Our Committees

The SSA Decarbonisation Committee aims to drive the maritime industry's transition towards a sustainable, low-carbon future by developing practical, actionable strategies that empower SSA members, particularly Small and Medium Enterprises (SMEs), to navigate the complexities of global and local decarbonisation regulations and technologies.

During this reporting period, the Committee started work on developing a SME-focused “Decarbonisation Playbook”. The Committee also contributed to the Maritime and Port Authority of Singapore (MPA)’s Harbour Craft Decarbonisation Task Force, represented by Committee Chair Mr Lee Keng Lin who served as the co-Chair of the Taskforce.

Challenges and Solutions

The decarbonisation landscape remains complex, with evolving regulations, technologies, and financing considerations. These variables pose as significant barriers of entry for companies, particularly SMEs, with resource constraints. SMEs are also at varying levels of readiness in their decarbonisation journey. To address this, the Committee initiated the development of the SME Decarbonisation Playbook, providing members a resource to guide their transition. The modular structure of the playbook ensures that it will be relevant regardless of the company’s decarbonisation maturity.

For the harbour craft sector, high upfront costs and uncertainty on return on investments deter industry players from investing in and adopting green solutions in Singapore. The Committee calls for financial support, through government grants, that can help derisk investments and encourage early adopters. The Committee will also continue to collaborate with MPA to gain clarity in regulations to help members navigate policies and promote adoption at scale.

Key Achievements

SME Decarbonisation Playbook

The Committee began the development of the SME Decarbonisation Playbook, designed to be a practical, end-to-end guide to support SMEs in their decarbonisation transition. It will provide knowledge across technical, financial, and operational domains.

This industry-led initiative will include contributions from 22 leading industry players. Other contributors include key stakeholders such as the Maritime and Port Authority of Singapore (MPA), financial institutions and industry partners and associations.

MPA Harbour Craft Decarbonisation Task Force

Under Committee Chair Mr Lee Keng Lin’s joint leadership with MPA, the Committee shared industry perspectives and concerns to the Harbour Craft Decarbonisation Taskforce, ensuring that recommendations from the taskforce were commercially viable while working towards MPA’s 2030 net-zero emission goals for the sector.

At Singapore Maritime Week 2026, Mr Lee took part in panel discussions to share with industry-at-large, key insights from the recommendations, such as electrification of vessels, regulatory pathways and leveraging on digital solutions for operational efficiency.

Conclusion

The SSA Decarbonisation Committee has developed a clear roadmap that outlines their work for the 2025–2027 term, where the ongoing development of the SME Decarbonisation Playbook will take focus.

The Committee will also continue to engage and collaborate with key industry players, stakeholders and partners to ensure that no one is left behind in Singapore’s maritime decarbonisation journey, providing industry insight to ensure that operational realities are reflected in future policies and frameworks.

The SSA Digitalisation Committee aims to accelerate the digital transformation and strengthen the cyber resilience of Singapore’s maritime sector, guided by three key pillars – Cybersecurity, Artificial Intelligence (AI), and SME Digitalisation.

During the reporting period, the Committee focused on supporting Small-Medium Enterprises (SMEs), through various workshops and initiatives with the focus on providing support for SMEs who may lack resources and expertise to drive meaningful implementation of digital solutions for their organisations. These include the SSA Maritime Digital Roadmap Programme and SME Technovate Day.

The Committee also continued to raise awareness of Cybersecurity and emerging cyberthreats, with the aim of strengthening industry-wide cyber preparedness.

Concurrently, the Committee continues to promote the practical adoption of AI technology for the maritime sector, ensuring that the industry remains operationally efficient and competitive in an evolving maritime landscape.

Challenges and Solutions

The Committee sought to address some of the challenges and gaps in advancing digitalisation within the maritime ecosystem in Singapore. One significant gap was the lack of knowledge in ship Operational Technology (OT) systems, leaving shipboard systems vulnerable to cyberthreats. To bridge this gap, the Committee worked with MPA, Singapore Institute of Technology and Singapore University of Technology and Design to develop a one-of-its-kind Maritime OT Cybersecurity Course.

The adoption and practical implementation of AI in the maritime sector was another challenge. Many companies, particularly SMEs, lack the resources to identify viable use cases and develop a practical pathway their organisation’s transition. In response, the Committee launched the SSA Maritime AI Programme to support members in their AI journey.

The Committee continues to collaborate with MPA to provide consolidated industry feedback to further advance digitalisation to increase operational efficiency, including providing industry feedback on how the Maritime Digital Twin (MDT) can facilitate operational efficiency by enabling just-in-time arrivals and fuel optimisation. This collaborative approach ensures that the MDT provides tangible operational benefits while respecting commercial sensitivities.

Key Achievements

Signature SSA Maritime AI Programme to Advance Maritime AI Adoption

Launched during Singapore Maritime Week (SMW) 2026, the programme will support members in learning to harness AI in their daily operations, consisting of:

Awareness

Maritime AI Readiness Forum

The Maritime AI Readiness Forum was held on 14 January 2026 and welcomed over 100 industry stakeholders to explore AI’s transformative potential and how the technology could be implemented meaningfully in the maritime sector.

Training

AI Training

The Committee was involved in the curation of various training workshops to equip the maritime workforce with the skills needed for AI adoption. For maritime leaders to come up with strategies for AI adoption, ‘Strategies of AI adoption’. The Committee also developed an AI series comprising of three workshops:

• Anchoring AI,
• Navigating the Journey
• Setting sail with Gen AI

The AI series allows participants to learn, deploy and manage AI solutions in maritime applications.

