeing the many great things we will accomplish together at Happy Village @ Mei Ling.
Allow me to say a few words in mandarin for our Chinese-speaking residents here.
大家下午好！很高兴今天能参与 “美玲好友聚乐部” 的开幕仪式。
相信大家对女皇镇保健区并不陌生。它是由国立大学医学组织、新加坡国立大学和建屋发展局共同开创的项目。
在2021年10月，女皇镇被指定为保健区，以测试综合解决方案，让居民在各个生活阶段能保持身心健康，优质的生活素质。
“美玲好友俱乐部” 是我们女皇镇保健区新的里程碑。
在这里，居民可以通过由医疗和社区组织合作组成的社区联合支援团队，得到全方面的保健方案，包括运动，饮食及社交活动。
我鼓励我们的居民来访，与社区团队共同探讨适合自己的保健方案，一起参与或构思活动。让我们一起把 “美玲好友聚乐部” 打造成一个有意义的社区空间，协助邻里的年长者享有健康，活跃的乐龄生活。谢谢！
","image":null,"url":"speech-by-sms-tan-kiat-how-at--opening-of-happy-village---mei-ling","article_type":"e45b3aaf-3de0-4c98-922a-d5ad73ab5c0b","is_visible_home_page":true,"is_featured":false,"article_date_time":"2025-03-14T16:00:00.000Z","publish_on":null,"unpublish_on":null,"is_scheduled":false,"tags":[]},{"id":"2accbd09-a333-42dc-aed3-bef3bd2272d6","status":"published","sort":72,"user_created":"376a5171-b308-4f42-881c-23e41db2d349","date_created":"2025-10-14T06:32:25.387Z","user_updated":"2281b0d3-7bc6-41b6-a1f2-a858fe9788a4","date_updated":"2025-10-23T09:32:19.891Z","title":"Written answer by Ministry of National Development on review of Building Maintenance and Strata Management Act for ageing condominiums","content":"
Question No: 26
Question by: Mr Yip Hon Weng
To ask the Minister for National Development for condominiums over 30 years old (a) what is the status of the review of the Building Maintenance and Strata Management Act to better protect such ageing buildings; (b) whether there are plans to enhance regulations ensuring timely maintenance of common property by responsible parties; and (c) whether such condominium MCSTs will be mandated to maintain adequate sinking funds.
Answer:
The Ministry of National Development refers Mr Yip to our response to Parliamentary Question 185 which shares the status of the review of the Building Maintenance and Strata Management Act.
Question No: 241
Question by: Assoc Prof Jamus Jerome Lim
To ask the Minister for National Development whether HDB will consider waiving non-selection counts when the final price of a BTO unit exceeds the indicative price range given for a project.
Answer:
HDB flat applicants who are invited to book a flat, but choose not to do so, will incur a non-selection count (NSC). First-Timer families with an NSC will be considered Second-Timers for a year when balloting for a BTO flat, while Second-Timer families, First-Timer singles and seniors who incur an NSC will have to wait one year before they can apply for a flat again. This ensures more efficient flat allocation, so that those with urgent housing needs can secure their flats more quickly.
HDB provides indicative flat price ranges at every Build-To-Order (BTO) sales exercise to allow prospective applicants to make informed decisions on their flat applications. To date, the prices of all BTO flats have been within the indicative flat price ranges provided.
HDB does exercise flexibility in waiving the NSC in some cases. For instance, HDB recognises that applicants invited to book at the tail end of the flat booking exercise may face limited choices, and will waive the NSC for applicants who have 10 or fewer flats to choose from in a BTO sales exercise, and 5 or fewer flats to choose from in an SBF sales exercise. HDB will also assess appeals for waiver of the NSC on a case-by-case basis, particularly where applicants face extenuating circumstances that affect their ability to proceed with the flat purchase.
Mr Edward Chia Bing Hui: To ask the Minister for National Development (a) what is the estimated waiting time for an interim HDB rental flat or a flat under the Parenthood Provisional Housing Scheme (PPHS) to be allocated to those affected by completion delays in BTO projects; and (b) whether the waiting time for such allocations has improved since January 2022.
\n
\nAnswer:
\n
\n1 The Parenthood Provisional Housing Scheme (PPHS) offers an additional temporary housing option for households awaiting the completion of their new flats.
\n
\n2. PPHS is open for application once every two months, and eligible applicants are put through a ballot. Those shortlisted via the ballot are invited to select a PPHS flat in the month following their application and can move in immediately after selecting a flat. Those who were not shortlisted via the ballot can apply in subsequent rounds. The timeline for flat selection has not changed since January 2022.
\n
\n3. In August 2021, we finetuned the PPHS criteria to prioritise applicants with more urgent need for temporary housing, and announced that we will double the supply of PPHS flats from about 800 to 1,600 units over the next two years. Since then, we have added about 200 units to the PPHS supply, and are on track to add another 800 units by 2023. As a result, the PPHS application rate, or the number of applications per unit, has fallen by more than half since August 2021.
\n
\n4. The current PPHS application rate is about nine times. While this is high, the non-selection rate is also high – almost half of the applicants invited to select a flat do not do so, suggesting that many have other options.
\n
5. For Interim Rental Housing (IRH), HDB offers this as a last resort to help needy families who are in transit between longer-term housing options. Flat buyers affected by BTO completion delays are offered IRH on a case-by-case basis, if they have no other temporary housing options. The time taken to allocate a flat under IRH varies, depending on the family’s locational preferences.
\n
\n6. Some flats that are used for IRH or PPHS could otherwise have been used for the Public Rental Scheme. Even as we assist flat buyers who need temporary housing due to BTO completion delays, we must also balance the use of flats across different rental schemes to meet the needs of different groups, prioritising the most needy.
Mr Zhulkarnain Abdul Rahim: To ask the Minister for National Development in each of the last five years, how many cases of ceiling leaks or wall leakages have been reported among the top-most units of HDB blocks where solar panels have been installed on the roof.
\n
\nAnswer:
\n
\n1 To minimise the risk of water leakage, HDB does not allow any drilling or puncturing of the building roof when solar panels are installed on HDB rooftops. Instead, the solar panels are weighed down by concrete ballasts placed on felt pads for additional cushioning. This is a mandatory design requirement for all solar panel installations commissioned by HDB.
\n
\n2. While ceiling leaks are generally reported directly to Town Councils, HDB also receives feedback on ceiling leaks from time to time. For the approximately 2,900 HDB blocks installed with solar panels, HDB received feedback on 76 ceiling leaks for top-most units over the last five years.
\n
\n3. HDB’s data does not indicate any trend that solar panel installation leads to an increase in the number of ceiling leaks at the topmost units. HDB will continue to ensure that its contractors adhere to its design requirements on site.
Ms He Ting Ru: To ask the Minister for National Development in each of the last ten years including 2022 to date (a) what is the average rent per square foot for commercial HDB units located in HDB residential estates that are for (i) food and beverage businesses (ii) medical facilities and (iii) essential services respectively, broken down into units that are directly owned by HDB and units owned by private entities as HDB sold shop premises.
\n
\nAnswer:
\n
\n1 Shops that were sold to private entities make up 56% of HDB’s commercial properties. HDB does not collect private rental data for sold shops and owners who have rented out their shops are not obliged to report their rents to HDB.
\n
\n2. Since 1998, HDB has ceased the sale of shops. The remaining 44% of HDB’s commercial properties are directly rented out by HDB and include those in newer towns and estates like Sengkang and Punggol. These are directly owned and managed by HDB. A summary of the average rents across the three categories can be found in Table 1. In general, HDB rental shop rents are far below private rentals. Based on REALIS data, median private rental outside the Central Area in 2021 was more than $13 per square foot.
\n
\nTable 1: Data on HDB rental shops’ rents
| \n Year \n | \n \n Food & beverage1 \n($ per square foot) \n | \n \n Medical Facilities \n($ per square foot) \n | \n \n Essential Services \n($ per square foot) \n | \n
| \n 2013 \n | \n \n 6.74 \n | \n \n 6.69 \n | \n \n 4.76 \n | \n
| \n 2014 \n | \n \n 7.01 \n | \n \n 6.84 \n | \n \n 4.92 \n | \n
| \n 2015 \n | \n \n 7.36 \n | \n \n 7.16 \n | \n \n 5.05 \n | \n
| \n 2016 \n | \n \n 7.59 \n | \n \n 7.46 \n | \n \n 5.14 \n | \n
| \n 2017 \n | \n \n 7.72 \n | \n \n 7.85 \n | \n \n 5.28 \n | \n
| \n 2018 \n | \n \n 7.75 \n | \n \n 7.88 \n | \n \n 5.26 \n | \n
| \n 2019 \n | \n \n 7.69 \n | \n \n 7.86 \n | \n \n 5.26 \n | \n
| \n 2020 \n | \n \n 7.66 \n | \n \n 7.68 \n | \n \n 5.15 \n | \n
| \n 2021 \n | \n \n 7.23 \n | \n \n 7.48 \n | \n \n 5.19 \n | \n
| \n Q2 2022 \n | \n \n 7.31 \n | \n \n 7.88 \n | \n \n 5.28 \n | \n
1 Food and beverage businesses include coffeeshops, family restaurants, cafes and takeaway outlets.
\n2 Medical facilities include clinics and dental services.
