Impact on Singapore of Construction of Kuala Linggi International Port in Malacca

Mr Saktiandi Supaat asked the Minister for Transport (a) what will be the impact of the construction of Malacca's Kuala Linggi International Port on our status as a regional shipping hub; (b) how will this impact our economy; and (c) how can our port services be kept competitive.

Mdm Speaker, the expansion of Malacca's Kuala Linggi International Port (KLIP) will reportedly add oil storage and bunkering facilities. The expansion is expected to be completed only within the next decade, so it is still too early to determine the exact impact on Singapore's economy.

Our preliminary assessment, however, is that KLIP's planned oil storage capacity of 1.5 million cubic metres is not big, relative to Singapore's current capacity of 20.5 million cubic metres. In addition, our position as a regional bunkering and oil storage hub is anchored by a strong ecosystem of oil refineries and oil traders and the high volume of ships calling at Singapore for various services.

As for the container handling business, KLIP's expansion does not appear to include any such facilities. The expansion should, therefore, have minimal impact on Singapore's container transhipment port.

Overall, Singapore's attractiveness as a port of call extends beyond the provision of any one service, whether it be bunkering or oil storage, and stems from our ability to offer efficient end-to-end services to shipping companies.

Having said that, Mr Saktiandi's question is a timely reminder that we must not be complacent and must ensure that our port remains competitive. How do we do so?

First, we have been and will continue to invest in technology at the port to better meet the needs of the shipping industry. For example, the new berths at Pasir Panjang Terminal Phases 3 and 4 feature a fully-automated yard crane system, which raises port productivity. In time, the Port of Singapore Authority will integrate this with an automated guided vehicle system, which is currently under trial, to move the containers around the port. Singapore is also the first port in the world to require bunkers to be delivered via a mass flow metering system. This not only enhances operational efficiency, but also strengthens the integrity of our bunkering services.

Second, we listen assiduously to feedback from the shipping companies. The Maritime and Port Authority (MPA) regularly surveys shipping companies on how they view supporting port services in Singapore, such as towage and pilotage services, compared to those at other ports. This enables MPA to systematically identify and address any shortcomings and keep standards high.

Third, we have been investing significantly in manpower. MPA actively partners the industry and institutes of higher learning to grow the pool of skilled maritime professionals. These efforts include the enhancement of training programmes, such as the Certificate of Competency programmes, to develop local seafarers. Recently, there is the introduction of a SkillsFuture Earn and Learn programme for port operations officers.

Finally, we are developing a next-generation port at Tuas. With an annual capacity of up to 65 million twenty-foot equivalent units (TEUs), the Tuas terminal is expected to be the largest container terminal in the world, allowing us to achieve greater economies of scale and more efficiently handle the mega ships of the future. The port will also incorporate new automation and technologies to further boost efficiency and productivity.

Mdm Speaker, Singapore's position as a leading and competitive hub port is due in large part to our efforts to aggressively and continually improve port productivity and service levels and to build up a comprehensive port and maritime sector ecosystem. We will closely monitor KLIP and other regional developments and their potential impact on Singapore and take further measures as necessary to retain our competitive edge.

So, that is my question. In terms of commercial considerations, has that been taken into consideration?

Mdm Speaker, in response to Mr Saktiandi's question, I think our working assumption is that the shipping companies are always driven, firstly, by commercial considerations. They are not going to call at our port because of altruism or because they like us. So, the first thing we must do is to ensure that the product that we offer to them, the services that we offer to them, meet their requirements and, in fact, allow them to make a better go of their commercial considerations than if they were to call at other ports. That is the primary consideration.

So, all of the activities and the significant investments that we are making are geared towards ensuring that, commercially, the considerations will tilt the calculations of the shipping companies in favour of Singapore. Therefore, efficiency is of very high priority and also the ability to deliver high quality service in a very consistent and reliable manner. That is also what counts.

Furthermore, I think the shipping companies will also consider if, for example, there are instances where the services have to be curtailed or if they are not up to expectations, what is the recovery plan that the port operator is able to offer. Those are the primary considerations and it is in these areas that we must continue to put our emphasis on, in order to secure our position as a competitive hub port.