Adoption

MPA-SSA MoU on AI for Maritime Singapore

To support the acceleration of AI adoption for the maritime sector, SSA signed a three-year Memorandum of Understanding (MoU) with the Maritime and Port Authority of Singapore (MPA). This MoU establishes a framework for collaboration in industry enablement, capability development, and talent support, and will implement initiatives such as AI maturity assessments, forums, and AI use case development.

Introduce Potential Adoption Pathways

The AI Workgroup is also developing adoption pathways, such as working on whitelisting implementation partners.

Access to financial grants for solution adoption

Strengthening the Industry’s Maritime Cyber Resilience

• Raising Industry Awareness: The Maritime Cyber Resilience Forum was held on 24 October 2025 and gathered over 100 attendees. It addressed the critical topic of maritime cybersecurity, sharing with participants practical insights into building cyber readiness with tools such as the SCISSOR Initiative, and the need to build a human firewall through bridging IT and OT (Operational Technology) domains.
• Bridging The Gap Between Marine and Cyber Insurance: The Singapore Cyber Insurance for Safe Shipping and Operational Readiness (SCISSOR) Insurance portal went live on July 2025. Mooted by the Committee in partnership with underwriter Astaara, the portal offers comprehensive coverage allowing for the industry to strengthen their cyber posture with a quote-to-bind insurance portal.
• Building Maritime OT Cybersecurity Knowledge: The Committee contributed to curriculum development of the Cybersecurity of Maritime Operational Technology (OT) course. In the lead up to its slated launch in August 2026, practitioners brought maritime operating environment insights to discussions with learning institutes. This ensured that intended learning outcomes were matched to industry needs.
• Enhancements to SCISSOR Index Portal: The Committee reviewed the online questionnaire, aligning it with NIST Cybersecurity Framework 2.0. Other updates include security enhancements, multiple users, automatic report generation and new section, ‘Actionable Recommendations’. These tools will make it easier for users to gain insights to bolster their organisation’s cybersecurity.

Developed SME EQUIP Training Series to Support SME Digitalisation

Developed for non-IT staff in the maritime sector, it will equip them with necessary skills and knowledge required to scope, source and implement digital solution deployment. The training will cover a wide range of topics, from vendor selection to adoption, ensuring a successful implantation of digital solution that answers to their organisation’s needs. The SME EQUIP course is slated to be rolled out in the next reporting period.

Conclusion

The SSA Digitalisation Committee has made strong progress in its three core pillars, Cybersecurity, Artificial Intelligence (AI) and SME Digitalisation. A key milestone was the signing of the MOU with MPA on AI adoption, formalising a strategic partnership to accelerate AI innovation, capability development, and industry-wide adoption across Singapore’s maritime sector, in line with Singapore’s national AI initiatives.

On the cybersecurity front, we will continue to support the industry through various targeted initiatives such as the launch of the SCISSOR Insurance portal and enhancements to the Cybersecurity Scorecard portal, addressing gaps and weaknesses within the ecosystem. We will continue to push for the awareness of cybersecurity being a board-level priority.

The Committee will continue to work alongside members, industry stakeholders and regulatory bodies to strengthen Singapore’s status as a resilient, secure, and forward-looking maritime hub.

The SSA Human Capital Workgroup was established to strengthen and advance human capital development in the maritime industry. With evolving workforce needs, digitalisation, and sustainability transitions, the Workgroup provides a platform to collaborate, share best practices, and develop initiatives that enhance the sector’s talent pipeline, workforce capabilities, and organisational resilience.

The Workgroup aims to raise awareness on the importance of human capital capabilities, uplifting people management skills and identifying common skills frameworks.

Challenges and Solutions

A Human Capital Pulse Check Survey was conducted in early 2026 amongst the SSA membership body. The results enabled the Workgroup to identify several manpower-related challenges within the industry. As business increasingly pursue transformation initiatives driven by digitalisation and decarbonisation, a key concern identified was the organisation’s ability to effectively operationalise workforce transformation efforts, largely due to existing skills gaps, resource constraints, lean team structures, and limited organisational capacity to undertake job redesign initiatives.

In response, the Workgroup developed SSA’s inaugural Human Capital Management (HCM) Programme for members. The roadmap offers business leaders, HR practitioners and line managers a clear pathway from diagnosis of HCM gaps to structured intervention. The programme focuses on key enablers such as leadership change management, strengthening of people management capabilities, and the adoption of common HR frameworks.

In parallel, the Workgroup also initiated strategic partnerships, particularly with IHRP, to promote professional certification of HR practitioners, benchmarking tools such as the Human Capital Diagnostic Tool, and practical initiatives including job redesign and leadership development. These efforts demonstrate the Workgroup’s role in translating broader frameworks into actionable and industry-relevant practices.

Key Achievements

Identifying Key Areas of Human Capital Concerns to Be Tackled

The 2026 Human Capital Pulse Check Survey was conducted in March 2026 to gather industry sentiments on manpower concerns. The survey responses from 48 member companies provided insights that help shaped the Human Capital Management (HCM) Programme, which targets to raise overall organisational and individual capabilities in tackling changes happening in current and future workforce.

