Strong Corporate Practices for a Sustainable Organisation

It is crucial for NEA to build robust capabilities, given our scope of work and diversity of stakeholders that depend on our policies and services. Continuously improving our internal capabilities will allow NEA to respond swiftly and effectively in today’s complex environment.

Fostering a Sense of Belonging and Professionalism

People are central to NEA’s organisational performance and excellence. NEA continues to foster a sense of belonging and promote the development and professionalism of our people.

To achieve this, NEA has five long-term human resource (HR) strategies.
  • Brand NEA to attract the right talent
  • Develop workforce capabilities
  • Build an engaged and resilient workforce
  • Grow leadership pipeline
  • Improve HR processes and systems

Driving Employee Engagement

Since 2019, NEA has adopted a more deliberate, systematic and structured way to drive employee engagement in NEA. NEA’s Employee Engagement (EE) Framework aims to engage staff beyond their core work by tailoring to their different needs through the EE Framework. The framework is also aligned with NEA’s Cultural Capabilities and the Public Service Cares initiative that supports the national Singapore Cares movement to build a caring and inclusive society.

The dimensions of the EE framework are led by respective divisions or departments, and entities for a greater focus and synergy.

NEA Employee Engagement Framework

Creating a Positive Work Environment

NEA creates a positive work environment for our employees through fair employment and work-life effectiveness.

NEA management is actively involved in setting the vision and direction, policy formulation, implementation and feedback loop for fair employment practices. NEA had signed the Employers’ Pledge of Fair Employment Practices in April 2007, to review employment practices regularly in order to align with the fair employment principles set out by the Tripartite Alliance for Fair Employment Practices. NEA’s terms of employment are also guided by Singapore’s legislations, including the Employment Act, the Workplace Safety and Health Act, and the Retirement and Re-employment Act.

NEA’s journey towards a future-ready workforce led to the development of Cultural Capabilities to guide our staff in acquiring desirable traits to cope with the transformation.

The three Cultural Capabilities and their respective desired traits are:
  • Proactive Agility
    • Staying agile and nimble
    • Trying new ideas
    • Taking initiative
  • Collaborative Resourcefulness
    • Optimising available resources
    • Developing strong networks
    • Leveraging collaborations
  • Determined Fortitude
    • Developing strength of mind and character
    • Determination in achieving outcomes
    • Displaying the can-do spirit

NEA is proud to support the hiring of persons with disabilities as part of our inclusive workplace strategy. Since 2018, NEA has put in place a holistic framework covering strategies, initiatives and action plans to champion inclusive hiring. We also support SG Enable in its career fairs and internship programmes. As at 31 March 2021, we have helped create a conducive workplace for 21 persons with disabilities.

Our people are our greatest assets and we work closely with two active unions within NEA – the Amalgamated Union of Public Employees (AUPE) and the Amalgamated Union of Public Daily-Rated Workers (AUPDRW) – to ensure we take care of them. In recognition of our contribution towards improving the lifelong employability and welfare of NEA’s employees, NEA’s Deputy CEO (Public Health), with the support of AUPDRW and AUPE, was conferred the Medal of Commendation award for the NTUC May Day Awards 2021.

As at 31 March 2021, NEA had a diverse workforce of 3,791 working in various locations island-wide.

Breakdown by Age
In FY2020, NEA continued to recruit employees of all ages, with those below the age of 30 years old leading the group.

NEA Staff Demographics (by Age)


Breakdown by Gender
Due to the nature of NEA’s operational work which is skewed towards enforcement and field operations, there are more male applicants and hence higher chances of a male assuming the post. This trend continued in FY2020. Nevertheless, both genders are given equal consideration in the recruitment process.

NEA Staff Demographics (by Gender)


Breakdown of NEA Employees (by Gender)

 FY18FY19FY20
No. of Monthly-rated Employees3,2833,1893,348
Male2,156 (66%)2,082 (65%)2,169 (65%)
Female1,127 (34%)1,107 (35%)1,179 (35%)
No. of Daily-rated Employees522465443
Male378 (72%)331 (71%)313 (71%)
Female144 (28%)134 (29%)130 (29%)

We value our workers regardless of age and have actively re- employed our eligible retirees following the enactment of the Re-employment Legislation in 2012.

