TVM MASTERPLAN TEMPLATE DEVELOPMENT
WORKING PAPER
Text from the Singapore Plan 2018
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TOWARDS A SUSTAINABLE AND RESILIENT SINGAPORE
Singapore’s Voluntary National Review Report to the
2018 UN High-Level Political Forum on Sustainable Development
Published by: Ministry of Foreign Affairs www.mfa.gov.sg in collaboration with:
- Agency for Science, Technology and Research
- Agri-Veterinary and Food Authority of Singapore
- Centre for Liveable Cities
- Department of Statistics
- Economic Development Board
- Energy Market Authority
- Housing Development Board
- Maritime and Port Authority of Singapore
- Ministry of Communications and Information
- Ministry of Culture, Community and Youth
- Ministry of Education
- Ministry of Finance
- Ministry of Foreign Affairs
- Ministry of Health
- Ministry of Home Affairs
- Ministry of Law
- Ministry of Manpower
- Ministry of National Development
- Ministry of Social and Family Development
- Ministry of the Environment and Water Resources
- Ministry of Trade and Industry
- Ministry of Transport
- National Climate Change Secretariat
- National Population and Talent Division
- National Environment Agency
- National Parks Board
- National Research Foundation
- Prime Minister’s Office
- PUB: Singapore’s National Water Agency
- Singapore Tourism Board
- Workforce Singapore
Published by: Ministry of Foreign Affairs www.mfa.gov.sg
© COPYRIGHT RESERVED 2018 ... All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, transmitted in any form or by any means, electronic or mechanical, without the prior permission of the Ministry of Foreign Affairs.
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CONTENTS
- FOREWORD BY PRIME MINISTER LEE HSIEN LOONG 2
- SINGAPORE’S APPROACH TO THE 2030 AGENDA 3
- SDG 1 NO POVERTY 4
- SDG 2 ZERO HUNGER 7
- SDG 3 GOOD HEALTH AND WELL-BEING 10
- SDG 4 QUALITY EDUCATION 12
- SDG 5 GENDER EQUALITY 15
- SDG 6 CLEAN WATER AND SANITATION 19
- SDG 7 AFFORDABLE AND CLEAN ENERGY 24
- SDG 8 DECENT WORK AND ECONOMIC GROWTH 28
- SDG 9 INDUSTRY, INNOVATION AND INFRASTRUCTURE 31
- SDG 10 REDUCED INEQUALITIES 34
- SDG 11 SUSTAINABLE CITIES AND COMMUNITIES 37
- SDG 12 RESPONSIBLE CONSUMPTION AND PRODUCTION 43
- SDG 13 CLIMATE ACTION 48
- SDG 14 LIFE BELOW WATER 53
- SDG 15 LIFE ON LAND 57
- SDG 16 PEACE, JUSTICE, AND STRONG INSTITUTIONS 61
- SDG 17 PARTNERSHIPS FOR THE GOALS 66
- LOOKING AHEAD 70
- METHODOLOGY 71
- ANNEX: PROGRESS TRACKER 72
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FOREWORD
Sustainable development has been integral to the
Singapore Story. We are still a young nation, but we
have made much progress on the 17 Sustainable
Development Goals (SDGs) under the 2030 Agenda for
Sustainable Development, including the six SDGs which
the 2018 High-Level Political Forum on Sustainable
Development (HLPF) will review in-depth.
Since our founding, we have designed policies with longterm
sustainability in mind. We integrated nature into our
Garden City and prudently managed scarce resources
such as water and energy. We made education, including
preschool education, accessible and affordable to give
every child a strong start in life. We constantly review
healthcare policies and subsidies to support our ageing
population. Today, all Singaporeans, rich or poor, young
or old, enjoy clean air, water and sanitation, quality
healthcare and education, as well as lush greenery and
safe common spaces because of these policies.
We also pay close attention to climate change. As a
tropical small island developing state, we are vulnerable
to extreme weather patterns and rising sea levels. We
have designated 2018 as the Year of Climate Action and
taken concrete steps to tackle climate change. We will
implement an economy-wide carbon tax from 2019, one
of the first Asian countries to do so.
No single model of sustainable development works for
all countries. Each country must adopt solutions to fit
their specific circumstances and priorities. But sustainable
development is not a solo mission. It is a collective goal
and we have much to learn from each other’s experiences.
The Singapore Cooperation Programme has trained
almost 120,000 officials from more than 170 countries in
areas such as disaster management, education, health,
water, and human resource management.
Regionally, Singapore is working with our colleagues from
the Association of Southeast Asian Nations (ASEAN) and
external partners on multiple initiatives. Our 2018 ASEAN
Chairmanship themes of “Resilience” and “Innovation”
echo this year’s HLPF theme. We aim to strengthen
ASEAN’s collective resilience against common threats
such as terrorism, cybercrime, and climate change. We are
helping ASEAN economies innovate and use technology
to make ASEAN a vibrant and sustainable place to live
and work.
Internationally, we are partnering UN agencies such as
UNICEF and UN-Habitat to run capacity building courses
in water-related issues and sustainable urbanisation. We
host many international forums including the World Cities
Summit, the Singapore International Water Week and the
CleanEnviro Summit Singapore. These promote dialogue
and collaboration on sustainability issues among policymakers
and experts from governments, businesses and
international organisations.
Singapore is committed to the 2030 Agenda for
Sustainable Development. The Voluntary National Review
is a chance for us to take stock and share our progress
on sustainable development with our partners. The review
also lets us reflect on our future challenges, as sustainable
development is a continuing journey. As we implement the
2030 Agenda, Singapore looks forward to working with
like-minded partners to build a sustainable and resilient
future for ourselves and generations to come.
Lee Hsien Loong
Prime Minister of the Republic of Singapore
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SINGAPORE’S APPROACH TO THE 2030 AGENDA
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Sustainable development has underpinned Singapore’s
policymaking since our independence. As a small
island city-state, Singapore had relied on our
maritime trade as an entrepôt port. When independence
was thrust upon us on 9 August 1965, Singapore lost its
hinterland. We were almost entirely dependent on external
sources for basic needs like food, energy, and water. The
future was uncertain. Many were sceptical that Singapore
could survive on its own, let alone prosper.
Under these grim circumstances, Singapore’s pioneer team
of leaders set out to transform Singapore into a viable
nation-state. Faced with limited land and resources, our
pioneer leaders had to quickly address pressing concerns
while adopting a long-term perspective in policymaking.
They concentrated efforts in developing education,
security, infrastructure, healthcare, and housing, while
bearing in mind the need to be prudent and strategic so
as to maximise resources. To sustain our growth and keep
up with the times, successive generations of leaders made
a conscious effort to continually re-invest the resources
our economy generated into the development of human
capital, R&D, and the identification of new areas of growth.
They searched for ways to create and add value, and
focused on ensuring that our people were well-equipped
with the knowledge and skills to take on the jobs of the day.
In pursuing economic development, we have been careful
not to disrupt our natural environment. We have created
a Garden City abundant with lush greenery and clean
surroundings to make life more pleasant for people to
live, work, and play in. We chose clean energy solutions.
Today, Singapore is widely-recognised as a City in a
Garden, with nearly 50% green cover and 72 hectares
of rooftop gardens and green walls. Singapore is among
the 20 most carbon efficient countries and natural gas
generates 95% of our electricity. For our leaders, it was
no mean feat to maintain this delicate balance between
economic, social, and environmental priorities to achieve
long-term, sustainable development.
To effectively develop and implement integrated and
sustainable policies, Singapore adopts a Whole-of-
Government (WOG) approach. The WOG approach
entails the sharing of information among public
agencies, which widens agencies’ worldviews and
uncovers emergent challenges and opportunities early.
Agencies assess problems from multiple perspectives,
and better consider the spill-over effects of policy actions
and implications on each other’s plans. As challenges
become increasingly complex and cross-cutting, the
WOG approach has grown in importance and serves
as our national planning framework. To ensure greater
congruence with the Sustainable Development Goals
(SDGs), we established the Inter-Ministry Committee on
SDGs (IMC-SDG) for our Voluntary National Review (VNR)
and thereafter, to take stock of our SDG implementation
over the longer term.
We have adopted a Whole-of-Nation, bottom-up approach
to develop creative, sustainable solutions. We support
and collaborate with multiple stakeholders, to realise
desired and holistic outcomes. For example, as Singapore
works towards building a smart city, we have adopted a
people-centric approach and consult extensively with
the private sector and civil society, who supply the knowhow,
and citizens, who provide feedback for continuous
improvement. This approach also secures greater buy-in
and commitment to action by all segments of society.
This year, Singapore is honoured to hold the Chairmanship
of ASEAN. Our Chairmanship theme “Resilient and
Innovative” encapsulates our vision for ASEAN to
remain resilient in the face of growing uncertainties and
complexities. To do so, our focus is on innovation to keep
ASEAN forward-looking and adaptable. These themes
resonate with the objectives of the 2018 HLPF. This is a
prime opportunity for ASEAN to align ourselves to the
2030 Agenda.
Sustainable development is a journey. Maintaining the
momentum on this journey requires constant commitment
and attention to the landscape of opportunities and
challenges ahead, even as we celebrate our progress. The
next section of this report will feature the areas in which
we have made progress in the implementation of the
17 SDGs. However, they will also highlight the potential
challenges and opportunities we face as a country. Finally,
the story boxes provide some examples of our experience
in implementing the SDGs.
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SUSTAINABLE DEVELOPMENT GOAL 1:
End Poverty in All Its Forms Everywhere
SINGAPORE’S APPROACH TO SOCIAL ASSISTANCE
Singapore aspires towards a fair, inclusive, and caring
society – one where people of all backgrounds have
access to opportunities, where the vulnerable are
uplifted, and where everyone can look to the future with
optimism. To achieve this, we seek to create the conditions
for growth and opportunity, thereby empowering
Singaporeans to improve their lives. Complementing this
is a plethora of community-led initiatives that aim to give
those in need a helping hand. In essence, Singapore’s
approach is to foster a culture where people work hard
to earn their success and improve their circumstances in a
dignified and self-sustaining manner.
A variety of mutually-reinforcing economic and social
strategies are in place to achieve this. These are focused on
broad-based social uplifting through employment, sustained
income growth, and access to quality education, housing, and
public healthcare. We offer multiple lines of assistance, each
supporting specific needs in a targeted manner. Collectively,
these lines of assistance offer comprehensive support across
various domains. We strive to ensure that opportunities are
accessible to all through broad-based subsidies, and seek
to level the playing field from young by investing heavily in
education and early intervention. There are also social safety
nets in place to ensure that no one is left behind.
BRIGHT SPOTS
Retirement Adequacy – The Central Provident Fund (CPF) and Silver Support Scheme
The CPF was created in 1955 to provide financial
security in retirement. It has since evolved to form the
bedrock of Singapore’s social security system, providing
for the retirement, healthcare, and housing needs of
Singaporeans. Both employers and employees contribute
a percentage of employees’ monthly gross salaries to
their individual CPF accounts. From time to time, CPF
top-ups are provided to assist low-income families and
individuals in need. In addition, higher interest rates
are applied to the first S$60,000 in an individual’s CPF
account, thereby giving a boost to the savings of those
with lower balances.
The Silver Support Scheme caters to the bottom 20%
of Singaporeans aged 65 and above who have had low
incomes throughout their lives and little family support,
by providing quarterly cash pay-outs to supplement their
retirement incomes.
Employment Assistance – Workfare and Progressive Wage Model
There are several schemes to support low-wage workers by
rewarding work and individual effort, and encouraging skills
upgrading through training. For instance, the Workfare
Income Supplement (WIS)1 scheme tops up the CPF savings
and wages of older low-wage workers in their working years.
The Workfare Training Support (WTS)2 scheme encourages
skills upgrading, and the Progressive Wage Model helps
to increase wages of workers in the cleaning, security,
and landscaping sectors through skills upgrading and
improved productivity.
Subsidised Public Housing
We believe that everyone should have access to good,
affordable, and quality housing. We recognise that home
ownership is a key pillar of a strong community and gives
Singaporeans a tangible stake in the nation. To realise these,
public housing is kept affordable through Government
subsidies and the accessibility of individuals’ CPF savings for
the down payment of homes and to service their monthly
mortgage loan instalments. In addition, a range of housing
grants and schemes have been introduced over the years to
further offset the cost of purchasing a flat or financing a loan
for individuals or families in need. As a result, Singapore
boasts one of the highest home ownership rates in the
world today, with more than nine in 10 resident households
in Singapore owning their homes. Almost four in five
Singapore resident households live in public housing built
by the Housing and Development Board (HDB).
Affordable Healthcare
The Government adopts a multi-tiered approach to healthcare coverage to ensure that no Singaporean is denied access to basic healthcare due to financial difficulties. This comprises extensive subsidies in public healthcare institutions, Medisave,3 and MediShield Life.4
Patients from lower- and middle-income families will receive more subsidies based on their means-testing status. To provide our Pioneers with additional help with their healthcare costs, the Government also introduced the Pioneer Generation Package (PGP) in 2014.5
1 The Workfare Income Supplement (WIS) Scheme was introduced in 2007 to reward work by providing cash and CPF pay-outs to older lower-wage Singaporean workers and persons with
disabilities (PwDs) when they work. Employees may receive up to S$3,600 per year in WIS pay-outs, depending on their age and income. WIS is paid for each month of work; individuals
who work for more months will receive more WIS.
2 The Workfare Training Support (WTS) Scheme complements the WIS Scheme by encouraging older lower-wage workers and PwDs to upgrade their skills through training, so that they
can improve their employability and have the opportunity to earn more. WTS provides 95% course fee subsidies and a Training Commitment Award of up to S$400 a year for trainees
who have completed the required training modules.
3 Medisave is a compulsory savings scheme to help Singaporeans meet their future personal or immediate family’s hospitalisation, day surgery, and certain outpatient expenses.
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4 To provide Singaporeans with better protection against major illnesses or severe disability, Medishield Life and Eldershield are insurance schemes designed to help Singaporeans
financially through such circumstances and offer protection for life.
5 The Package helps Pioneers (i.e. Singapore citizens aged 16 and above in 1965, and who obtained citizenship on or before 31 December 1986) with their healthcare costs for life. Benefits
include additional subsidies on outpatient care, lower premiums for MediShield Life, Medisave top-ups, and S$100 cash assistance per month for those who permanently need assistance in three or more day-to-day activities.
Access to Quality Education
Education is a critical part of our efforts to ensure access
to opportunities. We have made major investments in our
preschools and school system to ensure that every child has
access to quality education and a good start in life, regardless
of income. Ministry of Education (MOE) Financial Assistance
Scheme, bursaries, and subsidies make quality education
affordable to all.
Social Safety Nets
Beyond the various government subsidies and social
transfers, we have in place social safety nets to provide
targeted assistance to individuals in need, such as financial
assistance for basic living expenses, and support for
housing and healthcare needs.
ComCare
ComCare provides assistance to low-income Singaporeans
to meet their basic needs. There are four ComCare schemes:
Short-to-Medium-Term Assistance (SMTA), Long-Term
Assistance (LTA), ComCare Interim Assistance, and Student
Care Fee Assistance. SMTA targets low-income families and
individuals who are temporarily unable to work (e.g. due
to illness, caregiving responsibilities), and those who are
unemployed and need temporary financial support while they
seek employment. LTA targets individuals who are unable to
work due to old age, long-term illness, disability, have limited
or no means of income, and have little or no family support.
Assistance such as cash grants, rental, utilities assistance,
medical assistance, and employment assistance may be
provided based on the assessed needs of the individual.
Individuals are also linked up with other services, such as
Family Service Centres (FSCs), Medical Social Workers at
Public Healthcare Institutions, Senior Activity Centres, or
affiliated agencies for further social support as needed.
Medifund
Medifund provides assistance for low-income patients who
are unable to pay their medical bills, even after receiving
government subsidies and drawing on other means of
payments. To provide more targeted assistance for the
low-income elderly and the young, Medifund Silver and
Medifund Junior were introduced.
Public Rental Scheme
Those who are unable to afford their own homes have the
option of applying for public rental flats, as a transitional
arrangement to home ownership in the longer term.
Rental costs are heavily subsidised and highly affordable
(from S$26 for a 1-room flat and S$44 for a 2-room flat).
In December 2016, we introduced the Fresh Start Housing
Scheme to help families with young children living in public
rental flats to afford their own homes.
Delivering Long-Term Results
Increase in support for the low-income Singapore continuously reviews and broadens our social safety
nets to take into account rising costs and the changing needs
of the population. Social spending as a percentage of GDP
has increased from 5.2% in 2007 to 8.2% in 2017. Scheme
coverage and support for the low-income has increased over
time. For example, the monthly household income cap for
families seeking ComCare SMTA and the quantum of support
for ComCare LTA were raised in 2014 and 2016 respectively.
The WIS and WTS schemes have been enhanced several
times, most recently in 2017. To ensure inclusive development,
we have also introduced policies focusing on early childhood
education for all, and retirement support for the elderly such
as the Silver Support Scheme.
Real incomes have grown for all income groups
In the five decades since our independence, Singapore’s
GDP per capita has increased from US$500 in 1965 to
US$55,000 in 2015. Amid this rapid economic growth,
Singaporeans experienced real growth in household
income as well. From 2007 to 2017, resident employed
households in all income groups saw real growth in average
household income from work per household member,
ranging from 24.9% to 40.9% cumulatively. Those in the
lowest 10% and 11th to 20th percentile group saw their real
per capita household income increase 30.2% and 38.7%
respectively between 2007 and 2017.
Greater coordination among stakeholders
To strengthen service delivery and make social assistance
more accessible, a network of 24 Social Service Offices
(SSOs) were rolled out across the island. Today, nine out of
10 SSO clients live or work within two kilometres of an SSO.
SSO officers’ primary responsibilities include administering
social assistance, ground sensing, planning local services,
and collaborating with community partners to facilitate the
coordinated delivery of social services in the community.
For example, SSO officers work with FSCs and grassroots
organisations to identify the needs of vulnerable groups, as
well as the strengths and resources they can harness.
Today, there are also many ground-up initiatives and
community groups who reach out to and support the
vulnerable. We will continue to engage and partner these
community groups to enhance support for vulnerable
groups and ensure that no one is left behind. Through the
“SG Cares” movement, we will mobilise volunteers and
bring partners with different resources to work with us to
care for those in need.
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CHALLENGES
Demographic Changes and Weakening Family Support
Shrinking family sizes, rising divorce rates, and more complex family structures increasingly test the strength and reliability of support based on traditional family structures.
Increasing Demands on Social Spending
Demands on social spending are expected to mount further as Singapore grapples with an ageing population. We are one of the fastest-ageing societies in the world. Today, one in eight Singaporeans are aged 65 and above. This will increase to one in four by 2030. Our resident old-age support ratio is projected to fall by almost half from 5.1 in 2017 to 2.1 in 2030. With a rapidly-ageing population, healthcare expenditure will continue to grow.
Sustaining a Culture of Self-help with the Support and Resources of the Government and Community
Despite the increase in social transfers
and strengthened social safety nets, it is
important to avoid inadvertently creating
a culture of over-dependence, which runs
contrary to Singapore’s philosophy of selfreliance.
A culture of over-dependence may also lead to abuse of our system and policies, thereby diminishing the resources
that should be allocated to those who truly
need them. We should continue to foster
the mindset of taking personal ownership
of individual well-being by providing the
vulnerable with sufficient resources, skills,
and community support to empower and
uplift themselves.
FUTURE CHALLENGES & OPPORTUNITIES
OPPORTUNITIES
Continuing to Invest Heavily in Education at All Levels and Lifelong Skills Upgrading
We will continue to invest heavily in education, including preschool
education. We expect to spend S$1.7 billion a year on early
childhood education by 2022, so that every child can have the best
start in life. We will strengthen the ecosystem of support for children
from low-income and vulnerable families through the KidSTART
pilot,6 and invest in the growth of our people through SkillsFuture.7
Ensuring Prudent Social Spending
We introduced several schemes to safeguard individuals against
large hospitalisation bills, and subsidies to meet the growing demand
for caregiving services. We have stepped up support for low-income
and vulnerable seniors. A Community Network for Seniors is also
being rolled out to strengthen coordination and collaboration
between government agencies and community-based stakeholders
to leverage each other’s strengths and resources as they reach out,
befriend, and support seniors living in the community.
More Coordinated and Effective Social Service Delivery
With the plethora of ideas and initiatives from the community
and the many support schemes available today, we will focus on
streamlining service coordination and delivery. We will strengthen
collaboration and coordination across SSOs, government agencies,
and community partners in order to provide better and more
targeted assistance.
6 The KidSTART pilot by the Early Childhood Development Agency (ECDA) started in 2016 to pro-actively identify children from low-income families and provide them with early support
for health, learning and development, as well as monitor progress during their early years. KidSTART aims to build an ecosystem of support around the child through home visitations,
community-based playgroup sessions, and enhanced support to preschools.
7 SkillsFuture is a national movement to provide Singaporeans with the opportunities to develop to their fullest potential throughout life, regardless of their starting points. It is premised
on the belief that individuals should continually strive towards greater excellence through knowledge application and experience. There are myriad initiatives under SkillsFuture,
including a credit-based scheme for every Singaporean to attend courses and training for further development.
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SUSTAINABLE DEVELOPMENT GOAL 2:
End Hunger, Achieve Food Security and Improved Nutrition, and Promote Sustainable Agriculture
ENSURING SINGAPORE’S FOOD SECURITY
Global demand for food is increasing, driven by rapid
population growth, urbanisation, and rising affluence.
Amid an increasingly complex food system, dwindling
resources, climate change, and potential geopolitical tensions,
global food supply flows are volatile and may not be able
to keep up with demand. At about 720 square kilometres,
Singapore is a small and highly urbanised city-state. Due to
competing land use needs (e.g. industrial and residential uses),
less than 1% of our land is used for agriculture and most of our
food is imported. This makes us vulnerable to fluctuations in
food supply and prices, and overseas food safety incidents.
Notwithstanding these challenges, Singapore continues to be
rated one of the most food-secure countries in the world.1 To
ensure Singapore’s food security, we adopt a holistic approach
comprising four core strategies: import source diversification,
local production, internationalisation, and stockpiling. This
involves a Whole-of-Government effort and collaboration
with industry stakeholders. In maintaining food security, our
ultimate goal is to ensure that everyone in Singapore has
access to an adequate supply of safe and nutritious food at
affordable prices in the short and long term.
BRIGHT SPOTS
Import Source Diversification
Diversification of overseas import sources reduces the
risk of reliance on a single supply source, and allows us
to ramp up supply from other sources when traditional
sources are disrupted. We are constantly on the search for
new and viable food sources, and work to keep existing
sources available, even in the face of disease or food
contamination. This is achieved by adopting a sciencebased
risk assessment approach to ensure the safety of
our food imports. As the national authority that ensures a
resilient supply of safe food, the Agri-Food and Veterinary
Authority (AVA) works closely with the industry to conduct
sourcing missions to different countries to build networks
with potential suppliers and accredit new sources. Today,
Singapore imports food from over 170 countries.
Optimising Local Food Production
Locally-produced items (e.g. fish, vegetables, and eggs)
complement our food import supplies and provide a critical
buffer in the event of disruptions to import sources. Our
local agriculture sector therefore plays a role in Singapore’s
food security.
1 According to the Economic Intelligence Unit, Singapore ranked fourth in the Global Food Security Index in 2017.
To raise local production amid competing needs for land,
energy, water, and manpower, our farms are encouraged
to explore innovations in food production, such as indoor
multi-tier farming automation and precision agriculture
via sensors and Internet of Things (IOT). In 2017, we
launched the “Farm Transformation Map” to spur sector
transformation, and worked with local producers to utilise
smart technologies and innovations to optimise the use of
space and improve productivity. This allows producers to
grow more with less by reducing reliance on manpower and
better mitigating environmental risks. Already, a number
of our high-tech farms use 70% less water and 50% less
labour while producing about six times the usual quantity
of vegetables and fish. We have also established the
S$63 million Agriculture Productivity Fund (APF)
to encourage more farmers to invest in productive
technologies and transform the agriculture sector. AVA also
provides technical assistance and training to farmers, and
conducts R&D with farms and in partnership with tertiary
and research institutes.
Internationalisation
Internationalisation opens up new markets and helps
our farms overcome land constraints in Singapore. We
therefore encourage our local farms and food companies
to venture overseas to seek opportunities. Some of our
more progressive farms have made headway in high-tech
vertical farming and fish farming systems overseas. We also
encourage these companies to re-export some of the food
produced abroad to Singapore for local consumption.
Stockpiling
Rice is a staple food in Singapore and many other Asian
countries. In order to ensure Singapore’s food security,
especially in times of crises, the Rice Stockpile Scheme (RSS)
makes it mandatory for rice importers to hold a two-month
stockpile in government warehouses. This is to ensure that
there is an adequate supply of rice in the market, and to
stabilise prices in times of short-term shortages.
Apart from national stockpiles, multilateral food stock
arrangements also provide opportunities to enhance
Singapore’s food resilience. Singapore is part of the ASEAN
Plus Three Emergency Rice Reserve (APTERR), which aims
to ensure the availability and accessibility of rice during a
regional food emergency.
Supporting Strategies – Reducing Food Wastage
The amount of food waste in Singapore has increased more
than 40% over the past decade, and accounts for a tenth of
total waste generated today. With a growing population and
increasing economic activity, this figure is expected to grow.
We have therefore placed a strong emphasis on reducing
food loss and wastage as another means of enhancing our
food security. This is done in partnership with stakeholders
across the food supply chain through a holistic food waste
management strategy. Through a publicity and outreach
programme “Love Your Food – Waste Less. Save More.” we
encourage consumers to make smart and prudent choices
in food purchase, preparation, and storage habits. We work
with local community organisations, grassroots leaders,
and stakeholders on ground-up initiatives to reduce food
waste. For students, the “Love Your Food @ Schools”
Project is a hands-on way to learn about the closed-loop
process in food waste reduction and recycling.
AVA and the National Environment Agency (NEA), together
with various industry stakeholders, have also developed
food waste minimisation guidebooks for food retail
establishments, supermarkets, and food manufacturing
establishments. These guidebooks provide case studies
and step-by-step guides to help establishments develop
food waste minimisation plans tailored to their needs.
Establishments are encouraged to adopt food waste
minimisation practices, such as reducing food waste
generation at source, redistributing unsold or excess
food, and recycling food waste. Food waste could also
be reduced through improved post-harvest management
and storage to prolong shelf-lives.
Assisting the Vulnerable
Singapore’s social safety net ensures that the basic
needs of the vulnerable are met. We have a ComCare
programme to assist low-income households to meet
their basic needs. This includes a monthly cash quantum
to cover food expenses. For households with urgent
needs, immediate assistance can be provided on the spot.
This is disbursed at various touchpoints on the ground,
such as Social Service Offices, Family Service Centres,
Citizens’ Consultative Committees, and the Community
Justice Centre. There are also various Voluntary
Welfare Organisations (VWOs) which deliver meals to
low-income families.
CHALLENGES
Impact of Climate Change
Rapid urbanisation and industrialisation on a global
scale have exacerbated the impact of climate change,
thereby threatening the farming and food production
sectors. For instance, changes in the frequency and
severity of droughts and floods could pose challenges
for farmers in sustaining their crop yields. Warmer
waters could also disrupt ecosystems, threatening
fishery supplies.
Spikes in Food Consumption
Singapore’s growing population and middle class will
increase demand and food consumption, putting
additional stress on our food supplies.
FUTURE CHALLENGES & OPPORTUNITIES
OPPORTUNITIES
Innovation and Technology to Maximise Food Production
Innovation and technology can allow our farmers to
grow more with less, be more resource-efficient, and
reduce vulnerability to environmental risks. Developing
a progressive farm sector will also help to attract a new
generation of agri-specialists to further regional food
security efforts.
New Sources and Changing Mindsets
As Singapore imports almost all of our food, we must
continue to diversify our import sources in order to
ensure a stable supply of commonly-consumed food
items, while providing buffers from external price shocks.
In addition, we must further entrench the values of
sustainable consumption and prevention of food
wastage in our populace. This includes tapping VWOs’
knowledge on preventing food wastage and educating
our young on prudent food consumption practices.
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SINO-SINGAPORE JILIN FOOD ZONE
The Sino-Singapore Jilin Food Zone (SSJFZ) in Jilin,
China is the first commercially-driven agriculture project
between Singapore and China that taps on Singapore’s
expertise in food safety and animal health management
and Jilin’s strengths in agriculture and food industries.
The SSJFZ is envisioned as a world-class, integrated, and
sustainable model food zone. It focuses on developing
an integrated value chain from agribusiness R&D, animal
and pasture input, production, processing and other
supporting industries, logistics, and sale, and aims to
provide a steady supply of safe and high-quality food.
In December 2016, the SSJFZ debuted its first product
in Singapore supermarkets – 60 tonnes of Japonica rice.
The zone is also home to other food products such as
vegetables and dairy products. Other projects in the
pipeline include an integrated pig farm project. Upon
completion of first phase development in 2021, the
integrated farm will comprise 33 farms, an abattoir, and
a high-end processing plant across 150 hectares. The
farm is expected to produce 300,000 pigs annually, with
100,000 meant for Singapore.
VERTICAL FARMING
Sky Greens is the world’s first low carbon, hydraulicdriven
vertical farm. It uses green urban solutions to
produce safe and fresh vegetables using minimal
land, water and energy. Through research, Sky Greens
developed a patented vertical farming system which
comprises multi-layer troughs in a rotating A-shape
aluminium vertical frame. The frame can be as high
as 9 metres with 38 tiers of growing troughs. Sky
Greens began commercial operations in Singapore in
2012. Today, Sky Greens produces a variety of leafy
vegetables, including Pak Choy, Lettuce, and Kai Lan.
SUSTAINABLE DEVELOPMENT GOAL 3:
Ensure Healthy Lives and Promote Well-being for All at All Ages
- 1 According to the Global Burden of Disease 2016 Study (GBD 2016).
- 2 According to the Bloomberg Global Health Index (2017) in a ranking of 163 countries.
SINGAPORE’S HEALTHCARE SYSTEM
Singapore’s greatest resource is our people. In order to
ensure the long-term sustainability and well-being of
our population, the accessibility to and provision of
quality healthcare has been our priority since independence.
Singaporeans are living longer in full health than people of
other nationalities.1 Our healthy life expectancy at birth was
73.6 years in 2016, and the highest in the world.2 This can
be attributed to several factors – the accessibility of quality
and affordable basic medical services for all, the active
promotion of preventive health programmes and medicine,
high standards of living, clean water, hygiene, and a culture
of healthy living. Singapore’s healthcare system has three
distinctive features. First, our public hospitals function as
corporate entities. Although government-owned, they have
operational autonomy for day-to-day activities for greater
efficiency and competitiveness. Second, we offer universal
healthcare coverage to all Singaporeans in the form of
the “3M” system – Medisave, Medishield, and Medifund.
Medisave is a national medical savings scheme which helps
individuals set aside part of their income to meet future
medical fees. Medishield is a basic health insurance plan
which helps to fund large hospital bills and selected costly
outpatient treatments. Medifund is an endowment fund to
help those with financial difficulties pay their medical bills.
Beyond the “3M” system, subsidies are available to keep
costs down and ensure that basic services remain affordable.
Third, there is tight regulatory supervision and control
over all healthcare providers to ensure a high quality of
healthcare services.
BRIGHT SPOTS
Accessible and Improved Health Care
Singapore has low neonatal, under-five, and maternal
mortality rates. In 2016, neonatal mortality rate was 4.8 per
100,000 live-births, and under-five mortality rate was 2.7
per 1,000 live-births. Maternal deaths are extremely rare,
with rates ranging from zero to eight per 100,000 live-births
over the last decade.
Access to sexual and reproductive health services for
women has also improved. Screening for breast and
cervical cancers, some of the most common cancers among
Singaporean women, at all governmental clinics is heavily
subsidised. A Women’s Health Advisory Committee was
also set up in 2012 to equip women with the knowledge
and skills to look after their health.
Singapore recognises that the social and healthcare needs
of the elderly are closely related to and have an impact
on their well-being. To coordinate the delivery of such
services, the Agency for Integrated Care (AIC) helps seniors
access eldercare services and works with the eldercare
sector to expand and improve services. There are several
funds available to support the elderly, such as the Seniors’
Mobility and Enabling Fund, which subsidises assistive
devices and home care consumables, and the eldercare
sector. The AIC also conducts outreach to promote active
ageing, and encourages community partners to befriend
and care for vulnerable seniors.
Control of Communicable Diseases
Given our high population density and urban environment,
it is important that we ensure Singaporeans are protected
from the most common infectious diseases. Singapore has in
place the National Childhood Immunisation Schedule (NCIS)
and the National Adult Immunisation Schedule (NAIS), which
recommend vaccinations for children and adults. The roll-out
of the NCIS has resulted in high vaccination coverage and
immunity among the population. The NAIS was recently
introduced to complement the NCIS and in recognition of
the importance of lifelong immunisation.
