SMRT-Group Review 2022 - 2023

Group Review 2022/23
Moving People
Enhancing Lifestyles
SMRT Corporation Ltd Group Review 2022/23 About SMRT Corporate Focus Milestones At a Glance p. 02
SMRT Corporation Ltd (SMRT) is a

public transport service provider.
Our primary business is to manage
and operate train services on the
North-South Line, East-West Line,
Circle Line, new Thomson-East Coast Moving People,
Line and Bukit Panjang Light Rail Enhancing Lifestyles
Transit. This is complemented by
our bus, taxi, private hire vehicle
and mobility services.
Our core values are Respect, Integrity,

Safety & Service and Excellence. To deliver a public transport service that
SMRT is committed to provide safe, is safe, reliable and commuter-centred
reliable and comfortable service for
our commuters.
Respect
Integrity
Safety & Service
Excellence
Corporate
Focus
As a key Public Transport Operator
in Singapore, we are guided by
our vision of Moving People,
Enhancing Lifestyles. We are
committed to service excellence
by delivering safe and reliable
public transport services as well
as transit-oriented retail that are
commuter-centred.
Our mission continues to underpin Public Transport Businesses Non-Public Transport Businesses
our Kaizen culture as we expand
our offerings, including our
non-public transport businesses.
As a purpose-driven organisation,
we are steadfast in our journey to
build a sustainable business.
SMRT Trains manages and With 40 years of operating STRIDES’s core capabilities The largest managing agent
operates train services experience, SMRT Buses focus on railway operations, of spaces across Singapore’s
on the North-South Line, is one of the major bus maintenance and transport network, providing
East-West Line, Circle operators in Singapore. consultancy, engineering services that include retail
Line, Thomson-East Coast SMRT Buses provides and digital technologies mall management, outdoor
Line and the Bukit Panjang inclusive travel experiences and mobility solutions and media, digital advertising
Light Rail Transit, making it and aims to deliver services, and forms a core solutions, and digital
Singapore’s first and largest best-in-class service part of our non-public engagement platforms.
train services provider. through our people as a key transport business. Through Stellar Lifestyle creates
SMRT Trains is committed differentiator. We embrace the holistic offerings of vibrant transit destinations
to enhancing rail capabilities innovative solutions in our STRIDES, we provide through continuous
and developing engineering operations, maintenance and specialist and dedicated innovation and a desire
expertise to deliver a service to better meet future expertise in a wide range of to make our everyday
world-class transport public transport needs. urban mobility solutions. touchpoints better.
service that is safe, reliable
and customer-centric.
SMRT Corporation Ltd Group Review 2022/23 p. 04
Contents
About SMRT p. 02
Corporate Focus p. 03
Milestones p. 05
At a Glance p. 08
Message from p. 10
Chairman and Group CEO
Board of Directors p. 14
Senior Management p. 15
Moving People, p. 16
Moving People
Journeying Public Transport p. 17
Together Trains p. 18
Buses p. 26
Moving People
Inspiring Non-Public Transport p. 28
Growth STRIDES p. 29
Stellar Lifestyle p. 38
Moving People
Nurturing People and Workplace p. 42
Leaders Human Capital p. 43
Safety and Security p. 46
Kaizen p. 50
Moving People
Envisioning Sustainability p. 51
Tomorrow Sustainability at SMRT p. 52
Environment p. 53
Commuters and p. 57
Community
Corporate Governance p. 63
Awards and Accolades p. 79
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Milestones
1980s Trains 2001 Buses 2006 Corporate 2010 Buses
Singapore Mass Rapid Transit SMRT Corp and Trans-Island SMRT-Citibank VISA credit and SMRT Buses added the Euro V
(MRT) incorporated Bus Services (TIBS) Holdings debit cards with EZ-link functions Mercedes-Benz Citaro 0530,
Singapore’s first MRT system merged, creating Singapore’s were launched, a first-of-its-kind which offered greater fuel
began its inaugural service first multi-modal company travel rewards programme efficiency and smoother
between Yio Chu Kang and passenger flow, to its fleet
Toa Payoh on the North-South Commercial
Line (NSL) 2002 Trains 2008 Corporate SMRT Media forayed into digital
Fifteen more stations were Changi Airport MRT station opened ‘SMRT is Green’ was media, offering greater
opened and the MRT system launched organisation-wide interactivity to the network
was officially launched by as a commitment to
Singapore’s first Prime Minister, 2003 Taxis environmental sustainability
Mr Lee Kuan Yew SMRT Corp attained Buses 2011 Trains
ISO 9001:2000 certification SMRT Buses put Southeast Asia’s Train Service from Caldecott
for achieving quality standards first Euro-V compliant bus on to HarbourFront CCL
1990s Trains in the provision of taxi services the roads stations commenced
Boon Lay MRT station on the Taxis Buses
East-West Line (EWL) opened, SMRT Taxis debuted SMRT Eco SMRT Buses added MAN A22
marking the completion of 2004 Corporate Taxis, which used compressed low-floor, wheelchair-accessible,
the system The SMRT Corporate Volunteer natural gas single-deck buses
The NSL was extended to Programme was created Taxis
Woodlands, completing the loop with the aim of building a more SMRT’s ‘Book a Taxi’ smartphone
Singapore’s first light rail system, inclusive society 2009 Corporate application made it easier to
the Bukit Panjang Light Rail Buses SMRT Institute established book a cab on the go
Transit (LRT), opened for Service 950, the first SMRT to develop and deliver
passenger service cross-border service for transport-related training
commuters travelling to and education services 2012 Trains
Johor Bahru, Malaysia, began Trains Train service from Bayfront
2000 Corporate Singapore’s fourth rail line, Circle to Marina Bay CCL stations
SMRT Corporation Ltd Line (CCL), commenced service commenced
(SMRT Corp) listed on 2005 Commercial from Bartley to Marymount stations Engineering Services
Singapore Exchange (SGX) Introduced Raffles Xchange, Buses SMRT International provided
the first MRT station redeveloped Wheelchair Accessible Bus technical advisory services
for transit retail services were introduced, on an LRT system for the
expanding transport options for Republic of Mauritius
mobility-challenged commuters
2013 Corporate and Trains 2014 Trains Buses 2017 Trains

