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Annex A
INDIVIDUAL CATEGORY
Category
Nominee
Company
Contact
Partners
Develop a Resilient and Adaptable Workforce
Mr Chittoo Suppiah (Age 54)
Singapore General Hospital (SGH)
P Anbarasi, HR Executive
Ms Low Kiat Luan, Nurse Clinician, Major Operating Theatre
Ms Gin Cheng Yam, Deputy Director of Nursing, Division of Nursing
Ms Sim Chee Hong Carol, Nurse Clinician, Training Instructor ,
Major Operating Theatre
Clinical Associate Professor Tan Seang Beng, Senior Consultant,
former Head of Department, Orthopaedics Surgery
Chittoo Suppiah started out as a Healthcare Attendant with SGH in the Orthopaedics
Operating Theatre at age 20, after serving his national service. In 2007 he was redesignated as Healthcare Assistant (Operating Theatre) and was promoted to Operating
Theatre Technician on 1 July 2012. He is a living icon in Orthopaedics Operating Theatre,
progressing with the department through many milestones in development and
achievements, from early day’s conventional approach to the present computerized and
navigational-aided surgery.
What were some of the challenges faced by the individual?
With only Primary Six education and being IT illiterate, Suppiah learnt on-the-job and
upgraded his skills to keep up with the rapidly-changing technology especially in
Orthopaedics Surgery, while managing the complex work demands.
How did the individual stay resilient and adaptable to their work environment?
Surgical technology is ever-changing and Suppiah never rests on his laurels. He always
seeks continual learning through in-service training and product demonstration. He learnt
and remembered the complex set up of the Operating Theatre for the various surgical
procedures as well as the individual preferences of each and every Orthopaedic
Professors. Over the years, he has maintained an open mindset and had adapted well to
changes positively.
What did the individual do to overcome challenges and remain employable?
Suppiah is an excellent role model to his colleagues. Despite having minimal education
and being IT illiterate, he has shown resilience and tenacity in learning on the job. He
embraces challenges and new frontiers in surgery technology and innovations.
Being a member of the Quality Improvement Team, he showed his concern for his fellow
colleagues by contributing ideas to improve the productivity and work health balance in
the hospital. The team has designed a hydraulic leg holder used for Total Knee
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National Trades Union Congress Tel +65 6213 8000
NTUC Centre
Fax +65 6327 8800
1 Marina Boulevard
www.ntuc.org.sg
Level 10 One Marina Boulevard
Singapore 018989
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Replacement and Total Hip Replacement cases, which helped to alleviate the heavy
Orthopaedics workload and chores in the Operating Theatre.
Although this project is still in process, the hydraulic leg holder has received resounding
positive feedback and praises in the pilot phase and was used by various Orthopaedics
Surgeons, Staff Nurses and Operating Room Technicians.
He also took the initiative to request his company to send him for skills upgrading and
was supported by the company. He completed in-house by Institute of Technical
Education (ITE) Skills Certificate in Health Service (In patient) in November 2007,
conducted by Alice Lee-IAN, SingHealth. It took a lot of courage with great efforts to be
able to complete the course at age 49, especially when he is not as conversant in
English as with Tamil and Malay. With a never-say-die and can-do attitude, he learnt and
improved his English language literacy along the way. Now, he could converse and read
simple English comfortably.
He has also been the most reliable Coach and Preceptor over decades to train many
ancillary staff who are hired over the years to work in SGH Major Operating Theatre, an
acute tertiary OT Complex in Singapore’s flagship hospital. His patience in guiding the
new and novice health care attendants and willingness to impart his knowledge and skills,
made him an effective and well-liked preceptor for new health care attendants.
He takes prides in upholding high standards of Operating Theatre housekeeping and
infection control practices which is vital to quality patient care and safety. With
technology integrated into peri-operative care, he takes ownership to maintain and
upkeep the high-end equipment such as the newly acquired Surgical Robot and the
Computer-Assisted Navigation Systems.
What did the individual achieve in the end and how did it benefit the company?