We have also enhanced our surveillance and response
capacities for disease outbreak management following
our experience dealing with the 2003 Severe Acute
Respiratory Syndrome (SARS) crisis and the 2009 H1N1
pandemic. In 2010, a Singapore-Field Epidemiology
Training Programme (S-FETP) was set up within the Ministry
of Health (MOH) to develop capability in conducting
epidemiological surveillance, investigation, and response
to outbreaks and other public health emergencies. In 2016,
the Healthcare Epidemiology Team was established within
MOH to strengthen the national response to outbreaks of
hospital-acquired infections, including Multi Drug Resistant
Organisms (MDROs). A National Outbreak Response
Team was also formed to rapidly mobilise public health
experts to facilitate the national outbreak response. In
addition, Singapore continuously engages the international
community at international and regional platforms such as
WHO and ASEAN to fight the global spread of disease.
ACTION PLAN FOR SUCCESSFUL AGEING
10
Control of Non-Communicable Diseases
Non-communicable diseases in Singapore accounted for
more than 80% of the local disease burden in 2016, of which
a third is attributed to cancer, ischaemic heart disease, and
stroke.3 An extensive suite of measures is in place to combat
some of the most common non-communicable diseases in
Singapore, such as diabetes and cardiovascular diseases. In
addition, several health campaigns have been introduced to
encourage positive changes in Singaporeans’ lifestyles, such
as increased physical activity and healthier eating choices.
About six Singaporeans die prematurely from smokingrelated
diseases every day. To address this concern, we
adopt a multi-pronged approach towards tobacco control,
comprising strategies such as public education, provision
of smoking cessation services, legislation controlling
tobacco advertising and sales of cigarettes to minors, and
taxation. This has helped reduce the smoking prevalence
in Singapore.
CHALLENGE
Increasing Healthcare Expenditure due to an Ageing Population
While we have thus far managed to maintain our
healthcare spending at a modest level, Singapore’s
rapidly ageing population means that healthcare
expenditures will inevitably rise. We continue to explore
innovative solutions for high quality healthcare services
at affordable cost. We also recognise the importance
of preventive care, and have been investing heavily
in health promotion, early vaccination, and screening
for diseases.
FUTURE CHALLENGES & OPPORTUNITIES
OPPORTUNITY
Innovative Medical and Health Technology and Solutions
There is a growing number of healthcare start-ups in
areas such as chronic disease management, digital
diagnostics, and consumer health and wellness. These
start-ups provide a myriad of products such as mobile
apps to connect patients and doctors, and that serve as
digital platforms for healthcare services. Singaporeans
have also proven to be relatively receptive to healthcare
technology, with four in 10 owning a health application
or gadget.
SINGAPORE’S WAR ON DIABETES
Diabetes is a major public health concern. Today, over
400,000 Singaporeans are living with the disease. The
number is projected to reach one million by 2050 if
current trends continue. In 2016, MOH launched the
“War on Diabetes”, a nationwide effort to reduce the
burden of diabetes by helping people lead diabetesfree
lives, and assist those with diabetes to manage
the condition well. These initiatives encourage healthy
living and prevention, early detection and intervention,
and better disease management. We also emphasise
public education, stakeholder engagement, and data
analytics to research and better understand diabetes
and its complications. We will organise the Ministerial
Conference on Diabetes in Singapore in November
2018, which will be attended by Health Ministers,
senior government officials, academics as well as
representatives from the World Health Organisation
(WHO), World Bank and ASEAN. We hope that the
Conference will put diabetes high on the global
agenda, and serve as an opportunity to share effective
strategies and international best practices to prevent
and manage diabetes.
11
3 Based on the Disability-Adjusted Life Years (DALYs) for Singapore estimated from GBD 2016.
SUSTAINABLE DEVELOPMENT GOAL 4:
Ensure Inclusive and Equitable Quality Education and Promote Lifelong Learning Opportunities for All
SINGAPORE’S EDUCATION SYSTEM
Singapore’s philosophy towards education is
grounded in the belief that the wealth of a nation lies
in its people. Our future growth and development
depends on the continuous renewal and regeneration of
our citizenry, building upon the past, learning from the
present, and preparing for the challenges of the future.
The Singapore education system is aimed at providing
each child with a solid foundation upon which they can
build their knowledge and skills throughout life. To this
end, it emphasises broad-based and holistic education,
bilingualism, well-trained teachers, and the integration
of information and communication technologies to aid
learning. That Singapore students emerged top in all
three categories (reading, mathematics, and science)
and in the Collaborative Problem Solving portion of the
Programme for International Student Assessment (PISA)
2015 is testimony to the strength of our education system.
We have also created a variegated education landscape
with diverse pathways so that students have access to
learning opportunities that cater to different interests,
strengths, and learning needs. Our schools also work
closely with parents and the community to create richer
learning environments and better educational outcomes.
We also recognise that learning is a lifelong journey,
especially in a global economy that is subject to rapid
change and disruption. This is why we encourage and
support Singaporeans to upgrade their knowledge and
skills at all stages of life.
BRIGHT SPOTS
Quality, Affordable, and Accessible Education for All
The Compulsory Education Act, in place since 2003, ensures
that all Singapore Citizen children above six years old must
be enrolled in national primary schools up to Primary Six. The
six-year primary school education, which is heavily subsidised,
aims to give our children a common core of knowledge that
serves as a strong foundation for further education and
training. It also provides a common educational experience
in their formative years, which builds national identity and
social cohesion. Singapore’s net enrolment and completion
rates are high. We have also achieved near-universal
secondary education. Secondary school fees are heavily
subsidised, and financial and bursary schemes are available
to those who require additional support.
Early Childhood Development
To provide a strong start for every child, we have enhanced
the quality of preschool education through several
schemes. This includes establishing Ministry of Education
(MOE) Kindergartens and developing the Nurturing Early
Learners (NEL) Curriculum. The NEL Curriculum provides
a comprehensive range of resources targeted at four to six
year olds. It also acts as a pedagogical guide for preschool
educators to understand how children learn and to design
learning activities to cater to the children’s unique needs,
abilities, and learning styles.
Post-Secondary Education
Singapore has a vibrant post-secondary education
landscape comprising public and private operators that
offer a variety of programmes to harness the diverse
interests and strengths of our population. In Singapore,
nearly seven in 10 students from each primary school
cohort pursue a full-time diploma or degree course. Of
the publicly-funded institutions, our six Autonomous
Universities (AUs), five polytechnics, and the Institute of
Technical Education (ITE) offer programmes that play to
individuals’ different strengths. Universities offer a broad
spectrum of undergraduate and postgraduate degrees,
some in partnership with top foreign universities such as
the Yale-National University of Singapore (NUS) College,
the first liberal arts college in Singapore. ITE provides
students with technical knowledge and vocational training.
Polytechnics impart industry-relevant skills through diploma
courses in fields such as applied sciences, design, business,
and engineering. There is also an array of private institutions
for students who prefer alternative curricula.
Maximising the Potential of Students with Special Needs
We have adopted a dedicated approach towards education
for students with Special Educational Needs (SEN), grounded
in our belief that each SEN student should be able to optimise
his or her potential and pursue a meaningful and productive
life in society. Children with mild SEN will be able to access
the regular curriculum supported by trained teachers,
specialised manpower, and school-based programmes.
Today, about 75% of children with reported SEN attend
mainstream schools. To maximise the learning potential of
children with moderate-to-severe SEN, specialised curricula
have been introduced in the 20 Government-funded Special
Education (SPED) schools, which are run by Voluntary
Welfare Organisations (VWOs) in close consultation with
MOE. The Curriculum Framework for SPED schools, “Living,
Learning, Working in the 21st Century”, was introduced in
2012 to provide SPED schools with a common direction for
designing and delivering a quality holistic education to meet
the needs of these students. A Framework for Vocational
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Education in SPED schools was launched in 2010. It serves
as a guideline for establishing a structured vocational
education programme that enhances students’ employability
and boosts their confidence to lead independent lives. We
have also established partnerships between SPED schools
and mainstream schools which aim to provide social and
academic integration opportunities. MOE continuously
works with the VWOs to uplift the quality of education in
these schools.
Apart from curricula and resources, schools must also
have the necessary physical infrastructure to ensure
that students learn in a safe and secure environment.
To this end, schools have barrier-free accessibility, with
handicapped facilities provided at ground or entry level.
More schools are providing full handicapped facilities,
with barrier-free accessibility to all areas. All newly-built
schools and those undergoing major upgrading have
barrier-free enhancements such as lifts, ramps, and
handicapped toilets, in compliance with the prevailing
Barrier Free Accessibility Code. Hence, the number of
schools with full handicapped facilities is expected to
increase gradually.
Lifelong Learning
A fundamental feature of the Singapore education system
is the emphasis on the upgrading of skills. Launched in
2014, SkillsFuture is a national movement that aims to
promote industry support for individuals to acquire the
skills necessary to progress in their career as well as foster
a culture of lifelong learning. This is essential for individuals
to remain competitive in the digital economy, where
industries are increasingly disrupted by new technologies
and digital applications, and to be prepared for emerging
opportunities in growth sectors such as healthcare, urban
solutions, advanced manufacturing, hub and professional
services. We are strengthening partnerships between
education institutions and industries to co-develop more
learning options that are industry-relevant and provide
exposure to real work environments. In doing so, industry
players become co-developers of human capital and talent
for their respective industries, while individuals are able
to deepen their technological and domain-specific skills.
Through the continual acquisition of industry-relevant skills
and experiences, Singaporeans will be equipped to remain
relevant in the rapidly-evolving economic landscape.
Education for Sustainable Development
It is essential for our students to develop “soft skills” as
part of their educational process. To this end, our Character
and Citizenship Education (CCE) aims to inculcate values
in our children so that they become civic-minded and
responsible individuals and citizens. CCE emphasises
the interconnectedness of values, social and emotional
competencies, civic literacy, global awareness, and
cross-cultural skills that are critical for character-building.
CCE learning outcomes are also aligned with SDGs.
Children are taught to value Singapore’s socio-cultural
diversity, care for others, contribute to the progress of our
community and nation, and become active citizens in a
globalised world.
International Outreach
Our schools, universities, and the private sector offer
scholarships to international students to create diverse
student communities. This fosters better cross-cultural
understanding and global awareness among our students,
and facilitates mutual understanding and goodwill.
13
CHALLENGES
An Increasingly Uncertain Economic Landscape
The future economy is volatile and
uncertain. Millions of people will be
joining the global marketplace, and
technology is driving rapid change. It will
be challenging to remain relevant in an
increasingly uncertain landscape.
Widening Social Gap
The widening income gap and growing
inequality in society may pose an obstacle
to ensuring that our educational system
continues to allow for high social mobility.
Over-emphasis on Academic Grades
There is a risk of over-emphasis on
academic grades, at the expense of nonacademic
interests.
FUTURE CHALLENGES & OPPORTUNITIES
OPPORTUNITIES
Equipping Students with 21st Century Competencies and Cultivating a Culture of Lifelong Learning
Our 21st Century Competencies Framework focuses on ensuring
that the next generation continues to be highly-skilled, flexible, and
adaptable. In addition, the mindset shift among employees and
employers to continuously acquire and hone their skills to enhance
their work-readiness is central to the SkillsFuture effort. This will drive
and sustain Singapore’s next phase of development as an advanced
economy and inclusive society.
Education as a Social Leveller
Our education system continues to provide opportunities for all
regardless of their starting point in life. It is aimed at ensuring that
society is inclusive by providing opportunities for children from different
backgrounds to grow up together. We remain committed to providing
quality, affordable, and accessible education so that no Singaporean
student is disadvantaged because of their financial circumstances.
For instance, education is highly subsidised and a range of financial
assistance schemes are available to students in need.
Broadening Our Definition of Success
We introduced the Programme for Active Learning in primary
schools, and increased the emphasis on non-academic subjects such
as Physical Education, Arts, and Music. MOE is also broadening the
scoring system for the Primary School Leaving Examination. The use
of broader scoring bands will reduce the overly fine differentiation of
students at a young age based on examination scores, and provide
space to educate and develop students more holistically.
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SUSTAINABLE DEVELOPMENT GOAL 5:
Achieve Gender Equality and Empower All Women and Girls
- 1 Singapore scored 0.068 on the latest United Nations Gender Inequality Index. This is on a scale of 0 to 1, where 1 is total gender inequality.
- 2 This is compared to 80.6 years for men in 2016.
- 3 Refers to the six autonomous universities in Singapore; National University of Singapore, Nanyang Technological University, Singapore Management University, Singapore Institute of
- Technology, Singapore University of Technology and Design and Singapore University of Social Sciences.
- 4 Shared Parental Leave is shared from the wife’s Maternity Leave, subject to her agreement.
- 5 This involves six days of paid Childcare Leave per year per parent (with a child aged below seven years), two days of paid Extended Childcare Leave per year per parent (with a child aged
- between seven and 12 years), and six days of unpaid Infant care Leave per year per parent (with a child aged below two years).
SINGAPORE’S APPROACH TO GENDER EQUALITY AND WOMEN’S AND GIRLS’ EMPOWERMENT
Singapore is fully committed to the advancement
of all women and girls. Equal opportunities are
available to all citizens irrespective of their gender
and founded on the principle of meritocracy. This is
enshrined in Article 12 (1) of our Constitution which
specifically provides that, “All persons are equal before
the law and entitled to the equal protection of the law.”
Singapore takes a coordinated Whole-of-Government
approach in advancing the status and well-being of our
women, in addition to consulting various stakeholders and
community groups. This approach has worked well. The
lives of women in Singapore have improved tremendously
over the years. The latest UN Gender Inequality Index
ranked Singapore 11th out of 159 countries, and second in
Asia.1 Life expectancy at birth for females was 85.1 years in
2016, higher than that for males.2 Our infant and maternal
mortality rates are among the lowest in the world. In 2016,
the literacy rate for women was 95.4% and 52% of our
university graduates are women.3 The employment rate for
women aged 25 to 64 years has increased from about 63%
in 2007, to 72% in 2017.
BRIGHT SPOTS
End Discrimination Against Women and Girls
Singapore is party to the United Nations Convention on the
Elimination of All Forms of Discrimination against Women
(CEDAW). We are firmly committed to the principles of
equality and non-discrimination as espoused by CEDAW.
An Inter-Ministry Committee (IMC) on CEDAW was created
to implement and monitor policies and initiatives to address
women’s needs, in accordance with our obligations under
CEDAW. The IMC is in turn supported by the Office for
Women’s Development (OWD) in the Ministry of Social and
Family Development (MSF). The Office is also the national
focal point for women matters in Singapore. In October 2017,
we presented our Fifth Periodic Report to the UN Committee
on the Elimination of Discrimination against Women. The
Committee noted with appreciation the initiatives taken by
Singapore to promote gender equality and protect the rights
of women. Singapore is giving serious consideration to the
Committee’s recommendations and will continue to undertake
measures in accordance with our CEDAW obligations.
Eliminate Violence Against Women and Girls
Singapore does not condone nor tolerate any form of
violence against women. Violence against women is
addressed through: (i) a robust legislative framework; (ii) a
multi-stakeholder approach; (iii) training and professional
competency; and (iv) public education. Government
agencies also work closely with NGOs and the community
in order to foster a violence-free environment. In particular,
we have worked continuously to raise awareness against
family violence. For example, MSF launched a “Break
the Silence Against Family Violence” campaign in 2016.
In 2017, one in three callers to the ComCare Call Hotline
on family violence were concerned by-standers, who were
encouraged to speak up. This is an increase from one in
five callers prior to the campaign.
Singapore takes a serious view of human trafficking and has
put in place legislation to safeguard women against the threat
of trafficking. The Inter-Agency Taskforce on Trafficking-in-
Persons (TIP) was formed in 2010. It coordinates decisions
and aligns TIP policies between agencies. In addition,
Singapore’s anti-TIP law, the Prevention of Human
Trafficking Act (PHTA), came into force in March 2015. The
Act criminalises TIP in the form of sex, labour and organ
trafficking. Singapore also ratified the UN Protocol to Prevent,
Suppress and Punish Trafficking in Persons, Especially
Women and Children in September 2015. We continue to
actively strengthen our laws to tackle the scourge of TIP.
Promote Shared Responsibility Within The Household and The Family
Singapore encourages both men and women to share
caregiving and household responsibilities equally. We
emphasise marriage as an equal partnership. To foster greater
shared parental responsibility, we have been raising awareness
of men’s responsibilities and roles as fathers and husbands.
For example, we work closely with the Centre for Fathering,
in catalysing the “Dads for Life” movement to encourage
active fathering. We have also introduced leave provisions
for fathers, which have been enhanced over the years. For
example, in 2017, we amended legislation to extend paid
Paternity Leave to two weeks, and increased Shared Parental
Leave to four weeks (from one week previously).4 In addition,
child care and infant care leave provisions are extended equally
to working fathers and mothers.5 There are also measures in
place to support young working couples in caring for their
15
young children. For instance, we have worked to improve the
quality, accessibility and affordability of pre-school services.
All parents also receive child care and infant care subsidies.
We have also introduced a new Tripartite Standard6 in
March 2018, to encourage employers to provide additional
unpaid leave for employees with dependents who have
unexpected care needs (e.g. pre-term births), regardless
of their employees’ gender. In addition, to help workers
balance their career and familial commitments, we
encourage companies to offer and support the adoption of
flexible work arrangements, such as through the WorkPro
Work-Life Grant to defray employers’ costs of offering worklife
benefits to employees. In 2014, our Tripartite Committee
on Work-Life Strategy7 also launched an Advisory on
the implementation of flexible work arrangements. The
tripartite partners also launched a Tripartite Standard on
Flexible Work Arrangements in 2017 to further improve the
adoption of such arrangements.
Women in Leadership
Singapore actively supports women’s participation in
decision-making positions through several initiatives.
• The Women’s Register was established by the Singapore
Council of Women’s Organisations (SCWO), to assist
women who would like to volunteer their services
in companies listed on the Singapore Stock Exchange.
It was prompted by the concern that women continue
to be under-represented on company boards and in
senior management despite making immense progress
in education and employment. The Task Force released
its recommendations in April 2014. Their work received
wide media coverage and generated considerable public
discussion, leading to greater awareness and knowledge
on the topic.
• The Diversity Action Committee, comprising illustrious
business leaders and professionals from the private,
people and public sectors, was formed in August 2014
under the auspices of the Singapore Stock Exchange,
to drive improvements to address the issue of underrepresentation
of women on boards.
Singaporean women are also actively involved in grassroots
movements. The profile of these female grassroots leaders
is varied – from young women, housewives, working
professionals, and businesswomen. For instance, as of
2016, women make up 45% of the volunteers in grassroots
organisations under the People’s Association, which is a
network of 1,800 grassroots organisations.
In the Singapore Government, there are currently seven
women political office-holders. Three women ministers are
in Cabinet, up from two women ministers in April 2018. Out
of the five mayors chairing the Community Development
Councils that oversee the various districts in Singapore,
two are women. In January 2013, Madam Halimah
Yacob was appointed the Speaker of Parliament, the first
woman appointed to such a position. In September 2017,
she became the first woman President of the Republic
of Singapore.
Women’s Health
Singapore aims to provide medical services that are
affordable and of good quality for all. The Ministry of
Health (MOH) regulates public and private healthcare
providers, and promotes healthy living and preventive
health programmes. As a result of this broad, overarching
policy, women’s and children’s health in Singapore has
been improving steadily:
- • Life expectancy at birth for women increased from 82.6 years in 2006 to 85.1 years in 2016.
- • Maternal mortality remains low. There were only two registered maternal deaths in 2016.
- • Infant mortality rate remains low at 2.4 per thousand resident live births in 2016.
- • Mortality rates for children under five years old dropped from 2.9 per thousand resident live births in 2006 to 2.7 in 2016.
6 The Tripartite Standards are a set of actionable and verifiable set of practices agreed upon by the tripartite partners, which are voluntary for employers to adopt. The Tripartite Standard
on Unpaid Leave for Unexpected Care Needs was launched in March 2018. Employers which adopt this Tripartite Standard commit to providing up to four weeks of unpaid leave for
employees with pre-term/ multiple births or babies with congenital conditions, and up to two weeks of unpaid leave for employees with immediate family members who are hospitalised.
7 The Tripartite Committee on Work-Life Strategy (TriCom), which comprises members from government agencies, tripartite partners and employers, promotes work-life practices as a
strategy to optimise business performance and facilitate employees to manage their own work-life fit.
to the community, make new connections in social and
professional arenas, and obtain support and guidance
from women leaders.
16
• BoardAgender is another initiative of SCWO launched in 2011 with the support of MSF. It facilitates greater awareness of the benefits of gender-balanced business, and encourages and enables women to contribute their expertise in the boardroom and through committees.
• The Diversity Task Force regarding Women on Boards (DTF), formed in 2012, conducted a study on the state of gender diversity on boards and in senior management of our evolving socio-religious landscape and the specific context of each family, the MUIS Fatwa Committee issues fatwas from time to time to protect the financial welfare of Muslim women and their dependents.9 The Administration of Muslim Law Act (AMLA) was also amended in 2017 to allow the court, if it thinks fit, to permit women beneficiaries to become sole administrators of a deceased man’s estate.
Use of Enabling Technology
There are no barriers preventing women’s access to
technology in Singapore. Singapore’s approach is to
help Singaporeans, both females and males, discover
their strengths and passion, through strengthening of
education and career guidance, and opportunities for
exposure to different careers in the info-communications
technology sector. Based on our Info-Communications
and Media Development Authority (IMDA)’s infocommunications
and media manpower survey, in 2016,
30% of our 199,800-strong info-communications and
media workforce is female. Since the launch of the
TechSkills Accelerator Programme (TESA)10 in April
2016, about 33% of participants in IMDA’s human capital
development programmes with placement outcomes is
female. Additionally, about 29% of local university and
polytechnic students who took part in IMDA’s internship
and mentorship programmes are female.
Policies and Legislation for the Promotion Of Gender
Equality And The Empowerment Of Women And Girls
In the design, planning, and delivery of policies and
programmes in Singapore, we take into account the impact
of our policies on women, as well as other stakeholder
groups, and target our benefits to those in need. This
stakeholder approach enables our ministries to adopt
a gender-sensitive perspective on issues that may have
differing impacts on women and men. For example, in
recognition of the different health requirements of women
compared to men, the Women’s Health Advisory Committee
was set up in 2012 to promote the health and well-being
of women. The Committee was revamped in 2016 as the
Women’s Health Committee and focuses on key health
issues among women in Singapore (i.e. increasing cancer
screening uptake, promoting bone health, and fighting
diabetes, including gestational diabetes).
Specific measures for women are also in place where
additional protection and assistance is necessary. In addition
to our Constitution, there is specific legislation in place to
protect the rights of women. This includes the Women’s
Charter, Penal Code, Children and Young Persons Act, and
the Protection from Harassment Act.
- 8 Source: State of the World’s Mothers 2015, Save the Children.
- 9 This includes the fatwa on joint tenancy (2008), as well as fatwas on Central Provident Fund (CPF) savings (2010), insurance nominations (2012), and exclusion for trusts created in favour of physically or mentally-incapacitated dependents from Islamic inheritance law (2015).
- 10 TESA is an initiative by the government and industry, to offer various programmes to accelerate the development of info-communications capabilities in order to assist the ICT workforce
Women in Singapore also have ready access to good quality
reproductive health care services, goods and facilities. We
have a Women’s and Children’s hospital dedicated to the
advancement of women’s health. Since its founding in
1858, the hospital has evolved to become a regional leader
in obstetrics, gynaecology, paediatrics and neonatology.
Singapore has also introduced more benefits for pregnant
women and enhanced subsidies for women undergoing
assisted reproduction technology treatments. To empower
parents and parents-to-be with the knowledge to establish
good health practices, MOH widely disseminates materials
on various aspects of healthcare for mothers and children.
The State of the World’s Mothers Report 2015 ranked
Singapore 14th out of 179 countries and the best place in
Asia to be a mother.8
Women’s Access to Economic Resources
Singapore is focused on building a nation of opportunity
and an inclusive society where every citizen shares in
Singapore’s success. We continue to build on past initiatives
to transform our economy and strengthen social support.
For instance, Muslim women in Singapore can receive
better protection on matters of inheritance. Under Muslim
inheritance law, men are by default, apportioned a greater
share of inheritance than women. Nevertheless, in view
17
CHALLENGES
Low Representation on Boards
Women in Singapore have made immense
progress in education and employment,
but remain under-represented on company
boards and in senior management. For
example, women only held 10.8% of board
seats in companies listed on the Singapore
Stock Exchange as of December 2017.
Low Workforce Participation by Women due
to Work-Life Imbalances and Challenges
Women today take on multiple responsibilities.
Besides having careers, they also adopt the
role of caregiver for their children or elderly
family members, in addition to undertaking
household chores. As such, some women
may opt to forego their careers in order to
prioritise other obligations at home.
Potential Retirement Inadequacy of Women
With longer life spans and shorter careers
as a result of family responsibilities, women
are more likely than men to be financially
vulnerable when they reach old age. There
is a need to help them to build up their
retirement adequacy.
FUTURE CHALLENGES & OPPORTUNITIES
OPPORTUNITIES
Building up Women’s Representation through the Diversity Action Committee
The Diversity Action Committee (DAC) was formed in 2014 to
promote women’s representation on the boards of companies
in Singapore, and expand the pool of board-ready women. The
DAC released its two-year summary report in October 2016 with
next-step recommendations. This includes the recommendation
to strengthen the Code of Corporate Governance by requiring
listed companies to disclose their policy and progress in board
diversity, including women’s representation.
In April 2017, DAC set a triple-tier target of 20% by 2020, 25% by
2025 and 30% by 2030 for women’s representation on boards of
Singapore Stock Exchange-listed companies, and called for larger
companies to take the lead and create a catalyst for change.
Promoting Work-Life Measures, Shared Parenting, and Equal Partnership in the Family
We promote work-life initiatives, such as flexible work
arrangements to enable women to enter and remain in the
workforce. We also aim to provide affordable, quality and
accessible child care and elder care services. In addition, we
promote the value of shared-parenting and equal partnership in
the family. This is aimed at changing traditional views of women
as primary caregivers.
Support in Old Age
Initiatives such as the Retirement and Re-employment Act,
enable seniors who are willing and able to continue working
beyond retirement to do so in order to boost their retirement
savings. We also have in place schemes such as the Silver
Support Scheme and Pioneer Generation Package to further
enhance financial assistance for older or retired women.
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SUSTAINABLE DEVELOPMENT GOAL 6:
Ensure Availability and Sustainable Management of Water and Sanitation for All
SINGAPORE’S WATER AND SANITATION STORY
Water has always been an existential issue for
Singapore. Singapore is classified as being water
scarce and as the most water-stressed country in
the world, according to the World Resources Institute’s 2015
report. We also rank 170th out of 190 countries in terms
of freshwater availability, according to the first UN World
Water Development Report in 2002. Our limited natural
supply of fresh water is exacerbated by our small land area
which limits the space to capture and store rainwater.
Despite these constraints, we have come a long way in
achieving universal access to affordable and high quality
water as well as modern and accessible sanitation for all.
Our policies are guided by long-term planning, underpinned
by the need to achieve water sustainability to support our
population and economic growth needs. We have adopted
an integrated closed-loop approach to water management.
Singapore’s national water authority, PUB, optimises the use
of Singapore’s water resources by integrating water supply,
sewerage and drainage functions to manage the entire water
cycle, while harnessing opportunities for water reuse through
wastewater reclamation technologies and innovation. Our
approach to water management is guided by three key
strategies: (i) maximising our yield by collecting every drop
of rain that falls on Singapore; (ii) making water an endlessly
reusable resource by recycling and reusing wastewater; and
(iii) turning sea water into drinking water through desalination.
This ensures that not a single drop of water is wasted. In
addition, a strong emphasis on technology and innovation
underpins our water management efforts through investment
in R&D and test-bedding new technologies in our facilities.
BRIGHT SPOTS
Safe and Affordable Drinking Water
While Singapore has achieved universal access to affordable
and high quality potable water, this was not always the case.
In the 1960s, we were dependent on only two sources of
water: local catchments and imported water from Johor, a
state in neighbouring Malaysia. To ensure the sustainability
of our water supply and to meet the needs of our growing
population and economy, we have built up and diversified
our water sources over the years.
We have developed
our “Four National Taps” strategy which outlines our four
key sources of water:
- (i) Water from local catchments;
- (ii) imported water from Malaysia;
- (iii) Water reuse – the NEWater Initiative ; and
- (iv) Seawater desalination.
Over the years, we have expanded our local catchment
areas to two-thirds of Singapore’s land area by cleaning and
damming rivers. This allows us to capture as much rainwater
as possible.
NEWater is Singapore’s brand of ultra-clean, high-grade
reclaimed water. NEWater is produced using advanced
membrane technologies and ultraviolet disinfection to
further purify treated wastewater. Due to its ultra clean
nature, NEWater is highly valued by the industry and
primarily supplied to non-domestic sectors such as wafer
fabrication parks, industrial estates and commercial
buildings for industrial and cooling purposes. During dry
periods, NEWater is also added to our local reservoirs to
augment the drinking water supply. By enabling the use of
every drop of water more than once, NEWater multiplies
our potential water supply.
Desalination has also become a viable option for producing
fresh water, as improvements in membrane technology have
reduced the cost of desalination significantly. Currently,
Singapore has three desalination plants with a combined
total capacity of 130 million imperial gallons per day (mgd).
NEWater and desalinated water are expected to meet up
to 85% of Singapore’s water needs by 2060. They are key
pillars of our water sustainability as they mitigate the impact
of dry weather and increase our water security.
In addition, through the development and application
of innovative technologies, Singapore has put in place
measures to ensure that our water is safe to drink.
PUB monitors and assesses our water, in line with over
300 different water quality parameters, exceeding the
requirements stipulated under international drinking water
regulations. There is continued investment in technology,
geared towards the quick detection of contaminants in
water, such as the Fish Activity Monitoring System (FAMS)1
and other online monitoring systems and lab tests, which
enhance the security measure of drinking water by providing
constant monitoring of water quality. This is in addition
to effective source water pollution control measures and
adopting a multi-barrier approach in water treatment.
1 The FAMS uses video analytics technology to monitor if there is fish kill, which could be an indication of possible toxicity in the water, and sends alerts to the operator when this phenomenon occurs. This technology acts as a bio-toxicity detection mechanism and complements the physical and chemical surrogate parameters monitored at the waterworks.
19
Sanitation and Hygiene
The move towards a fully sewered system, with 100% of
the population served by modern sanitation, was initially
motivated by efforts to clean up Singapore’s rivers,
ensure clean water in urban water catchments and to
protect public health. Since 1997, 100% of wastewater
in Singapore is collected and treated. Illegal discharges
of toxic contaminants to the sewerage system are strictly
prohibited and the sewers are continuously monitored.
The wastewater treatment process is tightly controlled
and closely supervised to ensure that treated wastewater
meets standards for safe discharge to the environment
and that the quality of “feedwater” to NEWater is not
compromised. In 2025, with the completion of the Deep
Tunnel Sewerage System (DTSS), Singapore’s long-term
needs for wastewater collection, treatment, reclamation
and disposal will be met in a cost-effective and sustainable
way. The completed DTSS will also streamline and further
close the water loop through NEWater by increasing the
percentage of recycled water in Singapore’s water supply.
Efficient Water Use
We work closely with both industrial and domestic sectors
to lower water consumption and promote efficient water
use. Changing behaviour patterns and practices in the
industrial sector is especially important as non-domestic
use is expected to be the main cause behind the increase
in our future water demand, constituting 70% by 2060. We
have provided funding to companies to implement water
efficiency initiatives, such as consultations for solutions, and
water stewardship. There is also a focus on industrial watersaving
solutions through improving rates of recycling and
increasing uptake of water conservation projects. There are
also a number of programmes in place to assist the private
sector achieve higher water efficiencies (e.g. Mandatory
Water Efficiency Management Plan, Water Efficiency Awards
and Water Efficiency Fund).
We have encouraged the use of water-efficient appliances
and fittings to conserve water. There are mandatory
measures in place for households and industries to use
water efficiently. These include maximum allowable flow
rates for taps and mixers, and maximum allowable flushing
capacities for flushing cisterns and urinal flush valves. Under
the Water Efficiency Labelling Scheme, water efficiency
labels are also required for water fittings and appliances
(including taps, mixers, urinals, urinal flush valves, and
washing machines) so as to help consumers make more
informed choices and encourage suppliers to introduce
more water-efficient fittings and appliances into the market.