Enabling Workforce Transformation Through Job Redesign

As part of advancing workforce transformation efforts within the maritime industry and to support our industry outreach work in the WSG Career Conversion Programme, SSA partnered with Institute for Human Resource Professionals (IHRP) to conduct a Job Redesign Workshop to equip companies with practical strategies to enhance productivity, optimise workforce capabilities, and redesign roles for future business needs. The workshop saw participation from 30 industry representatives, fostering meaningful discussions and knowledge-sharing on implementing sustainable workforce transformation initiatives.

Strengthening HR Capabilities Across the Maritime Industry

SSA partnered with IHRP to promote the adoption of nationally recognised HR standards and professional certification within the maritime community. Through this initiative, HR practitioners working in maritime companies who have completed the IHRP assessment will be able to attain certification, thereby enhancing the individual’s and industry’s HR professionalism and competency standards.

Conclusion

Looking ahead, the Workgroup will prioritise programme implementation and the delivery of measurable outcomes. This includes rolling out the HCM Programme across the membership base, deepening adoption of capability frameworks and tools, and expanding targeted development initiatives. The Workgroup will also continue to strengthen industry collaboration, knowledge-sharing platforms, and ongoing data collection, ensuring that its interventions remain responsive to evolving workforce needs.

Collectively, these efforts position the Human Capital Workgroup as a strategic platform to strengthen workforce resilience, enable sector-wide transformation, and support the long-term competitiveness of the maritime industry.

The SSA International Committee serves a strategic platform for enhancing global maritime collaboration and regulatory preparedness. The Committee's core objective is to ensure that Singapore's voice is effectively represented in international shipping forums, particularly through alignment with IMO-led initiatives and engagement with key global stakeholders.

During this reporting period, the Committee continued work under a robust governance framework established by the SSA through a newly implemented four-tier participation model, designed to enhance engagement and deliver targeted outcomes. The Committee agreed on structured approach for agenda items – Urgent matters, Must-have & Good-to-have to enable the tier members for providing input to the Committee’s work and ensuring meetings are focused and outcome-oriented. Key areas of focus included monitoring unilateral regulatory developments such as the UK ETS consultation on shipping, tracking geopolitical risks impacting trade flows and seafarer welfare, and providing strategic input on fiscal policies through the reactivated Tax Workgroup. The Committee also prioritised the planning of a major industry engagement forum to activate all tiers of its membership.

For the remainder of the term, the Committee will prioritise discussions on trade measures introduced by the Office of the United States Trade Representative (USTR), geopolitical developments, and the alternative fuels landscape from an international market perspective. Members also emphasised the importance of considering seafarer safety and welfare in high-risk environments, with cross-committee collaboration proposed with the Technical Committee's Seafarers' Factors Workgroup. The Committee would also be working with national and international shipping associations alike (i.e. Asian Shipowners' Association (ASA), Federation of Asean Shipowners Association (FASA) and the International Chamber of Shipping (ICS).

Challenges and Solutions

Geopolitical Risks to Operations and Seafarer Welfare

As the industry operates in an environment where geopolitical flashpoints have increased in frequency, such as the Persian Gulf, one challenge was seafarer safety and welfare which had not been sufficiently addressed within existing Committee structures. This became complex when the war in the Persian Gulf took centrestage making the environment in which shipping operates extremely volatile. These developments pose significant implications to shipping operations, trade flows, sanctions compliance, and risk management.

The volatile situation as a result of the war does not allow for specific measures to be introduced by the Committee except recommending SSA to continuously engage the Maritime and Port Authority of Singapore (MPA) and aligning its position with other national shipping organisations. Notwithstanding, the Committee broadened its scope to encompass both commercial and human capital dimensions to mitigate the risks. The Maritime Conversations forum featured a dedicated session on strategic chokepoints and geopolitical risk landscape, providing members with practical insights on risk mitigation strategies, insurance considerations, and contingency planning. Additionally, the Committee established a linkage with the Technical Committee's Seafarers' Factors Workgroup, enabling cross-committee collaboration on seafarer

wellbeing and support mechanisms. This integrated approach ensures that both operational and human elements are addressed in the Committee's work.

Fragmented International Regulatory Landscape

A significant challenge identified was the proliferation of unilateral regional measures, exemplified by the UK ETS consultation on shipping. The Committee observed that delayed IMO decision-making has prompted some states to introduce their own framework, potentially setting precedent for others. Aligned with Singapore's longstanding position, the Committee reinforced its support for IMO-led processes and opposed unilateral regional arrangements that could undermine the IMO's central role in global shipping governance and create complexity for members operating across multiple jurisdictions to achieve compliance.

In response to the UK’s consultation, the Committee identified potential exclusion categories, such as international voyages, Crown Dependencies, offshore vessels, and ice-class vessels, should the UK proceed with its proposal. The Committee adopted a coordinated approach, channelling SSA's position and advocacy through ASA to ICS while maintaining close alignment with MPA, so that Singapore's voice was represented within broader owner association network. The Committee monitored positions of Member States and proposed proactive discussions with the MPA to jointly review emerging international policies, for a shared understanding and alignment.

Navigating Complex Fiscal Policy Developments

Members raised concerns regarding evolving tax regulations, particularly related party domestic loan arrangements and the need for timely industry input into Singapore's fiscal policy developments. The complexity of these issues required specialised expertise and coordinated advocacy.

The Tax Workgroup was promptly reactivated with broad participation, ensuring diverse member voices were represented. The Workgroup's timeline was aligned with the Singapore Budget 2026 cycle, with formation finalised by early February 2026 to enable timely review and input. The Workgroup is now positioned to provide high-level perspectives on current and future budget cycle(s).

