Embargoed till after 17 November 2017, 1.00 pm

More than 5,200 enterprises have tapped on Lean Enterprise Development Scheme to Transform and Grow

Additional resources for technology solutions to push for quicker and more pervasive industry-level transformation

Singapore, 17 November 2017 – Since its launch in October 2015, the LED Scheme has helped over 5,200 enterprises from all sectors harness technology and lean manpower solutions to transform their business operations and processes and improve productivity.

2. The LED initiatives range from optimisation of technology and automation, to adoption of progressive human resource practices and more. These efforts can take place at either the individual-enterprise or enterprise-cluster levels, providing companies with readily-available, customised solutions and supporting them in capability development so that workers can also benefit from the resulting higher-value jobs. (refer to Annex A for the LED Scheme factsheet )

Driving the next level of business growth through RTG solutions

3. Nearly 1,000 companies supported by the LED Scheme this year have adopted over 40 government pre-approved ready-to-go (RTG) solutions that are designed for various industries and business functions. These RTG solutions are featured on Tech Depot, a centralised platform launched in April 2017 under the SME Portal. (refer to Annex B for details on Tech Depot, and Annex C for examples of companies who have tapped on RTG solutions )

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Cluster projects for broader impact

4. Cluster projects offer benefits through economies of scale, helping companies access technology and solutions without having to expressly invest in hardware and resources. Through cluster solutions, companies are also able to pilot smaller-scale projects which they can then translate into larger scale, long-term and holistic transformations. (refer to Annex D for examples of cluster projects )

Capability transfer to bridge skillsets and expertise

5. Enterprises and industries also need to enhance their local workforce capability to compliment and accelerate transformation in a manpower-lean landscape. To help develop local workforce capabilities, enterprises are also encouraged to tap on the Capability Transfer Programme (CTP) which brings in industry experts to train local specialised users. Announced in October 2017, CTP provides support to companies in facilitating the transfer of capabilities to help local workers acquire skills and knowledge lacking or short in supply in Singapore. (refer to Annex E for details on CTP and an example of a CTP project )

Second LED Symposium

6. At this year’s symposium, 14 companies shared their lean transformation journey after embarking on LED projects in 2016. Organised by the LED Taskforce and led by SPRING Singapore, Workforce Singapore, the National Trades Union Congress and tripartite partners, in collaboration with the Singapore National Employers Federation, the symposium featured the sharing of success stories and in- depth panel discussions by companies and solution providers. The event also included a gallery showcase of business transformation projects where industry practitioners shared their transformation initiatives and insights, and provided participating companies with useful and actionable ideas.

7. The 2017 LED Symposium was graced by Manpower Minister Lim Swee Say and Second Minister for Manpower Josephine Teo, and was attended by more than

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1,000 individuals from a range of sectors including food services, construction, food manufacturing, ICT and media, professional services, electronics, hotels, logistics, and precision engineering. (refer to programme booklet for speakers, companies and gallery showcase details )

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For media enquiries, please contact:

Ministry of Manpower Ng Li Yan Manager, Corporate Communications Department Tel: 6317 1466 M: 9151 1462 Email: [email protected]

SPRING Singapore Fizzah Rahman Manager, Corporate Communicate Tel: 6279 3170 M: 9232 9340 Email: [email protected]

Workforce Singapore Jeanne Mok Senior Manager, Corporate and Marketing Communications Tel: 6512 6572 M: 9741 5565 Email: [email protected]

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The cross-agency LED taskforce comprises the following sector agencies and organisations:

• Ministry of Manpower (MOM) • Building and Construction Authority • Economic Development Board • Info-communications Media Development Authority of Singapore • SPRING Singapore • • Workforce Singapore • National Trades Union Congress • Employment and Employability Institute

About Ministry of Manpower Our vision is to develop a great workforce where Singaporeans can aspire to higher incomes and fulfilling careers. Complementing this is a great workplace where companies are lauded for having outstanding employment practices and organisational cultures.

