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.

1.        Today we are here to celebrate two milestones: (i) Marina South Pier’s 20th Anniversary, and (ii) the completion of its solarisation project.

History of MSP

2.        MSP’s roots go back 170 years, to 1856, when Johnston's Pier was built as a gateway for goods and passengers, Johnston’s Pier was at Collyer Quay. From that modest structure of iron and wood, royalty, world leaders and travellers first stepped into Singapore. Its iconic red warning lamp for ships approaching the pier gave rise to popular names Lampu Merah in Malay and Ang Teng in Hokkien – both meaning “red lamp”.

3.        As Singapore’s maritime traffic grew, Johnston’s Pier could no longer keep up. Clifford Pier was then built nearby and opened in 1933. It became a vital hub for trade and passenger travel in an era before air travel transformed how we cross the seas. The red lamps moved with it, carrying forward not just a practical function, but also a familiar symbol of welcome.

4.        In 2004, the Singapore Government announced that Marina South Pier would take over Clifford Pier as the landing point. A new chapter began, and MSP was officially opened in June 2006. Twenty years on, it remains a key gateway to our Southern Islands and anchorages. I want to sincerely thank all our pioneers, tenants and partners who have kept MSP thriving through these two decades.

Three Exciting Developments

5.        Today, I am pleased to share three exciting developments that will shape MSP's next chapter.

6.        First, sustainability. Singapore has raised its climate ambition to achieve net-zero emissions by 2050. Under the GreenGov.SG initiative, the public sector aims to get there around 2045, five years ahead. MPA is doing our part.

7.        MSP is our first facility to spearhead renewable energy generation, using high-efficiency solar Photovoltaic (PV) panels across the building's roof, glass canopies, and jetty linkway shelters. They are expected to generate as much electricity each year to power about 180 four-room HDB flats – enough to fully meet the electricity needs of MSP’s daily operations and common facilities.

8.        Second, on the infrastructure front, we will be conducting levelling works for the surface carpark and pick-up and drop-off area. To minimise inconvenience to visitors, an interim carpark opposite MSP will be built, and is expected to be ready by mid-2029. A new power substation will also be developed nearby to support the deployment of electric harbour craft chargers.

9.        We are also working with the Immigration & Checkpoints Authority to enhance our sea checkpoints. The immigration hall at MSP will be reconfigured to support ICA’s Automated Border Control System (ABCS), which lets all travellers clear immigration through automated lanes without prior enrolment. Renovation works are expected to begin in the second quarter of 2027, and we will work closely with all stakeholders to minimise disruptions.

10.        Third, we are exploring e-ticketing for ferry services to the Southern Islands. Long queues for physical tickets can be frustrating, and we want to make the boarding experience more seamless. We will engage pier tenants, run pilot tests, and work towards a paperless boarding experience. We look forward to your support as we take this initiative forward.

Broader Solarisation Plans

11.        Beyond MSP, we are also solarising Pulau Satumu, home to Raffles Lighthouse, Singapore's second oldest. While the lighthouse itself has been powered by solar energy since 1998, the other facilities still rely on diesel generators, consuming more than 90 tonnes of diesel a year.

12.        This will be replaced by a 600 kilowatt-peak (kWp) ground-mounted solar PV system, backed by a 5 megawatt-hour (MWh) Battery Energy Storage System and a centralised Power Management System. By end-2027, Pulau Satumu will be fully energy self-sufficient, powered entirely by renewable electricity and no longer requiring diesel deliveries by bunker barge.

Issuance of New LNG Licences

13.        As we make MPA’s facilities greener, we are also supporting the maritime sector’s transition towards a resilient multi-fuel future. From 1 September 2026, MPA will issue eight new licences to supply liquefied natural gas, or LNG, as a marine fuel in the Port of Singapore. The three existing LNG licenses will expire by the end of the year. 

14.        These new licences will expand our LNG bunkering capacity and strengthen our ability to supply low carbon fuels from Singapore, such as liquefied bio-methane and e-methane.
  
Conclusion

15.        In closing, everything I have announced today points to one goal: a maritime Singapore that is committed to sustainability and resilience, and to providing greater convenience to our users and travellers. To get there, we will need to partner our industry and stakeholders to align infrastructure, regulations, capabilities and investment decisions. Together, we can accelerate the global maritime energy transition and contribute to a greener future.