Key Achievements

CEO Summit - Navigating the Strait of Hormuz Crisis

On 27 March 2026, a closed-door dialogue moderated by the Chair of the International Committee examined how shipping, insurance and global supply chains function in a highly volatile environment and its impact in the immediate and longer-term. With one of the world’s most critical waterways under renewed strain, CEOs are being forced to make rapid decisions with the responsibility to protect seafarers, vessels and cargo while balancing commercial pressures. The summit provided a timely platform for focused discussions on the response to heightened risks, operational uncertainty and rapidly evolving geopolitical developments unfolded, and heard perspectives from eight panellists representing energy & oil, liner, dry bulk, breakbulk, insurance and legal sectors. The following were the key takeaways from the summit –

• Stronger alignment across owners, managers, charterers and service providers
• Validation of crisis preparedness efforts, even as they are tested by evolving conditions
• Recognition of the value of continued industry dialogue in navigating global implications

Forum on Maritime Market Insights 2026

Titled "Maritime Market Insights 2026: Trends, Risks & Regulatory Outlook", was held on 11 March 2026. It was designed to engage with all members within the Committee, bringing together strategic direction (tier 1), expert insights (tier 2 & 3) and frontline (tier 4) perspectives to explore key topics such as geopolitical risks in strategic chokepoints, bunker pricing dynamics, MEPC 84 regulatory implications and Singapore Budget 2027. The interactive Q&A session successfully integrated member feedback, directly informing the Committee's policy considerations and advocacy priorities for the coming term.

IRAS Advocacy Success

A significant advocacy win was achieved through the Inland Revenue Authority of Singapore's (IRAS) confirmation that, with effect from 1 January 2025, Transfer Pricing (TP) adjustments and documentation would no longer be required for qualifying domestic loans between Singapore entities, provided neither party is in the business of borrowing or lending. This exemption, which applies regardless of loan amount, was a resulted of SSA's feedback to IRAS provided in November 2025 and substantially reduces compliance burden for the maritime industry.

Conclusion

The SSA International Committee has made significant progress in establishing a robust governance framework and delivering targeted value to members during this reporting period. The CEO Summit convened as a by-members, for-members session, reinforced SSA’s role in fostering open dialogue and collective leadership for as the industry navigated uncertainty. Key advocacy achievements, including the IRAS domestic loan exemption and coordinated input on the UK ETS consultation, demonstrate the Committee's effectiveness in representing member interests with regulatory authorities.

The Committee has also strengthened its capacity to address emerging challenges, from geopolitical risks affecting seafarers to the complex landscape of alternative fuels and international regulatory developments. The structured agenda planning process and cross-committee collaboration mechanisms established during this period position the International Committee well for continued impact.

The Committee extends its sincere appreciation to all members for their active participation and contributions, as well as to the expert speakers and Workgroup members whose dedication has been instrumental in achieving these outcomes.

The SSA Legal & Insurance Committee addresses legal, insurance, and risk management challenges facing the maritime industry. The Committee's core objectives are providing expert insights to help members enhance their legal knowledge, facilitating knowledge sharing, and advocating for fair treatment of seafarers and shipowners’ legal obligations.

As the maritime industry operates in an increasingly volatile and uncertain geopolitical landscape, the Committee also provides resources for members to understand the impact on legal and insurance aspects, such as shipping contracts, war-risk coverage and sanctions compliance. This is done through platforms such as webinars, knowledge sharing sessions and revision of relevant training courses.

For the remainder of the term, the Committee, through its events Workgroup, aims to curate seminars on the legality of vessel seizures, developments in sanctions regimes and compliance, and the risks associated with shadow fleets and ship-to-ship transfers, ensuring that timely, relevant, and practical information is delivered to the broader SSA membership throughout the year.

Challenges and Solutions

Legal Implications of Grey-Zone Activities

Committee members identified that the increasing frequency of geopolitical flashpoints and grey-zone activities at sea (e.g., GPS jamming, shadow fleet operations) introduced a high level of uncertainty in insurance underwriting and sanctions compliance. The traditional distinction between peacetime and conflict is blurring, making risk assessment and management exceptionally complex for members.

To assist members, the Committee adopted a dual-pronged approach. First, it directly addressed the knowledge gap by inviting expert speakers (UK MoD, Standard Chartered Bank) to provide members with a first-hand understanding of these complex dynamics. Second, events were curated to focus on the practical legal and insurance implications of these risks, such as vessel seizures and sanctions enforcement, equipping members with practical strategies to deal with the situation.

Proliferation of Unilateral Regulations and Compliance Complexity

Members increasingly find themselves navigating a fragmented regulatory landscape, where unilateral measures (like potential UK ETS extensions) and overlapping sanctions regimes create significant compliance burdens. Common challenges include uncertainty surrounding choice of sanctions list and how to manage the practical challenges of enforcement, as seen in cases like the MV Marinera.

In response, the Committee facilitated open dialogue with experts like Lt Cdr Nelson McMillan from the UK Ministry of Defence to understand the operational realities behind these legal frameworks. Discussions on the potential revocation of EU price cap regulations and the challenges of monitoring sanctioned ship-to-ship transfers allowed members to benchmark their compliance strategies. This candid discussion helped members to anticipate regulatory shifts and understand the practical implications for their insurance and legal risk profiles.

