SPEECH BY MR ONG YE KUNG, MINISTER FOR HEALTH AND COORDINATING MINISTER FOR SOCIAL POLICIES, AT THE 79TH WORLD HEALTH ASSEMBLY SIDE EVENT “FROM OUTBREAK RESPONSE TO SYSTEM[...]

Honorary Professor Jane Halton, Chairman of Coalition for Epidemic Preparedness Innovations (CEPI) Board

Dr Richard Hatchett, Chief Executive Officer of CEPI

Excellencies, ladies and gentlemen

1. The short answer is Singapore is still learning. There is one thing we know - is that there is really no such thing as a domestic response to a pandemic, which is fundamentally a global problem. Everyone is in it together. And every solution that we come up with, domestically, involves partners and help from other countries, and also other companies that may not be Singapore companies. So it is fundamentally a collective effort. But let me just say a few words about how CEPI 3.0 is important to our continued efforts to be prepared for the next pandemic.

2. As we know, COVID-19 was a defining moment for global health. It reminded us that in an interconnected world, a threat anywhere is potentially a threat everywhere. It exposed a fundamental gap in our collective ability to move fast in order to save lives. From identifying a new threat to developing a vaccine, scaling up manufacturing, and distributing doses to those who need them, the world was not ready during COVID-19.

3. Three years after the end of the pandemic, and amid fresh infectious disease concerns emerging in different parts of the world, it is timely to ask ourselves: how ready are we now for the next one - which is a revolutionary certainty - it will come. I think we are slightly better. But there is a lot more work to do. And I think in any pandemic crisis, it remains the fact that an effective vaccine is still our ticket out of a pandemic.

4. The effective use of vaccines for pandemic preparedness requires two things to come together. First, the research infrastructure and scientific groundwork laid during peacetime that can rapidly develop a safe and effective vaccine. Second, the industrial capacity to manufacture and distribute at scale equitably to every one in the world. Both require sustained investments, coordination across borders and ability to pivot from peacetime into crisis.

The Global Architecture for Vaccine Preparedness

5. CEPI has been an important connector, funder, and source of expertise in this vaccine development ecosystem since its establishment in 2017. I think we need to note that CEPI is particularly useful in working on vaccines with a profound public impact where the industry may not be prioritised. And CEPI filled that gap. Its work during COVID-19 pandemic through COVAX, and its continued investments in vaccines for diseases like Lassa, Nipah, MERS, Chikungunya, Ebola Zaire, and Ebola Sudan, have demonstrated what sustained, coordinated efforts can achieve.

6. CEPI aims to develop safe, effective and accessible vaccines within 100 days of identifying a new pandemic threat. During the COVID-19 pandemic, it took the world a record nine months from pandemic declaration to administering the first vaccine dose, and even longer for doses to reach the most of the world. But even though nine months is a record, it is nine months too long. We have to shorten that period as much as possible. That gap is what the 100 Days Mission seeks to close.

7. It is an ambitious but important goal for what the world should be capable of. Achieving it will save lives and livelihoods. But it requires sustained coordination across research, manufacturing and regulatory systems, spanning countries, institutions and industries. CEPI plays an important role to make this possible.

Singapore's Partnership with CEPI

8. Singapore has invested steadily in vaccine research and development, and also manufacturing capability and capacity. But we recognise we are a very small country. Our national efforts must fit into a larger global effort. Our partnership with CEPI has deepened our own capabilities, including in scientific advisory engagement, regulatory preparedness, R&D and manufacturing collaboration, while allowing us to continue to contribute meaningfully to this broader global effort.

9. As we look ahead to CEPI 3.0, we see a natural continuation of this partnership. CEPI 3.0's focus on integrated viral family approaches, ready-to-activate platforms and strengthened global networks presents opportunities for deeper collaboration. And it is a very sound approach, working on different viral families, making sure that the ground work is already done when the next pathogen arrives. Singapore and CEPI are discussing potential areas for further work in support of the 100 Days Mission, including advancing preclinical and clinical research networks, broad-spectrum vaccine platform development, and end-to-end manufacturing readiness.

Our Commitment

10. In support of these efforts, Singapore will contribute an additional USD12 million to CEPI 3.0 over 2027 to 2030. This works out to USD3 million per year. This is a continuation of our earlier contribution to CEPI 2.0. We look forward to deepening our collaboration with CEPI and partners around the world, as we work towards a future that is better prepared for the next pandemic threat. Thank you.