2. MRCC Singapore immediately issued a broadcast requesting vessels in the vicinity to render assistance. Three vessels responded, and MSC RUBY recovered all 25 crew members after they had abandoned MSC HERMES III in a lifeboat. All 25 crew members are safe, with no injuries reported. 

3. MRCC Singapore is coordinating with the Vietnamese MRCC on arrangements for the rescued crew members to return safely to shore.

Dr. Saunak Rai, Chairperson of the 10th Clean Marine Fuel Forum,

Mr. Laurence Odfjell, Chair of the Board of Directors of Odfjell, 

Distinguished guests, ladies and gentlemen, 

Introduction

1.    Good morning. My sincere gratitude to the Norwegian Embassy and organisers for inviting me to speak at the 10th edition of the Clean Marine Fuel Forum. 

2.    Ten years of this Forum marks an important milestone and reflects our sustained efforts to advance clean marine fuels across the industry. It is difficult to predict how the transition will unfold in the years ahead. But conversations like today’s remain important as we work to keep global shipping on track to achieve net-zero carbon emissions by or around 2050. 

3.    As earlier speakers have reminded us, climate change does not wait for the world to find its footing. Nor does it pause while geopolitical events or uncertainties play out. We must press ahead regardless.   

4.    MPA will therefore keep working closely with industry and our partners to tackle the challenges of decarbonisation and move shipping towards a cleaner, greener future.

The Regulatory Challenges faced by the Maritime Industry

5.    In particular, there are two key challenges we need to tackle together. The first is the risk of an increasingly fragmented regulatory landscape. The second is closing the gap between clean fuel ambition and commercial deployment. 

Global and regional regulatory measures

6.    Let me start with the first challenge – the risk of a more fragmented regulatory landscape.  

7.    In 2023, the IMO adopted its Strategy on Reduction of Greenhouse Gas Emissions from Ships. This was a watershed moment for the shipping industry. 

8.    For the first time, global shipping agreed on a clear ambition of achieving net-zero greenhouse gas emissions by or around 2050. The question is, how do we get there? 

9.    We have heard much today about the IMO Net Zero Framework, and how member States have deferred its adoption to allow more time to reach agreement on its implementation. 

10.    For an inherently global sector like ours, regulatory certainty matters. A coherent global framework gives shipowners and fuel producers the confidence to make long-terms investments that require significant capital. 

11.    On the regional front, countries are exploring or have already implemented their own measures to regulate emissions from ships. One example is the European Union’s Emission Trading System, or EU ETS, which has covered the maritime sector since 2024. 

12.    Regional measures can play an important role in accelerating the sector’s transition towards a net-zero future. But they should complement the global system. Otherwise, a patchwork of regulatory measures could add unnecessary complexity and administrative burdens for the industry.

13.    In the meantime, although adoption of the IMO Net Zero Framework has been held back, technical discussions on it continue. Earlier this month, the Intersessional Working Group of the IMO’s Marine Environment Protection Committee (MEPC) met in London to consider how the Framework could be taken forward. 

14.    I am encouraged by the constructive tone of the meeting and by member States’ commitment to continue working towards achieving consensus. I hope this provides a good basis for eventually agreeing on a Framework that can command broad support and give the industry the certainty it needs. 

Gap between clean fuel ambition and commercial deployment

15.    This brings me to the second challenge – the gap between clean fuel ambition and commercial deployment. 

16.    The maritime industry is moving towards a multi-fuel future. For shipowners, the transition to alternative-fuelled vessels comes down to three questions: Is the fuel acceptable? Is it available? And is it affordable? 

17.    First, we must consider the acceptability of the fuel. This requires clear and supportive regulations, strong safety standards, and ports that are able to handle the fuel safely and respond effectively to incidents. 

18.    Second, the availability of fuels. Shipowners need confidence that their desired fuel will be available at the various ports of call, and that supply will be reliable and sufficiently diversified.  

19.    Lastly, affordability. While we have made progress on the acceptability and availability of alternative fuels, they are still significantly more expensive than fossil fuels today.

20.    Overcoming these hurdles requires ports, regulators and fuel producers to work together to narrow the cost gap and support commercial deployment. This is where ports such as Singapore have an important role to play.

Singapore’s Approach to Build a Multi-fuel Future

21.    Singapore’s approach is a pragmatic one. We are building capabilities to support multi-fuel pathways towards net-zero. These range from simpler drop-in solutions such as biofuels, to more novel ones such as methanol and ammonia, reflecting the diverse needs of the sector. 

22.    In recent years, Singapore has worked with industry on various fuel pathways, moving progressively from trials to safe operations at scale. 

23.    Last year, MPA awarded methanol bunkering licenses to three companies to supply methanol as a marine fuel. This was the culmination of more than three years of work – from our first methanol bunkering trial in 2023 to the publication of our methanol bunkering technical reference last year. 

24.    At every step, we worked closely with industry to address the unique challenges of methanol bunkering and provide regulatory guidance to ensure safe operations.

25.    We are also monitoring industry interest in other fuel pathways, such as ethanol, and working closely with relevant stakeholders to understand what is needed for its safe and efficient use as a marine fuel.

26.    Looking slightly ahead, ammonia is another key pathway that MPA aims to operationalise. While ammonia presents different challenges, we have learnt much from our pilot trials in Singapore and from our international partners. 

27.    These lessons are now informing the development of our ammonia bunkering Technical Reference, which is in its final stages and which we plan to release very soon. 

28.    Concurrently, the ammonia pathfinder project for power generation and bunkering, which MPA embarked on with the Energy Market Authority, is well under way. Our industry partners are currently conducting a Front-End Engineering Design study to advance the proposal before a Final Investment Decision. 

29.    Ultimately, shipping is a global industry, and Singapore cannot drive the energy transition alone. Singapore has therefore built strong bilateral partnerships through our Green and Digital Shipping Corridors, or GDSCs. 

30.    These GDSCs help act as pathfinders, bringing together like-minded partners across the industry and other countries to identify potential challenges and, more importantly, develop practical solutions to decarbonise shipping. 

31.    To date, we have signed a total of 10 GDSCs – four at the port-level and six at the national level.

Closing: Singapore's Commitment to the Journey Ahead

32.    To conclude, the pathway to net zero will not be straightforward. But uncertainty cannot become a reason for inaction.

33.    Singapore remains firmly committed to supporting the transition towards cleaner fuels. Together with our partners, we can build greater certainty and make the path to net zero clearer and more achievable. We can do this by developing coherent global rules at the IMO, setting common standards for new fuels, and creating the right conditions for these fuels to become available and affordable.

34.    Forums like today’s are important as they bring the right people together to turn shared ambition into practical action. I look forward to the discussions ahead and a productive exchange of ideas and experiences. 

35.    Thank you. 

Distinguished guests,

Ladies and gentlemen,

A very good morning.

Thank you for inviting me to Marine Money Week Asia.

This is the 25th year of the conference. And it is good to see the turnout growing year after year.

Many of you have travelled to Singapore to be here. A warm welcome to all of you.

The Age of Abundance

1       For much of the past decade, ship finance was a story of scarcity.

2       After the global financial crisis, many traditional shipping banks reduced their exposure or left the market.

3       The industry adapted. New sources of financing emerged — from leasing and bonds to private equity.

4       Today, the picture looks very different. Capital has returned to shipping. Alternative lenders have grown. Leasing has expanded. Private credit and institutional investors have become more active.