\n3 Essential services include minimarts, provision shops and supermarkets.
\n
\n3. In 2018, HDB introduced Price-Quality tenders for coffeeshops directly owned by HDB, with 50% of points awarded for aspects such as the availability of budget meals, good track record and community initiatives. Operators who successfully tender for HDB coffeeshops typically provide budget food options at every stall, priced at around $3. The rentals under Price-Quality tenders are typically lower and less volatile than those tendered out purely based on price.
Mr Murali Pillai: To ask the Minister for National Development in each of the past five years (a) how many first-time applicants purchasing 3-room and 4-room HDB BTO flats who fulfil the eligibility criteria for HDB Home Loan Eligibility, are nonetheless unable to secure sufficient loan quantum to complete the purchase of their flats; (b) what are the reasons for them not being able to secure the loans; and (c) what housing options are provided to them and what is the take-up rate of these options.
\n
\nAnswer:
\n
\n1 New flat buyers who wish to take up an HDB housing loan for their flat purchase need to have a valid HDB Loan Eligibility (HLE) letter when they book the flat. The HLE letter informs buyers of the HDB housing loan amount that they are eligible for, so that they can size up their housing budget, and book a flat that is within their budget.
\n
\n2 When the keys to the new flat are ready for collection, HDB will review the flat buyers’ financial situation and disburse the housing loan amount they are eligible for based on their updated circumstances, for them to complete the flat purchase. This is to ensure that flat buyers have the means to service their housing loans. In addition to the housing loan, flat buyers can use their CPF and cash savings to complete their purchase.
\n
\n3 From 2017 to 2021, about 0.4% of First-Timer 3-room and 4-room Build-To-Order (BTO) flat buyers, or between 13 to 84 cases per year (Table 1), were unable to complete their flat purchase due to insufficient loan. These flat buyers could have experienced changes to their financial situation, such as retrenchment, reduction in income, bankruptcy, or indebtedness, which resulted in them being unable to qualify for a loan of sufficient quantum to complete the flat purchase. Others may have booked a flat that was outside their budget, and their incomes had not risen to levels that would allow them to complete the purchase.
\n
\nTable 1: Number and Proportion of Cancellations for 3-room and 4-room BTO Flats
| \n Year of Completion \n | \n \n Number of cancellations for 3-room and 4-room BTO flat by First-timer buyers \n | \n \n Cancellations as a proportion of all completed 3-room and 4-room BTO flats for all buyers \n | \n
| \n 2017 \n | \n \n 84 \n | \n \n 0.4% \n | \n
| \n 2018 \n | \n \n 34 \n | \n \n 0.4% \n | \n
| \n 2019 \n | \n \n 25 \n | \n \n 0.4% \n | \n
| \n 2020 \n | \n \n 13 \n | \n \n 0.3% \n | \n
| \n 2021 \n | \n \n 23 \n | \n \n 0.3% \n | \n
| \n Total \n | \n \n 179 \n | \n \n 0.4% \n | \n
\n
4 For such cases, HDB assists them with various measures, on a case-by-case basis depending on their specific circumstances, such as a waiver of the financial forfeiture and the one-year wait-out period after cancellation of their flat booking, or allowing them to switch to a flat that is within their budget. About two thirds of home buyers in such cases have taken up these measures.
\n|
\n5 We encourage all flat buyers to exercise financial prudence and book a flat within their means.
2159. Mr Gan Thiam Poh: To ask the Minister for National Development what is the number of new BTO flats that can be built to increase supply in order to meet the rising demand due to factors such as more marriages and higher-income ceiling and to lower the application rate from 5.8 applications for each BTO flat in 2020 to two.
\n
\n2192. Mr Liang Eng Hwa: To ask the Minister for National Development (a) what are the reasons for the current housing imbalance; (b) whether the current HDB BTO approach has been able to meet the housing needs of first-time home buyers in a timely manner; and (c) whether the longer construction time in building new HDB flats due to the COVID-19 pandemic has reduced the usefulness of the BTO model.
\n
\n2348. Mr Sharael Taha: To ask the Minister for National Development considering the 38,500, 51,400 and 87,800 HDB BTO flat applicants from 2018 to 2020 respectively and in view of the widening supply-demand gap of BTO flats over the past three years, what are the plans to reduce this gap given that HDB will be launching only up to 23,000 BTO flats each year in 2022 and 2023.
\n
\n2362. To ask the Minister for National Development in view of the widening supply-demand gap of HDB BTO flats, whether the Ministry will consider to transition from Build-To-Order housing to providing a ready stock of available housing ahead of demand to reduce the waiting time.
\n
\nAnswer:
\n
\nMr Speaker, Sir, with your permission, I will take the questions by Mr Gan Thiam Poh, Mr Liang Eng Hwa and Mr Mohammad Sharael together. Members have asked about the current Build-To-Order (BTO) flat demand-supply situation, what we intend to do to meet the strong housing demand, and whether the BTO model remains relevant in addressing the housing needs of Singaporeans.
\n
\nCurrent BTO Demand-Supply Situation
\n
\nThe overall number of applications received per BTO flat has increased from 2.6 times in 2018 to 5.8 times in 2020, before tapering slightly to 5.5 times in 2021. Beyond providing an indication of housing demand, the higher flat application rates also reflect the popularity of the location of some of the flats on offer, with higher application rates observed in recent projects with more favorable location and design attributes. In the past two years, application rates varied significantly among BTO projects, with higher application rates observed for BTO projects with favourable locational attributes, such as those in mature estates nearer to the city center, and also those in non-mature estates located near to MRT stations and amenities.
\n
\nThe applications received at different quarterly BTO launches are also not unique. The total annual BTO applications contain a number of repeat applicants. These include applicants who have not been successful in the earlier BTO launches in a year. They also include those who have been successful but are waiting for their flat selection appointments, as we do allow applicants to apply in consecutive BTO launch exercises so that they would not miss out on the next BTO launch, in case they are unable to select a new flat in the earlier BTO exercise. In addition, a sizable proportion, or 40% of successful applicants between 2018 and 2020 were given a chance to select a flat, but decided not to do so for a variety of reasons. These applicants are likely to add to the number of repeat applications.
\n
\nNevertheless, we recognise that there is currently strong demand for public housing.
\n
\na) The strong demand is partly driven by marriage and family formation. In the near term, we expect more demand from the larger “Echo” Baby Boomers cohorts, or those born in the late 1980s and 1990s, as they reach marriageable age.
\n
\nb) In addition, changing social norms and aspirations have resulted in a growing trend of smaller households. This may also be possibly fueled by COVID-19 and the resultant constraints from the ongoing work-from-home arrangements. Today, more young couples, singles, and parents with adult children choose to have their own flats instead of living together as a larger family unit in the same flat. We see this in the average HDB household size which has fallen from 3.45 in 2010 to 3.13 in 2020.
\n
\nc) The raising of the monthly household income ceiling, most recently in 2019, which have allowed more applicants to qualify for BTO flats, and the current low interest rate environment, have also contributed to the increased demand.
\n
\nPlans to Meet Strong Demand for Public Housing
\n
\nTo meet the strong demand for public housing, HDB will ramp up the supply of BTO flats over the next two years, by launching up to 23,000 flats per year in 2022 and 2023. This represents a significant increase of 35 percent from the 17,000 flats launched in 2021. Apart from the BTO exercises, there are two Sales of Balance Flats (SBF) exercises each year, which supplements the total number of new flats on offer. The increased supply of flats will provide more housing options for young couples in their marriage and parenthood journey, as well as for second-timer families, multi-generation families, the seniors, and singles, even as we prioritise to meet the housing needs of the first-timer families.
\n
\nLooking ahead, we will continue to monitor demand taking into account long-term demographic and population trends, to ensure that the supply of public housing remains responsive to the housing needs of the population. We are prepared to launch up to 100,000 flats in total from 2021 to 2025, if needed, subject to prevailing demand.
\n
\nRelevance of BTO System in Addressing Housing Needs
\n
\nMr Liang asked if the longer construction times arising from the COVID-19 pandemic have reduced the usefulness of the BTO system in meeting the housing needs of first-time home buyers in a timely manner. Mr Sharael suggested that HDB could build ahead of demand. Since May 2011, HDB has called for and awarded the construction tenders for the vast majority of BTO projects ahead of the outcome of the flat selection, which takes place about three to seven months after the launch of the BTO projects. Hence, HDB is already building ahead of demand or actual bookings, where possible. However, how early the construction tenders can be launched depends on a variety of factors, such as readiness of sites, status of the planning approval and design development process, among others.