Criminalisation of Seafarers

The case of the three seafarers from the MV GRANDIS detained in Türkiye was a concerning case about seafarers who find themselves embroiled in legal processes in a jurisdiction they are unfamiliar with. Despite a lack of direct evidence linking the crew to the discovered narcotics, their prolonged detention underscores the vulnerability of seafarers when gaps exist between international guidelines and national practices.

The Committee assisted in the legal review of an appeal letter drafted by the ASA, collaborating with the Technical Committee's Seafarers' Factors Workgroup. By ensuring the letter referenced the IMO/ILO Guidelines on Fair Treatment of Seafarers, the Committee lent its expertise to advocacy efforts.

Key Achievements

In-depth Analysis of Geopolitical & Economic Risks

The second Committee meeting featured two presentations that explored the 2026 geopolitical risk landscape and how these risks are reshaping maritime risk resulting in commercial costs, delays, and increased premiums. The session also explored the global economic outlook and Asia’s role in global trade. This dual perspective provided members with a macro-outlook of the current operating environment the shipping industry faces.

Timely Webinar on Persian Gulf Security Situation

In response to escalating conflict and vessel attacks in the Persian Gulf, the Committee conducted the ‘Persian Gulf Security Situation – Insurance and Charterparty Implications for Shipping’ webinar on 31 March 2026. It featured a panel of experts responding to questions such as the impact of the crisis on war risk premiums, the mechanics of Additional War Risk Premiums (AWRP), and the complexities of obtaining coverage for vessels operating in or transiting high-risk areas, and the ifs and hows of coverage for various aspects of maritime operations such as Commercial Viability, Constructive Total Loss (CTL) and Crew & Medical Coverage.

The session also featured expert analysis on the significant charterparty concerns triggered by the crisis, including the invocation of war risk clauses (e.g., VOYWAR 2025, CONWARTIME 2025), the validity of safe port warranties, and the legal implications of crew, cargo, and vessel safety. This webinar exemplified the Committee's ability to deliver agile, practical, and actionable guidance to the membership during an unfolding crisis.

Commitment to Marine Insurance Education for Members

The Committee formed a Workgroup, led by Vice-Chair Ms Amanda Björk, to define the new format and curriculum of the SSA Marine Insurance Course. The aim is to design an introductory-level course that provides a comprehensive overview of the modern insurance ecosystem, distinct from the existing legal course, and tailored to the diverse needs of SSA's shipowner and service provider members. The course is slated to be rolled out by late 2026.

Conclusion

The SSA Legal & Insurance Committee has demonstrated its value as a responsive and impactful platform, with the goal of helping members navigate an increasingly complex and fragmented regulatory landscape. Most notably, the recent webinar conducted in response to the Persian Gulf Security Situation provided critical and actionable intelligence for members as they continue to operate in an uncertain environment.

The Committee remains committed to member education with the revamping of the SSA Marine Insurance Course to ensure that the course content answers to the diverse needs of the Association membership base.

Lastly, the Committee stands firm in our core values of justice and fair treatment for our seafarers by translating our expertise into direct action to support the appeal for detained seafarers.

The Committee will continue to advocate for member interests and uphold the highest standards for the maritime and legal insurance community in Singapore.

The SSA Marine Fuels Committee serves as the primary platform for addressing the operational, commercial, and regulatory challenges within the bunkering sector. Its core objective is to safeguard and enhance Singapore’s position as the world’s leading bunkering hub by fostering collaboration across the entire marine fuels value chain, from suppliers and shipowners to class societies and government agencies.

During this reporting period, the Committee focused on translating the complex landscape of decarbonisation and digitalisation into clear, actionable guidance for its members, including the development of practical resources for members to tap on.

Challenges and Solutions

Threats to Singapore’s Bunker Supply Chain Resilience

One key challenge confronting the bunkering ecosystem was the threat to bunker supply chain resilience, stemming from the closure of the Strait of Hormuz. The disruption of this critical chokepoint directly threatened the resilience of fuel supply chains, creating significant uncertainty in bunker fuel availability and pricing.

The disruption from the crisis presented an immediate challenge to bunker suppliers -commercial and operational risks including safety of vessels and cargoes in the region, volatility in freight and insurance premiums, and complex sanctions compliance challenges. As prolonged disruptions to global shipping lanes endured, diversion from traditional trade and shipping routes potentially diminishes the frequency of vessel call-ins at Singapore, impacting our position as a preferred bunkering hub.

In response, the Committee engaged MPA closely, focusing on key industry concerns such as fuel availability and supply challenges, pricing dynamics, market competitiveness, and fuel quality. Through these engagements, the Committee works with MPA to strengthen Singapore’s bunker supply chain resilience. The Committee also collaborated with MPA to review existing frameworks, including bunkering licensing, to ensure that Singapore remains stable and reinforce confidence in our position as a leading bunkering hub.

Navigating an Increasingly Complex Regulatory Landscape

Evolving regulations, diverse fuel options, new operational requirements, alongside gaps in digital systems integration present operational challenges and uncertainty amongst the sector.

In response, the Committee regularly facilitates coordinated industry feedback on regulatory developments and strengthened engagement with relevant stakeholders. An example is the suggestion to MPA to include of more visuals in the Digital Bunkering Crew Guide to improve its usability for crew members. Concurrently, targeted initiatives were introduced to provide clear, practical guidance to members, including the formation of dedicated Workgroups to support understanding and implementation of alternative fuels.

