Enterprise Singapore Board Bill

Order for Second Reading read.

4.52 pm

The Minister for Trade and Industry (Industry) (Mr S Iswaran): Mr Speaker, Sir, I beg to move, “That the Bill be now read a Second time.” The hour is late and I look forward to a productive and innovative debate on this important topic.

In September 2017, I announced the Ministry of Trade and Industry’s (MTI's) plan to merge International Enterprise (IE) Singapore and the Standards, Productivity and Innovation Board (SPRING) Singapore and form a new dedicated agency for enterprise development – Enterprise Singapore. The Enterprise Singapore Board Bill will give effect to the new Statutory Board and replace the International Enterprise Singapore Board Act and the Standards, Productivity and Innovation Board Act.

Sir, enterprise development has always been an important component of our economic strategy and, indeed, it is an essential complement to our efforts to attract foreign investments. In 1973, then-Minister for Finance Hon Sui Sen emphasised that “our industrialisation can best be brought about through broadening our international connections and through an unrelenting striving for quality in all aspects of our activities… our own national enterprises, too, must make a greater contribution to our future industrial development.”

Those wise words from 45 years ago remain as relevant today. We have been resolute through the decades in our commitment to developing our enterprises, but our approach has evolved in tandem with our economy, the needs of industry and the external environment.

In our formative years, we established the Department of Trade under the Ministry of Trade and Industry, which in 1983 became the Trade Development Board. We also formed the National Productivity Board in 1972 which, together with the Singapore Institute of Standards and Industrial Research (SISIR), became the Productivity and Standards Board (PSB) in 1996. These agencies subsequently became IE Singapore and SPRING Singapore in 2002. Collectively, IE Singapore, SPRING Singapore and their predecessor agencies have rendered consistent and strong support to the growth of Singapore enterprises in trade, internationalisation and capability development.

In 2017, SPRING Singapore supported the capability upgrading of close to 40,000 companies, almost three times the number supported in 2010. Similarly, IE supported more than 45,000 companies in their overseas ventures last year, more than double the number supported five years ago. About 36,000 of these companies were small and medium enterprises (SMEs).

Over the years, IE and SPRING Singapore have developed deep expertise and extensive networks in support of their mission. However, there have been significant changes in the nature and pace of change in the global economy which have profound implications for Singapore.

[Deputy Speaker (Mr Lim Biow Chuan) in the Chair]

First, the weight of global growth is shifting to Asia, which is projected to grow at about 5.8% in 2018, compared to 2.1% in advanced economies. Our companies have recognised that the rise of Asia is a major opportunity to internationalise quickly. Overseas expansion ranks among the top five business priorities for SMEs, and 60% of participants in the Singapore Chinese Chamber of Commerce and Industry’s (SCCCI's) Annual Business Survey had plans to internationalise over the next three years. So, the message has been hoisted in and it is being acted upon.

Second, the advent of e-commerce and digital technology is making it easier than ever before to access overseas markets. Scaling up and growing beyond our borders is now possible at a much earlier stage in an enterprise’s evolution and, indeed, has become even more important to success.

Finally, to expand into international markets, our companies must have deep capabilities so that they can compete globally. Productivity and innovation must be the basis for the sustained growth of our businesses, especially when dealing with pervasive disruptive technologies.

The confluence of these trends necessitates a different approach towards the development of our enterprises and their ability to seize the opportunities around us. In this new environment, companies need to integrate capability-building, innovation and internationalisation. These areas of pursuit are deeply intertwined and they reinforce one another. They are mutually reinforcing. A company must innovate and deepen its capabilities if it is to successfully expand into overseas markets. But, equally, venturing overseas will itself create the scale and the impetus and opportunity for businesses to gain new capabilities and expertise.

As highlighted by the Committee on the Future Economy, Singapore enterprises must adapt equally to these changes, and quickly, to remain competitive. Our economic agencies must also respond to this dynamic environment and hone their efforts to support enterprise development and internationalisation.

So, it is necessary and timely to merge the functions and operations of IE and SPRING Singapore to form Enterprise Singapore. This merger also underscores the Government’s commitment to review its programmes and, when necessary, restructure its agencies, in its continuing effort to support the growth of our businesses.

Sir, Enterprise Singapore aims to build a thriving community of Singapore enterprises that are competitive and ready for the future economy.

Enterprise Singapore will adopt an enterprise-centric approach, providing differentiated programmes and support according to a company’s stage of growth, the industry within which it operates and its overseas markets of interest. To achieve this, Enterprise Singapore will deepen its knowledge of industries’ and companies’ needs, expand its partnerships and networks in Singapore as well as overseas, and develop a cohesive suite of programmes to enable enterprise growth.

Enterprise Singapore will work with a broad spectrum of businesses, from startups to scale-ups to SMEs, and be the single point of contact for Singapore-based enterprises which are committed to growth. Enterprise Singapore will support upgrading, innovation and business model transformation to capture new revenue streams, promote digitalisation, automation and adoption of new technologies to improve productivity and overcome resource constraints. It will facilitate expansion into overseas markets and business diversification and strengthen enterprises’ leadership and management capabilities.

Enterprise Singapore’s mission is central to Singapore’s long-term economic strategy, especially as we enter the next phase of our economic growth. The scope of its work is wide and the scale can be daunting, given the large number of enterprises that we are dealing with.

To succeed, it is important that Enterprise Singapore work closely with private and public sector partners and have their full support. Sir, the agency will deepen its partnership with trade associations and chambers (TACs), unions and other stakeholders to reach out to our broad and diverse base of enterprises. It will also work closely with other Government agencies to promote public-private partnerships, as well as collaboration between multinational corporations (MNCs), large local enterprises (LLEs), SMEs and startups to enhance the collective competitiveness of our industries.

I want to cite the precision engineering sector as an example of how such partnerships can be valuable. The Economic Development Board (EDB), SPRING Singapore, SkillsFuture Singapore (SSG) and Workforce Singapore (WSG) worked with the Singapore Precision Engineering and Technology Association (SPETA) to enhance the industry's manpower capabilities through programmes, such as the Skills Framework for Precision Engineering.

IE worked with SPRING Singapore and a group of precision engineering SMEs to form the Singapore Manufacturing Innovation Centre (SMIC) in Guangzhou Knowledge City, a platform that helps our SMEs venture into a major international market and allows them to co-create innovative technology solutions with Chinese enterprises. SPETA worked with IE and SPRING Singapore to set up a group of industry veterans to advise SMEs on business and technology strategies. So, by leveraging each other's strengths, public agencies and TACs can help our companies compete internationally. The formation of Enterprise Singapore will give greater impetus to such partnerships.

As the national standards and accreditation body, Enterprise Singapore will build on SPRING Singapore's efforts to develop internationally-recognised standards and quality assurance, which have burnished Singapore's reputation for high-quality and trustworthy products and services. The agency will continue this important work, which is key to promoting innovation and strengthening the capabilities and competitiveness of our companies.

Enterprise Singapore will also build on IE's efforts to promote the export of goods and services and establish Singapore as Asia's foremost trading hub by anchoring new players in Singapore to grow a strong domestic trade network. This includes strengthening Singapore's trade infrastructure in areas of product development and liquidity-building initiatives for sectors, such as commodity derivatives. Enterprise Singapore will take over from IE as the lead agency for the Wholesale Trade Industry Transformation Map to build a vibrant ecosystem of wholesale traders supported by talent with the right skillsets for the industry.

SPRING Singapore's consumer protection fair trading function will be transferred to the Competition Commission of Singapore (CCS). The new Competition and Consumer Commission of Singapore (CCCS) will oversee all regulations and enforcement pertaining to consumer protection and ensuring a well-functioning market for the benefit of businesses as well as consumers.

Sir, in this entire process to establish Enterprise Singapore and make other consequential adjustments, a smooth transition has been the utmost priority. This means ensuring that the competencies, knowledge, experience and networks developed by IE and SPRING Singapore are preserved. Also, that Enterprise Singapore will retain and build on the relationships that IE and SPRING Singapore have developed with enterprises and partners both here in Singapore and overseas. And that current programmes and schemes, such as the Local Enterprise and Association Development (LEAD) scheme, continue to be administered even as they are streamlined and new programmes developed to better support enterprises. Enterprise Singapore will undertake these in a manner that will minimise disruption and maximise opportunities for enterprises and their staff.

Sir, having explained the rationale for the Bill and the role that Enterprise Singapore will play, let me now describe the main elements of the Bill. The Bill comprises 10 Parts.

Parts 1 and 2 of the Bill provide for the key concepts used in the Bill and to establish Enterprise Singapore. Part 2 also sets out Enterprise Singapore's functions and powers, which are drawn and streamlined from existing provisions in the SPRING Singapore and IE Board Acts. These cover the enterprise development, internationalisation, wholesale and commodity trading, and productivity, innovation and standards functions that SPRING Singapore and IE currently perform. The consumer protection fair trading function has been excluded in view of the transfer to CCCS.

Parts 3 to 6 cover matters regarding the appointment of Enterprise Singapore's Board members and their decision-making procedures, Enterprise Singapore's employees and its financial provisions. Relevant provisions have been aligned and streamlined with the Public Service (Governance) Act, which was passed in Parliament on 8 January this year.

Part 7 of the Bill sets out the administration and enforcement powers of Enterprise Singapore. In particular, this Part will allow Enterprise Singapore to request and verify information in relation to its incentive schemes. It will also protect against improper use of certification and accreditation marks that are administered by Enterprise Singapore. These provisions will facilitate the effective administration of incentives and grants, and better support Enterprise Singapore in its role as the national standards and accreditation body.