5       So today, we have something the industry did not have in abundance a decade ago:

6       More capital. More products. More structures. These are good developments. But more does not always make things easier. Sometimes, it makes things harder. And that creates three paradoxes:

              a) More capital, but not necessarily better access.

              b) More products, but not necessarily easier choices.

              c) More structures, but not necessarily greater clarity.

7       Let me take each in turn.

Paradox of Capital

8       First, the paradox of capital. 

9       More capital, but not necessarily better access. There is more capital looking for maritime opportunities today. But it does not flow evenly.

10       Every pool of capital has its own mandate, risk appetite and return expectations.

11       An established owner with predictable cash flows may have many financing options. A smaller owner with older vessels may have far fewer. So might a company piloting an unproven technology. This creates an uneven market.

12       Familiar risks attract capital. Less familiar risks still face financing gaps.
And this matters.

13       Many of the investments shipping needs over the next decade will take us into less familiar territory.

14       New fuels. New propulsion systems. Autonomy. Digital technologies. The risks are harder to assess. The track records are shorter. And the financing is harder to put together.

15       So the question is no longer simply: "Do we have enough capital?" It is: "Do we have the right capital for the right opportunities?"

Paradox of Products

16       Second, the paradox of products. More products, but not necessarily easier choices.

17       There was a time when the challenge for a shipowner was simply finding someone willing to finance the vessel.

18       Today, the menu is much longer. Bank debt. Leasing. Bonds. Private credit. Equity. Or some combination of them. That is a good thing.

19       But a longer menu does not make the decision easier. Each product comes with different costs, maturities, security requirements and risk appetites.

20       The lowest headline interest rate may not mean the lowest overall cost. The most flexible product may not be the right one.

21       So the question is increasingly not: "Can I get financing?" It is: "Which financing is right for my business?"

22       Getting the match right matters more than ever.

23       The right capital for the right asset. The right investor for the right business. The right structure for the right stage of growth.

Paradox of Structures

24       Third, the paradox of structures. More structures, but not necessarily greater clarity.

25       Financing structures have become more varied. And more complex. That can be useful. Different structures can allocate risk differently and bring new pools of capital into a transaction.

26       But complexity does not make risk disappear. Sometimes, it makes the risk harder to see.

27       The assets themselves are also becoming harder to assess.

28       Take an alternative-fuel vessel. A financier is no longer looking only at the ship, its charter and its cash flow.

29       There are other questions. "Will the fuel be available?" "Will the infrastructure be ready?" "How will regulation evolve?" "Will the technology perform as expected?" "What happens to the vessel's residual value?" That raises the premium on expertise.

30       We need people who understand the financing structure — but also the maritime business behind it.

31       People who can connect shipping and finance. Shipping and technology. Shipping and sustainability.

32       And people who still ask the basic questions: "What is the underlying asset?" "Where does the cash flow come from?" "Who ultimately bears the risk?"

32       Because complexity is not clarity. And a sophisticated structure is no substitute for understanding the risk.

What This Means for Singapore

33       So what does this mean for Singapore?

34       I think these three paradoxes point to three things we need to do. Broaden. Connect. Deepen.

35       That is how we intend to make capital work better for Maritime Singapore.

Broaden

36       First, broaden.

37       If access is uneven, we need a broader range of capital — so different companies, technologies and assets can find financing that fits their needs.

38       Banks will remain central to ship finance. But banks cannot — and should not — finance every asset, company or technology.

39       So Singapore wants to remain a strong centre for traditional ship finance, while broadening the capital available.

40       Our Maritime Sector Incentive – Maritime Leasing scheme supports companies using Singapore as a base for ship and container financing.

41       Through the Maritime Cluster Fund – Business Development, we also support companies setting up new maritime operations or expanding into new business lines here. But we also need new financing models for new risks.

42       One example is the Fund for Energy Efficiency Technologies, or FEET, developed by the Global Centre for Maritime Decarbonisation and its partners.

43       FEET blends catalytic and commercial capital with debt to finance energy-efficiency retrofits.

44       The idea is simple. Different risks need different capital. And sometimes, bringing different forms of capital together can unlock investments that traditional financing alone cannot.

45       So the objective is not simply more capital. It is the right capital for the right risk.

Connect

46       Second, connect.

47       If more products make matching harder, we need to connect the right capital with the right opportunities.

48       Singapore has a substantial asset-management sector and a growing family-office community. The opportunity is to connect more of that capital with maritime.

49       Many investors know shipping. But they may be less familiar with the wider range of maritime businesses, technologies and infrastructure they can invest in.

50       We want to bridge that gap. Bring credible maritime opportunities to investors with the right risk appetite and investment horizon.

51       Singapore is well placed to do this. We already bring together shipowners, banks, investors, insurers, lawyers, brokers and technology companies in one place.

52       Platforms such as Singapore Maritime Week and Marine Money bring these communities together.

52       MPA also organises roundtables, networking sessions and business-matching activities throughout the year.

53       We are doing the same for emerging maritime businesses.

54       Through PIER71, for example, we connect MarineTech start-ups with investors and venture capital, helping promising companies find the capital and partners they need to scale.

55       Sometimes, the problem is not a lack of capital. The capital and the opportunity simply have not found each other. Our role is to help make that connection.

Deepen

56       Third, deepen.

57       As structures become more complex, expertise matters more. We need people who understand finance. But they must also understand what sits behind the financing — the asset, the technology, the regulation and the economics of shipping.

58       Through the Maritime Cluster Fund, we support companies in training their workforce and building new capabilities. This includes funding upskilling programmes, as well as industry and overseas attachments.

59       We also want to bring expertise into maritime from finance, technology, data, law and other professional fields.

60       The goal is not simply more people. It is people who can see across disciplines. Who understand the trade-offs. And who can make sound decisions.

Conclusion

61       Ladies and gentlemen, for much of the past decade, ship finance was a story of scarcity. Today, increasingly, it is a story of abundance.

62       More capital. More products. More structures. But abundance brings its own challenges.

63       More capital, but not necessarily better access.

64       More products, but not necessarily easier choices.

65       More structures, but not necessarily greater clarity.

66       So our response should not simply be to pursue more. It should be to make what we have work better.

67       Broaden the range of capital. Connect capital with opportunity. Deepen the expertise to make good decisions.

68       Because the opportunity before us is not simply to bring more capital into maritime. It is to make capital work better for maritime.

69       And if we get that right, finance will do more than fund the next ship. It will help shape the next generation of shipping.

Thank you.

Mr. Andrew Oates, Managing Director, Marine Money Asia

Distinguished Guests, 

Ladies and Gentlemen,

1.    Good evening. 

2.    A very warm welcome to the inaugural Marine Money Asia Deal of the Year Award Ceremony.  

3.    Let me begin by congratulating all our award recipients. Tonight’s awards recognise some of the most innovative and impactful transactions in maritime finance, and the exceptional judgment and ingenuity that made them possible.

Marine Money Asia’s 25th Anniversary

4.    Tonight’s inaugural ceremony is especially meaningful as it coincides with Marine Money Asia’s 25th anniversary. This is an opportunity to honour the achievements of a community that Marine Money has helped to build over a quarter of a century, here in Asia.  