To ensure dedicated effort and attention on critical industry issues, the following Workgroups were formed:

• The Bunker Tanker Manning Workgroup, a joint SSA/MPA Workgroup, was established to address the industry’s overreliance on overseas crew on Singapore-registered bunker tankers. It will provide industry-feedback and ensure that solutions and pathways proposed are operationally viable without compromising safety standards.
• The Biofuels and Methanol FAQ Workgroups were formed to address the industry’s need for clear, practical guidance on alternative fuels. The two groups will work the updating and development of both FAQs, ensuring that the content provided are aligned with the latest standards and clarity on operational procedures when handling alternative fuels.
• The Bunkering Infrastructure Workgroup was formed to explore potential bottlenecks in bunkering infrastructure, from supply chain logistics to the readiness of facilities for new fuel types, to further maintain Singapore’s competitive edge as a global maritime hub.

Key Achievements

Inaugural Bunkering Community Forum 2025

Held On 31 October 2025, the SSA Bunkering Community Forum brought together over 170 delegates from across the marine fuels value chain. Themed “From Complexity to Clarity,” the forum’s objective was to shift conversations from high-level policy to operational and commercial realities, with expert panels providing practical insights into adoption of biofuels by examining the practical hurdles of storage, contracts, certification, and carbon pricing and taxation. Feedback from the session directly informed the Committee’s workplan for 2026.

Providing Industry Feedback on Bunker Service Management System (BSMS 2.0)

The Committee provided consolidated ground-level feedback from bunker suppliers, craft operators, and surveyors on key operational pain points for the redevelopment of MPA’s Bunker Services Management System (BSMS 2.0). This collaborative approach ensures that the BSMS 2.0 will be practical, efficient and aligned with industry workflows, and new regulatory measures remain implementable without compromising operational realities. The Committee is also involved in early consultations of MPA’s proposed introduction of CCTV requirements on bunker craft.

Conclusion

Even in the face of heightened geopolitical volatility, we must continue to make progress on our industry’s decarbonisation goals. To support this transition, the Marine Fuels Committee has made a clear effort to provide members with support, such as through the Bunkering Community Forum 2025 where operational and commercial challenges of decarbonisation were directly addressed. The upcoming Biofuels and Methanol FAQs will also be another resource that members can tap on.

The Committee remains committed to supporting our members, especially the bunkering sector, who have been significantly impacted by the recent Strait of Hormuz crisis. The formation of a dedicated Workgroup ensures that we address their immediate concerns.

By facilitating critical information-sharing, developing practical guidance on contractual and risk management and strengthening collaborative ties with MPA, the Committee plays a vital role in reinforcing the resilience of Singapore's bunkering supply chain, bolstering confidence that reinforces Singapore’s position as global bunkering hub.

The SSA Services Committee is the primary platform for addressing operational challenges and issues of efficiency, safety, and competitiveness of port services in Singapore. This is achieved through facilitating seamless collaboration between industry stakeholders and government agencies to resolve frontline port issues impacting members.

During this reporting period, the Committee focused key areas such as improving anchorage management and pilotage efficiency, enhancing port operation productivity, and providing members with resources to support internal sanctions and compliance processes. The Committee also maintained continuous engagement with key stakeholders like the Maritime and Port Authority of Singapore (MPA), Immigration & Checkpoints Authority (ICA), and National Environment Agency (NEA) on behalf of members. The MPA-SSA Safe Navigation (SAFENAV) Workgroup continues to serve as a platform for members to engage with operational decision-makers.

Challenges and Solutions

Anchorage Congestion, Pilotage Scheduling and Terminal Co-ordination Challenges

Vessels calling at the Port of Singapore still experience delays or reassignment of pilotage slots due to anchorage space limitations or operational constraints, affecting coordination on downstream port services and resulting in inefficiencies for shipping agents and vessel operators. In response, the Committee established the Anchorage Operations Engagement Workgroup to consolidate cases, identify operational trends and propose practical improvements and solutions when engaging with port authorities.

Other operational challenges included limited visibility of terminal berthing schedules and restrictions on conducting husbandry services during cargo operations. These limitations may lead to vessels remaining in port longer than necessary and are further complicated by fragmented information flows between different parties (terminals, traders, and service providers), which affects planning certainty for port service operators.

In response to members' concerns over these challenges, the following action were undertaken:

• Formation of Anchorage Operations Engagement Workgroup
  Functioning as the industry interface with port authorities and terminal service operators, the Workgroup will collate specific, data-backed feedback and engage with MPA's Port Operations Control Centre (POCC) and PSA Marine (PSAM). This ensures that shipping agents and operators’ operational challenges are clearly communicated with port authorities and data-backed feedback continues to drive constructive problem solving. The Workgroup is led by Mr Seah Wei Pin from Oldendorff Carriers.
• Formation of Tugboat Workgroup
  Following member feedback on inconsistencies in tugboat assignments, a new Workgroup will be formed to aid MPA in revising towage guidelines to reflect the increased size and power of modern vessels.
• Called for Greater Operational Coordination and Transparency Within Singapore’s Port Ecosystem The Committee supports the continued development of MPA’s Just-In-Time (JIT) framework. The Committee also intends to pursue further engagement with relevant stakeholders, including terminals and economic agencies, to encourage more flexible operational practices that support Singapore’s maritime service ecosystem.

Key Achievements

New Partnership with Federation of National Associations of Ship Brokers and Agents (FONASBA)

In April 2026, SSA signed a Memorandum of Understanding (MOU) with FONASBA, to enhance professional standards in the maritime services sector, and engage in industry knowledge exchange, and talent development. This collaboration will strengthen SSA’s international engagement and reinforces Singapore’s position as a leading global maritime services hub.