Woodlands MRT station becomes SMRT Trains crossed the landmark Singapore Bus Training and SMRT Trains celebrated 30 years
the first MRT station in Singapore 10 billion passenger journeys Evaluation Centre was opened, of MRT operations
to be awarded the Building and Buses Singapore’s first team-based Sleeper and power rail
Construction Authority’s Green SMRT Buses progressively bus training centre replacement works on the
Mark (Gold) installed buses with telematics North-South and East-West Lines
Trains solutions to encourage safe (NSEWL) completed
SMRT Trains embarked on a and eco-friendly driving 2016 Corporate and Trains Trial of the new signalling system
multi-year Sleeper Replacement SMRT signed a Memorandum Seven SMRT Trains engineers on the NSL began
Project to improve journey times of Understanding (MoU) with e2i accredited as Singapore’s first The Tuas West Extension
and provide commuters with a and National Transport Workers’ Chartered Engineers in Railway opened, adding four new stations
smoother ride Union to jointly develop and and Transportation Engineering to the EWL
SMRT Trains embarked on a operate the first Bus Career Corporate SMRT Trains was awarded the
holistic network-wide predictive Development Centre SMRT Corp was delisted Thomson-East Coast Line (TEL)
maintenance regime on the from SGX on 31 October contract to operate and maintain
North-South and East-West SMRT Corp’s inaugural the line in stages from 2019
Lines (NSEWL) that introduced 2015 Corporate, Trains and Buses Green Forum for the sharing for an initial nine-year period.
new technologies SMRT celebrated SG50 with free of sustainability practices TEL will add 43km and 32
Buses travel on SMRT trains and buses was launched new stations to the existing
MAN A22 buses were added to Corporate Trains train network
the fleet, increasing the fleet size SMRT-Temasek Cares AED on SMRT Trains transitioned to the Buses
to more than 1,200 buses Wheels, a pilot programme where New Rail Financing Framework SMRT Buses opened the
Taxis Automated External Defibrillators Taxis Bukit Panjang Integrated
SMRT Taxis introduced 30 new (AEDs) were installed in 100 SMRT SMRT’s private hire vehicle Transport Hub – its first
wheelchair-enabled London cabs taxis, was launched business was launched to integrated transport hub
and 600 Prius Hybrid taxis to SMRT Corp established an offer limousine, car rental and Taxis
its fleet Environmental Sustainability chauffeured services SMRT Taxis partnered with Grab,
Engineering Services Committee to oversee green Engineering Services enabling all SMRT Taxis’ drivers
SMRT Engineering won the sustainability efforts 2getthere Asia, a joint venture to use Grab for taxi bookings
contract to install Automatic Fare Trains between SMRT Services and Strides Transportation
Collection faregates for the Tuas The SMRT Trains Engineering 2Getthere, was set up to market, established its first overseas
West Extension Programme was launched to install, operate, and maintain joint venture, SMRT Strides
develop a sustainable pool Automated Vehicle systems Toyotsu Alliance, in Yangon,
of engineering professionals for customers in Singapore offering limousine and car
and the Asia-Pacific region rental services
2018 Corporate EWL is The Most Reliable Line 2021 Trains Buses
SMRT collaborated with in 2019 with an MKBF of Sustained more than 1 million Introduced NaviLens, a
Singapore Red Cross’ 1.48 million train-km, awarded MKBF for the NSEWL and CCL first-in-Asia app for visually
Community Health on Wheels, by the MOT Challenge Shield Deployed robot cleaners at impaired to all bus interchanges
a community-based mobile EWL is The Most Improved Line train stations operated by SMRT Buses
health programme for the elderly in 2019 after more than tripling 17 stations certified as Dementia STRIDES Green Tech
Trains its 2018 MKBF of 0.41 million Go-To Points by the Agency for Launched new B2B company,
SMRT and the Land Transport train-km, awarded by the MOT Integrated Care (AIC) EVCo to provide full digital
Authority (LTA) commenced works Challenge Shield Buses EV services, towards
to renew and enhance the power Buses All bus interchanges certified as decarbonising mobility and
supply system on the NSEWL Yishun Integrated Transport Dementia Go-To points by AIC enhancing sustainability
SMRT launched its first C151 Hub (YITH), a fully barrier- Engineering ChargEco formed to accelerate
trains from Bishan Depot free bus interchange with Established a three-year Singapore’s decarbonisation,
Renewal works for the Bukit commuter-friendly and inclusive collaboration with AI.SG to build wins tender to build public
Panjang LRT system commenced facilities, opened capabilities in artificial intelligence EV charging points
Buses Engineering International
Choa Chu Kang Bus Interchange New Singapore Rail Standards, RTS Operations Pte Ltd formed
opened, offering the first an initiative by SMRT, LTA, SBS as a joint venture between
one-stop service centre in Transit, the Institute of Engineers SMRT Corporation Ltd and
a bus interchange Singapore and Enterprise Prasarana Malaysia Berhad to
Singapore, was launched own, design, build, finance,
Experience operate and maintain the
2019 Trains Launch of “Communities Johor Bahru-Singapore Rapid
NSEWL Operations Control in Stations” Concept with a Transit System Link
Centre relocated from weekly Farmers’ Market at Bishan
Victoria Street to Kim Chuan MRT station in partnership with
Depot, the world’s biggest Central Singapore Community 2022 Trains
underground depot Development Council Singapore Rail Discovery Centre
Canberra Station on the was launched
NSL opened Launched Comic Connect that
Achieved 1 Million Mean Kilometres 2020 Trains showcases Singapore’s heritage
Between Failure (MKBF) TEL Stage 1, consisting of in the vicinity of train stations
Woodlands North, Woodlands and and builds a stronger sense of
Woodlands South stations, opened identity within the community
Thales and SMRT Trains Partner
on Next-Generation Rail Signalling
Technologies for Greener Rides
in Singapore
At a Glance
Trains Buses
Rail Reliability Rail Expansion Seamless Bus Journeys Developing our People Forging Ahead
North-South and East-West Lines Thomson-East Coast Line (TEL) All bus interchanges have Upskilling and developing our people First public transport operator in
(NSEWL) and Circle Line (CCL) Stage 3 opened in November 2022 implemented the navigation remains a key focus, with Mentor Singapore to be certified with the
achieved over 1 million Mean with 11 new stations. mobile app, NaviLens, to help Bus Captains as workplace trainers ISO 39001: 2012 Road Traffic Safety
Kilometres Between Failure (MKBF)* visually impaired commuters share their wealth of knowledge and Management System certification.
for a fourth consecutive year. Building Talent Pipeline get around independently. best practices are passed on to the
Signed MoUs with the Institute next generation.
NSL 1,101,000 train-km of Technical Education, Singapore
Institute of Technology and five
EWL 1,696,000 train-km polytechnics to provide students
with opportunities in the rail industry
CCL 1,473,000 train-km through joint research projects, Making Public Transport
Accessible and Inclusive
internships, and industry
attachment programmes.
Bukit Panjang Light Rail Transit
(BPLRT) achieved an MKBF of
more than 100,000 car-km for
another year.
Partnerships with Go-To SMRT – Wayfinding Signage NaviLens
Social Service Agencies We Love To Help We partnered several We are the first public
We partner social service Through our Go-To organisations, namely transport operator in
agencies such as Rainbow SMRT – We Love To Help the Agency for Integrated Asia to deploy NaviLens,
Centre, Dementia-Friendly initiative, our frontline Care, Association for a navigation mobile app
Singapore, Singapore colleagues stand ready Persons with Special that provides audible
Association of the Visually to provide assistance to Needs (APSN), Movement information for visually
Handicapped and Guide anyone who needs help. for the Intellectually impaired users to get
Dogs Singapore to raise Complementing this Disabled of Singapore around places, at all
awareness of these service is our suite of (MINDS), and Dementia SMRT bus interchanges.
causes, and ensure our facilities at stations and Singapore to implement
public transport system bus interchanges, such as colourful fruit-themed
is inclusive and accessible our WeCare Rooms and wayfinding signage for
for commuters with digital concierge services. commuters with
* Mean distance travelled (train-km) between a delay of more than five minutes (12-month moving average)
special needs. special needs.
At a Glance
Enhancing Energy Reducing Paper Waste Promoting the EV Lifestyle
Our
Efficiency at MRT Stations Reduced paper usage by ChargEco, formed to accelerate
By using AI to optimise heating, converting our manual processes Singapore’s decarbonisation,
Green ventilation and air-conditioning to digital systems. has installed EV charging points
> 200,000
systems at our MRT stations at carparks in residential estates.
Saving
Goals across the NSEWL, CCL and TEL,
we aim to reduce our annual
A4 paper sheets per year
We are the first Charge Point
Operator to operationalise EV
energy consumption by over, charging points under LTA’s
7,000MWh
large-scale tender.
Per Year
Working as a Team
Workforce Distribution by Gender Workforce Profile by Age Staff Profile by Completed Years of Service Worforce Distributed by Employment
>=60 years <30 years >=15 years <5 years
13.7% 15.9% 22.37% 40.19%
Female Male
15.6% 84.4% Contract Permanent Contract
16.5%
50-59 30-39
years Age years Years
83.5% 16.5%
21.7% 26.4%
40-49 5-15 years

