People Excellence Award 2016 - Enterprise Singapore · 2018-12-07 · People Excellence Award Senior Leadership The DSTA Management Committee is the senior management of the organisation,

People Excellence Award 2016Executive Summary Report

People Excellence Award 2016

C O N T E N T S

2 OrganisationProfile • Rolesandfunctions • EmployeeProfile • Challenges

3 Leadership • SeniorLeadership • OrganisationalCulture • CorporateGovernanceandSocialResponsibility

5 Customers • CustomerRequirements • CustomerExperience • CustomerSatisfaction

7 Strategy • StrategyDevelopment • StrategyImplementation

8 People • HumanResourcePlanning • EmployeeLearningandDevelopment • EmployeeEngagementandWell-Being • EmployeePerformanceandRecognition

12 Processes • InnovationCapabilities • ProcessManagement

15 Knowledge • KnowledgeManagement • AnalyticsforPerformanceManagement

18 Results • CustomerResults • FinancialandMarketResults • PeopleResults • OperationalResults

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ORGANISATION PROFILE

DSTAwasformedasastatutoryboardundertheMinistryofDefence(MINDEF)in2000.Itprovidesleading-edgetechnologicalsolutionstotheSingaporeArmedForces(SAF)forthedefenceandsecurityofSingapore.

RolesandFunctions

AstheexecutiveagentofMINDEF,DSTAhasrolesandfunctionswhichinclude:

• Acquiringplatformandweaponsystemsfor theSAF

• AdvisingMINDEFonalldefencescienceand technologymatters

• Designing,developingandmaintainingdefence systemsandinfrastructure

• Providingengineeringandrelatedservicesindefenceareas

• Promotingandfacilitatingthedevelopmentofdefencescienceandtechnology inSingapore

EmployeeProfile

DSTAhassome3,000staffcomprisingmainlyengineers,ITprofessionalsandprocurementspecialists.

Challenges

•Keencompetitionfordecliningengineeringresources

•Increasingcomplexityofsystems

•Fast-paced,disruptivetechnologies

•Increasingdemandfrompublicsector

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SeniorLeadership

TheDSTAManagementCommitteeistheseniormanagementoftheorganisation,comprisingChiefExecutive,DeputyChiefExecutivesandDirectorsoftheProgrammeCentres(PC)andcorporateentities.

Tostayaheadofthecurve,DSTA’sseniormanagementconstantlyassessestheorganisation’soperatingenvironmentandtechnologicallandscape.TheDSTA5.0strategicthrustsformulatedin2015(toleveragecommercialtechnology,buildsmartdefenceandcreateadynamicworkforce)andanupdateoftheStaffDevelopmentFramework(SDF)thatisinprogressareexamplesofhowourvisionaryleadershipsharpensthefocusoftheorganisation.TheyengagekeystakeholdersactivelytodriveorganisationalperformanceandtoachievetheDSTAMission.

OrganisationalCulture

AnchoredonDSTAValues,wehavebuiltacultureoflearningandinnovationthatsupportsourMissionandVisiontoachievestrategicsuccess.Werealisedthisthroughtwoimportantframeworks:

• StaffDevelopmentFramework.TheSDFprovidesstaffwithacompellingcareervalueproposition,leadershipandcompetencydevelopment,andapersonalisedcareerdevelopmenttomaximisetheirpotential.Withanobjectivetocreatemeaningfulandrewardingcareerforeverystaff,theSDFencouragesindividualstowardslife-longlearningandskillsupgrading,knowledgesharing,andexcellence.Coupledwithinvestmentsintrainingbudget,theSDFhelpstopromoteacontinuouslearningcultureinDSTA.

• iLEAPInnovationFramework.iLEAPstandsforimagination,Leadership,Environment,AppreciationandProcess.Insteadofleavinginnovationtochance,theframeworkweavesinnovationconsiderationsintoourworkprocesses(e.g.MasterPlanningandSystemsArchitectingprocess,QualityManagementSystemprocess).Thisnecessitatesstafftochallengeestablishednormsandexploreawiderangeoftechnologicaloptionsandacquisitionstrategies–helpingstafftoembracechangeandpermeatingacultureofinnovationacrossDSTA.

L E A D E R S H I P

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DSTAiscommittedtoencourageandsupportstaffparticipationincommunityservices.Thisispartofourinitiativetopromotestaffengagementwhilecaringforthelessfortunategroupsinoursociety.Sinceourformationinyear2000,DSTAhasdemonstratedsignificantcontributionstowardscharitableandcommunitycausesthrough:Caring for the Community, Protecting the Environment,andCultivating Interest in Science and Engineeringinouryouth.