Parts 8 and 9 contain provisions that transfer the relevant undertakings and personnel to Enterprise Singapore, to repeal the IE and SPRING Singapore Board Acts, and provide for saving and transitional arrangements.

Finally, Part 10 of the Bill makes consequential and related amendments to other Acts. In particular, the Competition Act will be amended to update CCS' statutory functions to include the promotion of fair trading, prevention of unfair practices among suppliers in Singapore, advising relevant organisations on consumer protection matters generally, and the enforcement of the Consumer Protection (Fair Trading) Act (CPFTA). As mentioned earlier, CCS will be renamed CCCS to reflect its new statutory consumer protection function. This Part also provides for the transfer to the new CCCS of SPRING Singapore's assets, employees, liabilities and records relating to the fair trading functions.

Sir, as a single enterprise development agency, Enterprise Singapore will be able to provide the holistic support that our businesses need to develop deep capabilities, robust internationalisation strategies and strong partnership with industry stakeholders. Just as companies must adapt to keep pace with changes in the global economy, Government agencies and their programmes must also respond with agility to the shifting needs of industries and enterprises.

I am confident that with the merger of IE and SPRING Singapore and the integration of their operations to form Enterprise Singapore, we will be well-placed to work closely with all stakeholders to transform our industries and grow stronger Singapore companies and a vibrant enterprise ecosystem to seize growth opportunities in the future economy. Sir, I beg to move.

Question proposed.

Mr Deputy Speaker: Mr Liang Eng Hwa.

5.08 pm

Mr Liang Eng Hwa (Holland-Bukit Timah): Mr Deputy Speaker, in his speech to announce the merger of SPRING Singapore and IE Singapore in September last year, Minister Iswaran mentioned that while the Government has been urging companies and industries to transform themselves, Government agencies, too, must be prepared to adapt and restructure with the changing landscape. This is so true both in substance and in the spirit of it. We need to restructure to stay relevant and to up the game, and this applies to all stakeholders.

Indeed, we have recently seen notable restructuring efforts in the Government space, such as the merger of the Infocomm Development Authority (IDA) and the Media Development Authority (MDA) to form the Infocomm Media Development Authority (IMDA) and the consolidation of Housing and Development Board (HDB) industrial properties into JTC, among others.

With enterprise capability-building and internationalisation as among the two key thrusts in the current phase of transformation, the merger of SPRING Singapore and IE Singapore is the next logical move.

This merger signalled to businesses that we need to look beyond our small and near-saturated domestic market to seek new growth frontiers overseas so as to sustain economic growth and job creations. Otherwise, we run the risk of a stagnant economy and may even decline as regional competitors step up and eat our lunches.

As more companies trade, service and venture overseas, it does not make good sense to have more than one agency serving the same enterprise, where the overlapping coverage can actually add more administrative work for companies and it is also a case of sub-optimal utilisation of resources. Internationalisation requires capabilities building, and both are actually inseparable and intertwined when companies expand into overseas markets. Hence, the need for an integrated and a more lifecycle approach to help companies grow and build capabilities, developing competitive advantages that can help sell their products and services to the consumers of the world.

Over the years, SPRING Singapore and IE Singapore have done a good job helping businesses, each engaging and assisting tens of thousands of enterprises per year. In my interactions with businesses, I do hear good feedback and accolades from companies on the work done by SPRING Singapore and IE Singapore. On the other hand, I have also heard comments from businesses that they would prefer to deal with one single agency, one point of contact, for Government-related support. So, we all buy in to the merger.

So, how can the new Enterprise Singapore do a better job helping businesses to grow? The merger presents a timely opportunity to fundamentally restructure the merged organisation and reconfigure its functionalities to meet both the present and future needs.

Presently, SPRING Singapore, with its multiple SME Centres, and IE Singapore with its overseas Singapore Centres in major cities, have been a very useful first stop or touchpoint for businesses seeking help. Coupled with its sectoral coverage, they have been able to maximise their outreach, especially to SMEs. I hope that the locations and sectoral coverage will continue under the new Statutory Board and grow further as many companies continue to need assistance and support in this next phase where we deepen restructuring.

Soon after the merger was announced last year, a concerned business executive asked me whether, for the post-merger, will there be rationalisation and reduction of total headcount for the combined entity. My answer to him was that I hope not. Of course, we should seek efficiency and streamline any duplications and unnecessary workflows but I believe the motivation and purpose of the merger is not about reducing headcount and to cut costs but rather to be more effective in assisting companies by way of harnessing the combined and now more integrated resources of the two entities.

In his answer to my Parliamentary Question last year on the impact of the merger, Minister Iswaran assured the House that Enterprise Singapore will continue "to support our enterprises, regardless of their size or stage of growth".

With more extensive use of technology and various platforms, including through the TACs and Institutes of Higher Learning (IHLs), Enterprise Singapore should aim to further expand its outreach to businesses, including reaching out to the newer SMEs and micro enterprises. The new Statutory Board should also continue its work to simplify ways for businesses to tap on the various support schemes, such as using platforms like the Business Grant Portal (BGP). There should also be, in parallel, a regular closing of the loop on the utilised schemes to ascertain their effectiveness.

Mr Deputy Speaker, besides the role of outreach and administering of schemes which are important functions, Enterprise Singapore must also see building strong clusters of competitive enterprises as its key mission.

Unlike attracting MNCs which bring along their capabilities and cutting-edge technology when they invest in Singapore, developing local capabilities of home-bred companies can be a very formidable task. The Industry Transformation Maps (ITMs), which tap on the collective expertise and resources of the ecosystem partners to build capabilities is the way to go. But in reality, we also know that the ITMs are essentially driven by one of the key economic agencies, such as Enterprise Singapore, going forward, which are like the workhorse facilitating the transformations. Therefore, it is critical to the success of ITMs that economic agencies like Enterprise Singapore have the deep industry knowledge, a good ground sense of the prevailing competitive landscape, a good knowledge of the sectoral strengths and gaps as well as enough business acumen to design meaningful policies and schemes to incentivise and help capability buildup.

All these are a tall order to expect from a Government agency, staffed by career Public Service officers. Fortunately for Singapore, economic development has always been our foremost priority. Our system of Government and its policies have always been pro-business and pro-growth, and officers are frequently rotated to economic-oriented Ministries and Statutory Boards to gain exposure and experience in economic development.

Nevertheless, to diversify its bench strength and to add to its organisational versatility, Enterprise Singapore should also look to continually recruit and induct officers from the private sector with relevant industry and international business experiences.

One functionality that the new Enterprise Singapore can step up is in the area of helping SMEs build their brands and promotion overseas. Some SMEs may be too caught up in developing their product capabilities and may not have the resource or sufficient know-how to more effectively sell and brand their products in overseas markets.

As companies seek opportunities beyond the traditional developed markets to newer emerging markets with unfamiliar business environment, the availability of shared brand-building and marketing expertise for specific external markets will be of good help to SMEs and to speed up market penetration. I suggest that the new Statutory Board have a dedicated unit to assist companies in their brand building and product promotion in overseas markets, especially in the ASEAN and South Asian markets.

In my interactions with businesses, most recently with the contract manufacturing sector, finance-related issues continued to affect SMEs. In last year’s DP Information Group SME Development Survey, more than a third of SMEs surveyed also cited finance-related issues as their immediate business challenge. This has more than doubled, compared to the survey done in 2014. Most of the issues relate to delays in payments from customers, although high interest rates for bank loans and tighter suppliers’ credit are also cited among the business issues faced.

I know that there are various useful SME financing schemes available to assist enterprises to finance their businesses. From the survey, I believe the other help that SMEs need is to improve their financial management capabilities, such as cash management and credit management, for both their customers and suppliers. As more businesses internationalise, such cash and credit management become more complex when they are cross-border. It requires a deeper understanding of the in-country business practices and its legal framework. We should help SMEs shorten the learning curve and minimise the chances of them paying the "tuition fee" in unfamiliar territories. Here, Enterprise Singapore and the TACs can help pool and share experiences from businesses which are already overseas and learn from one another's practices and experiences.

Also, from the survey, it is encouraging to note that more SMEs are making fresh investments in technology and innovation. And importantly, more are also getting revenue gains from their technology investments. Increasingly, data technology is seen as a critical enabler for business successes. For smaller enterprises, to build their own data mining and analytical capabilities may not be economical. Enterprise Singapore can also help in this regard, for example, as a source of data aggregator on industry trends and insights and harnessing on information already collected by other Government agencies. Specialised functionality within the new Statutory Board can be set up to extract and manage data, distilling them into sufficient sectoral granularity that will be of help and usefulness to various business sectors. We could start with the building up of deep data resources for sectors of the 23 ITMs that are already launched.

Finally, as an organisation gets bigger, we should avoid the pitfalls of it becoming too hierarchical and less responsive. In an increasingly fast-changing business landscape, the enlarged organisation would need to gear up its quick-response ability to keep up with changing business needs, in addition to developing its breadth and depth. The new operating framework would also require sufficient empowerment to officers at the various levels to carry out their mission of transforming the economy.

Not easy by any means, but we have high confidence in the new chairman-designate Mr Peter Ong and the new Chief Executive Officer (CEO)-designate Mr Png Cheong Boon.

On the related amendment, I support clause 68(b) which transfers the functions relating to the administration of CPFTA to the renamed CCCS. I believed this would sharpen the focus and add more teeth in enforcing fair trading and, hence, better protect consumers, an area we clearly need to do more. With that, Mr Deputy Speaker, I support the Bill.