\n
\nWe recognise that the delays to the completion of BTO flats due to COVID-19 have caused inconvenience to flat buyers and affected their life plans. HDB has leaned forward and rolled out extensive assistance to help contractors complete ongoing projects in a timely manner, to mitigate the pandemic’s impact on our public housing programme. As shared earlier with Members of the House, this has allowed us to keep the waiting times for ongoing BTO projects to between 2.1 to 5.5 years, averaging at around 4.3 years. We have been able to keep the pandemic-induced delays to our BTO projects to a year or less, except for one project which had already experienced project difficulties unrelated to the pandemic. As for newly launched BTO projects, the waiting times have not been significantly affected, and are quite similar to what they were in the past. In fact, the median waiting time of BTO projects launched in 2021 was 3.8 years, which is lower than the 4.5 years for BTO projects launched in 2020. Barring further disruptions caused by the pandemic, and any specific site or contractor’s issues, HDB is working hard with its consultants and contractors to try and shorten the delays for ongoing projects wherever possible.
\n
\nNevertheless, we recognise that homebuyers want to move into their new homes and settle down as soon as they can. Since 2018, we have introduced BTO flats with shorter waiting times of around 3 years or less. This is achieved by bringing construction forward for specific sites that have no existing encumbrances and are ready for development. Where possible, we will continue to launch more of such flats with shorter waiting times, to better meet the needs of home seekers, even as we ramp up the BTO supply.
\n
\n
Thank you very much, friends and colleagues in the MND Family.
\n
\nI’m very happy to join you at this year’s National Day Observance Ceremony. Let me begin by wishing all of you a very Happy National Day in advance!
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\nThis is the second year that we are holding our National Day Observance Ceremony virtually because of the ongoing public health challenges. But in a way, the silver lining is that we can connect with a lot more people, including our scholars who are studying overseas.
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\nImpact of COVID-19
\n
\nThe pandemic has been difficult for all of us. I think if you cast your mind back to last year, things were extremely challenging, and many of us had to scramble to step up many of the support services needed to tackle an unknown virus. But this year has not been easy too.
\n
\nJust last month, we had to tighten the restrictions again and return to Phase 2 (Heightened Alert), with the emergence of new clusters and the threat of a new variant, not just in Singapore, but all around the region and around the world.
\n
\nIt has been a challenging journey, a lot of uncertainty. And yet through all of this, many of you continued to step up to serve fellow Singaporeans.
\n
\nIn the last one and a half years, regardless of our vocation, our division, our mission statement, many of you have pivoted to support our fight against COVID-19 from the MND Family point of view. Many of you helped us to source for and set up sites for medical and isolation facilities, migrant workers’ temporary dorms; you helped to man COVID support hotlines to address queries and uncertainties by members of the public and the industry; many more of you served as Safe Distancing Ambassadors in our parks and common spaces; and so on.
\n
\nYou carried out these duties professionally and diligently, even when, in some cases, they may have put you in harm’s way. I know many of us serving as SDOs or SDAs have been the subject of abuse or challenged and you acted with professionalism and confidence and service. One of our NParks colleagues was attacked while serving as a Safe Distancing Ambassador. We are glad to know that he is on the way to recovery. Despite the risks and challenges, you did not shy away from your responsibilities.
\n
\nMany of you also stepped up to cover your colleagues’ work while they were involved in COVID-related duties.
\n
\nMany others volunteered your spare time, to reach out to and to support the more vulnerable members of our community at this difficult time.
\n
\nOn the occasion of this National Day Observance Ceremony, on behalf of my colleagues and senior management, I would like to take this occasion to thank all of you, for contributing to Singapore’s efforts in the battle against COVID-19, and for exemplifying the public service values of integrity, service and excellence.
\n
\nWhile the pandemic has been very hard on everyone, it has also brought out the best in many of us, both individually and collectively.
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\nAs we continue to navigate this crisis together, I hope we will continue to work closely with one another, across agency lines. And keep thinking of new and creative ways to make Singapore a better place to live, work and play. Not just for ourselves, but for future generations.
\n
\nAward Winners
\n
\nThis morning, we celebrate 20 teams in the MND Family who have embodied this spirit of innovation and collaboration across the public service. Let me share just a few of the examples with you.
\n
\nFirst, MND, HDB and MOH colleagues worked together to develop the Community Care Apartments (CCAs). This is a new public housing model that offers assisted living for our seniors. And to develop this model, the inter-agency team worked closely across multiple agencies and consulted many stakeholders. Because it’s not just housing, but housing combined with care services, as well as communal spaces to meet the needs of our seniors, so that they can continue to live independently in a supportive community as they age. And it’s been well received.
\n
\nA second example is how BCA, together with agencies like HDB, JTC, and Enterprise Singapore, developed a Technical Reference for conducting Building Façade Inspection using Unmanned Aircraft Systems (UAS). This Technical Reference is the first of its kind in the world and paves the way for us to use drones, instead of workers, to do façade inspections. And this helps us to transform the Built Environment sector to become safer and more productive, and gives citizens the assurance that even as our infrastructure ages, we are making good use of technology, maintaining high standards, to ensure that our city remains safe and liveable.
\n
\nNow the third example I am going to cite is the Lornie Nature Corridor, a collaboration between NParks and multiple stakeholders, including URA, LTA and the wider community. And coming together, they reduced the number of lanes along Lornie Road because of the availability of the Lornie Highway, and turned the space into a park connector, so that our wildlife can benefit from more connectivity between our green spaces, while at the same time, Singaporeans can enjoy nature right next to what used to be a busy road. This illustrates how we are making Singapore a City in Nature, by using innovation, by design, by weaving natural spaces more closely into our urban areas.
\n
\nThese are just three of the many examples of what we can achieve when we work together towards ambitious and meaningful goals. I would like to say a very big thank you to all the 20 teams being recognised today. Well done and congratulations!
\n
\nMND’s Direction
\n
\nAs we celebrate Singapore’s 56th birthday this year, I thought I should take this chance to share with you some of the big things that our MND Family is working on, to make Singapore a better home.
\n
\nFirst, as part of the Multi-Ministry Task Force, one of our immediate priorities is to play our part in the whole-of-nation effort to steer Singapore safely out of this COVID-19 pandemic. Our BCA colleagues, for instance, are working closely with our industry partners, to help the Built Environment and Construction sector overcome manpower challenges and shortages and supply chain disruptions, and get construction projects back on track. Similarly, our HDB colleagues are working very hard to minimise construction delays for our BTO flats, while assisting affected households who lack other housing options. And our NParks colleagues continue to maintain and develop our green spaces, which have been very important for our mental wellness during this pandemic, because they are valuable places for Singaporeans to rest and rejuvenate, away from enclosed spaces.
\n
\nBeyond the immediate challenges posed by COVID, in the longer term, we continue to push the boundaries to improve our island and improve the lives of Singaporeans.
\n
\nFor example, we are reviewing our development plans for Singapore for the next fifty years and beyond, through our what we used to call the Concept Plan Review, now we call it the Long-Term Plan Review. We review these long-term plans every decade, and last month, our URA colleagues kickstarted public engagements for this year’s edition. We are reaching out to Singaporeans, to understand their aspirations for our future city. For example, what will our future homes, our future offices and schools look like, as more of us work and learn from home more often? How should our urban infrastructure change, as e-commerce and food delivery become perhaps, more of a norm? Now granted fifty years is a long runway, and there is opportunity and space to look for bold ideas and innovations. They are bold and innovative today, but I think in 50 years’ time if we are sufficiently prescient, these may well be needed innovations and changes. So please sign up for one of these sessions, share your thoughts with us, whichever department you come from.
\n
\nWe are also working hard to make Singapore an even more inclusive society. We have seen how other cities and other countries have gone ahead of us, in terms of maturity and in terms of development. How they have been shaped by invisible forces, both economic and societal, and how they have challenged the society, the idea of cohesion and unity, and challenged the formulation of common identities. We want to ensure that we buck the trend and form strong bonds with one other regardless of our backgrounds. And that is why our HDB colleagues will launch public housing in prime locations like the city centre, so that more Singaporeans can enjoy living in these areas, and these areas don’t become exclusive estates that only the wealthy can afford. We are also doing our best to combat social inequalities, and help families in rental flats progress in their lives – and that is thanks to the hard work and close support by HDB’s dedicated Home ownership Support Team, and by better coordinating our housing support with other agencies such as MSF and community groups, through initiatives such as ComLink. New housing typologies, like the Community Care Apartments, will also help to take care of the needs of different groups of Singaporeans, like our seniors.
