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Opening Address at 23rd Singapore Institute of Safety Officers (SISO) Workplace Safety and Health Officers (WSHO) Conference

Minster of State for Manpower, Dinesh Vasu Dash

Good morning, distinguished delegates and guests.

 

Let me first thank Mr. Bernard Lew, President of SISO, for his opening address and for having me here today.

 

 

  1. I think we heard many good points that Mr. Bernard highlighted earlier. All of it started with “I”. But the most important “I” is the “I” in SISO - the Institution.

     

  2. As SISO celebrates its 50th anniversary, I want to congratulate SISO for staying the course for 50 years. It is a truly remarkable achievement to be able to continue this journey for 50 years and made possible wholly because of all of you, your belief in the purpose of what we do, and the hard work you put in to bring us to where we are.

     

  3. I always caveat this by saying that we do not want any injury nor any fatality — every single one is one too many. That said, our target has been to achieve fewer than one fatality per 100,000 workers. I am very happy to note that in the first half of 2025, we achieved 0.92 fatalities per 100,000 workers. As for major injuries, the rate is 15.5 per 100,000 workers — a historic low. This happened because of the work of all of you. Without your efforts on the ground, observing issues, highlighting risks, and flagging up matters, we would not have been able to reach such numbers. On behalf of all of us — congratulations for the wonderful work you do.

     

  4. Having said that, we cannot be complacent. 17 people still lost their lives in the first half of this year and that is 17 too many. Many of these incidents could have been prevented. We must find ways to reduce this number even further.

     

  5. The question to ask ourselves is: why? Singapore holds a strong position in the world when it comes to our reputation. When we put our minds to something, we make it work. We must make safety work for our industries, particularly in high-risk sectors and among subcontractors. If we do not, we risk falling behind in safety culture and that will harm our international brand.

     

  6. Other countries have grown quickly, but also recorded many injuries and fatalities, which makes people think twice about working there. We must be the opposite. Our statistics must remain low, so that Singapore continues to be seen as a safe place to work. This will attract better people, and in turn allow businesses to grow faster.

     

  7. The statistics highlighted earlier is even more compelling given the scale of construction activity today, we have T5, the Marina Bay Sands expansion, MRT projects, HDB developments, and more. Despite the pace of these projects, we have managed to hold down injuries and fatality rates down. That is very important.

     

  8. I should also share that before announcing these figures yesterday, I presented them to Cabinet. I can assure you that the highest leadership, up to the Prime Minister, are very concerned about these numbers. They were glad to see the reduction, but they always ask: what else can we do? How else can we further reduce fatalities and injuries?

     

  9. At this 50-year mark, it is useful to cast our minds forward and ask: what challenges lie ahead, and how do we adapt?
    1. The first challenge is climate change. Workplaces are getting warmer. We must continue heat mitigation efforts so that workers can operate in a safe environment. There were measures pushed out last year that brought about transformation of culture but more can be done as the world gets warmer.
    2. The second challenge is sustainability, which includes green technology and recycling.
      1. The new materials, processes and equipment may have unfamiliar risk profiles, which we are still learning to manage.
    3. The third is artificial intelligence, automation, and robotics. These may disrupt business and jobs, and we must manage their impact.
    4. The fourth is an ageing workforce. We must ensure older workers have opportunities to contribute, while working in safe environments.

       

  10. These four issues, climate change, sustainability, AI and automation, and ageing, are challenges, but also opportunities. It is up to all of us to turn them into opportunities. Converting challenges into strengths is in Singapore’s DNA.

     

  11. Earlier, Mr. Bernard spoke about the three “I”s — Innovation, Integration, and Inspiration. Allow me to touch on these briefly.

     

    Innovate

  12. We have already seen success with technologies like SafeSite Video Analytics, which detect risks on site, and crane stabilisers, which have reduced accidents involving lorry cranes. These are examples of proven, affordable solutions that can be scaled up with industry partnership and government support.

     

    Integration

  13. We need to internalise and integrate many of the ideas we see. Safety officers are in a privileged position as change agents on the ground. You are able to attend courses, acquire knowledge, and influence your management teams. By doing so, you help companies focus on safety, even when distracted by short-term business concerns. Only then can we build a genuine safety culture in Singapore.
  14. You cannot do this alone. You need the support of your company and your leaders, and you are in the best position to influence them. This is why it is so important for companies — and eventually Singapore as a whole — to embrace a safety culture. Safety is not about statistics or numbers; it is about culture. It should not be reduced to a tick-box exercise or a matter of paperwork. Instead, it must come from the ground up, shaped by how each of you thinks safety can be strengthened within your own settings, because you know your workplaces best.
  15. No inspector can do this better than you. We all know that inspections can sometimes be “managed” to show only what inspectors need to see. But while that may get through an inspection, it does not address the real risks and concerns in the company. A better way is to partner with inspectors, to be upfront and open, and to build a system of honest communication so you can raise issues and seek solutions together. This way, we move away from a cat-and-mouse game and instead build a collaborative environment. Only then can we create a true culture of safety in Singapore — one where MOM and the WSH Council are not seen as the good guys or bad guys, but as partners in a shared journey. That is the only way to be fully integrated as a whole.

     

    Inspire: WSH Officers Influencing Culture and Mentoring Others

  16. Lastly, the need to inspire. Competence inspires. Safety officers who are knowledgeable and committed naturally inspire confidence among their colleagues.
  17. It is important for the safety inspectors and the safety officers to have a culture of lifelong learning, because none of us can claim that we have perfect knowledge of every single thing that happens, and we need to be constantly learning. There are many professional development courses available, and I urge you to take them up.
    1. Let me share an example of this in action. Mr Bagavathiperumal Pillai Subramani from Chevron Oronite.
    2. He created a culture of open reporting instead of blame and punishment, worked closely with employees and contractors, introduced training aids, and streamlined PPE management for chemical handling. His work shows how one safety officer can make a big difference. Many of you are already doing the same in your own ways.

       

      Conclusion

       

  18. Hence with that, lets focus and pass our minds as to how we can continue to build up Singapore’s safety culture. How can we strengthen this institution of SISO that has survived 50 years. At the same time, looking at the challenges ahead of us, let's take a look at these three “I”s - how can we inspire, integrate and innovate to take SISO to the next level and to be relevant and ready for the next 50 years. Thank you very much and I wish you all the best.