Mr Deputy Speaker: Ms Jessica Tan.

5.19 pm

Ms Jessica Tan Soon Neo (East Coast): Mr Deputy Speaker, with digitalisation and the pace of change that businesses are facing, the merger of IE Singapore and SPRING Singapore will give them more holistic and seamless support. This merger will allow for an integrated support network for businesses to build capability and access to both local and overseas markets.

We must not underestimate the changes that businesses, both large and small, face with the technological advances we are witnessing today. Growing connectivity has led to the defining of a new economy with evolving business models, how products and services are delivered and consumed. There is also a trend of sharing and partnerships. Even in the area of manpower, employment models are changing with access to different sources of skills. There is a greater use of independent and freelance workers.

As Finance Minister Heng Swee Keat recently said, global and technological changes are causing the blurring of industry boundaries. He stressed the importance to consider "the convergence of sectors". There will be an increasing need for Enterprise Singapore to partner across several agencies to deliver the appropriate help to businesses. Against this backdrop of change and the pace of change, can the Minister share how the new Enterprise Singapore will be organised and restructured to work with companies to be responsive to helping them, both large and small, transform, grow and go global?

SPRING Singapore and IE Singapore are already connecting and enabling the sharing amongst businesses to improve productivity and helping them internationalise. The food manufacturing industry is one good example of this. With digitalisation and the new economy, I see an opportunity for the new Enterprise Singapore to play an even bigger and somewhat different role in connecting businesses to build capability, grow and go global. As the Minister had shared in his speech earlier, the approach has to evolve in tandem with the change the industry is facing and also with the needs of businesses.

Let me give just a very simple example to help explain my point. Last week, in a pre-Budget dialogue that I had with SMEs, an SME leader shared the challenges she is facing with regard to addressing some of her customer needs because of her limited delivery capability. She was looking at how she could tap the excess capacity of other small businesses. There was another business leader in the room and she quickly said that she had excess capacity in her off-peak periods and would be able to support this.

I know this is a very simple example but I hope it demonstrates the need and potential for an ecosystem that connects companies for greater effectiveness and efficiencies to leverage their capabilities and capacities locally and even overseas. And providing them also relevant information and insights.

Yes, you could say that businesses could do this themselves but this peer-to-peer approach may not be as effective, especially in a world where businesses need to move faster and be a lot more responsive to the market. For ecosystems to cooperate effectively, you need support to enable efficient collaboration and information sharing both within and amongst businesses. Enterprise Singapore can and should play that role both for SMEs and larger businesses albeit how the support is structured will differ. It is not about providing more infrastructure or more grants but rather connecting and enabling businesses to collaborate effectively for joint success. As the Minister so rightly put it, building business capability, innovating and internationalisation are so much more intertwined now. There also could be more done across different industries, and not just within industries.

This brings me to my final and related point. With changing business models, instead of working alone, more companies will partner to deliver products or services. So, can the Minister share how Enterprise Singapore will structure the various assistance schemes and eligibility criteria for these schemes in such circumstances? Because what a business is, who your employees are, where your resources come from will really differ as we move forward. With that, Mr Deputy Speaker, I support the Bill.

Mr Deputy Speaker: Mr Leon Perera.

5.24 pm

Mr Leon Perera (Non-Constituency Member): Mr Deputy Speaker, Sir, the Enterprise Singapore Board Bill seeks to merge the operations of IE Singapore and SPRING Singapore into a single entity and also to transfer the fair trading functions of SPRING Singapore to CCS.

The move to integrate the functions of SPRING Singapore and IE Singapore would facilitate the provision of domestic and international state support to enterprises in a coordinated fashion, in a manner of a one-stop shop. Such a move may eliminate any potential interagency overlap or rivalries and reduce confusion and time on the part of enterprises seeking Government support.

Moreover, integrating all functions relating to fair trade under the new CCCS would have the same streamlining and rationalising effect. Therefore, this is a step in the right direction and I do not oppose this Bill. The work of supporting local enterprise is critical, so as to grow a third pillar to drive value creation and job creation for our economy, alongside the pillars of MNCs and Government-linked entities.

I would like to ask a few questions and make a few suggestions in relation to the future and important work of Enterprise Singapore. Before I do so, I declare that I am the CEO of a research consultancy that works with a wide spectrum of end-clients, including some SMEs.

Firstly, there is a strong case for Enterprise Singapore to differentiate the account management approach it takes to enterprises according to whether an enterprise has limited growth potential and aspirations versus those with strong potential and ambitions.

The term "SME" is a convenient shorthand which we all use. However, there are often big differences between the S and the M. Aside from just size, there are differences in terms of the mindset of the entrepreneurs. Some SMEs are more focused on stability, have modest ambitions and may not want to become the next Facebook. But others are more focused on growth and should be encouraged and supported to become dynamic job creation and value creation engines for our economy.

For those enterprises which may be small or mid-sized and not in a hurry to grow radically, largely domestically-oriented and/or are more focused on stability rather than growth, there is a case for supporting such enterprises with challenges like productivity, internationalisation and business succession planning, so as to maintain jobs and grow wages. The approach taken to support these SMEs could be more oriented towards programme administration. But on top of that, some of those enterprises could be nudged into using incentive schemes towards sunrise sectors within their own broad industry or in adjacent industries where they have core competencies that can be leveraged.

On the other hand, there are enterprises that have the potential to become regional or global champions, those with the ambition, drive and ability to become engines for job creation and value creation for our economy. These would need support in a much more open-ended way.

The appropriate approach to support such enterprises would be to provide more aggressive support in a more holistic, responsive and creative way. Such enterprises may need support in terms of human capital, recruiting management and expert talent. They may need support to obtain financing where, at some stages of growth, some SMEs continue to experience an inability to raise sufficient financing from capital markets, venture capitalists (VCs) or banks. And they would need support in terms of internationalisation and overseas market penetration, or even foreign direct investment to locate parts of their global business supply chain abroad while keeping critical headquarters and other functions in Singapore. The optimal approach for such enterprises would perhaps involve tapping on whole-of-Government resources to enable them to resolve problems in their overseas operations or to introduce them to sources of funding or potential partners, to cite two examples.

Will Enterprise Singapore, therefore, provide different approaches in this manner to support local enterprises based on their needs, abilities and aspirations? The different approaches that are called for may require separate divisions and separate operating styles in those divisions.

Secondly, Mr Deputy Speaker, Sir, would the integration lead to companies being serviced by a single account manager as in a single account management officer or account management team within Enterprise Singapore to avoid confusion and for maximum efficiency on the part of the company as well as state?

Thirdly, and to take this a little further, does the Government try to arrange a single account manager for each company for Government support, across all agencies? That account manager could reside in different agencies, for example, the Singapore Tourism Board (STB) for tourism-related companies. Anecdotally, it would appear that some companies sometimes may not be completely clear about whether there is a single Government account manager currently along these lines.

Fourthly, and relatedly, how will Enterprise Singapore's role be differentiated from that of other economic agencies like the EDB and STB? And how will this differentiation be conveyed to the companies that these agencies serve?

Lastly, I trust that one area the new Enterprise Singapore will actively look into is how to catalyse links between Singapore companies when they operate in international markets. We do see such links between some companies from foreign countries when they move abroad, whereby such companies cluster into specific areas or even buildings and business centres, share learnings and networks, and thus, shorten the learning curve and lessen the risk for one another. This is especially important in difficult markets, like Africa, which is probably the next and last frontier in emerging market region. I would like know what Enterprise Singapore plans to do on this issue.

Mr Deputy Speaker, Sir, local SMEs are responsible for half of gross domestic product (GDP) and over two-thirds of the jobs in our economy. The consolidation of most state support to local enterprises under one roof has the potential to create a powerful one-stop shop to support our local enterprises in ways that are appropriate to their entrepreneurial trajectory for maximum benefit to our economy.

The Workers’ Party supports this move to consolidate local enterprise support under Enterprise Singapore. Local enterprises need to be a strong third pillar of our economy alongside MNCs and Government-linked companies (GLCs). Right now, their share of value-added is much smaller than their share of jobs, implying that we need to move those capable and aspirational SMEs up the productivity ladder. And at the apex, we need to groom a critical mass of local companies to become globally competitive, with the centre of gravity and critical headquarters functions rooted in Singapore.

Mr Deputy Speaker: Er Dr Lee Bee Wah.

5.31 pm

Er Dr Lee Bee Wah (Nee Soon): Mr Deputy Speaker, Sir, last year, when it was announced that IE Singapore and SPRING Singapore would merge to become Enterprise Singapore, there was a significant amount of interest in business circles. Many were pleased that they could look forward to holistic support from one organisation. The Bill has proposed several thoughtful measures that will smoothen the merger process, thus giving reassurance to businesses.

Indeed, it is prudent to ensure that while the merger is in execution, all successful claims for grants under both Statutory Boards before the merger would first be validated by an externally appointed auditing company before disbursement. This will ensure that any fraudulent claims can be identified and disallowed before the merger takes place, as not doing so could complicate matters. It would be difficult to trace the fraud after the merger, or determine which party is responsible. This shows the dedication of both Boards in safeguarding public funds.

When the merger was first announced, some SMEs expressed concern. This arose among those who were in the midst of making significant plans and exploring options for their business, and they realised that by the time they are to submit their grant application, both Boards would be caught up in the merger transition. This worried them as they felt that their plans would be hampered. I note that both SPRING Singapore and IE Singapore will ensure all legitimate grants are pre-approved before implementing the acquisition process. Improving transparency of the process also provides assurances to these SMEs.