Engaging Communities on the Value of Water and Sanitation
Ensuring that water remains a treasured resource in Singapore
also requires promoting the value of safe and reliable water
and sanitation to all Singaporeans. One of Singapore’s
largest projects in water and sanitation was the 10-year
clean-up of the Singapore River, which started shortly after
independence, in the 1970s. Given rapid urbanisation and
expanding maritime trade, the river was heavily polluted by
the disposal of garbage, sewage and other by-products of
industries located nearby, including pig and duck farms and
wastewater and oil spills from boats plying the river.
The clean-up was a large-scale endeavour by various
agencies. It involved the relocation of thousands of
street hawkers, squatters and polluting industries,
and the removal of over 250 tonnes of rubbish that
had accumulated in the river and on its banks through
dredging the river bank and bed. When the clean-up was
completed in 1987, the water was clean enough for fish
and other forms of aquatic life to return and thrive. This
also laid the foundation for a reservoir in the heart of the
city. The mouth of the Marina Channel in the southern part
of Singapore was dammed through the construction of
the Marina Barrage in 2008, resulting in the triple benefits
of a steady water supply, flood control, and a recreational
space for the community.
Driven by our vision to make Singapore a “City of Gardens
and Water”, we launched the Active, Beautiful, Clean
Waters (ABC Waters) Programme in 2006 to transform
utilitarian drains and canals into attractive waterways, bring
Singaporeans closer to water, and improving runoff quality
using green cleansing features. Over 100 potential locations
have been identified for implementation by 2030. Thirty-six
ABC Waters sites have been completed as of January 2018.
Individuals and organisations also contribute towards
water-related activities and outreach under the Friends of
Water Programme. This initiative recognises the efforts
of the community in spreading water-related messages
and keeping Singapore’s water supply sustainable. We
also implement public education programmes targeted at
different segments of the community to raise awareness
on water conservation. For example, we have worked with
schools through the Ministry of Education, to include water
conservation topics in the national curriculum. In addition,
we work with partners from the “3P sectors” (People, Public
and Private) to commemorate Singapore World Water Day
annually through month-long celebrations in March, which
coincide with the UN’s World Water Day on 22 March. Events
are organised by the community for the community, to play
their part for the water cause.
International Cooperation
Singapore’s water and sanitation success is also the result of
having benefitted from technical assistance and cooperation
with other countries and international organisations such
as the World Bank and UN agencies, during the early years
of our nationhood. Today, we aim to pay it forward by
sharing Singapore’s experience through technical assistance
and capacity building for fellow developing countries in
areas such as developing sustainable water and sanitation
solutions. We established the Singapore Water Academy in
July 2016, which is a practitioner-focused learning institute
20
CHALLENGES
Water Security and Weather Resilience
Conventional water sources from two of
our four National Taps – local catchments
and imported water – are dependent on
rainfall. In addition, given that imported
water meets about half of Singapore’s
water supply, dry weather can threaten
the reliability of our water supply from
these sources.
FUTURE CHALLENGES & OPPORTUNITIES
OPPORTUNITIES
Cutting-Edge Technology
We have invested in weather-resilient water sources in the form of
our two remaining National Taps, i.e. NEWater and desalinated water.
We will continue to build up our NEWater and desalination capacities
to strengthen the drought resilience of our water supply given
unpredictable weather patterns. NEWater and desalinated water
are independent of rainfall and thus help supplement conventional
water sources during dry spells. For instance, during dry months, a
small amount of NEWater is injected into local reservoirs to maintain
healthy stock levels. The water from the reservoirs is treated for
potable use through a series of water treatment processes at the
water treatment plants. This ensures that adequate drinking water
can be provided for all. By 2020, Singapore will have two additional
30 mgd desalination plants. We expect desalinated water and
NEWater to meet up to 85% of our water needs by 2060.
To bring down the cost and energy used for desalination, and ensure
its long-term viability, we are exploring other forms of technology to
extract freshwater from seawater. This involves plans to scale up the
in urban water management. The Academy aims to develop
the capabilities of water professionals both locally and
internationally. In 2016, the Singapore Water Academy
worked with the Ministry of Foreign Affairs to conduct waterrelated
programmes for ASEAN countries.
We also engage international organisations regularly on
water issues, such as UNESCO, the International Water
Association, the International Desalination Association,
the World Bank, the Asian Development Bank and the
Asia Pacific Water Forum, and contribute actively to
the discourse on sustainable urban water management.
We also organise the biennial Singapore International
Water Week (SIWW), a premier global platform to share
and co-create innovative water solutions. SIWW 2016
attracted over 21,000 participants from 125 countries and
regions. SIWW 2018, held on 8 to 12 July 2018, attracted
similar attendance.
The Lee Kuan Yew Water Prize, an international water
prize named after our founding Prime Minister, honours
outstanding contributions by individuals or organisations
in solving the world’s water challenges. The laureates’
achievements in sustainable water solutions have made
a difference to cities and people around the world. Over
the last decade, many distinguished laureates have been
recognised for their ground-breaking work in membrane
technology, wastewater treatment, as well as holistic policies
that have benefitted the lives of millions. For instance, the
laureate for 2018, Professor Rita Colwell, was conferred the
Water Prize for her pioneering insights into microbial water
quality surveillance, which has significantly contributed to
the understanding and prevention of waterborne diseases,
helping to improve water safety, and protecting the health
and lives of millions of people worldwide.
21
Increased Water Demand
As the proportion of non-domestic
water use is expected to increase from
55% of water demand today, to 70%
by 2060, we have to work closely with
the non-domestic sector to lower water
consumption, improve rates of recycling,
and increase uptake of water conservation
projects to ensure the long-term viability
of our water supply without compromising
economic growth.
FUTURE CHALLENGES & OPPORTUNITIES
demonstration of electrodeionisation (EDI) technology, which uses
an electric field to extract dissolved salts from water. Our target is to
halve desalination’s energy usage.
These challenges also present us with the opportunity to expand our
water industry. Water was identified as a strategic growth sector in
Singapore in 2006 with technology development as a key driver. A
total of S$670 million in funding was set aside to promote R&D and
grow the industry.
Infrastructure Planning & Innovation
Singapore’s approach is to plan for our water infrastructure ahead of demand.
We are working to enhance our wastewater sewer network through
the construction of the DTSS. We have also worked with industry
partners to develop a Smart Water Grid, a network of wireless
sensors installed in potable water supply mains across Singapore,
which functions as a real-time platform to monitor water pressure,
flow and quality. The system provides decision support tools for
network management and allows early detection of anomalous
network occurrences, enhancing the efficiency of water supply to
consumers. This helps minimise losses of water due to leaks and
ensures a reliable water supply.
DEEP TUNNEL SEWERAGE SYSTEM (DTSS)
A wastewater superhighway for the future, the DTSS
is a cost-efficient and sustainable solution conceived
to meet Singapore’s long-term needs for wastewater
collection, treatment, reclamation and disposal.
Constructed in two phases, the DTSS comprises a
network of linked sewers leading to two major tunnels.
These deep tunnel sewers convey wastewater by
gravity to centralised water reclamation plants located
at our coastal areas. The treated wastewater is further
purified into NEWater, or discharged into the sea
through outfalls.
The DTSS enhances the reliability of our wastewater
system by minimising the risk of cross contamination
between water catchments and wastewater. By
collecting every drop of wastewater, it also allows for
large-scale and efficient water recycling. By 2025,
Phase 2 of the DTSS will extend the existing system
to western Singapore with a 40-kilometre long deep
tunnel linked to 60 kilometres of sewers. The DTSS
also optimises land use. When it is fully completed, the
entire DTSS will shrink the land occupied by wastewater
infrastructure in Singapore by 50%.
22
MARINA BARRAGE
A 350-metre wide dam across the mouth of the Marina
Channel in southern Singapore, the Marina Barrage,
which was opened on 31 October 2008, keeps out
seawater and creates Singapore’s 15th reservoir, the
Marina Reservoir. It serves a catchment area of 10,000
hectares, or one-sixth the size of Singapore. Following
its opening, the desalting of the Marina Reservoir
began through a natural replacement process.
Aside from augmenting Singapore’s water supply, the
Marina Barrage is also part of a comprehensive flood
control scheme to alleviate flooding in Singapore’s lowlying
areas in the south and southeast. During heavy
rain, a series of nine crest gates at the dam is activated
to release excess stormwater into the sea when the tide
is low. In the case of high tide, giant pumps can drain
excess stormwater into the sea.
The Marina Barrage has become a recreational attraction
for the community to enjoy. As it is unaffected by tides,
the water level in the Marina Reservoir is kept constant
all year round. This is ideal for all kinds of water-based
recreational activity, such as boating, kayaking and
dragon-boating. The green roof of the Barrage has also
become a popular recreation spot for Singaporeans.
23
SUSTAINABLE DEVELOPMENT GOAL 7:
Ensure Access to Affordable, Reliable, Sustainable and Modern Energy for All
SINGAPORE’S ENERGY STORY
Access to energy will always be a challenge for a
small, densely populated city-state like Singapore
with no indigenous energy resources, and limited
options for harnessing alternative energy. Nonetheless, over
the years, Singapore has risen to the challenge of ensuring
that our population has access to reliable, competitively
priced, and environmentally sustainable energy. In addition,
our long term strategy and efforts have enabled us to build
the necessary infrastructure to provide electricity to the
population and ensure the reliability of the national grid.
BRIGHT SPOTS
Access to Electricity and Energy Services
One of Singapore’s top priorities at independence was
ensuring an adequate supply of essential utilities, including
electricity. In 1963, the Government started the 10-year
Rural Electrification Programme to electrify all housing areas
in Singapore. Between 1963 and 1969, 300 electrification
schemes were implemented and the Government provided
S$1 million monthly to subsidise the electrification of areas
furthest away from the existing power grid. To facilitate bill
payment in rural areas, a Mobile Collection Unit was set up in
1964. Overall, the rural electrification programme, which cost
nearly S$20 million, enabled more than 200,000 people to
enjoy the benefits of electrification. These were Singapore’s
first steps towards providing our residents with reliable
and secure electricity. However, challenges remained. For
instance, the power grids in rural areas consisted of overhead
bare and stranded copper conductors supported on poles.
The electricity supply was therefore frequently disrupted, by
weather-related events (e.g. storms or tree fall). It was also
easy to pilfer electricity or even steal the wiring itself. This
issue was resolved when the overhead lines were replaced
with insulated wires in the 1980s. Further, the installation of
new overhead electricity cables was discontinued in the late
1970s, when they were moved underground to enhance
reliability of the grid as well as to make the cityscape neater.
Besides providing electricity to existing houses, Singapore
also implemented a compulsory electrification scheme
when new public housing units were built by the Housing
Development Board (HDB). With the implementation of
these measures, Singapore ensured the universal coverage
of electricity for all its residents. Singapore has also
achieved secure and reliable access to energy services other
than electricity. Residential and commercial consumers
have access to services providing town gas and liquefied
petroleum gas (LPG) for cooking and water heating.
Reliability of The Electrical System
A reliable electricity supply is critical to Singapore’s
economic development. In addition to securing electricity
coverage island-wide, we also concentrated on ensuring a
reliable electricity supply. This was done first by ensuring the
sustainability of investments in electrical infrastructure. We
also sought to increase our manpower in the energy sector,
by developing a steady pool of well-trained workers to
manage Singapore’s electrical system. To do so, Singapore
instituted a vocational training programme in schools to
build up the technical competency of our local workforce.
In building electrical facilities, we planned to stay ahead of
the curve through accurate forecasting of future electrical
demand and building power stations ahead of time. For
instance, by 1984, there were about 670,000 electricity
consumers, with an annual demand of 13,000 million
kilowatt-hours. Singapore was able to cope with this
demand with the completion of three new power stations.
We also computerised our electricity system in the 1980s
with the introduction of the Power System Control Centre
to monitor and control the operation of Singapore’s power
stations and transmission network. Condition Monitoring
Systems were also introduced progressively to provide
early warning of any impending failure of transmission
and distribution equipment. In addition, we computerised
our maps of electricity cables and gas pipelines to avoid
accidental damage to underground cables and disruptions
in supply to consumers during construction of high-rise
public housing and the public transport railway system.
Today, the Energy Market Authority (EMA) has put in place
regulatory measures to further strengthen the reliability of
Singapore’s electricity supply. EMA also conducts regular
reviews with industry players to enhance the emergency
preparedness of the power sector. As a result of our efforts,
Singapore’s electricity grid is one of the most reliable in
the world, with an average electricity interruption time
of less than one minute per customer per year. We will
continue to upgrade our systems regularly to ensure
efficiency and reliability.
Security of Our Gas Supply
Gas is a key energy resource for Singapore. About 95% of our
electricity is generated using natural gas, which is imported
via licensed term and spot gas importers. Traditionally, most
of Singapore’s natural gas is imported from Indonesia and
Malaysia through pipelines. Since May 2013, Singapore
has also started importing liquefied natural gas (LNG) to
24
diversify our energy sources and strengthen energy security.
To facilitate this, the Singapore LNG Terminal was built in
May 2013 with two storage tanks and an initial throughput
capacity of 3.5 million tonnes per annum (Mtpa). As of
September 2017, the terminal’s throughput has been
increased to around 11 Mtpa, with the completion of
additional regasification facilities. Further expansion of the
terminal is in progress and Singapore will see the addition of
a fourth tank in 2018.
Competitive Electricity Market
One of the key tenets of Singapore’s sustainable energy
strategy is to price energy right. Singapore is the first
country in Asia to liberalise our electricity market. This
allows the market to set the price of electricity, without
any subsidies, thereby reflecting resource scarcity
and promoting judicious usage. This also allows us to
leverage on competition to promote innovation and
exert downward pressure on electricity cost. Since 2001,
we have opened up the electricity generation and retail
markets to commercial players, established a regulatory
framework and introduced a wholesale electricity market
with spot bidding every 30 minutes. Currently, consumers
with a monthly consumption of at least 2,000 kilowatt
hour (kWh) are contestable, and can buy electricity from
retailers. Non-contestable consumers, mainly households
and small businesses, buy electricity at the regulated
tariff. Singapore will be further liberalising our retail
electricity market in 2018. Since April 2018, households
and small businesses in Jurong (an area in the western
part of Singapore) have the option to buy electricity from
retailers, and can choose a price plan that best meets their
needs. The retail market will be liberalised for the rest of
Singapore from the second half of 2018.
Sustainable Energy
Singapore is committed to sustainable energy use with
the aim of reducing our greenhouse gas emissions and
adhering to our commitments under the Paris Agreement
on climate change. To this end, we are constantly exploring
innovative ways to reduce our carbon footprint. For instance,
competition in the liberalised power generation sector has
spurred power generation companies to switch from steam
plants powered with fuel oil to more efficient Combined
Cycle Gas Turbines (CCGTs) fuelled by natural gas, the
cleanest fossil fuel. Singapore has also identified solar as
the most viable clean energy source for local deployment
in terms of technical feasibility and cost. Despite challenges
such as limited land and intermittency in generation due
to high cloud cover, solar photovoltaic (PV) deployment in
Singapore has grown rapidly, with total installed capacity
increasing from 0.4 megawatt peak (MWp) in 2008 to
around 143 MWp in 2017. Singapore plans to further raise
our solar adoption to 350 MWp by 2020 and further to one
gigawatt peak (GWp) beyond 2020. We are also investing
in research, development and demonstration (RD&D) of
solar PV and related energy technologies, addressing
market barriers to deployment, enhancing our regulatory
framework for intermittent generation sources, and by
having the public sector take the lead in adopting solar
energy to encourage growth of the solar industry.
International Cooperation
Singapore works closely with the international community
in sharing our technical experience and best practices. In
addition, we are committed to being a constructive and active
player in discussions on sustainable energy at multilateral
fora such as ASEAN, APEC and G20, as well as through
our engagement with international organisations such as
the International Energy Agency (IEA) and International
Renewable Energy Agency (IRENA).
Under our ASEAN Chairmanship in 2018, Singapore will
be hosting the 36th ASEAN Ministers on Energy Meeting
(AMEM) as chairman of the ASEAN energy track. Singapore
also organises the annual Singapore International Energy
Week (SIEW), a key platform to facilitate the discussion
of global energy issues. Singapore joined the IEA as an
Association Country in 2016. Since then, we have partnered
the IEA on two initiatives: the Singapore-IEA Regional
Training Hub and Singapore-IEA Forum. We worked with
the IEA to host the inaugural IEA Energy Efficiency Training
Week in Singapore in July 2017 under the first initiative,
and the Singapore-IEA Forum at SIEW in October 2017.
For 2018, Singapore will be partnering the IEA to host a
training programme on energy investments and a workshop
on digitalisation for ASEAN, as well as to hold the second
Singapore-IEA Forum which will focus on digitalisation.
25
CHALLENGES
Energy Security and Diversification of Energy Sources
In Singapore, we have limited renewable
energy options, with most of our
electricity generated using natural gas.
Singapore does not have hydro resources,
our wind speeds and mean tidal range
are low, and geothermal energy is not
economically viable.
Reducing Singapore’s Emission Intensity
Under the Paris Agreement, Singapore has
pledged to reduce our emissions intensity
by 36% from 2005 levels by 2030, and
to stabilise our emissions with the aim of
peaking around the same time.
FUTURE CHALLENGES & OPPORTUNITIES
OPPORTUNITIES
LNG and Solar
LNG enhances our energy security as it allows us to source for natural
gas globally. To meet Singapore’s gas demand, we launched a twostage
Request for Proposal (RFP) in June 2014 to appoint up to two
new LNG importers to supply Singapore’s next tranche of LNG.
The appointment of two new LNG importers and the flexibility for
any gas user to source LNG from the spot market contribute to the
development of more competitive and dynamic gas and electricity
markets in Singapore.
As of end-2017, solar PV deployment in Singapore has risen to around
143 MWp. In order to ensure that our national grid can support the
greater deployment of solar energy, we are investing in system-level
solutions such as solar forecasting and energy storage technologies to
manage intermittency. For example, in October 2017, two consortiums
were appointed to implement Singapore’s first utility-scale Energy
Storage System (ESS). A total of 4.4 megawatt hour of grid-storage
solutions will be deployed in two substation locations. This project
aims to evaluate the performance of different ESS technologies under
Singapore’s hot, humid and highly urbanised operating environment.
Insights gained from the test-bed would help establish clear technical
guidelines for ESS deployment (e.g. grid connection and safety
requirements for installation) to catalyse the use of ESS in Singapore.
EMA had also launched a consultation paper to seek industry feedback
on the policy framework for energy storage systems.
Deploying Mitigation Measures
Our suite of mitigation measures is aimed at improving energy
efficiency, increasing the deployment of renewable energy, and
fostering technology and innovation.
Promoting more efficient use of energy is a key part of our mitigation
strategy. We have adopted a mix of regulations, incentives, and capability
building measures to encourage energy efficiency improvements in the
industrial, buildings, transport, and household sectors.
For example, we have recently enhanced the Energy Conservation
Act to strengthen energy efficiency practices among companies,
and there are plans to implement Minimum Energy Performance
Standards (MEPS) for common industrial equipment. The Government
also provides grants and support to help companies perform energy
audits, enhance energy efficiency and reduce emissions.
Singapore will implement a carbon tax across all sectors without
exemption from 2019. This will send a transparent, fair and consistent
price signal to incentivise the adoption of more energy-efficient
practices and reduce emissions across the economy.
26
Conducive Regulatory Environment for Power Generation
Investments In Singapore’s liberalised market environment, power generation
investments are commercially driven.
In anticipation of an increasing share
of renewables, we have to ensure a
conducive regulatory environment that
facilitates power generation investments
for the future.
FUTURE CHALLENGES & OPPORTUNITIES
Infrastructure Planning and Innovation
The Singapore Electricity Market Outlook (SEMO) was launched on
24 October 2016. It is an online publication to provide information
and visibility on the longer term outlook of the energy landscape
in Singapore, such as the projected electricity system demand and
supply conditions. In this inaugural edition, we worked with research
institutes to feature the outlook of solar PV generation in Singapore.
This will help the industry better understand the characteristics of
solar PVs in Singapore and facilitate investment decisions for such
technologies. The second edition was launched in October 2017,
which featured a special section on the electricity futures market
in Singapore.
FLOATING SOLAR TEST-BEDS
Singapore is exploring ways to increase the amount of
space available for the deployment of solar PV panels.
While most solar PV panels are deployed on land or
rooftops, water bodies with significant surface areas
present great potential for harnessing solar energy,
especially in land-scarce Singapore. A one MWp
floating solar PV system test-bed was launched at
Tengeh Reservoir, in the western part of Singapore, in
October 2016. Comprising rows of floating solar panels
atop a hectare of water, the test-bed feeds energy
to the national power grid. It has thus far performed
better than rooftop solar panels because of cooler
temperatures in the surrounding environment. This
initiative was a joint collaboration between Economic
Development Board, the Solar Energy Institute of
Singapore under the National University of Singapore,
and PUB, Singapore’s National Water Agency. Building
on the results of the test-bed, we are exploring the
feasibility of deploying more floating solar PV systems
in Singapore. One of them is a large-scale floating
solar PV system (up to 50 MWp) at Tengeh Reservoir.
Potentially, the energy generated could power about
12,500 four-room flats.1 We are also conducting
environmental studies and consulting environmental
groups to study the possible impact of large scale solar
PV systems on natural habitats.
1 A typical four-room flat in Singapore is approximately 90 square metres.
27
SUSTAINABLE DEVELOPMENT GOAL 8:
Promote Sustained, Inclusive and Sustainable Economic Growth,
Full and Productive Employment and Decent Work for All
SINGAPORE’S ECONOMIC STORY Singapore has undergone many economic cycles
but has enjoyed sustained economic growth since
independence in 1965. Singapore has encountered
a wide range of challenges and weathered many economic
crises. Our strategy in dealing with these challenges
involves working closely and consistently with companies
and trade unions, whilst adopting a hard-headed, pragmatic
approach to overcome these challenges and drive our
economy towards the next stage of its development.
In the 1960s, Singapore had a small but rapidly growing
population of 1.6 million, a small manufacturing base,
little industrial know-how and domestic capital, and no
natural resources. To overcome these limitations, Singapore
industrialised through an import substitution strategy to reduce
our reliance on entrepôt trade. We also established various
economic agencies to spearhead different aspects of our
economic development, such as the Economic Development
Board (EDB) in 1961 and the Singapore Tourist Promotion
Board in 1964. From 1960 to 1964, Singapore’s gross
domestic product (GDP) growth averaged 5.2% per annum
(p.a.), while the manufacturing sector’s share of GDP grew
from 11% to 13%. This later increased significantly between
1965 to 1978, when Singapore’s GDP growth averaged 10%
p.a., with the manufacturing sector’s share of GDP growing
rapidly from 14% to 24% – largely due to our adoption of
an export-oriented strategy by attracting foreign investors
to Singapore to develop our manufacturing and financial
sectors. The labour climate and investment environment also
improved through the enactment of the Employment Act to
lay down standards of employment for workers.
In every phase of our development, Singapore has
progressed by building on our existing strengths, growing
new capabilities, and shifting away from activities that were
no longer viable. The growth of our manufacturing sector
created positive spillovers for the trade, finance, tourism,
and professional services sectors, and vice versa. Singapore’s
links to other global financial centres and trading hubs
also multiplied and strengthened. Later, as we developed
new manufacturing and services clusters, such as specialty
chemicals, pharmaceuticals, headquarter services, and
wealth management, and grew our investments overseas,
companies and workers in existing sectors also prospered.
1 This is measured as real value-added per actual hour worked. For 2016, based on advance gross domestic product estimates and preliminary estimates on hours worked.
2 This is measured as real growth in gross monthly income from work (including employer Central Provident Fund contributions) of full-time employed residents.
Singapore’s unemployment rate has remained consistently
low over the years, with the resident unemployment rate
ranging between 2.8% and 3.1% from 2010 to 2017.
However, net growth in total employment has slowed
significantly, from more than 200,000 a year before the
global financial crisis in 2009 to less than 25,000 in 2015. As
Singapore faces an ageing population, low birth rates and
a job market with already high labour force participation
rates, local workforce growth is expected to stagnate over
the next ten years. Hence, we will need to look towards
transforming our economy to prepare our workforce for
the challenges and opportunities of the future.
BRIGHT SPOTS
Restructuring Singapore’s Economy
Even as Singapore faced multiple challenges over the years
in the form of resource constraints, fast-rising costs and
intense regional competition, the constant restructuring
of our economy has helped Singapore adapt to evolving
global and domestic circumstances and to maintain our
economic growth.
Singapore embarked on a major restructuring of our economy
in 2010, with good progress since. It involved improving
the skills of our workforce, growing an innovative economy
and building a distinctive global city. Although productivity
performance had been weak in the domestically-oriented
sectors, overall real productivity grew by 2.5% p.a. between
2009 and 2016.1 Singapore’s resident unemployment rate
also remained low at around 3% and the real median wage
grew by 2.6% p.a. over the same period.2
In 2015, we set up the Committee on the Future Economy
(CFE). The CFE’s objective is to adopt a forward-looking
posture in order to develop economic strategies to
position Singapore well for the future. In particular, the
CFE would address areas crucial to Singapore’s future
economic development: (i) future growth industries and
markets; (ii) corporate capabilities and innovation; (iii)
jobs and skills; (iv) urban development and infrastructure;
and (v) connectivity. With the strategies put forth by the
CFE, Singapore hopes to chart a longer-term growth path
towards a vibrant and resilient economy with sustainable
growth that creates value and opportunities for all.
28
29
Transforming the Local Workforce
With the slowing growth of our local workforce, Singapore
can no longer continue to rely on manpower growth to drive
the economy, but rather, needs to shift towards productivitydriven
growth for long-term sustainability. As companies face
an economic slowdown and restructure to become more
productive in a manpower-lean labour market, workers could
find it more difficult to stay in their current jobs (e.g. due to
skills mismatch) or to find new roles.
In 2016, the Ministry of Manpower introduced the “Adapt
and Grow” initiative to help Singaporeans affected by
economic slowdown and restructuring adapt and stay
relevant in the labour market today. The various programmes
under “Adapt and Grow” provide wage and training
support to both employers and jobseekers. For example,
workers including those who leave their jobs mid-career can
“re-skill” to enter new job roles and growth industries such
as logistics, financial services and pharmaceuticals through
the Professional Conversion Programme (PCP). Others can
take part in Work-Trials which place them on attachments
to companies for on-the-job training.
As a result of these efforts, more than 24,000 individuals
were able to find jobs through the “Adapt and Grow”
initiative in 2017. Out of these, over 50% were Professionals,
Managers, Executives and Technicians (PMETs) and about
30% had experienced long-term unemployment of six
months or more.
CHALLENGES
Impact of global shifts on Singapore’s small and open
economy
Structural shifts in external environment and
demographic trends
• Global growth has been subdued and is expected
to be lower than in the previous decade.
• Global productivity growth has been sluggish.
• Global value chains are changing, with major trading
nations including China looking to in-source more.
• Populations are ageing.
Rapid technological change
• Innovation cycles have shortened.
• New technologies can supplant entire industries and
displace workers. This includes, for instance, robotics
and artificial intelligence programs displacing
routine jobs in manufacturing and services.
Shift in mood away from globalisation
• Nativist politics and protectionist economics
growing in strength and influence in Europe and the
United States.
• Anti-globalisation trend will undermine international
trade, hurting small open economies like Singapore,
with two-thirds of our GDP generated by
external demand.
FUTURE CHALLENGES & OPPORTUNITIES
OPPORTUNITIES
Leverage opportunities to innovate, deepen
capabilities, remain connected and stay relevant
In the future economy, the workforce in Singapore
should have in-depth skills and be motivated towards
life-long learning, businesses should be innovative and
nimble, our city connected and vibrant, continually
renewing itself, and the Government coordinated,
inclusive, and responsive.
To this end, the CFE has identified seven mutuallyreinforcing
strategies:
• Deepen and diversify our international connections
• Acquire and utilise deep skills
• Strengthen enterprise capabilities to innovate
and scale up
• Build strong digital capabilities
• Develop a vibrant and connected city of opportunity
• Develop and implement Industry Transformation Maps
• Partner each other to enable innovation and growth
SUSTAINABLE TOURISM
Alongside efforts to enhance Singapore’s destination
attractiveness, the Singapore Tourism Board (STB)
has been driving sustainable practices in the tourism
sector by developing the capacity and capability
of our workforce, and through local engagement
and partnerships.
Developing workforce capacity and capability
STB works with industry stakeholders to develop skilled
workers and leaders, and ensure that the tourism sector
continues to offer exciting career opportunities.
To help structure jobs in the Hotel and Accommodation
Services sector for progression and greater
sustainability, STB developed a Skills Framework (SF)
in partnership with employers, training providers,
industry associations and unions. The SF provides
up-to-date information on employment, career
pathways, job roles, existing and emerging skills
and competencies, as well as relevant education and
training programmes. Individuals can then use this
to make informed choices on career development
and skills upgrading, while employers can better
recognise skills and invest in skills training for
their employees.
STB also provides various grants and schemes to
support the industry in workforce development.
For example, the Training Industry Professional in
Tourism (TIP-iT) incentive scheme supports companies
in employee upgrading as well as talent and
leadership development.
Building local engagement and partnerships
STB also partners industry and community stakeholders
to ensure business activities which support tourism
thrive alongside the local communities where they
are situated. For example, as each tourism precinct
has its unique characteristics, STB works closely
with the precinct champions (e.g. the Orchard Road
Business Association which works with stakeholders on
Singapore’s main shopping belt), content providers as
well as other public agencies and private stakeholders
to profile the precincts through differentiated events.
Place-making initiatives are spearheaded, developed
and implemented to improve visitor experience and
inject vibrancy to the precincts and cultural enclaves (e.g.
Chinatown and Little India). In Chinatown, STB works
closely with the Chinatown Business Association (CBA)
and local community to organise festive celebrations,
form business collaborations, and address issues for the
betterment of the surrounding citizens and businesses.
Local engagement and public feedback are crucial
as well, especially in revitalising the precincts. For
example, when revamping Chinatown Food Street
(a bustling street which offers Singapore street
food), STB and CBA turned to Singaporeans to get
their opinions on how the Food Street could be reimagined.
Likewise, in Little India, STB works closely
with the Little India Shopkeepers and Heritage
Association to organise place-making initiatives
such as the Deepavali Light Up and the ARTWALK
Little India event, a public art collaboration between
LASALLE College of the Arts and STB. STB also offers
funding support via its Association Development Fund
to tourism-related precinct associations for capability
building and to help these associations become selfsustaining
in the long term.
30
SUSTAINABLE
DEVELOPMENT GOAL 9:
Build Resilient Infrastructure, Promote Inclusive and
Sustainable Industrialisation and Foster Innovation
globally; and one of the world’s best airports, which serves
more than 62 million passengers per annum and is connected
to more than 400 cities. We are making major investments
to expand the airport and sea port, to anchor Singapore as
a world-class air hub and a premier International Maritime
Centre. A next generation mega container port is being
constructed at Tuas, which will double our current container
handling capacity. We have also started planning for airport
expansion at Changi East, which will add a fifth airport terminal
and additional infrastructure to serve another 50 million
passengers per year by around 2030. Within Singapore, we
have built an extensive public transport network, with a wellconnected
rail network forming the backbone. By 2030, the
rail network will expand from 230 kilometres today to 360
kilometres, and eight in 10 households will be within a tenminute
walk of a train station.
As part of the Infocomm Media 2025 Plan, Singapore aims
to improve access to info-communications technologies
and improve our citizens’ quality of life. Singaporeans enjoy
a wide variety of choices in terms of telecommunications
and internet providers. The Singapore Government recently
introduced a fourth telecommunications provider through a
New Entrant Spectrum Auction as well as allowing mobile
virtual network operators to provide services. These widen
options for consumers, ensure a competitive market, and
keep telecommunications and internet services affordable
and innovative. As of November 2017, Singapore has a
mobile phone penetration rate of 149.6%. Access to the
internet is also affordable. As of November 2017, the Wireless
Broadband Population Penetration Rate is 206.1%.1 In addition
to paid internet access services, the Wireless@SG programme
provides nationwide free Wi-Fi hotspot services, which offers
INFRASTRUCTURE, INDUSTRIALISATION
AND INNOVATION IN SINGAPORE Despite our land scarcity and limited natural resources,
Singapore strives to achieve economic growth so
as to attain a good quality of life for our citizens. In
order to ensure sustained and progressive growth, we have
taken a coordinated, strategic approach towards developing
our infrastructure, building up our industries and fostering
innovation in our nation.