years
37.44%
Accurate as at 31 March 2023 22.3%
SMRT Corporation Ltd Group Review 2022/23 Message from Chairman and Group CEO Board of Directors Senior Management p. 10
Moving People, Enhancing Lifestyles

In the past year, the world started SMRT is at an inflection point.
to recover from COVID-19. Food While focusing on and fortifying
and energy prices soared in the our core regulated Train and Bus
wake of the pandemic and the businesses (our ‘Engine A’ work),
Russia-Ukraine war. As Singapore we have also expanded our non-
returned to normalcy, public regulated commercial businesses
transport ridership started to recover to include electric Mobility-as-a-
gradually. COVID-19 has changed Service (eMaaS), retailing, and digital
how we live, work, and play and advertising (our ‘Engine B’ work).
Ngien Hoon Ping
has led to a new era of hybrid work. Engines A and B are led by separate
Group CEO
To adapt to the rapidly changing leadership teams for clear focus and
business environment and commuter value creation.
needs, we are refreshing our Vision
to “Moving People, Enhancing
Fortifying Our Core
Seah Moon Ming Lifestyles” – moving commuters to
We have sustained excellence
Chairman spur economic development, while
enhancing communities’ lifestyles to in Safety and Security as well as
engender social cohesion. Reliability and Service. The Mean
Kilometres Between Failure (MKBF)
Our core values of Respect, on the North-South, East-West Lines
Integrity, Safety & Service, and (NSEWL) and Circle Line (CCL) are
Excellence (R.I.S.E) continue to more than one million train-km.
define and motivate us. Our work is Bukit Panjang Light Rail Transit
Purposeful: providing safe, reliable, (BPLRT) has exceeded its MKBF
sustainable, and commuter-centric
target of 100,000 car-km. Working
public transport. Connecting
with the Land Transport Authority
commuters and communities for
(LTA) and Original Equipment
36 years, we are an integral part of
Singapore’s urban lifestyles. Our Manufacturers (OEMs), we have
team is Professional: responsible successfully opened Stage 3 of
and accountable down to the last the new Thomson-East Coast Line
staff, as part of our Kaizen way of (TEL) and continued to deploy new
life. We serve with Passion: providing technologies and novel lifestyle
Singapore with the best and concepts in TEL. Our Buses team
affordable public transport service. has consistently outperformed
regulatory targets.
Connecting commuters and communities

