Wan Rizal settles into his chair, just a week into his new role as Labour Member of Parliament (LMP) and Director of Stakeholder Management at NTUC’s e2i (Employment and Employability Institute).
His schedule is already packed, but there’s an ease about him. The kind that comes from someone who’s spent almost half his life as an educator, believing in people others might dismiss.
“Never judge people and never write them off,” he said, articulating what he calls his two cardinal rules.
It’s a philosophy forged in his own experience of being underestimated, and one that now guides his approach to helping Singapore’s workers navigate an uncertain future.
From Normal Stream to National Stage
Mr Rizal’s path to championing workers’ rights began in Singapore’s education system, but not in the way you might expect.
As a ‘normal stream’ student, a label that, back then, suggested you “probably weren’t as good as others,” he learnt early about the sting of being written off.
“That’s just a label that should not be stuck to you. Many of my students have proven to me that they could come from different pathways, but if they set their mind to it, they can achieve success,” he said.
That conviction sustained him through a 25-year teaching career, where he discovered his calling wasn’t just in imparting knowledge, but in shaping minds and lives.
Teaching reinforced his belief that preconceived notions about people are often wrong – a lesson that would prove invaluable as he transitioned from educator to community leader, then MP, and now to his role at NTUC.
The Thread That Connects Everything
“People,” Mr Rizal said simply when asked about the common thread running through his diverse career.
“Whether you’re teaching and it’s your students, or being a politician and the people are your residents, and now workers who are your people.”
His approach to worker advocacy mirrors his classroom philosophy. Just as he refused to give up on struggling students, he won’t abandon workers who feel left behind.
It’s an attitude shaped by mentors like NTUC Assistant Director-General Zainal Sapari, whose work on the Progressive Wage Model (PWM) showed Mr Rizal what was possible when you fight for lower-wage workers.
But it’s also deeply personal. Mr Rizal’s own discovery that he has dyslexia – realised only when his son was diagnosed – reinforced his belief that everyone has unique strengths and challenges.
“I struggled but I didn’t know I struggled,” he shared.
His dyslexia affects his spelling and handwriting, but gives him the ability to read quickly when context is available.
“There are always pros and cons in everything. Always see the pros,” said Mr Rizal.
Policy Meets Practice
When Mr Rizal talks about bridging policy and the realities faced by workers, he uses a football analogy.
“Policies are like pre-match tactics. You plan your strategy beforehand. But when the whistle blows and you’re actually playing, the game might not go according to plan.
“That’s when you need to adapt based on what’s happening on the field,” said Mr Rizal.
This dynamic thinking shapes his approach to his new role at NTUC, where his primary focus is straightforward: “It’s all about jobs. Make sure people get the jobs that they find suitable for themselves.”
But there’s more depth to his vision. In an age of artificial intelligence (AI) and technological disruption, Mr Rizal wants to create resilient workers who remain relevant in their jobs over time.
It’s about preparing people for an uncertain future while ensuring no one gets left behind in the present.
The Art of Not Judging
Perhaps what’s most striking about Mr Rizal is his refusal to impose one-size-fits-all solutions.
“Everyone is unique, no one is the same. I think it goes a long way in shifting how we plan and approach things,” he said.
This individualised approach extends beyond policy to personal interaction.
He listens before making judgments – a lesson learnt the hard way when he initially had unrealistic hopes for his son’s exam results without understanding the boy’s actual performance level.
“Your expectations must balance with whatever is happening on the ground. You need to set the right goals,” said Mr Rizal.
It’s a balancing act he knows intimately as a father of four children aged between 8 and 18. Each child, he’s learnt, has their own pace and way of learning – much like the workers he now serves.
Measuring Success Differently
Five years from now, how will Mr Rizal know if he’s made a difference? His answer reveals someone who values process as much as outcomes.
“We’ll never know. Just like I do not know what difference I made over the past 25 years with my students.
“But whenever I do something, I make sure I do it right – with the right attitude, with an open heart, non-judgmental,” he stated.
It’s a philosophy rooted in his broader vision for the country: “Workers form the backbone of our country. If we have a strong workforce, a happy workforce, a healthy workforce, it results in a very strong Singapore.”
As our conversation ended, Mr Rizal admitted he’s still in listening mode, gathering insights from stakeholders before setting firm directions.
It’s perhaps the most fitting approach for someone whose career has been built on the radical act of giving people a chance to surprise you.
In a world quick to categorise and dismiss, Mr Rizal represents something increasingly rare: unwavering faith in human potential.
For Singapore’s workers, faith might make all the difference.