
ICA to issue no-boarding directives to prevent high risk travellers from entering Singapore, Singapore News
The directive will instruct transport operators to deny boarding to individuals who pose security, immigration, or health risks on transportation bound for Singapore.
This initiative will bolster Singapore's border security by preventing them from even reaching its checkpoints. More details on the implementation timeline will be shared in due course, said ICA.
ICA's new Services Centre (ISC), which has been operating since April this year, was also officially opened by Coordinating Minister for National Security and Minister for Home Affairs K Shanmugam at the seminar.
The event showcased ISC's enhanced processes — including self-service kiosks where customers can collect their passports or identity cards on their own at any time on their appointment date.
These kiosks are part of ISC's Integrated Smart Document Management System (iSMART) which comprises over 100 robots that sort, store, retrieve and issue passports as well as identity cards, said ICA.
Such processes used to be handled by ICA staff and required more manpower as an officer could only man one counter. Now, one officer can manage four self-collection kiosks at a time.
These kiosks also save customers' time as they are able to collect their documents within five minutes of arrival — a 55 per cent decrease from the time taken to do so at manual counters, ICA stated.
There are also height-adjustable kiosks available for those who are wheelchair-bound.
The ISC has allowed ICA to integrate all of its services, previously split up across five levels in the old building, into a single floor for convenience. Automated clearance at Tuas Checkpoint by 2026
ICA also announced its plans to automate clearance at Tuas Checkpoint by the end of next year to allow self-immigration clearance for travellers in cars, motorcycles, and cargo vehicles without them having to exit their vehicle.
This means immigration lanes can operate around the clock with less manpower and travellers can see a reduction in the time they spend waiting for clearance, said ICA.
While speaking at the Workplan Seminar, Shanmugam said that Singaporeans can also look forward to the RTS Link starting operations at the end of next year.
The RTS Link will provide a smoother entry to Johor Bahru, and can serve up to 10,000 commuters an hour in both directions, compared to the current capacity of 640 for KTM train services, he said.
"During peak hours, the waiting time for an RTS Link train is expected to be less than four minutes and clearance will be more seamless," he continued, adding that passengers travelling in any direction will clear only one checkpoint, at the point of departure.
The Home Affairs Minister also stated that the expansion plans for Woodlands Checkpoint, which will be carried out in the next 10 to 15 years, will reduce the average travel time during peak periods from 60 minutes to 15 minutes.
"Aside from improving clearance efficiency, redeveloping Woodlands Checkpoint would also allow ICA to conduct security checks away from the core checkpoint structure to mitigate security risks, as well as provide holding areas for traffic to reduce local road congestion," said Shanmugam.
[[nid:716116]]
bhavya.rawat@asiaone.com
Hashtags

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Business Times
6 hours ago
- Business Times
Celebrating 60 years of nation building, 25 years of our Expand journey
SINCE its founding in 2000, Expand Construction has grown in tandem with Singapore's continued transformation, rising from a one-man startup into one of the nation's leading homegrown names in the built environment. Its progress reflects the country's own bold and forward-looking development. At the heart of Expand's growth is a distinctive planning model structured around 15-year cycles, known internally as 'GSS'. The first cycle (2000 to 2015) focused on Growth, Strength and Sustainability, echoing Singapore's priorities during that period of nation-building. The current cycle, spanning 2016 to 2030, is centred on becoming Great, enabling Succession and achieving Stability. This approach has enabled Expand to contribute meaningfully to Singapore's changing landscape while preparing for the future. 