5.    From Marine Money Singapore to Marine Money Asia, the conference has brought together financial institutions, maritime services firms and shipping companies to exchange ideas  and build stronger connections. These connections have helped turn promising ideas into rewarding investments. 

Financing the shipping industry’s transformation

6.    Looking ahead, as shipping transforms, ship financing will become more diverse and sophisticated. Shipowners today are making long-term investments in vessels that will operate for decades, even as fuel choices, regulations, and trade patterns evolve. 

7.    These uncertainties make it harder to assess a vessel’s future earnings and resale value, both of which are central to lending decisions. The challenge is to manage these risks while giving shipowners the capital to renew their fleets and the flexibility to adapt. 

8.    We have seen a wider range of capital providers entering the market to meet this challenge. Banks, leasing companies and investors are putting together innovative financing structures and drawing on more diverse funding sources. The transactions recognised tonight show how the ship finance sector continues to adapt and innovate. 

9.    Asia has an important part to play in global ship finance. The number of transactions under Marine Money’s East Deals category has grown over the years, with eight deals recognised last year alone. This reflects the growing depth and diversity of ship finance activities across the region, and its role in meeting the sector’s changing investment needs. 

Singapore at the Heart of Asia

10.    As a key maritime nation in the heart of Asia, Singapore is well placed to connect maritime businesses with international capital. 

11.    Here, shipowners can draw on financiers, marine insurers and maritime lawyers within one ecosystem. Financiers, in turn, are close to the businesses and markets they serve. This proximity connects shipowners with funding beyond their home markets and investors with opportunities across Asia. 

12.    Singapore’s standing as a stable, neutral and trusted business hub gives these connections a secure foundation. We maintain links across regions and welcome partners from around the world. Our rule of law and consistent policies give businesses confidence to make commitments spanning many years. 

13.    These strengths have made Singapore a natural home for the cross-border dialogue and deal-making that Marine Money Asia has long championed. 

14.     And should broader global developments make cross-border businesses and transactions more challenging, Singapore hopes to offer ourselves as a neutral and safe venue to make these transactions possible. We cannot remove uncertainty from the world, but we can provide a dependable base from which businesses can plan and invest. 

Recognising the People Behind the Transactions

15.    Finally, I want to recognise the people behind the transactions honoured tonight. Capital may make a deal possible, but it is the people who bring it together. 

16.    Many of you have worked long hours, navigated difficult negotiations and reconciled competing interests to achieve a successful outcome. Your perseverance and spirit of collaboration give us confidence in the industry’s ability to meet the challenges ahead. 

Conclusion 

17.    Let me end by reaffirming ship finance as a cornerstone of Singapore’s position as a leading international maritime centre. The Maritime and Port Authority of Singapore (MPA) remains committed to keeping this sector strong, vibrant and competitive. 

18.    We look forward to working with our industry to grow the sector, and to seeing more innovative financing solutions and new pools of capital emerging from Asia, and especially from Singapore.

19.     On that note, with tonight being the inaugural ceremony, I hope Marine Money finds it all the more meaningful to present the East Deals awards here in Singapore, in the very region where these deals were forged. 

20.    Once again, congratulations to all the winners tonight. I wish everyone an enjoyable evening and a successful conference for the next two days.

21.    Thank you. 

Industry partners,

Ladies and gentlemen,

Good morning.

Thank you to S&P Global Energy for bringing us together at APPEC.

A Maritime Ecosystem in Transition

1. We meet at a time of significant change for the maritime industry. Geopolitical tensions, disruptions to key shipping routes and shifts in global supply chains have made the operating environment more complex and less predictable.

2. At the same time, deeper structural shifts are reshaping our industry. The energy transition is changing how ships and ports are powered. Digitalisation is transforming how trade and port operations are managed, and artificial intelligence (AI) is opening new possibilities for how we plan, coordinate and make decisions.

3. Looking towards 2030, one thing is clear: the pace of change will only accelerate. For Maritime Singapore, this challenge goes to the heart of our economic model. Our prosperity depends on connections that reach far beyond our shores. Our response to a more fragmented world must therefore be to remain open, deepen our connections and make ourselves more useful to the partners who depend on them.

4. Our approach is anchored on three priorities: Growth, Resilience and Partnership.

Growth - Staying Relevant 

5. Let me begin with Growth.

6. Singapore's maritime success has always been built on relevance and trust - being a place where global shipping and energy companies can transact efficiently, operate safely and invest with confidence.

7. That trust continues to be reflected in our performance. Last year, Singapore handled a record 56.77 million tonnes of bunker sales. In the first half of 2026, bunker sales exceeded 28 million tonnes.

8. But what matters is not simply the volume. These numbers reflect the industry's confidence in Singapore as a reliable and trusted maritime and energy hub. But our longer-term relevance depends on the value we create for the companies that use our port and build their businesses here.

9. This value extends across the maritime ecosystem. Shipping companies need access to capital, commercial expertise, technical services and reliable dispute resolution.

10. Bringing these capabilities together with port operations creates a stronger environment for businesses to make decisions and execute them.

11. For an owner considering fleet renewal, or an energy company developing a new supply chain, that depth of expertise can be as important as physical connectivity.

12. Looking towards 2030, competitiveness will increasingly depend on reliable port calls, access to a wider range of marine fuels, and the ability to connect physical operations with trusted digital information. 

13. Long-term planning has always been a hallmark of Maritime Singapore's development. MPA is currently developing the Maritime Singapore Master Plan, which will chart our longer-term priorities and how we position Maritime Singapore for the opportunities and challenges ahead. We look forward to sharing more about the plan when it is ready in 2027.

14. Even as that work continues, we are not standing still. We continue to make investments today that will strengthen Singapore's competitiveness and position us for the future.

15. Tuas Port is one of the clearest examples. We are developing the port progressively to meet future capacity needs, while giving us the flexibility to incorporate new technologies as they mature. When completed in the 2040s, Tuas Port will have a handling capacity of 65 million TEUs annually, with automation and digitalisation enabling greater efficiency and reliability.

16. We are taking the same forward-looking approach to the energy transition.

17. Over the coming decades, we are likely to see the most diverse marine fuel mix in shipping's history. There may not be a single fuel of the future.

18. Our role as a global bunkering hub is therefore not to determine which fuel will prevail. Our role is to ensure that whichever fuels the industry adopts, Singapore is ready - with the infrastructure, standards and operational capabilities to support them.

19. Across the major alternative fuel pathways, we are making concrete progress. We have issued methanol bunkering licences and commenced methanol bunkering operations. For ammonia, we are developing the regulatory and operational frameworks needed to support future commercial deployment. We are also facilitating greater use of sustainable biofuels.

20. At the same time, we continue to expand our LNG bunkering ecosystem, with additional licences issued this year. This will broaden supply options as more LNG-fuelled vessels enter the global fleet. We have also just updated our LNG standards, while maintaining the high standards of safety and reliability that underpin Singapore's reputation as a trusted bunkering hub.

21. The transition to new marine fuels will require close collaboration across the maritime and energy value chains - to develop supply chains, establish trusted standards and give industry the confidence to invest.

22. The conversations we advance here at APPEC can continue at the Singapore International Bunkering Conference and Exhibition (SIBCON) which will be held next month in October, where the global bunkering community will come together in Singapore to explore emerging fuel pathways and how we can collectively translate ambition into safe and scalable solutions.