16.        Thank you once again for being part of MSP's journey over the last 20 years. I look forward to what comes next. 

Heads of Delegations, Distinguished Guests,

1    Good morning. 

2    On behalf of the Maritime and Port Authority of Singapore, or MPA, I welcome you to Singapore for the 45th ASEAN Ports Association Working Committee Meeting. 

3    It has been eight years since Singapore last hosted an APA meeting. We are glad to have ASEAN's port community back with us once again.

4    For centuries, Singapore has been a meeting point for traders, cultures and ideas, connecting our region to the rest of the world. And today, we continue to be a thriving port. 
 
5    Our maritime journey has always been underpinned by one enduring principle. Our success depends not only on our geography, but on our openness, connectivity and, above all, our partnerships.

6    That same spirit continues to guide us today. No port succeeds in isolation. Every vessel that calls at our ports, every shipment that crosses our seas – they move because governments, ports and industry partners choose to work together.

Significance of ASEAN

7    Today, that spirit of partnership is more important than ever.

8    We meet at a time of geopolitical strain. Conflicts in different parts of the world, and repeated supply chain disruptions, have shown us how interconnected our economies are. 

9     We have seen how disruptions to vital shipping routes can have consequences far beyond the waters in which they occur in. These developments remind us that safety and security in maritime transport do not stop at our own waters. They are regional, and indeed global, concerns.
 
10    ASEAN feels this keenly. Ours is among the world's most trade-dependent regions, connected by the seas that have long served as our economic lifeline. 

11    Our seas carry the food, the fuel and the goods our people depend on, and the millions of jobs that come with them. 

12    The resilience of our maritime sector is therefore inseparable from the resilience of our region and its people.

Significance of APA

13    Our ports sit at the heart of this. They are more than gateways for trade. They are the arteries that carry our economies, businesses, and communities.

14    That is why the APA platform matters. For more than five decades, it has brought members together to share experience, exchange knowledge and build technical cooperation. This has helped members address common challenges and advance our collective interests.

15    At a time when many countries around the world are turning inward, the APA’s enduring tradition of fostering friendship and extending support – a tradition rooted in the APA Sports Festival – is no longer just good practice. It is a model of collaboration worth upholding and celebrating.   

16    I am very heartened to see the strong participation this morning. 

Review of APA’s Goals and Strategies

17    As many would know, our industry is also entering a new era of transformation. 

18    Digitalisation, artificial intelligence and automation are changing how ports operate.  At the same time, we must support the shift to cleaner shipping, without losing a step on safety and reliability. 

19    None of this will be easy. It will call for new skills and new ways of working. But it also gives ASEAN ports a great deal to learn from each other.  

20    Take digitalisation as an example. Better data exchange between our ports means fewer delays, better use of resources, and a region that is easier to ship through.  

21    Another example is green shipping. ASEAN is well placed to supply and support the marine fuels of the future. By sharing what works, and what does not, we can take a greater part in these new value chains.

22    Singapore takes over the ASEAN Chairmanship next year, and with it, the Maritime Transport Working Group. We will focus on these key areas: (a) strengthening digitalisation to ensure better flow of data between our ports and (b) advancing green shipping, so we can share experience and do well together. That is the ASEAN Spirit – each member takes its turn at the helm, and we look forward to doing our part. 

23    It is in this context that the APA’s review of its Goals and Strategies is timely. It is a chance to reaffirm what this Association is for, and to update its strategic priorities to match what members need today in this changing world. 

Potential Collaboration with other Port Associations

24    I am also pleased that other port associations have expressed interest in working with the APA. This reflects growing recognition of the APA's contributions and its important role in bringing ASEAN ports together. Let us find a good way to work with these other port associations.

Conclusion

25    Let me close with a line from 1967. At the founding of ASEAN in Bangkok in 1967, Singapore’s first Foreign Minister, Mr. S Rajaratnam, described what the five founding members were doing as coming together to “pool their collective resources and their collective wisdom”. The context back then was very different, but the idea holds true today, and is indeed very relevant in the current environment. 

26    Each of our ports come together with different strengths, different constraints, and different experiences. Taken together, they add up to something none of us could build alone – safer regional waters, smoother trade, and a more resilient maritime future for all our people. 

27    With that, I wish you all productive discussions and a successful 45th APA Working Committee Meeting. Thank you.

Introduction
1    Good morning. Thank you for joining us at the Maritime AI Forum: The Next Wave. My appreciation to the Singapore Shipping Association (SSA) for partnering MPA in this forum.