To achieve this vision, our mission is to improve the skills and productivity of the Singaporean workforce as the basis for better jobs, higher incomes and a secure retirement. We will judiciously supplement our workforce with foreigners, such that they strengthen the Singaporean core. We will also build progressive workplaces, strengthen tripartite relationships and encourage harmonious work cultures so as to create fair and forward-looking employment practices that provide safe and healthy work environments and enable balanced work-life.

Please visit www.mom.gov.sg for more information.

About Building and Construction Authority

The Building and Construction Authority (BCA) of Singapore champions the development of an excellent built environment for Singapore. BCA’s mission is to shape a safe, high quality, sustainable and friendly built environment, as these are four key elements where BCA has a significant influence. In doing so, it aims to differentiate Singapore’s built environment from those of other cities and contribute to a better quality of life for everyone in Singapore. Hence, its vision is to have "a future- ready built environment for Singapore". Together with its education arm, the BCA Academy, BCA works closely with its industry partners to develop skills and expertise that help shape a future-ready built environment for Singapore.

For more information, visit www.bca.gov.sg .

About Economic Development Board

The Singapore Economic Development Board (EDB), a government agency under the Ministry of Trade and Industry, is responsible for strategies that enhance Singapore’s position as a global centre for business, innovation, and talent. We undertake investment promotion and industry development, and work with international businesses, both foreign and local, by providing information, connection to partners and access to government incentives for their investments. Our mission is to create sustainable economic growth, with vibrant business and good job opportunities for Singapore.

For more information on EDB, please visit www.edb.gov.sg .

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About Infocomm Media Development Authority

The Infocomm Media Development Authority (IMDA) leads Singapore’s digital transformation with infocomm media. To do this, IMDA will develop a dynamic digital economy and a cohesive digital society, driven by an exceptional infocomm media (ICM) ecosystem – by developing talent, strengthening business capabilities, and enhancing Singapore's ICM infrastructure. IMDA also regulates the telecommunications and media sectors to safeguard consumer interests while fostering a pro-business environment, and enhances Singapore’s data protection regime through the Personal Data Protection Commission.

For more information, visit www.imda.gov.sg .

About SPRING Singapore

SPRING Singapore is an agency under the Ministry of Trade and Industry responsible for helping Singapore enterprises grow and building trust in Singapore products and services. As the enterprise development agency, SPRING works with partners to help enterprises in financing, capability and management development, technology and innovation, and access to markets. As the national standards and accreditation body, SPRING develops and promotes an internationally-recognised standards and quality assurance infrastructure. SPRING also oversees the safety of general consumer goods in Singapore.

SPRING will merge with IE Singapore to form in Q2 2018. Enterprise Singapore will enable the growth of Singapore companies through an integrated support network to build business capabilities and access overseas markets.

For more details, visit www.spring.gov.sg.

About the Singapore Tourism Board

The Singapore Tourism Board (STB) is the lead development agency for tourism, one of Singapore’s key economic sectors. Together with industry partners and the community, we shape a dynamic Singapore tourism landscape. We bring the Passion Made Possible brand to life by differentiating Singapore as a vibrant destination that inspires people to share and deepen their passions.

For more information, visit www.stb.gov.sg.

About Workforce Singapore

Workforce Singapore promotes the development, competitiveness, inclusiveness, and employability of all levels of the workforce. Its key mission is to enable Singaporeans to meet their career aspirations, take on quality jobs at different stages of life, and help enterprises be competitive and manpower-lean. Workforce Singapore’s focus is on strengthening the Singaporean core and ensuring that Singaporeans are able to have better jobs and careers. Workforce Singapore, in partnership with key stakeholders, also provides support to business owners and companies to enable them to transform and grow, while building a future-ready workforce.

For more information, please visit www.wsg.gov.sg.

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About National Trades Union Congress

The National Trades Union Congress (NTUC) is a national confederation of trade unions as well as a network of professional associations and partners across all sectors in Singapore. NTUC's objectives are to help Singapore stay competitive and working people remain employable for life; to enhance the social status and well-being of our members and working people; and to build a strong, responsible and caring labour movement.