We have made continuous investments in our infrastructure
over time while making the best use of our resources. This
includes enhancing the efficiency of our transportation and
logistics services and building up a strong information and
communication infrastructure. We are also cognisant that
industrialisation plays a key role in driving economic growth
and creating job opportunities, which underpins social
stability. Given Singapore’s population and demographic
profile, we have sought to develop new high-technology
manufacturing clusters while shifting away from labourintensive
manufacturing. At the same time, we have
encouraged Singaporeans working in our industrial sector to
constantly upgrade their skills. This will allow Singaporeans
to continue to have access to quality jobs and seize
opportunities in the future global economy.
We also see innovation as key to advancing the technological
capabilities of Singapore’s industries, translating new
technology into products and applications which benefit
society and spurring the development of new skills in our
workforce. This is why we have made significant efforts to
build up our research and development capabilities. Public
investment in R&D has increased nearly ten-fold from S$2
billion under the 1991 five-year National Technology Plan to
S$19 billion under the Research, Innovation and Enterprise
2020 (RIE2020) Plan which spans 2016 to 2020.
BRIGHT SPOTS
Infrastructure Building
Singapore recognises the importance of building good
transport infrastructure to facilitate the flow of people, goods,
services and ideas. Good transport connectivity raises the
quality of life and creates good jobs for Singaporeans.
Singapore is home to one of the world’s busiest container
ports, which handles more than 33 million Twenty-foot
Equivalent Units of containers and is linked to over 600 ports
1 This measures the total number of retail wireless broadband internet access subscriptions (i.e. for connection speeds equal to, or greater than, 256 kilobits per second, in one
or both directions) such as 3G, 3.5G/HSDPA, 4G/LTE, WiMAX or its equivalent and Wi-Fi hotspots (including Wireless@SG subscriptions) as a percentage of the total population
in Singapore.
31
internet access to users in thousands of public locations like
public libraries, train stations and shopping malls.
Sustainable Industrialisation Supported By Innovation
Research, innovation and enterprise are cornerstones of
Singapore’s national strategy to develop a knowledge-based
innovation-driven economy and society. Public investment
in research and innovation has grown over the last 25 years.
In 1991, we established the Agency for Science, Technology
and Research (A*STAR), which now consists of 23 Research
Institutes and Centres, to develop innovative technology to
further economic growth and to improve lives. Today, A*STAR
continues to bridge the gap between academia and industry
through R&D, working with partners towards meaningful and
impactful outcomes. Singapore has also sought to attract
leading companies and global talent in R&D. In 2001, we
developed the one-north district2 as an R&D hub focused on
catalysing research in biomedical sciences and engineering.
Today, one-north is equipped with state-of-the-art facilities for
Multinational Corporations (MNCs) to undertake innovationintensive
activities in Singapore, facilitate technology transfer to
our local enterprises, and has become the cradle to Singapore’s
vibrant start-up ecosystem. Biopolis and Fusionopolis, the main
developments within one-north, are now home to over 250
companies, 600 start-ups and 16,000 scientists, researchers
and innovators from both public and private sectors.
Singapore consistently ranks among the top ten countries
under the Global Innovative Index, published by Cornell
University, INSEAD and the World Intellectual Property
Organisation. In 2017, Singapore ranked first in the
Innovation Input Sub-Index and second in the Infrastructure
sub-pillar. The impact of our continued investment in R&D is
also evident in the creation of more than 50,000 jobs in the
R&D sector in 2016, at a Compound Annual Growth Rate of
3% over the previous ten years.3
Foster An Inclusive Environment For Small- And Medium-
Sized Enterprises
Singapore’s small and medium-sized enterprises (SMEs)
employ 69% of the workforce and contribute 47% of total
nominal value added.4 As key stakeholders within the
economy, SMEs will need to continually upgrade to remain
competitive. Enterprise Singapore (ESG), an economic agency
which supports companies to grow and internationalise,
offers a broad range of support, financing schemes and other
programmes to SMEs. Centres of Innovation (COIs) have
also been set up to assist SMEs with their technology and
innovation ambitions. Start-ups are also supported through
various schemes such as the Start-up SG Founder and Startup
SG Tech schemes, which all serve to provide support to
companies in their nascent stages. The support provided by
agencies such as ESG and A*STAR is tailored to the specific
needs of SMEs and start-ups. For instance, A*STAR’s SME
Office and commercialisation arm, offers dedicated platforms
to help tech start-ups and SMEs bring innovative ideas to
market, and provides support in licensing and other intellectual
property-related issues. Technology-intensive companies can
engage A*STAR’s support to develop customised technology
roadmaps aligned to their business strategies, and ramp up
their R&D efforts by tapping on A*STAR’s research experts,
facilities and equipment.
2 one-north is a 200-hectare development hosting a cluster of research facilities and business park space to support the growth of Biomedical Sciences, Infocomm Technology (ICT),
Media, Physical Sciences and Engineering industries.
3 National R&D Survey of Singapore 2016
4 Department of Statistics (DOS), 2016 data
32
CHALLENGES
Rapid Technological Change
New technologies can displace entire
industries, making workers redundant,
even as they create new opportunities.
Helping SMEs Stay Competitive
Most research-intensive and innovative
small economies in the world have large
home-grown companies that are MNCs
but Singapore’s domestic enterprises are
not as large or research-intensive.
FUTURE CHALLENGES & OPPORTUNITIES
OPPORTUNITIES
Committee on the Future Economy (CFE) Strategies
The CFE, which was convened in January 2016 to review Singapore’s
long-term economic strategies, had noted the challenges brought
about by disruptive innovation. The CFE had identified the following
strategies to allow our population to cope with the resulting
uncertainties and grasp new opportunities:
1. Acquire and utilise deep skills
2. Strengthen enterprise capabilities to innovate and scale up
3. Build strong digital capabilities
4. Partner each other to enable innovation and growth
Strengthen Enterprise Capabilities to Innovate and Scale Up
The Government can help our enterprises stay competitive through
the following strategies:
1. Strengthen our innovation ecosystem
• Companies can tap on the RIE2020 Plan to develop
innovative and viable commercial products
• Establish commercially-oriented entities to commercialise
research findings and intellectual property
2. Support enterprises to scale up
• Provide targeted assistance to high-growth enterprises to
scale up and internationalise
• Encourage partnerships between large and
small enterprises
3. Catalyse the private sector to provide more growth capital
• Simplify the venture capital regulatory framework
• Attract more Private Equity firms to Singapore
FUTURE OF MANUFACTURING (FOM)
Singapore’s Future of Manufacturing (FoM) initiative
aims to drive the adoption of advanced manufacturing
technologies among enterprises through public-private
partnerships. One key programme under this is the
Model Factories. Model Factories allows the ecosystem
of research performers, end users, technology providers
and system integrators to jointly innovate, test and
demonstrate FoM technologies.
A*STAR launched the Model Factory@SIMTech in
October 2017, and will launch the Model Factory@
Advanced Remanufacturing and Technology Centre
(ARTC) in 2018. These allow companies, particularly
our SMEs, to learn about the latest manufacturing
technologies and collaborate with stakeholders to
test-bed and jointly develop innovative solutions. The
end goal is for SMEs to adopt, in whole or in part, the
Model Factory platform technologies on their own
factory floors.
33
LEAVING NO ONE BEHIND Mitigating income inequality, ensuring social
mobility, and enhancing social integration are
key to maintaining Singapore’s social harmony
and stability. Since independence, we have strived to
ensure that every citizen benefits from the fruits of our
economic progress and that no one is left behind. We have
pursued policies that allow for broad-based improvement
in Singaporeans’ well-being regardless of their ethnicity,
gender, origin, religion, and economic status.
Over the years, we provided basic education, healthcare,
and housing for our population. For example, we
have achieved a home ownership rate of 90.9% as of
2016. Our high-quality public housing and integrated
residential neighbourhoods are critical to our efforts to
mitigate inequality. We have no slums or ghettoes as our
neighbourhoods are designed with a mix of public and
private housing for all income levels. The Ethnic Integration
Policy for public housing has also helped us to avoid large
ethnic concentrations in particular neighbourhoods. These
policies, together with providing public spaces such as
parks, eating establishments, and exercise facilities within
our neighbourhood to maximise social interactions, are
important in achieving social integration.
BRIGHT SPOTS
Reducing Inequalities and Ensuring Social Mobility
We have adopted a more proactive approach over time
in order to provide more support to the less well-off.
We remain committed to providing quality education,
healthcare, and housing as these are essential stepping
stones for ensuring social mobility in our society. At the
same time, we have introduced more targeted assistance
to vulnerable groups such as the lower-income and
elderly Singaporeans. For instance, the Workfare Income
Supplement (WIS) scheme supplements the wages of
older low-wage workers in their working years and tops
up their Central Provident Fund (CPF) savings. For workers
in sectors that may require more help, the Progressive
Wage Model (PWM) helps to increase wages of workers
through upgrading skills and improving productivity.1
We have made some progress in tackling inequality. Over
the last five years from 2012 to 2017, the income growth
at the 20th percentile of full-time employed residents was
4.2% per annum in real terms. Income growth at the median
1 Currently applies to the cleaning, security, and landscaping sectors which are commonly outsourced services.
2 Based on household income from work per household member.
3 Polyclinics provide primary healthcare, including outpatient medical care, health screening, pharmacy, and dental services.
was 3.4% per annum in real terms. The picture is similar
for household incomes: between 2012 and 2017, income
growth per household member ranged between 4.2% and
4.6% for each of the lowest five deciles, while the average
income growth per household member was 3.5% for the
population as a whole.2 These results are encouraging and
we are committed to continuing our efforts in this area.
Our social and economic policies have also fostered a
relatively high degree of social mobility. For example, our
education system provides a good education to every
child, giving each a chance to move ahead — 14.3% of
Singaporean children from households in the lowest 20%
income bracket managed to progress to the top 20%
income bracket.
We will continue to provide Singaporeans with opportunities
to develop to their fullest potential throughout their lives,
regardless of their starting point. One way in which we
are doing this is by increasing the provision of quality and
affordable preschool education, to ensure a good start
for all children. We are investing significantly in the early
childhood sector, and piloting a new early intervention
programme for children in low-income and vulnerable
families called KidSTART. To cater to students who need
a conducive after-school care environment, we will expand
the number of school-based Student Care Centres (SCCs)
and places. They will cater to the educational, social, and
emotional well-being of our students, especially those from
disadvantaged families.
Robust Social Security System
Singapore’s social security system comprises the four pillars
of home ownership, healthcare assurance, retirement
adequacy through the CPF system, and WIS and Silver
Support schemes which are tax-financed transfers. In this
regard, we have increased our social spending in recent
years in order to ensure that more Singaporeans can benefit.
One example is in the area of healthcare, where lower- to
middle-income Singaporeans are eligible for higher subsidies
for subsidised treatment at public hospital specialist outpatient
clinics (SOCs), and higher medication subsidies at subsidised
SOCs and polyclinics.3 They can also apply for the Community
Health Assist Scheme (CHAS), and receive subsidies for
treatment at participating general practitioner (GP) and
dental clinics. To ensure that no one will lose Medishield
SUSTAINABLE
DEVELOPMENT GOAL 10:
Reducing Inequality Within and Among Countries
34
Life coverage, we have also introduced structural premium
subsides for lower- to middle-income Singaporeans, as well
as Additional Premium Support for those who are unable to
afford their premiums even after subsidies.4
Beyond the Government’s social policy interventions, on
a broader level, we believe in building a society where
everyone feels included and reinforcing a supportive social
culture that encourages personal and family responsibility.
In this regard, our social policies are designed to empower
people who are in difficult circumstances to bounce back
up, by encouraging them to take personal responsibility
supplemented with active support from the community and
Government. For example, ComCare provides financial
assistance to low-income individuals and families to meet
their basic needs, while working hand-in-hand with the
families to improve their situation and regain self-reliance.
This is also why we have made the CPF, which is funded
by contributions from employers and employees, the key
vehicle for the delivery of our various social security policies.
Policies such as Workfare are also designed to encourage
people to stay in the workforce and to keep building on
their skills. This fosters a social ethic that strengthens
personal responsibility and is the key to a more sustainable
approach for longer-term social mobility in our society.
Empowering and Promoting the Social, Economic, and
Political Inclusion of All
As a multi-ethnic and multi-religious society, Singapore
has been committed to ensuring that all ethnic groups and
religions enjoy the same equality of opportunity. At our
independence in 1965, our founding Prime Minister Mr
Lee Kuan Yew said that Singapore is “not a Malay nation,
not a Chinese nation, not an Indian nation. Everybody will
have his place: equal; language, culture, religion.”5 This has
been enshrined as a fundamental principle in Singapore’s
governance and society throughout the years.
To ensure that the minority ethnic groups in Singapore
will always have a voice and be represented in Parliament,
we established Group Representation Constituencies
(GRCs). GRCs are larger electoral divisions represented
by between three and six Members of Parliament (MPs),
of which at least one MP must belong to a minority
ethnic group. We have also introduced the Nominated
Member of Parliament (NMP) scheme to promote political
inclusion of all Singaporeans, including those who may
4 MediShield Life is a national health insurance scheme that provides lifelong protection for all Singapore Citizens and Permanent Residents.
5 The Chinese, Malays, and Indians are the three main ethnic groups in Singapore.
6 The SPD works in partnership with people with disabilities to develop their potential to the fullest so that they can be self-reliant and independent.
be potentially disadvantaged and marginalised. NMPs
represent the varied interests of different groups of
Singaporeans. For example, NMP Ms Chia Yong Yong,
who is also the President of the SPD, has spoken in
Parliament to champion issues concerning the welfare of
persons with disabilities.6
We have also introduced various policies to ensure that
all Singaporeans are empowered to achieve their fullest
potential. This includes our Third Enabling Masterplan
(2017 - 2021), which looks at improving the quality of life
of persons with disabilities, supporting their caregivers,
and building a community that is more caring and
inclusive. The Masterplan was endorsed by a Steering
Committee which included key stakeholders such as
persons with disabilities, caregivers, professionals in
the disability field, voluntary welfare organisations,
and Government agencies. We also have the WorkPro
scheme to help employers implement flexible work
arrangements and age-friendly workplaces, to help
women and older workers remain in the workforce for
as long as they want to.
As a nation founded by immigrants, Singapore has always
been an open society. In this regard, migrants are another
important group in our community. Singapore grants a
stable number of citizenships and permanent residencies
each year. Many of our immigrants have family ties with
Singaporeans and may also have lived in Singapore for
many years. We value the strong social cohesion and
harmony between the different community groups in
Singapore and we work together as a community to
continuously strengthen these bonds and ensure that new
Singaporeans feel welcomed.
35
CHALLENGES
Globalisation and Technological Disruption
Buffering the effects of globalisation and technological
disruption will continue to be a challenge for any global
city. Maintaining social mobility also becomes harder
with each successive generation. This is compounded
by changing demographics as Singapore’s society ages
and family sizes shrink.
FUTURE CHALLENGES & OPPORTUNITIES
OPPORTUNITIES
Lifelong Learning and Risk-pooling
We are investing early and significantly to take
advantage of a local population that is healthier, more
educated, and living longer. We have also introduced
more social risk-pooling through CPF LIFE and
MediShield Life for retirement and healthcare needs
respectively, and are studying other areas of riskpooling
such as long-term care.7
KIDSTART TO GIVE EVERY CHILD THE BEST POSSIBLE START IN LIFE
To foster social mobility, it is important that we help
all children, regardless of their family background, to
have the best possible start in life. Children who grow
up in low-income or vulnerable families often find
themselves trapped in a cycle of poverty. Many children
in such circumstances lag behind their peers even in
their early years.
As part of our efforts to give these children a better start
in life, Singapore launched a pilot programme called
KidSTART in 2016 to help disadvantaged children. The
programme provides upstream support and creates a
conducive environment for these children. It consists of
the following:
(i) KidSTART Home Visitation Programme
These are weekly or fortnightly home visits
by professionals from Singapore’s KK Women’s
and Children’s Hospital and our Early Childhood
Development Agency (ECDA) to pregnant mothers
and parents of children up to three years old who
are from low-income or vulnerable groups. During
the visit, professionals impart skills and practical
knowledge on child growth, development, health,
and nutrition to parents or main caregivers.
(ii) KidSTART Groups
These are weekly community-based playgroup
sessions for parents or main caregivers and their
toddlers. They aim to enhance parental skills in
child development and parent-child bonding.
Parents are provided with educational resources
to reinforce their leaning at home. The curriculum is
delivered by EDCA-trained facilitators.
(iii) KidSTART Enhanced Support to Preschools
Selected preschools are provided with additional
resources to improve engagement with and support
for parents to improve the child’s school readiness
prior to entering the formal education system.
We have seen positive and encouraging feedback
from families enrolled in the KidSTART pilot
programme. For instance, children are more talkative
and expressive, and interact better. As of end 2017,
over 500 children and their families were receiving
KidSTART support.
7 The Ministry of Health has set up the ElderShield Review Committee in October 2016 to study how ElderShield, a national severe disability insurance scheme, ought to be enhanced to
improve adequacy, affordability, and sustainability.
36
SUSTAINABLE
DEVELOPMENT GOAL 11:
Make Cities and Human Settlements Inclusive, Safe, Resilient and Sustainable
SINGAPORE’S URBAN
DEVELOPMENT STORY Singapore is a city-state with limited land and high
urban density. These unique circumstances demand
the prudent and strategic use of our land to ensure that
we develop sustainably in light of our increasing population
and economic growth. We have therefore consistently
drawn upon two key principles: sound and dynamic
urban governance, combined with integrated long-term
planning to ensure sufficient land for sustainable growth
and a convenient and high-quality living environment for
Singaporeans. To implement these plans, we work with
various stakeholders on policies such as public housing for
the majority of Singaporeans, and an integrated transport
network, while incorporating green spaces throughout our
urban landscape. Ultimately, our goal is to create a pleasant
environment for all Singaporeans to work, live, and play.
BRIGHT SPOTS
Integrated Land Use Planning
Singapore takes a long-term approach to urban planning.
This is implemented through our Urban Redevelopment
Authority (URA)’s Concept Plan, a long-term strategic land
use and transportation plan that outlines broad strategies
to guide development for the next 40 to 50 years. These
broad long-term strategies are translated into the more
detailed Master Plan, which lays out upcoming plans and
developments in the next ten to 15 years.
The Concept Plan is reviewed at least once every ten years
and the Master Plan once every five years. These reviews
are necessary to take into account various factors, such as
changing land use needs, socio-economic and technological
trends, demographic changes, the economic, social, and
environmental needs of current and future generations, as
well as regional and global economic developments.
The Concept Plan and Master Plan map out the directions
for Singapore’s growth and introduce new and innovative
approaches to planning and development. For example,
in Master Plan 2014, URA identified future growth areas
to meet a wider range of economic needs such as
business expansion and diversifying employment areas.
As part of the plan, the Jurong Lake District in the western
part of Singapore was identified as a new mixed-use
business district.
New approaches to district-planning include integrating
utilities, facilities and services at the district level instead
of at a building level, such as district cooling systems and
common services tunnels. This will allow us to achieve
economies of scale and cost savings, and enjoy the
convenience of tapping on shared services. Another
example is hawker centres1 (or cooked food centres) that are
co-located with community amenities and offer a variety of
high quality and affordable food.
Housing a Nation
Over 80% of Singapore’s resident population live in public
housing built by the Housing and Development Board
(HDB). More than nine in ten of these resident households
in public housing own their flats. Public housing is heavily
subsidised to ensure that it is highly affordable. We have
put in place a progressive system of housing grants, on top
of subsidised purchase prices for new HDB flats. As a result,
most first-time home buyers today use less than a quarter
of their monthly income to pay their housing loans. This is
well below the international benchmark of 30% to 35% of
monthly income allocated to housing.
Beyond shelter, public housing provides an environment
to live, work, play, and learn. HDB towns have a full range
of facilities to meet the various needs of residents, such as
commercial spaces, schools, transport nodes, and parks. Over
the years, HDB’s comprehensive planning and execution have
evolved. New towns today are centred on the fundamental
philosophy of sustainability, so as to provide residents with
a high quality of life and reduce commuting times. Most
HDB towns are developed based on the “Neighbourhood
Principle”, where several neighbourhoods are grouped around
a town centre that provides essential services within close
reach of the residents. Punggol, HDB’s youngest town in the
northeast of Singapore, is based on a newer planning concept
where smaller residential estates share a common green and a
variety of well-integrated facilities to enhance accessibility and
encourage clean commuting. The pervasive green network of
nature reserves, parks, park connectors, tree-lined roads and
other natural areas built within and around HDB estates has
made living in public housing more pleasant.
Building Safety
The Building and Construction Authority (BCA) champions a
strong culture of safety awareness and regulation in the built
environment sector. Through regular reviews, BCA upholds
high safety standards while ensuring that the regulatory
regime remains relevant even as projects grow in size and
engineering complexity.
The design and construction of buildings in Singapore are
regulated under the Building Control Act and Regulations.
1 Hawker centres are open-air food centres in Singapore where people from all walks of life can enjoy affordable food in a clean environment.
37
This includes a rigorous system of checks and controls
throughout the entire building lifecycle of design,
construction, commissioning the building before occupation,
and maintenance after completion.
Under the Periodic Structural Inspection regime, regular
inspections must be conducted on completed buildings
by professional engineers to inspect and assess the
building condition and recommend rectification measures
if necessary. BCA’s regulatory control also extends to lifts
and escalators. Owners must obtain a permit from BCA
for each lift and escalator, carry out monthly maintenance,
and test them annually. Contractors have to maintain the
lifts and escalators in accordance with manufacturers’
recommendations and relevant standards.
Transit-oriented Development and Planning
Singapore employs a transit-oriented approach to
development and planning in order to ensure that transport
capacity is able to support the variety of land uses and our
limited land is utilised productively. In this respect, our land
transport strategies and measures are guided by the Land
Transport Master Plan, which is reviewed every five years.
Our long-term goal is to make public transport the choice
mode of transport through improved connectivity and
better services. We also promote active mobility in terms of
walking, cycling, and the use of personal mobility devices.
Together with new business models and technologies, such
as car-sharing and self-driving vehicles, we aim to advance
a mobility paradigm that is not centred on private transport.
The following are some examples of Singapore’s transitoriented
initiatives:
Promoting Public Transport
We aim for 75% of morning and evening peak journeys to
be made using public transport by 2030, and at least 85%
by 2050. To achieve this, Singapore’s rail network will be
expanded from 230 kilometres today to 360 kilometres by
2030, enabling eight in ten households to be within a tenminute
walk of a train station, and 85% of public transport
journeys of less than 20 kilometres to be completed
within 60 minutes. In addition, we will be extending our
bus networks and enhancing their service levels. In 2012,
the Bus Service Enhancement Programme was introduced
to provide commuters with better connectivity, more
comfortable journeys, and shorter waiting times. Between
2012 and 2017, we added 1,000 Government-funded buses
and rolled out 80 new bus services to improve connectivity
to major transport nodes and key community and
commercial facilities.
Walking and Cycling Plan
“Walk Cycle Ride SG” is a vision to make walking, cycling,
and riding public transport a way of life for Singaporeans.
To help realise this vision we introduced a Walking and
Cycling Plan (WCP) for developments with high pedestrian
and cyclist traffic. The WCP requires developers to ensure
that their designs meet the needs of pedestrians and
cyclists, instead of catering mainly to vehicular traffic.
It also provides for the building of ramps for barrier-free
access. Further, developers are incentivised to provide
bicycle lots and supporting facilities through exemption
of these spaces from the gross floor area calculation. In
addition, more covered walkways are being constructed so
that people can walk to train stations, bus interchanges,
and neighbourhood amenities comfortably regardless of
the weather. To date, 120 kilometres of sheltered walkways
have been constructed, with 200 kilometres planned for
completion by end-2018.
Launched in 2010, the National Cycling Plan (NCP) envisions
cycling as an integral part of Singapore’s transport system.
Intra-town off-road cycling paths connected to major
transport nodes and key amenities were constructed and
bicycle parking facilities enhanced in seven HDB towns.
The NCP was revised in 2013 with more ambitious targets:
provide every HDB town with a cycling path network, and
build an island-wide off-road cycling path network of over
700 kilometres by 2030. This will be implemented by giving
greater priority to cycling in our transport system, enhancing
cycling infrastructure, encouraging clear and consistent
cycling rules and etiquette, and increasing community
support for cycling.
Inclusive Transport
We continue to put in measures to guarantee the
accessibility of public transport to all, including the
elderly, disabled, visually-handicapped, and families with
young children. Since 2006, all our train stations have
been equipped with at least one barrier-free entrance with
a lift, a tactile guidance system, and wheelchair-accessible
toilets. More than 85% of train stations now have barrierfree
access routes from the station entrance to the station
platforms. Priority queue zones for passengers in need for
boarding of trains, public buses and lifts were introduced
in 2015, and have been implemented in 20 train stations
and nine bus interchanges to date. Since April 2017, our
public buses are also equipped to allow parents to board
with children in open strollers. By 2020, all public buses
will be wheelchair-accessible.
Safer Streets
To make our streets safer for the elderly and persons with
disabilities, 50 “Silver Zones” will be implemented by 2023
in areas with high senior resident populations, amenities
which seniors frequent, or higher accident rates involving
senior pedestrians. Silver Zones have road safety features,
such as lower speed limits, centre dividers, and road humps
and chicanes that slow down motorists and remind them
to look out for pedestrians. To date, 15 Silver Zones have
been completed.
Green Buildings
Singapore is working to ensure that at least 80% of our total
38
building gross floor area will be green by 2030. To this end,
we launched the BCA Green Mark Scheme in January 2005
to promote resource efficiency and reduce any potential
environmental impact in the built environment. The BCA
Green Mark Scheme paved the way for the formulation of
Singapore’s first Green Building Masterplan in 2006, which
focused on new buildings. Following consultations with
industry stakeholders, the Masterplan was revised twice in
2009 and 2014 to cover existing buildings and tenanted
space, and drive the built environment sector to meet the
80% green buildings target. To date, Singapore has more
than 3,200 green buildings with a total gross floor area of
more than 94 million square metres, equivalent to more than
34% of total floor area of all buildings in Singapore.
Green Transport
Aside from promoting public transport and encouraging
active mobility, Singapore is also encouraging a shift to
cleaner vehicles. To help vehicle purchasers make more
informed decisions, we introduced the Fuel Economy
Labelling Scheme which provides information on the fuel
efficiency of each vehicle model. We also introduced a
scheme that provides rebates for low-emission vehicles and
levies surcharges for high-emission ones. In December 2017,
we rolled out an electric car-sharing programme, BlueSG,
which will introduce 1,000 shared electric cars and 2,000
charging kiosks island-wide by 2020. In addition, we intend
to deploy 50 hybrid buses by the first quarter of 2019, and
60 electric buses by mid-2020 for trials.
Green Spaces
Despite our land constraints, close to 10% of land in
Singapore is set aside for parks and nature conservation.
Today, more than 80% of households live within 400 metres
or a ten-minute walk to a park. We aim to expand this to
more than 90% of households by 2030, by creating more
neighbourhood and regional parks. One of our most iconic
regional parks is the Singapore Botanic Gardens (SBG).
With over 150 years of history, the SBG is a premier tropical
botanic garden and is Singapore’s first UNESCO World
Heritage Site. Located just outside Singapore’s shopping
district, the SBG is also a prime example of green spaces
co-existing within a broader urban landscape in Singapore.
As Singapore continues its transformation into a City in a
Garden, the National Parks Board (NParks) has identified six
key areas to fulfil this vision:
1. Establish world-class gardens
2. Rejuvenate urban parks and enliven our streetscape
3. Optimise urban spaces for greenery and recreation
4. Enrich biodiversity in our urban environment
5. Enhance competencies of our landscape and
horticultural industry
6. Engage and inspire communities to co-create a
greener Singapore
International Collaborations
We have established an extensive network of collaboration
with international partners and governments over the years
to exchange knowledge and best practices on building
sustainable cities.
BCA and UN Environment Collaborations
The BCA has collaborated with UN Environment on
several initiatives related to sustainable buildings. For
instance, the Centre for Sustainable Buildings, established
through the signing of the 2nd BCA-UNEP Memorandum of
Understanding (MOU) in 2011, provides technical support,
tools, and solutions for the building sector in Asia. In 2013,
the BCA and UN Environment established a five-year
partnership project, the “Nationally Appropriate Mitigation
Action (NAMA) Development for the Building Sector in
Asia”, which supports four participating Asian countries,
Indonesia, the Philippines, Thailand, and Vietnam, in
developing national plans to reduce greenhouse gas
emissions in their building sectors. The project is part of the
International Climate Initiative supported by the German
Federal Ministry for the Environment, Nature Conservation
and Nuclear Safety.
Global Alliance for Buildings and Construction (Global ABC)
Regional Roundtable for Asia-Pacific
The Global ABC is an initiative launched at the 21st
Conference of the Parties to the UN Framework
Convention on Climate Change (UNFCCC), as part of
the Lima-Paris Action Agenda. It aims to scale up actions
within the buildings and construction sector to reduce
emissions. Singapore hosted the Global ABC’s inaugural
Regional Roundtable for Asia Pacific in conjunction with
the International Green Building Conference in September
2016. The two-day event involved a series of activities
to meet the global sustainable buildings and climate
change agenda. This included a presentation of the UN
Environment’s Finance Initiative publication “Sustainable
Real Estate Investment – Implementing the Paris Climate
Agreement: An Action Framework”, and the Working
Session of the Sustainable Energy for All (SE4All) Building
Efficiency Accelerator. It was attended by more than 85
participants from national governments, local authorities,
NGOs, international financial institutions and research
institutions from 14 countries in the region.
Centre for Liveable Cities’ International Capacity
Development Programmes
Since 2015, our Centre for Liveable Cities (CLC)
has organised international capacity development
programmes for 1,472 international city leaders, officials,
and practitioners from 42 countries. CLC’s international
programmes are guided by the Singapore Liveability
Framework, which identifies the outcomes and systems
of a liveable and sustainable city. The Framework is also
a means to assess sustainable urban development as
outlined in SDG 11 and the New Urban Agenda.
39
In October 2016, Singapore signed a three-year MOU with
the UN Human Settlements Programmes (UN-Habitat)
to jointly develop international capacity development
programmes. The inaugural SG UN-Habitat International
Leaders in Urban Governance Programme was held from
5 to 9 June 2017. More than 40 participants from 14 cities
representing 12 African countries attended the programme
which shared Singapore’s strategies in urban transformation
contextualised to African cities’ needs.
URA Academy
The URA Academy conducts training sessions to share
Singapore’s planning experience and expertise with
overseas government officials and professionals. Each year,
it hosts more than 2,500 delegates from over 45 countries.
The URA Academy has also been organising a four-day
Integrated Land Use Planning course since 2009 to provide
a comprehensive overview of URA’s core work.
CHALLENGES
Limited Land
As Singapore’s population and economy
grow, we will need to continually optimise
the use of our limited land, whether
through redevelopment, planning, or
building underground in order to keep up
with demand.
Changing Demographics
Our population is expected to age rapidly,
with the number of Singaporeans over
65 years of age and above doubling to
900,000 by 2030. The dependency ratio is
also expected to decrease, with only two
working adults supporting each elderly
person by 2030.
FUTURE CHALLENGES & OPPORTUNITIES
OPPORTUNITIES
New Growth Districts
We are optimising space by transforming existing areas into new growth
districts. This includes redeveloping our Greater Southern Waterfront
region after the relocation of existing maritime ports to the western part
of Singapore, and the redevelopment of the Paya Lebar region in the
northeast, after the relocation of the existing military air base.
Spatial Strategies
We are applying spatial strategies to avoid overcrowding. This
includes setting up economic centres outside the traditional
business and financial district in the central region, such as Changi
Business Park in the East and one-north1 in the West. In tandem,
we are planning for more residential spaces in central Singapore to
enable more people to work nearer their homes.
Underground Infrastructure
We are exploring options to shift more of our transport and utilities
infrastructure and storage facilities underground. Some examples
under study include an underground goods mover system to reduce
freight transport on roads, underground electrical substations and
rock caverns for storm water drainage and storage to increase our
water resilience.
An Enabling City
We aim to capitalise on this by transforming our city into an
enabling place for seniors to live independently and comfortably
while remaining integrated in the community. For example, we have
introduced barrier-free accessibility, more seating and community
spaces in housing estates, and a programme to equip flats with
senior-friendly fittings such as grab bars and slip-resistant floor tiles.
To better engage our seniors, we have integrated spaces with
senior facilities such as day care, and health and community
programmes in our estates. We are enhancing our parks with seniorfriendly
amenities. We will be piloting a network of ten therapeutic
pocket gardens based on horticulture therapy to support seniors
with dementia and post-stroke patients through the provision of
contemplative spaces and activity zones.
1 one-north is a 200-hectare development hosting a cluster of research facilities and business park space to support the growth of Biomedical Sciences, Infocomm Technology (ICT), Media,
Physical Sciences and Engineering industries.