Expansion of Launch Boat Whitelisting Initiative

The industry-led safety initiative now includes four whitelisted launch boat operators who have met the safety and service criteria for inclusion, including the provision of automatic inflatable 150N life jackets and complying with two-man crew onboard for every trip within the port. The programme continues to champion for safe and reliable crew transfers in our port waters, through a non-compliance reporting channel that goes directly to the MPA

Supporting Internal Sanctions Checks – Intelligence Reports

To bolster our members’ due diligence capabilities amidst a complex sanctions landscape, the Committee facilitated a 12-month (June 2025 to June 2026) initiative providing members with exclusive access to risk assessment reports that focused on high-confidence "Dark Fleet" indicators, offering actionable intelligence on vessels engaged in deceptive shipping practices. This initiative, replacing the less definitive "Gray Fleet" designation, provides members with a more accurate and consistent tool for compliance.

Industry Engagement on Revised Pilotage Tariffs

The Committee engaged members on the implementation of revised pilotage tariffs by PSA Marine, following the approval of a new tariff framework based on a formula endorsed by the Maritime and Port Authority of Singapore (MPA). The phased 19.5% adjustment (effective March 2026) reflects evolving operational requirements and investments needed to sustain high-quality pilotage services in one of the world’s busiest ports.

Industry Engagement on Jurong Port Tariff Revision

On behalf of members, the Committee engaged Jurong Port to better understand their latest tariff revision. This provided a platform for members to raise concerns on cost implications and operational impact, and a channel to keep the industry informed ahead of time. Such transparent communication ensures that businesses are better equipped to plan and manage port-related costs in an increasingly dynamic operating environment.

Continuous Engagement with National Authorities

The Committee maintained constant dialogue with ICA and NEA. Feedback regarding ICA account suspension policies and DigitalPort™ system access issues were consistently channelled.

Conclusion

Throughout the past year, the SSA Services Committee has laid a strong foundation to address industry challenges such as port congestion, regulatory compliance and safety. The formation of the Anchorage Workgroup is one such example, offering a new platform for members to engage with port authorities to further improve operational efficiency and safety within our port waters.

Industry-led initiatives such as the Launch Boat Operators Whitelisting Programme and the Windward Weekly Intelligence Report offer powerful tools to support members in safety and compliance, and the Committee will continue to work with members, industry stakeholders and port authorities to ensure that port services in Singapore’s port are competitive and of high standard.

The SSA Technical Committee addresses a broad spectrum of technical and operational issues affecting the maritime industry, from regulatory compliance and safety to sustainability and human capital development.

During this reporting period, the Committee focused on key areas such as monitoring and responding to evolving rules and regulations and addressing Port State Control (PSC) challenges.

The Committee has also established three Workgroups to delve deeper into specific industry challenges, ranging from decarbonisation pragmatics to seafarer welfare and sector-specific needs.

• The CII for Regional Harbour Craft Workgroup was established to tackle the pressing issue of CII ratings for vessels with constrained operating profiles, like harbour craft and bunker tankers.
• The Seafarers' Factors Workgroup (SFW) was formed to translate seafarer welfare priorities into practical, industry-ready outputs, addressing key topics such as psychological safety, workplace expectations, and talent retention.
• The Offshore Energy Workgroup, which has since been dissolved. In its place, the Committee is planning for networking engagements with members, which will present offshore perspectives as required.

Challenges and Solutions

Port State Control (PSC) Inconsistencies and Strict Enforcement

Members reported challenges with PSC inspections in various jurisdictions, such as overly strict interpretations of regulations and difficulties in managing deficiencies that arise just before port entry, leading to vessel delays. The Committee is exploring avenues for formal engagement with PSC authorities, including the Singapore PSC, to better understand expectations and advocate for clearer, more consistent communication channels.

Regulatory Inflexibility for Specialised Vessels

Vessels with unique operational patterns, such as harbour craft and bunker tankers, were unable to improve their CII ratings due to short voyages and waiting times, threatening their operational viability. In response, the Committee established the CII for Regional Harbour Craft Workgroup to engage with MPA on behalf of the sector, and potentially for resubmission to the IMO.

Concurrently, the upcoming expiry of the regional ballast water exemption for the Singapore-Malaysia-Indonesia triangle posed a compliance timeline risk for members. The Committee has promptly engaged with MPA to seek early clarification and provide members with sufficient lead time to comply before the September deadline.

Uncertainty in Alternative Fuel Adoption and Waste Management Accountability

Another concern members raised was the industry's direction on alternative fuels, highlighting risks of stranded assets due to investment in multiple fuel types. While there is still broader industry uncertainty on the subject matter, the Committee supports practical guidance documents, working together with the marine fuels Committee to support the development of the upcoming Methanol FAQ to provide clarity.

Additionally, a practical gap was identified in the traceability and documentation of waste disposal, particularly for lube oil samples sent to third-party laboratories. In response, the Committee facilitated a discussion that clarified best practices such as relying on qualified agencies and retaining disposal certificates while identifying that industry-wide guidance on traceability and accountability across the disposal chain could be valuable for future consideration.

Key Achievements

Proactive Regulatory Engagement and Guidance

The Committee continues to take a proactive approach in addressing emerging regulatory challenges. Collectively, members took a supportive stance towards MPA’s proposal on shared accommodation for cadets, balancing training needs with crew welfare and compliance.