Suppiah has made tremendous contributions in the Major Operating Theatre, especially
in the Orthopaedics discipline. With the knowledge and skills he obtained over the years,
he is able to make preparation of the theatre and understand the surgeons’ preferences.
He is alert and conscientious to assist the surgeons and nurses in the peri-operative
patient care and management. He has the ability to anticipate the needs of the surgical
team, ensuring a smooth work flow in spite of the hectic demanding schedule,
particularly in the Orthopaedics Operating Theatres. He is responsible, reliable and
would report for work early to prepare the operating theatre in readiness for the day’s
operation.
When the department was facing skilled-staff shortage, he volunteered to work overtime
to overcome the department’s critical period. He showed by example and guided the
juniors / novice staff to ensure that the OT services run smoothly during that challenging
period. His presence and commitment inspired his colleagues to work together.
He was promoted to Operating Theatre Technician on 1 July 2012 and has the following
commendations:
 2008 – Long Service Awards 30 Years
 2008 – Service with a Heart Award
 2007 – Excellence Service Award (EXSA Gold)
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
2007 – Sponsorship for a 3-months ITE Skills Certificate in Health Service (Inpatient)
He is a highly committed staff of SGH Major Operating Theatre and has devoted his life,
serving the department and is a true blue loyal veteran in public service. His job
performance has been consistently excellent and is highly recommended for the
recognition to inspire his peers and juniors that perseverance and hard work will be
rewarded.
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INDIVIDUAL CATEGORY
Category
Nominee
Company
Contact
Partners
Increase Job Worth through Skills Upgrading
Ms Sapiyah Mohamed (Age 40)
Diethelm Keller Aviation
Mr Kevin Ong, Head, IR, MIWU
Mr Khoo Kim Swee, QA Manager
Ms Nancy Leong, HR Director
What were the learning needs or challenges faced by the individual?
Sapiyah joined Diethelm Keller Aviation in 2003 as a Quality Control Inspector. In 2010,
the company heeds the union’s call to be Cheaper, Better & Faster by setting up a
company’s productivity committee. In recognizing the union as an equal partner in
productivity drive, Sister Sapiyah, the branch chairperson was roped into the company
CBF committee to represent the views of the workers. They were also among the early
movers for the Inclusive Growth Program and remains committed to gain sharing for the
workers.
What did the individual do to overcome these challenges?
Sapiyah attends training regularly to upgrade her knowledge and has attained certificate
in quality inspection and Internal Auditor Program. She has also attended WSQ training
courses under SPUR.
What were the outcomes of the training?
She rose steadily through the ranks and is currently a senior Quality Control Technician.
She started serving in the Branch committee in 2005 and assumed the position of
Branch Chairman of 2009.
Sapiyah has been serving in the Executive Committee of MIWU since 2009 and she is
the current chairperson for the union youth chapter and at the national level, she is a
member of the NTUC Woman’s committee.
What role did the partners (state who) play to support the individual?
She receives ample support from her bosses and the Metal Industries Workers’ Union
(MIWU) and acts as a bridge between the two to get funding to boost the productivity in
her company.
How did the training help the individual perform his/her job better?
Sapiyah plays a key role in fostering strong relationship with the management and she
proactively provides feedback to the management on the worker’s concern. Her efforts in
forging positive labour-management relationship over the years and enabled the
company to be conferred with the NTUC Plaque of Commendation in 2012 as well as
other accolades like the MIWU Plaque of Commendation. Diethelm Keller Aviation was
also conferred the May Day Model Partnership Award in 2010.
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Were there any other benefits?
The company continues to move ahead on the productivity journey and participated in
the Civil Aviation Authority of Singapore (CAAS)’s Process Innovation Challenge in 2012.
The winning project involves an online manufacturing system which eliminates paper
usages and reducing the carbon footprint. The system also provides real time
information for management process review.
With the support from MIWU and the branch committee led by Sapiyah, the company
redesigned jobs and introduce technology to make processes age-friendly such as using
of hydraulics hoists. The workers were encouraged to continuously upgrade their skill
and enhance their employability.