40
FUTURE CHALLENGES & OPPORTUNITIES
Increasingly Diverse Population
Our open economy and immigration policies
have resulted in a more cosmopolitan
society. A “one-size-fits-all” approach to
urban planning will no longer be able to
cater to a more diverse resident mix.
Ageing Infrastructure
As Singapore develops and our population
density increases, we will have to ensure
that our buildings are safe and wellmaintained
so as to sustain our economic
and population growth.
We help seniors live close to their family and community with priority
schemes for new HDB flats, a Proximity Housing Grant2 for resale
flats, and purpose-built housing options such as three-generation
“3-Gen” flats and short lease two-room “Flexi” flats. We are also
exploring integrating senior-friendly housing and senior care
services, such as assisted living developments.
Varied Housing Options
Singapore’s public housing environment offers a range of options
to meet varying needs and demands, such as different budgets,
designs, and locations. This caters to home buyers with different
aspirations and income levels, as well as changing family structures.
Design for Maintainability
Instead of approaching maintenance as a downstream issue, we are
encouraging consultants and developers to consider maintainability
outcomes further upstream, i.e. to design buildings that are easier
to maintain. We have worked with industry stakeholders to develop
the Design for Maintainability Checklist in 2016 and a Façade
Access Design Guide in 2017 to motivate designers and developers
to integrate suitable solutions at the design stage for safer, more
labour-efficient and cost-effective maintenance regimes.
Maintenance of Exterior Features
Building owners are required to ensure that any exterior features
(e.g. windows, claddings, plaster) of their buildings are maintained
and securely fixed.
We will be introducing a Periodic Façade Inspection regime, which
focuses on buildings older than 20 years. Inspections will be required
once every seven years to allow for the early detection of façade
deterioration to facilitate timely repair.
2 The Proximity Housing Grant applies to families purchasing public flats to live with or close to each other, i.e. within 4 kilometres. For example, this would apply to married or engaged
couples who are buying a HDB flat to live with or near their parents.
41
SINO-SINGAPORE TIANJIN ECO-CITY
In November 2007, Singapore and China embarked
on a flagship bilateral project to jointly develop the
Sino-Singapore Tianjin Eco-city (SSTEC). The 30 square
kilometre SSTEC provides a platform for both countries
to collaborate on environmental protection, resources
and energy conservation, and build a harmonious
society. Prior to the development of the SSTEC, the
site comprised mainly uninhabitable saltpans, barren
saline land and polluted water bodies. As of May 2018,
the eight square kilometre Start-Up Area is largely
completed. The SSTEC is now home to about 80,000
residents and about 5,000 registered companies.
SSTEC’s development is guided by a Key Performance
Indicator (KPI) Framework. The Framework comprises
26 KPIs spanning environmental, economic and social
aspects, including 100% green buildings, 100% water
potability at tap, more than 20% renewable energy
usage, 100% services network coverage, and 100%
provision of free recreational and sports facilities within
500 metres of residential areas.
SSTEC has been actively pursuing eco-developments.
These include rehabilitating its 2.6 square kilometre
wastewater pond, conducting research in green
development, developing green building standards
and constructing green buildings, tapping
renewable energy sources (e.g. wind, solar, and
geothermal energies), encouraging residents to lead
environmentally-conscious lifestyles, and promoting
green transport.
In line with SSTEC’s vision to serve as a model of
sustainable development for other cities, Singapore and
China are working together to document lessons and
experiences gained in the last ten years to share with
other cities in China and beyond. The documentation
will be launched at SSTEC’s tenth year milestone in 2018.
WORLD CITIES SUMMIT
The World Cities Summit (WCS) is an exclusive
platform for government leaders and industry
experts to address liveable and sustainable city
challenges, share integrated urban solutions, and
forge new partnerships. Held biennially, the WCS
is jointly organised by the CLC and URA. The key
highlights of the Summit include the Lee Kuan Yew
World City Prize Lecture, the World Cities Summit
Mayors Forum, and the Young Leaders Symposium.
The WCS is traditionally organised during the Urban
Sustainability Week in Singapore, during which the
Singapore International Water Week (SIWW) and the
CleanEnviro Summit (CESS) are also held. Previous
participants included ministers, mayors, governors
and city and provincial officials, academics, NGOs and
private sector representatives including architects,
urban planners, engineers, property developers and
transport solution providers.
The 6th WCS in 2018, under the theme of “Liveable
& Sustainable Cities: Embracing the Future through
Innovation and Collaboration” explored how cities
can be made more liveable and resilient through
better governance and planning, technology and
social innovations, as well as collaborations with
stakeholders and other cities. In line with Singapore’s
2018 ASEAN Chairmanship, a number of ASEANfocused
events were also organised, including the 6th
Meeting of Governors and Mayors of ASEAN Capitals
on 7 July 2018.
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SUSTAINABLE DEVELOPMENT GOAL 12:
Ensure Sustainable Consumption and Production Patterns
ZERO WASTE NATION
As a small island nation, Singapore is constrained
by limited resources and land scarcity. In order
to maintain a safe living environment with a high
quality of life for current and future generations, Singapore’s
approach to sustainable consumption and production is to
become a Zero Waste Nation. Energy and raw materials are
used to produce and get goods to consumers. Energy is also
needed to collect and transport the waste that is generated.
We aim to conserve resources by extracting greater value
from waste as a resource. Just as Singapore has been
successful in closing the water loop by recycling water
endlessly, we also strive to close the waste loop through a
circular economy. We can achieve these aims by practising
the 3Rs: Reducing, Reusing and Recycling. By reducing waste
and our consumption of materials and goods, we also avoid
depleting the earth’s resources through wasteful habits. This
will keep Singapore clean, conserve precious resources, and
reduce the need for space-consuming landfills. The Zero
Waste Nation philosophy is integrated into our national plans
and policies, such as the Sustainable Singapore Blueprint.
We also work with industry stakeholders to incorporate the
3Rs into business practices, and with the community to
spread the message on responsible consumer behaviour.
We also seek to ensure that these efforts are in-line with
international norms and standards on the management of
hazardous chemicals and wastes.
BRIGHT SPOTS
Waste Reduction
IIn 2017, Singapore generated about 7.7 million tonnes of
waste. As Singapore’s population and economy grow, this
will increase. As a land-scarce country with only one offshore
landfill, reducing waste generation is an important issue.
We are working to increase our national recycling rate from
the current 61% to 70% by 2030. We have implemented
several initiatives towards this goal, with focus on e-waste,
plastic and packaging waste, and food waste. These three
waste streams have been prioritised as they have significant
potential for recycling.
Encouraging the 3Rs (Reduce, Reuse, Recycle)
Singapore generates approximately 60,000 tonnes of
e-waste each year. With shorter product replacement
periods and rapid technological advancements, this amount
is set to increase. Currently, e-waste recycling is conducted
through a public-private partnership that forms a network
of collection centres across Singapore where consumers
can voluntarily and conveniently deposit their e-waste
for recycling. The collected e-waste is then channelled to
licensed recyclers for treatment. The initial results have been
encouraging. Singapore announced in March this year that
we will be introducing a mandatory e-waste management
framework based on the principle of Extended Producer
Responsibility (EPR). We aim to implement this by 2021
and are currently conducting consultations and finalising
the operational details.
Packaging waste constitutes about one-third of Singapore’s
domestic waste by weight. To conserve the precious
resources used to produce plastics and packaging, as well
as divert these from our limited landfill space, it is imperative
that Singapore takes steps to reduce plastics and packaging
waste. To holistically tackle the issue upstream and at source,
Singapore will mandate that businesses report on the type
and amount of packaging they put on the market and their
plans for reduction by 2021. The Government will also step
up engagement with stakeholders and businesses to cut
down the excessive use of plastic bags and disposables like
single-use food containers.
We also recognise the detrimental effects that plastic waste
can have on our environment. To prevent such effects,
Singapore has in place an integrated waste management
system. We have an efficient collection system to collect all
municipal waste to prevent litter. They are then sent directly
for incineration at waste-to-energy plants, which are equipped
with air pollution control equipment to meet stringent
emissions limits for pollutants such as sulphur dioxide, dioxins
and furans. This incineration process thus solves the issue of
plastics needing long periods before breaking down.
As a small country with little resources of our own, Singapore
is dependent on imports to meet our needs, including food.
It is important that we reduce food waste. In Singapore,
households and the industry each generate about half the
amount of food that is wasted. Therefore, we have different
initiatives to address the food waste issue. For example, we
encourage food manufacturers, retail food establishments
and supermarkets to re-price or re-distribute unsold or excess
food to consumers or donate them to charities. Consumers
are also encouraged to reduce food waste through publicity
and outreach initiatives that encourage smart and prudent
food purchases, preparation and storage habits. Where
food waste is still generated, Singapore has also put in place
efforts to convert this waste into a resource. By supporting
on-site food waste treatment at commercial premises and
hawker centres,1 as well as piloting district-level food waste
treatment, we have increased our food waste recycling rate
from 12% in 2012, to 16% in 2017.
1 Hawker centres are open-air food centres in Singapore where people from all walks of life can enjoy affordable food in a clean environment.
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To improve our recycling rate, Singapore strives to make
recycling convenient. A recycling bin is provided for every
public housing block and landed housing unit. Private
residential developments are also required to provide recycling
receptacles within the estate. Since 2014, all new public housing
projects are fitted with a dual-chute system on every floor
for the separate collection of recyclables and general waste.
This is also mandatory for new private non-landed residential
developments taller than four storeys since April 2018, and
private residential developments will be required to have a
recycling bin for every block from 1 August 2018.
Community Involvement
Singapore’s sustainable waste management vision cannot
be achieved without active community participation.
Changing mindsets is key to changing behaviour. We raise
environmental awareness through educating our young
and reaching out to community groups. For example,
the National Environment Agency (NEA) collaborates
with schools to set up recycling corners. A Preschool 3R
Awareness Kit, consisting of a set of picture cards and a
Teacher’s Guide, assists kindergarten teachers in planning
activities to interest preschoolers in practising the 3Rs and
educating them on what and how to recycle.
The Community 3R Outreach Programme (CROP) seeks
to raise awareness of the 3Rs through public outreach
initiatives. Under CROP, all 3R community events and
initiatives carry a common tagline: “Reduce, Reuse,
Recycle. Care for Our Environment.” We launched a video
for households available on the Clean Green Singapore
YouTube channel. We included a 3R module in the myENV
mobile app, for members of the public to learn more
about the 3Rs and locate the nearest recycling collection
points, including e-waste collection points and Cash-for-
Trash locations. The app also features pop-up messages
on the positive impact of recycling which serve as regular
reminders to everyday consumers.
encourage implementation of 3R practices. The 3R Awards
for Hotels and Shopping Malls recognise outstanding 3R
efforts to minimise and recycle waste. In 2014, Singapore
mandated the reporting of waste data and waste reduction
plans by large commercial premises.
The Singapore Packaging Agreement (SPA) was launched
in 2007 as a joint initiative by the Government, industry
and NGOs. SPA signatories are encouraged to redesign
their products and processes to enjoy cost savings. This
helps to reduce packaging waste from consumer products
and in the supply chain. The SPA also offers a platform
where companies share experiences, exchange practical
ideas and collaborate on cost-effective solutions to reduce
waste, including through a packaging benchmarking
database. Over the past decade, SPA signatories have
cumulatively reduced about 39,000 tonnes of packaging
waste, and saved more than S$93 million in material costs.
Under the SPA, an eco-label, the Logo for Products with
Reduced Packaging (LPRP), has also been introduced
to enable consumers to identify products with reduced
packaging.
Industry Development
Our push for increased recycling will promote the growth of
our recycling industry and creation of higher value-added
jobs. We are also investing in R&D to develop solutions to
extract value and resources from key waste and residue waste
streams. Singapore has also launched the Environmental
Services Industry Transformation Map to improve productivity,
promote growth and create better jobs for the cleaning and
waste management sectors in Singapore.
Sound Management of Hazardous Chemicals and ToxicIndustrial Waste
Singapore has implemented stringent regulatory
frameworks to ensure the environmentally sound
management of hazardous chemicals and toxic industrial
wastes throughout their life cycle, in accordance with
international multilateral environmental agreements
(MEAs). Singapore is a party to several MEAs that provide
guidelines on regulatory and implementation guidance,
including in areas with transboundary implications: the
Basel Convention on the Control of Transboundary
Movements of Hazardous Wastes and Their Disposal,
Stockholm Convention on Persistent Organic Pollutants,
Rotterdam Convention on the Prior Informed Consent
Procedure for Certain Hazardous Chemicals and Pesticides
in International Trade, the Vienna Convention for the
Protection of the Ozone Layer and the Montreal Protocol
on Substances that Deplete the Ozone Layer, and most
recently, the Minamata Convention on Mercury.
Control of Hazardous Substances and Products Containing Controlled Hazardous Substances
Corporate Engagement
We work with the industrial and commercial sectors on
waste minimisation and recycling initiatives. We have
developed various online 3R guidebooks for businesses to
44
Singapore controls the import, export, transport, sale,
storage and use of hazardous substances, under the
Environmental Protection and Management Act (EPMA)
and the Environmental Protection and Management
(Hazardous Substances) Regulations (EPM (HS) Regulations).
Any individual planning to import, export, transport,
sell, store or use hazardous substances locally must first
obtain a HS licence or permit. Approval is also required
to transport hazardous substances in quantities exceeding
the limits in the EPM(HS) Regulations. We have also put in
place requirements such as periodic inspections for bulk
packaging, maximum allowable transportation quantities,
approved transportation route and timing, as well as the
submission of transportation emergency response plans
to ensure the safe transportation of hazardous substances.
Singapore conducts inspections to audit the records of
hazardous substances maintained by entities with HS
licences and permits. We also electronically process inward
and outward declarations for the import and export of
hazardous substances through the Whole-of-Government
(WOG) TradeNet computerised network system.
Singapore regulates the import, export and local use of
products containing hazardous substances controlled
under the EPMA, through the same regulatory framework
and systems described above. This includes, for instance,
non-electronic measuring devices such as barometers and
thermometers, as well as high pressure mercury vapour
lamps for general lighting purposes which are to be phased
out by 2020 under the Minamata Convention.
Going beyond the scope of our obligations under the
various MEAs, we have also implemented the Restriction
of Hazardous Substances (“SG-RoHS”) framework which
came into effect on 1 June 2017. This initiative restricts the
amount of hazardous substances such as lead, chromium
and cadmium entering the environment from Electrical and
Electronic Equipment (EEE).
Control of Toxic Industrial Waste
Further downstream, Singapore controls the handling,
transport, treatment and disposal of toxic industrial
wastes generated to ensure their safe management.
The Environmental Public Health (Toxic Industrial Waste)
Regulations require all toxic industrial waste collectors to be
licensed to carry out treatment, reprocessing and disposal of
toxic industrial wastes. Approval is also required to transport
toxic industrial wastes exceeding the quantities stipulated
in the Regulations. NEA also implements the Hazardous
Waste (Control of Export, Import and Transit) Act to ensure
that Singapore meets its obligations as a Party to the Basel
Convention on the Control of Transboundary Movement
of Hazardous Wastes and Their Disposal. This includes
the implementation of the Prior-Informed Consent (PIC)
Procedure under the framework of the Convention.
Encouraging Energy-Efficient and Water-Efficient Behaviour and Practices
Mandatory Energy Labelling Scheme (MELS)
In January 2008, Singapore introduced the Mandatory
Energy Labelling Scheme (MELS) for household airconditioners
and refrigerators to help consumers compare
their energy efficiency and make more informed purchasing
decisions. The scheme was extended to clothes dryers in
2009. In 2014, the design of the energy label and energy
rating system were revised to better differentiate the more
energy-efficient models in the market. MELS was further
extended to televisions in 2014, as well as incandescent
lamps and their direct replacements in 2015.
Minimum Energy Performance Standards (MEPS)
Minimum Energy Performance Standards (MEPS) were
introduced in 2011 to raise the average energy efficiency
of products in the market. Currently, only household
refrigerators, air-conditioners, clothes dryers and lamps
that meet the minimum energy efficiency standards can
be sold in Singapore. MEPS will be extended to cover
motors from October 2018. These performance standards
are constantly reviewed to raise the bar on efficiency.
Since the introduction of MELS and MEPS, the average
energy efficiency of air-conditioners and refrigerators have
improved by about 23% and 39% respectively.
Water Efficiency Labelling Scheme (WELS) and Minimum
Water Efficiency Standards
In 2009, Singapore introduced the mandatory Water
Efficiency Labelling Scheme (WELS), where suppliers were
required to label the water efficiency of their water fittings
and appliances. Currently, mandatory WELS covers taps
and mixers, dual-flush low capacity flushing cisterns, urinal
flush valves and waterless urinals, and washing machines. To
complement the mandatory WELS, minimum water efficiency
standards were introduced to phase out the least water
-efficient products. For example, all taps and mixers sold or
supplied in Singapore are required to meet at least “1-tick”
water efficiency standard. These mandatory requirements
are periodically reviewed and updated. From October
2018 onwards, the mandatory WELS will be extended to
dishwashers. Water fittings under mandatory WELS to be
sold or supplied in Singapore have to meet at least “2-tick”
water efficiency standard with effect from April 2019.
Water Efficiency Management Plan
The Water Efficiency Management Plan (WEMP) was
introduced in 2010 as a voluntary initiative for commercial
and industrial users to improve the efficiency of their water
use. Since January 2015, all large water users who meet the
water use threshold of 60,000 cubic metres must submit their
WEMPs on an annual basis. These users are also required
to install water meters to measure and monitor water
consumption. The WEMP includes an analysis of current
water usage and proposed water conservation measures.
45
Water-Efficient Building
The Water Efficient Buildings (Basic) certification
programme, first introduced in 2004, encourages building
owners to implement water efficiency measures. The
WEB (Basic) certification can be obtained by installing
water-efficient fittings and adopting water efficient flow
rates/flush volumes. Certified buildings can typically save
5% of their monthly water consumption. WEB (Basic)
requirements are also recognised under the Green Mark
Certification Scheme for buildings, which is an initiative
to drive Singapore’s construction industry towards more
environment-friendly buildings.
Water Efficiency Fund
The Water Efficiency Fund was introduced in 2007 to cofund
the implementation of water efficiency projects.
Projects include feasibility studies, water audits, recycling
efforts, use of alternate sources of water and community
wide water conservation programmes.
Public Sector Taking the Lead
Introduced in 2006, the Public Sector Taking the Lead in
Environmental Sustainability (PSTLES) initiative requires
public agencies to implement measures for energy
efficiency, water efficiency and recycling. In 2014, the
PSTLES initiative was enhanced. This included requiring
each Ministry to appoint a Sustainability Manager,
set sustainability targets, and develop a resource
management plan. These environmental sustainability
efforts were outlined in the Public Sector Sustainability
Plan 2017–2020, launched on 5 June 2017.
In addition, public agencies retrofitting major energy
consuming equipment are encouraged to adopt the
Guaranteed Energy Savings Performance (GESP)
contracting model. Under the model, an accredited
energy services company conducts an energy audit of
the facility, implements proposed energy efficiency
improvement measures, and guarantees the system
performance and annual energy savings of the retrofitted
equipment. As of February 2018, 32 large building
owners have called GESP contracts for building retrofit
works. These building owners saved an average of 16%
in electricity use, which is equivalent to annual savings
of S$11.3 million.
CHALLENGES
Future Waste Management
In 2017, Singapore generated about
7.7 million tonnes of waste. The amount of
waste generated is expected to increase
in tandem with population and economic
growth. The household recycling rate
was 21% in 2017. At the same time, our
manpower constraints limit the resources
available for our waste management
industry.
FUTURE CHALLENGES & OPPORTUNITIES
OPPORTUNITIES
Finding Innovative Solutions
Apart from continual public education on waste minimisation and
recycling, there is a need for innovative solutions to make recycling
convenient for households. We are also studying the benefits
of smart waste collection systems to optimise waste collection
operations, manpower and resources. This includes leveraging
technologies such as bin fill sensors, a smart card access system for
waste disposal chutes, and the use of side-loader bins that require
only one operator to carry out recyclables collection.
In addition, we will be reaping synergies from the water-energywaste
nexus at our upcoming signature Integrated Waste
Management Facility (IWMF), which will be integrated with the Tuas
Water Reclamation Plant (TWRP). This will allow for synergies such
as effluent water from wastewater treatment being used for cooling
waste incineration equipment; while food waste can be co-digested
with used water sludge to enhance biogas production to increase
the overall plant thermal efficiency. Integrating the facilities will also
reduce carbon emissions by more than 200,000 tonnes annually.
46
Dealing with E-Waste
Improper disposal of e-waste could
lead to environmental pollution and be
detrimental towards human health. It is
also a waste of precious natural resources.
Currently, e-waste in Singapore is recycled
on a voluntary basis by businesses and
consumers. Typically, only e-waste of high
residual value is traded in or sold, while
e-waste of lower residual value is disposed
of along with general waste for incineration.
FUTURE CHALLENGES & OPPORTUNITIES
E-Waste Management System
Going forward, a mandatory e-waste management system will be
implemented in 2021 to ensure the proper recycling of e-waste,
where safety and environmental standards are adhered to. The system
would be based on the EPR concept, and entail the assignment of
responsibilities to key stakeholders in the e-waste value chain. With
the system in place, the public would have access to convenient
avenues to recycle e-waste.
“LOVE YOUR FOOD @ SCHOOLS” – ENGAGING YOUTH IN REDUCING FOOD WASTE
The “Love Your Food @ Schools” Project is a two-year
project launched in April 2017 to encourage youth to
cherish food and reduce food wastage. A closed-loop
food waste management system was introduced in
10 participating schools to encourage students and staff
to reduce generation of food waste, and to segregate
and treat food waste using on-site food waste digesters
to produce compost. Students also host neighbouring
schools and community partners on learning journeys to
spread awareness about the importance of food waste
minimisation and recycling. The compost generated
is distributed during these learning journeys and to
community gardens.
This project complements Singapore’s holistic food
waste management strategy as we work towards
becoming a Zero Waste Nation.
SEMAKAU LANDFILL
We have one landfill, located about eight kilometres
south of mainland Singapore on the man-made island
of Pulau Semakau. The perimeter bund of the landfill
is lined with an impermeable membrane and a layer of
marine clay. The thriving flora and fauna on and around
Semakau Landfill is indicative that the ecosystem has
been well protected. During the Phase II development
of Semakau Landfill, over 700 colonies of corals were
transplanted to Sisters Island Marine Park and more
than 450 fishes were caught and transferred to open
sea. To foster a stronger sense of shared environmental
ownership and to cultivate an eco-conscious community,
Semakau Landfill is also open for educational visits.
Despite our success, Singapore is keenly aware that we
cannot continually build landfills. At the current rate at
which we are depositing waste to Semakau Landfill,
it will run out of space by 2035. We therefore need
to look for more sustainable solutions to handle our
growing amount of waste. This has provided added
impetus for Singapore to strive towards becoming
a Zero Waste Nation, including through the 3Rs of
Reduce, Reuse and Recycle. All stakeholders including
the Government, the community, and businesses will
be critical to these efforts.
47
SINGAPORE’S CLIMATE CHANGE STRATEGY
Climate change is a global problem that poses a real
challenge to Singapore as a small, low-lying island
city-state. Although we contribute around 0.12% of
global greenhouse gas emissions, we are taking ambitious
steps to reducing our carbon emissions in the coming
decades. We strongly support global efforts to address
climate action. In particular, Singapore was one of the
first 55 countries to ratify the Paris Agreement on climate
change, thereby contributing to its early entry into force on
4 November 2016.
We are working actively to ensure that we are on track to
meet our pledge under the Paris Agreement. We aim to
reduce our Emissions Intensity by 36% from 2005 levels by
2030, and stabilise emissions with the aim of peaking around
2030. This pledge builds on our commitment announced
in 2009 to reduce, by 2020, greenhouse gas emissions by
16% from the business-as-usual level, which Singapore is on
track to meet.1 Overall, Singapore is amongst the 15 bestperforming
countries in terms of emissions intensity.2 From
2000 to 2012, our greenhouse gas emissions grew by 2%
per year, compared to a GDP growth of 5.7% per year over
the same period.
Singapore has adopted a Whole-of-Nation approach in
addressing climate change. Within the Government, we
set up the Inter-Ministerial Committee on Climate Change
(IMCCC) in 2007 to enhance our Whole-of-Government
coordination on climate change policies. The IMCCC is
headed by our Deputy Prime Minister and Coordinating
Minister for National Security, Mr Teo Chee Hean, and
comprises Ministers from seven key agencies. Through
this platform, we synergise efforts to identify measures
to reduce our carbon emissions and develop adaptation
measures to prepare Singapore for the impacts of climate
change. The National Climate Change Secretariat (NCCS)
was set up in July 2010 under the Prime Minister’s Office
to support the IMCCC. We have publicised our national
strategy on climate change through several publications
that have been released and revised iteratively, including
our National Climate Change Strategy (2012), Singapore
Sustainable Blueprint (last updated in 2015), and our twopronged
Climate Action Plan (2016): Take Action Today,
for a Carbon-Efficient Singapore, and A Climate-Resilient
Singapore, for a Sustainable Future.
Most recently, we have designated 2018 the Year of
Climate Action in Singapore (YOCA). YOCA is aimed at
raising the level of national consciousness on the need
to take collective and individual action against climate
change. Our vision is to be a climate-resilient global
city positioned for green growth. Singapore’s success
and prosperity depends on being able to overcome
the challenges of climate change and to grasp the
opportunities it presents. We are also aware that climate
change is a cross-cutting global issue, and many of our
key mitigation and adaptation measures are also relevant
to other SDGs, namely SDGs 6, 7, 11 and 15. We will
continue to drive efforts across all sectors to contribute
towards SDG 13 and global efforts to reduce emissions.
BRIGHT SPOTS
Pursuing Green Growth by Reducing Carbon Intensity
Even before the Paris Agreement, Singapore took early
measures to reduce our carbon emissions. Our key
mitigation strategies are outlined in our Climate Action
Plan: (i) improving energy efficiency; (ii) reducing carbon
emissions from power generation; (iii) developing and
deploying cutting-edge low-carbon technologies; and
(iv) encouraging collective action among government
agencies, individuals, businesses, and the community.
The public sector has adopted sustainability measures
under the Public Sector Taking the Lead in Environmental
Sustainability (PSTLES) programme. Under the Public
Sector Sustainability Plan 2017-2020, the public sector will
achieve an electricity savings of 15%, water savings of 5%
and 100% green building adoption by FY2020.
Transport
In the land transport sector, Singapore’s goal is for 75% of
morning and evening peak journeys by 2030, and 85% by
2050, to be on public transport, up from 67% in 2017. Our
Vehicle Emissions Scheme (VES) provides incentives for the
1 Singapore’s business-as-usual level is 77.2 million tonnes.
2 Emissions intensity refers to greenhouse gas emissions per dollar of GDP, measured in carbon dioxide-equivalent per dollar. Singapore is currently ranked 129th out of 143, or in the
top 15 best-performing countries in terms of emissions intensity. Source: IEA, 2016.
SUSTAINABLE
SUSTAINABLE
DEVELOPMENT GOAL 13:
Taking Urgent Action to Combat Climate Change and Its Impacts
48
purchase of less pollutive vehicles, and imposes surcharges
on pollutive ones. Singapore’s first electric car-sharing
programme, BlueSG, was launched in December 2017, with
an aim to provide 1,000 shared electric vehicles and 2,000
charging points island-wide by 2020.
Buildings
Singapore aims to green 80% of all buildings by 2030,
up from 31% in 2016. This is in line with our vision of
‘Positive-energy Low-rise, Zero-energy Medium-rise,
Super Low-energy High-rise buildings in the tropics.’
Measures to achieve this include enhancing the Building
and Construction Authority of Singapore (BCA) Green
Mark Scheme3 and encouraging retrofitting of tenanted
spaces. One innovative financing scheme in this sector is
the Building Retrofit Energy Efficiency Financing, where
the BCA provides loan-loss guarantees on loans made by
financial institutions for energy efficiency retrofits.
Energy
We had made early policy choices to switch from fuel oil to
natural gas, the cleanest form of fossil fuel, for electricity
generation. About 95% of our electricity is generated
today from natural gas. In addition, despite our limited
access to alternative energy options owing to our limited
land capacity, Singapore is pushing to increase our solar
photovoltaic deployment to 350 megawatt-peak (MWp)
by 2020, and to 1 gigawatt-peak (GWp) beyond 2020.
Carbon Tax
This year, we became the first in Southeast Asia to
introduce a price on carbon. Our carbon tax of S$5
(approximately US$3.804) per tonne of carbon dioxideequivalent
emissions, in the first instance from 2019 to
2023, sends the appropriate economy-wide price signal
to industry to reduce energy consumption and carbon
emissions. This applies to all sectors without exemption,
covering about 80% of emissions. We will review the
carbon tax rate by 2023 and intend to increase it to a rate
of between S$10 and S$15 (approximately US$7.60-11.405)
per tonne of emissions by 2030. In doing so, we will take
into account international climate change developments,
the progress of our emissions mitigation efforts and our
economic competitiveness.
Strengthen Resilience, Adaptive and Institutional Capacity
Our understanding of climate change and its complex
implications on society is constantly evolving. Singapore
has developed a Resilience Framework to take into
consideration the latest science and our changing needs
to guide our adaptation planning in a flexible and dynamic
Reducing Emissions Across All Sectors in the Economy
3 The BCA Green Mark Scheme is a benchmarking scheme that incorporates internationally recognised best practices in environmental design and performance. Buildings, office
interiors and even parks can be certified under this scheme.
4, 5 Based on exchange rate of S$1 to US$ 0.76 (as of 19 February 2018).
49
6 To facilitate applied research work, the National University of Singapore and Nanyang Technological University have set up several research institutes and centres, including The
Singapore-Delft Water Alliance, Tropical Marine Science Institute, Earth Observatory of Singapore, Institute of Catastrophe Risk Management, Maritime Research Centre and NTU-JTC
Industrial Infrastructure Innovation Centre.
7 These events include the Singapore World Water Day, Singapore International Water Week, CleanEnviro Summit Singapore, Partners for the Environment forum, Clean & Green Carnival
and Climate Action Carnival taking place throughout 2018 in Singapore.
8 The exhibits of the gallery cover various environmental and sustainability topics such as climate, water, energy and waste.
manner. Using this Resilience Framework, we have identified
risks in six key areas for Singapore: coastal protection, water
resources and drainage, biodiversity and greenery, public
health and food security, network infrastructure, and our
building structures and infrastructure.
We are strengthening local capability in climate science
and modelling, and conducting studies to enhance our
understanding of our risks and to inform our adaptation
plans over the longer term. In 2013, we established the
Centre for Climate Research Singapore (CCRS) to develop
in-house research expertise in the weather and climate
of Singapore and the wider Southeast Asia region. In
2015, CCRS published the Second National Climate
Change Study, which outlines long-term climate change
projections for Singapore up to 2100.
In addition, to understand the impact of sea level rise on our
coastal areas, BCA has commissioned a Coastal Adaptation
Study to be completed by 2018. This study will be used
to develop a national framework for Singapore’s long term
coastal protection needs. We are also studying how the
built environment and urban greenery could affect microclimatic
conditions, and identifying recommendations for
the planning and design of public spaces and buildings.
Research institutes based in Singapore are also conducting
further research on climate change-related areas such
as corals, algae blooms and tropical diseases,6 working
with government agencies and collaborating with
overseas counterparts.
We are also committed to sharing our expertise and
learning from international partners on weather- and
climate-related issues. In 2017, we welcomed the relocation
of the World Meteorological Organization
(WMO)’s Regional Office for Asia and South-West Pacific
to Singapore. The Regional Office, which is co-located
with the Centre for Climate Research Singapore (CCRS),
will conduct programmes to enhance the region’s
understanding of climate science, and tackle challenges
arising from climate change and extreme weather.
Promoting Climate Change Public Awareness and Action
Climate change is integrated into school curricula across
subjects such as economics, geography and the sciences.
To complement classroom lessons, schools conduct
excursions to sites such as power stations, incineration
plants, meteorological stations and green buildings.
These learning journeys highlight the implications of
climate change and demonstrate emissions reduction
methods to our younger generation.
As part of YOCA, an online website ClimateAction.sg was
launched for individuals, corporates, NGOs and institutions
to pledge their commitments and actions. There have
been positive responses from the 3P (people, public,
private) partners, some of whom have already rolled out
programmes and initiatives related to climate action.
In support of their efforts, we created a special Climate
Action SG Grant to provide funds for local constituencies,
NGOs and interest groups to organise ground-up events
and activities that increase awareness on climate action. A
new Climate Action SG Alliance, led by 3P partners, has
also been set up to advocate climate action in Singapore
through harnessing the power of public communications
to raise awareness on climate issues and to translate this
awareness into action.