CorporateGovernanceandSocialResponsibility

TheDSTACodeofCorporateGovernance,whichhasreferencetotheSingaporeCodeofCorporateGovernance,formalisestheprinciplesandpracticesofgovernancewithinDSTAtoensureaccountability,responsibilityandtransparency.WeadopttheThreeLinesofDefenceGovernanceModelindeployingourgovernancesystem.

BoardofDirectors/AuditCommittee

Externalaudit

Regulator

SeniorManagement

1stLineofDefence 2ndLineofDefence

FinancialControl

Security

RiskManagement

Quality

Inspection

Compliance

ManagementControl

InternalControl

Measures

3rdLineofDefence

InternalAudit

The3LoDModel

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C U S T O M E R S

CustomerRequirements

Themilitarylandscapeisever-changing.Insteadofsimplyreactingtomarketandcustomerrequirements,DSTAtakesaproactiveapproachbyenvisioningthefuturemilitarylandscape,togetherwithMINDEFandtheSAF.

WearepluggedintightlytoMINDEFandtheSAF’scapabilitydevelopmentplanningprocess.AdedicatedentitywassetuptoelicitinputsfromacrossDSTAtoformulateawhole-of-DSTAapproach.Indoingso,weconceptualisecross-domainbreakthroughideasandinitiativesofhighimpactanddirectrelevancetothedesiredstrategicoutcomesofMINDEFandtheSAF.

ToreinforceintegrationbetweenMINDEFandtheSAF’soperationalrequirementsandtechnology,wedeployedDeputyDirectors(Technology)andCapabilityDevelopmentConsultantstotheSAFServicesPlansDepartments.ThistightOps-TechintegrationenablesDSTAtobeaProactivePartnerinthelong-termplanningprocessforMINDEFandtheSAF.

CustomerExperience OurcustomersarepartofourprojectteamsasOperationsManagers.TheyarejointlyresponsiblefortheprojectwithourProgrammeManagers.Theynotonlyprovidetheoperationalrequirementsupfrontbutalsoactivelycontributeideasthroughouttheentiresystemlifecycle.Thiscloseworkingrelationshiphashelpedustodeliversystemsthatbettermeettheirneedsandprocesses,reduceturnaroundtime,andoptimisemanpowerresource.

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Giventhemanpowerandbudgetconstraint,wehaveintroducedDesignforSupporttoaddressthechallenge.Weadoptauser-centredapproach,lookingintothegapsandcognitivechallengesfacedbytheuser,andapplyingdesignthinkinginend-to-endcapabilitydevelopment.Thus,wedesignoursystemstobesimpletomanage,operate,maintainandtrain.Tofurtherenhancecustomerexperience,weareinvestinginthenecessarytechnologiestopushforgreateruseofautomation,roboticsandmanned-unmannedoperations.

Tostrengthencustomerrelationshipmanagement(CRM),ServiceAccountManagers(SAMs)arecreated.EachSAMisaDirectorassignedtoarelevantcustomersegment.HeworkscloselywiththeDepartmentHeadsandBranchHeadsoftheSAF,aswellaswiththeseniormanagementofnationalagencies.Hewillmanagecustomer’sperceptionsofDSTAfromastrategicperspectiveandsuperviseCRMimprovementinitiatives.

CustomerSatisfaction DSTAdeterminescustomersatisfactionviavariousmechanisms.TheOrganisationSurveygathersfeedbackonouroverallservicelevelfromServiceChiefs,DepartmentHeadsandBranchHeads,whiletheProgrammeSurveygathersfeedbackonspecificprogrammesfromOperationsManagersandusers.Bothsurveysareconductedannually,inadditiontoconductingtheProgrammeSurveyattheendofeachprojectmilestonefortimelyreviews.

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S T R A T E G Y

DSTA’sstrategydevelopmentandimplementationprocessiswellintegratedwiththeplanningcycleofMINDEFandtheSAFtoensurethatwearealignedtofulfilthedefenceandsecurityneedsofSingapore,bothnowandinthefuture.BesidesplanningforDSTA,weextendourplanningcapabilitytoMINDEFandtheSAFtohelpthemintheirlong-termplanning.

StrategyDevelopment

Toensurecomprehensivecoverage,weleveragediverseinformationsourcestoidentifythecurrentandfutureoperatingenvironment,trackourchallenges,determineandanticipateexternalchangesandriskstotheorganisation.