23. Growth, therefore, is about more than volume. It is about continuing to build the capabilities that keep Singapore relevant and trusted as the industry evolves.

Resilience - Adapting to Change

24. This brings me to our second priority: Resilience.

25. Recent years have shown how quickly geopolitical developments and disruptions at key maritime chokepoints can affect shipping routes and supply chains. We cannot eliminate uncertainty. But we can strengthen our ability to anticipate, adapt and recover.

26. For Singapore, this means investing in sufficient capacity and resilient infrastructure, while maintaining an ecosystem that can adapt as trade flows and operating conditions change. Tuas Port is therefore not only an investment in growth; its phased development also gives us the flexibility to respond to changing demand and technologies.

27. Increasingly, resilience is also digital. Secure systems, trusted data and reliable digital services are becoming as important to maritime operations as physical infrastructure.

28. Through digitalPORT@SG™, MPA has brought key regulatory and operational services onto a single digital platform. Initiatives such as the Maritime Single Window and Just-In-Time platform are helping to streamline processes and improve the efficiency of port calls.

29. Beyond regulatory services, OCEANS-X, Digital Bunkering and the Maritime Digital Twin are enabling trusted data sharing, better operational planning and the testing of new digital solutions.

30. Digital Bunkering is one example. Since 2025, it has strengthened the efficiency and transparency of bunker operations. We are now working with industry on the next phase, trialling capabilities to further strengthen the integrity and quality of bunker data shared between stakeholders and MPA.

31. But resilience is not just about infrastructure and systems. It is also about having a future-ready workforce - one that can adapt as technology changes the way maritime work is done.

32. This is why MPA continues to invest in our maritime workforce, working with industry and training partners to build new capabilities and equip our people for the opportunities ahead. Technology will create new possibilities, but its value will ultimately depend on how effectively our companies and people are able to use it.

33. One example is AI. MPA is working with industry partners such as the Singapore Shipping Association to accelerate AI adoption across the maritime sector. At the MPA-SSA Maritime AI Forum in July, maritime companies, technology providers and industry professionals came together to examine real-world applications of AI and practical pathways for adoption.

34. This is the approach we want to take - investing in our people, bringing industry and technology providers together, moving from possibilities to practical applications, and equipping our workforce to adapt with confidence.

35. Ultimately, resilience is about our ability to adapt - through our infrastructure, digital systems and people. By strengthening all three, we can build a maritime ecosystem that is more connected, more efficient and better prepared for the changes ahead.

36. Resilience means managing the disruptions of today without losing sight of the transformations shaping tomorrow.

Partnership - Creating Confidence to Invest

37. Which brings me to our third priority: Partnership.

38. None of these transformations can happen in isolation. No single company can build a global fuel transition. No single port can establish international standards. And no single country can decarbonise international shipping.

39. Progress depends on partnership - between governments and industry, between ports, between energy producers and users, and between technology providers and investors.

40. This is particularly important for new fuels and technologies. Shipowners need confidence that fuels will be available. Suppliers need confidence that there will be demand. Infrastructure providers need sufficient certainty to invest. And regulators need to ensure that new solutions can be introduced safely.

41. Our approach is therefore to work closely with industry - developing regulatory frameworks together, testing solutions in real-world conditions, and providing the clarity and confidence needed for investment.

42. But shipping is global. Solutions will have limited impact if standards and systems remain fragmented across borders. Through our Green and Digital Shipping Corridors, we are working with international partners to test solutions, develop common standards and improve interoperability.

43. Ultimately, partnership is about bringing together the right players to translate ambition into solutions that are safe, scalable and commercially viable.

Looking Ahead

44. As we look ahead, these three priorities reinforce one another. Growth depends on our ability to remain relevant. Resilience enables us to adapt through uncertainty. And Partnership gives industry the confidence to invest and innovate.

45. Events like APPEC matter precisely because they bring together such a diverse community - from different countries, disciplines and parts of the maritime and energy value chains. They allow us to exchange perspectives, challenge assumptions and build the relationships needed to turn ideas into action.

46. I encourage all of you to make the most of the conversations ahead. Ask the difficult questions. Share your experiences. And look for the partnerships and opportunities that can help us collectively navigate this period of transformation.

47. Maritime has always been an industry that looks beyond the horizon. The challenges before us are significant, but so too are the opportunities.

48. By continuing to invest ahead, adapt to change and work together, we can ensure that Maritime Singapore remains relevant, resilient and trusted in the years ahead.

49. Thank you, and I wish you all a fruitful and enjoyable session.

Datuk Dickson Dollah, Director General of Marine, Malaysia Marine Department,

Bapak Hernadi Tri Cahyanto, Director of Navigation, Directorate General of Sea Transportation, Indonesia,

Excellencies,

Distinguished Guests,

Ladies and Gentlemen,

1.       A very good morning to everyone. It is my pleasure to welcome you to the 17^th Co-operation Forum. This year, we also have a record number of overseas guests. I extend a very warm welcome to Singapore to all of you. 

2.            Hosting the Cooperation Forum in Singapore this year is especially meaningful. It brings us back to where the Co-operative Mechanism was established in 2007. At the time, Singapore’s former Deputy Prime Minister, Professor S. Jayakumar, described it as “a well-built vessel, robust yet flexible”.

3.     Nearly two decades later, that vision continues to endure. The strength of the Mechanism lies in its unique model of shared stewardship – where the three littoral States manage one of the world’s busiest and most strategically important shipping corridors alongside user States, industry and the international maritime community, all with a direct stake in its success.

4.     The combination of diverse perspectives, expertise and capabilities has allowed the Mechanism to remain robust in its purpose, while allowing it to remain flexible to respond to new challenges.

5.     Yesterday, our Minister for Transport, Mr. Jeffrey Siow,  launched a new book – The Straits of Malacca and Singapore: A Model for the World. The book is co-edited by Singapore’s Ambassador-at-large, Professor Tommy Koh, and is a timely reminder of what this partnership has achieved, and what it can offer the world – especially today, as geopolitical tensions threaten the openness of vital waterways.

6.     Our distinguished speakers this morning have reaffirmed the importance of the Straits of Malacca and Singapore, or SOMS, as a vital international waterway, and our shared responsibility to keep it free, open and safe for international shipping.

7.     The Co-operation Forum, as a key pillar of the Co-operative Mechanism, is where we put this shared responsibility into practice. It gives us a platform to exchange perspectives, identify emerging needs, and turn dialogue into practical cooperation.  

8.     Our discussions over the next two days will focus on four priorities: strengthening navigational safety, harnessing technology for safer navigation, preparing for emerging challenges, and safeguarding the marine environment.

Enhancing Navigation Safety in the SOMS

9.     We will begin with navigational safety, which remains our foremost priority. Over the years, the SOMS has continued to maintain a strong safety record through the close cooperation of the littoral States and those who use it.

10.   As shipping evolves — with increasing traffic, larger vessels and changing cargo profiles — the operating environment will become increasingly complex. We must continue to anticipate new challenges and adapt our approaches accordingly.

11.   We can look forward to presentations on marine incident trends, cargo safety, and the review of the Under-Keel Clearance limit. They will give us useful perspectives on the challenges ahead, and how we can further enhance navigational safety, including through closer operational coordination where appropriate.

Leveraging Technology

12.   Next, technology is becoming an increasingly important enabler of safe navigation. Advances in artificial intelligence, digital navigation and maritime communications are transforming how we manage our waterways.