for 36 years, we are an integral part of
Singapore’s urban lifestyles.
Beyond executing preventive and As we continue to enhance We continued to bolster our safety Responsible Steward We rolled out Comic Connect as a
corrective maintenance, we jointly reliability and services, the and security standards for both We are a responsible steward of strategic initiative to commemorate
established the new Maintenance Customer Satisfaction scores in the Trains and Buses by focusing key public transport assets, and SMRT’s 35th anniversary and to
Engineering Centre (MEC) with LTA. 2022 Public Transport Customer on Standards, Compliance and leverage them to Do Right in our engage commuters and
MEC leverages engineering and Satisfaction Survey and Customer Enforcement. Our Trains team has endeavours, Do Good for commuters, communities. We collaborated with
data analytics to sharpen our fault Satisfaction Index of Singapore, introduced SafeDepot+ programme communities, and stakeholders, and the local art community to install
diagnostic capabilities and enable for both Trains and Buses have to enhance depot safety by focusing through this, Do Well commercially heritage-themed, comic-style wall
more predictive maintenance across improved. These improvements are on human factor. We want our and financially as a Company. murals across 35 SMRT-operated
all MRT lines. on the back of train ridership levels workforce to “Think Safety, Work MRT stations. As of March 2023,
rising to about 16 percent below Safely and Go Home Safe”, every Do Right we have installed the murals in
The MRT system comprises pre-COVID-19 levels in FY23. day. Our Buses team has also We do our best in all our endeavours, 8 MRT stations.
many sub-systems of hardware introduced fatigue management to but train disruptions occur from
and software that dynamically During the pandemic, members better support our bus captains, and time to time. For each disruption, To provide more seamless and
inter-operate with one another and of the public and commuters also to strive towards safer and more we update commuters promptly inclusive travel for the visually
is complex. Together with LTA, we paid tributes, in their own ways, to sustainable outcomes. and regularly to assist them in their impaired, we have installed
are doubling efforts to renew many our frontline staff who continued travel planning. Our operational staff, NaviLens in all our bus interchanges.
sub-systems in NSEWL, CCL and their day-to-day duties to support Reinforcing Cybersecurity engineers and technicians conduct
BPLRT to minimise service delays other essential workers and keep To reinforce SMRT’s cyber resilience fault analysis and remediation We are proud of the good deed by
to commuters’ journeys. This is our Singapore going. The unwavering and guard against cyber-attacks, overnight so that we can update SMRT Station Manager Faiz Abdullah
service commitment and standard. dedication, commitment and tireless we have instituted more security the Ministry of Transport (MOT) Altway in helping a lost child get
We also work closely with our OEMs, efforts of our staff have been measures such as administrative and the public of the findings the home safely. Station Manager
including Siemens and Alstom, instrumental in ensuring smooth access restrictions and Multi-Factor following morning. Faiz Abdullah Altway embodies
to enhance the quality of system operations so far. We are proud that Authentication for employees. OurSMRT spirit, which is to keep
hardware and software. our employees have been awarded We have also raised cybersecurity To ensure their mental well-being, every commuter in our network safe.
the President’s Certification of awareness, through e-learning, SMRT provides counselling sessions The Go-To SMRT initiative aims to
We are also pushing ahead Commendation (COVID-19). webinars and sharing of case studies for staff who need a safe space for enhance commuter service at all our
with asset renewal, including the with employees, as well as phishing emotional support under the SMRT train stations and bus interchanges.
launch of new NSEWL trains. We We launched the Trains Safety simulation exercises as we recognise Employee Assistance Programme. Our community engagement
are excited to start operating the Culture 2.0 campaign in 2022 under that cybersecurity is a team effort. initiatives are well-received by
new Alstom R151 trains in June the guidance of Professor Patrick Do Good commuters and communities alike
this year, which will replace the Hudson, one of the world’s leading In addition, we established a In November 2022, we launched the and have motivated and inspired
first-generation Kawasaki Heavy authorities on the human factor strategic partnership with Ensign 2nd President’s Challenge Tap for staff to continue to do their best.
Industries, second-generation in safety management. Professor Info-Security to strengthen Hope (TFH) in partnership with the
Siemens, and third-generation Hudson conducted an in-depth enterprise cyber defences of our National Council of Social Service Do Well
Kawasaki-Nippon Sharyo. study into our organisational safety systems. We have also signed a and EZ-Link. TFH allows donations To achieve new commuter outcomes
culture as we embarked on a journey Memorandum of Understanding by tapping across SMRT’s public and increase patronage, we will
to cultivate Best-in-Class Safety with the Centre for Cybersecurity transport network. Inaugurated in embed “Thinking like a passenger”
Standards for the Rail Industry, in March 2023, to collaborate 2021, TFH is our signature Corporate in all service delivery going forward.
benchmarked against Aviation and on Operational Technology Social Responsibility event. This is also in line with LTA’s efforts
Oil & Gas standards. cybersecurity training.
We leveraged data, digitalisation, and To build a more data-driven and

digital SMRT, we have established a
will reduce traction energy usage
by 15 percent.
Financial Sustainability
MRT fares in Singapore are more
data analytics to optimise maintenance Data Office to drive data analytics, than 50 percent cheaper than in
resources, better predict future equipment strengthen data governance,

and enhance data and digital
To reduce our carbon footprint, we
continue to install more solar panels
Taipei. We have been relentless
in pursuing Kaizen to achieve
degradation and failure and reduce capabilities. The Data Office has in Bishan Depot and on top of our productivity gains over the last
breakdowns cost effectively. successfully completed more than