DSTAorganisesannualStrategicReviewWorkshops(SRW)toreviewourstrategiesaswellasorganisationalinitiatives,andtodevelopnewonesthatwillbringusforward.AdoptinganinclusiveapproachintheSRW,weinvolveleadersatdifferentlevelsandfromvariousdomainstotapdiverseviewsandengenderwiderparticipationandbuy-intotheinitiatives.Theydeliberateontheimplicationsofchallengesandexternalchanges,andformulateplansnotonlyforthecurrentyearbutalsotheyearsahead.

WehaveastrategymapthatoutlinesourstrategicgoalsforfulfillingDSTA’smissionandvision,whichalsohelpstoensurealignmentwiththeoutcomesofMINDEFandtheWholeofGovernment.ItalsodepictsourkeyHRstrategiestosupporthumancapitaldevelopmentandaddressstrategicchallenges.

StrategyImplementation

TakingreferencefromDSTA’sstrategiesandinitiativesaswellasMINDEFandtheSAF’sannualworkplans,theentitieswilldevelopAnnualBusinessPlans(ABP).Theentityheadworkswiththeentity’sstaff,aswellasdedicatedbusinessplanningandHumanResourceteams,todevelopactionitems,identifyleadactionparties,anddeterminetheresourcesrequired.Theseareincludedintheentity’sABPwhicharedeliberatedandapprovedbytheDSTAManagementCommittee.TheapprovedABPsarethencommunicatedbytheentityheadstotheirrespectivestaffforimplementation.Atthehalf-yearmark,theABPsarereviewedbytheDSTAManagementCommitteetomonitorprogressandperformance.

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P E O P L E

HumanResourcePlanning

TheDSTAHumanResource(HR)departmentisactivelyinvolvedintheprocesstodevelopstrategiestoaddressorganisationalchallengesandmeetorganisationalgoals.InformulatingthestrategicthrustsforDSTAoverthenextfiveyears,forexample,HRoutlinedtheconsiderationsandproposedinitiativestocreateadynamicworkforce.Italsoprovidedplanningnorms(onbonus,salaryadjustmentandheadcount)toFinancetoworkouttheDSTAfive-yearbudgetplanforapprovalbyDSTABoard.

ToenableDSTAtoanticipateandrespondpro-activelytoHRneeds,HRnotonlyconductsexternalenvironmentscanning,butalsodevelopedasimulationmodeltopredicttrends.Themodelsimulatesmanpowerflowovertime,givinginsightsforHRtodevisestrategiesforrecruitment,retentionandcompetencydevelopmentwhichwouldbeincorporatedintotheHRAnnualBusinessPlan(ABP).

Specifically,toaddressthechallengeof“keencompetitionfordecliningengineeringresource”,weactivelyreachouttotheschoolstoinfluenceandinspiretheyoung.Toignitepassioninscienceandtechnology,weconducteducationalprogrammesforstudentssuchastheannualYoungDefenceScientistProgrammeandCyberDefendersDiscoveryCamp.WealsohostteachersandprincipalsonvisitstoDSTAandgivethemaglimpseofwhatwedo,sothattheyareequippedtoadvisetheirstudentsonacareerindefenceengineering.

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EmployeeLearningandDevelopment

TheStaffDevelopmentFrameworkisourholisticapproachtoaddressstafflearninganddevelopment.

• MultipleCareerOpportunities.Dependingontheircareeraspirationsandabilities,staffcanshoosetoprogressverticallyanddeepentheirknowledgeandskillsinacertaindisciplineoroptforacareerpaththatallowsthemtogainabroaderexperienceanddiverseskillsets.

• LeadershipDevelopment.AcustomisedthreetofourdaysLeadershipDevelopmentProgramme(LDP)isinplacetogroomvariouslevelsofleaders,trainingthemintheleadershipandmanagementskillsnecessaryforvariousappointments.

• CompetencyDevelopment.AcompetencystructurehasbeenformulatedtodevelopourpeopleandsustainDSTA’scorecapabilities.EachstaffistaggedtoaProficiencyLevel(fromPL1toPL5)forhisorhertechnicalcompetencies.Uponacquiringthenextleveloftrainingandworkexperience,staffcanapplyforPLupgradesfromtheappropriateApprovingAuthority.

• FoundationandMilestoneProgramme.InconjunctionwithparticipatingintheLDP,staffarescheduledtoattendMilestoneCoursestopreparethemfortheirappointedjoblevel.TheMilestoneCoursesshareknowledgefromDSTA’sprojectmanagementandsystemsengineeringexperiencebuiltovertheyears.