NTUC's vision is to be an inclusive labour movement for all collars, ages and nationalities. NTUC is at the heart of the Labour Movement, which comprises 60 affiliated unions, two affiliated taxi associations, 11 social enterprises, six related organisations as well as a growing ecosystem of U Associates and enterprise partners.

For more details, visit www.ntuc.org.sg.

About e2i (Employment and Employability Institute) e2i is the empowering network for individuals and companies seeking skills and solutions for growth. Since 2008, e2i has assisted more than 500,000 individuals through our career guidance, professional development, and job matching services. With an extensive network of partners, e2i offers hiring, training and productivity solutions to businesses. We are an initiative of the National Trades Union Congress (NTUC) to support nation-wide manpower and skills upgrading initiatives.

For more information, please visit www.e2i.com.sg .

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Annex A

FACTSHEET ON LEAN ENTERPRISE DEVELOPMENT (LED) SCHEME

About the LED Scheme

2. The LED Scheme aims to help progressive enterprises transform and grow in the new manpower-lean landscape:

More manpower- •Improved processes or business models which lean would use less manpower and reduce reliance on foreign manpower

Stronger •Create better jobs, pay and careers for Singaporean core Singaporeans after restructuring

Higher Quality •A workforce that is more skilled and possesses Workforce higher expertise

Support for LED Scheme (LEDS)

3. Enterprises can tap existing assistance schemes, such as the Capability Development Grant by SPRING Singapore, WorkPro Job Resign Grant by WSG, SMEs Go Digital by IMDA, and Inclusive Growth Programme by e2i, to support its upgrading efforts. An inter-agency LED taskforce comprising various Government agencies (MOM, SPRING, WSG, EDB, STB, IMDA, BCA, NTUC and e2i) will help enterprises in a coordinated manner to tap on relevant assistance.

4. Under the LED Scheme, enterprises can apply for transitional foreign manpower support to implement LED projects. Some examples include:

Allow companies to cut down on the number of Work Permit Holders (WPHs) without affecting their existing quota for S Pass Holders.

Allow companies to have temporary foreign workers while recruiting and training locals to take on better jobs when the new business models have stabilised. Support

Allow pooling of foreign sources of expertise, such as master craftsmen, at the industry level, to help transfer know-how to the local workforce. Transitional Manpower

More illustrative examples can be found in Annex A 1.

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5. The transitional foreign manpower support for each approved project is temporary and conditional on fulfilment of commitments as approved by the LED Taskforce. The Taskforce reserves the right to withdraw any or all support if the company is unable to fulfil these commitments.

Eligibility Criteria

6. The LED Scheme is open to all enterprises that are interested to become more manpower-lean, develop a strong Singaporean core, and build a better quality workforce. Priority will be given to projects which have the potential to scale to create transformational change for their respective industries. Proposals which involve groups of enterprises and/or are endorsed by the relevant industry association or union will also be given priority.

How to Apply

7. Enterprises should use the application form available on MOM’s website (www.mom.gov.sg/leds) to submit an LED Scheme proposal. In preparing the proposal, enterprises should consider the following points.

a) Specific business challenges faced b) Proposed solution/s to become more manpower lean c) Type/s of support needed d) Implementation Roadmap

Who to Contact?

8. Interested enterprises can write in with queries or submit a proposal for the LED Scheme to [email protected] . The LED Taskforce agencies will assess the proposal and follow-up accordingly with the participating enterprises.

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Annex A 1

EXAMPLES OF HOW PROGRESSIVE ENTERPRISES CAN BENEFIT UNDER THE LEAN ENTERPRISE DEVELOPMENT SCHEME

The following illustrative examples are derived from potential projects which enterprises and industry associations have surfaced to MOM.

Example 1: Becoming more manpower-lean (Deferring the Reduction in S Passes) A logistics firm intends to automate its processes to reduce its overall reliance on foreign workers. It is able to reduce its Work Permit Holders (WPHs) from 25 to 15. However, in the process, it will lose two higher-skilled S pass Holders due to foreign worker quota limits, as its total workforce has shrunk. This makes the transition difficult, as the firm needs to retain its higher-skilled S pass Holders (together with local workers) to operate the new equipment.

