MDDI 演講稿 · 2024-05-29
高階政務部長陳杰豪在ATxEnterprise的開幕主旨演講
要點
- • 新加坡數字經濟貢獻約70%的GDP；東南亞網際網路經濟規模預計去年收入約達1000億美元；新加坡在IMD數字競爭力排名中位列全球第三。
- • 政府推出《數字企業藍圖》（DEB），聚焦AI採用、快速規模化、網路安全韌性及員工技能提升四大支柱，預計惠及至少5萬家中小企業，延續自2017年啟動、已累計服務近10萬家企業的"中小企業數字化"計劃基礎。
- • 現有22項行業數字化計劃將全面更新納入AI路線圖，同時為所有預批准數字化解決方案開啟AI功能，目標是在未來兩年內惠及至少1.5萬家中小企業。
- • 資訊通訊媒體發展局（IMDA）推出的"面向數字領導者的生成式AI計劃"將聯合微軟、亞馬遜雲科技等科技企業，支援至少400家數字化領先企業開發定製AI解決方案。
- • 輝達（NVIDIA）、Tribe與數字工業新加坡將聯合推出AI初創企業孵化計劃，提供30億美元種子資金，支援初創層面的AI創新。
- • "先進數字解決方案"計劃將為有獨特需求的行業催化開發整合型、雲原生數字解決方案，經驗證有效後納入預批准方案，供中小企業大規模採用。
完整譯文（繁體中文）
MDDI 英文原文譯文 · 翻譯日期: 2026-06-21
1. 早上好，各位。今天能來到 ATx Enterprise，有機會在這裡見到許多熟悉的面孔和合作夥伴，我感到非常高興。
2. 今天，我想談談支援我們企業數字化轉型之旅的下一步。數字化與數字技術正在我們的經濟、行業和企業中發揮越來越重要的作用，並切實影響著我們的工作場所——這對在座各位來說都不是什麼驚天秘密。
3. 事實上，我們與眾多合作伙伴在這一領域已耕耘多年。得益於中小企業、企業及技術合作夥伴的支援，新加坡的數字經濟蓬勃發展、充滿活力。各位身處全球增長最快的地區之一——東南亞。網際網路經濟持續增長，去年收入估計約為 1000 億美元。數字經濟正在影響幾乎所有行業。
4. 今早我在廣播中聽到一句話：如果你的工作涉及拿手機或敲鍵盤，那麼你的工作將被包括人工智慧和生成式人工智慧（GenAI）在內的技術所顛覆和改變。對新加坡而言，這千真萬確。我們數字經濟貢獻了 GDP 的 70%，它創造了優質就業機會和良好發展前景。這對新加坡尤為重要——新加坡是一個開放經濟體，地下沒有石油，山中沒有稀土礦藏，必須依靠創新、勤奮以及在全球經濟中保持競爭力。
5. 在支援我們的經濟、行業和企業運用技術方面，我們正在夯實堅實的基礎。這條路並非始於 AI 或 GenAI 這些流行詞。事實上，它歷經數十年的積累。多年前便已開始的艱苦努力，從最初的公務員資訊化計劃，到將技術引入工作場所，再到在新加坡為每家每戶鋪設光纖基礎設施——那已是十多年前的事了。我們早在 1996 年便有了如何運用技術的願景，以《國家資訊科技計劃》（National IT Plan）為起點，至今已歷經逾 30 年的積澱。在支援我們的企業、行業和商業運用技術方面，我們已取得良好進展。多年來，每 10 家中小企業中有 9 家採用了至少一項數字技術。
6. 我一向鼓勵新加坡人和海外賓客親身感受技術如何被廣泛運用——而最好的去處莫過於新加坡本身。我們對自己的飲食文化深感自豪——哪裡有本地美食，哪裡有最好吃的雞飯。這些年來，大家都看到了我們熟食中心和食閣的變化。超過 50% 的小販已採用技術並提供電子支付選項，尤其是新生代小販和食檔。技術的應用不僅限於大型企業和中型中小企業，我們的小販、熟食中心和組屋區商店也在積極擁抱技術。COVID-19 為這一程序注入了新的推動力。在 IMD 最新數字競爭力排名中，我們在全球位列第三。但還有許多工作有待完成。
7. 我們已投入多年心血，取得了良好進展，但周遭世界正在改變——不僅是技術層面的進步，還有商業機遇與增長。在支援我們的行業和企業方面，還有更多事可以做。如何幫助它們充分、更好地利用生成式 AI 等新興技術？我們如何支援剛剛踏上數字化轉型之旅的中小企業，助其走得更深更遠，充分發揮過去幾年已投入積累的能力？我們如何縮小中小企業與擁有更多資源、更強風險承擔能力的大型企業之間的差距？對於有此抱負的中小企業，我們如何彌合這一差距？最重要的是，我們如何提升員工技能，讓他們充分把握工作場所中的技術進步與發展機遇？
8. 我們推行"中小企業數字化"計劃（SMEs Go Digital，SMEGD）已近六年——該計劃於 2017 年啟動——並與各合作伙伴、行業協會以及與中小企業密切合作的商業團體緊密協作，我們對中小企業在運用技術方面所面臨的部分挑戰有著清晰的認識。
9. 我常開玩笑說，幾年前 COVID-19 之前，當通訊及新聞部（MCI）和 IMDA、網路安全域性等機構走出去向各行業倡導技術應用時，我們往往像是主動上門敲門的那一方——結果卻吃了閉門羹，因為技術被視為成本驅動因素，沒人將其看作投資和收入的驅動力。
10. 但多年來，尤其是 COVID-19 之後，對話的內容已經發生了改變。中小企業，尤其是年輕一代的業主和管理層，渴望運用技術。但挑戰在於，他們不知道從哪裡開始。該怎麼做？如何應對技術實施的複雜性？那些遺留企業系統又該怎麼辦？如何從中過渡出來？如何更好地利用在技術上的投資？這些正是我們近一兩年來愈來愈常見的對話內容。
11. 我們正在多年來陸續推出的各項計劃——如 SMEGD、CISO 即服務（CISO-as-a-service）等——所奠定的良好基礎上繼續前行。接下來我們該走向何方？這正是數字企業藍圖（digital enterprise blueprint）的核心所在——回答這些問題，規劃前進方向。
12. 在思考數字化轉型下一階段時，我認為有些東西不會改變。是的，技術改變了我們做事的方式，這些或許也必須隨之改變。但我認為，有些根本性的原則是我們認定不應改變的。
13. 其中一個根本原則是：技術不能為技術而技術。在企業生態系統中擁有最炫或最昂貴的技術，並不是用來炫耀的資本。技術是為目的服務的，對企業而言尤為如此。關鍵在於解決迫切的業務問題，真正發揮作用。它如何讓我的工作變得更好？如何讓我的客戶和顧客獲得更好的體驗？如何幫助我創收、獲取市場份額、節省成本、提升競爭力？技術是用來解決問題的。
14. 這不僅僅關乎使用技術。很多時候，無論是雲端計算、web3 還是 GenAI 這些聽起來高大上的技術，都不是簡單地將技術搬進工作場所就能奏效的。關鍵不在於那些零和一，而在於思維方式的轉變——文化、人——讓技術真正在職場發揮作用，為員工和企業帶來改變。因此，不只是為了技術本身，同樣也關乎思維、文化與人。
15. 我們幾年前推出的一項創新舉措——許多企業和商業協會都認為頗具價值——就是我們所稱的《行業數字化計劃》（Industry Digital Plans，IDPs）。迄今為止，我們已在多個行業推出了 22 份 IDP，涵蓋從保安服務、餐飲服務到法律服務等廣泛領域。IDP 究竟是什麼，為何它能成為我們進一步推進工作的有益基礎？
16. 首先，IDP 真正體現的是整個行業的集體所有權——該行業的關鍵利益相關方，包括商界領袖、負責該行業的政府機構、工會領袖，以及技術合作夥伴，共同匯聚一堂，為該行業描繪共同願景，再製定計劃以實現這一目標。我們不會本末倒置，先說"我們想用這項技術，這些都是美妙的創新"，然後再去為解決方案尋找問題。我們從問題出發，從對前進方向的集體共識出發，再去尋找相應的技術。這些基本原則，我認為不需要改變，即便我們規劃下一階段，也不應改變。
