Introduction
D&D is always a good time to look back at how the year has gone so far. 2009 was significant year as many of our Unions helped our members weather the global financial crisis. So far, 2010 had been very eventful too. Singapore had a strong recovery. Unemployment went down, and for many workers, salaries and bonuses went up.
But I think 2010 will be remembered in the Labour Movement for other significant developments. First, this is the year where we embark on a serious effort to champion productivity and skills upgrading. In August this year, we launched the $40 million Inclusive Growth Programme. Second, in driving membership growth, we adopted a new strategy, to concentrate our resources and branches, and then dominate the sector in terms of ensuring Union presence and membership growth. Third, as announced by the Secretary-General yesterday evening, we are starting to put in place a policy for leadership development and renewal.
Embracing Changes and Supporting Priorities
These are significant changes. Fortunately, Unions such as MIWU is not new to embracing changes and improving over the years. You have done a lot to support the Labour Movement priorities over the years.
Productivity
First, in your effort in promoting productivity improvement, you have organised dialogues, seminars to promote the idea to management and CEOs, and to pledge the Union’s support for their productivity efforts. MIWU has also been one of the first Unions to support the Labour Movement’s IGP.
Three companies from MIWU had embarked on IGP projects. One is DKA, which is a manufacturer of lightweight meal carts for hospitals, rail trains and aircraft. The current production capacity of DKA Singapore fell short of demand by 10-15%, which means the company has to turn away business. To raise the production volume, DKA review its entire production method, and introduced more automation. For example, with automation, time taken for adhesive spraying per cart will fall from 17 minutes by 3 men to 5 minutes by 2 men - an 80% improvement. Time taken for side panel drilling and milling dropped from 15 minutes per piece by 4 men to 7 minutes per piece by 1 man - An almost 90% improvement. No one will lose their jobs as a result of the exercise, because the focus here is to produce more with the same number of workers. When these improvements are realised, 100 workers will receive productivity bonus of 4.5%-7% of annual salary.
Another example is Seiko Instruments Singapore (SIS). It manufactures and assembles mechanical and quartz watch movements. With support from IGP, SIS is improving the manufacturing process, using a more technically advanced method. As a result, output per month and output per worker is expected to increase by about 25%. When realised, 368 local workers will benefit from 5-22% annual wage increase
I understand that more projects, resulting in even more workers benefitting from wage increases, coming on stream. One key project concerns that lift maintenance industry. The industry is growing, as Singapore becomes more build up and more and more HDB flats get fitting with new lifts. But the workforce of the industry is not growing. To raise the capability of the workforce of the industry and attract more technicians into this field, we are encouraging various industry players to come together, to agree to develop an industry-wide, structured training process for workers, recognise a common professional certification for workers, and pay new entrants better in order to attract them into the industry. With that, lift maintenance technicians will be more similar to other professions such as aerospace technicians, maritime officers or safety officers. We hope to have the support of industry players.
MIWU has done well in this area. Thank you and keep it up!
Membership
Another key area of contribution that we should pay tribute to is your efforts to grow membership. One clear indication of your ability to adapt and embrace change is your branches. MIWU is supposed to be a Union of craftsmen. This explains why you have Branches from companies that made watches (such as Seiko Instruments), ball bearings (such as Minebea), or jewellery.
But times have changed, economy and technology have evolved, and MIWU has successful moved with the times. So in more recent times, you have organised Branches such as Kinergy Ltd and ETLA Limited that makes machines for the semiconductor industry; Swiss Precision, Univac and Leica Instruments that supports the Medtech and medical optics industry. Well done once again.
Leadership Development and Renewal
Leadership development and renewal is a key priority of the Labour Movement today. Yesterday evening, the Secretary General of NTUC has spoken at great length of the need to do so, the steps that the Labour Movement is taking, under the 3F model – Flow In, Flow Up and Flow On.
I am glad that MIWU is strong supporter for leadership renewal. For the past 2 decades you have a 25% leadership renewal for each term of office. Recently you have introduced 4 observers in your Executive Council as a process to induct them into the leadership of the Unions. You have also passed a resolution at your Executive Council for leaders to pass on the baton when they reach prevailing retirement age. I understand that you are also working on an amendment to your Union Constitution to reflect this.
Our senior leaders, such as Brother President John De Payva and Brother Cyrille Tan, have set the tone for leaders in the Labour Movement, when they announced their Flow On plans. They are doing so for the long term interest of the Labour Movement, and to open up opportunities for younger leaders to prove themselves and to grow into senior positions.
Younger leaders, including me, need to reciprocate the acts of senior leaders, by pledging to learn as much as we can from the experiences and wisdom of the seniors. Whatever Flow On positions they hold in future, the young shall always held the seniors in high regard, because it is the senior that toiled the ground, build the foundations for a better Labour Movement, and create the stage for the young to move up the ranks.
My own position as ES of NTWU today is owed to my seniors and predecessors. I am secondee in NTUC, with no ground support. So when previous ES Brother Seng Han Thong was out of action due to his injury and I was asked to cover the ES position, Brother Ong Ah Heng stepped in as my mentor. Like a caring uncle, he brought me to visit various bus interchanges and workshops, and held dialogues with members and committee members. He would let me answer most of the questions, but would always come in at appropriate junctures to help me out. Gradually the ground accepted me. When Brother Seng Han Thong returned to work, he publicly gave me his support before all NTWU elected leaders, before handing the baton formerly to me. Without them, I would not be able to settle into the job as comfortably as I have today.
Conclusion
Young leaders owe the seniors their utmost gratitude and respect. On this note, I wish everyone a pleasant and Uniquely MIWU evening. Thank you.