2000-2015: Expand's first 15-year cycle of GSS 2000-2005: Growth From a humble start to a foothold in the industry Started by Von Lee as a one-man operation in 2000, Expand Construction entered the built environment sector at a time when Singapore's older HDB estates were being refreshed under the government's main upgrading programme (MUP). Expand was able to contribute to this key national initiative, helping to upgrade the homes and lives of Singaporeans while gaining a foothold in the industry. Survival hinged on hard work, calculated risks, and winning tenders by outbidding the lowest bidder, a bold move that paid off. These early years were about proving Expand's ability to deliver, no matter the odds. 2006-2010: Strength A period of proving capability and earning trust In the 2000s, Singapore set out to create a new kind of urban green space, and Gardens by the Bay would become a landmark project that would reshape the Marina Bay skyline and reflect the country's focus on innovation and sustainability. At the heart of this landmark development were the towering Supertrees, which would go on to become one of Singapore's most recognisable symbols. LionGrove Supertrees. It was during this pivotal period that Expand, focused on building trust and a solid track record, earned the opportunity to contribute to the national vision. Guided by the values of continual pursuit of excellence and consistently earning the trust and support of clients, consultants, sub-contractors, and suppliers, the company secured two milestone projects: the Supertrees and the Energy Centre at Gardens by the Bay. These were defining moments that elevated Expand's profile. 2011-2015: Sustainability Turning experience into systems built to last In the early 2010s, Singapore ramped up the development of HDB Build-To-Order (BTO) flats to meet rising demand for public housing. This national effort required dependable contractors who could deliver large-scale projects efficiently while maintaining high standards. Fernvale Vines was awarded the HDB Construction Award 2024. It was against this backdrop that Expand took a significant step forward. As the company matured, so did its ambitions. It launched a new vision: 'To be a World-class Builder, with World-class Professionals.' In 2011, the company achieved A1 status under the CW01 Building category and clinched its first HDB BTO contract in Punggol West worth S$157.6 million. By 2013, it had begun systematically building a strong internal talent pool, positioning itself for long-term resilience. Expand was awarded the BCA Construction Excellence Award 2013. 2016-2030: Expand's second 15-year cycle of GSS 2016-2020: Great Defined by values, strengthened by safety When Covid-19 hit in 2020, Singapore's construction sector was among the hardest hit. Projects were halted, timelines disrupted, and some contractors were unable to carry on. In the midst of this uncertainty, Expand stepped up to complete a housing project that had been left unfulfilled by another contractor. Going above and beyond to deliver under challenging conditions, the company was recognised with a Resilience Award from HDB for its efforts. Lee Kong Chian Natural History Museum. This commitment to responsibility reflected a broader vision that had been set in motion years earlier. The next chapter for Expand was not only about growing in size, but about becoming a 'Great' company defined by values and a deep commitment to safety. The company introduced a new safety slogan: 'Nothing is more urgent or important than working safely'. Hillock Eco-bridge. In 2018, Expand also made its first major foray into infrastructure with a S$101.8 million project at Changi Naval Base. The experience and systems built during that phase enabled the company to respond effectively during the pandemic. Launching of Von Lee Yong Miang's SUTD Bursary on Oct 10, 2019. 2021-2025: Succession Shaping the next generation of leadership As Singapore entered a period of leadership transition in the early 2020s, Expand too began preparing its next generation of leaders. Succession planning took centre stage, with senior leaders mentoring upcoming talent to ensure continuity and preserve the company's core values. Punggol Waterway Sunrise II was awarded the HDB Resilience Award 2024. At the same time, the team worked tirelessly to navigate pandemic aftershocks, supply chain disruptions and labour constraints. By 2023, the foundations for leadership renewal were firmly in place. Singtel Waterfront Theatre. In 2024, Expand began operating on a dual-engine model to keep its building arm strong while expanding its infrastructure capabilities. The milestone achievement of CW02 A1 Civil status in December 2024 marked a new level of capability for the firm. Expand also began investing in AI and digital tools to further strengthen its readiness for the future. Minister of State Dinesh and MOM officers site visit to NS Square on June 16, 2025. 2026-2030: Stability Securing the next chapter with confidence As Singapore continues to plan for long-term resilience in a fast-changing world, Expand is also looking ahead too. The years ahead will focus on strengthening leadership continuity and ensuring long-term stability. Construction of NS Square @Marina Bay, target to complete in 2027. As the company transitions into the hands of its second-generation leadership, it is sharpening its capabilities in AI, robotics and computational construction methods. The goal is to future-proof the business while remaining steady, sustainable and people-centred.

