Could you give us an overview of JP’s capabilities and the role it plays in Singapore?

Jurong Port (JP) is a world-class multipurpose port operator serving as Singapore's premier gateway for general and bulk cargo. Its port operating expertise includes efficient handling of general, bulk, and containerized cargo at JP Homeport, management and operations of the Tuas Offshore Marine Centre, Lighter Terminals in Penjuru and Marina South, as well as overseas ports in China and Indonesia.

JP also owns and operates two of the most modern tank storage terminals in Singapore - Jurong Port Tank Terminals (JPTT) and Jurong Port Universal Terminal (JPUT). With a combined storage capacity of almost 3 million m3, JP is the largest independent oil storage terminal operator in Singapore.

JP defines itself as a next-generation multipurpose port. What does this entail?

To define what “next generation" means, we need to look at the challenges and opportunities in the next 25-30 years. Sustainability, including both carbon emissions within Singapore and outside of it, is one. The other big challenge is aging demographics and labor productivity, especially for the maritime sector which may be less appealing to the younger workforce. Thirdly, the digital age is upon us, and we cannot only passively respond but must proactively take advantage of the opportunities emerging from digitalization. Then, we also need to think about the resilience of supply chains in Singapore and the region. And fifth, as a port operator, but also a nation, we must maintain a high level of efficiency and continue to create value along the key supply chains. Understanding these interconnected aspects, JP has strategized and operationalized a plan to equip ourselves with the right competencies.

The main aspect is the control of the waterfront. Prior to the transformation into a next-generation multipurpose port, JP was simply a facility provider, while third parties took charge of most of the cargo management. We have since taken on a more active role in cargo handling over the past seven years, putting in place measures to improve safety and efficiency along the way.

As an infrastructure operator, we can enable a level of optimization and utilization to create higher returns for our investors. By transforming the waterfront, JP can reorganize activities and make space for other activities. To give an example, we are building a port-centric ready-mixed concrete (RMC) ecosystem, by co-locating the steel, cement and aggregates handling activities closer together, we are able to free up space and handle the cargo more efficiency. Potentially, more than 600,000 truck trips can be reduced annually, enabling shorter, leaner and greener supply chains for construction materials coming into Singapore.

Could you elaborate on the ways in which sustainability is shaping JP’s strategy?

As environmental sustainability takes on an increasingly important role in JP’s development plans, we have formulated a three-pronged approach strategy. By the year 2030, we aim to halve our scope 1 and 2 carbon emissions from 2005 levels, while achieving 36% reduction in emission intensity. As a leading multipurpose port operator, JP can create value for both upstream and downstream of supply chains by applying the same port-centric concept of the RMC ecosystem to other commodities. Creating value is not limited to cost savings, but it can go beyond to offering a sustainability advantage – i.e. by replacing trucks with conveyors that are cleaner and safer, thus enabling the whole supply chain to be better off.

As the largest independent storage terminal operator, we have a significant potential to help the maritime sector decarbonize. JP also operates the busiest bunkering terminal in the world’s largest bunkering hub. Therefore, we are also collaborating with agencies, institutions of higher learning and industry partners to provide suitable supporting bunkering infrastructure to handle future marine fuels.

Do you have a final message for our international audience?

Sustainability impacts us today and will be impacting many generations to come. We must get together and find ways to tackle this challenge in a coherent manner. The importance of this task cannot be written off as mere words. It all starts with like-minded players who are willing to step up boldly and advance the sustainability agenda, as challenging as it is. Within this model of collaboration, actors across the supply chain can contribute with ideas and share the risks.