Establishment of Tripartite Alliance for Fair Employment Practices (TAFEP)
Ministry of Manpower

A. Problem Analysis

 1. What was the problem before the implementation of the initiative?
Singapore has a diverse workforce. In addition to our historically multiracial context, globalization has further increased the diversity of our workforce. The Singapore Government also continually takes steps to raise our labour force participation rates, including efforts to retain older workers and women in the workforce and to contribute to Singapore’s economy. As a result, people from different generations, genders, nationalities and cultures often work together in the same organisation. The Singapore Government takes a proactive approach towards preparing workplaces in Singapore for the challenges of the future. In light of the increased diversity in the workforce, the Singapore Government has focused on putting in place policies and promoting practices for inclusive and harmonious workplaces. At the same time, the Singapore Government views fair employment and merit-based hiring as core tenets of employment practices, which help to support Singapore’s economic competitiveness. In searching for solutions, we have also leveraged on Singapore’s history of successful tripartism collaboration over the last 40 years and stepped up engagement of employers and unions in this area, as we believe that employer and workforce engagement is critical for achieving the objective of harmonious workplaces. In March 2005, the Tripartite Committee on Employability of Older Workers was formed to study measures to raise the employability of older workers and shape positive perceptions towards them, with a view towards raising the effective retirement age and increasing retention of older workers in the workforce. At that time, there was no designated agency to provide workers with advice and assistance on workplace discrimination issues. The general perception that older workers were less productive had an adverse effect on older workers’ employability. Many employers were also unaware of the importance of fostering fair and inclusive workplaces to enable their employees to be more engaged and productive at work, and were either unaware or unconvinced of the value of hiring and retaining workers based on merit. As Singapore has no broad-based discrimination laws, workers had little recourse against workplace discrimination other than limited legislative provisions disallowing in-employment discrimination with regard to unfair dismissals. The prevailing view amongst tripartite members then was that if left unaddressed, the difficulty in older workers finding employment because of discrimination can result in broader problems for society and the workplace. There was also recognition that apart from older workers, there was a need to address broader discrimination issues. Since 2006, the Ministry of Manpower (MOM) has pursued a promotional approach by working with the employers and unions to shape employers’ mindsets and influence workplace practices. In May 2006, the Tripartite Alliance for Fair Employment Practices (TAFEP) was established to engage the various stakeholders and raise the awareness amongst employers, employees and the public of the need to adopt fair and responsible employment practices. Since its establishment, there has been a marked increase in the awareness of fair and responsible employment practices from 46% in 2010 to 72% in 2012. TAFEP’s establishment has benefited the workforce in general, in particular older workers and women.

B. Strategic Approach

 2. What was the solution?
Since its independence in 1965, Singapore has committed to institutionalising and strengthening tripartite cooperation to find solutions to complex and challenging employment issues. In March 2006, the Tripartite Alliance for Fair Employment Practices (TAFEP) was formed to promote mindset change among employers, employees and the general public to adopt positive employment practices that are fair and equitable to all workers – including older workers. By adopting a promotional approach based on tripartite consensus, Singapore avoided potential pitfalls of legislation such as litigation and lose-lose punitive settlements that may create antagonistic employer-employee relations. Singapore’s reputation as an attractive country to do business has also been enhanced as a result of TAFEP’s non-confrontational approach and success in promoting fair employment practices. TAFEP’s main objective is to advance fair employment in Singapore by fostering fair and inclusive workplaces. Its terms of reference are as follows: Terms of Reference[Impact] Formulate guidelines for fair employment practices towards workers of all ages, genders, races and religion;[The Guidelines help to raise awareness, provide direction and guidance for employers on fair employment practices.] Initiate a fair employment movement through national and sectoral programmes to facilitate broad and effective adoption of fair employment practices; [This creates a more pervasive and sustainable form of mindset change at all levels.] Partner relevant agencies to develop industry capability and training programmes for managers, supervisors and union leaders on fair employment practices; [This equips managers, supervisors and union leaders with the skills and knowledge necessary for fair employment practices to be put in place and sustained in their organizations.] Profile case studies and best practices to create greater awareness and to facilitate sharing of experiences among employers, unions and the public; [This raises awareness among employers, unions and the public, and more importantly generates peer influence among employers who see the need for fair employment practices to become employers of choice] Give recognition to employers that are exemplary in implementing fair employment practices. [This rewards employers who implemented fair employment practices, and encourages other employers to do the same.] To achieve its aim, TAFEP has adopted a multi-pronged strategy of: 1. raising awareness and understanding of fair employment practices; 2. enabling adoption of fair employment practices; and 3. assisting and advising individuals who have workplace discrimination concerns. TAFEP’s target audiences are employers (both multi-national corporations (MNCs) and small and medium enterprises (SMEs)), employees, and the general public. Since its inception, TAFEP has tapped on strong tripartite relations by having employers, unions and the government come together to find practical win-win solutions for businesses and employees. TAFEP has sought to strengthen its outreach through various initiatives. A physical TAFEP centre was established in November 2007 to carry out promotional programmes to assist employers in their adoption of fair employment practices and develop courses and assess companies on their employment practices. In addition, TAFEP actively seeks feedback through a myriad of channels, allowing the public to provide feedback on their workplace experiences in person, via phone or email, as well as through TAFEP’s Facebook page. To educate employers and help them with the implementation of fair employment practices in their workplaces, TAFEP developed and issued a set of Tripartite Guidelines on Fair Employment Practices to set out fair employment practices that should be adopted by employers to help prevent discrimination in the workplace. To ensure its continued relevance, TAFEP last updated this set of guidelines in October 2011.