• PersonalisedCareerDevelopmentPlan(PCDP).EachstaffdrawsupaPCDPtochartcareerdevelopmentgoalsforthenextfiveyears.TheplanisdiscussedwithsupervisorstoalignpersonalcareeraspirationswithDSTA’sbusinessgoals.

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EmployeeEngagementandWell-Being

ConduciveWorkEnvironment

DSTAconstantlylooksintowaystoprovidestaffwithaconduciveworkenvironmentthatwillpromotecollaborationandinnovation.Theseincludeanopen-officeworkenvironment,commonareas,aswellasreconfigurablespacesandmobileworkspaces.

BalancedWork-lifeandFamily-FriendlyCulture

DSTA’swelfarebenefitsandwellnessprogrammespromoteahealthy,balancedwork-lifeandafamily-friendlyculture.Fortheseefforts,DSTAhasbeenrecognisedwiththepinnacleSingaporeHealthSciencesAuthority’sNationalHEALTHPlatinumAwardconsecutivelyin2008and2012.

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MeaningfulandImpactfulWork

Ourunifiedapproach(asoutlinedintheStaffDevelopmentFramework)togroomstaffandoffermultipleadvancementopportunitieswithinandoutsideofDSTAisinstrumentalinbuildingupandretaininganinnovativetalentpool.Bycreatingameaningfulandrewardingcareerforstaff,thiswouldhelpthemtofeelengagedwiththeorganisationandmotivatethemtocontributetoDSTA’sbusinesssuccess.

EmployeePerformanceandRecognition

Byintegratinginnovationandproductivityaspartofstaffandentityperformance,andlinkingstaffannualperformancebonustotheentityBalancedScorecard(BSC),wecultivatebehavioursthatwouldhelptoachieveourstrategicgoals.

Integratinginnovationandproductivityaspartofstaffandentityperformance

ToembedinnovationandproductivityinDSTA,wehavetranslatedtheseaspectsintoperformanceattheindividuallevel.TheStaffAppraisalFormwasrevampedtoincludeasegmenton“ContributiontoInnovationandProductivity”,whichstafffillinaspartofhisorherworkachievements.Innovationisalsoincorporatedasanintegralpartofperformanceassessmentattheentitylevel.EveryentityhastoidentifyinitsABPnewinitiativesrelatedtoinnovationandproductivity,whichwouldbetrackedaspartoftheentityBSC.

LinkingentityBSCtostaffannualperformancebonus

TheDSTABSCistranslatedintothevariousEntityBSCstoensurealignment.Tofosterasharedresponsibilityoftheentity’sgoalsamongitsstaff,theBSCistranslatedintooperationaltermsthatstaffcanidentifywith.WelinktheBSCtostaff’sannualperformancebonus,givingadditionalrewardsandrecognitionswhenstretchtargetsaremet.

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P R O C E S S E S

InnovationCapabilities Withthefastchangingtechnologicallandscape,DSTA’smanagementrecognisedthatinnovativeideasandsolutionshadtobesystematicallyharvested,evaluatedandimplemented.Assuch,variousinnovationrelatedinitiativeswerereviewedandtheiLEAPInnovationFrameworkwasintroducedin2012.

Imagination

Thissignifiesthepowerofimaginationandtheabilitytobringinnovationtowork.ItalsorepresentseverystaffasthefoundationofinnovationinDSTA.

Leadership

Leadersintheorganisationmustcreateandsustainanurturingclimateandcultureforinnovation.Theydosobyallowingtimeandspaceforinnovation,acknowledgingandrecognisingideas,supportingexperimentationandprototyping,aswellasfacilitatingtheinnovationprocess.

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Environment

Foracultureofinnovationtoflourish,itisimportanttocreatetherightenvironmentforstafftothinkupcreativeideasinresponsetothechallengestheyexperience.SomemeasuresimplementedbyDSTAinclude:

•DSTAInnovationFund–afundhasbeencreatedforstafftoexploreandcarryoutinnovativeideas,outoftheirowninitiative,thatcanpotentiallyyieldsignificantbenefits

•IntegratedProjectManagementTeam –projectteamsareformedoutofstafffromdifferentdisciplinestocross-pollinateideasanddeliverwhole-of-DSTAsolutions

Appreciation

Aconsciouseffortismadetonominateoutstandingstaffandprojectteamsforvarious

national,publicserviceandMINDEFlevelawards.StaffarealsogivenrecognitioninternallythroughtheDSTAExcellenceAward,DSTAInnovationAwardandDSTAServiceExcellenceAward.