To further promote the climate action message, Singapore
leverages on various established national events,
mainstream and social media to engage with all segments
of the public.7 In June, we launched the revamped
Sustainable Singapore Gallery at the Marina Barrage to
raise awareness of Singapore’s sustainability journey,
and to remind ourselves of the challenges ahead for a
sustainable Singapore.8
International Partnerships
Mitigating climate change is a shared global responsibility.
Singapore shares experiences and best practices on climate
change under the Singapore Cooperative Programme
(SCP), in key areas such as sustainable development, urban
planning, water and transport management. Under the
SCP, we established the Sustainable Development and
Climate Change (SDCC) programme in 2012. The SDCC
is tailored to meet the needs of our developing country
partners, including Small Island Developing States (SIDS)
and the Least Developed Countries (LDCs). We have
trained around 3,600 officials from developing countries,
including 1,600 from SIDS and LDCs.
In the area of disaster risk management capacity,
Singapore collaborated with the United Nations Office
for Disaster Risk Reduction (UNISDR) to conduct two joint
specialised training courses for 17 countries. The training
courses provided practical support and knowledge for
the implementation of the Sendai Framework for Disaster
Risk Reduction. We also collaborated with the Japan
International Cooperation Agency (JICA) to enhance
the disaster management capabilities of other countries
through the Disaster Risk Reduction and Response Course.
Since its inception in 2015, more than 50 Governmental
officials from 13 countries have been trained.
50
CHALLENGES
Limited Scope for Deploying Renewable
Energy
With limited land and geography, available
resources, technology options, and other
domestic considerations, we are faced
with constraints on our ability to deploy
alternative energy. Singapore’s small size
and high urban density limits the extent
to which large amounts of alternative
energy can be commercially deployed.
While solar energy is the most promising
renewable energy option, competing
land uses and high cloud cover mean
that we are not able to generate sufficient
baseload electricity from solar based on
current technologies.
Climate Science Expertise
We will undertake efforts to enhance
our climate science capability and better
understand the diverse impacts of climate
change on Singapore and the wider region.
FUTURE CHALLENGES & OPPORTUNITIES
OPPORTUNITIES
Develop Options to Further Deploy Renewable Energy
To increase solar photovoltaic (PV) deployment in Singapore to
350 MWp by 2020, and to 1 GWp beyond 2020, we are investing in
R&D as well as test-bedding to improve the performance of solar PV
systems and develop innovative ways of integrating solar and other
alternative energy systems into our urban environment. Some of our
projects include:
• Housing and Development Board (HDB) has launched an
initiative to install solar panels on rooftops of high-rise public
housing developments.
• The Economic Development Board’s (EDB) and PUB’s floating
photovoltaic PV project currently pilots ten systems of 1 MWp total
floating solar panel installations on water surfaces at Tengeh
Reservoir.
• As part of the Renewable Energy Integration Demonstrator,
Singapore’s first long-span wind turbine was installed at an offshore
landfill in October 2017. It is sensitive enough to generate power
with wind speeds as low as 3 metres per second. We hope to
develop “hybrid micro-grids” in the next few years.
• To support the solar ecosystem in Singapore, the SolarNova
programme led by EDB and HDB aggregates solar demand
across government agencies. This move is crucial to building up
local expertise in solar manufacturing, project development,
system integration, financing, and to encourage greater adoption
of solar energy.
Further Enhance Resilience
As we enhance our understanding on climate science and climate
change impacts on Singapore, we will ensure that our adaptation
plans are flexible enough to accommodate future adaptation needs
and the latest science.
Our effort to reduce emissions and strengthen resilience is an ongoing process. We will continue to monitor domestic
and global developments, and refine our climate change strategies and measures. Guided by our Resilience
Framework, our adaptation plans are constantly evolving as we enhance our understanding of climate science and
adaption options through further research.
Singapore actively supports and participates in the efforts
led by the International Civil Aviation Organization (ICAO)
and the International Maritime Organization (IMO) to
address global emissions from international aviation and
maritime transport. At the ICAO, Singapore contributes
to the development of a holistic strategy and basket of
measures to mitigate international aviation emissions,
including the Carbon Offsetting and Reduction Scheme
for International Aviation (CORSIA). We have implemented
both mandatory and voluntary measures under the
ICAO, and committed to participate under CORSIA. At
the IMO, we are contributing to the work of establishing
energy efficiency measures for international shipping
and to formulating a comprehensive strategy to reduce
international maritime transport emissions.
51
COASTAL ADAPTATION AND RESILIENCE
Based on our 2nd National Climate Change Study
completed in 2015, Singapore’s daily mean temperature
is projected to rise by up to 4.6 degrees Celsius towards
the end of the century, with more than 300 warm days
a year compared to an average of 30 today. We will
experience more rainfall during the wet season and
greater dryness during the dry months.
As a low lying island, sea level rise poses an immediate
threat to Singapore. Much of Singapore lies within 15m
above the mean sea level, and 30% of Singapore’s
ground level is less than five metres above mean sea
level. Our mean sea level is estimated to rise by up to
0.76 metres in the long term.
In 2011, the minimum reclamation level for new projects
was raised from three metres to four metres above
mean sea level, to ensure that the new reclaimed land
is safeguarded against sea level rise. We also need to
ensure that key infrastructure is protected, such as our
public transport networks. For instance, we raised the
minimum crest levels for entrances to underground
facilities such as our Mass Rapid Transit (MRT) stations.
At Changi Airport, the future Terminal 5 will be built
5.5 metres above the mean sea level as a precaution,
higher than the minimum height of four metres. In
addition, significant upgrades to the drainage system
are in progress, with the installation of detention tanks
and pumps.
COOLING SINGAPORE MICROCLIMATE RESEARCH PROJECT
Last year, Singapore experienced the warmest year on
record that was not influenced by an El Nino event. In
2016 and 2015, annual average temperatures were at
record highs of 28.4 and 28.3 degrees Celsius. Thermal
comfort in Singapore is particularly poor given our
high humidity, which inhibits cooling by evaporation of
perspiration. As a highly dense and urbanised country,
Singapore suffers from the Urban Heat Island (UHI) effect
which leads to higher temperatures, as urban materials
and surfaces trap and radiate more heat. Cooling
Singapore is a cross-institutional initiative spanning
Government and academic institutions dedicated to
improving the thermal comfort of Singaporeans. A
multi-disciplinary research team led by the Singapore-
ETH Centre, in collaboration with the National Research
Foundation. Singapore MIT Alliance for Research
and Technology (SMART), Technical University of
Munich (TUM CREATE), and the National University of
Singapore, is now exploring the means to mitigate the
UHI effect in Singapore.
The team understands the complexity of understanding
and implementing insights into the science of urban
microclimates. Besides conducting primary research on
science and facts, exploring design and identifying gaps
in current strategies, Cooling Singapore is convening a
taskforce of public and private sector stakeholders to
document findings. Ultimately, they aim to develop
roadmaps to coordinate long-term UHI mitigation and
R&D efforts.
FUTURE CHALLENGES & OPPORTUNITIES
We will continue to collaborate and share information on climate
science and challenges arising from climate change impacts with
international partners through various channels, including the
WMO Regional Office for Asia and the South-West Pacific located
in Singapore. We are also exploring opportunities with the WMO
Regional Office to enhance cooperation among the national
meteorological and hydrological services in the 58 states and
territories under its charge, and with the wider scientific community.
For instance, the Southeastern Asia-Oceania Flash Flood Guidance
(SAOFFG) aims to provide real-time information on small-scale flash
floods to disaster management agencies in Brunei Darussalam,
Indonesia, Malaysia, Papua New Guinea, the Philippines, Singapore
and Timor-Leste.
52
SUSTAINABLE
DEVELOPMENT GOAL 14:
Conserve and Sustainably Use the Oceans, Seas and Marine Resources for
Sustainable Development
SINGAPORE’S MARINE
CONSERVATION STORY S ingapore is a highly urbanised island city-state with no
hinterland. The sea is at the doorstep of our city; our
coastline is inextricable from our urban surroundings.
Within this context, Singapore’s coastal and marine activities,
including biodiversity conservation, take place within a
limited sea space.
Since our independence, Singapore’s coastal and marine
areas have become densely populated and heavily utilised by
various industries, particularly port operations, ship building
and petrochemical industries, as well as non-industrial uses
like residential development and recreation. At any time,
over 1,000 vessels may be plying our waters. Our waters are
also home to the country’s only offshore landfill and several
marine aquaculture farms. In fact, nearly all coastal or marine
areas in Singapore are no more than half a kilometre from
any human-related activity.
To satisfy these competing demands, we have to take
a pragmatic approach in balancing different users’
requirements. As such, Singapore approaches marine
biodiversity conservation through our unique Integrated
Urban Coastal Management approach.
Despite growing urbanisation, Singapore’s coastal and
marine environment continues to support a diverse range of
habitats and biodiversity. Although the country’s inter-tidal
and sub-tidal reef areas are just over 12 square kilometres
in size, they are home to over 250 hard coral species,
12 seagrass species, 100 marine fish species, and countless
others. We consider this biodiversity to be part of our natural
heritage that we strive to conserve and protect.
Singapore also currently has four legally gazetted Nature
Reserves1 and 20 other administratively protected Nature
Areas that cover the majority of our natural habitats,
including rocky shores, mangroves, mudflats, seagrass
beds and coral reefs.
BRIGHT SPOTS
Integrated Urban Coastal Management
Our fragile marine environment needs to be carefully
managed and preserved in a holistic and integrated manner
for the benefit of future generations. This is why we have
ensured that our marine and coastal environment is not
compromised by urban development, and that our marine
environment conservation strategies are in line with broader
sustainable development efforts. In 2009, Singapore adapted
the Partnership in Environment Management for the Seas
1 The four gazetted nature reserves are Sungei Buloh Wetland Reserve, Central Catchment Nature Reserve, Bukit Timah Nature Reserve and Labrador Nature Reserve.
53
of East Asia (PEMSEA) Integrated Coastal Management
principles to our unique context by incorporating an urban
perspective into the framework. Our Integrated Urban
Coastal Management strategy has four guiding principles:
1. Proactive planning and management to safeguard our
coastal and marine environment by optimising the use of
coastal resources, including coastal spaces in a
sustainable manner;
2. A Whole-of-Government approach to ensure
consultative planning and coordination of policies
between all stakeholders in coastal and marine land use
and planning;
3. Active partnerships through community engagement &
public awareness programmes; and
4. Science-based management through research,
monitoring, restoration and enhancement programmes
to conserve sensitive coastal habitats and their
biodiversity and natural resources amidst coastal
development.
A Marine Park for All
The Sisters’ Island Marine Park (SIMP) was established
in 2015 as Singapore’s first marine park. Located to the
south of mainland Singapore on Sisters’ Island, the SIMP
spans 40 hectares, and its surrounding areas and houses a
wide range of marine habitats, including coral reefs, sandy
shores and seagrass areas. The SIMP showcases our subtidal
coral reef and shallow sea-floor areas, in addition
to the unique biodiversity within the inter-tidal areas
and coastal forests. The SIMP provides Singaporeans
and visitors with a unique recreational experience while
educating them about our marine natural heritage. At the
same time, the SIMP allows us to protect and safeguard
our rich marine biodiversity, facilitates cutting-edge
research, and provides opportunities to test-bed habitat
rehabilitation, restoration and enhancement technologies.
Marine Conservation Programmes
Singapore’s marine conservation and management
strategies are captured under the Marine Conservation
Action Plan (MCAP), which guides our efforts at conserving
Singapore’s marine habitats and biodiversity. The MCAP is
an evolving plan grounded in science to meet the current
and future conservation needs of Singapore’s coastal and
marine environment.
Species recovery is important to safeguard the survival and
sustainability of species native to or of particular significance
to Singapore. It is a key activity under the MCAP. Working
with key research partners, we have initiated the following
marine species recovery programmes:
• Marine turtles (Eretmochelys imbricata and Chelonia
mydas);
• Giant clams (Tridacna squamosa, T. maxima and T. gigas);
• Neptune’s Cup Sponge (Cliona patera); and
• Several locally rare hard and soft coral species.
The SIMP is the focal point for the species recovery
programme, where strategies and methods are tested and
monitored before applying them to other coastal and marine
areas in Singapore. We also have plans to induct more
species into the programme.
We have also installed biodiversity enhancement units
around Singapore to help existing biodiversity within
Singapore’s coastal and marine habitats flourish. These
include the creation of inter-tidal pools and surface
complexity enhancements along coastal seawalls, and the
use of enhanced floating structures that increase visibility
and bring marine biodiversity closer to the people.
Involving the Community as Stakeholders
Successful nature conservation initiatives are intrinsically
linked to cultivating mindsets and behaviours that value
nature appreciation. Thus, community outreach and
stewardship programmes are vital in encouraging nature
conservation efforts with members of the public and
other stakeholders. Building on the pool of volunteers
nurtured through community engagement projects like
the Comprehensive Marine Biodiversity Survey, the MCAP
keeps these volunteers engaged in nature appreciation
and conservation through talks and workshops,
SCUBA diving, citizen science activities and nature
ambassador opportunities.
The SIMP and other initiatives like the Ubin Living Lab are
focal points for complementary community stewardship
programmes under the MCAP. Activities such as guided
inter-tidal walks have begun at the SIMP, as well as other
outreach activities and events organised in conjunction
with a number of NGO stakeholders such as the Marine
Conservation Group of the Nature Society of Singapore,
Our Singapore Reefs, Hantu Bloggers and various
academic partners.
The Maritime and Port Authority of Singapore (MPA) also
organises outreach programmes to raise awareness and
inspire youths, schools, and members of the public to play a
part in protecting the marine environment.
Research and Test-Bedding of New Technologies
Science-based decision-making ensures successful and
sustainable implementation of nature conservation
initiatives. Singapore has invested in key areas of applied
research that will help fill knowledge gaps in the development
and implementation of our nature conservation policies.
At the same time, the scope and scale of research have
expanded to include developing new tools and techniques
to better understand and manage our coastal and marine
environment. For instance, research at the SIMP addresses
marine genetic connectivity, climate change and its impacts
on marine biodiversity, and the application of clean and
renewable sources of energy.
54
MPA and the National University of Singapore’s Centre for
International Law (CIL) established the CIL-MPA Oceans
Governance Research Programme in April 2016 to
contribute to the greater understanding of maritime law
and ocean governance. The Programme has generated
research publications in academic journals and presentations
at international platforms, as well as convened conferences
and roundtable workshops to share and discuss research
findings with experts from governments, intergovernmental
organisations, industry and academia.
Sustainable Maritime Transport
Singapore is committed to developing a maritime transport
industry that is not only competitive and efficient, but also
responsible and sustainable.
As part of our efforts to promote clean and green shipping
in Singapore, the Maritime Singapore Green Initiative
(MSGI) was launched in 2011 to reduce the environmental
impact of shipping and shipping-related activities on the
coastal and marine environment. The MPA pledged to
invest up to S$100 million over five years under the MSGI’s
three programmes: the Green Ship Programme, Green
Port Programme and Green Technology Programme.
In July 2016, the MSGI was extended to 31 December
2019 and further enhanced. Two new programmes were
introduced: the Green Awareness Programme and the
Green Energy Programme. Among the various initiatives,
ship owners are encouraged to adopt environmentallyfriendly
practices and reduce the environmental impact
of their operations through voluntary programmes. The
MSGI also supports local maritime technology companies
in developing and deploying green technologies through
co-funding grants of up to 50% of the qualifying costs.
We have also put in place strategies to address oil and
chemical spills in our marine environment. MPA has in place
the Marine Emergency Action Procedure to effectively
manage oil and chemical spills, as well as other marine
incidents. Regular emergency exercises are conducted
to ensure our operational readiness in responding to
such incidents. For example, the multi-agency ChemSpill
exercise simulates a chemical spill and tests agencies’
capabilities and co-operation to combat chemical
pollution. The exercise is conducted every alternate year
in conjunction with the biennial International Chemical
and Oil Pollution Conference and Exhibition (ICOPCE).
Singapore also actively supports international cooperation
efforts on sustainable maritime transport. In 2015 and 2017,
we worked with the International Maritime Organization
(IMO) to co-organise two editions of the Future-Ready
Shipping (FRS) Conference in Singapore. The FRS
Conference gathered maritime leaders and professionals
worldwide to exchange views and foster collaboration on
energy-efficient maritime transport technologies. It also
served as a platform for capacity building for developing
countries and Small Island Developing States.
MPA also works with the IMO to provide capacity building
courses for countries under the MPA-IMO Third Country
Training Programme (TCTP). The MPA-IMO TCTP offers
courses on the implementation of relevant IMO instruments,
including those that protect the marine environment through
the prevention of pollution from ships.
CHALLENGES
Habitat Fragmentation
Although Singapore continues to support
habitats around our main coastline and
within our offshore islands, habitats are
fragmented and occur in isolated patches.
FUTURE CHALLENGES & OPPORTUNITIES
OPPORTUNITIES
Maintaining Ecological Stepping Stones
Unlike fragmented terrestrial habitats that can become ecologically
isolated, fragmented but hydro-dynamically connected coastal and
marine areas can generally maintain ecological connectivity through a
network of “stepping stones” – smaller habitat patches or fragments
that facilitate movement of populations between larger ones.
A study of the ecological connectivity of Singapore’s mangrove, inter-tidal
and sub-tidal habitats indicated that despite the spatial fragmentation,
ecological connectivity continues to be maintained across all habitats
due to the continued presence of these “stepping stones”.
Thus, a key strategy in Singapore’s coastal and marine conservation
efforts is to map out these “stepping stones” to ensure they are
adequately maintained for continued ecological connectivity.
55
Habitat and Biodiversity Loss
Given the rapid pace of Singapore’s
growth and limited land, shallow coastal
and marine areas can be lost with
urbanisation.
FUTURE CHALLENGES & OPPORTUNITIES
Habitat Enhancement, Restoration and Species Recovery
To ensure the long term sustainability of Singapore’s coastal and
marine habitats, concerted efforts are required to restore and enhance
lost or degraded areas. In many circumstances, habitat enhancement,
restoration and creation offer opportunities for species recovery initiatives
for endemic, critically endangered, rare and re-discovered species.
An important element of the MCAP are the coastal and marine habitat
enhancement and restoration efforts, which have been carried out
since 2008.
For instance, an innovative coastal protection and mangrove
restoration biodiversity project was implemented along a severely
degraded mangrove area which incorporated both hard and
soft engineering solutions to arrest coastal erosion and restore
the mangroves.
More recently, purpose-built and nature inspired inter-tidal units were
fabricated and installed along one of Singapore’s armoured coastal
revetment to increase surface complexity and provide micro-niches to
enhance inter-tidal biodiversity.
Separately, a habitat enhancement and restoration framework was
developed for the SIMP, with the implementation of reef enhancement
units to enhance degraded reef areas coupled with a donor-supported
Plant-a-Coral, Seed-a-Reef species recovery programme to propagate
and out-plant locally rare coral species.
A giant clam propagation and reintroduction programme was also
initiated to reintroduce the locally extinct Tridacna gigas species
and increase the numbers of two other locally rare T. squamosa and
T. maxima species.
A MARINE MARVEL – THE RETURN OF THE NEPTUNE’S CUP SPONGE
The Neptune’s Cup sponge was first seen in Singapore
waters in 1822. Mature adult specimens can grow to over
one metre in height and half a meter in diameter. While
it used to be commonly found in Singapore waters, the
population of the Neptune’s Cup sponge declined rapidly
and it was last sighted in the 1870s. This decline appeared
to have taken place elsewhere as well, with a live specimen
last collected off Bantam in West Java, Indonesia in 1908.
This led many scientists to believe that the Neptune’s Cup
sponge had become globally extinct.
However, in March 2011, marine biologists from a
Singapore-based company discovered a unique-looking
sponge, which turned out to be a young Neptune’s Cup
sponge. Another specimen was soon found within a 50
metre radius of the first. To date, five Neptune’s Cup
sponges have been found in Singapore waters.
As part of our species recovery efforts, we have relocated
the five sponges to the Sisters’ Island Marine Park where
scientists are currently studying the specimens, including
how they reproduce. Our end goal is to rebuild the
population of the Neptune’s Cup sponge in our waters
again so that it never goes extinct.
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habitat enhancement, (ii) restoration and species recovery,
(iii) applied research in conservation biology and planning,
and (iv) community stewardship and outreach.
BRIGHT SPOTS
Saving Species
Our coordinated conservation efforts have ensured that
our rich biodiversity heritage is protected despite rapid
urbanisation. Year after year, new species are discovered while
others that were thought to be lost have been rediscovered.
Between 2012 and 2017, over 500 species were discovered
or rediscovered locally by the National Parks Board (NParks),
research partners and members of the public.
In 2015, we initiated a species recovery programme to
conserve native flora and fauna. We identified 60 endemic,
rare or threatened native species of plants and animals as
conservation priorities, and are seeking to increase their
populations in Singapore though reintroduction, habitat
enhancement and protection. These target species were
identified based on their conservation status and distribution
under Singapore’s Red Data Book.4
The globally critically endangered Singapore freshwater
crab Johora singaporensis is a species identified under this
programme. Endemic to Singapore, it is only found in a few
local hill streams. Extensive habitat studies were conducted
before 60 individuals were translocated to a new habitat
in a suitable site in 2015 to expand its distribution. This
translocation was successful, as the species is still present
at the new site and juvenile crabs have been sighted,
indicating breeding.
The Marsdenia maingayi, a plant first collected in Singapore
in 1885, is another species in the programme. No wild
specimens were sighted after the 1920s and it was presumed
to be extinct. In July 2012 however, a specimen was found
in Singapore’s Central Catchment Nature Reserve. The
discovery was made by chance after a tree fall in the area
brought parts of this vigorous woody climber closer to the
ground. Seedlings were found in the vicinity, and some were
collected for propagation and planting.
SUSTAINABLE
DEVELOPMENT GOAL 15:
Protect, Restore and Promote Sustainable Use of Terrestrial Ecosystems,
Sustainably Manage Forests, Combat Desertification, and Halt and Reverse
Land Degradation and Halt Biodiversity Loss
SINGAPORE’S URBAN BIODIVERSITY
CONSERVATION STORY Since independence, Singapore’s vision was to
transform our island nation into a Garden City with
abundant, lush greenery. This was the vision of our
early leaders, enacted through policies such as the Tree
Planting Campaign.1 Beginning from the time our first
Prime Minister, Mr Lee Kuan Yew planted the first tree in this
initiative in 1963, green cover in Singapore has increased to
more than 40%.
Today, Singapore’s vision is to become a biophilic2
City in a Garden where the environment contributes to
Singaporeans’ overall well-being. In this regard, urban
biodiversity conservation is a key aspect of our sustainable
development strategy. Due to our location within the
Sundaland biodiversity hotspot, Singapore is rich in native
biodiversity. At the same time, we are one of the most
densely populated city-states in the world.3 This presents
considerable challenges for biodiversity conservation, as
we need to constantly balance competing needs for land
use. Despite this, Singapore currently has four legally
gazetted nature reserves and 20 other administratively
protected nature areas that span natural habitats such as
primary dryland forest, tall secondary forest, freshwater
swamps, rocky shores, mangroves, mudflats, seagrass
beds and coral reefs. Our conservation efforts take into
account our urban setting, and include measures such as
maintaining a patch of primary rainforest just a five-minute
drive from busy shopping areas, roadside plantings, as well
as creating incentives for developers to incorporate skyrise
and rooftop greenery.
In 2009, we launched Singapore’s National Biodiversity
Strategy and Action Plan, which outlines a holistic approach
across various government agencies on the sustainable use,
management and conservation of our biodiversity. We are
also guided by the Nature Conservation Master Plan (NCMP)
that consolidates, coordinates, strengthens and intensifies
Singapore’s biodiversity conservation efforts. These efforts
build ecological resilience to conserve native biodiversity
and adapt to the effects of climate change. The NCMP
consists of four key thrusts: (i) conserving key habitats and
1 The Tree Planting Campaign aims to plant a minimum of 10,000 saplings each year. Since 1971, we have launched an annual Tree Planting Day on the first Sunday of November to plant
trees and shrubs in public places like housing estates, parks and schools.
2 The term “biophilic” stems from E.O. Wilson’s hypothesis of “biophilia” (1984). A biophilic city is designed to incorporate nature and experiences of the natural world into the modern
built environment.
3 Singapore is one of the most densely populated countries in the world, with a population density of 7,796 persons per square kilometre. Source: Singapore Department of Statistics, 2018.
4 The Singapore Red Data Book is a publication by the Nature Society (Singapore) on endangered plants and animals in Singapore.
57
Bringing Back Habitats
Singapore has implemented habitat enhancement and
restoration efforts in nature parks since 1993, and this
continues to be an important element of the NCMP 2015.
A Habitat Enhancement and Restoration Framework was
adopted to standardise the approach in line with accepted
science-based methods. Site assessments are first carried
out to document and understand the health of habitats, and
suitable restoration techniques are subsequently determined.
Steps may then be taken to enhance site conditions through
soil remediation or improving water quality. Besides habitat
restoration, the peripheries of existing habitats affected by
surrounding urban areas are also enhanced. To mitigate the
impact of edge effects that arise from fragmentation and
safeguard the integrity of our nature reserves, buffers in the
form of nature parks widen recreational areas for a larger
segment of users without severely impacting the core of our
nature reserves.
A Network of Pervasive Greenery
One challenge in conserving biodiversity within a densely
populated urban setting is finding space for habitats for
plants and animals. Nonetheless, with public support, we
have been able to conserve a variety of natural habitats,
which are filled with plant and animal life. These green
spaces – four nature reserves, more than 350 parks and
gardens, and over 300 kilometres of linear parks known
as park connectors – are distributed across the island.
Complementing this is extensive roadside greenery which
connects habitats, including strategic green corridors, also
known as Nature Ways, along roadsides that connect areas
of high biodiversity. Trees, shrubs and ground cover are
planted to mimic the emergent, mid-canopy, understorey
and undergrowth layers of a natural forest in these Nature
Ways to link fragmented natural habitats and enhances
biodiversity in our urban environment.
Beyond the traditional boundaries of parklands and
streetscapes, bringing greenery skywards provides another
dimension of potential habitats in the built environment.
Skyrise greenery, in the form of roof gardens and vertical
green walls, augment ground level greenery and provide
refuge to birds, bats and insects within the urban landscape.
Another example of Singapore’s efforts to link up habitats
is the construction of Eco-Link@BKE, an hourglass-shaped
ecological bridge across the Bukit Timah Expressway. The
Eco-Link@BKE connects the once-contiguous Singapore’s
Bukit Timah and Central Catchment Nature Reserves in a bid
to mitigate fragmentation effects due to the construction
of the expressway in 2011. Eco-Link@BKE was completed
in 2013 at a total cost of S$17 million. Native plants were
planted on the bridge to encourage its use by the fauna
on either side and monitoring programmes are in place to
ascertain the effectiveness of the bridge.
Involving the Community as Stakeholders
We have worked with civil society, including NGOs like
the Nature Society (Singapore), academic experts and
nature enthusiasts, to advance biodiversity conservation
in Singapore, including the protection of biodiversity-rich
environments at Sungei Buloh5 and Chek Jawa.6
As part of our efforts to involve the wider community, we
launched the Community in Nature (CIN) initiative in 2011
to engage the community to conserve Singapore’s natural
heritage. CIN includes outreach events, citizen science
programmes such as biodiversity surveys, public talks and
guided walks for members of the public. Where possible,
these are tied to international initiatives such as the UN
International Day for Biological Diversity on 22 May. We
also collaborate with local NGOs through the Biodiversity
Roundtable to organise the annual Festival of Biodiversity,
a flagship outreach event to celebrate the community’s
efforts to conserve Singapore’s natural heritage. Another
initiative under CIN is the Citizen Science programme.
Volunteers conduct surveys of various animal groups, such
as butterflies, birds and dragonflies. There are also more
intensive citizen science surveys known as BioBlitzes, which
target a specific natural area and are more comprehensive
in the taxa surveyed.
Addressing Trade in Endangered Species
A key cause of global biodiversity loss is the trade in
endangered species, which threatens their survival in the
wild. As a Party to the Convention on International Trade
in Endangered Species of Wild Fauna and Flora (CITES),
Singapore does not condone illegal wildlife trade activities
and is committed to implementing and enforcing CITES
and wildlife policies to protect endangered species of
animals and plants. In addition to our Whole-of-Government
approach and robust domestic framework to combat illegal
trade in wild fauna and flora, Singapore also adopts a
comprehensive multi-pronged approach aimed at reducing
supply and demand by working closely with our bilateral,
regional and international partners, as well as with civil society
and individuals. For instance, we conduct public outreach
5 The Sungei Buloh Wetland Reserve comprises 202 hectares of wetlands with an extensive mangrove forest in the northwestern part of Singapore.
6 Chek Jawa is a unique natural wetland area where six major habitats meet and mix; it is located on Pulau Ubin, an island off the northeastern coast of Singapore.
58
programmes to increase public awareness on the illegal
trade of endangered species. Singapore does not condone
illegal wildlife trade activities and will not hesitate to take
stern enforcement actions against any wildlife offenders and
punish them to the full extent of the law.
CHALLENGES
Habitat Fragmentation
Habitat connectivity is crucial in
biodiversity conservation. Flora and fauna
require a minimum area to sustain their
populations. Urbanisation results in the
fragmentation of habitats, where natural
areas are bisected by roads and other
developments. The edges of habitats are
more susceptible to fragmentation, i.e.
edge effects, which are largely attributed
to air, noise and light pollution from
developed areas.
Habitat Loss
To ensure the long-term sustainability
of the habitats in the midst of rapid
development, we need to restore
habitats that have been lost and enhance
existing habitats.
FUTURE CHALLENGES & OPPORTUNITIES
OPPORTUNITIES
Establishing Connectivity Between Natural Areas
The limited land available in Singapore means we need to maximise
the ecological connectivity of existing green spaces. Singapore
leverages on linear parks, roadside greenery, rooftop greenery and
vertical greenery. Singapore has an extensive park connector network
with a total length of 306 kilometres in 2017. This series of linear parks
connects areas of greenery, and allows movement of small animals and
birds between them. Roadside greenery encourages connectivity in
the form of nature ways, which emulate the structural complexity of a
natural forest through the use of mixed species planting. Other small
patches of greenery on rooftops and incorporated into developments
act as stepping stones between natural areas. Singapore aims to have
400 kilometres of park connectors, 180 kilometres of Nature Ways and
200 hectares of skyrise greenery by 2030.
Habitat Enhancement and Restoration
Singapore has over 20 years of habitat enhancement experience,
and strives to continually improve these habitats through habitat
enhancement and restoration initiatives. Fifteen parks have been
identified for habitat enhancement and restoration efforts over the
next two years, with implementation already completed in three parks.
These parks were selected based on their proximity to nature areas,
the type of ecosystems they contain, and the state of the habitats
within the park.
Measuring Our Efforts
Singapore initiated the development of an index in 2008
designed to benchmark conservation efforts at the citylevel,
the Singapore Index on Cities’ Biodiversity (SI).7 We
worked with the Convention on Biological Diversity (CBD)
Secretariat and the Global Partnership on Sub-National
Governments and Cities for Biodiversity to develop the
SI, together with an international Technical Task Force.
The SI is intended to be used as a self-assessment tool to
monitor cities’ progress in biodiversity conservation efforts
over time. It comprises 23 indicators that measure native
biodiversity, ecosystem services provided by biodiversity,
and governance and management of biodiversity.
Singapore currently uses the SI to monitor our biodiversity
conservation efforts. Several cities worldwide have also
adopted the SI, such as Auckland, Helsinki, Nagoya,
Hyderabad and Bangkok, with most finding that the
process has facilitated capacity building in biodiversity
conservation by providing biodiversity conservation
guidelines and in setting priorities for conservation actions
and budget allocation.
7 The Singapore Index on Cities’ Biodiversity was previously known as the City Biodiversity Index (CBI).
59
BISHAN-ANG MO KIO PARK HABITAT RESTORATION
In 2009, we reopened Bishan-Ang Mo Kio Park,
located in central Singapore, after a successful habitat
restoration and enhancement and design upgrade.
The park originally contained a concrete canal that
ran its entire length. It was redeveloped under the
Active, Beautiful, Clean (ABC) Waters Programme
into a meandering naturalised river known as Kallang
River. Through this joint collaboration between PUB
(Singapore’s national water agency) and NParks,
the Kallang River was integrated into the park’s
8 The Green View Index, or Treepedia, by the Massachusetts Institute of Technology’s Senseable City Lab, measures the canopy cover in cities. The Index is calculated using Google Street
View panoramas to proxy human perception of the environment from the street level. Singapore topped the Green View Index in 2017, which is a testament to the success of our skyrise
greening efforts.
surroundings through the use of natural materials to
shore up its river bank.