A large proportion of our employees are older workers, of which 40 per cent are aged 50 and above. Employees who were ineligible to be offered re-employment were given an Employee Assistance Payment and also connected with organisations such as the Employment and Employability Institute, to be provided with employment and training assistance.

We value our employees and strive to provide everyone with the same set of benefits, regardless of whether they are full-time or part-time employees. We trust that temporary staff hired via outsourced agencies will be covered by their respective agency’s benefits policy.

All NEA staff is covered under the Group Personal Accident (GPA) Insurance and Work Injury Compensation (WIC) Insurance. The GPA insurance provides a $100,000 24-hour worldwide coverage for death, and permanent disablement due to accidental means while the WIC insurance provides coverage for work-related injuries or death as per the WIC Act.

Staff also has the option for additional coverage for themselves, their spouses and eligible children in the Public Officers Group Insurance Scheme. They can purchase and pay the premium directly to Aviva Ltd at special rates for Public Service officers.

We support our staff in their parenthood journey by providing paid parental leave to both male and female employees to encourage shared parental responsibilities and strengthen family bonds.

Our HR policies support the career paths of employees with families and affirms our continued commitment to equality and diversity in the workplace. This has paid off with a high retention rate among male and female employees who took parental leave in FY2020.

Return-to-work and Retention Rates of Employees Who Took Parental Leave

IndicatorsMale EmployeesFemale Employees
FY18FY19FY20FY18FY19FY20
Return-to-work Rate100%100%99%100%96%100%
Retention Rate97%99%95%98%90%95%

Promoting Workplace Safety and Health

Keeping our staff and partners safe and healthy is our number one priority. To achieve this, we adhere strictly to Workplace Safety and Health (WSH) policy and governance. We actively track WSH performance, continually improve best practices, build strong WSH capabilities for emergency situations, and enhance efforts to promote a strong WSH culture.

About WSH
 WSH is managed by a network of stakeholders across the organisation, and reports to a cross-Divisional Enterprise Risk and Safety Steering Committee. The committee looks at WSH performance, strategic and systemic interventions, and WSH capability- and culture-building.

WSH Governance Structure

WSH Governance Structure

 

Monitoring Incidents
 From January to December 2020, there were 21 minor workplace injuries in NEA, the most common incident being slips, trips and falls. Incidents were investigated and reported, and learnings were shared across the organisation in a timely manner. There were no workplace fatalities or occupational diseases reported in 2020.

Type of WSH Incidents in 2020

Type of IncidentCount
Slips, trips and falls16
Aggression towards public officers1
Fell from height1
Over-exertion1
Striking against objects1
Traffic accident1
Total21

Incentivising Good Safety Habits
Aside from monitoring workplace injuries, NEA incentivises holistic WSH performance with internal WSH Scoreboard Awards for low incident rates, strong WSH programmes and innovation, and safe work practices. At the national level, NEA attained 3 certificates of commendation for the WSH Awards in 2020. Two supervisors, Mr Phua Kim Tian and Mr Mohamed Shah Al-Nawaz were recognised for their efforts in promoting WSH. The Tuas South Incineration Plant team was recognised for their WSH innovation in modifying the design of the vibrating conveyor system to enhance the safety of maintenance work.

Safety During COVID-19
To keep our workforce safe during the COVID-19 pandemic, NEA put in place a Safe Management System comprising three aspects – Risk Management, Surveillance and Staff Awareness. A range of Safe Management Measures (SMMs) were swiftly introduced in 2020, including split team arrangements, contact tracing, safe distancing reminders and provision of hand sanitisers at high touchpoints. 80 Safe Management Officers were also appointed to ensure compliance with SMMs at all NEA work premises, and employees were kept abreast of the latest guidelines through advisories and weekly staff communications. The above played a significant role in safeguarding the health of employees, and mitigating the risks of COVID-19 transmission at the workplace.

Mental Wellness
For mental well-being, NEA also provides platforms and resources to help staff cope, especially during the pandemic. We shared mental wellness tips through regular emailers, organised lunchtime talks, sent care packages to all staff, and informed staff of the available platforms they could reach out to for support, such as the counselling hotline.