Process

Increatingcapacity,timeandspaceforstafftoinnovate,DSTAconstantlyexploreswaystoimproveworkprocessesandeliminateobstaclesthathinderinnovationandproductivity.ThisincludessettinguptheReducingRedTapeTaskForce.Innovationisalwaysaddressedupfrontinprojectsasitisembeddedintheorganisation’ssystemsandprocesses,suchastheQualityManagementSystem(QMS)whichguidesprojectmanagementandimplementation.

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ProcessManagement

DSTAkeybusinessprocessesaredocumentedintheQMS,whichcapturesourwealthofprojectmanagementandimplementationexperiencesoverthepastfewdecades.OurQMSiscertifiedbasedonISO9001:2015standards.

Toensureeffective,consistent,andsmoothdeliveryofourprojectstomeetcustomerandoperationalrequirements,wehavealignedourQMSwithMINDEF’sDefenceCapabilityManagementmethodology.TheneedforinnovationhasbeendesignedintoourQMS,pushingstafftochallengeestablishednormsaswellastoexploreawiderangeoftechnological/designoptionsandacquisitionstrategies.Eachoptionisevaluatedforitsadvantagesanddisadvantages,andthemostoptimalandcost-effectivesolutionwouldbeselectedtomeetMINDEFandtheSAF’sneeds.

Systematicreviewtodriveprocessimprovement

Inputsfromvarioussources(e.g.managementmeetings,projectteams,staff,internal/externalaudits)arecollatedandmechanismsareinplacetodriveimprovementtoourkeyandsupportingbusinessprocesses.Inparticular,effortstostreamlineworkprocessestoimproveproductivityareappreciatedbystaff.Thisisevidentfromthe2016StaffEngagementSurvey,where82%ofourstaffindicatedthatDSTAcontinuallyworkstoensurethatourprocessesareefficient.

• QualityManagementReviews(QMR).OwnershavebeenassignedtooverseekeyandsupportingprocessesintheQMS,conductingreviewsatleastonceeverythreeyearstoensurethattheproceduresremainrelevantandeffective.Twiceayear,QMRchairedbyDeputyChiefExecutive(Operations)willreviewthechangesandperformanceoftheQMS.Internalandexternalauditfindingsarealsoreviewedforsystemicproblems. • ReducingRedTapeTaskForce.Setupin2011,thetaskforceisledbyDeputyChiefExecutive(StrategicDevelopment).ItsmembersincluderepresentativesfromallProgrammeCentresandcorporateentitieswhoarefamiliarwiththeworkprocessesintheirowndomains.Itaimstoeradicateredtapeandstreamlineourworkandinnovationprocesses,withoutcompromisinggovernance.Ithassinceimplemented22initiativestostreamlinesome350internalworkprocessandexternalonesinvolvingMINDEFandtheSAF.

• DSTAManagementCommittee(MC).ChangesproposedtotheQMSthathavefar-reachingimpactandimplicationaretabledattheDSTAMClevelforfurtherdiscussionandguidance,beforebeingapprovedbytherespectiveProcessOwners.

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K N O W L E D G E

KnowledgeManagement

ToeffectivelydriveKnowledgeManagement(KM) inDSTAtosupportorganisationallearningand growth,theCIO(ChiefInformationOfficer)Office issupportedby:

•DSTAAcademy. AProgrammeCentre(PC)thattrainsourengineerstobecompetentSystemsEngineeringpractitionersandeffectiveProgrammeManagers.Itsystematicallycapturesourtechnicalknowledgeandprojectlessonslearnt,andtranslates

themintocasestudiesfordiscussionduringinternalmilestonecourses.Italsocaptureslecturevideosforlearningandsharing.

• CentreforInformationManagement(CIM).Acorporatedepartmentthatoverseesinformationassets(storedinanin-houseContentManagementSystem)thatareimportanttoDSTAandrelevanttostafffortheirday-to-daywork.Throughouttheinformationlife-cycle,CIMensuresthattheassetsareincompliancewiththeQMSprocessesandtheEvidenceAct.Thisincludestheretention,classification,sharingandarchivingofcorporaterecords,publications,aswellasprojectandbusinessinformation.

• InformationResourceCentre(IRC).Acorporatedepartmentwhichharnessesinformationfromexternaldatabasesandserviceproviders(e.g.Jane’sandGartner)forstaff,tosupportstudiesofmarketandtechnologytrends.Apartfromputtinguphardcopyresourcesforloan,italsohasaneLibrary@IRCset-upthatconsolidatesarticlesinaTechnologyWatchsectionontheintranettodeliverjust-in-timeknowledgetostaff.Additionally,itprovidesresearchassistanceforbothinternet-basedandin-housedatabasesandresources.