These efforts have begun to attract wildlife. A wide
variety of native birds have been spotted visiting the
river, and occasional otters have travelled upstream
towards the park, which is located deep inland within
a residential neighbourhood. The park is a popular
community space with residents and Singaporeans,
who have the opportunity to get closer to nature.
The ABC Waters design comprises plants and planting
media which have also been incorporated into the
park to maintain the water quality in the ponds and
the river naturally, without the use of chemicals. For
instance, cleansing biotopes that filter and absorb
pollutants are located upstream. Water is also recycled
for use in the water playground after undergoing UV
treatment. The landscape surrounding the river is also
designed to accommodate increases in water levels
during heavy rainfall.
SKYRISE GREENERY IN SINGAPORE
Due to our limited land, Singapore has to be innovative
in becoming a City in a Garden. Our dense urban
environment means that it is important for us to optimise
urban spaces and infrastructure in our greening efforts.
Skyrise greenery has thus emerged as a viable and
effective strategy to create seamless and pervasive
greenery in Singapore.
To promote skyrise greenery, the Urban Redevelopment
Authority and NParks introduced the Landscaping
for Urban Spaces and High-rises (LUSH) programme
and Skyrise Greenery Incentive Scheme. These
complementary initiatives offer building owners and
developers incentives such as additional gross floor
area for rooftop greenery installation and co-funding for
skyrise greenery installation. We also recognise creative
skyrise greenery designs through the Skyrise Greenery
Awards. In 2017, we received a record 177 entries for the
Awards. Past award winners include Kampung Admiralty
(2017), an integrated development combining residential,
commercial and community facilities, PARKROYAL on
Pickering (2013) and the Khoo Teck Puat Hospital (2010),
where the incorporation of greenery creates a healing
environment to boost patient recovery.
As of 2017, there were 100 hectares of skyrise greenery
in Singapore. This has helped to increase the green
coverage in our city, as evidenced by Singapore’s second
place out of 21 cities ranked in the Green View Index.8
We intend to double the amount of skyrise greenery in
Singapore to 200 hectares by 2030 under the Sustainable
Singapore Blueprint.
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BUILDING A SAFE, PEACEFUL AND
INCLUSIVE SINGAPORE Singapore’s journey as a nation is founded on a
commitment to the rule of law. It has been the
cornerstone of our development since independence,
and remains a vital tenet of our governance today. Our
commitment to the rule of law has contributed to a sense
of justice and security for our people. It has engendered
confidence among businesses, which value an environment
where contracts and property rights are respected and
protected. We have also established, maintained, and
strengthened public institutions that are effective, fair,
inclusive, and accountable to the people. We have built
a clean, efficient, and independent judiciary and public
service. Underlying this is our zero-tolerance approach
to corruption which applies to all three branches of
Government. Our commitment to the rule of law is widely
acknowledged, with Singapore ranked first in Gallup’s Law
and Order Report from 2014 to 2017.
BRIGHT SPOTS
Equal Protection Accorded to Men, Women and Children
Singapore’s laws do not discriminate on the basis of
gender or age. But even as the law applies to all, we
have taken additional measures to protect the most
SUSTAINABLE DEVELOPMENT GOAL 16:
Promote Peaceful and Inclusive Societies, Provide Justice for All and Build Effective, Accountable and Inclusive Institutions at All Levels
BUILDING A SAFE, PEACEFUL AND INCLUSIVE SINGAPORE
Singapore’s journey as a nation is founded on a
commitment to the rule of law. It has been the
cornerstone of our development since independence,
and remains a vital tenet of our governance today. Our
commitment to the rule of law has contributed to a sense
of justice and security for our people. It has engendered
confidence among businesses, which value an environment
where contracts and property rights are respected and
protected. We have also established, maintained, and
strengthened public institutions that are effective, fair,
inclusive, and accountable to the people. We have built
a clean, efficient, and independent judiciary and public
service. Underlying this is our zero-tolerance approach
to corruption which applies to all three branches of
Government. Our commitment to the rule of law is widely
acknowledged, with Singapore ranked first in Gallup’s Law
and Order Report from 2014 to 2017.
BRIGHT SPOTS
Equal Protection Accorded to Men, Women and Children
Singapore’s laws do not discriminate on the basis of
gender or age. But even as the law applies to all, we
have taken additional measures to protect the most
vulnerable segments of society, in particular, women
and children.
As a Party to the Convention on the Elimination of All
Forms of Discrimination against Women (CEDAW), we are
committed to implementing measures that address the
needs of women, and promote gender equality and women’s
rights. For instance, Singapore adopts a zero-tolerance
policy towards sexual offences. The Singapore Police
Force works closely with the National Crime Prevention
Council, an NGO, to raise awareness on sexual offences.
Our strategy is two-fold – to encourage victims of outrage
of modesty to alert the authorities immediately, as well as
to warn would-be offenders of the legal repercussions of
committing such offences. This has been implemented
through several outreach programmes. We also work
with public entertainment outlets to introduce deterrence
measures such as the installation of surveillance cameras
and ensuring sufficient lighting.
We also seek to continually refine our policies to better
meet the needs of our children. The Children’s and Young
Persons Act (CYPA) safeguards the care, protection and
rehabilitation of children and young persons below
16 years of age. The CYPA was amended in 2011 to improve
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the protection for children and young persons, such as
exempting a child from attending court proceedings in
cases where the child could be adversely affected and
safeguarding a child’s privacy by prohibiting the publication
of personal information. In addition, the Protection from
Harassment Act, which came into force in November 2014,
criminalises different forms of harassment such as sexual
harassment and school or cyberspace bullying. It enhances
protections against harassment and provides a range of
self-help and civil remedies to victims.
Eradication of Corruption
When Singapore attained self-governance in 1959,
our leaders were determined to establish a system of
incorruptibility and clean governance. They believed that
eradicating corruption was key to establishing honest and
competent public institutions which the people could
trust, and for businesses to have the confidence to invest
in the country. They took comprehensive action to stamp
out corruption from all levels of society while introducing a
meritocratic system of governance.
Today, Singapore enjoys an international reputation for a
high level of incorruptibility. We were ranked the 6th least
corrupt country by Transparency International’s Corruption
Perceptions Index 2017, and the least corrupt country in the
Political and Economic Risk Consultancy’s 2017 Report on
Corruption in Asia – a position we have held since 1995.
The low levels of corruption in Singapore today are
the result of an effective corruption control framework
comprising four key pillars. First, we established effective
laws to fight corruption via two key legislations: the
Prevention of Corruption Act (PCA) and the Corruption,
Drug Trafficking and Other Serious Crimes Act (CDSA).
The PCA applies to those who give or receive bribes
in both the public and private sector. The CDSA, when
invoked, confiscates ill-gotten gains from corrupt
offenders. Second, we established an independent
judiciary free from political interference. Our judiciary
has zero-tolerance for corruption and metes out harsh
penalties for corrupt offenders. Third, our public service
is guided by a strict Code of Conduct which sets out the
high standards of behaviour expected of public officers
based on integrity, incorruptibility, and transparency.
Fourth, anti-corruption is rigorously enforced by the
Corrupt Practices Investigation Bureau (CPIB), which is an
independent national anti-corruption agency responsible
for investigating and preventing corruption in Singapore.
Effective, Accountable and Transparent Institutions
The Singapore Constitution lays down the fundamental
principles and basic framework for the separation of
powers between the Executive, the Legislature, and the
Judiciary. This separation of powers guarantees a system
of checks and balances. The Constitution also guarantees
fundamental liberties such as the equal protection of all
persons before the law.
The Judiciary is the guardian of the Constitution.
Singapore’s Supreme Court is empowered to review laws
and Executive actions to ensure that they are constitutional.
Trust in the Judiciary is high. In recent national surveys, 92%
of respondents expressed confidence in our legal system.
Over 90% believed that the administration of justice by
our State Courts (i.e. the lower Courts) was carried out with
integrity and in a fair and independent manner. Singapore’s
Judiciary enjoys a good reputation internationally. It was
ranked 19th by the World Economic Forum for judicial
independence, and 2nd by the Heritage Foundation’s 2017
Index of Economic Freedom for judicial effectiveness.
Access to our justice system is important to ensure inclusivity
and effectiveness. Pro bono legal services are provided
through a partnership between the Government, the Law
Society of Singapore, various volunteers and volunteer
welfare organisations. For low-income individuals facing
legal issues, the Legal Aid Bureau provides civil legal aid
for most civil proceedings, including judicial reviews, while
the Law Society Pro Bono Services runs the Criminal Legal
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Aid Scheme (CLAS). In a significant shift of policy, the
Government started direct funding of criminal legal aid
since 2015. This was supported by a significant increase
in resources from volunteer lawyers and law firms. The
number of CLAS applicants who received full representation
or unbundled legal services increased fourfold between
2014 and 2017. We also ensure that vulnerable individuals
are aware of these avenues for legal aid, through referral
arrangements with partner agencies.
The strength of Singapore’s public institutions was ranked
2nd by the World Economic Forum’s Global Competitiveness
Report (2017-2018). The Singapore Public Service
employs 145,000 officers in 16 Ministries and more than
50 Statutory Boards. The work of these agencies is
broadly characterised into five sectors: economic, security,
social, infrastructure and environment, and central
administration. A key ethos of our public service is the
Whole-of-Government (WOG) approach, which calls for
the rigorous coordination between and within agencies
on the planning, creation, and execution of public policies
for maximum effectiveness. The public service believes
in recruiting the right people from various disciplines
and based on key attributes such as integrity, a desire
to serve, and a mindset for excellence. Recruitment and
progression is based on merit. We also believe in life-long
learning and career development. To this end, the Civil
Service College (CSC) was established as the main training
arm of the Singapore Public Service. The CSC offers 468
training programmes on a broad range of topics such as
Data Analytics, International Relations, and Public Finance
for public servants of different ranks.
The Parliament of Singapore is central to the transparency
and accountability of our Government. Members of
Parliament actively raise the people’s concerns, debate
policies, and pose questions to the Executive to seek
explanations for the public’s understanding and benefit. The
Government has also made significant effort to strengthen
citizen engagement through public feedback channels.
The Government’s main Feedback Unit, REACH (Reaching
Everyone for Active Citizenry @ Home), is the lead agency
facilitating WOG efforts to engage and connect with citizens
on national and social issues. REACH’s key roles are to gather
and gauge public ground sentiments on issues of concern,
reach out and engage Singaporeans through various media
platforms, and promote active citizenry by encouraging
citizen participation in shaping Singapore’s policies.
Specialised Councils under the Presidency have also
been established to ensure that the voices of minority
groups are taken into consideration in policymaking. For
example, the Presidential Council for Minority Rights is
tasked with examining legislation to ensure that they are
not disadvantageous to any racial or religious community
in Singapore.
Low Crime in Singapore
Singapore enjoys one of the lowest crime rates in the
world. In a 2017 national Public Perception Survey,1 92% of
respondents rated general safety and security in Singapore
favourably and 93% of respondents felt safe walking in their
neighbourhood at night. This was attributed to a low crime
rate and a highly effective police force which responds
quickly to crime. As such, crime in Singapore has remained
consistently low, with our crime rate decreasing over the
years. Singapore has also consistently ranked among
the top countries in the world for order and security, and
regulatory enforcement.
Stemming the Flow of Illicit Funds and Arms
Singapore is a major global financial centre and an
international trade and transportation hub. As such, the
bulk of our exposure to money-laundering risks arises from
offences committed overseas. Between 2008 and 2014,
66% of Singapore’s money-laundering investigations and
27% of money-laundering convictions relate to criminal
offences committed overseas. Singapore adopts a WOG
approach to combatting money laundering and terrorism
financing. Financial institutions operating in Singapore are
required to put in place robust controls to detect and deter
the flow of illicit funds through our financial system. In 2016,
the Financial Action Task Force (FATF) and Asia/Pacific
Group on Money Laundering (APG) Mutual Evaluation on
Singapore assessed that Singapore possessed a strong
legal and institutional framework for combatting moneylaundering,
terrorism financing, and proliferation financing.
In Singapore, the illegal manufacture and unauthorised
trading of Small Arms and Light Weapons (SALW) are
offences under our Arms and Explosives Act. Strict processes
must be observed for the legal manufacture of all SALW and
exports to countries under the relevant sanctions imposed
by the United Nations Security Council are not authorised.
Trafficking in Persons
Singapore considers Trafficking in Persons (TIP) a serious
crime, and we take necessary steps to detect and deter
traffickers. An Inter-Agency Taskforce was established in
2010 to ensure WOG coordination on TIP issues. In March
2012, the Taskforce launched the National Plan of Action
(NPA) 2012-2015, which centres on a “4Ps strategy” of
Prevention, Prosecution, Protection and Partnership.
Thereafter, the Taskforce worked with the relevant
stakeholders to develop a new National Approach against
TIP, which was launched on 10 March 2016. The approach
sets out the key strategies and desired end outcomes to
guide agencies and stakeholders in developing their work
plans to combat TIP.
We enact stiff penalties to deter TIP offenders and to
meet our international obligations to counter TIP globally.
In 2015, Singapore enacted the Prevention of Human
1 The Singapore Police Force surveyed 4,800 Singaporeans and Permanent Residents in 2017.
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CHALLENGES
Complex Future Operating Landscapes
The future operating landscape will be
increasingly complex, with more peopleto-
people flows across borders, new
threats, and disruptive technologies. We
will need to explore new and innovative
methods to better secure and protect
Singapore.
Relevance of Legislation
Our existing legislation and policies will
need to be updated and enhanced to
deal with new challenges in a changing
operating environment.
FUTURE CHALLENGES & OPPORTUNITIES
OPPORTUNITIES
Disruption with Technology
While new technologies disrupt the landscape, they also present
opportunities.
Our law enforcement agencies will ramp up the adoption of
new technologies to further integrate operations and strengthen
community partnerships. One example is the use of Unmanned
Aerial Vehicles (UAVs). In crisis situations, UAVs can be deployed to
provide a bird’s-eye view of the ground situation and allow officers to
make better informed decisions.
Another example is the introduction of automated self-clearance
lanes for motorbikes at our land borders. With the introduction of
self-service booths, we no longer have to deploy personnel to man
immigration counters. Instead, more manpower can be redeployed
to security functions, such as monitoring suspicious travellers and
managing incidents on the ground.
Review and Update of Legislation
The changing operating environment offers us opportunities to
review and update existing legislation to take into account evolving
circumstances. For instance, we are currently reviewing the provisions
of our Prevention of Corruption Act (PCA), Singapore’s primary anticorruption
law, with the objective of enhancing the anti-corruption
regime in Singapore to address future challenges and pitfalls.
Trafficking Act. The Act has led to successful convictions
over the years, in which accused persons were sentenced
to imprisonment and fines. Singapore also acceded to the
United Nations Protocol to Prevent, Suppress and Punish
Trafficking in Persons, especially Women and Children
(UN TIP Protocol) in September 2015. In January 2016,
we ratified the ASEAN Convention against Trafficking
in Persons, Especially Women and Children (ACTIP).
Singapore is committed to implementing our obligations
under the UN TIP Protocol and ACTIP, and to working
closely with our regional and international partners to
tackle this transnational crime.
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PROTECTING THE YOUNG UNDER THE UN CONVENTION ON THE RIGHTS OF THE CHILD
Singapore acceded to the UN Convention on the Rights of the Child (UNCRC) in 1995. The Ministry of Social and
Family Development, in conjunction with the UNCRC, commissioned a series of children’s storybooks to bring to life
four of the UNCRC’s principles: non-discrimination, devotion to the best interests of the child, the right to life, survival
and development, and respect for the views of the child. The books, which are available online,2 are used to educate
children and their caregivers on children’s rights in a light-hearted and reader-friendly manner.
BOOK TITLE SYNOPSIS PRINCIPLE
“Is Rainbowsaurus So
Different From Us?”
Libby the Rainbowsaurus moves into a
new neighbourhood. The Blusauruses
avoid Libby as they have never seen
anyone like her before. Is Libby really so
different from them?
“Children must not suffer discrimination irrespective
of the child’s or his or her parent’s or legal guardian’s
race, colour, sex, language, religion, political or
other opinion, national, ethnic or social origin,
property, disability, birth or other status.” – Article
2 of the UNCRC
“The Best Recipe
for Tofu”
Young Tofu lives with her Uncle Ayu and
helps him sell fish. Often, she works
long hours on an empty stomach. What
can Uncle Ayu do to provide Tofu the
care that she needs to grow well?
“The best interests of the child must be a primary
consideration in all decisions and actions affecting the
child, or children as a group. This holds true whether
decisions are made by government, administrative
or judicial authorities or by families themselves.” –
Article 3 of the UNCRC
“Elvis and the Feathers
School of Music”
A music school for “birds only” is having
a concert where its performers will be
able to develop their potential further.
Elvis the frog dreams of singing at this
important event. But can he ever be
accepted?
“Children have a right to survival and development
in all aspects of their lives, including the physical,
emotional, psycho-social, cognitive, social and
cultural.” – Article 6 of the UNCRC
“I Want to Be a Cheese
Taster”
A class of mice are discussing what they
want to do when they grow up. Feta
surprises everyone with his dream job –
which is very different from what mice
typically do. Will the other mice be able
to accept Feta’s viewpoint?
“Children should be allowed to express their
opinions, especially in matters concerning
themselves. They have the right to have their views
heard and taken seriously.” – Article 12 of the
UNCRC
2 The books, along with booklets on the UNCRC, are available at: https://www.msf.gov.sg/publications/Pages/United-Nations-Convention-on-the-Rights-of-the-Child-UNCRC.aspx.
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SUSTAINABLE DEVELOPMENT GOAL 17:
Strengthen the Means of Implementation and Revitalise the Global Partnership for Sustainable Development
SINGAPORE’S GLOBAL PARTNERSHIP FOR SUSTAINABLE DEVELOPMENT
The successful implementation of the 2030 Agenda for
Sustainable Development requires global partnership.
Each member of the community at the local, regional,
national and global level needs to have a voice and a stake
in the implementation of the SDGs.
Singapore adopts a multi-stakeholder approach to the
global partnership. Our Whole-of-Government (WOG)
approach towards sustainable development, which has
been integral to our policymaking since independence, is
the core. However, we are aware that governments alone
cannot implement the SDGs. To this end, our sustainable
development journey, while Government-led, has been
enhanced by the efforts of stakeholders from different
sectors of society.
In the early years of our independence, Singapore turned
to others for help in our nation-building efforts. Several
countries and international organisations responded
readily and shared valuable lessons on development. We
want to pay it forward and share our own experiences,
knowledge and best practices in sustainable development
with fellow developing countries. Our own experience
informs us that there is no single model of development
for all. We believe that countries should be free to pursue
the SDGs in the manner of their choosing, taking into
account their national priorities and circumstances.
BRIGHT SPOTS
The Singapore Cooperation Programme
With no natural resources, Singapore’s most valuable
resource is our people. This is why our efforts towards the
global partnership for sustainable development centre on
capacity building and human resource development. We
believe that the multiplier effect of investing in human
capital will be the key driver behind the achievement of the
2030 Agenda.
The Singapore Cooperation Programme (SCP) is our flagship
technical assistance programme. Since its inception in 1992,
we have worked with like-minded countries to jointly offer
training and capacity building programmes. Over 119,000
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officials from more than 170 countries have joined SCP
programmes in areas such as education, transport, economic
development and trade promotion, healthcare, judiciary and
public administration.
Supporting the 2030 Agenda: the Sustainable Development
Programme
In support of the 2030 Agenda, Singapore launched
the Sustainable Development Programme (SDP) under
the SCP in 2015. The SDP aims to support our fellow
developing countries’ achievement of the SDGs by
building capacity at three levels – leadership, city, and
community – through partnerships with UN agencies and
local NGOs. The SDP is specifically tailored for developing
countries, in particular, the Small Island Developing States
(SIDS) and the Least Developed Countries (LDCs), with a
variety of courses on SDG-specific areas, such as water
and sanitation, sustainable cities and climate change.
At the leadership level, we partnered the UN Development
Programme (UNDP) Global Centre for Public Service
Excellence (GCPSE) to conduct the “Transformational
Leadership for the 2030 Agenda (TL2030)” programme.
TL2030 is an invitation-only leadership course focusing
on key challenges faced by Public Service leaders
in fulfilling their national development aspirations in
achieving the SDGs. Both sides also jointly organised the
“Public Service: 2030 And Beyond (PS2030)” programme,
targeted at senior-level officials involved in strategic
policymaking and driving public sector reform towards
implementing the SDGs. During the course, Singapore
government officials shared insights and experiences on
SDG implementation, while emphasising the need to
apply these ideas to each country’s specific context, and
to find home-grown solutions.
At the city level, Singapore has partnered UN-Habitat
on a capacity building programme in support of the
UN’s New Urban Agenda and the achievement of
SDG 11 on sustainable cities. Participants comprise mayors,
city councillors, chief engineers and other city leaders.
The emphasis of this programme is to demonstrate how
local development challenges can be overcome through
applying sustainable urban system principles and long-term
integrated master planning and development.
At the community level, Singapore is partnering NGOs to
help build capacity on water, sanitation and hygiene issues
in rural areas across Southeast Asia. Thus far, we have
supported Lien Aid and Mercy Relief to provide sustainable
water solutions for around 21,000 people. Singapore also
partnered the UN International Children’s Emergency Fund
(UNICEF) to provide capacity building on strategies and
tools on water, sanitation and hygiene services for Southeast
Asian officials.
Third Country Training Programmes
In the spirit of partnership, the Third Country Training
Programme (TCTP) framework of the SCP provides technical
assistance in collaboration with other countries and
international organisations. We have partnered more than
40 countries and international organisations, such as the
United Nations Framework Convention on Climate Change
(UNFCCC), UNDP and UN Environment. For instance, we
have worked with Australia and the UNDP/UN Environment
Global Support Programme to host annual regional capacity
building workshops on transparency under the UNFCCC
to assist countries with their national climate plans and
strengthening their institutional arrangements, in order
to implement their obligations under the UNFCCC. The
workshop involves trainers and experts from the UNFCCC
as well as countries from the ASEAN Plus Three, i.e. China,
Japan and Republic of Korea.
In order to facilitate North-South cooperation, we have formed
partnerships with other countries, such as the Singapore-
US TCTP, the Japan-Singapore Partnership Programme for
the 21st Century and the Australia-Singapore Partnership
Arrangement for International Development. Under these
TCTPs, we offer a range of capacity building programmes
including workshops on sustainable development. We also
facilitate South-South cooperation with fellow developing
countries, through collaborations with our neighbours
from ASEAN as well as countries from outside the region
to share unique and different experiences, such as the
Singapore-Argentina TCTP, Singapore-Chile TCTP, and the
Singapore-Mexico TCTP.
Singapore’s ASEAN Chairmanship
Singapore assumed the ASEAN Chairmanship in 2018
under the theme of “Resilience and Innovation”. This vision
is in line with the theme of the 2018 HLPF, “Transformation
towards sustainable and resilient societies”. Singapore’s
vision for our ASEAN Chairmanship is to ensure that
ASEAN remains united and resilient in the face of increasing
geopolitical complexities, whilst keeping our economies
forward-looking and innovative, in order to seize the
opportunities of the digital revolution. ASEAN will also
need to remain committed to its people, including through
enhancing human capital development and bringing
together our youth.
Under Singapore’s Chairmanship, the ASEAN Leaders’
Vision Statement endorsed by the 32nd ASEAN Summit
in April 2018 calls for ASEAN to become a sustainable
community which promotes economic and social
development alongside environmental protection, while
leaving no one behind. The Leaders also reaffirmed their
commitment to the implementation of the 2030 Agenda,
including through working with ASEAN’s Dialogue Partners
and external parties to promote complementarities
between the ASEAN Community Vision 2025 and the 2030
Agenda through feasible and concrete projects.
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ASEAN Smart Cities Network
One of the key initiatives under Singapore’s ASEAN
Chairmanship is the establishment of an ASEAN Smart Cities
Network (ASCN). As ASEAN undergoes rapid transformation
and urbanisation, the ASCN aims to synergise each member
state’s ongoing efforts to develop smart cities. The ASCN
will be a collaborative platform for key cities and capitals
within ASEAN to work towards the common goal of smart
and sustainable urban development. The ASCN aims to
facilitate cooperation on smart cities development, catalyse
bankable projects within the private sector, and secure
funding and support from external partners. Core elements
of the ASCN include city-specific Action Plans for Smart
City Development, an ASEAN Smart Cities Framework, an
Annual Meeting of the ASCN, and a Twinning Programme
with cities from ASEAN’s external partners. The first ASCN
annual meeting was convened alongside the World Cities
Summit in Singapore in July 2018. The ASCN will officially be
launched by the ASEAN Leaders at the 33rd ASEAN Summit
in Singapore in November 2018.
Special ASEAN Meeting on Climate Action
Another important initiative during Singapore’s ASEAN
Chairmanship is the Special ASEAN Meeting on Climate
Action (SAMCA) held on 10 July 2018 during the biennial
Urban Sustainability Week in Singapore. The SAMCA is
intended to highlight ASEAN countries’ commitment to
collectively address climate change, including through the
achievement of SDG 13 on climate action, and through
fulfilling our commitments under the Paris Agreement.
To this end, discussions at SAMCA are intended to feed
into the Talanoa Dialogue 2018 at the 24th Conference of
the Parties (COP) to the UNFCCC. The SAMCA will also
be held back-to-back with an Expanded SAMCA involving
the Presidents of the 23rd and 24th COPs to the UNFCCC,
Fiji and Poland respectively, as well as ASEAN’s external
partners under the ASEAN Plus Three.
Multi-stakeholder Approach: Society Partners
Singapore supports a multi-faceted, multi-stakeholder
approach to implementing the SDGs. For instance, our
agencies engage in wide-ranging consultations as part of
our policymaking process. This includes listening to views
and suggestions from key stakeholders such as our citizens,
industry, civil society and academia. We also engage these
stakeholders throughout the policymaking cycle, in order to
ensure that their feedback is taken on-board during policy
implementation and review. In addition, our stakeholders
also help to plug gaps in areas of policy implementation,
where government agencies may lack the expertise or reach.
Engaging the Youth
Engaging Singaporean youth is key to the long-term
effectiveness of SDG implementation. We believe that it is
important to inculcate a a sustainable development-oriented
mindset amongst our younger generation so that they have
sustainability in mind when they become future leaders in
industry and government. To this end, we are working with
educational institutes in Singapore to raise awareness of
the SDGs and 2030 Agenda, and to seek innovative ideas
from our youth on how to achieve the SDGs. As part of our
VNR efforts, we launched a youth video competition, “The
Sustainable Development Goals – What YOUth Can Do”.1
We asked our youth to describe an idea or specific solution
to help achieve, in Singapore or around the world, one of
the five SDGs that will be reviewed at the 2018 HLPF, or
to depict the theme of the 2018 HLPF. The competition
attracted numerous entries from students with some very
novel and bright ideas on topics such as sustainable urban
farming and the implementation of block-chain solutions to
establish electrical infrastructure.
Industry Efforts
We have established public-private partnerships on the
implementation of several SDGs, and supported the work
of several international organisations and businesses in
spreading the message of sustainable development. For
example, Singapore’s Temasek Foundation, a Singaporebased
non-profit philanthropic organisation, has been
hosting annual “Ecosperity” Conferences in partnership
with the Business and Sustainable Development
Commission since 2014. These conferences bring private
and public sector leaders together to explore sustainable
growth ideas. This year, Temasek has also teamed up with
UNLEASH, a global non-profit innovation lab for solutions
to the SDGs. Singapore hosted the second iteration of the
UNLEASH annual event in May-June 2018, which brought
together young, creative and innovative minds to harness
the power of human ingenuity and create imaginative
solutions that achieve the SDGs.
We are also witnessing a growing trend of ground-up
initiatives and events from the private sector in support
of the SDGs. Businesses such as property developer
City Developments Limited have launched sustainability
blueprints that specifically consider the SDGs in their work.
Others, such as the Development Bank of Singapore,
have also released green bonds as a form of sustainable
financing, incentivised by the Monetary Authority of
Singapore’s green bond grant scheme.
1 The top three winning videos can be viewed on the website: https://www1.mfa.gov.sg/Newsroom/Events-and-Programmes/2018/06/Singapore-Youth-Video-Competition
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Further, we also work closely with organisations like the
Global Compact Network Singapore (GCNS), the local
chapter of the UN Global Compact, to promote corporate
sustainability efforts among companies in Singapore. The
GCNS encourages and facilitates efforts of companies which
are committed to aligning their operations and strategies with
sustainable development. The GCNS’ key activities include
raising awareness of corporate social responsibility (CSR)
initiatives among businesses through events and training
programmes on topics such as “Sustainability Reporting”
and “Climate Change and Business”, and nurturing the next
generation of CSR leaders through youth initiatives.
Civil Society, Academia and Co-operative Organisations
Several of our civil society organisations have also been
active in promoting projects related to the implementation
of specific SDGs. For instance, the Singapore National
Co-operative Foundation (SNCF) has enacted measures in
line with the SDGs in order to enhance their offerings. This
includes ensuring price stabilisation of food supplies during
crises, contributing to the provision of healthcare through its
network of doctors, increasing women’s access to economic
opportunities, and facilitating access to education through
providing awards, study grants and bursaries.
Some of these organisations also contribute to sustainable
development through their research and analysis to identify
potential gaps and opportunities which can be tapped on
to deliver SDG-oriented results. The Singapore Institute of
International Affairs (SIIA), a non-profit, independent research
organisation published the Collaborative Initiative for Green
Finance in Singapore in November 2017. The report, which
was produced in partnership with UN Environment explores
how Singapore as a financial hub can offer green financing
through a range of financial services and products, to
promote the efficient flow of capital towards activities that
are more sustainable and responsive to climate concerns.
This dovetails with our support of the implementation of the
Paris Agreement and SDG 13. The report was also intended
to generate growing interest, knowledge and momentum
across relevant government ministries and agencies, and
engage corporations and financial institutions.
We also work closely with some of our civil society
organisations on several SDG-specific projects outside
Singapore. For example, SDG 6 on ensuring the
availability and sustainable management of water and
sanitation for all is in line with Singapore’s championing
of the water, sanitation and hygiene agenda. We
partnered Singaporean NGO, Lien AID, to establish two
Community Water Enterprises in Cambodia to provide
affordable treated drinking water to the local communities
on a sustainable basis. We also actively engage the
World Toilet Organisation (WTO), a Singapore-based
international non-profit organisation in its efforts to
bring about better sanitation and toilet hygiene to fellow
developing countries, such as India and China, also in
support of SDG 6.
FUTURE CHALLENGES & OPPORTUNITIES
CHALLENGES
Encouraging SDG-oriented Mindsets
Raising the level of national consciousness
for behavioural change, especially the
need to take individual and collective
action to achieve the SDGs is a challenge.
We are finding innovative ways to sensitise
the public towards these issues through the
power of individual champions and wordof-
mouth, especially for issues that are not
immediately visible to Singaporeans.
OPPORTUNITIES
Working with Youth
Schools have always been passionate champions for responsible
and sustainable development. Youths and children are excellent
ambassadors for the intergenerational issue of SDG implementation,
often spreading the word within their families. For instance, Anchor
Green Primary School has partnered with IKEA to campaign for a
sustainable living environment. Their projects include converting
recycled fabric into bookmarks which are sold to help needy pupils.
The Singapore Government is also adopting new ways of marketing
and outreach in our strategic communications. This includes for
instance, working with influential social media personalities to
promote the adoption of eco-friendly habits.
For example, we launched the Year of Climate Action in 2018
to encourage Singaporeans to take action to reduce our carbon
footprint for a more sustainable future. Singaporeans are encouraged
to make a Climate Action Pledge to verbalise actions they intend
to take to reduce their individual carbon footprints. These pledges
can be announced publicly on social media platforms such as Twitter,
Instagram and Facebook.
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LOOKING AHEAD
Singapore is widely recognised as one of the most
sustainable and liveable cities in the world. The Voluntary
National Review (VNR) has allowed us to reflect on the
progress we have made, and what more needs to be
done. In many ways, our pioneer generation’s vision to
build a clean, green and sustainable Singapore in which
all Singaporeans can enjoy a high quality of life, was far
ahead of its time. Nevertheless, the VNR reminds us
that sustainable development is not a destination but a
journey. Even as we celebrate our progress, we must keep
looking ahead. Each generation faces its own unique set
of challenges, and must negotiate its own path towards
sustainable development.
FUTURE CHALLENGES
Looking ahead, we anticipate many challenges to
Singapore’s continual growth and development. We must
be resilient and innovative to overcome these challenges.
Our ageing population is a growing concern especially for
an economy that relies on its people as its only resource.