Strengthening Corporate Practices and Governance

NEA has put in place best practices to ensure continued transparency and accountability to stakeholders. Other government agencies, such as the Ministry of Finance and the Auditor-General’s Office, serve as external controls to reinforce ethical and responsible conduct within NEA.

As part of our sustainable procurement practices, we encourage suppliers to follow our criteria in integrating sustainability practices in their work processes.

Approximately 400 suppliers1 who were awarded contracts in FY2020 to support NEA in our operations were mostly local companies2 with only around two per cent being suppliers from countries such as Australia, Germany, Thailand and the United States of America.

In compliance with the Instruction Manual on Procurement3, NEA ensures the three principles – transparency, open and fair competition, and value for money are met during the procurement process.

NEA established the Price Quality Scoring Framework for consistent and objective evaluation of bids submitted by suppliers. All open quotations and tenders are posted on GeBIZ for suppliers to submit their bids. To avoid any conflict of interest, the approving authority for awarding the quotations or tenders cannot be from the procuring division. In FY2020, NEA also improved our procurement processes through digitisation and robotic process automation for greater resource optimisation and sustainability.

For FY2020, NEA was allocated an operating grant of $845 million. This grant was mainly used for the implementation of key programmes to maintain high standards of public health, a clean and sustainable environment, timely and reliable meteorological services and to promote resource efficiency and conservation in collaboration with NEA’s partners and community. This aligns with NEA’s environmental priorities and desired outcomes outlined in NEA’s Strategy Map.

Major NEA projects funded in FY2020 include:

  • Development of Crematorium, Funeral Parlour and Cemetery ($18 million)
  • Development of Hawker Centres ($15 million)
  • Development of Waste Management facilities ($3 million)

Operating Expenditure

Domain AreaAmount ($m)
High Public Health Standards333
Safe, Healthy and Conducive Living Environment78
Timely and Reliable Weather and Climate Services39
Sustainable and Resource Efficient Singapore216
Vibrant Hawker Culture98
High Performance and Future-ready NEA216
Total Expenditure (based on audited financial statements)980

NEA is funded mainly by government grants. It is vital that NEA makes financially responsible and sustainable decisions for daily operations. NEA puts in place the following practices to ensure financial sustainability:

Regular Review of Fees and Charges
Fees and charges are reviewed periodically and are set based on policy intent. The principles and policy considerations when setting fees and charges are:

  • Recovering costs directly from the users of that service
  • Accounting for the full cost incurred in providing a good or service
  • Ensuring that NEA does not compete with the private sector in the provision of goods and services
  • Keeping costs affordable, and fees low, by striving to improve business processes
Continual Review of Financial Policies
To ensure resource optimisation and to uphold good corporate governance, NEA sets prudent financial policies and procedures, and reviews them regularly. These policies and procedures are published on NEA’s intranet to ensure compliance as well as to standardise departments’ practices.

Optimal Budget and Resource Allocation
The budget for the new financial year is approved by the NEA Board. As fiscal resources are limited, the budget must be allocated optimally among departments. To ensure accountability and responsible budgeting, a budget utilisation rate of 95 per cent is set as a target for departments to achieve. Periodic performance against budget allocation is conducted with departments and reported at management meetings regularly.

Audit
Each year, the NEA accounts are audited by external auditors, approved by the NEA Board and published with our Integrated Sustainability Report. The external auditors are appointed by the Minister for Sustainability and the Environment, in consultation with the Auditor-General. In addition, the Auditor-General’s Office and Accountant-General’s Department also perform both scheduled and ad hoc audits to ensure that NEA continues to adhere to good governance practices.

 


[1] The suppliers and vendors include consultants and service providers for incineration plants, facilities management, public campaigns, conservancy, cleaning and maintenance, and IT
[2] This figure excludes Small Value Purchases which may not be made through GeBIZ
[3] In 2010, the Public Sector Taking the Lead in Environmental Sustainability guidelines were updated to introduce additional measures. Under the green procurement requirement, public agencies should only purchase new office ICT equipment that can meet the latest ENERGY STAR® standards. Appliances acquired should also be cost-effective and take into account life-cycle costs. In addition, public agencies are encouraged to consider fuel efficiency and life-cycle costs when procuring passenger vehicles

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