\n
\nAt the same time, as part of the Singapore Green Plan 2030, MND is striving to make Singapore more sustainable and liveable as a city. Our BCA colleagues are pushing for more of our buildings to be a lot greener – by mandating higher energy performance requirements, as well as more sustainable construction practices, like the use of less carbon-intensive material. Our NParks colleagues are actively transforming Singapore into a City in Nature – not just to balance nature and development, but to integrate nature into the heart of our city, so that we can enjoy nature right at our doorsteps. In fact, just a few days ago, NParks announced that we will introduce two new nature trails that will run through Clementi Forest, as part of the Clementi Nature Corridor. All of us can play a part in these sustainable efforts – by using less electricity in our daily lives, or recycling more, or even sign up for one of NParks’ programmes to help protect our natural environment. Plant more trees, for instance, as part of our OneMillionTrees movement.
\n
\nAnd there are many other things our agencies and departments are working on – from CEA’s efforts to transform the real estate industry, to CLC’s efforts to bring together city leaders to exchange good ideas, and to keep Singapore at the top of mind of intellectual and thought leaders around the world.
\n
\nConclusion
\n
\nSo this is an exciting time for MND family, for all of us; challenging times, no doubt, but exciting times, with many initiatives on different fronts. And we are pushing well ahead.
\n
\nAnd as we continue to build our future Singapore, we will need to collaborate even more closely, across a wider range of stakeholders – both fellow agencies, private sector partners, volunteer and ground-up groups, and members of the community. This is the essence of the Singapore Together movement, which every department should embody.
\n
\nI invite all of you to be part of this journey – whether in your day-to-day work as an MND officer, or by lending your support to one of MND’s many initiatives, or by contributing in other ways in your local community.
\n
\nEach generation before us has helped to shape Singapore into what it is today. And now it is our turn to steward our island and our city, make it even more resilient and sustainable for our children and their children.
\n
\nSo once again, Happy National Day. Stay safe and take care. Thank you.
Question No: 214
Question by: Ms Hany Soh
To ask the Minister for National Development with regard to the planned Woodlands forest clearance to commence in 2026, how will the Ministry mitigate and minimise adverse impacts to the flora and fauna there, especially to the critically and endangered species.
Answer:
Mr Speaker, my response will also cover related issues raised by Ms Poh Li San, scheduled for a subsequent sitting.
Given Singapore’s tight land constraints, some vegetated sites will have to be developed to meet our land use needs that help create jobs and build new homes for Singaporeans. Such developments will be carried out sensitively, with measures in place to mitigate potential environmental impact.
JTC hence commissioned an Environmental Impact Assessment (EIA) to assess and recommend measures to mitigate potential environmental impact arising from the Woodlands Gateway development. The EIA report was reviewed in consultation with Nature Groups and published online in August 2025 for public feedback.
The EIA report recommended measures to mitigate the impact of the development on flora and fauna. These include transplanting plant species of conservation significance and implementing a Wildlife Management Plan. JTC will also integrate greenery into the development, where feasible.
Question No: 153
Question by: Ms He Ting Ru
To ask the Minister for National Development (a) what is the current total stock in square metres of office, retail, and industrial space that has remained vacant for over one year; (b) whether studies have been undertaken to investigate the prevalence and scale of persistently vacant commercial or industrial units and their impact on rental volumes and prices; and (c) if so, what are the details of the studies.
Answer:
As of June 2025, the total stock of retail, office and industrial spaces that have remained vacant for more than a year are 220,000 square metres (sqm), 440,000 sqm and 2.7 million sqm, respectively. By proportion, these figures represent 3.4%, 5.4%, and 5.0% of the total available space in each sector, and are generally comparable to pre-pandemic levels.
Question No: 68
Question by: Ms Nadia Ahmad Samdin
To ask the Minister for National Development whether the Ministry can consider including an expected child who is past 24 weeks in gestational age in the calculation of the per capita income (PCI) for the purpose of determining rental rates under the Parenthood Provisional Housing Scheme in recognition of upcoming financial responsibilities associated with childbirth and caring for an infant.
Answer:
The Parenthood Provisional Housing Scheme (PPHS) offers a subsidised housing option for eligible families, including expectant parents, while they are awaiting completion of their new HDB flat. A monthly household income ceiling of $7,000 was implemented in August 2021 to target support at families who are less able to afford renting on the open market. The PPHS rents are not differentiated based on per-capita income.
Question No: 298
Question by: Mr Pritam Singh
To ask the Minister for National Development from 2020 to 2024, how many successful applications for public rental flats are made annually by individuals undergoing divorce and separation proceedings, with a breakdown by (i) those with an interim judgment for divorce (ii) those with a deed of separation and (iii) those on a case-by-case basis, respectively.
Answer:
From 2020 to 2024, HDB approved about 6,100 requests from individuals who had either completed their divorce or separation, or were undergoing the proceedings with ancillary matters settled. An additional 186 requests were approved without their ancillary matters settled, on a case-by-case basis. The total number of approved requests each year is about 1,200 to 1,300.
HDB does not differentiate applicants who have completed their proceedings and those who are undergoing the proceedings with ancillary matters settled. HDB also does not track applications by the type of documentation submitted, and is therefore unable to provide the breakdown requested by the member.
Question No: 185
Question by: Ms Joan Pereira
To ask the Minister for National Development (a) what is the current status of the review on the Building Maintenance and Strata Management Act 2004; (b) what measures are being considered to address the issues that ageing condominiums face in maintenance; and (c) whether there are plans to require the collection of adequate sinking funds so that condominium facilities are safely maintained.
Answer:
This response will also address similar Parliamentary Questions (PQs) raised by Mr Yip Hon Weng (PQ 26) and Ms Valerie Lee (PQ 154) for subsequent sittings.
The Building and Construction Authority (BCA) is currently reviewing the Building Maintenance and Strata Management Act to strengthen self-governance and support effective estate maintenance. In particular, BCA is studying ways to address ageing infrastructure issues faced by older condominiums, as well as inadequate sinking funds to maintain or upgrade such infrastructure. The review will be completed by the first half of next year.
Question No: 191
Question by: Mr Abdul Muhaimin Abdul Malik
To ask the Minister for National Development (a) whether the Ministry has data on the number of workers covered under the Progressive Wage Model (PWM) who currently reside in public rental housing and have experienced rent increases following wage adjustments; and (b) what specific support measures are in place to cushion the impact of rental increases for these PWM workers.
Answer:
HDB does not track public rental tenants by the sectors they are employed in.
For tenants of public rental flats, including workers covered under the Progressive Wage Model, HDB will not raise their rent during the tenancy term even if there is an increase in their incomes.
As HDB rental rates are heavily subsidised, it is fair to all taxpayers for a tenant to pay higher rent when his income rises. Before any increase in rent is applied upon tenancy renewal, HDB will consider factors such as household size and living expenses to ensure that any rent increase is lower than the income increase, so that the tenants are still financially better off when they earn higher incomes.
Question No: 190
Question by: Ms Valerie Lee
To ask the Minister for National Development (a) to date, what is the number of private property owners who are given a waiver of the 15-month wait-out period after selling their private property and before buying a HDB resale flat; and (b) whether the Ministry considers changes in family circumstances, such as adequacy of space or financial circumstances, as a factor when granting the waiver.
Answer:
This Question has been addressed in the response to Parliamentary Question No 112 for oral answer on the Order Paper for 22 September 2025.
Question No: 17
Question by: Mr Kenneth Tiong Boon Kiat
To ask the Minister for National Development (a) when and why did controlled shooting for crow management cease; (b) whether there is a timeline to review reinstatement; (c) whether crow-related public nuisance and safety threats in residential estates has escalated; and (d) if so, whether the Government has a framework to address such increased nuisance and threats.
Answer:
Since 2024, NParks has removed more than 8,600 crow nests and 16,000 crows from urban hotspots islandwide. With the recent increase in pest bird-related feedback, NParks has been stepping up its multi-pronged efforts to manage the disamenities. This includes direct population control with enhanced trapping and removal methods, crow nest removal, enforcement against illegal bird feeding, and education and outreach efforts to reduce human-generated food sources.
To further mitigate crow-related disamenities, MND and NParks have been working closely with the Singapore Police Force over the past few months to resume the shooting of crows as part of our efforts to bring down the crow population.
Opening
Distinguished guests,
Colleagues,
Partners and friends from the Built Environment sector
Good evening. I am happy to join you at tonight’s awards ceremony.
Let me begin by congratulating all the award recipients this evening. Earlier, I had the chance to speak with some of you when my colleagues showed me around the exhibition panels, and am heartened by the pride and passion you bring to your projects; the innovation, the human-centric focus on how to deliver good projects for residents, and for some of you, to do so especially during the difficult COVID period. Building quality homes is very important. But beyond that, you continue to push boundaries – experimenting with new designs, embracing innovative technologies, and finding fresh ways to make our living environment even better. It is this spirit of constant improvement that keeps our public housing world-class, and ensures that each generation of Singaporeans can look forward to homes that are not only liveable, but also sustainable and future-ready.