Following the merger, I hope that the consolidated resources will enable Enterprise Singapore to work more closely with businesses. Previously, officers from SPRING Singapore would usually conduct one or two follow-up sessions after businesses have implemented the acquired systems and upgrades. And if no anomaly is detected during the follow-up sessions, it is considered case-closed and the businesses are then left to fend for themselves. I believe the frequency of officers following up with the companies could be looked into to ensure that the implemented system is, indeed, aiding the company’s growth and progression as initially projected.

If the company is still experiencing trouble in achieving that progression within a stipulated timeframe, then there should be guidelines in place to extend further assistance to the company. As the time taken for companies to adapt to the new systems would differ due to many factors, the amount and type of assistance required would vary.

Next, I think Enterprise Singapore would want to look carefully into the grant applications to ensure that the submissions for upgrades are justifiable. The most expensive is not always the best but, for some applicants, they may adopt this mantra. The key to achieving greater effectiveness is to tailor solutions and assistance schemes to each company. Every company faces unique challenges and the differences in the challenges would vary even more greatly across different industries.

Perhaps a small panel of consultants or experts could be appointed to conduct in-depth industry analyses and identify the common problems faced by these individual industries. Adopt a proactive approach to engage companies and encourage them to adopt solutions based on the gaps identified by the experts. Appoint solution providers who have been pre-vetted for suitability, to assist with the implementation of solutions. Pre-vet the cost of implementation and negotiate better pricing where possible to ensure that the grants can help companies to achieve even more. If shortage of manpower is a concern, freelancing consultants, auditors and other professionals can be engaged to help perform the relevant follow-ups to ensure that each implementation achieves the desired results.

Many are looking forward to see if the new merged entity can help SMEs to grow and scale their business at home and overseas. They hope that the pooling of resources will support SMEs in their aspirations to make their mark in the increasingly competitive business world. Perhaps through the strengthening of collaborations with the various industry partners, there could be more missions to bring our SMEs for overseas exposure to explore opportunities. Mr Deputy Speaker, Sir, in Mandarin, please.

(In Mandarin): [Please refer to Vernacular Speech.] I hope the merger of IE Singapore and SPRING Singapore can consolidate the resources and provide more support for local companies. According to my knowledge, after a company has implemented certain improvement measures, Government officers would usually conduct one or two follow-up sessions to make sure that everything goes well. If no anomaly is detected, it is considered case closed.

I hope that, in future, the Government can follow up more closely to make sure that improvement measures have, indeed, worked. When companies apply for grants, the Government should not just hand out the grants. Instead, it should have a set of standards to make sure that the planned improvement measures are truly beneficial. The Government should check on the companies more often on things like whether they are providing better services and prices. The Government can also work with experts and auditors to craft and implement such standards.

(In English): Sir, I support the Bill. It is a clear reflection of the Government’s commitment to help companies achieve success. With further improvements, I believe that many more businesses will benefit substantially from this new Enterprise Singapore.

Mr Deputy Speaker: Mr Thomas Chua.

5.39 pm

Mr Thomas Chua Kee Seng (Nominated Member): In Mandarin.

(In Mandarin): [Please refer to Vernacular Speech.] Mr Deputy Speaker, Sir, first, I would like to declare that I am the Vice-Chairman of the Singapore Business Federation (SBF) and the Immediate Past President of SCCCI.

Sir, I support the Enterprise Singapore Board Bill. This Bill provides the legislative basis for the official merger of IE Singapore and SPRING Singapore on 1 April. This shows that while the Government urges industries and businesses to transform, it is also actively playing a leading role.

I recall that in 2009, SCCCI proposed eight recommendations to the Economic Strategies Committee on behalf of the business community. One of the recommendations was to set up a Statutory Board to provide one-stop services for enterprise development, streamline its processes so that companies do not have to go back and forth among the various Government agencies. Today, eight years after raising the recommendation, we are finally seeing the establishment of the Enterprise Singapore Board. This is good news, indeed. We applaud the Government for heeding the recommendations of the business community and certainly look forward to this new agency.

When the World Economic Forum recently announced its 2017-2018 Global Competitiveness Report, Singapore came up third in the global ranking. However, the competitiveness and capabilities of local companies, including SMEs, are not amongst the top three, ranking behind their counterparts in Switzerland, Germany, Hong Kong, Taiwan, Malaysia and other economies. This ranking showed us that in terms of transformation and innovation, there is still a lot of room for our local enterprises to improve.

Currently, SMEs are stepping up their transformation process and working hard to keep abreast of national economic growth. In the new economic environment, the Government is adjusting its structure by setting up a dedicated agency to help develop local enterprises. In this regard, the newly set up Enterprise Singapore Board will have a heavy responsibility and a long road ahead.

Previously, IE Singapore and SPRING Singapore helped local enterprises via two different routes. While IE Singapore’s mission was to lead larger local enterprises in expanding overseas, SPRING Singapore was responsible for helping SMEs improve their capability. Businesses are now concerned about how the new agency would operate after 1 April. How do our businesses deal with this new agency? What kind of new experiences will they have? I take this opportunity to share some views of the business community.

Firstly, after the merger of the two agencies, how would it be reorganised in terms of the customers and resource allocation? How would the new agency take care of different industries and the needs of enterprises of different sizes?

Secondly, among the 180,000 local enterprises, small and micro-enterprises make up the majority. Would they be an important part of the agency’s customers? How would MTI set key performance indicators (KPIs) for the officers? In assessing their work performance, would they be evaluated based on the economic value-add of the industry under their care, or the size and number of companies they have helped? Or would it be based on other performance indicators?

Thirdly, when companies which fall within the ITMs and those from non-ITM sectors approach the new agency for assistance, will they be given different priorities? For companies with the intention to upgrade but are not from the ITM sectors, will they be treated differently from those from the key industries?

Fourthly, will the plethora of Government assistance schemes continue to exist, or will they be streamlined and reclassified according to the needs of enterprises at different stages of their development?

Apart from these, businesses also hope that the new agency could continue to work closely with EDB. As EDB attracts foreign investors, it could also provide opportunities for local enterprises to be part of the industry supply chain and collaborate with MNCs. I hope that the merger of these two Government agencies could lead to a more effective operation, creating a “one plus one, greater than two” effect, helping local enterprises to grow, and creating even more quality job opportunities for Singaporeans.

Mr Deputy Speaker: Mr Patrick Tay.

5.45 pm

Mr Patrick Tay Teck Guan (West Coast): Mr Deputy Speaker, I rise in support of this Bill. Our SMEs make up the majority of our enterprises, employ two-thirds of our workforce and contribute to about half of Singapore’s GDP. As we embark on transforming our economy via our ITMs, a key pillar of transformation lies in the internationalisation of our enterprises. Given the small domestic market in Singapore, internationalisation is the key engine of growth and transformation for Singapore companies and our economy. Expanding our SMEs overseas will also give our working people more opportunities to gain international work experience and enhance job mobility. It is, therefore, timely that SPRING Singapore and IE Singapore consolidate to provide one-stop support to our SMEs for their growth, development and internationalisation needs. This will give our efforts to transform our economy a concerted push forward.

In the past, an SME would have to go to SPRING Singapore to address their capability development needs and then to IE Singapore if they needed support in internationalising their business. The SME would have to submit documents to both agencies and maintain relations with officers from each agency. With the merger, the SME need only approach Enterprise Singapore for support for both their capability development and internationalisation needs. This will not only reduce the administrative burden on the SME but also allow the officer-in-charge to have a more holistic overview of the strategic direction and growth trajectory of the SME to better enable the provision of more efficient and effective support as the SME evolves. This is a positive change. However, I have some questions on the details of this consolidation.

First, in view of the merger, staff from both SPRING Singapore and IE Singapore will have to take on new roles and expanded job scopes. A total of 960 employees will be affected. SPRING Singapore has about 500 employees while IE Singapore has about 450.

The staff in Enterprise Singapore must be familiar with both the mandates, schemes and grants of SPRING Singapore and IE Singapore in order to provide SMEs with the one-stop advisory and support envisioned. How are staff being prepared for this expanded job scope? Would there be any support provided to them during this transitioning period?

On a related note, CCS will be taking over SPRING Singapore’s oversight of consumer protection. Will existing staff in SPRING Singapore in charge of this area of work be transferred to CCS or will staff at CCS be taking on these new responsibilities? If so, how are the staff at CCS being prepared for this expanded job scope?

Second, in every merger, the challenge lies in integrating the cultures of the merging organisations and co-creating the new culture of the merged organisation. What efforts are being undertaken to smoothen this transitional phase for the employees of Enterprise Singapore?

Third, how will SMEs which are currently being supported by SPRING Singapore and/or IE Singapore be affected by the consolidation? Will these SMEs be assigned with new staff due to the consolidation?

Fourth, with the consolidation of SPRING Singapore and IE Singapore, will there be a streamlining of grants and schemes currently offered by the two sector agencies? There are many grants and schemes offered by both SPRING Singapore and IE Singapore respectively and, currently, SMEs already require assistance in identifying which grants and schemes are more suitable for them. Given that Enterprise Singapore will be a one-stop support for SMEs, it may be timely to review the grants and schemes available and assess if it would be useful to tier them to cater to the different developmental needs and stages of the SMEs.