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INDIVIDUAL CATEGORY
Category
Nominee
Company
Contact
Partners
Increase Job Worth through Skills Upgrading
Mr Yong Yoon Onn (Age 36)
Keppel Shipyard Limited
Neo Wen Ying Serence, Human Resource Executive
Mr Wong Yee Keong, Section Manager
Mr Leong Choong Mun, Senior Foreman
What were the learning needs or challenges faced by the individual?
Yoon Onn was a Trainee Machinist under Machine Shop Department when he joined
Keppel in May 1996. As a fresh school leaver, he had zero knowledge about operating
machines and was new to the shipyard environment. Without any prior experience in this
field, Yoon Oon had to learn everything from scratch and pick up new skills set through
on-the-job training. It was indeed a stressful period for him.
What did the individual do to overcome these challenges?
Under the Apprenticeship scheme, Yoon Onn was attached to his seniors on a rotation
basis and had the chance to be exposed to the operation of different machines. It proved
to be extra challenging for Yoon Onn as he had to take on alternate day and night shifts
each week. However, he took these challenges in his stride and remained positive. He
actively tapped on his seniors’ experiences and sought their help on difficult technical
issues.
After completing his Apprenticeship, Yoon Onn enrolled for NTC 3 Precision Engineering
(Machining), a 2-year course, conducted by Institute of Technical Education (ITE). The
practical training he received during his Apprenticeship aided in his theoretical
understanding during formal classroom lessons. Hungry to acquire new knowledge,
Yoon Onn continued with NTC 2 Precision Engineering (Machining) for the next two
years.
Overall, he had to deal with greater stress level as he worked and studied concurrently.
Despite facing such challenges, Yoon Onn was determined to do his best.
What were the outcomes of the training?
After Yoon Onn’s formal technical training in Precision Engineering, he was given greater
job responsibilities and a chance to mentor new trainees. He was subsequently
promoted to Trainee Supervisor in 2010 and Supervisor in 2012.
What role did the partners (state who) play to support the individual?
Mr. Wong Yee Keong, his Section Manager, and Mr. Leong Choong Mun, his Senior
Foreman, provided practical training and shared their knowledge with him. They were
always available to guide him on his job and corrected his mistakes immediately. Most
importantly, they were supportive of the upgrading courses that Yoon Onn was
interested in and encouraged him to further his studies.
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How did the training help the individual perform his/her job better?
Going through formal technical training has enabled Yoon Onn to apply theoretical
knowledge to supplement his practical skills. The two courses he completed gave him a
theoretical perspective on machines. He was also able to give theoretical explanations to
other junior staff who have just started their on-the-job training and are lacking in
theoretical knowledge.
Were there any other benefits?
From a Trainee Machinist to a Supervisor in the Machine Shop department, Yoon Oon
has progressed up the career ladder in Keppel, diligently contributing to the success of
the company over the years. Today, he manages and leads a team of 30 workers on
various projects and is an independent decision maker. In addition, he has been working
closely together with the Section Manager, Foremen and other Supervisors to achieve
the target of enhancing an incident-free environment in the Machine Shop department.
With initiative and enthusiasm to do things safer, faster and better, he is always ready to
impart his skills and knowledge to his subordinates and less experienced colleagues.
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INSTITUTIONAL CATEGORY
Category
Company
Contact
Partners
Develop a Resilient and Adaptable Workforce
Systematic Laundry & Uniform Services Pte Ltd
Shery Zhan and Sharon Liang, Singapore Manufacturing Federation
(SMF)
Shery Zhan and Sharon Liang, Singapore Manufacturing Federation
(SMF) Centre for Corporate Learning
Elvis Sio, Employment and Employability Institute (e2i)
Anthony Low, Republic Polytechnic (RP)
Northwest Community Development Council (CDC)
Silver Productivity scheme for older workers
SMF Centre for Corporate Learning has nominated Systematic Laundry & Uniform
Services Pte Ltd, the early adopter of the Silver Productivity Programme. The company
has achieved much vast improvement in terms of productivity and job redesign for
mature workers.