Straits Times
13 hours ago
- Straits Times
Hit by US tariffs, Indonesia plans to sell shrimp to China instead
Sign up now: Get ST's newsletters delivered to your inbox The US buys 60 per cent of Indonesia's US$1.68 billion (S$2.2 billion) in shrimp exports. PANDEGLANG, Indonesia – At a shrimp farm in Indonesia, more than 16,000km from Washington DC, US President Donald Trump's import tariffs have left Mr Denny Leonardo's expansion plans in disarray. Mr Leonardo had aimed to add about 100 new ponds in 2025 to his 150-pond farm on the south-western tip of Java island, but was forced to reconsider when US orders dried up in the wake of Mr Trump's initial tariff threats in April. And while the latest 19 per cent tariff , agreed with Washington in July and due to take effect this week, is less than the initial 32 per cent, Mr Leonardo is counting the cost to his business. 'With the US pressuring Indonesia's exports, everyone is eagerly looking for new opportunities to diversify, to reduce their dependence on the US,' the 30-year-old prawn farmer said after July's announcement. The United States is the biggest market for Indonesian prawns, buying 60 per cent of the country's US$1.68 billion (S$2.2 billion) in shrimp exports in 2024. Mr Andi Tamsil, head of Indonesia's shrimp farmers' association, estimates the 19 per cent tariffs could see total exports plunge by 30 per cent in 2025 compared with 2024, putting the livelihoods of a million workers at risk. Even with July's agreement, most US customers are still putting their shrimp purchases on hold, said Mr Budhi Wibowo, who heads an association of seafood businesses. Top stories Swipe. Select. Stay informed. Asia Asean's quiet diplomacy helped avert escalation in Cambodia-Thailand border conflict: Sec-Gen Kao Singapore Hidden vapes and where to find them: Inside ICA's clampdown at land checkpoints Singapore East-West Line MRT service resumes after delays lasting around 5 hours; track point fault fixed World Meta cracks down on WhatsApp scammers; bans millions of accounts linked to scam centres in S-E Asia Singapore 19 drivers nabbed over illegal ride-hailing services at land checkpoint, Gardens by the Bay and Changi Airport Singapore 3 men arrested over alleged offences involving drugs worth over $150,000 Singapore Jail for 2 friends who swopped seats in car near roadblock as driver had no licence Singapore Man recruited victim to open bank account, forced him to drink urine after account was frozen He notes the new rates put Indonesia at a disadvantage against Ecuador, the world's top producer of farmed shrimp, whose import tariff was set at 15 per cent. China is the world's biggest importer of shrimp by volume, but Indonesians have preferred to sell to the US where they could get better prices, Mr Budhi said. Before the tariffs, China typically bought only 2 per cent of Indonesia's shrimp exports. Now, the industry is having to work hard to promote its products to Chinese buyers. In June, Mr Tamsil, of the shrimp farmers' association, travelled with a delegation of industry representatives to the southern Chinese city of Guangzhou to meet importers, restaurant owners and agri-commerce platforms. More trips are planned. 'We have a very big opportunity in China that imported around 1 million tonnes of shrimps,' Mr Tamsil said. 'Imagine if we could take just 20 per cent of China's import market.' Mr Budhi, of the seafood association, said Indonesia could also diversify exports to the Middle East, South Korea, Taiwan and the European Union, especially as Jakarta is close to signing a free trade agreement with Brussels. Back on his farm, Mr Leonardo is confident his business, which he inherited from his father, can weather the US tariff storm. But it might not expand as quickly as he once hoped. 'I am optimistic that my company could survive because there will still be supply and demand. But for growth, I am not that optimistic,' Mr Leonardo said. REUTERS
Business Times
20 hours ago
- Business Times
From Singapore to the world: Homegrown leaders in emerging fields
Singaporeans are equipped to take unconventional paths, says Kajima's youngest leader 'If you are able to contribute meaningfully, there is room to thrive within global platforms,' says Luke Wu, managing director at The GEAR, Kajima. When Luke Wu stepped into a leadership role in one of Japan's oldest and largest construction groups, he did not just take an unconventional path, he redefined what leadership at the firm looks like. The 34-year-old is the youngest managing director at construction and engineering conglomerate Kajima, which is behind iconic buildings including Parkway Parade, OUB Centre and Resorts World Sentosa. Four years after joining Kajima in 2021, he rose to oversee The GEAR company, a new business unit within Kajima – the group's first and only overseas research and development (R&D) facility, as well as the firm's regional headquarters. Wu, who completed his law degree at the National University of Singapore, has always been drawn more to building ventures and ecosystems than to traditional legal practice. 