NTUC Company Training Committee (CTC) Grant: A Guide for Singapore Companies

Last updated: 23 September 2026

Most Singapore transformation grants fund a specific input: a productivity solution, a training course, a converted hire. The Company Training Committee (CTC) Grant works differently. It sits on top of a governance structure, the Company Training Committee itself, and helps a company pay for the transformation work that the committee has agreed to carry out. For companies that want their workers genuinely bought into change rather than simply informed of it, the CTC model is one of the more thoughtful funding routes available. This guide explains what a CTC is, what the grant funds, the funding shape, the process, and how the CTC Grant layers with schemes such as the Career Conversion Programme, SkillsFuture Enterprise Credit, and the Productivity Solutions Grant.

What is a Company Training Committee?

A Company Training Committee is a committee that a company forms together with NTUC or its union to co-drive business transformation and worker upskilling. It is a joint structure by design. Management and workers sit on the same committee, agree on where the business needs to change, and then oversee the initiatives that deliver that change. The point of the joint structure is that productivity gains are paired with better jobs and wages for workers, rather than transformation being something that happens to staff.

The associated funding, the CTC Grant, is administered by NTUC's Employment and Employability Institute, commonly known as e2i. The grant is what makes the committee's roadmap financially practical: it helps defray the cost of implementing the transformation initiatives the CTC has identified. In other words, the committee decides what to do, and the CTC Grant helps pay for doing it. This is a useful distinction to hold onto, because it explains why the CTC Grant behaves differently from an input-specific scheme. The grant follows the roadmap, not a fixed shopping list.

What the CTC Grant is for

The purpose of the CTC Grant is to help defray the costs of implementing transformation initiatives that a company's CTC has identified, so that productivity gains are paired with better jobs and wages for workers. That coupling is the heart of the scheme. A company does not simply adopt a new system to cut headcount; it adopts the system, redesigns the affected roles, upskills the workers into the redesigned roles, and shares the resulting gains. The CTC Grant is the mechanism that helps fund the implementation of that whole arc.

In practice, the initiatives a CTC identifies tend to fall into a few recurring categories: technology adoption, process redesign, job redesign, and the training that supports the redesigned roles. A logistics firm might automate part of its warehouse and redesign the operator role around the new equipment. A professional-services firm might adopt a practice-management platform and reskill administrative staff into higher-value coordination roles. In each case the CTC Grant helps defray the implementation cost, while the productivity and job-quality outcomes are what the committee is accountable for.

Funding shape

The CTC Grant supports a portion of qualifying implementation costs. It is commonly framed as covering 70% of qualifying costs, subject to a funding cap and the prevailing e2i and NTUC criteria. Historically, a cap has applied per company, so the grant defrays a meaningful share of the implementation bill up to that ceiling rather than funding a project in full.

Two cautions matter here. First, the exact support rate and the exact cap are set by NTUC and e2i, and both have been reviewed and adjusted over time. Any specific dollar figure you read, including in this guide, should be treated as indicative rather than definitive, and confirmed against the prevailing cap set by NTUC and e2i before you build it into a budget. Second, only qualifying costs count. What qualifies is defined by e2i and NTUC and is tied to the transformation initiatives the committee has agreed, which is another reason the roadmap is worth getting right early. If you want the current rate and cap confirmed against your specific plan, that is exactly the kind of detail we verify with e2i on a client's behalf.

The process, step by step

The CTC route follows a logical sequence. Each step feeds the next, and the grant sits at the end of the chain rather than the start.

• Form a CTC with NTUC or the union. The committee is established jointly. This first conversation also surfaces whether your company is better served by the CTC route or by a standalone grant, and what the onboarding looks like for your situation.
• Co-develop a transformation roadmap. The committee agrees where the business needs to transform and how the affected workers will be upskilled and redeployed, so that the plan improves both productivity and job quality.
• Implement the initiatives. The company carries out the agreed work: technology adoption, process redesign, job redesign, and the training that supports the redesigned roles.
• Tap the CTC Grant to defray implementation costs. The grant helps offset a portion of the qualifying implementation costs, subject to the prevailing e2i and NTUC criteria and cap.

Because the grant follows the roadmap, the quality of the roadmap largely determines how smoothly the funding step goes. A vague roadmap produces vague cost lines, which produce a slower assessment. A specific roadmap, with each initiative mapped to a clear implementation cost, is far easier for e2i to support.

Who the CTC route suits

Both unionised and non-unionised companies can explore forming a Company Training Committee. The presence of a union is not a gate; NTUC works with non-unionised companies to stand up CTCs as well. What matters more is the company's situation. The CTC route suits companies that are genuinely undergoing transformation and want worker buy-in for the changes, rather than companies looking for a one-off subsidy on a single purchase.

If your transformation touches how people work, not just what tools they use, the joint committee structure earns its keep. Workers who help shape the roadmap tend to adopt the changes faster, and the pairing of productivity with better jobs and wages is easier to deliver when it has been agreed jointly from the start. Companies whose needs are narrower, such as a single productivity solution with no workforce impact, may find a standalone grant a better fit, which is where the layering picture below helps.

How the CTC Grant layers with other schemes

The CTC Grant is best understood as one layer in a stack, not a replacement for the schemes around it. Each scheme funds a different cost line, which is precisely what allows them to combine.

• CTC Grant funds the implementation of the transformation initiatives the committee identifies: the technology adoption, process redesign, job redesign, and supporting work.
• Career Conversion Programme funds talent conversion and reskilling. Where transformation creates new or redesigned roles, the Career Conversion Programme provides salary support while a mid-career hire is trained on the job into the role.
• SkillsFuture Enterprise Credit and the Productivity Solutions Grant fund training and productivity solutions. Our guides to the SkillsFuture Enterprise Credit and the Productivity Solutions Grant set out what each covers.

A layered example: a CTC identifies a warehouse-automation initiative. The Productivity Solutions Grant helps fund the qualifying solution, the CTC Grant helps defray the broader implementation and job-redesign work around it, the Career Conversion Programme supports salary while a redeployed worker is reskilled into the redesigned role, and SkillsFuture Enterprise Credit offsets the residual training cost. Four schemes, four different cost lines. The one firm rule across all of them is that the same cost must never be claimed twice; the separation of cost lines is what keeps the stack clean.

Common pitfalls

A few patterns tend to reduce the value companies get from the CTC route:

• Treating the CTC as a funding form rather than a governance structure. The committee is meant to co-drive transformation. Companies that stand up a CTC purely to access the grant, without a real roadmap, find the funding step harder because there is little concrete implementation to support.
• Assuming a fixed cap or rate. The support level and cap are set by NTUC and e2i and change over time. Budgeting against an outdated figure leads to unpleasant surprises. Confirm the prevailing criteria before you commit.
• Overlapping claims across schemes. When the CTC Grant is layered with CCP, SFEC, or PSG, the same cost line cannot appear in two claims. Map each cost to one scheme at the planning stage, not at claim time.
• Leaving workers out of the roadmap. The scheme's value comes from pairing productivity with better jobs and wages. A roadmap that only addresses technology, and not the people affected, misses the point of the committee and is harder to fund.

→ Read next: CTC Grant vs WDG(JR+), the two job redesign funding routes compared
→ Read next: SkillsFuture Enterprise Credit guide for SMEs
See how we scope and layer transformation grants or book a free call to map the CTC route against your transformation plan.