The Future of Maritime:
Our Planet, Our Systems, Our People

Excellencies,

Distinguished Guests,

Welcome to Day Two of Singapore Maritime Week.

Geopolitical Climate

1.       This year’s SMW happens amidst tumultuous times — a time of conflict and great uncertainty.

a.       We were reminded yesterday that the global order is increasingly complex and fragile.

b.       But this is also a time for cooperation and meeting of minds. Maritime hubs like Singapore can contribute to upholding the institutions that underwrite such partnerships.

2.       A greater challenge, however, lies ahead. Within the emotional intensity of current geopolitical challenges, their complexity and wickedness, it is natural for long-term environmental, technological and social trends to become less salient. But these trends are inexorable, vital to our way of life and we must resolve not to lose sight of them as they define the sector’s future. Three of these structural changes are the focus of today’s conference.

a.       First, decarbonisation. We must together stop the negative spillovers from our economic activities. We often speak of decarbonisation in terms of “resource sustainability and business resilience”, but it is not merely a bottom-line consideration. Decarbonisation is about ensuring our planetary health and our people’s continued ability to flourish.  Climate change may have taken a back seat to political geopolitical contests but today, with the increasing volatility of energy markets, there is greater impetus and urgency for decarbonisation.

b.       Second, digitalisation. The maritime industry is undergoing a quiet but undeniable revolution. Technological advancements such as autonomous technology and artificial intelligence are changing port and vessel operations. This digital transformation is not just about efficiency — it’s making maritime operations safer, smarter, and more sustainable.

c.        Lastly, people. As the industry transforms, the maritime workforce must be equipped with new skillsets to seize emerging opportunities. This keeps us relevant and adaptable in an unpredictable environment.

3.       Singapore is paying deep attention to these three areas.

Supporting Maritime Decarbonisation

4.       Decarbonisation is driving a transformation of the sector — reshaping fuels, vessels and port infrastructure.

Preparing for a Multi-Fuel Future

5.       Singapore is preparing our port for a multi-fuel future.

6.       First, standards. Given the unique challenges and risks posed by alternative fuels, we are developing robust operational standards to guide their deployment.

7.       Operational standards set out safety protocols, guidelines for crew training, and regulations on the safe handling of alternative fuels.  By coordinating efforts across stakeholders, including shipowners, ports, and fuel suppliers, we can accelerate our collective shift towards cleaner marine fuels.

8.       Over the past three years, the Maritime & Port Authority of Singapore (MPA) has conducted extensive safety studies and fuel trials to inform the standards we are developing. This includes two for ammonia and four for methanol.

9.       Last year, we published the Technical Reference on Methanol Bunkering. We are currently developing Singapore’s first Technical Reference for Ammonia Bunkering and will share more details subsequently.

10.      Developing technical standards is a journey which is better taken together. So, to share and deepen expertise in deploying alternative fuels, Singapore has collaborated closely with international partners.

a.       Three years ago, we established the Green and Digital Shipping Corridor with the Ports of Los Angeles and Long Beach.

b.       This partnership facilitated knowledge exchange and joint studies, including support for the Ports of Los Angeles and Long Beach as they commissioned a Clean Fuels Study, as well as collaborations on pilots of data-enabled processes to facilitate vessel clearance.

c.        I am pleased to announce that we are extending this partnership with the Ports of Los Angeles and Long Beach for another three years.

Decarbonisation of the harbour craft sector

11.      Second, within our port waters, Singapore is also focusing on decarbonising vessels, starting with the harbour craft sector.

a.       In the Port of Singapore, 1,600 harbour craft perform a range of essential marine services, such as bunkering, towage, ship supplies and crew transfers.

12.      In 2023, Singapore announced the requirement for all new harbour craft operating in our port waters to be fully electric; capable of using B100 biofuel; or compatible with net zero fuels.