13.   These technologies can give us better situational awareness, stronger ship-to-shore connectivity and support more informed operational decision-making, helping us manage vessel movements through the SOMS with greater precision and confidence.

14. Today, we will hear about initiatives such as the VHF Data Exchange System, satellite-based augmentation systems, near-miss detection, and simulation technologies. These discussions will demonstrate how technology can complement existing navigational safety measures and help us manage the SOMS safely and efficiently.

Emerging and future challenges

15.   As shipping evolves, so do the risks that come with it. An increasing digitalised age gives rise to new cybersecurity challenges. Emerging technologies, such as autonomous vessels, will require us to consider new regulatory approaches. These are challenges that no single country can address alone.

16.   Our discussions on these emerging issues will help us better understand the challenges ahead, and how we can continue working together to ensure that the SOMS remain safe, resilient and ready for the future.

Upholding Marine Environmental Protection in the SOMS

17.   As we strengthen navigational safety and prepare for future challenges, we must also ensure that the SOMS remain environmentally sustainable. Our discussions on marine environmental monitoring, oil spill response technologies and underwater noise pollution will deepen our understanding of the changing environmental landscape and strengthen our collective awareness.

18.   The global energy transition will also be an important focus. While the shift towards a multi-fuel future can help reduce shipping emissions and ensure energy resilience, it also introduces new operational and safety challenges. Our discussions on the use of ammonia and methanol as marine fuels, the operation of electric vessels, and the training needed to prepare our seafarers for this transition, will therefore be particularly relevant. 

Conclusion

19.   So, the breadth of this year's programme shows how  the Co-operative Mechanism continues to evolve with the challenges facing the SOMS – from emerging navigational risks and new technologies, to the environmental and safety concerns of new fuels. For the Co-Operative Mechanism to remain “robust yet flexible”, we must continue to adapt, learn from one another, and work together. That is how we will keep the SOMS open, safe and secure for global trade.

20.   The success of this Forum will therefore not be measured by the number of presentations delivered, but by the partnerships we forge, the candid discussions we have, and the practical outcomes we achieve together. I encourage everyone to participate actively and make the most of our time together.

21. On this note, I wish everyone a productive and fruitful Co-operation Forum. Thank you.

Good evening.

2    A very warm welcome to all of you, and thank you for joining us this evening.

3    I would also like to thank our sponsors for making this event possible, and our overseas guests who have crossed oceans to be with us.

4    This year, MPA marks our 30th anniversary. But our maritime story goes back much further. When MPA was first formed in 1996, we brought together three entities: the Marine Department of then-Ministry of Communications, the National Maritime Board, formed in 1973, and the regulatory functions of the Port of Singapore Authority, whose roots go back to 1913. One year after MPA was formed, PSA was corporatised in 1997, and we look forward to celebrating PSA’s 30th anniversary next year too.  

5    As we mark this milestone, we wanted to celebrate with the people who helped shape Maritime Singapore – many of whom have been with us from the beginning.  

6    That is why all of you here, our closest industry partners, are our Guests of Honour tonight. Tonight is dedicated to you, and to the role you have played in our shared journey.

7    Maritime Singapore’s success has always been a shared endeavour. For the past three decades, our shipping companies, maritime services firms, industry organisations and partners have worked alongside MPA to turn Singapore into a global maritime hub.    

8    Two decades ago, around 80 shipping groups chose Singapore as their regional hub. Today, we have more than 200 shipping groups here, contributing close to 5 billion SGD in annual business spending in Singapore. 

9    Last year, Singapore achieved record vessel arrival tonnage, container throughput and marine fuel sales, while the Singapore Registry of Ships became the fourth largest in the world. 

10    We have these achievements today because you chose Singapore. You invested here, grew your businesses with us, created jobs and opportunities, and championed Maritime Singapore around the world. 

11    Together, we showed what is possible when government and industry share the same ambition. 

12    And ours is a partnership where we strengthen one another. Singapore provides a trusted and competitive base for you to pursue your ambitions and grow. In turn, your investments, expertise and confidence have helped propel Maritime Singapore onto the world stage. Tonight is our opportunity to say a very big thank you to all of you.

The Next Chapter

13     As our industry navigates profound changes, the trust we have built over the years will remain our strongest anchor.  

14    MPA will continue to earn this trust by helping companies navigate these shifts. From building a more connected maritime ecosystem to preparing for a multi-fuel future, we are committed to listening, collaborating, and driving new opportunities for our industry to succeed. 
Our Maritime Community 

15     Tonight, I would also like to take the opportunity to profile MPA’s three affiliates – the Singapore Maritime Foundation, or SMF; the Singapore Chamber of Maritime Arbitration, or SCMA; and the Singapore Maritime Institute, or SMI – all of whom want to work closely with all of you. 

• SMF is chaired by Mr. Hor Weng Yew and led by Executive Director, Ms. Tan Beng Tee. SMF brings government and industry together, promotes Singapore as an international maritime centre, and builds the talent pipeline that will sustain our future growth. 
• SCMA is chaired by Justice Chao Hick Tin and led by newly minted Executive Director Ms. Tan Woei Tyng. SCMA strengthens Singapore’s position as a leading centre for maritime dispute resolution by providing internationally recognised and cost-effective arbitration services. I thank the many companies that have adopted SCMA arbitration clauses over the years, and encourage more to come on board.
• SMI is chaired by Professor Low Teck Seng. SMI connects industry, academia and government to turn maritime research into practical solutions. Through its work in areas such as next-generation ports, smart shipping and green technologies, SMI is developing solutions for our future.     

Conclusion 

16    Before I close, I invite everyone to explore the highlights from our “Voyage Beyond: Reimagining Maritime Singapore” exhibition. We mounted this exhibition in 6 heartland spots around Singapore earlier this year, and we are delighted to bring it here tonight to celebrate a maritime heritage that many of you helped shape.  

17    I also hope that you will use this evening to reconnect with old friends, make new ones, and discover new opportunities to work together. 

18    In tribute to all of you, we have also prepared a small gift to express our sincere appreciation for the trust, friendship and partnership you have extended to us over the years. 

19    So let me end with a toast, and a short but heartfelt message that you will also find attached to the flowers I will be giving out later: Anchored in Trust, Growing together. Thank you for championing Maritime Singapore!   

Introduction

1    Every ship that leaves port carries two forms of seaworthiness. The first can be surveyed: the integrity of its hull, the reliability of its machinery and the safety of its cargo. The second is harder to measure, but no less important. It lies in the competence, readiness, and well-being of the people on board. 

2    The two are inseparable. Even the most advanced ship becomes a risk if its crew is under-prepared, under-resourced or under-supported. 

3    That is why this year’s theme “Seaworthiness and seafarers in a changing world” is especially timely. It captures a central reality for our industry: the transformation of shipping is not only technical but profoundly human.  

4    Geopolitical tensions, decarbonisation, automation and artificial intelligence are reshaping our vessels and operations. And with them, the role of the seafarer.

5    In this new environment, seaworthiness can no longer be viewed solely in terms of whether a ship is fit for the journey. We must also ask: Do our people have the skills and support to navigate what lies ahead?  

6    So today, let me focus on three pillars which I think of as our people’s “seaworthiness”: that is ensuring our seafarers are well-prepared for evolving roles, well-placed to perform safely, and well-supported in an increasingly difficult environment. 