The temporary foreign manpower adjustment will help in the transition, as the firm is able to retain all 15 S pass Holders in the interim, while they train the remaining locals to operate the new equipment. Eventually, with its local workers trained (to become more productive), the firm can reduce its reliance on S pass Holders while paying its local workers more.

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Example 2: Strengthening the Singaporean core (Temporary Increase in S Passes) A design firm wants to take on more projects using Building Information Modelling (BIM), and needs to hire more trained staff. It commits to sponsoring local polytechnic and ITE students, so that they can join them in two to three years after graduation/National Service (NS). The firm, however, doesn’t have sufficient foreign worker quota to hire more foreign workers to meet current manpower needs.

The temporary foreign manpower adjustment will help the firm to hire some S pass Holders in the interim, while the locals are still in school/NS. Upon graduation/completion of NS, the locals will take over these roles. This allows the firm to grow and strengthen the Singaporean core of its workforce. The firm also becomes more manpower-lean since output increases at a greater rate than headcount, and can thus afford to pay more productive locals better salaries.

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Example 3: Becoming more manpower-lean (Ready-to-Go Solutions) A food and beverage firm faces some challenges in hiring cleaners. In addition, due to the nature of peak/non-peak cycle, there is often an inefficient allocation of manpower and resources, to ensure a clean and hygienic hawker environment during peak meal hours.

The firm can manage its reliance on cleaners and improve its workflow by adopting a ready- to-go (RTG) solution* such as the Smart Management Tracking System (SMTS). Through SMTS, the firm can then implement a tray-return system, that can monitor and read RFID tags attached on any item, from large containers to even plates and trays, with an integrated onsite centralised dishwashing. In this case, diners pay an extra dollar when they order food, then get reimbursed when they return their RFID-tagged tray at the automated gantry that leads to the dishwashing area.

The adoption of this system enabled the firm to reduce the number of cleaners needed during peak periods. They can then be re-deployed at the dishwashing area. It has also changed the socio-cultural behaviour of diners. Overall, through this RTG solution, manpower and resources are managed more efficiently.

* More than 40 solutions across a wide range of industries and business functions are currently featured at Tech Depot. These include solutions developed and/or pre-qualified by the Agency for Science, Technology and Research (A*STAR), Info communications Media Development Authority of Singapore (IMDA) and SPRING Singapore for funding support. Find out more at www.smeportal.sg/techdepot

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Example 4: Becoming more manpower-lean (Cluster based Solutions) In the early childhood and education sector, there are routine administrative duties manually handled by the teaching staff on a daily basis. This includes attendance taking, taking and recording of temperature, invoicing, progress updates to parents as well as the tracking and submission of regular mandatory licensing data to Early Childhood and Development Agency (ECDA).

Led by the industry association, the sector implemented a fully integrated Smart IT Solution, which would take care of the entire value chain, from teachers, parents to regulatory authorities. Over 100 childcare centres have indicated interest and are progressively adopting the solution, which can result in the following impacts: • Improved productivity with more than 160 man-hours savings per month • Lower cost due to economies of scale • Real time access to accurate data • Improve interaction between teachers and parents • Improve job quality as teachers could focus on actual teaching work and receive greater job satisfaction

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Annex B

FACT SHEET ON THE TECH DEPOT

The Tech Depot is a first-stop, centralised platform under the SME Portal aimed at improving SMEs’ access to technology and digital solutions.

Launched in April 2017, it lists readily adoptable technology solutions that are developed and/or pre-qualified by the Agency for Science, Technology and Research (A*STAR), Info- communications Media Development Authority of Singapore (IMDA) and SPRING Singapore.