Lastly, with the coming together of SPRING Singapore and IE Singapore, Enterprise Singapore will be connected to a larger pool of SMEs. Are there plans to leverage this expanded network of SMEs to build stronger interlinks within our SME community? For example, in the first half of 2017, IE Singapore helped 24,000 enterprises with overseas expansion. The success stories of these SMEs can serve as guides for smaller SMEs to emulate. Through this network, smaller SMEs can also build business links with the larger SMEs to create mutual business value by leveraging each other’s strengths and value propositions. I also urge Enterprise Singapore to work closely with our Labour Movement’s U SME to address the issues and challenges faced by our SMEs and make every SME workplace a better workplace, every SME job a better job, and every SME worker a better worker. Mr Deputy Speaker, shortly, in Mandarin.

(In Mandarin): [Please refer to Vernacular Speech.] Regarding the merger of the two agencies, I have three questions.

Firstly, in the course of merging, staff from both agencies will be affected. Their job scope may change or expand, and the corporate culture may also be different. What kind of support will they receive so as to build a new corporate culture? Are there measures to ensure a smooth transition?

Secondly, will the schemes currently offered to SMEs be affected?

Thirdly, the economic network will be expanded after the merger. It is my hope that more SMEs will benefit, receive one-stop services, improve their productivity and internationalise.

Mr Deputy Speaker: Mr Henry Kwek.

5.51 pm

Mr Kwek Hian Chuan Henry (Nee Soon): Mr Deputy Speaker, I rise in support of the Bill.

Our economy grew well last year. But many SMEs continue to face many challenges. SME owners know that they have to respond swiftly or risk being irrelevant. These changes are not just unique to certain companies; they are prevalent across industries.

Hence, many businesses want closer collaboration within the industry and for the Government to be more involved. The Government recognises this need. Therefore, we set up coordination bodies like the National Productivity Council and the Future Economy Committee. The Government also established SME Centres under the supervision of the new Enterprise Singapore to bring policies to the doorsteps of companies.

However, I am very concerned about our SMEs, especially the micro-SMEs, as they need to change fast. The change is at their door. The disruptive future we have been talking about is happening now. Despite all these efforts, we have yet to see deep participation of many SMEs and micro-SMEs in the ITMs. We need to understand why this may be so. From my understanding, I think there are two common factors that help industries be successful in following through the transformation spelt out in their respective ITMs.

Firstly, they have to have industry leaders who have worked successfully with the Government and then managed to seek a buy-in from the rest of the industry.

Secondly, they have to have TACs which also have strong and focused leadership that is able to steer the industry to a clear path of adoption. Driving and catalysing industry transformation will be a very important part of Enterprise Singapore. As such, I would like to propose three points for Enterprise Singapore’s consideration.

First, is to professionalise the TACs. The accounting and law sectors are prime examples of how TACs have been professionalised. For one, they are staffed by relevant industry professionals who then bring with them the domain expertise in industry promotion or transformational work. Having people with the relevant knowledge and experience in TACs also means that they can help the TACs develop industry code of conduct, standards, benchmarking and development programmes. There is great value in getting each TAC to be staffed by people of their respective industry.

Effective TACs are not just limited to firms practising professional services. SBF is another good example. Today, all Singapore-registered companies with a share capital of $500,000 and above have to join SBF. SBF thus has the capital, legitimacy and professionals who have the clout to fulfil their mandate to help the larger companies.

Beyond the general business chambers, the real leadership and drive for ITM transformation must come from the specific trade associations, which have a more intimate knowledge of the industry and experience. Thus, we can look to get the trade associations to have greater ownership. We can also see how we can better resource these associations and industry bodies to have relevant professionals so that they can provide effective leadership. This can come through mandatory participation and affordable membership fees.

That brings me to my second point ‒ the role of the SME Centres. It will be difficult to ensure that every sector has an effective TAC. Within any sector, there are also many smaller industries. Hence, SME Centres can help. For now, SME Centres spend a large proportion of their time in bringing the Government grants and incentive schemes to companies, and they have been effective in reaching out to more than 200,000 companies annually.

However, with the launch of the Business Grant Portal (BGP), companies here, especially those which are savvy, will be able to self-help for Government schemes. As such, there is scope for SME Centres to play a dual role, which is to drive the ITMs. They can drive ITMs by encouraging geographical or industry collaborations. For example, the SME Centres can provide the industries within the same location with the advantage of the use of common facilities, shared services and shared marketing resources. This will especially help the smaller companies and industries. The SME Centres can also develop industry-specific knowledge by hiring existing staff with relevant knowledge. Alternatively, Enterprise Singapore can also consider co-opting staff, preferably with industry experience, to an SME Centre so that the SME Centre can be a focal point to help specific industry ITMs.

My last point is to tap on additional media channels. While we are doing all that, there is still a danger of some companies falling through the cracks. After all, we cannot force some companies to come up to the SME Centre if they are not aware of the initiatives to drive the transformation. This is a real problem.

Our Singapore SME landscape is such that many of their owners may not be English-educated and may not be very familiar with many Government schemes or incentives. While I know that agencies like SPRING Singapore have made an effort in recent years to reach out to the non-English media, there is scope to do more. Take the Chinese media, for instance. Reaching out to SMEs through Lianhe Zaobao may not be sufficient. Some of them read evening dailies, like Shin Min Daily or Wanbao. The problem is that many of our SME leaders are not plugged into the national newspapers and simply do not have the luxury of time to flip through the newspapers every day.

Hence, we should encourage and explore all forms of media communication, including radio and the media from the Malay and Tamil languages. We could discuss on industry-specific transformation on these news channels and do so in the language of the everyday Singaporean. For example, we can have a programme talking about the fate of the prata makers, something that will gel with the everyday Singaporean and make people aware of the issues. This is important because many SME owners and workers, especially from micro-SMEs, are everyday Singaporeans.

One might wonder whether it is possible to capture the imagination of everyday Singaporeans, especially on this seemingly technical subject of industry transformation. But I would argue otherwise. Many Singaporeans, especially those above 45 who consume these news channels, are deeply aware of the implication of the ongoing business transformation, because they live through it every day. And many of them have a deep anxiety about what is next and how to adjust to the changing world.

Therefore, using the mass communication channel to talk about the fate of different industries will not just focus everybody on these industries, but getting everyday Singaporeans to think about how to do things differently. When we talk about industry 4.0, technical terms get thrown around liberally. Digital, data, disruptions are big words. But all it means is trying to do things differently. Therefore, we must get as many Singaporeans who are staffing our SMEs, who are business owners, as possible to think about doing things differently all the time.

I have full confidence that Enterprise Singapore will do a good job catalysing widespread and deep industry ownership of the ITMs and level up our companies. With that, I fully support the Bill.

Mr Deputy Speaker: Mr Saktiandi Supaat.

5.59 pm

Mr Saktiandi Supaat (Bishan-Toa Payoh): Mr Deputy Speaker, Sir, the formation of Enterprise Singapore from the merger of IE Singapore and SPRING Singapore is good news for local businesses and the economy. The feedback from the business community, including food manufacturers, is very positive. They generally see greater efficiency in this new body where they do not have to shuttle and interface with two agencies.

As a single agency, Enterprise Singapore will be able to pool together resources and expertise across a wider spectrum of corporate strategies. This would facilitate the provision of more holistic support for enterprises to succeed in both domestic and overseas markets and better respond to the challenges presented in these markets. But as with all mergers, it is to rise to concerns about continuity. The Minister has mentioned this in his opening speech. However, I would just like to focus a bit on the details.

Having a different account manager is a concern shared by some companies. I hope Enterprise Singapore will do their best to retain the same account managers for business continuity and to minimise changes for the companies. Where it is not possible to retain the same account managers, I would like to ask what steps will be taken to make the transition as seamless as possible.

If a new account manager is to be deployed, frequent follow-ups would help to build relationships, create assurance and familiarity. Certainly, as long as the new manager is committed to the success and welfare of the business, his/her identity should not be of grave concern. Ultimately, there is not a single solution or even specific formulae that could apply across the board as no two enterprises are the same, and this goes even for those in the same industry. It would be more productive to craft strategies and implementation together with each enterprise.

I also believe SMEs, including smaller enterprises, will remain an important priority group for Enterprise Singapore. I would like to ask the Minister how Enterprise Singapore and its new structure intend to continue to prioritise them. With the synergies of the new entity, will the form-filling procedures, for example, required by SMEs be streamlined or reduced? Embedding technology and digitalisation in the form-filling procedures could save a lot of time and manpower, which is valuable to SMEs with a small headcount. In fact, all businesses, not just SMEs, should benefit from such positive advances. Mr Deputy Speaker, in Malay, please.

(In Malay): [Please refer to Vernacular Speech.] Next, I would like to discuss some feedback and findings by the Singapore Malay Chamber of Commerce and Industry (SMCCI), which did a pre-Budget survey with the Muslim/Malay business community recently. Among the top business concerns are rising labour and rental costs, the outlook of the global economy, and keeping up with the digitalisation trend.

For 2018, the top strategies to stay relevant include creating new products and services, entering new markets and managing operating costs. These are good long-term strategies and in line with IE Singapore and also SPRING Singapore’s vision to nurture successful enterprises through growth and internationalisation.

I believe Enterprise Singapore, with its existing capabilities, resources and new focus on digitalisation, is in a good position to help them succeed with their strategies. Current IE Singapore initiatives, such as the Global Company Partnership (GCP) grant and Market Readiness Assistance (MRA) should continue to be offered in some form by Enterprise Singapore as they will remain highly relevant to any firms’ strategy to internationalise their businesses.