Our long-term plan is to build a Nation for All Ages. By
leveraging technology, we can re-design workplaces
and jobs to allow our seniors to remain active, and even
gainfully employed, for as long as they are able and willing
to. This will go some way towards mitigating the impact of
an ageing society on our economy.
Disruptive technologies could potentially render our
people’s knowledge and skills irrelevant, with real impact
on their livelihoods. Singaporeans need to be prepared to
constantly upgrade themselves and learn new skillsets. This
is why we have put in place the SkillsFuture programme
which aims to change mindsets to embrace lifelong
learning. To succeed in this endeavour, we need a Wholeof-
Society commitment: the Government, employers,
the community and the individual have to play their part.
Through our Smart Nation initiative, we also seek to build
a Singapore where technology empowers people to lead
meaningful and fulfilled lives.
Our limited land means there will be competing priorities
between the needs of different groups, sectors and
industries as we grow. We are looking to better optimise
our land use through creative solutions. In this regard, we
will launch the Underground Master Plan in 2019 to map
out underground spaces and their potential uses, paving
the way for a future underground metropolis.
SINGAPORE’S APPROACH
When it comes to our development, Singapore has always
taken a long-term, forward-looking approach. For example,
we are undertaking several major infrastructure projects in the
next decade to accommodate our growth. This includes the
construction of Terminal 5 of Singapore’s Changi International
Airport which is expected to be completed by 2030.
We also do not shy away from making tough but necessary
decisions. This was why we decided to introduce a carbon
tax in 2019. We recognise that climate change is a real threat
to our survival, and we have taken difficult but necessary
steps to ensure that our industries and households are
playing their part in order to reduce our carbon emissions.
These principles have guided Singapore and will continue
to do so as we seek to build on our progress in sustainable
development towards the achievement of the 2030 Agenda
and beyond.
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METHODOLOGY
Singapore’s policies are always designed with sustainability
in mind. This is an ethos that has guided our Whole-of-
Government policymaking framework. We assessed that
our approach of integrating sustainability directly in our
policy process has worked well for us overall. Therefore,
preparations for our first VNR were focused on taking
stock of policies we had enacted since independence,
and assessing whether and how they have contributed to
Singapore’s sustainable development in line with the 2030
Agenda. Using the 2030 Agenda as a framework, we also
examined areas in which our policies may be lacking and
how we could overcome them to better achieve the SDGs.
The report writing process also played a pedagogical role.
It encouraged us to learn from other countries’ experiences
and best practices, to reach out to as many stakeholders as
possible, and to understand sustainable development from
different points of view.
WRITING THE REPORT – AN INTER-AGENCY EFFORT
Singapore’s preparations began more than a year in
advance. Our aim was to ensure that our VNR report was
both in-depth and wide-ranging. To this end, the policies,
measures, and views of all relevant government agencies
had to be taken into account. The Inter-Ministry Committee
on SDGs (IMC-SDGs) was established to oversee the interagency
process for the report, and over the longer-term,
to monitor our progress on SDG implementation. The
IMC-SDGs is co-chaired by the Ministry of Foreign Affairs
and the Ministry of the Environment and Water Resources.
The IMC-SDGs ensured the buy-in of our agencies and
engendered a sense of ownership of the VNR process.
The IMC-SDGs convened three inter-agency meetings
in line with our three-step approach to drafting the VNR
report; in January 2017, August 2017, and January 2018.
The first meeting introduced the 2030 Agenda and the
SDGs to our domestic agencies to seek their support to
undertake our first VNR in 2018. During the second meeting,
we conducted an internal stocktake with our agencies on
the performance of our policies against the SDGs and their
related targets and indicators. This allowed for an initial
cross-sectoral examination of the data and information to
give us a better understanding of where we stood and where
more progress was required. The information gathered was
further distilled into a preliminary outline of the report to
elicit more detailed responses from our agencies. At the
final inter-agency meeting, we tasked our agencies to
provide more substantive and specific input on each of the
different SDGs. We sought their frank assessment in order
to truly reflect how we fared in SDG implementation. We
also urged our agencies to be objective and realistic with
regard to identifying future challenges and constraints,
alongside potential opportunities which we could harness
to overcome these challenges.
To ensure that our report was comprehensive, we assigned
groups of agencies to work on each of the 17 SDG writeups,
in accordance with the areas under their purview. In
mapping out agencies’ responsibilities for the report, we
also learnt that implementation of each SDG could not be
single-handedly accomplished by any one agency; instead,
it required the effort and expertise of several parties to
achieve the targets and indicators for each SDG. Moreover,
in coordinating the various drafts of the report, we were
better able to glean the inter-linkages between SDGs as
we observed many real-life examples in which the different
goals worked together to achieve the implementation of
the SDGs more effectively.
LEARNING FROM OTHERS
The IMC-SDGs attended several workshops and seminars
at the sub-regional, regional and global levels in order to
learn from the experiences of other countries which had
already undertaken their VNRs and to share best practices
on how to better achieve the SDGs. This included the
Southeast Asia Forum on Implementation of the Sustainable
Development Goals, organised by the UN Economic and
Social Commission for Asia and the Pacific in October 2017,
the Workshop for the 2018 Voluntary National Reviews
at the High-Level Political Forum organised by the UN
Department of Economic and Social Affairs in December
2018, and the 5th Asia-Pacific Forum on Sustainable
Development in March 2018. These events also allowed us
to interact directly with agencies within the UN system, to
seek further guidance on undertaking the review process.
STAKEHOLDERS OUTSIDE GOVERNMENT
We recognise that sustainable development issues cannot
be addressed in silos or in a vacuum. Therefore, beyond
our agencies, it was also important that we reflected
in our report the diversity of views and ideas from key
stakeholders. The IMC-SDGs made a concerted effort to
publicise Singapore’s VNR undertaking at the 2018 HLPF
to as many stakeholders as possible, including businesses,
youth organisations, and civil society. Our stakeholders
responded readily, offering to contribute their views and
ideas to the report, with some even sharing their research
on the 2030 Agenda in areas specific to their interests (e.g.
climate action, water and sanitation, or food security). We
engaged these stakeholders through regular meetings and
participation in their events on sustainable development in
order to understand their views better. These engagements
revealed areas where the Government’s work aligned with
theirs, and sparked off ideas on how we could potentially
support and collaborate with these stakeholders. We are
grateful for the enthusiastic responses of our stakeholders,
which were critical in ensuring that our report painted an
accurate and holistic picture of Singapore’s progress on
sustainable development.
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ANNEX: PROGRESS TRACKER
TARGET
NA SDG 1.1 By 2030, eradicate extreme poverty for all people everywhere, currently measured as people living on less
than $1.25 a day.
NA SDG 1.2 By 2030, reduce at least by half the proportion of men, women and children of all ages living in poverty in
all its dimensions according to national definitions.
SDG 1.3 Implement nationally appropriate social protection systems and measures for all, including floors, and by
2030 achieve substantial coverage of the poor and the vulnerable.
SDG 1.4
By 2030, ensure that all men and women, in particular the poor and the vulnerable, have equal rights to
economic resources, as well as access to basic services, ownership and control over land and other forms
of property, inheritance, natural resources, appropriate new technology and financial services, including
microfinance.
SDG 1.5
By 2030, build the resilience of the poor and those in vulnerable situations and reduce their exposure and
vulnerability to climate-related extreme events and other economic, social and environmental shocks and
disasters.
SDG 1.A
Ensure significant mobilization of resources from a variety of sources, including through enhanced
development cooperation, in order to provide adequate and predictable means for developing countries,
in particular least developed countries, to implement programmes and policies to end poverty in all its
dimensions.
SDG 1.B Create sound policy frameworks at the national, regional and international levels, based on pro-poor and
gender-sensitive development strategies, to support accelerated investment in poverty eradication actions.
✔ SDG 2.1 By 2030, end hunger and ensure access by all people, in particular the poor and people in vulnerable
situations, including infants, to safe, nutritious and sufficient food all year round.
SDG 2.2
By 2030, end all forms of malnutrition, including achieving, by 2025, the internationally agreed targets on
stunting and wasting in children under 5 years of age, and address the nutritional needs of adolescent girls,
pregnant, and lactating women and older persons.
SDG 2.3
By 2030, double the agricultural productivity and incomes of small-scale food producers, in particular women,
indigenous peoples, family farmers, pastoralists and fishers, including through secure and equal access to
land, other productive resources and inputs, knowledge, financial services, markets and opportunities for
value addition and non-farm employment.
SDG 2.4
By 2030, ensure sustainable food production systems and implement resilient agricultural practices that
increase productivity and production, that help maintain ecosystems, that strengthen capacity for adaptation
to climate change, extreme weather, drought, flooding and other disasters and that progressively improve
land and soil quality.
SDG 2.5
By 2020, maintain the genetic diversity of seeds, cultivated plants and farmed and domesticated animals
and their related wild species, including through soundly managed and diversified seed and plant banks
at the national, regional and international levels, and promote access to and fair and equitable sharing
of benefits arising from the utilisation of genetic resources and associated traditional knowledge, as
internationally agreed.
✔ SDG 3.1 By 2030, reduce the global maternal mortality ratio to less than 70 per 100 000 live births.
✔ SDG 3.2
By 2030, end preventable deaths of newborns and children under five years of age, with all countries aiming
to reduce neonatal mortality to at least as low as 12 per 1000 live births and under-5 mortality to at least as
low as 25 per 1000 live births.
SDG 3.3 By 2030, end the epidemics of AIDS, tuberculosis, malaria and neglected tropical diseases and combat
hepatitis, water-borne diseases and other communicable diseases.
SDG 3.4 By 2030, reduce by one third premature mortality from non-communicable diseases through prevention and
treatment and promote mental health and well-being.
SDG 3.5 Strengthen the prevention and treatment of substance abuse, including narcotic drug abuse and harmful
use of alcohol.
SDG 3.6 By 2020, halve the number of global deaths and injuries from road traffic accidents.
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TARGET
✔ SDG 3.7
By 2030, ensure universal access to sexual and reproductive healthcare services, including for family
planning, information and education, and the integration of reproductive health into national strategies
and programmes.
SDG 3.8 Achieve universal health coverage, including financial risk protection, access to quality essential healthcare
services and access to safe, effective, quality and affordable essential medicines and vaccines for all.
✔ SDG 3.9 By 2030, substantially reduce the number of deaths and illnesses from hazardous chemicals and air, water
and soil pollution and contamination.
SDG 3.A Strengthen the implementation of the World Health Organization Framework Convention on Tobacco
Control in all countries, as appropriate.
✔ SDG 3.B
Support the research and development of vaccines and medicines for the communicable and noncommunicable
diseases that primarily affect developing countries, provide access to affordable essential
medicines and vaccines, in accordance with the Doha Declaration on the TRIPS Agreement and Public
Health, which affirms the right of developing countries to use to the full the provisions in the Agreement on
Trade-Related Aspects of Intellectual Property Rights regarding flexibilities to protect public health, and, in
particular, provide access to medicines for all.
SDG 3.C
Substantially increase health financing and the recruitment, development, training and retention of
the health workforce in developing countries, especially in least developed countries and small island
developing States.
SDG 3.D Strengthen the capacity of all countries, in particular developing countries, for early warning, risk reduction
and management of national and global health risks.
✔ SDG 4.1 By 2030, ensure that all girls and boys complete free, equitable and quality primary and secondary education
leading to relevant and effective learning outcomes.
✔ SDG 4.2 By 2030, ensure that all girls and boys have access to quality early childhood development, care and preprimary
education so that they are ready for primary education.
✔ SDG 4.3 By 2030, ensure equal access for all women and men to affordable and quality technical, vocational and
tertiary education, including university.
SDG 4.4 By 2030, substantially increase the number of youth and adults who have relevant skills, including technical
and vocational skills, for employment, decent jobs and entrepreneurship.
✔ SDG 4.5
By 2030, eliminate gender disparities in education and ensure equal access to all levels of education and
vocational training for the vulnerable, including persons with disabilities, indigenous peoples and children
in vulnerable situations.
✔ SDG 4.6 By 2030, ensure that all youth and a substantial proportion of adults, both men and women, achieve literacy
and numeracy.
✔ SDG 4.7
By 2030, ensure that all learners acquire the knowledge and skills needed to promote sustainable
development, including, among others, through education for sustainable development and sustainable
lifestyles, human rights, gender equality, promotion of a culture of peace and non-violence, global
citizenship and appreciation of cultural diversity and of culture’s contribution to sustainable development.
✔ SDG 4.A Build and upgrade education facilities that are child, disability and gender sensitive and provide safe, nonviolent,
inclusive and effective learning environments for all.
NA SDG 4.B
By 2020, substantially expand globally the number of scholarships available to developing countries, in
particular least developed countries, small island developing States and African countries, for enrolment in
higher education, including vocational training and information and communications technology, technical,
engineering and scientific programmes, in developed countries and other developing countries.
✔ SDG 4.C
By 2030, substantially increase the supply of qualified teachers, including through international cooperation
for teacher training in developing countries, especially least developed countries and small island
developing States.
SDG 5.1 End all forms of discrimination against all women and girls everywhere.
SDG 5.2 Eliminate all forms of violence against all women and girls in the public and private spheres, including
trafficking and sexual and other types of exploitation.
SDG 5.3 Eliminate all harmful practices, such as child, early and forced marriage and female genital mutilation.
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TARGET
SDG 5.4
Recognize and value unpaid care and domestic work through the provision of public services, infrastructure
and social protection policies and the promotion of shared responsibility within the household and the
family as nationally appropriate.
SDG 5.5 Ensure women’s full and effective participation and equal opportunities for leadership at all levels of
decision-making in political, economic and public life.
SDG 5.6
Ensure universal access to sexual and reproductive health and reproductive rights as agreed in accordance
with the Programme of Action of the International Conference on Population and Development and the
Beijing Platform for Action and the outcome documents of their review conferences.
SDG 5.A
Undertake reforms to give women equal rights to economic resources, as well as access to ownership
and control over land and other forms of property, financial services, inheritance and natural resources, in
accordance with national laws.
SDG 5.B Enhance the use of enabling technology, in particular information and communications technology, to
promote the empowerment of women.
SDG 5.C Adopt and strengthen sound policies and enforceable legislation for the promotion of gender equality and
the empowerment of all women and girls at all levels.
✔ SDG 6.1 By 2030, achieving universal and equitable access to safe and affordable drinking water for all.
✔ SDG 6.2 By 2030, achieve access to adequate and equitable sanitation and hygiene for all and end open defecation,
paying special attention to the needs of women and girls and those in vulnerable situations.
✔ SDG 6.3
By 2030, improve water quality by reducing pollution, eliminating dumping and minimising release of
hazardous chemicals and materials, halving the proportion of untreated wastewater and substantially
increasing recycling and safe reuse globally.
✔ SDG 6.4
By 2030, substantially increase water-use efficiency across all sectors and ensure sustainable withdrawals
and supply of freshwater to address water scarcity and substantially reduce the number of people suffering
from water scarcity.
✔ SDG 6.5 By 2030, implement integrated water resources management at all levels, including through transboundary
cooperation as appropriate.
✔ SDG 6.6 By 2020, protect and restore water-related ecosystems, including mountains, forests, wetlands, rivers,
aquifers and lakes.
✔ SDG 6.A
By 2030, expand international cooperation and capacity building support to developing countries in waterand
sanitation-related activities and programmes, including water harvesting, desalination, water efficiency,
wastewater treatment, recycling and reuse technologies.
✔ SDG 6.B Support and strengthen the participation of local communities in improving water and sanitation
management.
✔ SDG 7.1 By 2030, ensure universal access to affordable, reliable and modern energy services.
✔ SDG 7.2 By 2030, increase substantially the share of renewable energy in the global energy mix.
✔ SDG 7.3 By 2030, double the global rate of improvement in energy efficiency.
✔ SDG 7.A
By 2030, enhance international cooperation to facilitate access to clean energy research and technology,
including renewable energy, energy efficiency and advanced and cleaner fossil-fuel technology, and
promote investment in energy infrastructure and clean energy technology.
✔ SDG 7.B
By 2030, expand infrastructure and upgrade technology for supplying modern and sustainable energy
services for all in developing countries, in particular least developed countries, small island developing
States and landlocked developing countries, in accordance with their respective programmes of support.
✔ SDG 8.1 Sustain per capita economic growth in accordance with national circumstances and, in particular, at least 7%
gross domestic product growth per annum in the least developed countries.
✔ SDG 8.2 Achieve higher levels of economic productivity through diversification, technological upgrading and
innovation, including through a focus on high-value added and labour-intensive sectors.
✔ SDG 8.3
Promote development-oriented policies that support productive activities, decent job creation,
entrepreneurship, creativity and innovation, and encourage the formalization and growth of micro-, smalland
medium-sized enterprises, including through access to financial services.
74
TARGET
SDG 8.4
Improve progressively, through 2030, global resource efficiency in consumption and production and
endeavour to decouple economic growth from environmental degradation, in accordance with the 10-Year
Framework of Programmes on Sustainable Consumption and Production, with developed countries taking
the lead.
SDG 8.5 By 2030, achieve full and productive employment and decent work for all women and men, including for
young people and persons with disabilities, and equal pay for work of equal value.
✔ SDG 8.6 By 2020, substantially reduce the proportion of youth not in employment, education or training.
✔ SDG 8.7
Take immediate and effective measures to eradicate forced labour, end modern slavery and human trafficking
and secure the prohibition and elimination of the worst forms of child labour, including recruitment and use
of child soldiers, and by 2025 end child labour in all its forms.
SDG 8.8 Protect labour rights and promote safe and secure working environments for all workers, including migrant
workers, in particular women migrants, and those in precarious employment.
SDG 8.9 By 2030, devise and implement policies to promote sustainable tourism that creates jobs and promotes
local culture and products.
✔ SDG 8.10 Strengthen the capacity of domestic financial institutions to encourage and expand access to banking,
insurance and financial services for all.
NA SDG 8.A
Increase Aid for Trade support for developing countries, in particular least developed countries, including
through the Enhanced Integrated Framework for Trade-related Technical Assistance to Least Developed
Countries.
SDG 8.B By 2020, develop and operationalize a global strategy for youth employment and implement the Global
Jobs Pact of the International Labour Organization.
✔ SDG 9.1
Develop quality, reliable, sustainable and resilient infrastructure, including regional and transborder
infrastructure, to support economic development and human well-being, with a focus on affordable and
equitable access for all.
SDG 9.2
Promote inclusive and sustainable industrialisation and, by 2030, significantly raise industry’s share of
employment and gross domestic product, in line with national circumstances, and double its share in least
developed countries.
✔ SDG 9.3 Increase the access of small-scale industrial and other enterprises, in particular in developing countries, to
financial services, including affordable credit, and their integration into value chains and markets.
SDG 9.4
By 2030, upgrade infrastructure and retrofit industries to make them sustainable, with increased resource-use
efficiency and greater adoption of clean and environmentally sound technologies and industrial processes,
with all countries taking action in accordance with their respective capabilities.
SDG 9.5
Enhance scientific research, upgrade the technological capabilities of industrial sectors in all countries, in
particular developing countries, including, by 2030, encouraging innovation and substantially increasing
the number of research and development workers per 1 million people and public and private research and
development spending.
SDG 9.A
Facilitate sustainable and resilient infrastructure development in developing countries through enhanced
financial, technological and technical support to African countries, least developed countries, landlocked
developing countries and small island developing States.
SDG 9.B
Support domestic technology development, research and innovation in developing countries, including
by ensuring a conducive policy environment for, inter alia, industrial diversification and value addition to
commodities.
✔ SDG 9.C Significantly increase access to information and communications technology and strive to provide universal
and affordable access to the Internet in least developed countries by 2020.
SDG 10.1 By 2030, progressively achieve and sustain income growth of the bottom 40 per cent of the population at
a rate higher than the national average.
SDG 10.2 By 2030, empower and promote the social, economic and political inclusion of all, irrespective of age, sex,
disability, race, ethnicity, origin, religion or economic or other status.
SDG 10.3 Ensure equal opportunity and reduce inequalities of outcome, including by eliminating discriminatory laws,
policies and practices and promoting appropriate legislation, policies and action in this regard.
SDG 10.4 Adopt policies, especially fiscal, wage and social protection policies, and progressively achieve greater
equality.
75
TARGET
NA SDG 10.5 Improve the regulation and monitoring of global financial markets and institutions and strengthen the
implementation of such regulations.
NA SDG 10.6
Ensure enhanced representation and voice for developing countries in decision-making in global
international economic and financial institutions in order to deliver more effective, credible, accountable
and legitimate institutions.
SDG 10.7 Facilitate orderly, safe, regular and responsible migration and mobility of people, including through the
implementation of planned and well-managed migration policies.
NA SDG 10.A Implement the principle of special and differential treatment for developing countries, in particular least
developed countries, in accordance with World Trade Organization agreements.
NA SDG 10.B
Encourage official development assistance and financial flows, including foreign direct investment, to States
where the need is greatest, in particular least developed countries, African countries, small island developing
States and landlocked developing countries, in accordance with their national plans and programmes.
NA SDG 10.C By 2030, reduce to less than 3 per cent the transaction costs of migrant remittances and eliminate remittance
corridors with costs higher than 5 per cent.
✔ SDG 11.1 By 2030, ensure access for all to adequate, safe and affordable housing and basic services and upgrade
slums.
SDG 11.2
By 2030, provide access to safe, affordable, accessible and sustainable transport systems for all, improving
road safety, notably by expanding public transport, with special attention to the needs of those in vulnerable
situations, women, children, persons with disabilities and older persons.
SDG 11.3 By 2030, enhance inclusive and sustainable urbanization and capacity for participatory, integrated and
sustainable human settlement planning and management in all countries.
✔ SDG 11.4 Strengthen efforts to protect and safeguard the world’s cultural and natural heritage.
✔ SDG 11.5
By 2030, significantly reduce the number of deaths and the number of people affected and substantially
decrease the direct economic losses relative to global gross domestic product caused by disasters, including
water-related disasters, with a focus on protecting the poor and people in vulnerable situations.
SDG 11.6 By 2030, reduce the adverse per capita environmental impact of cities, including by paying special attention
to air quality and municipal and other waste management.
SDG 11.7 By 2030, provide universal access to safe, inclusive and accessible, green and public spaces, in particular for
women and children, older persons and persons with disabilities.
NA SDG 11.A Support positive economic, social and environmental links between urban, per-urban and rural areas by
strengthening national and regional development planning.
NA SDG 11.B
By 2020, substantially increase the number of cities and human settlements adopting and implementing
integrated policies and plans towards inclusion, resource efficiency, mitigation and adaptation to climate
change, resilience to disasters, and develop and implement, in line with the Sendai Framework for Disaster
Risk Reduction 2015-2030, holistic disaster risk management at all levels.
NA SDG 11.C Support least developed countries, including through financial and technical assistance, in building
sustainable and resilient buildings utilizing local materials.
SDG 12.1
Implement the 10-Year Framework of Programmes on Sustainable Consumption and Production Patterns,
all countries taking action, with developed countries taking the lead, taking into account the development
and capabilities of developing countries.
SDG 12.2 By 2030, achieve the sustainable management and efficient use of natural resources.
SDG 12.3 By 2030, halve per capita global food waste at the retail and consumer levels and reduce food losses along
production and supply chains, including post-harvest losses.
SDG 12.4
By 2020, achieve the environmentally sound management of chemicals and all wastes throughout their
life cycle, in accordance with agreed international frameworks, and significantly reduce their release to air,
water and soil in order to minimize their adverse impacts on human health and the environment.
✔ SDG 12.5 By 2030, substantially reduce waste generation through prevention, reduction, recycling and reuse.
SDG 12.6 Encourage companies, especially large and transnational companies, to adopt sustainable practices and to
integrate sustainability information into their reporting cycle.
✔ SDG 12.7 Promote public procurement practices that are sustainable, in accordance with national policies and
priorities.
76
TARGET
SDG 12.8 By 2030, ensure that people everywhere have the relevant information and awareness for sustainable
development and lifestyles in harmony with nature.
SDG 12.A Support developing countries to strengthen their scientific and technological capacity to move towards
more sustainable patterns of consumption and production.
SDG 12.B Develop and implement tools to monitor sustainable development impacts for sustainable tourism that
creates jobs and promotes local culture and products.
NA SDG 12.C
Rationalize inefficient fossil-fuel subsidies that encourage wasteful consumption by removing market
distortions, in accordance with national circumstances, including by restructuring taxation and phasing out
those harmful subsidies, where they exist, to reflect their environmental impacts, taking fully into account
the specific needs and conditions of developing countries and minimizing the possible adverse impacts on
their development in a manner that protects the poor and the affected communities.
SDG 13.1 Strengthen resilience and adaptive capacity to climate-related hazards and natural disasters in all countries.
SDG 13.2 Integrate climate change measures into national policies, strategies and planning.
SDG 13.3 Improve education, awareness-raising and human and institutional capacity on climate change mitigation,
adaptation, impact reduction and early warning.
NA SDG 13.3A
Implement the commitment undertaken by developed-country parties to the United Nations Framework
Convention on Climate Change to a goal of mobilizing jointly $100 billion annually by 2020 from all
sources to address the needs of developing countries in the context of meaningful mitigation actions and
transparency on implementation and fully operationalize the Green Climate Fund through its capitalization
as soon as possible.
✔ SDG 13.3B
Promote mechanisms for raising capacity for effective climate change-related planning and management
in least developed countries and small island developing States, including focusing on women, youth and
local and marginalized communities.
SDG 14.1 By 2025, prevent and significantly reduce marine pollution of all kinds, in particular from land-based
activities, including marine debris and nutrient pollution.
SDG 14.2
By 2020, sustainably manage and protect marine and coastal ecosystems to avoid significant adverse
impacts, including by strengthening their resilience, and take action for their restoration in order to achieve
healthy and productive oceans.
SDG 14.3 Minimize and address the impacts of ocean acidification, including through enhanced scientific cooperation
at all levels.
SDG 14.4
By 2020, effectively regulate harvesting and end overfishing, illegal, unreported and unregulated fishing
and destructive fishing practices and implement science-based management plans, in order to restore
fish stocks in the shortest time feasible, at least to levels that can produce maximum sustainable yield as
determined by their biological characteristics.
NA SDG 14.5 By 2020, conserve at least 10 per cent of coastal and marine areas, consistent with national and international
law and based on the best available scientific information.
NA SDG 14.6
By 2020, prohibit certain forms of fisheries subsidies which contribute to overcapacity and overfishing,
eliminate subsidies that contribute to illegal, unreported and unregulated fishing and refrain from
introducing new such subsidies, recognizing that appropriate and effective special and differential treatment
for developing and least developed countries should be an integral part of the World Trade Organization
fisheries subsidies negotiation.
NA SDG 14.7
By 2030, increase the economic benefits to Small Island developing States and least developed countries
from the sustainable use of marine resources, including through sustainable management of fisheries,
aquaculture and tourism.
SDG 14.A
Increase scientific knowledge, develop research capacity and transfer marine technology, taking into account
the Intergovernmental Oceanographic Commission Criteria and Guidelines on the Transfer of Marine
Technology, in order to improve ocean health and to enhance the contribution of marine biodiversity to
the development of developing countries, in particular small island developing States and least developed
countries.
✔ SDG 14.B Provide access for small-scale artisanal fishers to marine resources and markets.
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TARGET
✔ SDG 14.C
Enhance the conservation and sustainable use of oceans and their resources by implementing international
law as reflected in UNCLOS, which provides the legal framework for the conservation and sustainable use of
oceans and their resources, as recalled in paragraph 158 of The Future We Want.
✔ SDG 15.1
By 2020, ensure the conservation, restoration and sustainable use of terrestrial and inland freshwater
ecosystems and their services, in particular forests, wetlands, mountains and drylands, in line with obligations
under international agreements.
✔ SDG 15.2 By 2020, promote the implementation of sustainable management of all types of forests, halt deforestation,
restore degraded forests and substantially increase afforestation and reforestation globally.
NA SDG 15.3 By 2030, combat desertification, restore degraded land and soil, including land affected by desertification,
drought and floods, and strive to achieve a land degradation-neutral world.
NA SDG 15.4 By 2030, ensure the conservation of mountain ecosystems, including their biodiversity, in order to enhance
their capacity to provide benefits that are essential for sustainable development.
✔ SDG 15.5 Take urgent and significant action to reduce the degradation of natural habitats, halt the loss of biodiversity
and, by 2020, protect and prevent the extinction of threatened species.
✔ SDG 15.6 Promote fair and equitable sharing of the benefits arising from the utilization of genetic resources and
promote appropriate access to such resources, as internationally agreed.
✔ SDG 15.7 Take urgent action to end poaching and trafficking of protected species of flora and fauna and address both
demand and supply of illegal wildlife products.
SDG 15.8 By 2020, introduce measures to prevent the introduction and significantly reduce the impact of invasive
alien species on land and water ecosystems and control or eradicate the priority species.
✔ SDG 15.9 By 2020, integrate ecosystem and biodiversity values into national and local planning, development
processes, poverty reduction strategies and accounts.
✔ SDG 15.A Mobilize and significantly increase financial resources from all sources to conserve and sustainably use
biodiversity and ecosystems.
NA SDG 15.B
Mobilize significant resources from all sources and at all levels to finance sustainable forest management
and provide adequate incentives to developing countries to advance such management, including for
conservation and reforestation.
SDG 15.C Enhance global support for efforts to combat poaching and trafficking of protected species, including by
increasing the capacity of local communities to pursue sustainable livelihood opportunities.
✔ SDG 16.1
By 2020, ensure the conservation, restoration and sustainable use of terrestrial and inland freshwater
ecosystems and their services, in particular forests, wetlands, mountains and drylands, in line with obligations
under international agreements.
SDG 16.2 By 2020, promote the implementation of sustainable management of all types of forests, halt deforestation,
restore degraded forests and substantially increase afforestation and reforestation globally.
✔ SDG 16.3 By 2030, combat desertification, restore degraded land and soil, including land affected by desertification,
drought and floods, and strive to achieve a land degradation-neutral world.
✔ SDG 16.4 By 2030, ensure the conservation of mountain ecosystems, including their biodiversity, in order to enhance
their capacity to provide benefits that are essential for sustainable development.
NA SDG 16.5 Take urgent and significant action to reduce the degradation of natural habitats, halt the loss of biodiversity
and, by 2020, protect and prevent the extinction of threatened species.
✔ SDG 16.9 Promote fair and equitable sharing of the benefits arising from the utilization of genetic resources and
promote appropriate access to such resources, as internationally agreed.
✔ SDG 17.1 Strengthen resource mobilisation, including through international support to developing countries, to
improve domestic capacity for tax and other revenue collection.
NA SDG 17.2 Developed countries to implement fully their official development assistance commitments.
NA SDG 17.3 Mobilise additional financial resources for developing countries from multiple resources.
NA SDG 17.4 Assist developing countries in attaining long-term debt sustainability through coordinated policies.
✔ SDG 17.5 Adopt and implement investment promotion regimes for least developed countries.
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TARGET
✔ SDG 17.6
Enhance North-South, South-South and triangular regional and international cooperation on and access to
science, technology and innovation and enhance knowledge-sharing on mutually agreed terms, including
through improved coordination among existing mechanisms, in particular at the UN level, and through a
global technology facilitation mechanism.
SDG 17.7 Promote the development, transfer, dissemination and diffusion of environmentally-sound technologies to
developing countries on favourable terms as mutually agreed.
SDG 17.8
Fully operationalise the technology bank and science, technology and innovation capacity-building
mechanism for least developed countries by 2017 and enhance the use of enabling technology, in particular
information and communications technology.
SDG 17.9
Enhance international support for implementing effective and targeted capacity-building in developing
countries to support national plans to implement all the SDGs, including through North-South, South-South
and triangular cooperation.
✔ SDG 17.10 Promote a universal, rules-based, open, non-discriminatory and equitable multilateral trading system under
the WTO, including through the conclusion of negotiations under its Doha Development Agenda.
NA SDG 17.11 Significantly increase the exports of developing countries, in particular with a view to doubling the least
developed countries’ share of global exports by 2020.
Legend:
✔ Target Achieved
Target In Progress
NA Target Indicator Not Applicable/Proxy Data Used
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Images provided by:
- Agri-Veterinary and Food Authority of Singapore
- Ascendas-Singbridge
- Economic Development Board
- Energy Market Authority
- Istana
- Ministry of Communications and Information
- Ministry of Culture, Community and Youth
- Ministry of Education
- Ministry of Foreign Affairs
- Ministry of National Development
- Ministry of the Environment and Water Resources
- Ministry of National Development
- Ministry of Social and Family Development
- National Environment Agency
- National Parks Board
- PUB: Singapore’s National Water Agency
- Singapore Tourism Board
- Sky Greens
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Conventional Metrics
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