 3. How did the initiative solve the problem and improve people’s lives?
TAFEP is a unique approach where tripartite commitment was crystallized into a practical, effective promotional approach to achieve win-win-win outcomes for the employer, the employee, as well as the government. It is the only physical centre in Singapore jointly managed and fronted by the government, the employers, and the unions. This enables TAFEP to examine and handle cases and complaints of discrimination at the workplace with a holistic perspective, and also facilitates greater buy-in among relevant stakeholders, be they employers or employees. Unlike many jurisdictions in the world that have enacted legislation to combat employment discrimination, TAFEP taps on strong tripartite cooperation in Singapore to adopt a unique promotional and educational approach. In contrast to a legislative approach which adds to labour market rigidity and addresses more the form than the substance of discrimination, TAFEP’s promotional approach avoids the pitfalls of legislation such as litigation and lose-lose punitive settlements that may create antagonistic employer-employee relations. TAFEP’s approach also promotes mindset change among employers, with a more than tenfold increase in the number of TAFEP Pledge signers from around 200 in 2006 when TAFEP was established, to over 2,500 in October 2013.

C. Execution and Implementation

 4. In which ways is the initiative creative and innovative?
The implementation plan involved four key areas of work: (1) TAFEP Board The composition of the TAFEP Board was designed for tripartite representation with a two co-chair system. The Board’s main role is to discuss and forge consensus on policy issues pertaining to how discrimination issues should be dealt with. It also gives guidance to the TAFEP Secretariat in developing and implementing communication and outreach strategies. The tripartite representation on the Board enabled greater buy-in from the employers, union and the government on decisions made by the Board and programmes implemented by TAFEP. The Board is co-chaired by a senior representative each from the employers’ federation and the union, which facilitated close consultation and cooperation between employers and workers on the complex and sensitive employment discrimination-related issues. The two co-chairs are able to effectively represent their respective stakeholders’ interests whilst addressing their respective sensitivities to ensure that the TAFEP Board is able to make decisions on issues swiftly and efficiently (2) TAFEP Secretariat The TAFEP Secretariat was designed to facilitate a speedy response to tackle employment discrimination. The Secretariat is headed by a General Manager who has executive powers to manage the day to day operations of the TAFEP Centre. To tap on the expertise of the tripartite partners, the staff of the Centre included seconded officers from the tripartite partners. TAFEP’s staff strength grew steadily from less than 10 officers in 2007 to over 20 staff currently. TAFEP comprises 4 sections with well-defined functions to ensure effective and efficient implementation of policy decisions as well as development and execution of communication and outreach plans. The Promotions Section runs campaigns to raise awareness of and education employers and workers on fair employment practices. The Advisory Services Section manages enquiries, feedback and complaints concerning workplace discrimination. The Implementation Section conducts research, develops programmes and tools, run workshops and reach out to employers to enable them to adopt fair employment practices. The Corporate Services Section supports the work of these Sections by providing HR, finance and administrative support. (3) Physical TAFEP Centre To improve access to TAFEP’s services, TAFEP set up its physical Centre in November 2007. This enables employers and workers who need advice on fair employment practices to call or visit the Centre, and extends TAFEP’s reach to those who may not be comfortable with technology such as email and the Internet. The Centre’s facilities include a training room which makes it cost-effective to run courses for employers and workers at no or low costs. This allows SME employers and their workers to enjoy the benefits of training courses at affordable rates. (4) Developing Fair Employment Guidelines To provide guidance to employers and workers on what constitutes fair employment, the TAFEP Board and Secretariat developed the Tripartite Guidelines on Fair Employment Practices. This set of guidelines provides the basis on which the tripartite partners engage and advise employers and workers on what is considered discrimination or not. The Guidelines make it easy for employers and workers to understand the concept of fair employment by setting out as Hire on Merit as the key principle in the Guidelines. This allows intuitive understanding that employers should select and recruit workers on job-related factors such as qualifications, skills and experience, and factors such as gender, age, race, religion, family status and disability should not be used for determining a candidate’s suitability for the job. The Guidelines also provide useful operational advice for employers; these include advice on how to conduct job interviews fairly, as well as to handle dismissals, retrenchments and staff grievances objectively and sensitively.