'Early in my career, I worked across startups and innovation initiatives, where I saw how ideas could be turned into real-world impact. While moving into the built environment and a multinational corporation (MNC) like Kajima may seem unconventional, many of the skills I had developed proved highly transferable,' he says. What was particularly compelling was that the group gave him the chance to tackle complex, long-term challenges that shape the world we live in. He adds: 'Kajima, with its 180-year history, continues to evolve and was willing to back someone with an unconventional profile to lead a completely new function. That openness reflects how MNCs today are rethinking leadership and innovation.' Wu says in the process of building and leading innovation-centric functions in large organisations, he found that trust is foundational, translation or the ability to align perspectives and priorities is essential in implementation, and that long-term thinking matters. 'Real innovation does not happen on a quarterly timeline. It requires patience, consistency, and a clear sense of purpose. I was fortunate to be involved in the launch of The GEAR building, and the decision to set it up as a new function to build capabilities for Kajima and the region from the early days. The shift from physical infrastructure to innovation platform allowed me to bring my past experiences into something future-facing, rooted here in Singapore,' he notes. Located in Changi Business Park, The GEAR is a smart building that houses the technology services business as well as the open innovation platform of the Kajima group. Despite the journey being rewarding, it is not without prejudices. One of the biggest hurdles for Wu was earning credibility, particularly as leadership is often associated with seniority. 'One key lesson is that credibility is earned through clarity, consistency, and contribution,' he says, adding that he also had to get comfortable with not having all the answers. What also helped Wu was that he stayed curious, learnt quickly, and focused on the work and the people around. He adds that it is vital to be able to work across cultural lines, balance global expectations with local execution, and build influence through trust rather than authority. Singaporeans, he says, are often better equipped than they think for global roles. This is because people here grow up in a diverse, fast-paced society that teaches them the ability to work across systems and cultures. 'I hope my experience shows that young Singaporeans don't need to wait for permission to lead or stick to predefined roles. If you are able to contribute meaningfully, there is room to thrive within global platforms. 'Your training might start in one area, but with curiosity, adaptability, and a willingness to challenge assumptions, new paths can open up in unexpected ways.' Grooming Singapore's new tech leaders starts with collaboration and mentorship at SAP 'My early international assignments... have profoundly influenced my approach to teamwork and collaboration,' says Manik Narayan Saha, managing director of SAP Labs in Singapore and Vietnam. Much like how artificial intelligence (AI) improves continuously, Manik Narayan Saha is constantly learning to keep his ideas fresh. Such is his belief in upskilling that he has pursued numerous training programmes, including a Masters in applied finance in 2008, an executive education from INSEAD in 2016, and an executive programme from Stanford in 2023. And this motto has served him well in his 29-year career. Now, Saha is on a mission – to help develop a vibrant AI community in Singapore. The managing director of SAP Labs in Singapore and Vietnam says it boils down to collaboration and mentorship. Nearly all of the German enterprise application and AI company's new hires at SAP Labs Singapore are from local universities – about 90 per cent are from Nanyang Technological University (NTU) and the National University of Singapore (NUS). 'When we proposed setting up SAP's AI research and development (R&D) teams in Singapore in 2021, we used data on university and research rankings, and conversations with professors to back our pitch,' says the NTU alumnus. Currently, Saha oversees a team of 600 in Singapore and Vietnam. SAP has been in Singapore since 1989 and the office here is the organisation's first Asian subsidiary. In Singapore, the Labs team has grown to 410, of which 250 are in the AI division and as a global AI centre of excellence, it is filing patents regularly, says Saha. He notes that SAP's collaboration with EDB and the Infocomm Media Development Authority (IMDA) not only helped accelerate the team's growth, but also aligned the company with Singapore's National AI Strategy 2.0 to foster a vibrant AI community. For instance, SAP, NUS and EDB announced in 2024 an industrial Doctor of Philosophy (PhD) scheme to rope in about 10 PhD candidates in SAP research projects. The company also encourages cross-border partnerships to expand staff skill sets. 