17. 今天，我們正式啟動數字化轉型的下一階段，將其命名為《數字企業藍圖》（Digital Enterprise Blueprint，DEB），預計未來數年內將惠及至少 50,000 家中小企業。我認為這還是一個保守的數字。自"中小企業數字化"（SMEs Go Digital）啟動以來，過去幾年已惠及近 100,000 家中小企業。展望未來，我們認為新升級的 DEB 憑藉全新能力、全新合作伙伴關係和全新創新，將至少再惠及 50,000 家中小企業。
18. 讓我簡要介紹一下 DEB 的四大重點領域。第一，支援我們的企業變得更智慧，尤其是藉助人工智慧。第二，支援我們的企業更快擴張，以抓住尤其是在區域內湧現的大量機遇。第三，在這個數字世界中，談創新、談提升技能、談變得更智慧，都離不開安全保障。您不希望自己的企業在數字化轉型的道路上一路馳騁，卻因遭遇一次網路安全事件或事故而一蹶不振、無法恢復。因此，第三點是網路韌性——更安全。第四，支援我們的員工提升技能，把握各種機遇。
19. 讓我簡要談談這四大支柱、四大重點領域。第一個是人工智慧（AI）。我想在座各位無需多加說服。AI 是變革性技術，幾乎可以說是像網際網路一樣的通用技術，將觸及每一個數字系統、每一種職業、每一個行業。與其假裝這一切不會發生，不如擁抱這項技術，站在變革的最前沿。我認為最好的詮釋是：雖然我們無法預測未來，但預測未來的最佳方式，就是創造未來——支援我們的企業採用技術，尤其是 AI。
20. 我們如何做到這一點？我們從幾個方向入手。首先，從廣泛基礎層面來看，新加坡有超過 200,000 家中小企業。我們如何支援所有這些企業？您可以是一家餐飲（F&B）外賣門店，可以是一個小販攤位，可以是一家醫療領域的中小企業，也可以是酒店業的中型企業。我們如何幫助所有企業、所有中小企業迅速從 AI 中受益，而無需經歷所有技術複雜性，也無需付出高昂的"學費"？一個辦法是：我們將更新已釋出的 22 個 IDP，在重新整理所有 22 個計劃時，納入 AI 功能、AI 能力和 AI 路線圖。
21. 其次，作為"中小企業數字化"（SMEs Go Digital）的一部分，我們提供了一套預先審批通過的解決方案，貴行業的中小企業可以根據自身數字成熟度來判斷需要解決哪類問題。不同的中小企業擁有不同的成熟度水平。根據您的數字成熟度，有哪些經過預先精選、附帶政府支援的解決方案可供訂閱？對於這些預先審批的解決方案，我們將在條件允許的情況下全部開啟 AI 功能，為我們的企業使用 AI 注入強勁動力。因此，您無需擔心所有的複雜性，無需聘請 AI 工程師、AI 科學家，去研究選擇哪種 AI 以及如何實施。只需採用數字解決方案，底層便已為您配備了強力 AI。我們預計未來兩年內將惠及至少 15,000 家中小企業。這便是第一點——廣泛基礎。
22. 我們看到了令人鼓舞的良好開端。例如，Rajah and Tann 等律師事務所正在使用 AI，在一定程度上是生成式 AI（GenAI），用於知識管理。他們有一個名叫「Ask Mohan」的系統。我不知道 Mohan 是誰，但這個系統叫做「Ask Mohan」。Mohan 是一套出色的 AI 驅動知識管理系統，讓律師能夠迅速檢索案例先例和法律案件——只需數秒或數分鐘，而過去則需要數週乃至數小時。
23. 這不僅僅是法律服務領域的故事。我們還看到更多中小企業，包括教育領域的企業，例如 Algora Co-learning——一家面向幼兒的教育機構——正在使用 AI 賦能的 CRM 系統，更好地管理和服務客戶。我理解他們的意思是：藉助這些系統，家長投訴減少了，他們也在有效管理各利益相關方。我們看到了令人鼓舞的支援和成果。目前我們"中小企業數字化"解決方案中已有 20% 支援 AI——如上述示例所示，我們將確保在未來數年內為所有解決方案賦能。
24. 這不僅僅是關於廣泛基礎的支援。我們也在鼓勵前沿領域的創新。部分中小企業希望定製或自主開發 AI 解決方案，以解決自身面臨的問題——或許是其獨特處境，或創造智慧財產權——他們相信這些智慧財產權可以複製、擴充套件，並用於解決行業內外其他地方的類似問題。那麼，我們如何支援那些具有藍海思維、數字化程度較高的中小企業開展創新？
25. 作為 DEB 的一部分，我們正在採取兩項舉措。第一，我們將這些企業與 Microsoft、Amazon Web Services（AWS）等科技領軍企業配對，以支援由 IMDA 主導的"GenAI 數字領軍企業計劃"（GenAI for Digital Leaders Programme）。未來幾年，我們預計將支援至少 400 家此類創新型、數字化程度較高的企業。我們同時也在支援初創企業。我很高興稍後與大家分享：NVIDIA、Tribe 與 Digital Industry Singapore 將聯合釋出一項倡議——一個 AI 初創企業孵化專案，以 30 億美元作為該 AI 孵化計劃的種子資金。因此，我們不僅在初創企業層面支援創新，也在為那些希望開拓新領域、勇於創新的數字化程度較高的企業提供支援。
26. 變得更智慧固然重要，但中小企業往往會告訴我們，他們需要更快地擴張，以抓住市場機遇——不只是在新加坡，也包括海外。他們如何實現擴張？舉個例子，從一家珍珠奶茶店起步，憑藉成功的配方和模式，在未來幾年內擴充套件到 10 家門店。當揹負著遺留系統時，擴張並不容易。對於沒有龐大 IT 團隊來管理這些複雜問題的小企業來說，更是難上加難。
27. 那麼我們該怎麼做？我們計劃在 IDP 框架內提供更多整合解決方案。這樣，採用了大量預先審批解決方案的中小企業就能確信：隨著時間推移，當他們採用更多、更大套件的數字解決方案時，這些解決方案能夠相互相容、互通互操作，並隨著企業業務的擴充套件實現更快的規模增長。
28. 如果市場上尚未提供此類整合解決方案——這是可能發生的，因為某些行業領域可能有其獨特的問題陳述和獨特需求——我們將如何應對？我們將通過先進數字解決方案（Advanced Digital Solutions，ADS）團隊催化此類整合解決方案的開發。我們將聯合行業牽頭方和 IDP 合作伙伴，梳理出問題陳述，並歡迎業界提出創新方案，以解決這些問題並建立整合數字解決方案。如果驗證有效，我們將把它們納入預先審批方案，以證明大眾市場可以採用這些解決方案。這樣一來，我們將擁有更多整合解決方案，以支援我們的中小企業提升技能、實現其抱負。
29. 最後，針對在座技術傾向較強的聽眾，我們將要求越來越多的"中小企業數字化"解決方案採用雲原生架構，以實現可擴充套件性、安全性，並能更便捷地完成部署。
30. 昨天，我走訪了 Wanpo Tea Shop，一邊品嚐珍珠奶茶，一邊與店主交流。他們生意興隆、顧客絡繹不絕，但在擴張業務方面遭遇了困難，因為各系統各自為政，不得不依賴大量人工錄入和錯誤對賬。藉助我們於 2022 年在餐飲服務 IDP（Food Services IDP）下推出的整合數字解決方案，他們得以實現規模擴張。我很高興地宣佈，他們的珍珠奶茶業務即將走出裕廊 Jem 商場，擴充套件至新加坡其他地區。
31. 讓我談談第三個重點領域。我講到了"更智慧"和"更快擴充套件"，但"更安全"同樣至關重要。根據新加坡網路安全域性（CSA）的《網路安全健康報告》，他們於2023年進行了一項調查，結果令人頗為意外。十家中小企業中有八家受到網路安全事件的影響，比例相當高。我經常告訴中小企業老闆和行業夥伴：你也許並非攻擊目標，但很可能成為附帶受害者。當勒索軟體在野外肆虐時，你永遠無法預知何時會中招，你可能就是受害者之一。