40 digitalisation, data analytics
station roofs. The solar energy
produced across our MRT network
four years. SMRT Trains has also
developed strong engineering and
and condition monitoring projects; will be sufficient to meet the digital capabilities with the support
towards a car-lite and more We leveraged data, digitalisation, this includes operationalising the non-traction energy requirements of of some grants from Government.
sustainable lifestyle. and data analytics to optimise Engineering Data Analytics Centre our busiest depot, Bishan Depot.
maintenance resources, better for CBPM. Leveraging data, our In FY23, our trains operations and
To track and analyse our brand predict future equipment Buses team has also commenced Advancing our sustainability agenda maintenance regime are optimised
performance, we have embarked on degradation and failure and reduce trials on condition monitoring and in driving business value creation, for efficiency, effectiveness, and
an independent brand reputation breakdowns cost effectively. preventive maintenance. our newly formed STRIDES Green safety with $104 million in Kaizen
survey and incorporated reputation Notably, our engineers have Tech Group help businesses, savings. We also implemented
performance as a key performance introduced Condition-Based and By developing and building our especially Small & Medium strategic procurement to achieve
target in the remuneration Predictive Maintenance (CBPM), capabilities, we are also enhancing Enterprises (SMEs) accelerate their further cost savings.
framework. Track Access Management System our operational resilience. digitalisation and adoption of green
(TAMS) and Advanced Train mobility. EVCo2 provides a complete Accelerating Growth in
Building New Capabilities Operations Management System Greening Public Transport suite of tailored e-Mobility offerings, Singapore and Overseas
Since 2014, SMRT has systematically (ATOMS) to enhance operational and Beyond from Electric Vehicles (EVs) to While Public Transport Services
developed our engineering and efficiency, safety, and reliability. We have also aligned our business maintenance and charging solutions, (Engine A) remain our core focus,
digital capabilities. We have TAMS saved 30,000 man-hours strategy to SMRT’s sustainability to corporate clients. ChargEco3 we are pivoting into new and
invested some government grants annually and increased track agenda. A key focus is on greening offers services to install, manage, adjacent businesses and markets,
to build local electronic card repair access time by 30 percent. ATOMS our current businesses. An example and operate smart chargers, in leveraging our strong systems,
services and other new capabilities. enhances supervision and digitalises is our partnership with Envision support of the government’s effort to engineering, and digital capabilities,
Enhancement of such capabilities manual processes, such as rostering Digital to jointly develop Green drive EV adoption. to enhance SMRT’s value-add and
have led to better performance of train captains. Our engineers Station, which utilises AI algorithms competitive advantage. For our
outcomes, powered transformation, also developed Project Overwatch1, to predict heat load requirements, STRIDES Green Tech Group is now commercial businesses (Engine B),
and strengthened professional using video analytics and Artificial and reduce air-conditioning energy the knowledge and technology we have advanced key strategic
development of employees. These Intelligence (AI) to detect train consumption by 5 to 10 percent partner to approximately 120,000 growth projects, and developed an
efforts have firmly established us as anomalies in real-time, enabling without compromising commuter SMEs, catalysing their efforts to ecosystem of strategic partners for
a Public Transport service provider our Operations Control Centre to comfort. We are co-developing with decarbonise and digitally transform growth and network effects.
for future generations. It has been respond to anomalies swiftly. These THALES-GTS the Next-Generation their business. It is our business to
a challenging but rewarding, multi- solutions are operator developed Green Communications-Based Train “enable our SMEs to make great
year journey with a three-fold and evaluated. It represents SMRT’s Control (CBTC) to enable driverless STRIDES for a greener future!4.” 1 Patent pending
increase in engineering strength strategic advantages and unique trains on NSEWL to follow optimised 2 Strides DST Pte. Ltd., a Strides-DST joint venture
3 Strides YTL Pte. Ltd., a Strides-YTL PowerSeraya
from less than 200, to more than value propositions. curves to save energy while joint venture
4 As per Minister of State for Trade and Industry & Culture,
600 in FY23. improving punctuality. This solution Ms Low Yen Ling on 14 April 2023 at EVCo’s office
As we power into Stellar Lifestyle continues to

introduce exciting lifestyle concepts.
In Paris, STRIDES International
is a shadow operator for the
RTS Link will improve connectivity
and generate shared economic and
Board Renewal
In the past year, Mr Tan Ek Kia
the next chapter WorkStation operates three transformational Grand Paris Express social benefits to both cities. and Dr Philip Pillai stepped down as
of SMRT’s growth co-working centres in Marsiling,

Woodlands and Paya Lebar MRT
Network, which comprises 4 lines,
68 new stations and spans 200 km. The Next Bound – Moving People,
Board Members. We are thankful to
Ek Kia and Philip for their services
story, going stations, and a lifestyle centre in This network is projected to carry Enhancing Lifestyles and contributions to the Company.
international and Dhoby Ghaut MRT station, under the

“Staytion” brand. With over 2,500
2 million commuters daily when
operational in 2030.
In FY24, we continue to fulfil
our calling to serve Singapore On 7 July 2023, the Board
building a global users, 150 daily active users, 200 with Purpose, Professionalism announced the appointment of Ms
company will spaces on the hybrid space platform,