13.      Since then, we have been preparing the sector for this transition.

14.      Biofuel is largely mature as a near-term decarbonisation pathway and already commercially available.

a.       To support its use, MPA published a Technical Reference in May 2025.

b.       The Singapore Government is also partnering local Institutes of Higher Learning to study the use of B100 marine biofuel on larger harbour craft with higher power or longer-range requirements, like tankers and tugboats. The findings will be released following ongoing trials.

15.      Electrification is showing strong potential, particularly for harbour craft engaged in passenger and ship supply services.

a.       However, the adoption of electric harbour craft is still in its early phases.

16.      We recognise that infrastructural provisions are necessary for this technology to gain traction.

a.       That is why MPA facilitated the deployment of Singapore’s first public charger pilot at Marina South Pier in 2024.

b.       Building on this foundation, we are developing an electric harbour craft charging infrastructure plan, based on detailed studies of the routes and needs of crew transfer and cargo supply vessels.

c.        In the coming years, we intend to deploy chargers at key terminals and piers such as Marina South Pier, West Coast Pier and within the Western Industrial Area.

d.       By 2030, we aim to expand the network of public chargers across Singapore’s southern coastline.

e.       We will also trial the use of battery-powered charging solutions to provide greater flexibility for harbour craft operations.

17.      We understand that there are challenges remaining, including the high upfront costs of electric harbour craft. This is why we have been working closely with industry to study how to bridge this gap.

a.       MPA and our local shipping associations convened the Harbour Craft Decarbonisation Taskforce in October last year and the Taskforce has concluded its work.

b.       The Singapore Government looks forward to receiving the recommendations and will study them thoroughly.

18.      The Taskforce exemplifies our commitment to partnering industry throughout the decarbonisation process. We will ensure that this transition is not just beneficial for the environment, but also economically practicable for operators.

Technology and Innovation

19.      Another driving force transforming the maritime industry is digitalisation.  We have already invested significantly in port automation capabilities and solutions, in pursuit of our vision of a fully automated port. For Phase 1 of Tuas Port’s development:

a.       We deployed driverless automated guided vehicles and automated quay cranes.

b.       These technologies boosted our operating efficiency, manpower productivity, and safety.

20.      The Maritime Technology and Research Roadmap that Minister Jeffrey Siow announced yesterday highlights the R&D priorities we will invest in over the next few years.

Advancing the use of Remote and Autonomous Systems

21.      In particular, one of the Roadmap’s priority areas is the use of autonomous technology at our port terminals. This represents the next frontier, and Singapore is an ideal testbed, as one of the busiest ports in the world.

22.      We will be studying the use of autonomous vessels for various purposes.

23.      First, for container operations. Singapore will be launching a call for design proposals for an autonomous inter-gateway container feeder — a vessel that transfers containers between terminals.

24.      We are also studying the use of remote operations for LNG bunkering. MPA is supporting a Joint Industry Project between DNV, Equatorial Marine Fuel Management Services and Singapore Institute of Technology (SIT).

a.       These two initiatives will explore remote and autonomous technologies, real-time monitoring and remote vessel operations, allowing us to establish new operational frameworks.

25.      New technologies such as autonomy promise significant productivity gains. However, in the interconnected digital landscape, we are only as strong as our weakest link — whether in security or capability. We must safeguard our digital infrastructure and ensure that the entire ecosystem is well-positioned to harness these technologies.

a.       This is why Singapore signed two MOUs yesterday.

b.       First, with the Singapore Shipping Association (SSA) to accelerate AI adoption across the industry, providing targeted support for our SMEs.

c.        Second, with the Hamburg Port Authority and leading universities from both Singapore and Germany today.

d.       As major hub ports, Singapore and Hamburg face challenges with sophisticated cyberthreats that target large-scale port operations.

e.       This partnership enables us to share expertise and develop more robust cybersecurity defences.

26.      These MOUs underscore Singapore’s approach to digitalisation — to capture benefits for the entire ecosystem and transform the industry in a reliable and secure manner.