32. 在這十分之八中，幾乎所有企業都遭受了一定程度的業務損失、聲譽損失、客戶資料洩露，或遭到勒索軟體攻擊導致資料被鎖定，不得不支付部分贖金，這令人惋惜。
33. 在調查中，我們發現網路衛生水平極低——僅有三分之一的企業採納了CSA所提出的五項基本網路安全要素中的至少三項。因此，企業的網路衛生水平整體偏低。
34. 當我們詢問他們為何不採取更多措施時，許多中小企業表示：是的，我想做得更多，但希望不要太貴、成本不要太高。然而，我仍然不知道從哪裡開始，甚至沒有能力邁出第一步。
35. 那麼我們在做什麼？我將從兩個方面描述我們的方法。一是"更堅固的鎖"，二是"更安全的街道"。為什麼強調"更堅固的鎖"？這與現實的物理世界並無不同。每個家庭——我們所有人——都必須投資於自身的安全系統。離家時，你不會讓門處於未鎖狀態，你會投資一把合適的鎖。
36. 同樣，每家中小企業都需要投資於自身的網路安全，以維護與客戶的信任、確保業務的持續運營。這是一項投資，而不僅僅是一項成本。
37. 我們正在採取多項措施支援中小企業。例如，推出網路安全基礎認證（Cyber Essentials）和網路信任標誌（Cyber Trust Mark），為中小企業提供清單，告知他們需要做什麼。我們還推出了"首席資訊安全官即服務"（CISOaaS）——如果你不確定該怎麼做，我們會補貼顧問為你提供指導——這有點像健康新加坡（Healthier SG）健康計劃。
38. 但除此之外，我們也在提升數字解決方案的標準，因為中小企業會告訴我們：我採用了數字解決方案，但我不知道這些解決方案的網路安全水平如何。
39. 作為"更堅固的鎖"舉措的一部分，我們也在提升數字解決方案提供商的網路安全標準。一方面，將其納入預批准解決方案體系並設定相應標準；另一方面，與雲服務提供商緊密合作，提升其技術生態系統的標準。
40. 以上是關於"更堅固的鎖"的內容。但與此同時，我們也承認，正如在物理世界中，即便擁有最好的鎖和最佳的安全系統，如果你生活在犯罪猖獗的危險社群，這些也可能幫助有限。
41. 那麼，我們如何在數字世界中確保中小企業擁有更安全的街道、更安全的社群和更安全的數字運營環境？CSA正在與合作伙伴緊密協作，共同推進這一目標。
42. 其一，提升每個行業的網路安全標準。作為我們更新版行業數字計劃（IDP）的組成部分，我們將探討如何將網路安全考量更深入地嵌入IDP之中。
43. 但CSA也在逐個行業地開展工作，尤其針對高風險行業，研究如何提升整個行業的網路安全態勢。
44. 一個典型案例是我們在醫療衛生領域所做的工作。這是一個我們都知道掌握著患者極為敏感個人資訊的行業。而且，在新加坡——我想世界許多其他地方亦是如此——醫療服務提供商並非只有一家。
45. 並非只有一個提供商——並非由一個政府機構提供所有醫療服務。有全科醫生（GP）、專科診所的醫生，這些診所分佈在不同地區。如果你想建立一個允許資料流通的系統，這意味著每一個全科醫生終端都可能成為易受攻擊的端點。
46. 那麼，我們如何全面提升標準？這正是CSA與衛生部攜手合作的意義所在——我們正在推出全國電子健康記錄（NEHR）系統。我們不僅要提升核心系統的標準，還要提升整個醫療衛生行業的標準，包括各個端點。我們正在與百匯盛頓（Parkway Shenton）等合作伙伴攜手，全面提升其醫院及轄下全科醫生診所的網路安全水平。
47. 這是一種思維方式的轉變——我們不僅要在企業層面思考"更堅固的鎖"，更要在整個行業層面思考"更安全的街道"。
48. 我將簡要談及最後一個重點領域，因為我認為這是相當直觀的道理。曾有一位智者告訴我：最穩妥的虧錢方式是賭博，最快的虧錢方式是投資於你一無所知的技術。但我還要補充一句：最愚蠢的虧錢方式，是已經在技術上投入了資金，卻不培訓員工如何有效使用它。
49. 所以，請不要愚蠢。你已經進行了大量投資，要獲得良好回報，就必須培訓員工、調動他們的積極性，對他們進行技能再培訓和工具升級，使他們能夠有效使用你在業務生態系統中部署的技術。
50. 我們是如何做到的？在DEB中，我們專注於兩件事。第一是普通勞動力。我們如何支援普通勞動力？在IDP框架下，當我們與關鍵利益相關方共同為每個行業制定數字化路線圖時，這一轉型旅程中最重要的利益相關方之一，正是人員和員工本身。
51. 作為更新版及新推出的IDP的組成部分，我們將制定一套數字技能培訓路線圖。當企業選擇採用某項解決方案時，該方案附帶一套為員工推薦的培訓內容——需要學習哪些技能？可以聯絡哪些培訓機構？可以申請哪些政府補貼？
52. 因此，請充分利用這套數字技能培訓路線圖。這不僅僅是採用數字解決方案的問題，還請培訓你的員工，讓他們學會如何最有效地使用這些數字解決方案。明智地選擇培訓機構，政府也會為此提供支援。
53. 以上是我們正在做的第一件事，我們將與合作伙伴——無論是全國職工總會（NTUC）、e2i、技能創前程新加坡（SkillsFuture Singapore），還是其他不同機構——更緊密地協同推進這一集體努力。
54. 我們正在做的第二件事，是確保在這個生態系統中有足夠的科技人才和技術專業人員，以支撐我們在技術創新、部署以及系統運營和維護方面的各項工作。
55. 我們需要技術專業人員，而全球正面臨短缺。過去五年，我們創造了額外5萬個新工作崗位，技術專業人員從幾年前的約15.5萬人增長至今天的逾20萬人。即便如此，職位空缺依然存在。在任何時間點，市場上可能約有1萬個空缺職位。
56. 我們如何在這方面支援企業？有兩個方面。一是對現有的20萬名IT專業人員進行工具升級和技能再培訓，使其掌握雲端計算、移動技術、軟體開發新方式或人工智慧等領域的新技能。
57. 我們正在通過科技技能加速器（TeSA）計劃對技術專業人員進行技能再培訓和工具升級，目標是在未來數年內對至少1.8萬名專業人員進行高需求技能的再培訓。
58. 技能再培訓和工具升級是必要的，但還不夠。我們需要一批源源不斷的新人才加入，尤其是在人工智慧等新興技術領域。
59. 此前，我們承諾在未來數年內培訓1.5萬名AI專業人員。因此，我們既要對現有的技術專業人員勞動力進行工具升級和技能再培訓，也要在新興技術的高需求技能領域開闢新的人才培育路徑。
60. 我們深感欣慰，因為這不僅僅關乎各類計劃和方案。談到人力資源，不只是進展和舉措，而是切實改變了某個人的生活——知道有人已經成功走完這段旅程，藉助我們推出的各項舉措實現了蛻變。我很高興見到了兩位這樣的人。
61. 其中一位是Christopher，他並非科學、技術、工程與數學（STEM）領域科班出身。他曾擔任驗光師長達15年，但因對科技抱有濃厚興趣，決定勇敢邁出一步，參與了TeSA旗下的所有課程。如今，他已成功轉型為雲端計算與軟體工程師，並在技術開發與部署工作中發揮了重要作用。
62. 這不僅僅是看一個人的起點，更是陪伴他走過一段旅程。Haikal畢業於工藝教育學院（ITE），先後修讀了高階職業技術教育證書（Higher NITEC），並在僱主支援下通過工讀計劃完成了理工學院課程，目前正在新加坡管理學院（SIM University）修讀網路安全管理專業。
63. 這是我們正在推動的一項重要轉變。這不僅僅是看候選人的學歷資歷，而是著眼於技能，根據一個人是否具備勝任工作的能力來錄用他，而非看他手持何種文憑。在職期間，對他們進行工具更新與技能再培訓，使他們能夠獲得更好的薪酬與更多機會——只要他們願意為之努力奮鬥。
64. 所有這一切都離不開合作伙伴關係，這也引出了我最後一張幻燈片的內容。令我深感欣慰的是，在制定數字企業藍圖（DEB）的過程中，我們廣泛徵詢了各方意見，與業界人士及公眾進行了深入交流，收到了許多熱情積極的回應，大家對我們所能做到的事情充滿期待。