As Meng Dui shared earlier, this year is a significant milestone for HDB as it celebrates its 65th anniversary. HDB’s story began even before Singapore’s independence, when in 1960, it took over the mission of housing a nation from the Singapore Improvement Trust. Since then, HDB, together with all our industry partners, has been central to shaping the Singapore we know today.
Close collaboration with industry partners
This close partnership has helped us to overcome even the toughest challenges. For example, HDB’s building programme was earlier impacted by disruptions caused by the COVID-19 pandemic. But HDB worked very hard with the industry to catch up with the delays, putting in place extensive measures, such as sourcing for workers overseas to overcome manpower shortages and streamlining processes to expedite approvals. Thanks to their efforts, all the pandemic-delayed projects were delivered in February this year.
With the upcoming BTO sales exercise this October, HDB would have launched 102,300 flats since 2021, exceeding the ambitious target of 100,000 that we set out to achieve by this year. This achievement was possible only because of your close collaboration, dedication and hard work by all my HDB colleagues and our industry partners. Well done, and thank you once again.
Building on this momentum, we will continue to ensure a stable and sufficient housing supply. HDB will launch another 55,000 BTO flats from now to 2027, which is a 10% increase from the 50,000 that we earlier committed to launch in this period. This will help us better meet the housing aspirations of Singaporeans in the years ahead.
Berlayar masterplan
Tonight, let me share about one of these projects in the pipeline. I am excited to unveil the Masterplan for Berlayar, a new estate within the Greater Southern Waterfront, which will be built on the site of the former Keppel Club.
The name “Berlayar” is linked to the area’s history. ‘Batu Berlayar’, which means “Sailing Rock”. It was once a prominent granite outcrop that formed a gateway with another rock outcrop on Sentosa’s shore, to guide sailors passing through Keppel Harbour. Today, we honour this heritage as we create a new gateway for urban living in the Greater Southern Waterfront.
Berlayar will be more than just a housing estate – it will be a vibrant waterfront community where nature, heritage and modern living come together. When completed, the estate will provide about 10,000 new homes, of which, about 7,000 will be public housing. The first BTO project – Berlayar Residences, will offer 870 flats for sale, when we launch it in October, next month.
Let me highlight four key features of Berlayar that make it an attractive estate.
Distinctive waterfront homes amidst lush greenery
First, residents will enjoy “Harbourfront Living Close to Nature”. Drawing inspiration from the sloping hills of Bukit Merah, the BTO projects in Berlayar will feature staggered heights that step down towards green spaces, enabling residents to enjoy scenic views of the Southern Ridges and the coast from their homes.
A wide range of green spaces and amenities
Second, we have planned for up to 10 hectares of lush green spaces within the estate – about one fifth of the estate’s total area. A 60m-wide central corridor will form part of a new park that will anchor the estate, complemented by three other green corridors linking the Southern Ridges and Labrador Nature Reserve. Together, they will provide recreational spaces for residents as well as serve as ecological corridors.
This is a result of the Environmental Impact Assessment (EIA) that we carried out to better understand the existing biodiversity and guide sensitive development, as well as engagements to gather feedback on our proposed plans from various stakeholders, including nature groups.
Beyond the park and green corridors, there will also be green spaces within the development such as roof gardens and skyrise greenery, providing residents with visual relief from urban surroundings while offering habitats for urban biodiversity. In fact, this biodiversity theme will extend to the design of the playgrounds at Berlayar Residences, which draws inspiration from the smooth-coated otters and their natural habitats.
Well-connected precincts and convenient amenities
Third, residents will benefit from Berlayar’s central location and connectivity. Most homes will be within a ten-minute walk from an MRT station, and as a car-lite estate, residents will also be able to get around easily by walking and cycling, with trails through parks and open spaces.
This is on top of the vibrant mix of amenities that will be available within the estate – from supermarkets and eating houses to preschools, clinics and community spaces.
Smart and sustainable features within the estate
Fourth, residents can look forward to smart and sustainable living in Berlayar. Homes will be designed to maximise natural ventilation and minimise heat gain. Smart initiatives will also be introduced to help manage energy, waste and water more efficiently, to enhance comfort while reducing our environmental impact.
Berlayar marks an exciting first step towards realising our vision for urban living along the Greater Southern Waterfront. It reflects our vision for the future of public housing – to provide not just roofs over our heads, but also liveable spaces where our communities can thrive.
Meeting housing aspirations of Singaporeans at all stages of life
Berlayar is just one of many new developments to come. There are many more to come. As we build more quality homes, including homes in attractive locations, we will keep these flats affordable and accessible, so that Singaporeans at every life stage can find a home that meet their needs.
Improve accessibility for homebuyers
First, we remain committed to supporting first-time homebuyers. We have enhanced priority access for first-timer families by introducing the First-Timer (Parents and Married Couples) category, and enhanced singles’ access to 2-room Flexi BTO flats across the island. For second-timer families, we have increased the allocation quota of 3-room and larger BTO flats for these families by 5%-points since the July 2025 BTO sales exercise. This will support their upgrading aspirations and right-sizing plans.
We are also building more, faster, and in different parts of Singapore, to meet Singaporeans’ housing needs. Besides the Greater Southern Waterfront, we will also be building homes in new areas like Mount Pleasant, Woodlands North Coast and Sembawang North.
We are also building more Shorter Waiting Time (SWT) flats. These flats have waiting times of less than three years. This year, we will launch 4,500 SWT flats, exceeding our target of 3,800 by almost 20%. And over the next two years, we will launch about 4,000 of such flats yearly. This is more than one-third higher than the annual target of 2,000 to 3,000 SWT flats which we committed to earlier. This will benefit our buyers, especially those with more urgent housing needs. To be able to meet all these targets to build more, build in more places, and build faster, we need to work closely with all of you. Thank you to HDB colleagues for the hard work that they have put in, and to our industry partners for the strong collaboration. It is only with your help and support that we can deliver all these flats to meet the housing aspirations of our people.
Experiment with white-flat layout for greater flexibility across life stages
Second, we will continue to give buyers greater flexibility to design and personalise their flat based on their needs and preferences. We launched our pilot White Flat project at Crawford Heights last year, where homeowners were given an open-concept design with seamless living and bedroom spaces, to adapt their space as their needs change. Next month, we will be offering more White Flats at the first BTO project to be launched at Mount Pleasant.
Support housing needs of seniors
Finally, as our population ages, we will support the housing needs of seniors. We will provide more Community Care Apartments, which combine senior-friendly housing with care arrangements. This complements our efforts to build Age Well Neighbourhoods, which will support seniors who prefer to age in their existing homes. These initiatives will allow seniors to age independently and with dignity, within their communities.
Conclusion
Tonight’s awards are not just about celebrating excellence in design, engineering, and construction. They are about celebrating people – all of you here who care deeply about creating homes, shaping communities, and building a Singapore that future generations will be proud to call home.
Together, we are not only building flats, but also nurturing communities where children can grow, families can flourish, and seniors can age with dignity.
With your continued partnership, I am confident that we will keep raising the standard of housing and community living in Singapore.
Congratulations once again to all our award recipients. I wish everyone a wonderful evening ahead. Thank you.
","image":null,"url":"speech-by-minister-chee-hong-tat-at-the-hdb-awards-ceremony-2025","article_type":"e45b3aaf-3de0-4c98-922a-d5ad73ab5c0b","is_visible_home_page":true,"is_featured":false,"article_date_time":"2025-09-22T16:00:00.000Z","publish_on":null,"unpublish_on":null,"is_scheduled":false,"tags":[]},{"id":"1e6c93b5-6c9f-4a2e-83d5-afeeb1302ec6","status":"published","sort":89,"user_created":"376a5171-b308-4f42-881c-23e41db2d349","date_created":"2025-10-14T06:51:33.279Z","user_updated":"2281b0d3-7bc6-41b6-a1f2-a858fe9788a4","date_updated":"2025-10-23T09:32:20.524Z","title":"Written Answer by Ministry of National Development on factors determining the removal allowance for residents affected by HDB’s Selective En-bloc Redevelopment Scheme","content":"Ms Nadia Ahmad Samdin: To ask the Minister for National Development (a) what factors are taken into consideration in determining the removal allowance for residents affected by HDB’s Selective En-bloc Redevelopment Scheme; and (b) whether the current removal allowance of $10,000 can be re-evaluated given rising cost pressures.
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\nAnswer:
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\n1 Under SERS, flat owners are compensated for their existing flats based on the prevailing market values at the time of the SERS announcement. In addition, they receive payment for reasonable expenses, comprising a removal allowance of $10,000 per flat, and stamp and legal fees for the purchase of a replacement flat that is assumed to be equivalent in value to their SERS flat.
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\n2 Before the announcement of a SERS site, HDB reviews the entire benefits package holistically. In reviewing the removal allowance, we consider factors such as the cost of engaging movers, which is typically between $300 and $500 per truck load. To minimise the need for renovations, flat owners can opt in for fittings and fixtures to be installed in their new flat under the Optional Component Scheme (OCS). The cost of the OCS will be incorporated into the flat price, which can be paid via CPF monies and/or the housing loan, thus reducing the cash outlay needed for renovations. We continue to monitor the costs closely and will review the grant as and when needed.