 5. Who implemented the initiative and what is the size of the population affected by this initiative?
The setting up of TAFEP is a tripartite initiative, involving the government, the employers and the union. The TAFEP Board comprises members from these three partners. The Co-Chairs of the Board come from SNEF and NTUC. The TAFEP Secretariat which is responsible for the day to day operations of the TAFEP Centre also comprises seconded officers from the three partners, as well as direct hires. In running its programmes, TAFEP actively collaborates with many partners to enhance its efficiency and effectiveness. These include leading employers, industry and business associations, HR and Diversity and Inclusion (D&I) practitioners, interest groups and NGOs. Through the TAFEP Exemplary Award, TAFEP forms a network of forward-looking employers to champion change and share insights with other employers at seminars. TAFEP recognises that change can be led by industry groups, business associations and chambers to set best standards. TAFEP works with them to help their members adopt fair practices through collaborating on workshops and sharing sessions. TAFEP has worked with private HR agencies for existing HR awards to include Fair Employment Practices as a criterion. Awards such as HR Awards, CSR award and the international AARP award see TAFEP’s representation in their judging panel. Leveraging on its tripartite nature, TAFEP works with NTUC to promote progressive employment practices to enable women to return to the workforce. We jointly organised a “Best Companies for Mums” Contest to recognise employers who have put in place policies and practices that look after the needs of their women employees who have children. TAFEP collaborates with interest groups and NGOs (e.g. Society for the Physically Disabled) to organise workshops for employers, and counterparts in UK and Hong Kong to learn and share insights. These collaborations saw the publication of several research pieces on various issues related to fair and inclusive practices.
 6. How was the strategy implemented and what resources were mobilized?
All three tripartite partners contributed human resources to the setting up of TAFEP by seconding their staff to the organisation. There are currently a total of eight seconded staff. The rest are TAFEP direct hires. In addition, SNEF provides some HR and financial support in the appointment of staff and processing of payments for vendors. All three partners contribute funding to finance the operation of TAFEP, with the bulk of the resources coming from the government. NTUC helps to secure the Centre’s premises and facilities at any other union buildings at a reasonable rent. The contributions from the partners are detailed in a Memorandum of Understanding signed by the three parties.

 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
High Awareness of TAFEP A survey conducted in 2012 showed a high awareness of TAFEP at 72%, as compared to only 46% in 2010. This means that employers and workers know the existence of TAFEP and that they can turn to TAFEP for advice and assistance. Strong Commitment from Employers TAFEP encourages employers to pledge to be a fair employer. By signing the pledge, it is a commitment and an indication that they want to be a fair employer. For pledge signers, TAFEP provides a host of support services to enable them to be fair employers. We visit the company and give them customised advice on how they can improve on their HR policies and practices. We also make available our conferences and workshops to them on a complimentary basis or highly subsidised rates. We have seen the number of pledge signers increased more than ten-fold from 200 in 2006 to more than 2,500 in 2013. The strong support of employers is also shown from increasing interest in the TAFEP Exemplary Award. Started in 2010, the Award recognises exemplary organisations that have effectively implemented fair, responsible and inclusive employment practices. By recognising and showcasing these exemplary employers, TAFEP hopes to inspire other organisations to also adopt good employment practices. We have seen an increasing number of submissions for the Award. For the 2014 Awards, we received more than 130 nominations for the award as compared to 78 when it first started. Greater Buy-in from employers Another significant achievement is that the percentage of discriminatory job ads has dropped from 20% in 2006 to less than 1% in 2013. TAFEP works closely with media owners, job portals and employment agencies to bring about this achievement. TAFEP briefed these partners on the Fair employment Guidelines. They play an important role in supporting TAFEP’s work by advising their clients on the Guidelines and avoid putting out job ads that are discriminatory. Increased Capability Development TAFEP has also used seminars/workshops to educate employers so that they will adopt good employment practices. To enhance access to TAFEP’s services, various workshops are made available to employers at no cost or low cost. These include lectures on the Fair Employment Guidelines, the Employment Act, Fair Recruitment and Selection, Grievance Handling and Effective Management of Mature Employees. In 2012, around 4,7000 participants attended 71 seminars/workshops organised by TAFEP.