65. 令我更加感動的是，有人不僅告訴我們這件事值得去做，還主動站出來說："我願意與你們一同推進。讓我們攜手合作，因為我們相信這將產生切實影響，是互利共贏的結果。"
66. 今天，我們從七位合作伙伴起步。我們很高興新加坡工商聯合總會（Singapore Business Federation）加入我們的行列，他們承諾將依託其3萬家中小企業（SME）網路，幫助推廣藍圖中的各項舉措，讓更多會員從中受益，並攜手更多會員共同邁入數字化的下一階段。
67. 其次，我們非常高興能夠與微軟（Microsoft）、亞馬遜雲服務（AWS）和Salesforce攜手，共同推動生態系統中的人工智慧（AI）應用。就微軟而言，我們瞭解到其Pinnacle AI計劃，旨在讓更多中小企業能夠更便捷地獲取Copilot解決方案，同時支援中小企業創新。Salesforce正在推出其Data+AI Boost計劃，預計在未來數年內惠及至少5,000家中小企業，我期待Salesforce帶來的這一助力。
68. 我們與微軟（Microsoft）和亞馬遜雲服務（AWS）共同支援"面向數字領袖的生成式AI（GenAI for Digital Leaders）"計劃，幫助逾400位數字領袖進行創新、開發適合自身的解決方案，並將其推廣至更廣泛的行業乃至更大範圍。
69. 除了推動AI應用之外，我們還希望提升數字解決方案提供商的能力，因為他們是企業採用數字解決方案的重要渠道。我非常欣慰地看到亞馬遜雲服務（AWS）和微軟（Microsoft）與我們攜手合作，共同為依託其平臺的解決方案使用者生態系統提供更好的裝備，使其具備AI和生成式AI（GenAI）方面的新能力，提升網路安全防護水平，並觸達更多企業、獲得更多業務增長機會。這是互利共贏的結果。在此，衷心感謝亞馬遜雲服務（AWS）和微軟（Microsoft）。
70. 網路安全域性（CSA）也正在與亞馬遜雲服務（AWS）、微軟（Microsoft）和谷歌（Google）在多個方面開展合作。其中之一是擴大現有的雲安全合作，大力推動通過雲原生架構加速擴充套件，並進一步推廣雲應用。我們希望確保雲安全達到應有水準，讓企業在將數字解決方案遷移至雲環境時能夠放心，確保其安全可靠。我們正與雲服務提供商密切合作，加強圍繞雲服務及部署在雲端的數字解決方案的網路安全防護。
71. 最後同樣重要的是，我非常感謝我們本土的科技行業協會——新加坡電腦學會（SCS）和SGTech——積極聯絡我們的科技社群：一方面提升各界對數字企業藍圖（DEB）的認知，另一方面廣泛動員科技企業踴躍參與各項舉措。
72. 例如，SGTech將在其逾1,400家企業網路中，為至少300名TIP學徒提供優質學徒實習機會。SGTech還將推動以技能為導向的招聘、留才與人才發展。
73. 就新加坡電腦學會（SCS）而言，我們很高興看到他們將外展工作擴充套件至非資訊通訊技術（ICT）領域。這不僅僅停留在政府與政府之間的層面，而是上升至行業協會層面，向非科技行業伸出援手，無論是製造業、會計業還是法律服務業，都要攜手並進。我們希望共同提升各行各業，而新加坡電腦學會（SCS）正積極發揮其作用，帶動其他兄弟行業協會一同前行。
74. 我剛才提到了向非科技行業提供支援的問題。就在此刻，另一場諒解備忘錄（MOU）簽署儀式正在同步進行——資訊通訊媒體發展局（IMDA）正與新加坡法律學院（Singapore Academy of Law）簽署諒解備忘錄，合作為法律行業開發基於ChatGPT的情境大型語言模型。這不僅僅是支援我們自身所在的行業，我們正在積極延伸觸角，攜手各行各業共同前行，無論是在政府與政府層面，還是在行業協會與行業協會層面。
75. 我們歡迎更多合作伙伴加入，共同開啟數字化的下一階段。今天，我們正式釋出數字企業藍圖（DEB），但這絕非旅程的終點，而是下一篇章的開始。未來還有大量工作有待推進——我們將幫助企業變得更聰明、更安全、發展得更快，同時提升工人技能，為我們的經濟創造更好的就業機會、更廣闊的發展前景與更優質的成果。非常感謝，我們期待更多合作伙伴的加入。
演講PDF版本
英文原文
MDDI 官網原始記錄 · 抓取日期: 2026-06-21
1. Good morning, everyone. I’m very happy to be here at ATx Enterprise and have a chance to see many familiar faces and partners here this morning.
2. Today, I’d like to talk about the next bound of supporting our enterprises in their digitalisation journey. It’s not an earth-shattering revelation to anyone that digitalisation and digital technology are increasingly playing a very important role in our economy, industries and enterprises, and making a difference in our workplace.
3. In fact, we have been working on this for many years with many partners. Thanks to the support from the SMEs and enterprises of technology partners, the digital economy in Singapore is growing and vibrant. You are nestled in one of the fastest growing region in the world – Southeast Asia. The Internet economy is growing and is estimated to be about USD 100 billion dollars in revenue last year. The digital economy is impacting almost any industry.
4. I heard a comment on radio this morning: if your job entails holding a phone or touching a keyboard, your job is going to be disrupted and transformed by technology including AI and GenerativeAI (GenAI). It's true for Singapore. 70% of our GDP is contributed by our digital economy. It creates good job and good opportunities. This is more critical for Singapore, an open economy that doesn't have oil in the ground, rare earth minerals under our hill, anddepends on innovation, hard work, and staying relevant to the global economy.