The Malay/Muslim business community also believes that to stay competitive globally, there are three top areas that the Government could help them improve on. These areas are brand building, overseas growth and technology adoption. It is a positive sign that companies recognise the value of brand-building. Indeed, having a strong brand is a prerequisite to establishing one’s presence in the overseas market. Hopefully, we can have a brand that is well-received, just like, for instance, IKEA. I hope Enterprise Singapore can provide more support to businesses in this area.

One solution or suggestion would be to provide more media-related grants which companies can use for their branding endeavours. It would also be ideal to create more cross-border opportunities spearheaded by Government agencies, allowing them to get more exposure and experience. The Government has been partnering local firms for infrastructure and construction projects overseas. Therefore, other industries could benefit through similar partnerships.

(In English): Finally, under the ITM initiatives, the Government has been developing ITMs to address issues within the targeted industries and promote synergy across agencies that can provide support. Some sectors are quite extensive, and they may appear to not come under the ITMs for the targeted industries. In fact, some of these SMEs are already getting assistance and support rendered by IE Singapore and SPRING Singapore to SMEs which, in essence, are part of the ITM, I believe. But they feel that they have been left out because these efforts are not branded as ITM initiatives.

May I suggest to the Minister that Enterprise Singapore enhance its branding and awareness on these piecemeal initiatives that have already been done, so that the SMEs would know that it is part of the ITM efforts and something worthy that they can and should tap on? As I have mentioned earlier, no two organisations are the same, and not every organisation would fall under the ITM. This is evidence of the Government diversifying efforts to reach out to all parts of a sector as much as possible.

These past two years have seen the economy rapidly changing. Keeping abreast with new demands, creating new products and reinventing existing ones in response to the changes are key to staying relevant. Expanding into new markets, too, will help to open up more opportunities. Enterprise Singapore, too, will do well to review and enhance its existing programmes and help enable local enterprises to scale to greater heights. I support the Bill.

Mr Deputy Speaker: Mr Louis Ng.

6.05 pm

Mr Louis Ng Kok Kwang (Nee Soon): Sir, I stand in support of this Bill, which will consolidate and coordinate Government efforts in nurturing a vibrant ecosystem for SMEs. I wish to raise just four points for clarification and consideration.

As the Minister would be aware, a recent survey by QBE Insurance that was published just last week, found that only 14% of SMEs intend to expand overseas while 45% have no plans to internationalise soon. Insufficient funding, unfamiliarity with foreign markets, concerns about competition in foreign markets were some of the reasons cited. Enterprise Singapore has the mandate of supporting our enterprises in internationalising. How does the Minister intend to respond to these findings?

The merger of SPRING Singapore and IE Singapore is a significant undertaking and Minister Iswaran has emphasised that the priority is to "ensure a smooth transition". Assurance had been given that, in the transition period, support for SMEs will not be affected and companies can continue to apply to SPRING Singapore and IE Singapore for assistance under the existing programmes.

At the same time, Enterprise Singapore is intended to streamline existing grants and provide a comprehensive suite of support from a single agency. Can the Minister share whether he foresees any issues in harmonising the programmes of the two agencies and what steps will be taken to reduce any inconveniences to the companies?

Further, I understand that SME accounts are currently managed by different agencies. The Minister had highlighted efforts to streamline the account management so that there is a principal agency managing a particular relationship with a company, whether it is EDB, IE Singapore or SPRING Singapore. Can the Minister provide an update on its efforts and clarify whether Enterprise Singapore will be the principal agency managing all SME accounts, moving forward?

Also, during Question Time in September 2017, the Minister had alluded to the challenges in synthesising the missions of two organisations and the concern that one may prevail over the other. With this focus on overseas expansion, small firms may have concerns of being neglected. The concern was articulated by SBF's Teo Siong Seng who had voiced the concern of whether micro-enterprises, such as mom-and-pop shops in HDB estates, will be ignored in the process.

Minister Iswaran has articulated an inclusive mission to "create globally competitive Singapore enterprises" which will apply "to the whole range of enterprises from startups to scale-ups and large local enterprises". He has emphasised that there would be "no dilution or diminution in terms of the services rendered to the wide swathe of SMEs that we have in our ecosystem". While this is heartening to hear, can the Minister share what concrete plans it has to ensure that small and micro-enterprises are not neglected?

I would also like to highlight the need to include sustainability as part of the conversation on the growth of SMEs. At the Singapore Apex Corporate Sustainability Awards in 2017, Minister Heng stated that pursuing sustainability is a "matter of survival" for businesses. As highlighted by Minister Heng, "studies show that sound sustainability standards lower a company's cost of capital and result in better operational performance. Investor demands and customer expectations are increasingly favouring sustainable businesses."

Environmentally and socially sustainable growth has been receiving greater attention. For instance, the Singapore Exchange (SGX) has made it mandatory for all listed companies to report their environmental, social and governance practices from 2018 onwards on a "comply or explain" basis.

Beyond large listed companies, we can do more to increase uptake of sustainable business practices by SMEs which are the biggest employers and contribute to the bulk of growth. SMEs make up 99% of our enterprises. Individual efforts by SMEs to adopt sustainable practices would, collectively, represent an enormous leap forward.

To be sure, there are moves in that direction. SMEs are part of the supply chain for listed companies and would be impacted by SGX regulations. I also applaud initiatives by the Building and Construction Authority (BCA), such as increasing funding for SMEs to green their premises, providing free feasibility assessments against BCA Green Mark standards, and piloting the Behavioural Change Programme to encourage building users to adopt sustainable behaviours. Another initiative is the Energy Efficiency fund, which supports businesses, including SMEs, in identifying and undertaking energy efficiency retrofits.

We need more of such initiatives that are specifically targeted towards SMEs. In 2010, the Organization for Economic Cooperation and Development (OECD) stressed that "the prospects and strategies for a green growth economy cannot be entirely understood without taking fully into account the production, technology and management practices of SMEs".

Sustainability efforts may need to be tailored to meet the needs of SMEs. For instance, SMEs may face challenges of cost, lack of resources, lack of time, or difficulty in implementing existing sustainability indicators that are too complicated to be adopted or too high level for practical usage by small companies.

Sustainable growth is possible for SMEs. Founded by Susan Chong in 2002, Greenpac is a multi-million dollar business that provides eco-friendly packaging to Fortune 500 companies. What we need is a concerted effort to push the sustainability agenda for SMEs, and Enterprise Singapore, as the leading agency for SMEs, would be well-placed for that. Can the Minister share what plans Enterprise Singapore has to support SMEs’ adoption of sustainable business practices?

Sir, I believe that Enterprise Singapore can be greater than the sum of its parts and support the move, which demonstrates a whole-of-Government approach in responding to future developments and challenges. Sir, I stand in support of the Bill.

Mr Deputy Speaker: Mr Desmond Choo.

6.11 pm

Mr Desmond Choo (Tampines): Mr Deputy Speaker, Sir, the fast-changing economic landscape demands that our businesses see the global markets as a continuum of the domestic market. Changes in financing structures and supply chains and ease of doing business overseas have opened up business opportunities beyond Singapore. There is a consequent need to support our local businesses to seize such opportunities. The new Enterprise Singapore can play such an important role.

With the formation of the new agency, it should not simply be an amalgamation of two current separate approaches to helping our companies. The chances to tap on overseas opportunities and best practices should influence how we help SMEs to grow. I would like to ask how will the support and assistance for SMEs to grow be different from what it was before? What new strategies will be taken to assist them in building capacity and remaining relevant in Singapore, or in expanding their businesses abroad? Yet, because many of the SMEs might not be ready for overseas expansion, how can we still ensure that these SMEs are not neglected as we help the potential winners? They still face many pressing issues, such as improving productivity, manpower shortages and business process re-engineering. We must ensure that efforts to help them continue unabated.

The new agency, with its new integrated mandate of helping businesses to grow, can also develop new ways in operationalising the ITMs. There are two separate facets: one, from Singapore-to-overseas; and two, outside-and-into Singapore. I will take them in turn.

First, many of the ITMs were developed while the two agencies were still separate entities. How would the ITMs change now that the local-overseas nexus is much stronger? For example, in the retail and food and beverage (F&B) sector where SPRING Singapore has been a major player and lead agency of the ITM, how would the merger change its approach to helping the F&B businesses? There are opportunities in getting local businesses to benefit from global supply chains and expansion opportunities. For example, in the SC VivoCity project in Ho Chi Minh City, we can find familiar names, such as NTUC Fairprice via its CoopXtra venture, Breadtalk, and also Xiao Ban, which is linked to the famous Lao Ban Dou Hua. In the case of CoopXtra, the overseas venture has allowed new food supplies to be established for Singapore. I hope that with the new agency, we can accelerate such growth and expansion of our local businesses.

Two, from an outside-and-into Singapore perspective, there are also opportunities for the new agency to work with EDB to explore synergies in operationalising our ITMs, especially in cluster transformation. In attracting investments into Singapore, our SMEs can benefit in providing strategic partnerships and ancillary services to the MNCs. Bringing in the right MNCs can catalyse transformation in many industries, especially through horizontal competencies, such as information and communications technology (ICT) and supply chain management.

As with any merger, there is a lingering concern on the deployment of manpower. I would like to ask the Minister if the employees of IE Singapore and SPRING Singapore will be absorbed entirely into this new agency. Will there be any redundancies and, if so, what will happen to the staff who are made redundant due to this merger and will they be redeployed?

Finally, this merger provides a good opportunity to re-examine the various schemes that are offered and for the new agency to align, refresh or revamp schemes where possible. I would like to urge the new agency to put in place processes and schemes that will be easier for companies to access and apply for.