Well-prepared

7    First, our seafarers must be well-prepared. 

8    The maritime industry is changing at a pace few would have anticipated a decade ago. Methanol and ammonia dual-fuelled ships have entered commercial service. Autonomous and remote systems now support decisions once made solely on board.

9    As a maritime nation and a major flag registry, Singapore must prepare our seafarers not only for the ships of today, but also for the ships of tomorrow. 

10    This is especially urgent as shipping transitions to alternative fuels. Seafarers accustomed to conventional fuels must now operate in a very different risk environment. LNG, methanol, ammonia and eventually hydrogen each have distinct characteristics. Ammonia is highly toxic. Methanol and hydrogen are highly flammable. New fuels therefore require more than new engines. They require new competencies. 

11    MPA is pleased to be working with the Singapore Maritime Academy and Wavelink Maritime Institute to deliver training programmes for the safe handling of alternative fuels, among others. These programmes are aligned with the international standards that Singapore is helping to shape at the International Maritime Organization, or IMO. 

12    Our goal is simple: no seafarer serving on an alternative-fuelled ship should face an emergency without the knowledge, skills and confidence to respond safely and effectively. 

13    We must also prepare our seafarers for greater automation. At Singapore Polytechnic, the Centre of Excellence in Maritime Safety (CEMS), supported by the Singapore Maritime Institute, is developing human-centric technologies to strengthen navigational and operational safety. Through immersive tools, artificial intelligence and digital platforms, the Centre is helping the industry create future-ready solutions to enhance competencies and operational readiness.

Well-placed

14    Second, our seafarers must be well-placed: on safe, well-run ships, supported by a regulatory framework fit for purpose.  

15    Singapore is now the world’s fourth-largest ship registry. But rankings are not our main ambition. A Quality fleet is. 

16    As Singapore’s maritime administration, MPA conducts rigorous flag State control inspections and oversight of our ships. We work closely with our eight appointed Recognised Organisations to ensure that surveys and inspections are thorough, and we maintain zero-tolerance for substandard ships and practices.

17    Every vessel flying the Singapore flag carries with it a commitment to safety, environmental protection, and crew welfare. Our position on the whitelists of the Tokyo and Paris MOU for Port State Control reflect this commitment. 

18    And when incidents occur, our responses define who we are. MPA investigates all incidents thoroughly and objectively, to understand not only what happened, but why. We then share lessons and good practices with the industry so that one ship’s experience can help make many others safer. 

19    And that is the same spirit behind the Singapore Near Miss Reporting System that Captain Hari just spoke about. We want to encourage a culture where people feel free and want to speak about near miss incidents so that their experiences can make it safer for someone else tomorrow. 

Well-supported

20    The third pillar is perhaps closest to my heart – ensuring that our seafarers are well-supported and respected for the important work they do. 

21    Recent geopolitical tensions have again reminded us how quickly events ashore can place those at sea in danger. 

22    During the conflict in and around Iran this year, Singapore remained in close contact with all Singapore-registered ships stranded in the Persian Gulf.

23    MPA provided advisories to affected ships and seafarers to safeguard their safety and well-being. We engaged regional States to help maintain access to ship supplies, provisions and crew changes. We also worked closely with our colleagues in the Singapore Information Fusion Centre to monitor vessels operating in the region.

24    But supporting seafarers is not only about responding during a crisis. 

25    As a party to the Maritime Labour Convention, Singapore works closely with our tripartite partners to uphold safe and fair working conditions at sea. Seafarer of any nationality who face unfair conditions on a Singapore-registered ship – or any ship calling at Singapore – can always approach MPA for help. 

26    We also invest in practical support ashore to improve seafarers’ welfare. 

        a.    Our Seafarers' Lounges at Pasir Panjang Container Terminals and Jurong Port give seafarers a place to rest and recharge during port calls. We look forward to expanding this network as the future Tuas Port develops. 

       b.    The upcoming redeveloped Maritime House along Cantonment Road, expected to be completed in 2027, will provide affordable accommodation for seafarers transiting Singapore for sign-on and sign-off.

       c.    And through the Seafarer Welfare Grant, MPA supports our seafarer missions in providing ship visits, counselling and pastoral care to crew on board ships that call at Singapore. 

Conclusion
27    Let me conclude by bringing these three pillars together.  

28    Seaworthiness is not merely a technical consideration. It is a continuous commitment to ensure that ships, and the seafarers who sail them, continue operating safely and securely.

29    Singapore remains committed to preparing our seafarers for change. We will uphold high standards across our fleet. And we will stand by those who keep global trade moving. 

30    Because a ship is only as seaworthy as the people who sail it, and they deserve the best support we can give.

31    Thank you, and I wish you a successful conference.

Ladies and Gentlemen, 

Welcome to the Marine & Maritime Leadership Breakfast, co-organised by MPA and the Workplace and Safety Health (WSH) Council. 

2    We just saw a very powerful video on the importance of choosing safety. This morning, all of us have made that choice – to be here, and to focus on safety because of how important it is to all of us.  

3    This is the second year in a row that MPA is organising this breakfast as part of Singapore Safety@Sea week. We believe it is important to make time to reflect, share, and renew our collective commitment to safety. 

4    As mentioned at yesterday’s Opening, we are very encouraged to see the industry coming together to support Safety@Sea Week. This year, we have 18 events in total – 12 led by industry and 6 by MPA – with about 1,500 participants expected across the week.

5    This would not have been possible without the strong support and contributions of our partners. It also reflects an important principle: WSH is a collective responsibility. 

6    For us in the marine and maritime sector, several incidents in the past few months have given us reason to pause and reflect:

• A few weeks ago, there was a diving incident off Raffles Reserved Anchorage that resulted in a fatality;
• In June, there was a collision between a supply boat and a landing craft that led to three fatalities; and
• Earlier in the year, there was a container fire onboard Ever Lenient at Pasir Panjang Terminal, which fortunately did not result in major injuries.

7    These incidents remind us that we can never take safety for granted. Even with good systems and processes in place, incidents can still happen. What is important is that we learn from them, proactively share these lessons across the industry, and keep improving together.  

8    Under Singapore’s WSH 2028 vision, Singapore aims to reduce the workplace fatal injury rate to below 1.0 per 100,000 workers, and the major injury rate to below 12.0 per 100,000 workers.

9    Achieving this would require a collective effort from government, employers and workers across the maritime community. 

10    Today, I would like to frame our safety responsibility around the Triple “A” framework of Safety Leadership: Aware, Available and Act.

1st “A” — AWARE 

11    The first “A” is Aware. Strong safety leadership starts with knowing what is happening on the ground. Leaders should ask themselves:

• Are we truly in touch with what is happening on the ground, or are we relying only on dashboards and reports?
• Do we understand how our operating environment and risks are changing?
• And do we know whether these risks are being addressed effectively.

12    Leaders must look beyond lagging indicators such as accident rates. We need to pay attention to near-misses, unsafe behaviours and systemic gaps before they result in an incident.

13    Awareness must also extend to emerging risks as the maritime industry evolves.

14    For example, as the sector transitions towards alternative fuels such as LNG, ammonia, methanol – and potentially hydrogen and even nuclear in the longer term – workers accustomed to conventional fuels will need to understand and manage a very different set of hazards.

15    In addition, Geopolitical conflicts and supply-chain disruptions can also place greater operational pressure on crew, increasing fatigue and the risk of accidents.