5. We are building a strong foundation in terms of supporting our economy, industries and companies using technology. This road didn't just start with the buzzwords of AI or GenAI. In fact, it is multi decades in the making. Hard work started many years ago, from our very first plans to computerise the civil service, to bringing technology in the workplace, and putting in place infrastructure like fibre to every home in Singapore. That’s more than 10 years ago, and having a vision of how to use technology, starting with the very first plan in 1996, the National IT plan. It's more than 30 years in the making, and we've made good progress in terms of supporting our enterprises, industries and businesses in using technology. Over the years, 9 in 10 SMEs adopt at least one digital technology.
6. One area which I always encourage Singaporeans and our overseas guests is to see how technology is being used pervasively. And where else to go but Singapore. We are very proud of our food culture – where the local cuisine is, where the best chicken rice is. Over the years, you've seen the change at our hawker centres and food centres. More than 50% of our hawkers have adopted technology and offered e-payments options, especially newer generation hawkers and food stalls. It's not just about using technology at the big enterprises, medium-sized SMEs, but our hawkers, food centres and heartland shops are adopting technology. COVID-19 helped to give this a boost. Globally, we are ranked third in terms of digital competitiveness in the last ranking by IMD. But there’s lots more to be done.
7. We've invested many years, seeing good progress, but the world is changing around us not just in terms of technological advances, but business opportunities and growth. Much more can be done to support our industries and enterprises. How to help them to make full and better use of emerging technologies, like generative AI? How are we supporting our SMEs who have just started their digitalisation journey, to go deeper and further, to make full use of the capabilities that they have invested in over the last few years? How do we close the gaps between SMEs and larger enterprises, which have more resources and more ability to take risk and experiment with technology? How do we close the gap for SMEs who have the ambition to do so? And most importantly, how are we upskilling our workers to make full use of the advances and opportunities in the workplace?
8. Having done SMEs Go Digital (SMEGD) for almost six years – we launched in 2017 – and working very closely with partners, trade associations, and industry associations which work very closely with our SMEs, we've had a very good sense of some of the challenges that SMEs are facing in terms of using technology.
9. I always joke, a few years ago before COVID, when MCI and our agencies like IMDA and cybersecurity agencies go out and advocate the use of technology in our industries - we often seem to be the ones knocking on the door - the door gets slammed in our face, as technology is seen to be a cost driver. No one sees technology as an investment and revenue driver.