• KnowledgeManagers.IndividualsareidentifiedtoserveasknowledgechangeagentstoproliferateKMpracticesintheirownPCs.TheydeterminethePCspecificKMrequirements(e.g.PCPortal,PCWiki)aswellasfacilitatethecapturingandsharingofgoodpracticesandlessonslearnt.

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AnalyticsforPerformanceManagement

Toenhanceorganisationalperformance,DSTAhasinplaceaComparativeandBenchmarking(C&B)MethodologytoanalysetheStrategic,PerformanceandProcessaspectsofourbusiness.

StrategicC&B.OurseniormanagementlooksoutforC&Bopportunitiesandpartnersbyconductingregularbilateralvisitsandmeetingswithleadingdefenceacquisitionagenciesfromotheradvancedcountries.Thesuccessfulstrategiesadoptedbytheseagenciesareevaluatedinareasincludingcomplexlarge-scalesystemsengineering,projectmanagement,obsolescencemanagement,procurement,andstaffcompetencydevelopment.Thefindingsarethenusedtosetnewtargetstostretchourorganisationalperformance.

• Conductbenchmarkstudies inkeyprojectsundertakenby IntergratedProjectManagement Team

• Engageprofessionalbodies toconductbenchmarkstudies forhumanresource/corporate practices

• Performenvironment scanningandtrend-watching forpublicdomainbenchmarks

• Learnfromleading defenceacquisition agencies,academia, andindustriesthrough studyvisitsbyDSTA management

• Thevisitscould highlightpotential areasforbenchmarking studies

Form

al

Benchm

arking

Inform

al

Benchm

arking

Strategic Performance Process

BenchmarkSetter

TargetSetter

Framework Outcome

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PerformanceandProcessC&B.OurIPMTsconductformalbenchmarkingstudiesinkeyprojectstoensurethatthesystemsandfacilitieswedeliverarebest-in-classorsetthenextbenchmark.AcaseinpointistheMulti-MissionRangeComplex(MMRC).Beforeweembarkedonthisproject,ourIPMTvisitedthelivefiringrangesinGermany,Switzerland,andtheUnited

Statestolearnfromtheirexperienceandtheshortfallsoftheseranges.Eventually,sevenlive-firingrangeswereputtogetherinnovativelyintoathree-storeybuildingonthefootprintofjustoneoutdoor100mrange.Cutting-edgesimulationtechnologyandstate-of-the-artvideotargetrysystemwerealsoleveraged. Asaresult,wesetanewbenchmarkforindoorlivefiringrangesthatcanconduct100m,1000m,andscenario-basedlivefiring,aswellasurbanopstrainingallunderoneroof.Noothercountryhasconstructedamulti-purposeandmulti-missionlive-firingfacilityofthisscalebefore.

Inaddition,webenchmarkourselvesagainstgovernment(e.g.GovernmentInstructionManuals,BuildingandConstructionAuthority’scodesandregulations)andnational/internationalstandards(e.g.SPRINGSingaporeBusinessExcellenceFramework,ISOStandards).OurQMSisalsobenchmarkedagainstthelatestISO9001:2015andisbeingrecertifiedeveryyear.OurattainmentoftheInnovationExcellenceAwardin2014andthePeopleExcellenceAwardin2016testifytooureffortstobenchmarktheorganisationandenhanceourperformance.

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R E S U L T S

CustomerResults

DeliveringBest-In-ClassDefenceSystemsandCapabilities

DSTAdeliversandmaintainsmanycriticalcapabilitiesthatmakeadifferencetoSingapore’sdefenceandsecurity.OnesuchcapabilityistheComprehensiveMaritimeAwarenessSystem,South-eastAsia’sfirstintegratedinformation-sharingandsense-makingsystem.ItallowstheRepublicofSingaporeNavytofuseandshareinformationfromourregionalandglobalmaritimepartnersfromovertwentycountriestoproduceacoherentpicture.Thesystemincorporatesahome-grownSense-Making,AnalysisandResearchTool(SMART)topiecetogethervagueorpartialinformation(thatspansorganisational,nationalandtimeboundaries)likeajigsaw,identifyinganomalousbehaviourforearlydetectionofmaritimethreats.SMARTalsoconnectsthedotsbetweenreal-timeandarchiveddata,therebyfacilitatingtheinvestigationofvesselsacrosstimeperiodsandanalysisofemergingtrends.

TheprojectwonboththeInstitutionofEngineersPrestigiousEngineeringAchievementAwardandthePS21ExCELAward–MostInnovativeProjectin2015.