WorkStation has expanded its reach
We will bring back the best practices
from international projects to
and Passion, anchored by our
core values (R.I.S.E), while
Connie Heng and Mr Ng Chin Hwee
to the Board of the Company and
be necessary. to Malaysia with further growth benefit our MRTs in Singapore. We we continue to Kaizen to achieve SMRT Trains, respectively. We will
plans. Stellar Lifestyle also launched are pleased that the Johor Bahru higher productivity. continue to enhance SMRT Board
Hive @ Esplanade, a new living lab – Singapore Rapid Transit System and Senior Management’s diversity,
In Singapore, we provide green for SME business experiments at (RTS) Link Project is on track, with As we pursue various growth inclusivity, and bench strength for
travel options: we have introduced Esplanade MRT station, as well as construction having reached the opportunities, we remain committed sound decision-making and value
new electric Mobility-as-a-Service collaborated with The Place Holdings halfway mark in Singapore as of to strengthen our cybersecurity creation, to protect stakeholders
(eMaaS) offerings. In November to develop L.I.F.E omnichannel 11 May 2023. posture. With like-minded security and shareholders’ interests.
2022, ChargEco won the LTA tender ecosystem, contributing to partners, we strive to achieve zero
to install EV chargers in Housing & the growth and vibrancy of In a courtesy visit in March 2023, we major cybersecurity breach on our We welcome Ms Connie Heng and
Development Board (HDB) carparks the SME ecosystem. updated the Minister of Transport system even as we pursue further Mr Ng Chin Hwee to the SMRT
in central and eastern Singapore in Malaysia and the Sultan of Johor value-creation and growth. family and look forward to their
with a consortium, consisting of YTL, Stellar Ace is the local champion on RTS Link Project, associated Together, SMRT, STRIDES and Stellar perspectives and contributions.
Airetec, and YES Energy. for Out-of-Home (OOH) media commercial opportunities and Lifestyle will embody Singapore Inc.’s
ownership and representation prospects in Johor, as well as brands of reliability, trust, innovation Appreciation
We are honoured to be the in Singapore. Managing up to 8,000 potential improvements to travel and lifestyle. Our achievements in FY23 would
first Charge Point Operator to screens, Stellar Ace provides Offline experience. The RTS Link will be a not have been possible without
operationalise EV charging points and Online engagement solutions, game changer. When completed, the As we power into the next chapter our resilient and hardworking
under LTA’s large-scale tender. with touchpoints across the of SMRT’s growth story, going employees, committed Management,
Home-Travel-Eat-Shop-Play international and building a global and active Board. We are grateful to
In addition, in April 2023, STRIDES ecosystem delivering 35 million We are honoured to company will be necessary. all commuters, MOT, LTA,
Taxi and Premier Taxis successfully
completed a merger to create
audiences weekly. Stellar Ace
is also the only OOH media owner
be the first Charge We are committed to investing
in Australia and Europe to grow
Temasek Holdings, Unions,
and other stakeholders for their
Singapore’s second-largest taxi that is a Whole-Of-Government Point Operator our presence and market share. continued trust, confidence, and
operator. Through these efforts,
we catalyse the transformation
content publisher.
to operationalise While SMRT broadens our overseas
footprint, we remain firmly anchored
unwavering support.
journey of our local SMEs by On the global front, we are pursuing EV charging on our core Public Transport services
providing them with one-stop
eMaaS solutions, including battery
Rail Operations, Maintenance
& Service opportunities in
points under LTA’s in Singapore and are determined
and committed to meet our
management and recycling. international markets. large-scale tender. commuters’ needs. Seah Moon Ming
Chairman
Ngien Hoon Ping
Group CEO
Board of
Directors
Seah Moon Ming Lee Fook Sun Ngien Hoon Ping Moliah Hashim
Chairman Deputy Chairman Group Chief Executive Officer Board Member
SMRT Corporation Ltd SMRT Corporation Ltd SMRT Corporation Ltd SMRT Trains Ltd.
SMRT Trains Ltd. SMRT Trains Ltd.
Board Member
SMRT Corporation Ltd
SMRT Trains Ltd.
Judy Lee Lee Ling Wee Abu Bakar Mohd Nor Quek Gim Pew
Board Member Deputy Group Board Member Board Member
SMRT Corporation Ltd Chief Executive Officer SMRT Corporation Ltd SMRT Trains Ltd.
SMRT Corporation Ltd
Board Member
SMRT Trains Ltd.
Peter Tan Boon Heng Tan Chian Khong William Tan Seng Koon Yap Kim Wah
Board Member Board Member Board Member Board Member
SMRT Corporation Ltd SMRT Corporation Ltd SMRT Corporation Ltd SMRT Corporation Ltd
SMRT Trains Ltd. SMRT Trains Ltd.
Senior
Management
Ngien Hoon Ping Lee Ling Wee Lam Sheau Kai Tan Kian Heong
Group Chief Deputy Group Chief President, President,
Executive Officer Executive Officer & SMRT Trains STRIDES Holdings
President, International
Cindy Lau Kee Mei Gan Boon Jin Tan Peng Kuan Tony Heng Yew Teck Ang Wei Neng Lee Yem Choo
Group Chief Group Chief President, Engineering & President, Chief Executive Officer, Group Chief Human
Financial Officer Sustainability Officer Group Chief Digital Stellar Lifestyle STRIDES Premier Resources Officer
Transformation Officer
Chow Wai Yein Margaret Teo Grace Kwok Jacquelin Tay Gek Poh Goh Eng Kiat Huang Shaofei
Group Chief Safety & Group Chief Group Chief Group General Counsel & Group Chief Business Group Chief Information
Security Officer Communications Officer Audit Officer Company Secretariat Development Officer Security Officer
SMRT Corporation Ltd Group Review 2022/23 Moving People, Enhancing Lifestyles p. 16
Moving People
At SMRT, people come to enhance the reliability are able to serve our commuters With STRIDES, we are exploring
of our services. well. For our employees, we will opportunities in new regions
first – be it the commuters
continue to enhance their workplace as well as areas such as greener
we serve every day, the For the past 36 years, we have experience by creating positive travel options like electric
employees that work been an integral part of Singapore’s impact through continual upskilling, Mobility-as-a-Service (eMaaS).
closely together or the urban lifestyles and today, we also strengthening our safety culture and
recognise that the pandemic has ensuring their mental health. To strengthen our competitive
community stakeholders changed the way people work, advantage and also value-add in the
that we partner. live and play. Sustainability is high on our new era of hybrid work, our business
agenda as we look to greening our arm, Stellar Lifestyle continues to
We believe that it is more than just To carry on connecting commuters businesses. To reduce our carbon introduce exciting lifestyle concepts,
moving people. We have evolved and communities in the post- footprint and energy consumption, such as operating co-working
over the years to take customer- pandemic era, we are committed to we are developing Green Station spaces at three MRT stations and a
centricity to another level and fortifying our core businesses, while and installing more solar panels lifestyle centre at Dhoby Ghaut MRT
inclusive service delivery is now part also expanding our businesses to in Bishan Depot and on top of our station under the “Staytion” brand.
of the fabric of how we serve you. meet the rapidly changing needs station roofs.
of commuters. As SMRT moves into the future,
Together with the Land Transport While public transport services going international will be a key
Authority, we are doubling efforts We seek to Do Right, Do Good and remain our core focus, we are also area of focus. Even as we branch
to renew many sub-systems in both Do Well in all our endeavours. pivoting and accelerating growth in out into the global arena, we will
our MRT and LRT lines to minimise Singapore and overseas to new and stay firmly rooted in Singapore,
service delays to commuters’ Our employees are with us on this adjacent businesses and markets. and always put our people at home
journeys. We are also leveraging journey. Their unwavering dedication first. For us, we are Moving People,
data, digitalisation and data analytics and efforts are the reason we Enhancing Lifestyles.
SMRT Corporation Ltd Group Review 2022/23 Public Transport Trains Buses p. 17
Moving People
Journeying Together
Over 35 years ago, our journey started
with the launch of train operations on the
North-South Line. Today, public transport
remains our core business. As our network
expands we are evolving to meet our
commuters’ needs and expectations.
We continually engage and connect with
our commuters deliver smooth, reliable
journeys that they can look forward to.
Trains “As our rail network expands, we are