10. But the conversations have changed over the years, particularly after COVID-19. SMEs, especially younger generation owners and management, want to use technology. But the challenge is they don't know where to start. How do we do it? How do we cope with the complexity of doing technology? And what about all our legacy enterprise systems? How do we transition out from it? How do we make better use of our investment in technology? These are the kind of conversations that we've seen more recently, in the last couple of years.
11. We are building on a very good foundation of different schemes that we put in place over the years, such as SMEGD, CISO-as-a-service, etc. And where do we go from here? Really, this is the heart of the digital enterprise blueprint, answering these questions and charting the way forward.
12. As we think about the next phase of digitalisation, I think some things don't change. Yes, technology change how we want to do things, and these might have to change. But I think there are some fundamentals we recognise shouldn't change.
13. One of the fundamentals is, this is not technology for the sake of technology. It's not having the fanciest or the most expensive technology in your enterprise ecosystem so you can brag about it. Technology serves a purpose, especially more so for enterprises. Have pressing business problems make a difference. How does it make things better for me? How does it make things better for my customers and clients? How does it allow me to earn revenue, get market share, save costs, and be more competitive? Technology addresses a problem.
14. It's not just about using technology. Often times, whether is it fanciful technologies like Cloud, web3, GenAI, it's not just about lifting and dropping technology in the workplace to make it work. It is not about the ones and zeros, it is about the mindset shifts - the culture, the people - to make the technology work in the workplace, to make a difference for the workers and for your business. Thus, it's not about technology’s sake, but also mindset, culture and people.
15. One of the innovations that we started off a few years ago, which many enterprises and business associations find useful, is what we call the Industry Digital Plans (IDPs). We've launched 22 IDPs thus far in a wide-range of sectors, from security guarding, food services, to services like the legal sector. What is the IDP and why is it a useful foundation for us to build on?
16. Firstly, IDPs is really a collective ownership of the sector, but the key stakeholders in that sector, the business leaders, the government agencies championing the sector, the union leaders, the technology partners coming together to chart a collective ambition for that sector, and then developing a plan to achieve that outcome. We don't start with the cart before the horse and say this is a technology that we want to use, and this is all the wonderful innovation, and then find a problem for the solution. We start with a problem, starting with a collective ownership of where you want to go and looking for the technology. So these are some of the fundamentals that I don't think you need to change and shouldn't change even as we chart the next bound.
17. Today we are launching the next bound of digitalisation. We call it the Digital Enterprise Blueprint (DEB), and we expect that this will benefit at least 50,000 SMEs in the coming years. I think this is a conservative number. Since SMEs Go Digital started, we've benefited almost 100,000 SMEs over the last few years. And moving forward, we think that we will benefit at least 50,000 with the new upgraded DEB, new capabilities, new partnerships and new innovations.
18. Let me just talk about the four focus areas of the DEB. The first is supporting our enterprises to be smarter, especially using artificial intelligence. Secondly is supporting our enterprises to scale faster to seize the burgeoning opportunities especially in the region. And thirdly, in this digital world, you cannot talk about innovation and skilling and be smarter without being safer. You don't want to be an enterprise that's riding away for digitalisation. But once you're hit by a cybersecurity event or incident you cannot recover. So cyber resilience, be safer. And fourthly, supporting our workers to upskill them to seize opportunities.
19. Let me just briefly touch on some of the four prongs, the four focus areas. The first is about artificial intelligence (AI). I think we are preaching to the converted here. These are transformative technology, pretty much a general-purpose technology like the internet that is going to touch every digital system, every job, every industry. And rather than pretending that it's not going to happen, let us embrace the technology and be at the forefront of change. And I think the best way to describe it is that while we cannot predict the future, the best way to do so is to make the future, create it, and support our enterprises adopting technology, especially AI.
20. How do we do so? We do so in a few prongs. One, at a broad base, we have more than 200,000 SMEs in Singapore. How do we support all of them? You can be an F&B food services outlet, you can be a hawker, you can be an SME in the medical field, you can be a medium-sized enterprise in the hospitality setting. How do we help all companies, SMEs, to benefit from AI quickly, without having to go through all the technical complexity and pay a heavy price of tuition. One way to do that is that we'll update our 22 IDPs that we have already launched, to incorporate AI functions and capabilities and roadmap in all our 22 plans as we refresh them.
21. Secondly, we have a set of pre-approved solutions as part of the SMEs Go Digital, where SMEs in your sector, you can determine what is the kind of problems you're trying to solve based on your digital maturity. Different SMEs have different levels of maturity. Based on your digital maturity, what is the set of solutions that are pre-curated that comes with government support that you can subscribe to? For these pre-approved solutions, we will turn on the AI functionalities for all of them where possible, to turbocharge our enterprises in using AI. So you don't have to worry about all the complexity, hiring AI engineers, AI scientists, to understand what kind of AI to choose and how to do that. Just adopt the digital solutions and under the hood is turbocharged AI for you. And we expect to benefit at least 15,000 SMEs in the coming two years. So that's one, broad base.
22. We see promising, encouraging starts. For example, legal firms like Rajah and Tann are using AI, to some extent GenAI, in their knowledge management. So they have this system called ‘Ask Mohan’. I don't know who Mohan is, but the system is known as ‘Ask Mohan’. And Mohan is a wonderful knowledge management system enabled by AI, allowing lawyers to quickly search case precedents and legal cases. It is a matter of seconds and minutes, rather than weeks and hours in the past.
23. It's not just about legal services. We also see many more SMEs including those in the education space, for example, Algora Co-learning, which is an education institute for young kids, using AI and empowered CRM systems to better manage and engage their clients and customers. How I interpret what they mean is that they have less angry parents using some of the systems, and they are managing their stakeholders. And we see encouraging support and results. 20% of our SME Go Digital solutions are already AI enabled, as some examples showed, we will make sure that we empower all of them in the coming years.
24. It's not just about broad base support. We are also encouraging innovation at the cutting edge. SMEs want to bespoke or develop their AI solutions to solve their problems, perhaps unique situations that they face, or to create IP, which they believe can replicate and scale up and use to solve similar problems elsewhere in industry and the world. So how are we supporting those digitally advanced SMEs who have blue ocean thinking, to create new innovation?