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\n3 The Land Acquisition Act provides for SERS flat owners to appeal to an independent Appeals Board if they have concerns over the reasonableness of the compensation for their SERS flat and/or the payments for reasonable expenses.
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Let me elaborate.
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Lactation Facilities
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Inclusive Workplace Culture
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Conclusion
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","image":null,"url":"reply-by-2m-indranee-rajah-in-response-to-adjournment-motion-by-mp-mr-louis-ng-kok-kwang-on-a-more-inclusive-workplace-for-breastfeeding-mothers","article_type":"6205d51a-0cca-46f6-b821-55a114dad635","is_visible_home_page":false,"is_featured":false,"article_date_time":"2022-08-02T12:00:00.000Z","publish_on":null,"unpublish_on":null,"is_scheduled":false,"tags":[]},{"id":"7f80ba3c-892d-496e-bdad-99c90fbdff70","status":"published","sort":91,"user_created":"376a5171-b308-4f42-881c-23e41db2d349","date_created":"2025-10-14T06:56:27.873Z","user_updated":"2281b0d3-7bc6-41b6-a1f2-a858fe9788a4","date_updated":"2025-10-23T09:32:20.666Z","title":"Speech by 2M Indranee Rajah at the Huttons Annual Congress 2021","content":"
Good afternoon and thank you for inviting me to join you at the Huttons Annual Congress today.
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\nSingapore’s economy has been badly hit by the COVID-19 pandemic. Singaporeans and businesses have worked closely with the Government to weather the economic impact and keep ourselves as safe as possible. However, the pandemic situation is far from over and many countries are facing new waves of infection due to the new and more virulent COVID-19 virus variants. We are not yet out of the woods, and while we continue to navigate this economic turbulence, we need to focus also on industry transformation so that we can emerge stronger from these challenging times, and emerge stronger together.
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\nRaising Professionalism
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\nIn this regard, I’m very heartened by the resilience of our real estate agencies and agents. The real estate industry has continued to digitalise and innovate. Our next step is to make sure individual agents can keep up with the pace of transformation – human capital needs to match digital capital. CEA introduced the SkillsFuture Study Award for the Real Estate Agency Industry in 2018 to support property agents like yourselves in taking courses to upskill. The 2021 SkillsFuture Study Award is now open for application. So if you meet the eligibility criteria, please do apply for the award.
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\nMore broadly, we are looking to enhance the Continuing Professional Development (CPD) ecosystem to equip agents with the necessary knowledge and skillsets to be professional, future-ready agents. In this aspect, CEA will be embarking on a joint study with the industry to advance and enhance professionalism for the real estate agency industry. I would like to thank Huttons for your support in contributing to this joint study, and also to acknowledge your efforts in investing resources to develop new courses for your agents.
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\nApart from this, raising professionalism, and inspiring consumer confidence and trust in the real estate agency industry continues to be a priority, and this must be done by and with the whole industry. This requires property agencies, property agents and industry associations to work together. On this note, almost 300 estate agencies representing more than 90% of agents have signed the Estate Agents Pledge since it was launched last year, as a sign of their commitment to delivering professional and trusted service to their customers. And this of course includes Huttons. So thank you very much.
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\nMaintaining a Stable & Sustainable Property Market
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\nBeing directly involved in the property market, you would know that the property market has remained buoyant. While this is good for the real estate industry, the Government’s position has always been that property price increases should be sustainable and shouldn’t run ahead of economic fundamentals. Critically, Singaporeans should not purchase beyond what their own income can support and should maintain financial prudence in their property purchases. Buying a home is likely to be the single largest purchase for many Singaporeans, and there will be significant financial and social implications if home buyers are unable to fulfil their mortgage loan repayments due to loss of income or a rise in interest rates. The need for financial discipline is especially pertinent now, given the uncertain economic outlook. Property agents play an important role in providing balanced and sound advice to your clients, so that they can make informed decisions and exercise caution in their property purchase and buy within their means.
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\nI would like to highlight two property agents from Huttons who have demonstrated professionalism when engaging with their clients.
","image":null,"url":"speech-by-2m-indranee-rajah-at-the-huttons-annual-congress-2021","article_type":"e45b3aaf-3de0-4c98-922a-d5ad73ab5c0b","is_visible_home_page":true,"is_featured":false,"article_date_time":"2021-08-05T10:00:00.000Z","publish_on":null,"unpublish_on":null,"is_scheduled":false,"tags":[]},{"id":"e4a61e7c-0519-4abe-89c4-b67ecd3a37eb","status":"published","sort":92,"user_created":"376a5171-b308-4f42-881c-23e41db2d349","date_created":"2025-10-14T06:32:38.220Z","user_updated":"2281b0d3-7bc6-41b6-a1f2-a858fe9788a4","date_updated":"2025-10-23T09:32:20.736Z","title":"Written answer by Ministry of National Development on quantifying potential cost impact of new fixed installation plan submission requirement on lift modernisation projects","content":"
Question No: 221
Question by: Mr Abdul Muhaimin
To ask the Minister for National Development (a) whether any study or assessment has been commissioned to quantify the potential cost impact of the new fixed installation (FI) plan submission requirement, starting 1 October 2025, on lift modernisation projects; (b) if so, what are the key findings; and (c) how will these inform support measures for Town Councils and other lift owners to manage possible cost increases.
Answer:
The new requirement for lift plan submission aims to have lift installations properly reviewed by qualified professionals before works start. The additional cost of engaging Qualified Persons to submit lift plans could range from 0.5% to 2% of the total installation cost for lifts, estimated to be about $500 to $2,000.
To streamline the application process, BCA will allow all lift owners, including Town Councils, to submit a single application for works relating to the same lift design or same modification work to lifts across different locations.
Question No: 153
Question by: Ms Valerie Lee
To ask the Minister for National Development (a) what are the steps that the Ministry takes when engaging stakeholders on reclamation projects that may have potential ecological consequences; and (b) how are such stakeholder groups identified.
Answer:
Under Singapore’s Environment Impact Assessment (EIA) framework, reclamation projects with potential ecological or trans-boundary impacts are required to undergo detailed environmental studies to assess the potential impacts on our coastlines and marine environment, and to develop appropriate mitigating measures. These studies take into account surrounding habitats that may be affected by the works.
Developing agencies will engage stakeholders such as nature groups, academics and researchers, for feedback on the environmental study’s scope, findings and proposed mitigation measures. Interested members of the public can also view the environmental study report and share their feedback with developing agencies when the EIA is publicly disclosed. Such studies and engagements are done early in the planning process, so that inputs can be incorporated in the reclamation and development plans before implementation.
Mr Chua Kheng Wee Louis: To ask the Minister for National Development with regard to the 70 Lim Chu Kang farms that have their leases extended till July 2022 and February 2023 (a) how many farms have been successful at securing a replacement site; (b) whether any financial and non-financial support has been extended to these farms to help with their relocation and, if so, what are they; and (c) what is the expected date for the commencement of development works at the sites for military use.
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\nAnswer:
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\n1 The western part of Lim Chu Kang, which includes vacant land and farm sites, will be needed for the Singapore Armed Forces’ operational and training purposes. The development works will take place in two phases. One phase will commence later this year and the other phase will commence next year.
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\n2 Since 2014, the affected farms have been informed that their leases will not be renewed after they expire. Since then, agencies have provided many forms of support to help the affected farms relocate. For example, SFA has facilitated the food farms in tendering for new agri-land plots and other spaces such as rooftop urban farms or industrial spaces, and worked closely with the farms on their transition plans. NParks has also engaged the non-food farms regularly to guide them in tendering for replacement sites, or to move indoors into industrial space where possible. Funding support has also been provided to facilitate the adoption of technology and innovative solutions to enhance their productivity and modernise their operations, as part of their relocation. Agencies have also expedited regulatory approvals for farms that are transiting to new farm plots. We have also provided multiple lease extensions to facilitate the tenants’ participation in various land tenders and to give the farms more time to plan and execute their relocation plans.
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\n3 The Singapore Armed Forces needs the land for military training, to replace military training land that had been given up for the development of Tengah New Town. The development plans for the affected area cannot be delayed any further.
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\n4 Of the 70 affected farms, eight farms have vacated and returned their plots to the State, and 62 farms currently remain in the affected area. Of these 62 farms, 24 farms have successfully secured replacement sites and are in the process of relocating their farms. The remaining 38 farms say that they are still in the process of looking for a replacement site or are winding up.
Ms Mariam Jaafar: To ask the Minister for National Development (a) what is the current number of applications for a HDB Loan Eligibility (HLE) letter made by Singapore citizens with spouses holding Long-Term-Visit-Passes (LTVP) who do not have a CPF account; and (b) whether the income of the spouse holding a LTVP is factored into the housing loan quantum indicated in the approved HLE letter.