 8. What were the most successful outputs and why was the initiative effective?
Campaign Effectiveness Survey We conduct a campaign effectiveness survey once in two years to determine if our campaign has achieved its objectives. In 2010, the awareness of TAFEP was 46%. In 2012, it rose significantly to 72%. We have set a target of achieving 75% awareness of TAFEP in 2014. The results of the survey are studied and used to review and further fine-tune our campaign. Feedback for Conferences and Workshops Feedback is gathered from all participants of our conferences and workshops to ensure that the training we offer is of good quality. In 2013, the target we set is 85% satisfaction rate. As at Oct 2013, we have achieved a high satisfaction rate of 98%. The qualitative feedback we have received is also very positive, with participants expressing that they have found our workshops useful and benefitted from them. Monitoring of Quality of Service Delivery to Customers Providing high-quality service delivery is another of TAFEP’s achievements. We have consistently met or surpassed our targets to provide timely and effective responses to our customers. As per our the target for 2013 to respond to all feedback within 3 working days and to all complaints within 5 working days, we have done so in close to 100% of the cases. In addition, we have surpassed our target to complete management of 85% of complaints within 1 month and 100% within 3 months, with 90% and 100% for these two indicators respectively as at Oct 2013. Number of New Pledge Firms We also monitor and target to bring in an addition of 200 pledge signers each year. This is to ensure that we would continue to broaden the base of employers who practise good employment practices. As at October 2013, we have more than 2,500 employers who have signed the pledge. Between April to October 2013, we have managed to garner 380 new pledge employers. Drop in the number of discriminatory job ads Another important indicator we track is the percentage of discriminatory job ads. This has dropped from 20% in 2006 to less than 1% in 2013. TAFEP works closely with media owners, job portals and employment agencies to bring about this achievement. TAFEP briefed these partners on the Fair employment Guidelines. They play an important role in supporting TAFEP’s work by advising their clients on the Guidelines and avoid putting out job ads that are discriminatory.

 9. What were the main obstacles encountered and how were they overcome?
A key challenge was in reaching tripartite consensus on what constitutes fair employment practices, before we could begin to develop a set of guidelines that to advise employers and workers. There were many intense discussions among the tripartite partners on the issue before the Guidelines were eventually developed and finalised. TAFEP managed to overcome this challenge through the good tripartite relationship and trust built up over the years. Though each stakeholder has its own interests, they also recognised the common goal and advantage of creating fair workplaces in Singapore. Setting up the TAFEP Secretariat and the TAFEP Centre required considerable resources and extended negotiations amongst the tripartite partners on their respective roles and contributions. A Memorandum of Understanding was signed among the three partners, under which the Ministry of Manpower (MOM) contributes 3 seconded officers, while the Singapore National Employers Federation (SNEF) and the National Trades Union Congress (NTUC) contribute 2 each. All three provide funding for the Centre’s operations, with the bulk coming from MOM. In addition, SNEF provides some corporate services for HR and finance. NTUC facilitates the securing of the Centre’s premises and facilities at any union building at a reasonable rent. Managing expectations of the public was another key challenge. TAFEP’s role is to raise awareness of and educate employers and workers on fair employment practices. The aim is to address discrimination issues related to age, gender, race, religion, family status and disability. While we are not able to guarantee job seekers a job, we sometimes do encounter job seekers who expect us to help them secure a job. In such instances, we would work with other employment facilitation agencies and refer the job seekers to them for further assistance.