These solutions can be easily deployed by local enterprises across various industries to improve their business in areas such as:

• Customer Management • Machine Effectiveness • Data Analytics • Marketing and Content Management • Finance Management • Project Management • Human Resource (HR) Management • Quality Assurance • Inventory Management • Workflow Tracking and Management

Close to 40 solutions have been made available on the Tech Depot to date. By innovating and tapping on technology, SMEs can enhance their productivity and transform their businesses.

For more information, please visit smeportal.sg/techdepot.

About the SME Portal

The SME Portal (previously known as the “EnterpriseOne Portal” is the first stop for Singapore enterprises and aspiring entrepreneurs looking for information, tools and services that can help them build sustainable and competitive businesses. The Portal has supported the business community since 2006, and has been enhanced over the years to meet the changing needs of local businesses.

Through collaborations between SPRING Singapore, government agencies and over 30 industry partners, the Portal offers useful government and commercial information and services for enterprises at various business stages. It also serves as a point of access to key government e-services, such as GeBiz Alerts 1 and the Smart Advisor tool 2, as well as other commercial resources.

1 Enterprises can sign up for GeBiz Alerts to be automatically updated on government contracts and tenders that are relevant to their business. 2 The Smart Advisor tool helps enterprises filter and identify government schemes from various agencies that are relevant to their business profile and needs.

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Annex C

COMPANIES WHO HAVE BENEFITTED FROM RTG SOLUTIONS:

Company Timbre Group, a social enterprise, was founded in Timbre Group 2005. Since then, the group has used its expertise in entertainment and events management to run eight Solution venues including two large venues, serving about 800- SMART RFID Tray Return 1000. System with onsite centralized dishwashing Under the LED scheme, Timbre+ embarked on the Pre-order and Cashless Payment SMART RFID tray-return system with onsite App centralised dishwashing. When patrons buy their food, they pay $1 for the tray and get the money back when Spokesperson they return the tray on the conveyor belt that leads to Mr Edward Chia, the washing area. This reduces the number of cleaners Managing Director required from ten only two to three, with the other five being re-deployed to the dishwashing area to complete the centralised dish washing.

As a result, 74 man-hours are saved daily for dishwashing. Overall, introducing automation has led to a cleaner, more hygienic environment with a more efficient use of manpower and resources.

The group also developed a loyalty mobile app, where customers use the app to pay and accumulate points through a QR code. The app has since generated about 8000 downloads, and there are plans to enhance the app to allow food ordering and cashless payment.

“We live in a very disruptive age today, with almost every business model being disrupted. With the government schemes to support in the initial financial costs, we can all work together and transform our businesses so that the entire economy is transformed at the same time,”

Mr Edward Chia, Managing Director of Timbre Group.

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Company Established in 2006, La Belle Couture is a bridal La Belle Couture boutique that offers a full suite of services as a one- stop wedding solution-provider, specializing in Solution designer couture gowns and professional wedding FX mirror photography. Enterprise Resource Planning (ERP) To maintain its competitive edge, La Belle Couture purchased the FX mirror which ascertains the Spokesperson customers’ body proportions and realistically projects Ms Teo Peiru, an image of the wedding attire on the body. This has Managing Director reduced the time spent trying outfits from 10 to 15 minutes to about two seconds per outfit and has increased the boutique’s capacity to take more appointments by 30 per cent on peak days.

Staff need not carry gowns, which can weigh between 7 to 15 kg, from the different levels of the four-storey shop. With more manageable and effective work processes, La Belle Couture has seen higher manpower retention and thus been able to send staff overseas to trade shows to gain a wider exposure of the industry.

La Belle has also purchased an Enterprise Resource Planning software, an RTG solutions which integrates and automates back office functions, to inventory management and accounts.

It also has a client app which digitises each customer’s records, which caters to clients’ frequent appointments rescheduling needs.

“The LED scheme has given us a lot of confidence and has changed the mindset in my team. We now have more confidence to do bigger projects. Instead of focusing on immediate productivity, we also look beyond what a current project can bring for us,”

Ms Teo Peiru, Owner and Managing Director, La Belle Couture.

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Company Gratify Group owns three local F&B brands - Seoul Gratify Group Yummy, Pizza Maru and OMOOMO Food Concepts.