2nd “A” — AVAILABLE 

16    The second “A” is Available. Leaders must be available to listen, especially when safety concerns are raised.

17    We need to create an environment where workers at every level feel safe to speak up about hazards and near-misses without fear of reprisal.

18    I made this point yesterday at the Opening of Safety@Sea Week and it bears repeating: reporting a near-miss or raising a safety concern is not an admission of failure. In fact, it is an act of courage. 

19    By reporting, you are helping to gather greater awareness and making sure others learn from the mistake, which could help save a life tomorrow. Our workers must know this, and our actions as leaders must reinforce it.

20    Being available also means ensuring our frontline workers have the right equipment, resources, tools and support to carry out their work safely.

21    When leaders are visible, attentive and open to feedback, we send a clear signal that safety matters, and every employee matters.

3rd “A” — ACT 

22    The third “A” is “Act”. Awareness and availability must ultimately lead us to Act.

23    Leaders must translate safety insights into concrete decisions — whether by investing in safer equipment, improving processes or holding people accountable where necessary.

24    We must act promptly when concerns are raised. Because delayed action erodes trust and sends the message that safety is not truly a priority.

25    At the same time, we should recognise and reinforce safe behaviours. Positive reinforcement helps make good safety practices part of everyday culture.

26    Most importantly, leaders must be prepared to make the difficult call: to stop an unsafe operation, when necessary, even in the face of commercial or operational pressures.

CLOSING

27    If leaders consistently practise these three “As” — Aware, Available and Act — the right behaviours will cascade through every level of the organisation, turning safety values into a strong and enduring safety culture.

28    MPA remains committed to making our maritime sector safer. Today’s conversation is an important part of that commitment — bringing maritime leaders together to share, learn and, most importantly, translate our collective commitment into action.

29    I look forward to a meaningful discussion with all of you today.

Mr Loh Khum Yean, Chairman, Maritime and Port Authority of Singapore,

Mr Ishak Ismail, Chairman, National Maritime Safety at Sea Council,

Sister Mary Liew, General Secretary, Singapore Maritime Officers' Union,

Mr Randy Chen, Vice Chairman, Wan Hai Lines,

Colleagues from the Workplace Safety & Health Council and the Ministry of Manpower,

Ladies and Gentlemen,
 
Introduction

1.                Good morning and a very warm welcome to the Singapore Safety@Sea Symposium. 

2.                This is the opening event for the 13th edition of Safety@Sea Week. It is organised by MPA, with the support from the National Maritime Safety at Sea Council (NMSSC) and the MPA-Industry Safety Work Groups. 

3.                Keeping our maritime transport workers safe is critical, because they play an indispensable part in moving millions of tonnes of cargo and passengers safely and smoothly every day and every year. Ours is a tough sector, and their work exposes them to many risks and hazards. 

4.                Today, I want to highlight three areas where MPA hopes to continue working with everyone in our maritime community to strengthen our foundations and ensure that safety always remains our top priority.

Leveraging on Systems and Technology for Maritime Safety

5.                First, prevention begins with awareness. You cannot manage what you do not know. This is why we are building robust systems to give our people better visibility of risks, so that we can act before they become hazards or accidents. 

6.                Earlier this year, MPA launched OCEANS-X. This is MPA’s Government-to-Government and Government-to-Business digital platform. It allows ecosystem partners to discover, access and share data seamlessly within a common, standards based and interoperable environment. This means companies can get the information they need more quickly, and connect their systems directly with MPA services. By improving information sharing and situational awareness on both sides, we can identify risks earlier, make better decisions, and reduce unnecessary exposure to workplace hazards. 

7.                Complementing this is our Maritime Digital Twin. It is a dynamic, real-time digital replica of our port, which brings together live and synthetic data to model and test different scenarios to identify where things could go wrong. This helps us better understand past deficiencies and take preventive action earlier.

8.                MPA has also expanded the use of unmanned aerial systems in our port waters to strengthen our surveillance and response capabilities. For example, drones can help us identify vessels behaving recklessly, so that we can intervene before lives are put at risk. We also saw the value of drones firsthand during a recent fire incident at the container terminal, in which we actively used drones to support ship-based firefighting operations for the first time. Our drones used infrared imaging to help SCDF ground crew locate heat spots accurately. This supported the firefighting operations and enabled SCDF to extinguish the container fire onboard the vessel swiftly and effectively. 

Learning from Near Misses

9.                Second, we need to learn from near misses and have a way to share them, so that more people can benefit from the lessons learnt and prevent future accidents. 

10.               I am pleased that NMSSC and the Singapore Shipping Association are launching the Singapore Near Miss Reporting System today. This joint initiative is modelled on the Confidential Human Factors Incident Reporting Programme (CHIRP), which is an internationally recognised framework. It gives our sea space users a simple, online channel to report near misses without fear of reprisal. CHIRP acts as an independent third party, providing only anonymised data to the NMSSC, which then distils the key learnings for sharing with the wider maritime community.

11.               We applaud NMSSC and SSA for championing this initiative. This is exactly the kind of partnership that strengthens safety – through trust, shared ownership, and a genuine commitment to learning from experience. In particular, we want to make one point clear: Speaking up about a close call is not an admission of failure. It is an act of courage and care for your people. So, I urge everyone  to champion this within your organisations — make it safe for your crew and your officers to report without hesitation. Because every near miss that goes unreported is a lesson lost which could have saved a life tomorrow.

All Hands-on Deck – Safety First 

12.               Third, embedding a strong safety culture into an organisation requires commitment and dedication at all levels. It starts with leaders setting the right tone, is reinforced by managers and supervisors, and sustained by every worker taking responsibility for safety. 

13.               This is why this year's Safety@Sea Week is designed to reach across every level of our community. For senior management, we have the Marine and Maritime Leadership Breakfast. For middle management, we have the expanded Safety@Sea Community Conversation events. And for our frontline workers, we have introduced the new Crew Safety Awareness Workshop, covering battery fire safety, sea survival techniques and the proper use of personal flotation devices. The message is clear: Safety is everyone’s responsibility – from the boardroom and all the way to the deck and engine room. 

14.               In the true spirit of "All Hands-on Deck", I am pleased to see more companies organising their own safety initiatives as part of Safety@Sea Week this year. We have 12 industry-led events this year, a significant increase from previous years. Thank you to all our partners for stepping up. 

Conclusion

15.               At the heart of everything that we will discuss this week is our people. Our workers give their utmost every day, often working in challenging and demanding environments. 

16.               This is especially so in the maritime sector, where seafarers, port workers and operators work under pressure to keep our economy and our nation moving. They do their part for their employers and for Singapore. It is only right that we do our part to keep them safe. Every one of them deserves to work in a safe environment and, at the end of the day, return home safely to their loved ones.

17.               Thank you for your partnership and your commitment to keeping our waters and workers safe. I wish you all a meaningful week ahead. 

Introduction

1    I am pleased to join you today at the Maritime Engineering Technical Seminar. I must confess that I am not an engineer by training. But after many years working with engineers, I have come to appreciate three things.

2    First, engineers have a structured way of thinking. Second, engineers love to solve problems and are always ready to stand up to the challenge. And third, while engineers do not like frequent changes in requirements, they will do their utmost to deliver the desired outcomes.