SMRT’s rail network plays a vital role in Singapore’s public
transport system. Our trains serve as the cornerstone of our moving more people safely and reliably
business, and we are committed to delivering safe, reliable through our public transport service.
and caring journeys for all commuters.
We are also enhancing commuter
Rail Reliability Harnessing Big Data for Reliability experience and creating avenues for
We track the reliability of our rail lines closely using the Mean Kilometres The Maintenance Engineering Centre
Between Failure (MKBF) as a key metric. An engineering measure of rail (MEC), officially opened in April communities to thrive, while bringing
reliability used by rail operators internationally, the MKBF tracks the average 2023, centrally monitors and controls people closer to their destinations
distance travelled by a rail line before it experiences a delay of more than maintenance activities across Lines.
five minutes. It makes use of live-monitoring and aspirations.”
systems, condition-monitoring
Mr Lam Sheau Kai
For the fourth consecutive year, the North-South Line (NSL), East-West (EWL) tools, as well as in-house developed President, SMRT Trains
and Circle Line (CCL) have achieved an MKBF of more than 1 million train-km. dashboards to ensure that all critical
The Bukit Panjang Light Rail Transit (BPLRT) achieved an MKBF of more than systems performance are measured
200,000 car-km. and monitored. When an alarm
arises, MEC can respond quickly and
deploy the maintenance resources in
the most efficient manner.
Mean distance travelled (train-km) between delays of more than
five minutes (12-month moving average) MEC also harnesses advanced
data analytics techniques to
Train-km
Distance (in km) process and analyse a wide range
rounded to the
of data, including maintenance
NSL
nearest thousand
EWL
2,500,000 CCL data, operations data, condition

2,040,000 monitoring data and even feedback
1,976,000
2,000,000 from commuters. By leveraging this
1,733,000 1,696,000
1,483,000 1,826,000 wealth of information, we can gain
1,500,000
1,429,000 1,258,000 1,840,000
1,473,000
valuable engineering insights and
1,454,000
1,215,000
1,652,000 realise data-driven maintenance
1,000,000
1,082,000
1,101,000 with predictive algorithms. These
capabilities enable us to mitigate
500,000
operations risk and achieve
maintenance sustainability.
Year SMRT uses data to coordinate and manage maintenance across all our rail lines.
2019 2020 2021 2022 2023
(up to March)
Building our Capabilities Rail Renewal

SMRT ensures that our rail network remains in excellent condition and provides a pleasant, safe, and reliable
Component Service Centre Localising OEM Capabilities journey for our commuters. To achieve this, we have ongoing efforts to refresh our assets and replace old systems.
The Component Service Centre The OEMs, apart from training and By embracing new technologies and implementing innovative solutions, we ensure that our rail networks are
(CSC) is a specialised facility certifying our staff and facilities, capable of meeting the evolving needs of our commuters.
that provides a range of are also co-locating with us in
maintenance, repair and our depots. This facilitates closer Track Circuit Replacement Replacement and Renewal Power Supply System Renewal
overhaul services for railway collaboration and knowledge and Renewal of the BPLRT Systems Replacement of mainline DC
rotables and depot equipment. sharing, as well as hastens fault Works to replace the track circuits The next pair of NCX1 trains are on switchgear; assets at Bishan
investigation and rectifications. and point machine cables for the track to be delivered to SMRT by Depot; voltage limiting devices
We established the CSC to Alstom has moved into our Kim NSEWL are underway; on track for 3Q 2023, following the successful and intake transformers have
centralise the maintenance and Chuan Depot as part completion by end-2023 and delivery of the first two NCX1 been completed
repair of components across all of CCL signalling LTSS; end-2024 respectively trains in 2022 Power asset replacement for
lines and systems, helping us Additionally, a team of Alstom The new Automatic Train NSEWL, comprising cable
achieve economies of scale, faster engineers and technicians is Replacement of NSEWL Trains Supervisory system has been laying; replacement of 22kV
turnaround times and greater quality operating out of Tuas West Depot The first 18 R151 trains have rolled out in December 2022 AC switchgear; replacement of
of workmanship. for the delivery of the new R151 arrived in Singapore Renewal of BPLRT expected to assets at Ulu Pandan Depot; and
trains Entire changeout of first three complete in 2026 replacement of third rail mounted
CSC is equipped with state-of- Thales will be co-locating with generation trains expected to switch are in the works and on
the-art equipment and staffed our engineers at Bishan Depot complete in 1Q 2026 Railway Noise Barriers track for completion by end-2023
by engineers who are trained by this year Noise barriers will be installed in
Original Equipment Manufacturers three phases along the elevated
(OEMs) like Alstom, Siemens and These localisation efforts boost local railway tracks situated near
Thales. This enables CSC to service competencies to diagnose and residential estates to minimise
the equipment competently repair critical components, and railway noise
and professionally. enhance the long-term reliability and • Phase 1: Completed in 2018
Alstom is planning to transfer sustainability of the systems running • Phase 2: Completed in June 2022
component repair capabilities on our MRT lines. A total of 21.5km of railway tracks
for the new R151 trains, as part are now flanked by vertical
of the Long Term Service Support The new R151 trains were rolled out in June 2023. Find out panels up to 5m high, that can
more about the highly anticipated trains here.
(LTSS) agreement reflect and absorb sound waves
Siemens has certified CSC as their • Phase 3: Noise barriers along
local and regional repair agent for another 5.5km of railway track, in
Q-relay and track circuits places such as Joo Koon, Bishan
Thales has trained our staff to and Paya Lebar, will be installed
perform all 3 levels of repair for by 2024
their signalling system – including
the most stringent Level 3 (e-card
level) repairs
Serving Commuters Well
Safe Commuting Experience Station Rejuvenation and Providing Quality Service