2    The strong turnout today reflects the growing interest in how AI can transform the way we operate, compete, and grow in an increasingly complex environment.

The AI Imperative in Maritime
3    The maritime industry is sometimes seen as cautious in adopting new technology. But AI is no longer a technology of tomorrow. It is already reshaping how companies operate and how people work. Many have aptly described this as the “Intelligence Age”. 

4    The key question is: How can our industry seize the opportunities in this “Intelligence Age”? 
•    At its core, AI enables companies to operate more efficiently and empowers our people to work smarter. It automates routine tasks, analyses complex information and proactively identifies issues. 
•    This will not only transform how work is done, but also redefine jobs and skills. Existing roles will evolve, and new roles will emerge, requiring workers to adapt and learn to use new tools.

5    It is important for us to recognise that AI will only be a disruptor for the unprepared. We should not use its disruptive nature as an excuse to not keep up. If we cannot keep up, it is because we were not prepared. 

6    At the same time, this disruption also brings opportunities. Companies and employees are under constant pressure to raise productivity, improve safety, and meet sustainability goals – all while staying competitive.

7    For Maritime Singapore, the stakes are even higher. We face tight manpower constraints, limited land and sea space, growing operational complexity, and increasing global competition. AI is not a silver bullet. But it offers new ways to overcome some of these challenges. For example, 
•    AI can detect equipment failures early, allowing engineers to reduce vessel downtime. 
•    AI and robotics can automate laborious port operations and potentially even solve problems such as coning and de-coning of twistlocks – issues our industry has been facing for many years. 
•    AI assistants can also help ship managers with intelligent decision support and enhance regulatory compliance by leveraging diverse data sources. 

8    To harness AI effectively, companies must build their capabilities and invest in workforce training. A human-centric transformation is essential, with active engagement to ensure workers are equipped to thrive in this new landscape. 

9    By growing AI capabilities across Maritime Singapore, we can unlock new opportunities, attract investments, and equip our workforce with future-ready skills. 

Singapore’s Maritime AI Vision
10    This brings me to Singapore’s vision for Maritime AI. 

11    We aspire to be a leading global hub for maritime innovation and technology. A place where companies can collaborate, develop, test and deploy AI responsibly. And where businesses of all sizes can benefit from these advancements.

12    Our vision is aligned with Singapore’s broader national directive. At this year’s Budget Debate, PM Lawrence Wong announced that he would personally chair the National Artificial Intelligence Council (NAIC) to drive AI missions in key sectors and help unlock Singapore’s competitive advantage. 
13    We have identified four sectors for the NAIC to focus on: (i) Advanced Manufacturing; (ii) Finance; (iii) Healthcare; and (iv) Connectivity and Logistics, which is deeply integrated with the maritime sector. 

14    In line with this direction and the National AI Strategy 2.0, MPA has developed a Maritime AI Capability Development Plan. This plan maps out pathways for AI adoption, with the aim of uplifting productivity, overcoming constraints, creating new business opportunities, and attracting jobs and investments to Singapore.

Today’s Forum Objectives
15    Today’s Forum is about translating this vision into action. 

16    We will hear from the speakers about different aspects of AI capability development. These include upskilling our people, identifying use cases, and driving AI innovation and governance within organisations.

17    We are heartened that many maritime companies are already playing their part in building Maritime Singapore’s AI capabilities. One example is Kuok Maritime Group. They have developed AI assistants for its maritime subsidiaries, helping their employees to make better decisions and improve productivity. This is one of many such efforts across the industry. 

Partnership & Collaboration
18    While these early efforts are encouraging, successful AI adoption will require stronger partnerships. At this year's Singapore Maritime Week, MPA and SSA signed a Memorandum of Understanding to jointly advance the adoption of AI and innovation across Maritime Singapore.

Call to Action
19    I am glad we are having this forum today on how the maritime industry can benefit from this next wave of AI. I encourage everyone to make full use of today’s programme and speak to the training and service providers to explore potential pathways.

20    AI may bring uncertainty, but it also presents immense opportunities. Companies must be ready to change. Employees must be ready to learn. 

21    By combining AI with our maritime domain expertise, we can harness this next wave to transform the industry and ensure Maritime Singapore remains competitive and future ready.

22    Thank you.