Solution The Group had to deal with rising labour and rental • Integrated Self-Service costs, limited supply of manpower and a competitive Ordering and Payment domestic market. OMOOMODON was created based System on the self-service, digitalized concept of making • Central Kitchen, Redesign dining a fuss-free experience. and automation of work process This was done by introducing a central kitchen, using automation and redesign in the menu, with an Spokesperson integrated self-service ordering and payment system. Mr Frank Lau, Founder & CEO of Gratify Group The new business model led to significant time and cost savings, and increased productivity. OMOOMODON is 10 minutes faster in serving their customers, and the manpower requirement 50 percent lesser than that for Seoul Yummy. In all, there has been a 33 percent increase in productivity and a 40 to 60 percent manpower saving per outlet.

Processing time has also improved by 10 percent at both front-and back-of-office. The time saving allows staff to be cross-trained in other functions, thus improving productivity.

“The LED Scheme gave us the needed support to push for automation and allowed us to take the risk to develop our concept for OMOOMODON. We managed to find the breakthrough for our next phase of growth,”

Mr Frank Lau, Founder & CEO, Gratify Group.

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Annex D

CLUSTER SOLUTION PROJECTS

1. High Pressure Processing Technology (HPP)

Traditionally, thermal methods are used, or preservatives are added, to ensure shelf stability in ready-to-eat (RTE) products. Such food preservation methods carry huge drawbacks such as nutrient destruction and flavour changes to achieve long shelf life of more than a year.

The increase in disposable income and consumer preferences for healthy and convenient food are expected to further boost the demand for RTE food products.

Application of HPP

HPP is a non-thermal pasteurisation process that employs ultra-high pressure to kill food- borne pathogens. With the introduction of the HPP, the shelf life of RTE food products will be extended for up to three months without using additives or preservatives. Food manufacturers will be able to overcome challenges of high market entry costs and short product shelf life and be well-placed to pursue their internationalisation efforts.

In an LED project announced in May 2017, eleven food manufacturing SMEs collaborated to share equipment, resources and expertise at The Soup Spoon’s High Pressure Processing (HPP) facility. The HPP technology helps food products stay fresh longer, opening up export opportunities for food companies. Food manufacturing companies using HPP technology see improvements in productivity, manpower savings and food wastage reduction in their manufacturing process.

Company Juicy Folks is Singapore’s first HPP contract Juicy Folks manufacturer for cold pressed juices, cold brew coffee, artisanal teas and other food products. Solution HPP Fresh juices typically have a very short shelf life of between three to four days, which makes production Spokesperson efforts laborious and costs high. Mr Alvin Tam, Director With the HPP facility, Juicy Folks can now produce in bulk and leave the products at the outlets or retailers for a much longer time period without the need to rush for daily production of products that will perish in three to four days. There is less wastage and with better sales vis-à-vis production forecasting. With time savings from production, workers can also be redeployed to perform other value-added job functions.

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2. Lean Hotel Initiative (LHI)

The LHI is a collaboration between Workforce Singapore (WSG) and McKinsey & Company, and is supported by the Singapore Tourism Board (STB). It is a part of WSG’s Transform and Grow Initiative and also supports the implementation of the Hotel Industry Transformation Map, which was launched by the Ministry of Trade and Industry in November 2016.

The LHI is the first Field-and-Forum programme to be conducted by McKinsey & Company in Asia and for the hotel industry. It is a four -month programme which aims to help hotels build capabilities in identifying and implementing lean transformation initiatives towards manpower lean operations.

Participation by 16 hotels

Launched in March 2017, LHI programme saw 16 participating hotels coming together to identify sustainable improvements to their workforce productivity, adopting lean practices before moving on to test-proof their concepts through pilot projects.