25. Well, there are two things we are doing as part of the DEB. First, we are pairing them up with tech leaders like Microsoft, Amazon Web Services (AWS), and many others to support what we call the GenAI for Digital Leaders Programme run by IMDA. In the coming years, we expect to support at least 400 of such innovation and such digitally advanced companies. We are also supporting startups. I am very glad to share later today that we will release that NVIDIA and Tribe and Digital Industry Singapore will be launching an initiative, an incubation for AI startups with $3 billion as a seed funding for this AI incubation. So you're supporting innovation, not just at the startup level, but also for more digitally advanced enterprises who want to break new grounds and innovate.
26. Be smarter is important, but oftentimes SMEs will tell us they need to scale much faster, to seize market opportunities, not just in Singapore but overseas. How can they scale? For example, one bubble tea shop and now you have the successful recipe and format, out to 10 bubble tea shops in the coming years. It is not so easy to scale when you have a legacy system. And it's much more so for small enterprises without a very large IT team managing many of these complexities.
27. So what do we do? Well, what we intend to do is as part of the IDPs, we will have more integrated solutions within those plans. So SMEs adopting many of the pre-approved solutions have the assurance that over time as they adopt more and larger suite of digital solutions, those solutions can talk to each other, interoperate and can scale much faster as the enterprises scale their businesses.
28. Where such integrated solutions are not available in the market and it could be so because certain industry sectors may have their own unique problem statements, unique needs. What will we do? We will catalyse development of such integrated solutions through the Advanced Digital Solutions (ADS) team. Together with the sector leads and the IDP partners, we will draw out a promise statement and we welcome industry to propose innovations to solve these problems and to create integrated digital solutions. And if it works, we will move them into a pre-approved scheme to show that mass market can adopt these solutions. So we have more integrated solutions to support our SMEs in skilling and their ambitions.
29. Lastly, for the more technologically inclined audience here, we will require more and more of SMEs Go Digital solutions to be cloud native in architecture. So it's scalable, secure, and able to deploy much more easily.
30. Yesterday, I visited Wanpo Tea Shop and enjoyed my bubble tea while speaking to the owner. They are doing very well with long crowds, but they faced issues in scaling their business as they had stovepipe solutions, resorting to a lot of manual entries and reconciliation of errors. So with integrated digital solutions that we launched in 2022 under the Food Services IDP, they were able to scale and happy to announce that they will be scaling up their bubble tea beyond just Jem in Jurong but elsewhere in Singapore.
31. Let me talk about the third focus area. I talked about Be Smarter, Scale Faster, but it is also very important to Be Safer. Based on The Cyber Security of Agency of Singapore (CSA)’s Cybersecurity Health Report, they did a survey in 2023 and the results were very surprising. 8 in 10 of our SMEs were impacted by cybersecurity incidents and that’s very high. I always tell SMEs’ bosses and industry partners that you might not be the target, but you could well be the collateral damage. When ransomware is in the wild, you never know when you will be hit and you might be one of the victims.
32. Of these 8 in 10, almost all of them suffered some business loss, reputation loss, loss of customer data or ransomware attack data where their data gets locked, and they have to pay off some of the ransom unfortunately.
33. In the survey, we discovered very low levels of cyber hygiene as only one in three of them adopted at least three out of five of the very basic cyber essential aspects that CSA has put out. So the level of cyber hygiene among enterprises was very low.
34. And when we ask them why they are not doing more? Many of the SMEs say yes, I'd like to do more, but hopefully not so expensive and not so costly. However, I still don’t know where to start and I don't have the competence to even get started.
35. So what are we doing? Well, I will describe our approach in two ways. One is about stronger locks. And second about safer streets. Why stronger locks? Well, it's no different from the physical analog world. Every household – all of us – has to invest in our own security system. You won’t leave your door unlocked when you leave your house. You will invest in a proper lock.
36. Similarly, every SME will need to invest in your own cybersecurity, to maintain trust with your customers and your clients to ensure business continuity. You are investing in your own cybersecurity. It is an investment, not just a cost.
37. And we are doing many things to support our SMEs. For example, having Cyber Essentials and the Cyber Trust Mark to tell SMEs and give them a checklist on what they need to do. We also have Chief Information Security Officer-as-a-Service (CISOaaS) – so if you are not sure what to do, there are consultants that we help to subsidise to tell you what to do – it’s like a Healthier SG Health Plan.
38. But beyond that, we are also raising the standards of the digital solutions, because SMEs will tell us, I adopt the digital solutions but I don't know how cybersecure the solutions are.
39. As part of the stronger locks, we are also uplifting the cybersecurity standards of our digital solution providers. One, by setting standards for them as part of the pre-approved solutions, but also working very closely with our cloud service providers to uplift standards of their tech ecosystem.
40. So that’s on stronger locks. But at the same time, we acknowledge that even like in a physical world, we can have the best locks and best security systems, but it may not help much if you're staying in a very dangerous neighbourhood where crime is rife.
41. So how are we making sure in a digital world, we have safer streets, safer estates, and safer digital operating environment for SMEs? CSA is working very closely with our partners to do so.
42. One by uplifting the cybersecurity standards of every sector. As part of our refreshed IDPs, we will look at how we consider embedding cybersecurity considerations more deeply in our IDPs.
43. But CSA is also working sector by sector, especially for the high-risk sectors, on how to uplift cybersecurity posture in the entire sector.
44. One good example is what we are doing with healthcare. It’s a sector that we all know, holds very sensitive personal information of their patients. And it's not so easy in Singapore and I think likewise in many other parts of the world, there are multiple providers of healthcare services.
45. It's not just one provider – not one government agency providing all the health care. You have general practitioners (GP), doctors in specialist clinics and you have different geographical distribution of these clinics. If you want to have a system that allows data to flow, this means that every endpoint of your GP is the endpoint that could be vulnerable.
46. So how do we uplift standards across the board? And that's where CSA is working together with the Ministry of Health as we roll out the National Electronic Health Record (NEHR) system. How we are uplifting standards not just at the core systems, but across the entire healthcare sector, including at the end points. We are working with partners, for example Parkway Shenton, to level up the cybersecurity of their hospitals, as well as their GPs across the board.
47. This is a mindset shift we have to think about – not just at the enterprise level of stronger locks, but at the entire sector level in terms of safer streets.
48. I will briefly touch on the last focus area because I think this is something that's quite intuitive. Someone wise once told me, the surest way to lose money is to gamble. The fastest way to lose money is to invest in technology that you don’t know about. But I add on, the stupidest way to lose money is that having invested in the technology, you don't train your staff how to use it effectively.
49. So please, don't be stupid. You have made heavy investments and to yield good results, you have to train your workers and engage them, reskill them and uptool them to effectively use the technology that you have put in place in your business ecosystem.