3    Maritime Singapore is, in many ways, one of the largest and longest-running engineering projects Singapore has undertaken. Like every engineering project, it began with a “design brief”. Ours was clear, but certainly not easy.

4    Singapore has limited land, few natural resources and a small domestic market. We therefore had to make every inch of land and sea space count, move people and cargo efficiently, and connect ourselves to the world.

5    Generations of engineers have risen to this challenge. They reclaimed land, built terminals, designed vessels and navigation systems, and developed the infrastructure that keeps our port safe, efficient and connected. In doing so, they helped transform a small island into one of the world’s leading maritime hubs.

6    However, the requirements are evolving. Decarbonisation, digitalisation, geopolitics, shifting supply chains and climate change are redefining how ships are designed, how ports are operated and how global trade moves.

7    In that sense, the design brief has changed. This is why maritime engineers are more important than ever. You are the ones who will turn these new requirements into the vessels, infrastructure and systems that make Maritime Singapore safer, greener, smarter and more resilient.

First Message

8    Let me share three key messages this morning. First, Maritime Singapore offers engineers a world of opportunity.

9    The new design brief calls for a much wider range of engineers than the old one. Maritime is no longer just about ships, ports and moving cargo. It is increasingly technology-driven, innovation-focused and multi-disciplinary.

10    Let’s take Tuas Port as an example. When fully developed, it will be the world’s largest fully automated container terminal in a single location. Its operations will use electrified automated yard cranes and automated guided vehicles, managed remotely through advanced control systems.

11    Now imagine a single container moving through Tuas Port. A civil engineer helped create and stabilise the land underneath it. A mechanical or electrical engineer powers the crane that lifts it. A software engineer developed the logic that determines where it should go. A data engineer optimises its journey. A cybersecurity engineer protects the systems behind it. And a systems engineer makes sure every component works together safely and reliably.

12    What looks like a simple movement of one container is, in reality, a relay across many different engineering capabilities. That is what modern maritime engineering looks like: it is an integrated ecosystem where physical infrastructure, digital technology and human judgement work together.

13    Traditional fields such as naval architecture, civil, mechanical, electrical and marine engineering remain essential. But they now work alongside specialists in artificial intelligence, robotics, data science, cybersecurity, advanced materials and energy systems. 

14    For students and young professionals, this opens up a much wider range of careers, both at sea and ashore. You may design state-of-the-art vessels and systems, or even work on technologies that have not yet been invented. So, do not think of maritime as an industry of the past. Maritime is where the future is being built.

Second Message

15    My second message is that we must engineer our future, and not wait for it. The world around us is changing fast. Climate change is altering the risks that our infrastructure must withstand. Global shipping is under pressure to reduce its emissions. Digitalisation creates new possibilities, but also introduces new vulnerabilities. And for Singapore, our competing ports and maritime centres are certainly not standing still. 

16    To prepare for these changes, MPA and the Ministry of Transport are co-creating the Maritime Singapore Master Plan with industry partners and the public. Targeted for release in 2027, it will guide long-term investment, business development, workforce transformation and capability building across the maritime ecosystem.

17    But a master plan is only the beginning. Let me highlight three examples where our engineers can make a real difference.

18    First, climate adaptation. Rising sea levels and less predictable weather mean our engineers must design port facilities that resist flooding, protect critical equipment and strengthen our coastlines and waterfront assets. We must build infrastructure that can continue operating safely, even under more challenging conditions. 

19    Second, sustainability and circularity. As a resource-constrained country, Singapore has always had to do more with less. Today, engineers are exploring how materials can be recovered and reused, how waste can support future reclamation needs, and how batteries from electric vessels can be given a second life. The question is no longer simply, “Can we build it?” We must also ask, “Can we build it with fewer resources, lower emissions and less waste?”

20    Third, digitalisation. As our maritime ecosystem becomes more interconnected, data can help us plan better and spot risks earlier. AI can help detect unusual vessel behaviour, predict equipment failures and support safer operations. Digital twins of vessels, terminals and port systems can let us test different scenarios before making changes in the real world. 

21   I am glad that we are delving deeper into these three areas during the technical seminar this afternoon. 

22    None of these challenges can be solved by one single organisation or discipline. It takes an “all hands-on deck” approach. Government understands national priorities and policymaking. Industry understands commercial and operational realities. Researchers bring new knowledge. And engineers bring these together and turn them into practical solutions.

Third Message

23    My third message is about nurturing the next generation of engineering talents.

24    New infrastructure and technology matter. But ultimately, the future of Maritime Singapore will depend on people with the competence, curiosity and courage to use them well.

25    This starts with building a strong talent pipeline. The Singapore Maritime Technology and Research Roadmap 2026 will help turn research into solutions that can be tested and used in the industry, while improving productivity and driving the adoption of new technologies. We hope this will help create a pathway and vision forward for young people to see new opportunities in Maritime. 

26    Last year, MPA worked together with the Singapore Maritime Foundation to provide scholarships to young promising students, with the support of our industry partners. In total, we awarded 60 scholarships through 39 sponsoring organisations. Recipients are studying not only traditional maritime subjects, but also engineering, computer science, law, business and accountancy. This reflects the breadth of skills Maritime Singapore needs.

27    The MPA Global Internship Award provides another pathway. Last year, 42 participants gained overseas experience through the programme, giving them first-hand exposure to an industry that operates across borders every day. 

28    We are also strengthening partnerships with educational and professional institutions, in Singapore and overseas. Our renewed partnership with the World Maritime University in Sweden continues the field-study programmes that have brought more than 400 students from 70 countries to Singapore since 2004. It also gives maritime professionals more opportunities to develop their skills. 

29    And through partnerships with professional bodies such as the Institution of Engineers Singapore, we can also reach students earlier and show them what a career in maritime engineering can offer.

30    But developing the next generation is only one part of the equation. Those already in the industry must continue learning too. As technology changes, engineers must be ready to learn new skills. Let me give one example.

31    The International Maritime Organization’s strategy sets an ambition for international shipping to reach net-zero greenhouse-gas emissions by or around 2050.

32    Here in Singapore, from 2030, all new harbour craft operating in the Port of Singapore must be fully electric, capable of using B100 biofuel or compatible with net-zero fuels. For ocean-going vessels, we are also positioning Singapore as a multi-fuel bunkering hub. This ambition will require engineers to master technologies that many were not formally taught.

33     The Maritime Engineering Doctoral Training Centre, established by the Singapore Institute of Technology with industry partners, is one-way we are working to support this. Through SIT’s Industrial Doctorate and Industrial Master’s programmes, professionals can work on real industry problems in areas such as marine electrification and battery safety, and apply their research directly in the maritime sector. 

Conclusion

34    In conclusion, let me return to where I began. Maritime Singapore was built by generations of engineers who overcame our physical constraints and connected Singapore to the world. 

35    Today, the challenge is different. We must build a Maritime Singapore that is greener, smarter and more resilient – one that moves global trade sustainably, stays secure as it becomes more connected, and embraces automation while continuing to value human judgement and expertise. To achieve this, we need all hands-on deck – and engineers across many disciplines. 

36    So, to our students: enter the industry with curiosity. To our young engineers: build deep expertise, but look beyond your own discipline. And to our experienced engineers and industry leaders: please mentor the next generation, make room for new ideas, and be willing to learn from them too.

Thank you, and I wish all of you a fruitful and inspiring seminar.