Maritime Talent Development

27.      As decarbonisation and digitalisation revolutionise the industry, they also transform maritime jobs. Hence, our final focus of today, people.

28.      I mentioned the automation of Tuas Port earlier. Not only did it transform operations, but it also changed the nature of jobs within the port.

a.       Previously, to control one crane, operators toiled in cabins more than a hundred meters above ground.

b.       Now, one crane operator controls several cranes within the comfort of air-conditioned rooms.

c.        The once-labour intensive role now demands digital skills complemented by physical dexterity.

29.      The transformation of maritime jobs does not just introduce new roles; it brings better opportunities.

a.       With crane operation evolving, it has become more accessible to the wider workforce, including women, and promises more advancement opportunities.

30.      We are launching a suite of courses to train our people to take on both new and evolving roles.

31.      First, courses for emerging skillsets. Cybersecurity, as I just described, is a prime example.

a.       This is why we are jointly launching the Cybersecurity for Maritime Operational Technology (OT) Programme with our local universities and SSA.

b.       Starting this year, the programme will equip 70 IT professionals annually with skills to respond to cybersecurity threats in modern shipboard environments.

32.      Second, we will equip mid-careerists looking to transition into the sector or move within it, from seafaring to shore-based roles.

33.      I recently met Captain Tang Hong Wei, a Vessel Manager at K Marine Ship Management. His role requires interdisciplinary skills — managing the technical, operational and safety aspects of a fleet. Unlike traditional vessel managers or superintendents who possess at least 10 to 12 years of technical expertise and sea-going experience, Captain Tan took an unconventional pathway. His background was in engineering, and he had no prior seafaring experience.

a.       He bridged the gap between onshore skills and seafaring expertise through hard work and rigorous training, picking up vessel management skills, including for vessels that operate on alternative fuels.

b.       This year marks Captain Tang’s fifth year as a Vessel Manager, and he is now an accomplished Marine Superintendent. He is even involved in ammonia bunkering vessel projects.

c.        I am inspired by Captain Tang’s trailblazing journey. He shows us what is possible with the right training at the right time.

d.       But we cannot leave such potential to chance.

34.      That’s why MPA and the Singapore Maritime Foundation are partnering DNV and the Singapore Institute of Technology to develop a postgraduate vessel management programme that will enable engineering graduates to pursue careers as Superintendents.

a.       This programme creates a streamlined pathway for engineering graduates to transition into Superintendent roles, shortening the training timeline from ten to twelve years to two to six years.

35.      In August this year, the Singapore Management University will also launch the Industry Graduate Diploma in Maritime.

a.       This course equips mid-careerists, including those from outside the sector, with essential technical and operational knowledge, as well as business acumen and leadership capabilities.

36.      Singapore’s efforts in developing people goes beyond our shores.

a.       I am pleased to announce that MPA will be signing a new MoU with the United National Conference on Trade and Development (UNCTAD) to share our operational experience as a global hub port with the international maritime community.

b.       As a start, we will co-develop a programme on Energy Transition in Ports targeted at port leaders, seafarers and officials from developing countries.

Conclusion

37.      In closing, we should remain anchored on our longer-term priorities even in the face of emerging challenges — to press ahead with decarbonisation, to prepare the industry and workforce for digitalisation and to continue investing in our people.

38.      It is in meetings like these that we can continue to keep our eyes on the far horizon, to work on long-term issues that affect the planet and our people, even as we deal with choppy seas, day to day.

39.      In today’s world, where the price of travel is ever higher, and not to be counted only in dollars and cents, I would like to stress the value and privilege that we have today, to still cross borders and high mountains, meet in person in this room.

40.      Singapore looks forward to collaborations with like-minded partners to strengthen maritime capabilities and port resilience worldwide. May we all find the meetings of minds and the strength of resolution we need to keep our seas open, our planet green and our peoples at peace.

41.      Thank you.