'We believe that these comprehensive approaches, including research collaborations and recruiting graduates into AI roles, will contribute to a more capable and skilled AI workforce n Singapore,' Saha says, adding that some of these employees could be the next generation of tech leaders here. Beyond that, Saha is a firm believer of international experience. This, as competition for global roles has intensified partly due to remote working, a broadened talent pool, and higher demand for better paying roles. Companies now favour candidates who can navigate complex global markets to drive innovation, so Singaporeans should be bold to embrace overseas opportunities, says Saha. 'My early international assignments to Dalian, China, and Seattle, United States, with port operator PSA Corporation, followed by my tenure as a trainee at US tech firm Sun Microsystems in 2005, and two years in Germany with SAP (2009-2010), have profoundly influenced my approach to teamwork and collaboration,' he notes. The overseas stints provided him with significant insights and appreciation for a myriad of cultures, which is crucial for any leadership role within a global company. Increasingly, having an international mentor or coach is valuable in handling the complexities of senior leadership roles, says Saha, who adds: 'This mindset, along with a commitment to continual learning, is instrumental in achieving success within global organisations.' Connecting science to save lives in a biopharma career at MSD 'I have always taken a liking to biological and life sciences since my teenage years,' says Luisiawati Khalil, director in global clinical trial operations for Singapore and Malaysia, MSD Research Laboratories. All it took was an optional course just before graduation to ignite Luisiawati Khalil's career in the biopharmaceutical field. The 'Good Clinical Practice' course in 1994 at the University of Surrey, where she earned her degree in nutrition and dietetics, was a game-changer. Further inspiration came in 2011 when she earned her Master of Public Health at the National University of Singapore. 'I attended it, and the entire contents just 'spoke to me',' she says, drawn by the fact that she can save lives through clinical work. And this is at the heart of what good clinical practice is about – to provide care for patients through excellent teamwork, flawless clinical operations, and collaboration with Singapore's top institutions. It typically involves diagnosing, treating, managing medical conditions, assessing patients and evaluating treatment outcomes. 'I have always taken a liking to biological and life sciences since my teenage years,' says Luisiawati, whose interest was piqued by the idea that she too, could play a role in drug development that gives hope to patients. That spark brought her to MSD, a global biopharmaceutical leader, where she has stayed for over 20 years and now serves as director in global clinical trial operations for Singapore and Malaysia within MSD Research Laboratories. Luisiawati, now in her 50s, started at MSD as a clinical research associate and climbed the ranks over the years to lead trials in oncology, vaccines, and general medicine. Her journey has been rewarding, but it has also been demanding. Monitoring clinical trials in hospitals is hard work, but the challenges invigorate Luisiawati. And there are plenty in this field – having to deliver under stress, to follow ethical and time-sensitive standards, to stay up-to-date with regulations, and policies in different jurisdictions that may not be as friendly for trials to be conducted. What adds to the shine of the sector for her is the fact that Singapore has many key opinion leaders in selected therapeutic areas. What this means is that the industry is vibrant and collaboration is plenty. It then ensures that Singapore is competitive and comparable to international standards, says Luisiawati. MSD, known as Merck & Co Inc in the United States and Canada, has been in Singapore for 30 years, employs over 1,800 people, and manufactures and supplies four of its top 10 global products from Singapore. Multiple functions including research, manufacturing, and commercial operations are located in Singapore, with its Asia-Pacific headquarters. The group has an extensive presence in Singapore and invested in expanding its operations, which include manufacturing facilities, an animal health site, a translational medicine research centre, and an information technology hub. In Singapore, MSD has made investments in excess of US$2 billion for manufacturing assets since 1997 and over US$240 million in research since 2009. So how can other Singaporeans excel in global MNCs like her? 'Go back to first principles,' says Luisiawati, who adds that people should remind themselves of what they are passionate about and good at. Another tip – be comfortable with the uncomfortable, she says. So what lesson has she learnt along the way that matters a great deal? Ask and Luisiawati will say it is best summed up by MSD's founder, George Merck: 'We try never to forget that medicine is for the people. It is not for the profits. The profits follow, and if we have remembered that, they have never failed to appear.' This, she says, 'is a tenet that gives me reason and purpose to wake up every day and do what I do'.