D. Impact and Sustainability

 10. What were the key benefits resulting from this initiative?
TAFEP’s establishment has benefited employers and workers in many ways. The key benefits include: Credible, Ready Platform for Dealing with Workplace Discrimination The setting up of TAFEP with its Board provides a ready and credible platform for key stakeholders – the government, employers and unions – to discuss issues related to workplace discrimination. With this ready platform, the partners can discuss and address workplace discrimination issues to make timely decisions. Well-Coordinated Recourse for Workplace Discrimination The setting up of TAFEP has created a designated agency which workers can turn to for advice and assistance should they encounter workplace discrimination. The Guidelines developed by TAFEP also provide a basis for TAFEP to engage the employers and foster mindset change among the employers. Employers are informed that they have to abide by the Guidelines. Though TAFEP’s role is primarily promotional and educational, we have leveraged on MOM, one of the tripartite partners, to take punitive action against errant employers where necessary. SNEF and NTUC also step in to engage their members where necessary to educate and convince them of the need and benefits of being a fair employer. In attending to customers, TAFEP strives to keep to high service standards. The target for 2013 is to respond to all feedback within 3 working days and to all complaints within 5 working days. The target achieved for these indicators as at Oct 2013 is close to 100%. In addition, TAFEP targets to complete management of 85% of complaints within 1 month and 100% within 3 months. As at Oct 2013, TAFEP achieved 90% and 100% for these two indicators respectively. Increased Awareness of Workplace Discrimination and Lower Incidence of Discriminatory Job Ads TAFEP has launched mass public campaigns to raise awareness of workplace discrimination. Through such campaigns, both employers and workers are educated that workers who face workplace discrimination can seek help from TAFEP. Awareness of TAFEP has increased significantly from 46% in 2010 to 72% in 2012. In addition, the incidence of discriminatory job ads has dropped from 20% in 2006 to less than 1% in 2013. Employers are educated on adopting good employment practices Apart from educating employers not to breach the Guidelines, TAFEP has gone a step further to put in place programmes to help employers adopt good employment practices. By helping employers to adopt good practices, their workers would benefit. TAFEP visits companies to understand their HR policies and practices and provide customised advice on how they can improve on them. TAFEP conducts and makes available workshops to them on complimentary basis or highly subsidised rates. The feedback on TAFEP workshops has been very positive with 98% who are satisfied with TAFEP’s training (as at Oct 2013). In addition, TAFEP conducts research as well as produce publications to help employers adopt best practices. These too have been well-received and appreciated by employers. Some of the compliments TAFEP received include: “Very much appreciate and thanks to Derrick and Melissa for dropping by my office to share some very useful advice with Joanne and myself. As discussed, we will amend our (job) application form soon to meet the guidelines.” – Richland Career Advisors “It was a very practical and productive workshop that directly helps improve company’s HR initiatives. The trainer maintained high level of energy, enthusiasm in engaging participants.” – ACELPLP.COM Pte Ltd More Employers committed to be Fair TAFEP encourages employers to pledge to be a fair employer. By signing the pledge, it is a commitment and an indication that they want to be a fair employer. For pledge signers, TAFEP provides a host of support services to enable them to be fair employers, including company visits and making available tools and workshops. The number of pledge signers has increased more than ten-fold from 200 in 2006 to more than 2,500 in 2013. In addition, TAFEP organises the TAFEP Exemplary Award. Started in 2010, the Award recognises exemplary organisations that have effectively implemented fair, responsible and inclusive employment practices. By recognising and showcasing these exemplary employers, TAFEP hopes to inspire other organisations to also adopt good employment practices. For the 2014 Awards, TAFEP received more than 130 nominations for the award as compared to 78 when it first started.