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\nAnswer:
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\n1 An HDB Loan Eligibility (HLE) Letter advises flat buyers on their eligibility to take an HDB housing loan, and the loan quantum that they are eligible for. From Jan 2022 to Jun 2022, HDB received an average of about 400 applications per month for an HLE letter from Singapore citizens with a non-resident spouse. HDB does not keep track of the type of work passes held by the non-residents.
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\n2. In determining the loan quantum to be indicated in the HLE letter, HDB only considers flat buyers’ incomes because they are the borrowers who will need to service the mortgage loan. The incomes of all occupiers are not considered, regardless of their citizenship and relationship with the flat buyers. Nevertheless, HDB does consider appeals to include an occupier’s income for the computation of the HDB housing loan quantum on a case-by-case basis.
大家好。我很荣幸今天能够和大家一起见证《第五届世界智能大会》的开幕。
\nI am very happy to attend the opening ceremony of the 5th World Intelligence Congress today.
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\n受到疫情的影响，我无法亲身到现场。不过，科技的发达，让我能够通过网络，和来自中国，包括天津市，以及世界各地的合作伙伴、企业家和专家们共聚一堂，推动知识分享、共同进步。
\nDue to the ongoing pandemic, I am unable to attend the event in person. However, with advancements in technology, I am joining you virtually with our partners, entrepreneurs and experts from China, including Tianjin, and from around the world, as we promote the sharing of knowledge and make progress in this domain together.
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\n今年大会的主题提到了《赋能新发展、智构新格局》。通过创新与科技，我们的确是能够克服种种挑战、制造新做法与新发展的机会、促进城市达到更高质量可持续的发展，让人民的生活更加美满。
\nThe theme for this year’s Congress is “New Era of Intelligence: Empowering New Development, Fostering New Pattern”. Through innovation and technology, we can overcome challenges, create new solutions and development opportunities to promote quality and sustainable urban development, and improve the lives of our people.
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\n接下来， 我将以英语继续发言。
\nI will continue my speech in English.
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\nLeveraging on innovation and technology to find new ways to overcome challenges to meet the needs of citizens
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\nThe World Intelligence Congress is an excellent opportunity for like-minded partners, businesses and experts to exchange ideas on using technology to improve our people’s quality of life.
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\nLet me briefly share two experiences from Singapore, on how we have sought to overcome our challenges with innovation and technology, and ensure that we develop sustainably. One on water, and another on public housing.
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\nSingapore is one of the most water-stressed countries in the world. Long-term planning and technology have enabled Singapore to build a diversified and sustainable water supply from four water sources – also known as our Four National Taps (water from local catchment, imported water, NEWater, and desalinated water).
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\nFirst, with good land use planning, we were able to turn two-thirds of Singapore into a water catchment to collect rainwater, and channel them to our reservoirs. We also have two separate systems to collect rainwater and used water. Second, we harnessed technology, starting water reclamation studies in the 1970s, before membrane technology became cost effective in the 1990s. After extensive test and studies in the 2000s, we introduced NEWater – which is Singapore’s own brand of ultra-clean, high-grade recycled water.
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\nIn addition, we invested continually in desalination technologies, and opened our first desalination plant in 2005 when advancements in technology made desalination viable and more affordable. Both NEWater and desalinated water are important weather-resilient sources that can cushion our water supply against dry weather.
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\nSingapore’s water story continues with a smart roadmap to digitalise the water system to improve operational excellence and meet future water needs. Our national water agency uses robotics and artificial intelligence to monitor water in our reservoir and desalination plants, and smart water meters and sensors that help in early detection of leaks, and reduce water wastage.
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\nFor households and businesses, smart water meters will provide timely information on their water usage, high usage notifications as well as suspected leaks. Based on past trials, households reported an average of 5 per cent water savings because they adopted good water-saving habits, and they were also able to fix leaks early. The first 300,000 smart water meters will be installed in households and businesses from early 2022, before we review for nationwide implementation.
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\nNow let me move on to talk about the role of technology in providing good and affordable homes for Singaporeans. In the 1980s, we started investing in precast and prefabrication technology to meet the growing demand for public housing. Fast forward a few decades later, we automated our precast systems and our government agencies are now working together to drive smarter construction through the development and adoption of 5G-enabled robots and drones. We will continue to build on technology and innovation, to improve productivity and enhance safety at construction sites.
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\nBeyond construction, we are also using technology to improve the quality of the living environment for our residents. We are currently developing two new public housing developments1, where smart and green initiatives are planned and designed from the onset. For example, one new town will feature centralised cooling systems, and use technology to optimise energy use and promote energy conservation. These will not only help residents to lower their carbon footprint, but also reduce costs.
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\nBuilding a model for smart and sustainable urban development through international cooperation
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\nInnovation and technology will continue to help us find sustainable solutions to improve the lives of our people. To this end, Singapore has been working with Tianjin on the Sino-Singapore Tianjin Eco-city, a Government-to-Government project between our two countries, bringing our experience and expertise together to build a model for smart and sustainable development.
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\nI am pleased to announce that Keppel Land China, in collaboration with the Eco-City Administrative Committee, is launching the Eco-city’s Seasons Smart Vibrant Precinct at this year’s World Intelligence Congress. The Seasons Smart Vibrant Precinct will make use of technologies such as 5G, Artificial Intelligence of Things, big data and augmented reality, to enhance the urban living experience in areas such as senior living and well-being, community services, public amenities and neighbourly interactions.
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\nFor example, the Precinct’s Integrated Operations and Management Control Centre provides real-time data analysis and status updates to the estate’s facility management, public security and community management teams, so that they can provide better and more timely services to residents. Through the Precinct’s volunteers platform, elderly or disabled residents can indicate their different needs, such as for repair works, hairdressing, or buying groceries. The platform will then connect them with volunteers in the community. This platform also tracks and measures the impact of volunteer programmes in the Eco-City, which can be used to improve future community programmes.
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\nConclusion
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\nThe Smart Vibrant Precinct is just the latest example of the positive impact that has come about from the close cooperation between Singapore and China in the Eco-City. Building on this strong foundation, the World Intelligence Congress provides a valuable platform for our friends from all over the world to learn from one another, and to showcase the many good efforts in using technology to overcome challenges. I wish everyone a fruitful exchange of ideas at the Congress, including the Eco-city Forum organised by the Eco-city on smart city development, and how to use innovation and technology to improve the quality of life in our cities.
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\nFinally, I would like to wish the Congress every success.
Question No: 119
Question by: Mr Dennis Tan Lip Fong
To ask the Minister for National Development whether HDB can consider setting up a smaller satellite service office in the Hougang area for the convenience of residents living in the vicinity who require physical face-to-face services with staff and beyond e-kiosk services, after the closure of its office at Block 814 Hougang Central.
Answer:
The HDB Hougang Branch was closed on 1 Sep 2025 to facilitate the development of the mixed commercial and residential site at Hougang Ave 10 / Hougang Central
To ensure continued service for residents, HDB has implemented several measures.
First, HDB has opened a 24-hour e-Lobby at the ground floor of Block 806 Hougang Central. HDB has also set up e-Lobbies in Bukit Panjang in 2018 and Queenstown in 2022. The e-Lobby is equipped with self-help machines such as HDB e-Service kiosks for residents to access HDB services and complete transactions such as mortgage and rental payments. These services are also available on the HDB InfoWEB and Mobile@HDB app.
Second, to guide residents in using these e-services, as a transitional measure, HDB has stationed a service ambassador at the e-Lobby until Oct 2025. We will continue to monitor the situation, and may consider extending the availability of the service ambassador, if there is a need to do so.
Third, for complex transactions or transactions requiring wet-ink signatures to be made in person, residents can book an appointment at the Sengkang Branch located at Rivervale Plaza, which is accessible by train and multiple bus services.
We recognise that some residents may have accessibility needs or face exceptional circumstances. For these residents, they may reach out to HDB directly to be served in-person at the Hougang e-Lobby.
","image":null,"url":"written-answer-by-ministry-of-national-development-on-proposal-for-set-up-of-smaller-satellite-hdb-service-office-in-hougang","article_type":"070db44d-d038-4bbe-af74-93f0eb057cd6","is_visible_home_page":true,"is_featured":false,"article_date_time":"2025-09-21T16:00:00.000Z","publish_on":null,"unpublish_on":null,"is_scheduled":false,"tags":[]},{"id":"21b8cc1f-fc64-482a-ad53-03f8809ec502","status":"published","sort":99,"user_created":"376a5171-b308-4f42-881c-23e41db2d349","date_created":"2025-10-14T06:32:48.564Z","user_updated":"2281b0d3-7bc6-41b6-a1f2-a858fe9788a4","date_updated":"2025-10-23T09:32:21.015Z","title":"Opening Address by 2M Indranee Rajah at the Building Singapore Festival","content":"I am delighted to join all of you this morning at the inaugural Building Singapore Festival. The Festival showcases what our Built Environment professionals do and how their efforts impact and shape the way we live, work and play.