50. How are we doing so? There are two things we are focused on in the DEB. First, it is the general workforce. How are we supporting the general workforce? As part of the IDP, as we worked out a roadmap on digitalisation for every sector with the key stakeholders, one of the most important stakeholders in the transformation journey is the people and workers themselves.
51. As part of the refreshed and newly launched IDPs, we will have as part of it a digital skills training roadmap, where companies when they choose the solutions to adopt, it comes with a set of recommended training for your workers. What are the skillsets to learn? And who are the training providers that you can tap on? And what are the government grants that you can avail yourself to?
52. So please make full use of this digital skills training roadmap. It's not just about adopting a digital solution, but please train your workers on how best to use these digital solutions. Choose a training provider wisely, and there's government support for you to do so.
53. So that's the first thing we are doing, and we will tie it more closely with our partners, whether it’s NTUC, e2i, SkillsFuture Singapore, or different agencies coming together on this collective effort.
54. The second thing we are doing is really about making sure that there's enough tech talent and tech professionals in this ecosystem to support all the things we want to do, in terms of innovating tech, deploying, or just operating and maintaining systems.
55. We need tech professionals and there is a global shortage. Over the last five years, we've created and have extra 50,000 new jobs from around 155,000 tech professionals a few years ago to more than 200,000 today. And we still have vacancies. At any one point in time, probably 10,000 vacancies in the market.
56. How are we supporting our enterprises in this regard? There are two aspects. One is about retooling and reskilling our existing 200,000 IT professionals to pick up new skills about cloud, mobility, new ways of developing software or AI.
57. We are retooling and reskilling our tech professionals under our TechSkills Accelerator (TeSA) programme and we aim to reskill at least 18,000 of them in the coming years with all these in-demand skills.
58. Reskilling and retooling is necessary, but not sufficient. We need a pipeline of new talent coming in, especially in emerging technology like AI.
59. Earlier, we committed to training 15,000 AI professionals over the coming years. So retooling and rescaling the existing workforce as tech professionals, but also creating new pathways with in-demand skills in emerging technology areas.
60. We are very heartened because it is not just about programmes. When it comes to manpower, it's not just about progress and initiatives. It is making a difference in somebody's life and knowing that someone has successfully walked that journey using the initiatives that we have rolled out. And I was very heartened to have seen two individuals.
61. One is Christopher, who wasn’t trained in Science, Technology, Engineering and Mathematics (STEM). He was an optometrist for 15 years, but he has an interest in technology and decided to take the plunge and went through all the programmes under TeSA. Now, he has been reskilled as a cloud and software engineer, and meaningfully deployed in developing and deploying technology.
62. It is also not just looking at a person and where his starting point is, but also working a journey with him. Haikal graduated from ITE and went through Higher NITEC, polytechnic that was supported by his employer under a work-study programme, and he is now studying cybersecurity management at SIM University.
63. This is an important shift that we are making. It is not just about looking at a candidate’s qualifications, but looking at skills and hiring someone for a job because he can do the job regardless of which piece of paper he is holding. And in a job, retooling and reskilling them so they can get better pay, better opportunities, as long as they're willing to work hard for them.
64. And all these can’t be done without Partnerships, which leads me to the last slide. I'm very heartened that in the process of developing the DEB, we consulted widely, engaged widely with the industry players, with members of the public and we had very enthusiastic and positive responses about what we can do.
65. And I'm much more heartened, when people tell us it's a good thing to do, but also step forward and say, “I will do it together with you. Let's work on it together because we believe it makes an impact and it’s a win-win outcome.”
66. Today, we are starting off with seven partners. We are happy to have Singapore Business Federation with us who has committed to leveraging its network of 30,000 SMEs to help to amplify initiatives in the blueprint and benefit more of its members and bring more of its members along in next phase of digitalisation.
67. Secondly, we are very happy to have Microsoft, AWS and Salesforce to strengthen AI adoption in our ecosystem. For Microsoft, we heard about the Pinnacle AI programme, making sure that co-pilots solutions are more accessible to more SMEs and also supporting SMEs to innovate. Salesforce is launching its Data+AI Boost programme to benefit at least 5,000 SMEs in the coming years and I look forward to this boost from Salesforce.
68. Together with Microsoft and AWS, we are supporting the GenAI for Digital Leaders programme to support more than 400 of them to innovate and create solutions that work for them and scale up to a wider industry and beyond.
69. Beyond working on strengthening AI adoption, we want to also raise capabilities of our digital solutions providers, because these are the important channels for enterprises in adopting digital solutions and I'm very heartened to have AWS and Microsoft work together with us to better equip their ecosystem of solution users riding on their platform to have new capabilities in AI and GenAI to be more cyber secure, and to reach out to more enterprises and have more opportunities to grow their business. It is a win-win outcome. Thank you very much for AWS and Microsoft in that.
70. CSA is also partnering with AWS, Microsoft and Google on a few things. One is by expanding our existing collaboration on cloud security and giving a big push to scale faster through cloud, native architecture, and more adoption of cloud. We want to make sure cloud security is up there and enterprises have assurance that when they move their digital solutions on to a cloud environment, it is secure. We are working very closely with the cloud service providers to tighten the cybersecurity around the cloud offerings, as well as the digital solutions sitting on the cloud.
71. Last but not least, I’m very thankful for our own tech industry associations, Singapore Computer Society (SCS) and SGTech for reaching out to our own tech community. Firstly, to raise awareness of our DEB and secondly, to bring in our tech enterprises and crowd them in to participate in many of the initiatives.
72. For example, SGTech will place at least 300 TIP apprentices into good apprenticeship opportunities among its own network of companies - more than 1,400 of them. SGTech will also drive adoption of skill-based hiring, retention and development.
73. For SCS, we’re very happy that they are expanding the outreach to non-ICT sectors. So it's not just at a government to government level, but at the industry association level, reaching out to non-tech sectors to bring everyone along, whether it's in manufacturing, accountants or legal services. We want to uplift everyone and SCS is playing its part to bring the rest of its brother industry associations along.
74. And I was talking about non-sector to non-tech sector support. At this point in time, there is an MOU signing concurrently taking place right now, where IMDA is signing an MOU with the Singapore Academy of Law to develop a context based large language model using ChatGPT for the legal sector. It's not just about supporting our own sector but we're reaching out to bring every sector along, both at the government-to-government level, and at the industry association-to-industry association level.
75. We welcome more partners to join us as we embark on next phase of digitalisation. We are launching the DEB today, but it's certainly not the end of a journey and is the start of the next chapter. There is much more work to be done as we equip our enterprises to be smarter, safer, scale faster and upskill our workers, creating better jobs, better opportunities, and better outcomes for our economy. Thank you very much and we welcome more partners.
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