Mr Deputy Speaker, this merger can provide Singapore with a full value stream platform to help our businesses to grow. It also opens up new opportunities for us to relook at our ITMs, especially in operationalisation. With this, I support this Bill.

Mr Deputy Speaker: Mr Gan Thiam Poh.

6.15 pm

Mr Gan Thiam Poh (Ang Mo Kio): Mr Deputy Speaker, I am supporting this Bill. I declare that I am currently the employee of a local financial institution (FI). In Mandarin.

(In Mandarin): [Please refer to Vernacular Speech.] By merging IE Singapore and SPRING Singapore to form Enterprise Singapore, we will be able to provide one-stop services for our enterprises. I believe that after the merger, Enterprise Singapore will be able to provide more comprehensive and robust coordination services to our businesses.

Besides helping our companies improve productivity and the quality of their products and services, Enterprise Singapore can also help them expand and explore the overseas markets. Our domestic market is small. If our local enterprises hope to become even stronger in the future, they need to internationalise. Enterprise Singapore can not only provide advisory services through its extensive network of overseas offices, but also help to link up various companies, so that they can enter overseas markets hand in hand.

I would like to ask the Minister how Enterprise Singapore's various departments are going to streamline and consolidate their resources after the merger. I would like to know the current status of the various schemes supporting local enterprises and the number of companies that have benefited from the schemes.

Lastly, I would like to know how many companies under the schemes owe or are unable to repay loans from the banks or FIs. I would also like to ask the Minister the number of applications approved under the schemes managed by IE Singapore and SPRING Singapore. How many companies have defaulted and how much is the loss so far?

Mr Deputy Speaker: Minister Iswaran.

6.18 pm

Mr S Iswaran: Mr Deputy Speaker, I would like to thank all the hon Members who have spoken on the Bill.

With your permission, Mr Deputy Speaker, before I proceed, I would like to seek a clarification from the Non-Constituency Member of Parliament, because at the start of his speech, he said he does not object to the Bill but I think, towards the end, he said that the Worker's Party supports the Bill. May I just have a clarity on that, please?

Mr Deputy Speaker: Mr Leon Perera.

Mr Leon Perera: Sir, what I said was that I did not object to the Bill.

Mr S Iswaran: That is right. So, you do not object to the Bill but the Party supports the Bill. Is that right?

Mr Leon Perera: I do not object. We support the Bill.

Mr S Iswaran: You support the Bill.

Mr Leon Perera: Yes.

Mr S Iswaran: Thank you. Mr Deputy Speaker, I would like to thank all 11 speakers for their unambiguous support of the Bill. And let me now address the key points that have been raised and I will try to give some clarifications on the issues that have been brought up.

I want to start by saying that, generally, the fact that the Members have supported the Bill, and I think, in general, also reflecting the mood and the opinion in the broader business community, are welcome signs because it means that we are moving in the right direction. Many of the questions are around the details in terms of how and what we intend to do in execution, and I would endeavour to address them as much as I can.

Firstly, I think there is a set of questions around how Enterprise Singapore will proceed with its task, its mission. Various Members, Mr Liang Eng Hwa, Mr Leon Perera, Mr Thomas Chua, Mr Louis Ng, Mr Saktiandi Supaat and Mr Desmond Choo, have asked whether Enterprise Singapore will, in fact, support enterprises of different sizes and from different industries.

Sir, I want to reiterate that Enterprise Singapore's mission is to build a thriving community of Singapore-based enterprises. However, the fact is that their needs are varied based on their stages of growth, the sectors within which they operated and also, to some extent, the markets in which they are venturing into beyond Singapore. And this variation is also accentuated by the fact that there are different types of growth opportunities, digitalisation and technology change, which have a differential impact on the various sectors.

So, for all these reasons, it is important that our businesses have to adapt, innovate and build new capabilities according to their circumstances, as has been pointed out by several Members in the course of this debate. And Enterprise Singapore itself, and I want to again stress this, will adopt an enterprise-centric approach and its programmes will take into account this diversity of needs while rendering support to enterprises in all sectors – to address Mr Thomas Chua's point – regardless of whether they are covered by ITMs or not. The fact is that the programmes and schemes are available to all enterprises. The ITMs bring them together in particular sectors because there are certain objectives around that but, in general, the accessibility is open to all.

I also want to address the point about micro SMEs because they are an important segment of the economy and they have much potential. And I want to share with Members that SPRING Singapore has already been working with the Federation of Merchants' Associations, Singapore, for example, to drive the growth and transformation of heartland enterprises. So, similarly, Enterprise Singapore will continue to support micro SMEs through the TACs and the SME Centres as well as through – and this is important – private sector initiatives, such as the 99% SME campaign which is jointly organised by Singtel and the Development Bank of Singapore (DBS) to drive capability upgrading.

Enterprise Singapore will build on IE Singapore's network of over 35 overseas centres covering regional, developed and emerging markets and it will continue to organise trade missions for our SMEs to explore opportunities in new markets. I think Er Dr Lee Bee Wah and also Mr Liang Eng Hwa and Mr Desmond Choo highlighted this.

Mr Louis Ng cited survey findings indicating that few SMEs want to venture overseas due to concerns over insufficient funding, unfamiliarity and heightened competition in foreign markets. However, as I highlighted earlier, there are also surveys by SCCCI and DP Information Group (SME Development Survey), which found that a significant proportion of our enterprises have, in fact, prioritised internationalisation and have plans to do so in the next few years. This becomes then a battle of the surveys, and which is right and which is wrong. The reality of what it shows is that the terrain is uneven. We should recognise and acknowledge that. In other words, whilst we are making the best of efforts to reach out to all our companies, some, depending on their stage of development, their sector and so on, will have a differential response. Some might even not have addressed these issues because they are so used to some other aspects of their business.

I also want to say that it is quite understandable that SMEs have concerns when venturing abroad because that is not without risks. Our economic agencies have sought to mitigate some of those risks through support schemes to evaluate the opportunities like the MRA scheme and also to build their manpower and capability, such as the GCP scheme.

On Enterprise Singapore's part, it will sustain and, where necessary, step up efforts to help companies that are facing challenges in financial management, brand building and product promotions, points that Mr Liang Eng Hwa and Mr Saktiandi Supaat have highlighted. And we have also worked with the TACs and companies to encourage greater collaboration in sharing of experiences so that they can enter markets more effectively, perhaps in partnership or at least learning from each other's experience, so that the pathway is a bit less difficult.

But I do want to make one point. Ultimately, each entrepreneur has to weigh the risk-reward balance of any new venture before making a decision. This is the very essence of entrepreneurship and it is not something that can be supplanted by any Government agency or support programme. So, it is important that whilst we have this architecture of schemes and programmes to support our enterprises, our entrepreneurs have to step up, make the assessments and take the decision.

Mr Leon Perera made a good point, which is that, at the end of the day, the levels of ambition may be different and also the appetite for risks, and we respect that. So, it is more about individual companies and their leaders making the choice and then benefiting from the appropriate schemes that are available from our economic agencies.

I want to turn next to a set of questions around the programmes and schemes. Various Members have raised these questions and they have asked whether the Government schemes will be streamlined, if not now, then in the future, and in the process of the transition.

Generally, the streamlining of Government grants is an ongoing process because we want to ensure policy efficacy, meaning that it is achieving its desired or stated objective; and also to ensure accessibility for businesses and, importantly, staying relevant in the context of the different circumstances. So, for example, there have been changes made to some of the processes. The BGP was launched in January last year to provide a one-stop portal for businesses to apply for grants without having to approach multiple agencies. This is an important step. And it includes grants administered not just by MTI agencies but also others like BCA's Building Information Model Fund. The plan is to add more grants to this portal progressively. And we share the objective of wanting to make things simpler for our companies. Enterprise Singapore will continue the review of its touchpoints, processes and schemes for that purpose.

But at the same time, I agree with the point made by Er Dr Lee Bee Wah that whilst we have a quest for ease of access and efficiency in the administration of Government grants, they should not come at the expense of efficient and effective safeguards. The Government takes a strong stance against any case of fraud or abuse and will take stern enforcement action after investigations. Internal control systems are reviewed regularly and the lessons learnt, especially from some incidents of abuse, are incorporated to prevent future irregularities. It is not foolproof but it is an important part of the process of continuing to ensure that safeguards are in place.

On the specific point about the transition, because the schemes are being administered by SPRING Singapore and IE Singapore today, and after 1 April, by Enterprise Singapore, the important element here is not so much to have an audit today but ensuring that there is a clear audit trail because all the officers will be working in the new organisation in one form or another, and it is important that we have the data, the analysis and the audit trails so that if there is a need for verification, it can be done, regardless of when that need arises.

I want to assure Mr Louis Ng that Enterprise Singapore will continue SPRING Singapore's close collaboration with our agencies, such as the National Environment Agency (NEA) in order to encourage the SMEs to adopt efficient energy practices in their businesses, as well as to support the adoption of standards to ensure their sustainability. These practices, and I want to echo the point that Mr Louis Ng and others have made, they are not just relevant for the reason of sustainability of the environment but also because they make good business sense. In fact, many enterprises today differentiate themselves on the basis of their sustainable practices. So, we encourage it.

Mr Gan Thiam Poh's query was whether there has been a good take-up rate of the programmes that support our local enterprises. As I said in the Second Reading speech earlier, both SPRING Singapore and IE Singapore have been able to reach out to more and more enterprises over the years and there has been good traction. I think this is something that will continue under Enterprise Singapore and it will reach out to more companies. We will share more details on any changes to the suite of schemes and grants at the upcoming Budget and Committee of Supply debates.