Company Mandarin Oriental is an owner and operator of luxurious Mandarin Oriental Hotel hotels, resorts and residences with operations in Singapore. Like many other hotels, Mandarin Oriental Solution has had to cope with rising business costs and LHI manpower challenges. Since 2012, the hotel has been operating with a 10 percent labour shortage. Spokesperson Mr Terence Evitt, Assistant Through the LHI, Mandarin Oriental Hotel improved Front Office Manager, their front office operations by re-designing their front- Mandarin Oriental Singapore office processes so that they free up more time to attend to customer needs and shorten check-out duration. This also helped them in their shift scheduling and free up staff for training, a key component in maintaining quality service. With key findings from the LHI pilot projects, Mandarin Oriental also revamped and saved time in their housekeeping operations.

“Based on what we have learnt and how we saw improvements, I will definitely recommend other hotels to consider implementing the Lean Hotel Initiative. We are not attracting sufficient manpower, so we have to come up with productivity initiatives and this is one of them looking at how to shorten processes,”

Mr Terence Evitt, Assistant Front Office Manager of Mandarin Oriental Singapore

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Annex E

FACTSHEET ON CAPABILITY TRANSFER PROGRAMME (CTP)

To accelerate Human Capital development in support of Singapore’s future growth, the Ministry of Manpower (MOM) and Workforce Singapore (WSG) are piloting the Capability Transfer Programme (CTP) with Human Capital Partners and other progressive companies. This initiative will complement existing capability development programmes administered by other government agencies and plug funding gaps, to reach out to a wider base of companies in more sectors and to support companies in taking larger strides towards acquiring capability in new domains currently unavailable in Singapore.

2. The CTP aims to improve local-foreign workforce complementarity, by facilitating transfer of capabilities from foreign specialists to locals with the objectives of encouraging: (a) a culture of pervasive capabilities transfer across all sectors and entities; and (b) companies/ associations/ professional bodies to develop and acquire new capabilities in Singapore by ensuring that there is sufficient supply of Singaporeans with the requisite skillsets.

3. All project proposals will be evaluated on a case-by-case basis, taking into consideration: (a) our existing local capability gaps; and (b) the potential impact of the transfer of capabilities to individual companies and the industry as a whole.

4. Funding support for CTP can include salary and training support for foreign and local specialists, as well as Singaporean trainees on overseas attachments to acquire new capabilities. In the case of industry-wide projects, funding for equipment cost may also be considered on a case-by-case basis. Support levels will be determined by WSG on co-funding basis to ensure that companies, associations or professional bodies involved in the projects remain committed in their efforts to drive capability transfer at the company or industry level.

5. If your organisation has new capability transfer projects in mind, you can get in touch with WSG via [email protected] .

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Transport Integrated Platform (TRIP)

The Transport Integrated Platform (TRIP), launched on 9 November 2017 and supported by the LED Scheme, facilitates the seamless exchange of information across different players in the logistics industry. In addition to achieving better efficiency through the use of a single common platform, the Container Depot and Logistics Association of Singapore (CDAS) is also bringing in foreign experts to deepen the skills of workers in digital container solutions by training local specialised TRIP users under the Capability Transfer Programme (CTP).

Organisation CDAS represents the interests of the inland container Container Depot and Logistics depot companies and container trucking companies in Association (Singapore) (CDAS) Singapore. The association promotes and develops the container logistics industry through outreach and Solution education, training courses and technological Transport Integrated Platform platforms. (TRIP) Currently, communication is challenged by existing Spokesperson manual processes and the use of disparate systems. Mr Peter Ho, President, CDAS By creating end-to-end visibility of cargo movement, logistics companies will be able to maintain the integrity and accuracy of data, and achieve greater efficiency.

TRIP serves as a common, interoperable platform; allowing existing industry systems to work in tandem, to will help to reduce cost from inefficient job dispatching and job completion by 30% and shorten waiting time at various nodes of the supply chain by 30%.

CDAS is also partnering Workforce Singapore on the Capability Transfer Programme (CTP) to assist the 25 pilot companies on board TRIP in acquiring expertise and proficiency in digital container solutions. This knowledge transfer will be done together with Australian company, Container Chain.

Future developments for the platform include creating a secure digital infrastructure to support block chain technology, e-payment and e-invoicing solutions.

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