Silver Productivity programme is jointly organised by Singapore Manufacturing
Federation (SMF), e2i and Republic Polytechnic. As the FIRST of its kind training
programme to raise productivity and enhance the well-being of older workers at
the workplace, the programme receives funding support from e2i. The classroom
training and project are delivered by SMF Centre for Corporate Learning, and the labbased training in Human Factors Engineering is conducted by RP in their ergonomic
laboratory.
What were the challenge(s) the company had to overcome?

Systematic Laundry & Uniform Services Pte Ltd is one of Laundry Network’s
subsidiaries. In June 2012, the company embarked on the Silver Productivity
Programme.

Like many other Singapore SMEs, the company faced challenges that led them
to undertake the Silver Productivity Programme. The company identified the
constraints and challenges faced by its pool of mature workers as the whole
garment process involves several sections, such as the retail counter collection,
factory dry cleaning, spotting, pressing, sorting, assembling and packing,
transportation back to outlet, etc.

With 30% of its employees being mature workers (above 50 years old) and rising
labour costs, the company acknowledged the strong need to address issues
relating to declining labour productivity. By raising productivity, the company also
aims to enhance their business competitiveness and reduce their reliance on
foreign workers.
How did the company overcome the challenge(s)?
The company deployed their key managers to Silver Productivity Programme to look into
ways to improve current workflow and enhance the well-being of mature workers in their
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workplace. The managers reviewed the whole garment cleaning process and entire
operations to enhance overall productivity for the entire company via:

Purchasing of spring-lift trolley to reduce fatigue caused by bending to
retrieve bags of soiled clothes. The new trolleys with spring lifts are compact
in size and can be located directly at the sorting area; this reduces the need
to walk while reducing idle-time.

Implementing a Retail Laundry Management System which consists of POS
System at retail outlets and an Automatic Garment Sorting & Assembling
System in the factory. The complete system eliminates manual work and
human errors, while at the same time data can be communicated directly to
head office. As a result, the mature workers at the retail outlets no longer
need to manually issue sales orders at the factory. The use of the automatic
sorting and assembling system helps to improve accuracy for mature workers
and ease the physical strain in sorting and assembling each order.
What were the achievements of the company and how have they helped workers?
As a company that values their mature workers, the company prides themselves in
adopting a flexible working environment for the workers. They are constantly looking into
areas suitable for job redesign and equipment automation for enhancement of their work
processes. The company has also invested in advanced equipment catered to their
physical needs which will relieve physical demands by reducing hand and body
movement. A few examples of equipment purchased include: automatic steam tunnel
finisher, automatic trousers finishing unit, automatic cook’s jacket finishing unit, and
automatic uniform sorting and assembling for integrated resort.
The company has also adopted good employment practices by embracing a diversity of
workers. Systematic Laundry has continuously worked with North West CDC on several
job placement exercises to provide job assistance services for unemployed residents. As
part of the collaboration, Systematic Laundry has offered part-time employment to
housewives, retirees and a 24-year old young man who is physically slow in movement
after a major traffic accident. The company also opens its doors to ex-offenders and
retrenched workers recommended by CDC.
Systematic Laundry has also proudly collaborated with Delta Senior School to offer
onsite training for students with special needs, to expose them to the rigors of actual
work life which will enhance their readiness for future permanent employment as
productive workers. There were 6 students attached to their satellite plant under this
programme.
Nonetheless, the company experienced challenges during the implementation of the
Silver Productivity project. Initially the company encountered resistance from the mature
workers in using the automatic garment sorting and assembling system as they did not
possess any PC skills. In fact, the training vendor faced challenges in guiding this group
of workers to operate the system. The company appointed their AGM to oversee the
project and conduct in house training to help them familiarise with the system. For this
system, the display screen and function keys were specially designed to cater to their
mature workers. Bigger text fonts were used and instead of using a mouse the system
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allows for touch screen selection. After 2 months, the mature workers adjusted
comfortably to the new work process.
How have the workers benefited?