CustomerSatisfaction

Ourcustomersurveysreflectthatwehaveconsistentlyachievedahighlevelofcustomersatisfaction.ThevariousawardsthatstaffhavereceivedfromcustomersegmentsinMINDEFandtheSAFalsoreflectahighlevelofcustomersatisfactiontowardsDSTA’sprojects.SuchawardsincludetheMINDEFInnovationAward,MINDEFSAVEAward,MINDEFCITTeamExcellenceAward,andMINDEFStarServiceAward.

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FinancialandMarketResults

MaximisingResourcestoIncreaseCapacity

Overtheyears,thedemandforDSTA’sexpertisefromagenciesacrossthegovernment,andtheproportionofcomplexintegrationprojectsthatDSTAmanageshaveincreased.Despitethesechallenges,DSTAhasmanagedtodeliverwithoutscalingupitsengineeringheadcount,throughbettercostmanagement.

DSTAisalsoabletodomorewiththesameengineeringresourcesduetoourcontinualeffortsinbuildingupthecompetenciesofyoungstaffquickly,equippingthemtotakeonmoreimpactfulwork.

StretchingtheDefenceDollar

DSTAhasmadeincreasingcontributionstoMINDEF’sEconomyDrivemovementthroughsavingsfromtheapprovedprojectbudgets.TheEconomyDriveisagovernment-wideinitiativethatsetsouttopromoteinnovation,costconsciousnessandfinancialprudencewithinthepublicservice.

PointofReferenceinGlobalDefenceArena

Overtheyears,thestringentandtransparentdefenceprocurementprocessthatDSTAundertakeshascementedSingapore’sstatusasareferencecustomerintheglobaldefencearena.Inparticular,SingaporewascitedinanissueofJane’sDefenceWeekly(22Jan2014):“Singapore’scarefulplanningofmilitaryexpenditureisreplicatedinitsapproachtodefenceprocurement.ThecountryoperatesaprocurementprocedurethatisamodelofprobityinAsia,encompassingaselectionprocessthatiswidelyregardedasoneofthemostdemandingintheworld.Theprocurementsystemisgearedtowardsacquiringhighlycapablemilitarysystemsatcost-effectivepricesandismanagedbytheDefenceScienceandTechnologyAgency(DSTA).”

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BreakingNewGroundinDefenceConstruction

DSTAisapioneerinundergroundrockcavernspaceusage.IncollaborationwithNanyangTechnologicalUniversity,wepublished“GeologyofSingapore”,whichisnowthekeyreferenceforthegeo-communityandconstructionindustryinSingapore.WealsodesignedandbuiltSingapore’sfirstlarge-scaleUndergroundAmmunitionFacility(UAF),whichresultedina90%reductioninthelandneededassafetybuffers.ThesuccessoftheUAFhasledtotheJurongRockCavernsproject(South-EastAsia’sfirst

undergroundoilstoragefacility)andmotivatedournationalplannerstoconsiderotherlarger-scaleundergroundprojects.

CentreofExcellence

HavingpioneeredeffectiveprocurementpracticesinthepublicsectorsuchastheAnalyticHierarchyProcess,DemandAggregationandthePublic-PrivatePartnershipapproach,DSTAwasrecognisedbytheMinistryofFinanceastheCentreofExcellenceforpublicsectorprocurementin2012.Inthesameyear,DSTAwasdesignatedtheCentreofExcellenceforcommand,controlandcommunications(C3),centrallymanagingkeyC3initiativesinthePublicServiceandprovidingtechnicalsupporttootheragencies.

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PeopleResults

StaffEngagement

Since2014,ourStaffEngagementScoreshavebeenconsistentlyabovethePublicServiceNormandtheSingaporeNationalNorm.In2016,ourscoreof86%evenexceededthePublicServiceHighEngagementGroupNormof85%.

StaffAttrition

ComparedtoSingapore’sStatutoryBoardAverage,DSTAhasamuchlowerstaffattritionrate.Inparticular,ourtalentattritionratehasbeenonadownwardtrendsincetheStaffDevelopmentFrameworkwasimplementedin2011.

StaffCompetency

Ourstructuredapproachtolevellingupstaffcompetencythroughthevariousin-housemilestonecoursesandlearningopportunitieshasallowedstafftoattaintherequiredcompetenciesquickly,sothattheymaycontributeeffectivelytotheirrespectiveareasofwork.ThereisarisingtrendofstaffattainingProficiencyLevel(PL)3andabove.InFinancialYear2016,arecord69%ofourstaffattainedatleastaPL3.