The Built Environment sector (or BE sector in short) forms the backbone of Singapore’s physical landscape, encompassing all the man-made infrastructure such as buildings, roads, utilities, and public spaces that we use daily.
Taskforce Recommendations to Uplift the Sector
We have ambitious long-term infrastructure plans, such as the Long Island, Greater Southern Waterfront, Changi Terminal 5, to ensure that Singapore remains a global city and an endearing home.
To turn these complex developments into reality, we need capable and passionate BE professionals. Last year, we formed the Taskforce for Architectural and Engineering Consultants to uplift the professions and ensure that they remain attractive to aspiring architects and engineers. Mr Chaly Mah, Chairman of Surbana Jurong Group, co-chairs the Taskforce together with me. The Taskforce also includes representatives from industry firms and associations, Institutes of Higher Learning (IHLs) and public agencies.
Over the past year, we engaged more than 400 stakeholders, including students, in-service professionals and industry leaders to hear their concerns and suggestions. I am happy to announce that today, we are launching our Taskforce report. Let me highlight some of the key recommendations
Making BE Careers the Careers of Choice
First, we want to inspire the younger generations to join the BE professions to become architects and engineers. A career in the BE sector is one which has lasting impact. Their imprints can be seen all around us – be it our towering skyscrapers, underground infrastructures or our homes.
While the Taskforce observed that many students aspire careers that can make tangible impact on society, many were less aware about the unique opportunities a career as an architect or an engineer can provide. Hence one key recommendation is for firms and our IHLs to co-develop an enhanced internship programme, aptly named ‘INSPIRE’.
This internship will benefit participating firms and students alike. It will have a longer internship period for more practical learning outcomes. Interns will be exposed to real-world projects and be able to put their knowledge into action. They will also be paired with mentors to guide them at the workplace and their future careers pathways.
Ms Sabrina Mahbub, a final year architecture student at NUS, recently completed her internship with architectural firm, Aedas. Sabrina was able to take part in real-life projects under the guidance of a dedicated mentor. Through her experience, she learned about the responsibilities of a practicing architect, including design, coordination and client management. She honed new skills such as 3D modelling, and uncovered her interest in project management. This allowed her to gain clarity on viable future career pathways. Most importantly, she saw how her efforts contributed to tangible outputs for the built environment.
The Taskforce also highlighted the importance of having competitive salaries to attract talent. We are glad that many industry heavyweights, including DP Architects, Beca, Arup, and Surbana Jurong, have heeded the call. They have committed to hosting interns under the INSPIRE programme, and will offer higher starting salaries to successful interns who eventually join the firms.
To ensure that our BE students can meet the industry’s future needs, the Taskforce also recommends our IHLs to continually update their curriculum. For instance, the NUS College of Design and Engineering has included elements of sustainability and the circular economy into its curriculum. Students will also learn about cutting edge topics, such as predictive methods for assessing infrastructural health and lifespan, and technologies that transform waste into building resources.
I encourage students to participate in the INSPIRE programme, to experience first-hand what architects and engineers can really do. And be ready to make your own mark on Singapore and the world.
Growing a Dynamic & Progressive Sector
The Taskforce also recommends that the industry capitalise on new technologies, such as Generative AI, to transform how architects and engineers can work more effectively.
Take for example, Architect Pan Yi Cheng from Type0 Architecture. Rather than developing all the architectural models from scratch, he uses computational design and AI tools to generate them and finetune design ideas. And instead of sharing multiple design versions with other project parties, he uses a common digital space for real-time collaboration. This puts everyone on the same page and reduces duplicative work.
These technological enhancements empower our professionals to minimise mundane administrative tasks, so they have more time to think creatively and explore innovative solutions to complex challenges.
Fostering Sustainable Businesses
Next, we want the BE sector to be better positioned to invest in human capital, offer competitive remuneration, and drive long term growth. However, the Taskforce has received feedback that some companies fee-dive to secure work. This creates an unhealthy business environment where firms prioritise winning contracts through low prices, instead of competing on quality. This ultimately limits firms’ ability to pay competitively and invest in their workforce.
To steer firms away from such unsustainable price competition, the Taskforce recommends both public and private sector buyers to continue emphasising quality-based procurement. For example, the Government will update our procurement evaluation criteria to further disadvantage bids that are too low, and disincentivise fee-diving.
The Taskforce also recommends consultants and their clients to use the Value Articulation Frameworks developed by SIA and ACES. This tool provides a structured approach for consultants to demonstrate the value of their services and justify their fee proposals to their clients.
These efforts will create more sustainable business environments that are conducive for firms to thrive.
Building a Culture of Appreciation, Respect and Empathy
We must also ensure that the working experience in the BE consultancy sector is rewarding and meaningful. Building the future of Singapore entails much hard work and working with many stakeholders behind-the-scenes. But with a little bit of care, we can improve workplace well-being and engender a more collaborative environment, for our BE consultants to flourish.
This is why the Taskforce has developed a BE Charter for Appreciation, Respect and Empathy, or BE CARE, in short. The charter provides best practice guidelines that project teams and firms can adopt to develop more collaborative relationships amongst teams and strengthen workplace culture. 34 firms, including GuocoLand, CapitaLand Development, JTC, and PUB, have committed some of their projects for the implementation of BE CARE, and will progressively explore implementing the charter within their organisations. This underscores the sector’s collective commitment to making the BE sector a great place to work in.
The Taskforce also recommends service buyers and society at-large, to better recognise and appreciate our BE professionals for their hard work. Through simple gestures, such as featuring the BE consultants who had worked on particular projects when profiling completed projects, we can express our thanks to the hours of hard work that made the building possible.
The active turnout of Singaporeans from all walks of life for this Festival is another way by which we honour our BE professionals for their invaluable contributions to Singapore.
Leveraging TACs to Strengthen Firm Capabilities
Last but not least, the Taskforce advocates for the BE Trade Associations and Chambers (TACs) to build stronger in-house capabilities and provide transformation support to their member firms. This includes competencies in areas such as sector branding, talent outreach, technology adoption and HR.
For instance, our BE TACs have partnered with the Institute for HR Professionals to help firms uplift their HR and career development support capabilities. Firms can assess their HR areas for improvement and introduce best practices to close any gaps.
I am heartened that some progressive firms have embarked on their HR transformation journey. ECAS Consultants, for example, used the Human Capital Diagnostic Tool (HCDT) to gain insights on improvement areas, and has introduced comprehensive talent development and competency frameworks. These initiatives provide clear pathways for staff’s career growth and skills upgrading.
Our TACs have the potential to amplify their impact and catalyse long-term growth of the sector. I call upon the TACs to work and pool resources together to make this a reality.
In conclusion, let me say, throughout the Taskforce’s engagements, we witnessed the unwavering commitment of various industry stakeholders, coming together to improve the attractiveness of BE professions and nurture a strong pipeline of talent. I would like to extend my heartfelt thanks to everyone for your dedication in making a difference to the BE sector.
To all our parents and younger ones here, the BE sector is one with exciting and meaningful opportunities. All the familiar and beautiful structures and spaces around us that we see in Singapore every day, are the results of the hard work by generations of BE professionals. Their work has continued long beyond the time that they have actually spent working for some of them.
The future of our built environment is for the younger generation to imagine. Some of the young ones may actually be designing and dreaming a Singapore of the future. So I can’t wait for some of you join us on this journey to make our mark and shape the future of Singapore.
Thank you all very much, and please enjoy the Festival!
Mr Gan Thiam Poh: To ask the Minister for National Development (a) in the last five years, how many HDB flat owners have breached HDB's terms and conditions for the renting out of their rooms; (b) what are the common reasons provided for breaching these terms and conditions; (c) whether appeals are made against HDB's revocation of the rental approval due to the breach; and (d) if so, how many appeals have been successful.
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\nAnswer:
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\n1 Owners of 3-room and larger HDB flats are allowed to rent out their spare bedrooms for rental income, subject to the prevailing terms and conditions, such as the occupancy cap and whether the tenants are allowed to rent HDB rooms. Flat owners must obtain prior approval from HDB to rent out their bedrooms, and inform HDB of any changes made to the tenancy records, such as a change of tenants or early termination of tenancy, for the duration of the approval.
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\n2 Between 2017 to 2021, HDB approved about 456,000 applications from flat owners to rent out their bedrooms. Of these, 41 approvals, or less than 0.01% of approved applications, were later revoked as the owners had breached the terms and conditions governing the renting out of bedrooms. The most common reasons include failure to update HDB on subsequent changes of tenants and exceeding the occupancy cap.
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\n3 Owners who have their room rental approvals revoked may submit a fresh application for bedroom rental if they meet the terms and conditions to do so, without the need for an appeal.