Currently, the company has about 25 elderly workers, the majority of whom are between
60-70 years old, who are now able to carry out their tasks in a less demanding
environment. This group of workers was also given salary adjustments of between 3-8%
based on their performance. With an improved working environment, mature workers will
be able to boost productivity a step further by enhancing and tapping upon the advanced
equipment catered to their physical needs. They are also assured of their prolonged
employability, annual performance incentive and salary adjustment.
As for the company, the Silver Productivity project has initiated focus on improving work
flow across all operations to enhance overall productivity. This will ensure the continuity
of the workforce and improve job efficiency and satisfaction, which will result in lower
turnover rate, lower labour cost, and reduced medical costs and injuries, which in turn
leads to a higher profit margin.
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INSTITUTIONAL CATEGORY
Category
Company
Contact
Partners
Increase Job Worth through Skills Upgrading
VDL Enabling Technologies Group (S) Pte Ltd
Mr Phua Hong Yee, Director, HR & TQM
Mr Sepian, VDL Union Branch Chairman
Mr Timothy Phang, Assistant Executive Secretary, UWEEI
Singapore Economic Development Board’s (EDB) Master Craftsmanship Program
In Singapore, a technician is often viewed as a rank-and-file position, as compared to
other Western countries where a master craftsman is considered a professional. VDL
Enabling Technologies Group (S) Pte Ltd recognized the need to change this situation,
in order to attract and retain talent in the manufacturing industry.
Therefore the company went on board the Master Craftsmanship Program endorsed by
EDB to provide for proper training for its workers, which bring about enhanced career
development opportunities and good paying jobs. The scheme aims to skill-up
technicians to a master craftsman level and introduce a salary scale which
commensurate with experience / skill sets.
What were the challenge(s) the company had to overcome?
Overall, the manufacturing industry is currently experiencing a decline in workers with
technical skills due to falling birth rates and increased job opportunities in other sectors.
Therefore, there is a pressing need to upskill workers and improve the image of the
industry to be able to attract more talents to join this industry.
The company also foresees that the largest challenge will be pertaining to time
commitment and adaptability of the employees. Being in the workforce for many years, it
can be difficult for workers to return back to their studies, on top of juggling with existing
work commitments and family. For the company, introducing new training courses can
mean a disruption in current work arrangements and production runs.
How did the company overcome the challenge(s)?
The company has experienced low loading situation in first quarter of 2013. Despite the
lull period, the company took the opportunity to plan training for 70 to 90 of its staff and
tapped on the Workforce Skills Qualifications (WSQ) training and e2i’s (Employment and
Employability Institute) Manufacturing Resilient Tripartite Programme (MERP) funding.
Up to date, approximately 50% of the workers have been sent for training under MERP.
It also exercises flexibility in allowing workers time off during working hours to attend
training.
The company worked with the United Workers of Electronics and Electrical Industries
(UWEEI) union to introduce three more new grades (Master Technologies 1, 2 and 3) to
increase the competency of its employees. These grades were endorsed by the Union in
the Collective Agreement (CA) to recognise their effort in skills upgrading.
Meanwhile, the company also worked with EDB to secure funding and ensuring the job
roles of the Master Technologies meet the requirements.
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How have the workers benefited?
The company aims to place 20 senior technicians under the Master Craftsmanship
program and they will potentially progress with a job expansion to Master Technologies.
Current technicians in PE1 to PE4 level may progress to Master Technologies under the
new scheme endorsed by the union. This reduces the rate of workers being ‘stagnant’ in
the PE4 level where they may lack the skills / qualifications to move up to higher
engineering positions. At the end of the traineeship period, workers can also expect a
5% wage increase.
Due to a limit on the school capacity, company can currently only send one worker for
training at a time. The sole worker under this program has been attending the Master
Craftsmanship training program in Nanyang Polytechnic since April 2012. He will then
proceed to complete the WSQ Diploma in August 2013 and the Specialist Diploma
program which will last till April 2014. Currently, he has been promoted from PE3 to PE4
with additional responsibilities.
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