Extracted from 'From CEO's Desk' – 8 Aug 2023

Dear Colleagues,

On reflection, HDB continues to face key challenges, many of them from the lingering effects of the pandemic. On the Building front, we face pressure to launch more housing supply, minimise delays to existing projects, and ensure that our construction projects are carried out safely without compromising quality. On the Estate front, we continue to grapple with issues of housing affordability and accessibility, even while reviewing and re-positioning our housing policies, typologies and schemes to meet evolving and long term needs. On the Corporate front, we are also in overdrive, developing new systems and IT solutions, and supporting HDB in its legal, financial, communication and engagement as well as other corporate needs.

But there is also much to celebrate, and be thankful for. The ramp-up of new flat supply and successive cooling measures are starting to show results, with lower application rates for our BTO sales exercise, and moderating prices and lower volume in the resale market. We have also delivered more than 70% of the COVID-delayed projects, and are on track to deliver all of them by early 2025. Application rates of our BTO sales exercise have come down, and we will reduce our projects’ waiting time and increase our supply of Shorter Waiting Time flats back to the pre-pandemic levels by next year.

These achievements did not come easy, and are possible only because of the dedication and hard work of all our staff. Our staff have had to think of innovative solutions and walk the extra mile in the planning, design, procurement and management of our projects, to catch up on delays and respond to the dynamic operating environment. We have also had our hands full with policy reviews, system and process enhancements, as well as putting in extra and long hours, including weekends, to deal with the high work volume and manage customer expectations. During my Group-level Townhall meetings over the past few months, I have therefore been encouraging our leadership teams to pay close attention to the morale and welfare of our staff, to help prioritise work areas, and to reduce and streamline work where possible.

This brings me to my last point which is for all of us to reaffirm why we joined HDB and the corporate roles that we play. Public housing has a special place in Singapore, and is a key part of the social compact with Singaporeans. From my recent Townhall meetings, I am encouraged to see that our leaders remain focused in their work and are highly engaged, despite the many pressures and challenges. There was a strong fighting spirit and sense of mission. So even with our plates full, let’s find time to reaffirm our belief in and commitment to HDB’s mission, and support one another in what we do in HDB.

Warmest Regards,
Meng Dui