The Committee is also actively supporting the Marine Fuels Committee, providing its technical expertise on the development of the new Methanol FAQ, ensuring it is robust and practical for the industry

Advancing Seafarer Welfare

The Seafarers' Factors Workgroup (SFW)’s current priority is the clarification of new International Convention on Standards of Training, Certification and Watchkeeping for Seafarers (STCW) requirements on Violence and Harassment (V&H) training, with the aim of developing practical resources for members to navigate its implementation. The SFW has also laid the groundwork for a "Welfare and Retention Toolkit" to address anxiety, resilience, and competency-related stress among seafarers.

Initiating Dialogue on Decarbonisation Challenges

The CII for Regional Harbour Craft Workgroup was established in response to member concerns on decarbonisation challenges. The group is currently reviewing a previous paper submitted to the IMO by IBIA, with the goal of potentially updating it to better reflect the structural challenges faced by regional vessels. This will contribute towards future tripartite discussions with MPA and contribute to more pragmatic international regulations.

Conclusion

By establishing targeted Workgroups and fostering open dialogue on pressing issues, from PSC enforcement and CII challenges to seafarer welfare and regulatory updates, the SSA Technical Committee has laid a strong foundation for the 2025-2207 term. Through proactive engagement with partners like MPA and the focus on developing practical resources, such as guidance on V&H training and methanol bunkering, the Committee's role plays a vital link between industry challenges and actionable solutions.

The SSA Young Executives Group (YEG) Committee serves as a platform to engage and develop early-career professionals within Singapore’s maritime industry. Through networking opportunities, industry exposure, and knowledge-sharing initiatives, the Committee supports the professional growth of young executives while strengthening connections across the maritime community.

As the maritime sector continues to evolve with increasing focus on digitalisation, sustainability, and innovation, YEG activities provided young maritime professionals with opportunities to expand their networks, deepen their understanding of maritime operations, and contribute to the broader maritime ecosystem.

Challenges and Solutions

The SSA YEG Committee identified that young maritime professionals are limited in their exposure to the wider maritime ecosystem, even if they have been working in the industry for an extended time. To address this, the Committee organised tours and knowledge-sharing sessions, allowing young maritime professionals the opportunity to gain experiences outside of their daily jobs, learning more about the different aspects of the maritime ecosystem and to gain a better appreciation for the sector.

Through the various offerings, the YEG Committee also helps to expand the network of early-career professionals within the industry, allowing them to meet with their peers and learn from different perspectives across the sector.

Key Activities

The Committee organised a range of initiatives that promoted professional development, industry exposure, and community engagement among young maritime executives. This included:

SSA YEG Year-End Networking Event – Connect and Celebrate 2025

The flagship event welcomed over 180 young maritime professionals, serving as a key networking platform for participants to strengthen their industry connections, exchange ideas, and build relationships across different maritime sectors.

Industry Exposure through YEG PSA Marine Tour

This exclusive behind-the-scenes tour saw 46 YEG members learning firsthand about PSA Marine’s core functions and technological capabilities, whose operations support the safe and efficient vessel movements within Singapore’s port waters. Through the tour, participants gained a deeper understanding of how PSA Marine contributes to Singapore’s position as a global marine hub.

YEG Maritime Conversation@SSA: Artificial Intelligence (AI) in Shipping

Held on 31 March 2026, the session offered a practical guide to safe and secure AI adoption for 19 young maritime executives, gaining insights into how they can integrate AI tools in their daily work. It featured a comprehensive overview on the type of AI tools available, and in-depth case study of maritime sector use cases.

YEG X SMOU International Day for Women in Maritime 2026

Held on 18 May 2026, the event saw over 80 attendees comprising of maritime professionals, students, and cadets. The first panel, ‘Different Voices, Shared Goals’, moderated by SSA councillor Dr. Akanksha Batura Pai, explored how communication was crucial to bridge the gap between shore and sea teams. The second panel, ‘Safety First, Operations Second’, moderated by SSA councillor Capt. Kunal, delved into how seafarers prioritise safety even amidst operational pressures, and how management can ensure they support their seafarers.

Giving Back to Our Community

The Committee organised community initiatives through activities such as the YEG Chinese New Year – ILSM Waves of Care Donation Drive, where member volunteers assisted in packing and distributing care packs consisting of basic necessities, utility gear and hygiene products to seafarers and fishermen at the Jurong Fishery Port.

On the sustainability front, the Committee organised the ‘YEG Cycle & Clean’ session, where volunteers picked up trash while cycling along Kalland Riverside Park in an effort to keep the waterways, one of Singapore’s 4 National Taps, clean. The session was held on 25 July 2025 and with 17 volunteers participating.

The Committee also organised an ESG-focused project tour to Batam, Indonesia on 17 April 2026. Participants witnessed first-hand the impact of marine pollution on the local Tanjong Uma community, taking part in a clean-up session and a tour at the Materials Recovery Facility. Both experiences underscored the importance of environmental stewardship, where all stakeholders have a part to play.

Conclusion

YEG continues to support the development of young maritime executives through a wide variety of activities such as networking, industry talks and community initiatives. These activities help to provide invaluable experiences and insight of the maritime community, while building a strong community and contributing to the continued professional development of these young professionals. We will continue to expand our talent development initiatives and outreach programmes with the aim of nurturing the future leaders of Maritime Singapore.