Image courtesy of SPH Media.
Image courtesy of SPH Media.
For years, his workdays began the same way – with a climb.
Rain or shine, Mr Syed Mohamed Ali would scale a 38-metre quay crane partly by foot, before taking an elevator up to the operator’s cabin at Pasir Panjang Terminal.
He joined PSA Singapore in 1994 as a manual crane operator at Keppel Terminal.
From his cabin, Mr Ali would pore over stacks of paper, highlighter in hand, mapping out which containers needed moving.
The view from the operator’s cabin of a quay crane at Keppel Terminal in the 1990s. Image courtesy of SPH Media.
Each manoeuvre was made from muscle memory as he guided the steel boxes into place.
Each of his shifts lasted eight hours, during which he would move an average of 200 containers, Mr Ali, 54, says.
Today, the view from Mr Ali’s “cabin” tells a different story.
of the world’s traded goods – including much of what we eat, wear and use – are shipped by sea, according to the International Chamber of Shipping
Mr Syed Mohamed Ali (centre) was the first double trolley quay crane operator at Tuas Port in 2021. Image courtesy of SPH Media.
As an assistant operations executive at Tuas Port, Mr Ali’s responsibilities have evolved. He now oversees the double trolley quay crane training for trainers and new crane operators, in addition to resource planning.
Tuas Port was officially opened in 2022. It is expected to be completed in the 2040s, and is already the world’s largest fully automated port now.
Highlighters and papers have been replaced by digital consoles that control the semi-automated double trolley quay cranes in real time.
In the past, says Mr Ali, “I (just) take this container, put it over there, (that’s all).”
Instead of just focusing on his crane, Mr Ali can now see the entire ecosystem at work – from an air-conditioned control centre at Tuas Port.
Like Mr Ali, over 100 PSA employees with experience in port operations are upskilled each year, says Mr Ong Kim Pong, group chief executive officer of PSA International. They then transition to different roles with support from the unions.
Part of Mr Ali’s role has progressed from operating cranes on the front line to taking a broader view. He now plans training schedules for trainers and crane operators, and assists in updating training materials.
“This (big-picture view) is something I didn’t (get to) see last time,” Mr Ali tells The Straits Times at Tuas Port, gesturing to the various types of cranes.
Mr Ali’s three-decade journey with PSA – formerly known as Port of Singapore Authority – is more than a story of personal growth.
It reflects the company’s evolution, as PSA grew from operating Singapore ports into a global company facilitating international trade and connecting cargo from origin to destination.
PSA operates the world’s largest transshipment hub in Singapore, which is also the world’s second-busiest container port.
In 2024, PSA achieved a new annual container handling record of 100.2 million twenty-foot containers, or twenty-foot equivalent units (TEUs), across its global port terminals.
Over the last 30 years, Mr Ali’s career has evolved from operating cranes on the front line to a training and mentorship role. Image courtesy of SPH Media.
Number of deep-sea, rail and inland terminals that PSA operates across 183 locations in 45 countries
The shift began when the Port of Singapore Authority was corporatised in 1997, with Singapore investment firm Temasek becoming its sole shareholder.
Mr Ong describes the milestone as “a pivotal move that propelled (PSA) beyond Singapore’s shores”. Through strategic acquisitions and partnerships over the years, PSA reduced its reliance on a single market, expanded its overseas network and established its presence across key trade routes.
The turning point came in the 2000s, when Temasek helped the company undertake a bold restructuring and deepen its sustainability push – two key areas that would define PSA’s future.
“The growth of Temasek’s portfolio companies from local to regional and global leaders reflects Singapore’s pioneering spirit and its DNA of determination, innovation and vision.
“As an active shareholder, Temasek engages them to enhance shareholder value as they grow their competitive edge and generate sustainable long-term returns, while fostering meaningful change for people and communities – so every generation prospers.”
– Mr Dilhan Pillay Sandrasegara, executive director and chief executive officer, Temasek
PSA was planning for a public listing in 2000. But its sole shareholder Temasek felt that PSA needed to prioritise restructuring its portfolio instead.