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StaffLearningandDevelopment

OurstaffappreciatethestrongsupportandopportunitiesgivenforlearninganddevelopmentinDSTA–95%ofthemagreedthatDSTAstronglysupportsstafflearninganddevelopment,while93%opinedthatlearninganddevelopmentopportunitiesareavailabletohelpstaffbuildvaluableskills.

StaffPerformanceandRecognition

Ourcommunicationonperformancetargetsprovedtobeclearamongstaff,andourregularsalarybenchmarkingefforthaspaidofftoensurethatourremunerationpackageremainscompetitivevis-à-vismarketpractice–84%ofstaffindicatedthattheyunderstandhowtheirperformanceonthejobisbeingevaluated,and83%agreedthattheyarefairlypaid.Inaddition,78%ofstafffeltthatDSTAhasusedrecognitionandrewardseffectivelytoencouragegoodperformance.

EmployerofChoice

AccordingtotheBrightsparksScholarshipandEducationSurvey2014conductedwithsome3000potentialscholarshiprecipientsinSingapore,DSTAachievedoneofthehighestrankingsamongengineeringorganisations.

IntheannualJobCentralEmployerofChoiceSurveythatprovidesinsightintohoworganisationsareperceivedbyundergraduatesandfreshgraduatesinSingapore,engineeringstudentsandgraduatesfromthelocaluniversitiesrankedDSTAamongtheTopthreepreferredgovernmentorgovernment-linkedorganisations.

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OperationalResults

DSTAhasbeenrecognisedovertheyearsthroughamyriadofawardsandaccoladesinmanyareas,notonlyfromMINDEFandtheSAF,butalsofromexternalagenciesinthenational,regionalandinternationalscenes.AmongtheawardsistheDefence Technology Prize,oneofthemostprestigiouslocalscienceandtechnologyawardsgiventoengineerswhohavedeliveredinnovativeandsignificantbreakthroughsinnationaldefence. Everyyear,DSTAnominatesoutstandingprojectsfortheInstitution of Engineers, Singapore (IES) Prestigious Engineering Achievement Award (PEAA).In2016,DSTAclinchedawardsinboththePEAA(EngineeringProject)andPEAA(TechnologyInnovation)categories.

DSTAalsowonmultipleawardsintheEngineeringFeats@IES_SG50Competition,whichwasorganisedtorecognisethetop50engineeringachievementsthathavemadethegreatesteconomic,infrastructuralorsocietalimpacttoSingaporeansduringtheperiodfrom1965to2015.Outofthemorethan100projectsnominatedfromacrossSingapore,6outofthe50TopEngineeringAchievementAwardswereconferredtoDSTA.

Year Project Award

2014 SAFLive-FiringRanges–LandSavingsand IESPEAA(EngineeringProject) AdvancedCapabilitiesthroughTechnology (Multi-MissionRangeComplex) 2015 NationalMaritimeSecuritySystem– IESPEAA(TechnologyInnovation) NationalSecurityandAdvancedCapabilities throughTechnology

2016 NextGenerationDataCentre IESPEAA(EngineeringProject) Large-scaleCommandPostSystemsIntegration IESPEAA(TechnologyInnovation) forOverseasMilitaryExercise–ForgingSabre

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IntheITarena,DSTAhasalsogainednumerousnationalandinternationalaccolades.Theseincludethemulti-awardwinningwebportal–NSPortal,whichclinchedinternationalawardsnamelytheInternationalServiceExcellenceAward–HighlyCommendedAwardforContactCentrefromtheCustomerServiceInstituteofAmericain2013,andtheBestITGovernanceAwardfromtheManagementInformationSystemAsianITExcellenceAwardsin2009.TheNSPortalalsowontheNationaleGovExcellenceAwardforWebsite–Meritin2013.

The“DecisiveCombat”co-developedbyDSTAalsoclinchedtheBestGameintheGovernmentCategoryattheeighthannualSeriousGamesGlobalShowcase&ChallengeheldintheUnitedStates.ThegamewasalsooneofthreefinalistsintheBestMobileGamecategoryoutof16submissions.

Intheaspectofsocialcontributions,DSTAwasconferredthepinnaclePresident’sSocialServiceAward2011whichacknowledgedouroutstandingvoluntarycontributionstothecommunity.WealsoreceivedtheMinistryofDefenceAwards2013foroursupporttowardsTotalDefence,andtheSHAREAward(Silver)2014forourhighlevelofparticipationintheCommunityChest’sSHAREprogramme.

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Documents

People Excellence Award 2016 - Enterprise Singapore · 2018-12-07 · People Excellence Award Senior Leadership The DSTA Management Committee is the senior management of the organisation,