 11. Did the initiative improve integrity and/or accountability in public service? (If applicable)
Strong Tripartite Relations While TAFEP is unique in that it is the only physical centre that is jointly set up and managed by the tripartite partners, its model is sustainable due to the strong tripartite relations in Singapore. TAFEP’s success can be attributed to the amiable tripartite relationship built on trust over the years. The tripartite partners have learned to collaborate on many initiatives to bring about win-win outcomes. They do not take this harmonious relationship for granted and continue to work on improving this relationship. This is done through platforms such as the Singapore Tripartism Forum where the three partners co-organised forums and events to discuss issues of common interest and the Tripartite Leadership Programme, which brings together young/new tripartite leaders to deepen their relationship and mutual understanding of common issues. Memorandum of Understanding and Commitment of Partners The Memorandum of Understanding signed by the tripartite partners to set out clearly the role and responsibilities of each partner for TAFEP ensures that TAFEP’s model is transferable. This MOU avoids ambiguities and allows for more efficient and effective management of the Centre. The co-funding and on-going secondment of officers by all three partners to the TAFEP Centre ensure that TAFEP can continue to build on its services and programmes to tackle workplace discrimination. In addition, when tackling specific cases, TAFEP is able to leverage on its unique tripartite partnership. Where necessary, SNEF and NTUC would also step in to engage their members if their employment practices are found to be discriminatory. MOM is also prepared to take punitive actions against employers who breach the Guidelines. Collaboration with Other Partners for greater value-add To ensure sustainability and increase the value-add of TAFEP’s efforts, TAFEP proactively identifies and works with other partners to achieve our goals given the limited resources we have. For example, TAFEP has collaborated with the Chartered Institute of Personnel & Development (CIPD) on a research and publication on the value of mature workers. Through such collaborations, we not only tap on organisations with the relevant expertise but also achieve synergies by saving on finances required to fund such projects. Another example would be leveraging on media owners, job portals and employment agencies to help educate employers not to put up discriminatory job ads. In this way, these partners provide a value-added service to their clients while we would have fewer complaints cases to deal with downstream. Beyond Fair Employment Practices The tripartite partners are very encouraged by TAFEP’s success and achievements. In view of this, TAFEP is planning to expand its mandate to cover other progressive employment issues that might benefit from targeted promotion, education and outreach efforts. This planned expansion will transfer TAFEP’s success to other areas such as work-life harmony and flexible work arrangements.

 12. Were special measures put in place to ensure that the initiative benefits women and girls and improves the situation of the poorest and most vulnerable? (If applicable)
The establishment of TAFEP was an important learning experience for the tripartite partners. As the first physical set-up jointly run by the tripartite partners, many operational policies and processes had to be put in place. The key lessons learned include: It is important to be clear about the policy objectives. This was key when developing the Guidelines on Fair Employment Practices. By being clear that the key principle in hiring should remain Hiring On Merit, the tripartite partners achieved a common understanding in managing complex workplace discrimination-related issues and ensured that the Guidelines were aligned to TAFEP’s mission to promote the adoption of fair, responsible and merit-based employment practices, and enabled TAFEP to continue to benefit both employers and workers. In setting up the TAFEP Board, having a balanced, comprehensive representation enhanced the effectiveness of TAFEP. The co-chair model with a representative each from the employers’ and unions’ sides signals strongly that any decisions made by the Board takes into consideration the interests of both employers and workers. The Board also comprise women as well as representatives from the minority groups. This ensures that the Board has a holistic perspective of the relevant groups when making any decision. A multi-prong approach is necessary for dealing with complex issues like discrimination. Having a myriad of tools customized to suit the target audience’s needs was invaluable. As employers operate in a range of sectors and range from very small companies to massive corporations, a key learning point is segmentisation of the target audience for more effective outreach and education. TAFEP’s approach for employers who are not aware of TAFEP or the Guidelines is to raise their awareness and educate them on the Guidelines. For those who are aware and want to adopt good employment practices but lack the know-how, TAFEP offers them information and tools such as workshops and guidebooks. TAFEP also visits companies to assess their HR practices and provide customised advice. TAFEP warns recalcitrant employers about possible punitive action by MOM and refer the cases to MOM if necessary. Another key learning point is to leverage on collaboration with relevant partners to value-add and achieve synergies for win-win outcomes. This allows TAFEP to achieve more with less by tapping on the expertise of others. It also allows TAFEP’s profile to be enhanced. Hence, TAFEP actively identifies suitable partners to collaborate on various projects. For example, TAFEP worked with the Chartered Institute of Personnel & Development (CIPD) on a research and publication on the value of mature workers. Through such collaborations, TAFEP not only taps on organisations with the relevant expertise but also share with them the factors for TAFEP’s success. The success of TAFEP’s establishment has provided a solid platform from which to move beyond fair employment practices to other types of progressive, forward-looking employment practices for TAFEP’s continued success. Doing so would enable Singapore to build upon the success of TAFEP and propagate this in other areas such as employability of older workers, work-life harmony and flexible work arrangements.

Contact Information

Institution Name:   Ministry of Manpower
Institution Type:   Government Agency  
Contact Person:   Charles Toh
Title:   Mr  
Telephone/ Fax:   66924823
Institution's / Project's Website:  
E-mail:   charles_toh@mom.gov.sg  
Address:   Ministry of Manpower Services Centre, 1500 Bendemeer Road
Postal Code:   339946
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