“At the time, PSA had a large and varied portfolio of assets – including real estate holdings, a cruise centre, cable car operations, and even exhibition centres,” says Ms Juliet Teo, joint head of Temasek’s Portfolio Development Group and head of Singapore Market.
Over the 18 months of restructuring, Temasek helped carve out PSA’s real estate holdings into a company called Mapletree.
“(This) helped PSA focus on its port business and improve its performance,” Ms Teo explains.
Tuas Port is currently the world’s largest automated container terminal, ahead of its expected completion in the 2040s. But PSA’s push for digitalisation and sustainability began long before the port opened.
One early milestone: The launch of electric yard cranes, which help reduce carbon emissions of up to 60 per cent compared with diesel-powered ones, at Pasir Panjang Terminal in 2000.
Now, PSA has set its sights on a bolder goal – achieving net zero by 2050.
Net zero is the state in which the amount of man-made carbon emissions released equals the amount removed from the atmosphere.
While it does not manage PSA’s day-to-day operations, Temasek collaborates closely with the portfolio company on its sustainability journey, says Ms Teo.
Since 2020, the terminal and port operator has been making steady strides towards its net zero goal, says Mr Ong Kim Pong, group chief executive officer of PSA International.
Its sustainability efforts continue with Tuas Port, where “PSA is leading the charge in green port initiatives, including electrification of port equipment, adoption of cleaner fuels and energy-efficient buildings”, he adds. PSA is also exploring cleaner energy solutions for Singapore, focusing on areas such as the importation, transportation, and storage of hydrogen.
Temasek’s role as an active investor was instrumental in PSA’s transformation, says Mr Ong.
“(Temasek helped us in areas like) streamlining non-core assets, sharpening our focus on port operations and fortifying our global competitiveness for long-term growth.”
In 2024, PSA handled a record 100.2 million twenty-foot containers, or twenty-foot equivalent units (TEUs), across its global port terminals. Image courtesy of SPH Media.
Image courtesy of SPH Media.
Mr Aldrin Arumugam (left), who has been with Singapore Airlines for the last 28 years, leads the airline’s Global Baggage Operations department. Image courtesy of SPH Media.
“No passengers (during the pandemic) meant no bags. And for an operations team like ours, that raised a big question: What do we do?”
The downtime provided an opportunity to rethink operations, says Mr Arumugam, who has been working at SIA for 28 years. His team was able to strip down processes, refine policies, and make operations more efficient, he adds.
One project that took shape during this period: A self-help tool for filing damaged baggage reports on SIA’s website, powered by generative artificial intelligence (gen AI).
When passengers find their checked luggage damaged upon arrival, they simply scan the QR code on display at SIA’s lost and found counters or visit the airline’s website to submit a report – in just a few minutes, says Mr Arumugam.
Launched in 2023, the portal uses an algorithm, co-developed by SIA, to analyse the images uploaded.
SIA’s self-help tool for filing damaged baggage reports aims to make the process as “seamless and painless as possible” for passengers, says Mr Arumugam. Image courtesy of SPH Media.
Customers would be advised on the next steps within just two hours. “If the bag is repairable, our vendor will contact the customer to pick it up,” Mr Arumugam says.
“If it’s beyond repair, we will arrange for a replacement or compensation; and in cases where it’s assessed to be normal wear and tear, the system (directly) issues an insurance letter for claims.”
How long SIA’s generative AI-powered self-help tool now takes to resolve customer complaints, down from eight days
What used to take up to eight days to resolve can now be completed in just 48 hours, with accuracy of up to 98 per cent, says Mr Arumugam.
![CMG20190129-TanLH02 / 林静雯 / Invitation to SIA Group’s Digital Innovation Lab Launch SIA Group Sports Club, 726 Upper Changi Road East, Singapore 486046]](/content/dam/temasek-corporate/news-and-views/Stories/our-singapore-dna/psa-sia/thinking-digital.jpg "CMG20190129-TanLH02 / 林静雯 / Invitation to SIA Group’s Digital Innovation Lab Launch SIA Group Sports Club, 726 Upper Changi Road East, Singapore 486046]")
Image courtesy of SPH Media.
This portal is just one of around 50 gen AI initiatives that SIA has launched over the past two years.