Before I move on, I do want to highlight one thing. As we listened to the comments and ideas made by many of the Members who spoke today, I think the inherent tensions in some of our aspirations become quite apparent. On the one hand, we want one organisation because that would make it easy for everyone to know where to go to get what kind of help; on the other hand, we want the nimbleness and flexibility of small organisations because they can move around and be quicker in their response. On the one hand, we want customised programmes to help companies which have got specific needs and they have got higher ambitions or greater risk appetite; on the other hand, we want broad-based, easy schemes so that companies do not have to go through a major exercise of providing information in order to benefit from them. On the one hand we want easy access, on the other hand we want effective safeguards.

These are the tensions in the administration of any Government programme. This is something that Enterprise Singapore will have to wrestle with. The last I checked, Enterprise Singapore officers, or today's IE Singapore and SPRING Singapore officers, are not caped crusaders. They are people like you and me. They are making an effort to reach out and do the best that they can. What we will find as we go forward is that they will try to find this balance, adjusting their programmes and schemes according to the needs of the companies on the ground but also with an eye to Singapore's long-term economic objectives and future.

There were a series of questions on transition issues. First, on the resources. Enterprise Singapore will draw on the combined resources of IE Singapore and SPRING Singapore, except for the headcount and budget that goes with the consumer protection role which will be transferred to CCS.

To ensure business continuity, companies will have the same account managers as far as possible. I want to stress that because many Members have raised this and it is an important point. So, whether they have been served by SPRING Singapore or by IE Singapore, the commitment is to try and ensure that they have the same account manager.

In the unlikely event that it is not possible for certain operational reasons, the Enterprise Singapore management is committed to ensuring a seamless handover. This is important because it is not just the officer who is on the frontline, but also the team that supports him or her in the relationship with the companies. So, I think we have enough bench strength in the system to deal with the transition issues if, in fact, there is a change of account management.

But in establishing Enterprise Singapore, we also have taken care to preserve the competencies, networks and culture that SPRING Singapore and IE Singapore have built over the years. So, I want to assure Members, especially Mr Liang Eng Hwa, Mr Patrick Tay, Mr Saktiandi Supaat and Mr Desmond Choo, that all IE Singapore and SPRING Singapore officers can look forward to augmented roles and opportunities and, in some cases, new assignments in Enterprise Singapore.

As part of any move, whether it is an enlarged role or a new one, there will be training and mentorship that is relevant that will be provided. Enterprise Singapore will also continue to recruit officers from both the public and the private sectors because you need that blend of capabilities and they need the relevant industry and international business experience in order to support the mission. This will include tapping on industry experts to support the enterprises through counsel advice, which is something that Er Dr Lee Bee Wah has talked about.

Mr Patrick Tay has also asked about the integration of the cultures and workflows of the two organisations. This is the perennial challenge of any merger. The key is to get the mission clear and the leadership correct. In the case of Enterprise Singapore, the mission is clear and, importantly, it builds on the work that has already been done by IE Singapore and SPRING Singapore. In terms of leadership, the Chairman-designate, Mr Peter Ong, is the former Head of Civil Service and has also served in MTI. The CEO-designate, Mr Png Cheong Boon, is the Second Permanent Secretary at MTI and has helmed several economic agencies. Together, they bring extensive leadership experience in the Public Service and in working with the business community. I am confident that they, and the senior management, will build a strong culture of the organisation and the mission orientation in Enterprise Singapore.

Let me now move on to the point on partnerships and collaborations, which several Members have stressed. Even as we strengthen Enterprise Singapore in terms of its capabilities and programmes and so on, we have to ensure that the partnership and co-ownership of initiatives are something that is emphasised in the relationship with companies and industry stakeholders. That is the key to success. We have to collectively own this and work together on it. So, I agree with Ms Jessica Tan, Mr Patrick Tay and Mr Henry Kwek that all stakeholders must work closely together to understand the challenges and also to identify the opportunities. Broadly, we are doing this in three ways.

First, is collaboration within the public sector. With the merger, Enterprise Singapore and EDB will form two critical and complementary Government agencies that will help formulate and implement strategies for the development of industry clusters and enterprises in Singapore. These agencies will also work closely with the Agency for Science, Technology and Research (A*STAR) and JTC, among other Government organisations. So, we bring, first, a public sector, holistic perspective to the engagement and policies.

Second, EDB and Enterprise Singapore will promote partnerships within the private sector, a point that has been raised by several Members. Through the Partnerships for Capabilities Transformation (PACT) programme, they will drive greater collaboration among MNCs, LLEs, our SMEs and also our startups so that they can reinforce one another's strengths and, in the process, we end up with a competitive industry and one that is able to compete globally.

Third, it is the collaboration that we have with other industry stakeholders, like TACs, which are important agents of change within industries. Mr Henry Kwek spoke on the need to professionalise our TACs which SPRING Singapore and IE Singapore have already been doing and supporting through the LEAD programme. We had a further evolution of that through LEAD Plus, that was introduced in Budget 2016 to strengthen the leadership and secretariat teams at the TACs and also to improve their organisational processes and deliver new value-added services.

In 2017, SPRING Singapore and IE Singapore committed $100 million from financial year (FY) 2016 to FY2020 to encourage industries to drive impactful cross-industry projects. We are supporting our TACs, in terms of their people, capabilities and ability to run programmes that affect the entire industry. I think there is scope here. The points that have been raised by Mr Saktiandi Supaat in the context of SMCCI, these are the areas where they can form the agenda for engagement between Enterprise Singapore and SMCCI, for example.

The point that Ms Jessica Tan made about sharing amongst SMEs, again, it is something where you can get these collaborations going in order to see how SMEs can rely on one another and perhaps pool some of their resources.

Mr Henry Kwek talked about the SME Centres as a first stop. They are important nodes to provide customised business advice and help our SMEs better understand our Government initiatives. It is a two-way thing. It is not just about them going to SME Centres to apply for grants; it is also for SME Centres to convey and cascade information on Government programmes and initiatives.

In 2016, we enhanced our SME Centres to provide business diagnosis, run upgrading projects and solve common business challenges. There are also plans for more of such group-based upgrading projects with other SME Centres, TACs and merchant associations so that more of our SMEs can benefit from them.

Sir, ultimately, it is important to recognise that if we are to achieve a vibrant and thriving community of Singapore-based enterprises, all our stakeholders have to be co-owners of the mission and equal partners in the various change initiatives. It is critical that the message reaches the entire spectrum of enterprises and I thank Mr Henry Kwek and Mr Saktiandi Supaat for their comments on public communications and strengthening outreach to SMEs and the broader public.

To promote the message of industry transformation, our agencies have engaged the target audience not only through the mainstream media but also through social media and other methods like dialogues and seminars. They have also stepped up efforts to work with the vernacular media like Lianhe Zaobao and Berita Harian. From October to December last year, the Ministry of Communications and Information (MCI) worked with our economic agencies and Lianhe Wanbao to organise a series of dialogues to target the Mandarin-speaking SME business owners in sectors, such as wholesale trade, logistics, retail and F&B.

I would like to add that many of my colleagues in the Ministry, such as Senior Minister of State Ms Sim Ann, Senior Minister of State Dr Koh Poh Koon and Senior Parliamentary Secretary Ms Low Yen Ling, have also been reaching out through a variety of channels in order to get the message out. We are working on various initiatives and we are working with the TACs and NTUC to help disseminate the message to a wider audience through their communication channels.

The TACs have organised events, such as the SBF's Future Economy conference and exhibition last year, and NTUC helps amplify messages on transformation to its network of workers through dialogues, seminars and marketing collaterals. We value these partnerships and we want to build on them.

Moving forward, Enterprise Singapore will work closely with the media, TACs and unions to propagate the transformation message to ensure greater outreach and awareness among employees. But again, it is important that our enterprises and workers also take the initiative to find out what is happening in their industry, what the changes are, and what they need to do in order to adapt themselves to these changes and be prepared for the next phase in the development of their sectors. This is an important responsibility that we cannot ignore.

Sir, I believe I have addressed in the main the issues that have been raised by Members and I want to conclude by reiterating a few key points.

First, that enterprise development has been an important component of our economic strategy, and it is an essential complement to our efforts to attract foreign investments.

Second, we are now in a new phase of growth, and we will need to sharpen our focus and efforts to support enterprise development and, in particular, productivity, innovation and internationalisation efforts.

The future economy calls for transformation at all levels – individual, enterprise, industry and economy. Just as the companies are being exhorted to adapt to keep pace with changes in the global economy, Government agencies and their programmes must also respond with agility to the shifting needs of industries and enterprises.

By combining the resources and capabilities of IE Singapore and SPRING Singapore under Enterprise Singapore, we will be able to provide holistic support to our businesses to develop deep capabilities, robust international strategies and strong partnerships with stakeholders.

Enterprise Singapore will build on the good work that has been done by IE Singapore and SPRING Singapore to grow strong Singapore-based enterprises by helping them to develop deep capabilities and access global opportunities as we make the transition to the next phase of our economic growth. In turn, this will create greater value for our economy and good jobs and career opportunities for Singaporeans. Mr Deputy Speaker, Sir, I beg to move.

Question put, and agreed to.

Bill accordingly read a Second time and committed to a Committee of the whole House.

The House immediately resolved itself into a Committee on the Bill. – [S Iswaran.]

Bill considered in Committee; reported without amendment; read a Third time and passed.