Those who have visited SIA’s website would be familiar with its gen AI-powered search function and flight recommender, which offers personalised travel suggestions based on users’ preferences and KrisFlyer miles.
SIA chief executive Goh Choon Phong says the airline has long-standing investments in digital capabilities. In 2019, SIA launched KrisLab, a digital innovation lab where employees can collaborate to develop tech-driven solutions that address business challenges.
“As early adopters of gen AI, (we have been using it) to enhance customer experience, improve efficiencies, drive revenue generation and boost productivity.”
Over the years, Singapore Airlines has digitalised its processes to continually boost efficiency and productivity, says its chief executive Goh Choon Phong. Image courtesy of SIA.
He adds that SIA sees technology as key to generating impactful business outcomes and maintaining the airline’s competitive edge.
“Unlike most airline groups, SIA does not have a domestic market and operates entirely on international routes,” Mr Goh explains.
As of April 1, 2025, SIA Group served 128 destinations across 37 countries and territories, with SIA covering 78 destinations and budget arm Scoot serving 72.
Destinations that SIA Group serves across 37 countries and territories, as of April 1, 2025
“(We) are alert to changes in market dynamics and demand patterns – (employing) advanced data analytics to continuously monitor trends and swiftly optimise our routes,” says Mr Goh.
As of April 1, 2025, SIA Group served 128 destinations across 37 countries and territories, with SIA covering 78 destinations and budget arm Scoot serving 72
“(We) are alert to changes in market dynamics and demand patterns – (employing) advanced data analytics to continuously monitor trends and swiftly optimise our routes,” says Mr Goh.
At the peak of the Covid-19 pandemic in May 2020, SIA slashed capacity by 96 per cent, grounded almost its entire fleet, and implemented cost-cutting measures that affected some 10,000 staff.
The airline described it as “the greatest challenge” it has ever faced.
Temasek, which holds a majority stake in SIA, played a key role in working with the airline to weather the storm.
“At the onset of Covid-19, we underwrote SIA’s rights issues, totalling $15 billion, to ensure (the airline) had the resources to overcome the crisis and emerge stronger,” says Ms Juliet Teo, joint head of Temasek’s Portfolio Development Group and head of Singapore Market.
SIA was able to invest in new aircraft, retain most of its staff and continue training its pilots and crew to ensure they are operationally ready.
“We not only preserved our core capabilities but also used the downtime to accelerate our digital transformation initiatives, emerging stronger and more efficient,” says SIA chief executive Goh Choon Phong.
And when the world reopened, SIA was ready to take flight. It delivered record earnings of $2.7 billion for the financial year that ended March 2024.
Temasek, SIA’s major shareholder, currently holds a 53.5 per cent stake in the national carrier. SIA was part of Temasek’s initial portfolio of 35 companies in 1974.
“At Temasek, our ownership mindset informs our engagement with portfolio companies,” says Ms Juliet Teo, joint head of Temasek’s Portfolio Development Group and head of Singapore Market.
“Over the years, we have partnered with PSA and SIA to (transform), enhance their resilience and create sustained value.”
That transformation is felt on the ground too. For Mr Arumugam, it means greater efficiency. For Mr Ali, who has spent his entire career at PSA, it’s also deeply personal.
1994 was a milestone year: It was the year he joined PSA, and the year he got engaged – building both career and family in tandem.
In his current role, Mr Ali oversees the double trolley quay crane training for trainers and new crane operators, in addition to resource planning. Image courtesy of SPH Media.
In 2022, he stepped into a new role: Training younger crane operators. It was a proud moment, but even more so when his children found out.
“They were impressed,” he excitedly shares.
His four kids – now aged 22 to 29 – used to look up to him simply as their father. Now, Mr Ali says, “I’m (also) their role model.”
The same can be said about PSA and SIA, both leaders in their own industries on the global stage.
Their success is integral to (Temasek’s) performance – and will ultimately benefit future generations of Singaporeans.
Juliet Teo
Our Singapore DNA spotlights how home-grown companies in Temasek's portfolio have grown into regional and global leaders. The series also explores how Temasek partners its portfolio companies throughout their journeys.
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Source: The Straits Times © SPH Media Limited. Permission required for reproduction.