The iSafe project is an initiative Refurbishment Programme The annual Public Transport
aimed at enhancing safety on SMRT will continue to work Customer Satisfaction Survey
BPLRT. It utilises advanced artificial closely with the Land Transport recorded a high percentage of
intelligence and computer vision Authority (LTA) to deliver the satisfaction for public train services.
technology to identify potential multi-year, commuter-centric station Commuters’ mean satisfaction with
safety hazards on station platforms, rejuvenation and refurbishment train services achieved an all-time
particularly track intrusion incidents. programme. The key projects high at 8.0 out of 10. Respondents
include station toilet and lift indicated high satisfaction rates for
The system continuously monitors renewal works. safety and security, reliability, as
the platforms and, upon detecting well as the accessibility features in
any safety anomalies, promptly Go-To SMRT MRT stations.
triggers alerts and notifications to Our Go-To SMRT initiative has
the Operations Control Centre for been fully rolled out at 98 MRT Mean Satisfaction Score for
Gardens by the Bay MRT station is among the new TEL stations that began operations on 13 November 2022. immediate response. These alerts stations and four bus interchanges. Public Train Services in Singapore*
are integrated into a Digital Twin Commuters who need help with
Rail Expansion stations between HarbourFront Platform model, enabling quick wayfinding, first aid, locating missing
The opening of new stations and Marina Bay stations and close identification of the incident location persons, or who require specialised
improves connectivity for the loop for the Circle Line and centralised management of support, may approach our station
commuters and enhances Tunnelling works for the three the situation. staff for assistance. Our station staff
sustainability by reducing the stations were completed in have undergone training to help
nation’s carbon footprint. January 2022 commuters with special needs such
23 new trains have been as dementia. Our digital concierge
Thomson-East Coast Line (TEL) purchased. The first batch of service has also been enhanced to
The third stage of TEL opened for new trains reached Singapore provide commuters with clear and
service in November 2022, adding on 9 March 2023, and user-friendly travel information, 2022
13.2km to the rail lines are undergoing testing including maps of stations with * Figures from the Public Transport Council Customer
Satisfaction Survey
With the 11 new stations spanning and commissioning directions to frequently-asked-for
from Stevens to Gardens by amenities, and alternative
The iSafe initiative enhances commuter safety by
the Bay, more than 180,000 Kim Chuan Depot monitoring train platforms and tracks for any anomalies transport information.
and incidents.
households are now within a Kim Chuan Depot will be expanded
10-minute walk to a TEL station to cater for CCL’s extension By implementing iSafe, SMRT
The depot expansion will double Trains aims to further ensure a
Circle Line (CCL) its stabling capacity from the safe commuting experience for
CCL6 is on track to begin service current 70 trains to 133 trains passengers on the BPLRT by
in 2026 Expansion works are slated to proactively detecting and
Works are in progress for CCL6 complete in 2026 addressing potential safety risks. Assistant Station Manager Najwa Binte Masood helped an
extension, which will add three elderly passenger who was looking confused. Watch to find
out how she helped.
Fostering Talent and Lifelong Learning

SMRT aims to shape a skilled and future-ready workforce that will drive We are also facilitating knowledge exchange by offering
innovation and excellence in the rail industry and continue to build a attachment opportunities for polytechnic lecturers at SMRT.
sustainable and thriving public transport ecosystem for the benefit of all.
This allows them to gain firsthand insights into the industry’s
Developing Home-Grown Talent skill area. We aim to excite young needs and challenges, fostering a stronger alignment
At SMRT, we recognise the Singaporean talents and promote
importance of nurturing a skilled our rail industry. between academia and industry practices.
workforce for the rail industry. To
further this commitment, we have Contributing to the
forged a meaningful partnership with Educational Landscape
the five polytechnics in Singapore: Through teaching assignments at
Nanyang Polytechnic, Ngee Ann the polytechnics, our engineers
Polytechnic, Republic Polytechnic, share their practical knowledge and
Singapore Polytechnic (SP), and experiences with students, enriching
Temasek Polytechnic. their learning journey and providing
valuable industry perspectives.
In September 2022, an MoU was
signed with these institutions to To further encourage our employees’
provide internship opportunities professional growth, we launched
for polytechnic students. This two work-study diploma
practical exposure enables them to programmes in electrical engineering
acquire industry-specific skills and and mechanical engineering in
knowledge, preparing them for future collaboration with SP.
careers in this dynamic sector.
These programmes offer our
We are also facilitating knowledge employees the opportunity
exchange by offering attachment to deepen their skills and
opportunities for polytechnic competencies while continuing
lecturers at SMRT. This allows their professional development.
them to gain firsthand insights By upskilling themselves through
We aim to excite young Singaporean talents and promote our rail industry.
into the industry’s needs and these programmes, our employees
challenges, fostering a stronger are better equipped to tackle the
alignment between academia and transport challenges of the future,
industry practices. ensuring that we remain at the
forefront of innovation and
We have also supported WorldSkills service excellence.
Singapore by providing realistic test
scenarios and being in the judging
panel for Rapid Transit System
Striving Towards a Sustainable Future Connecting with Global Committee

We have launched several initiatives to make our stations and rail operations At global events such as the Union Internationale des Transports Publics (UITP) Metro Assembly
more energy efficient. Here is a snapshot of our efforts: and LTA-UITP Singapore International Transport Congress & Exhibition (SITCE), SMRT Trains had the
opportunity to demonstrate our Operations, Maintenance and Service and digital capabilities and
Intelligent Facilities Management Solar Energy Deployment exchange best practices through engagement with other operators.
SMRT has implemented Intelligent Today, we harness solar energy
Facilities Management to reduce across Bishan Depot, Tuas West
annual energy consumption at our Depot, Mandai Depot and our TEL
stations by more than 7,000MWh. stations – with a combined capacity
This is equivalent to the energy of 4.8MWp.
consumed by about 1,500 four-room
HDB flats. We have signed an agreement with
EDPR Asia Pacific to further expand
Harnessing artificial intelligence Bishan Depot’s solar capacity by
to reduce Heating, Ventilation 1.5MWp to 2.5MWp. We are also
and Air-Conditioning energy working with LTA and EDPR Asia
consumption by up to 10% Pacific to install solar panels on
On-demand cleaning, involving a existing NSEWL and CCL station
Hygiene Service Index for toilets, rooftops, with an expected capacity
and autonomous robot cleaners of 1.8MWp. Along with envisaged
Integrated fault management and solar panels on the rooftops of
maintenance using Advanced upcoming TEL Stage 4 and 5
Station Operations Management stations, we expect our total solar
At the SITCE held in 2022, our Deputy Group Chief Executive Officer, Mr Lee Ling Wee spoke on the latest developments in
System and Mobile Operations & power generation capacity to reach Rail Asset Management.
Maintenance System 8.8MWp. This will generate about
10,500MWh of energy per year, Metro Assembly 2022 LTA-UITP Singapore “Digitalise Rail Operations and
Greener, Smarter Trains enough to power more than 2,300 SMRT Trains, in collaboration International Transport Congress Maintenance for Productivity and
We are working with Thales on a key four-room HDB flats. with UITP, hosted more than 100 and Exhibition 2022 Resilience” discussion.
initiative called “The Next-Generation metro operators across the world The fourth edition of the LTA-UITP
Green CBTC Project” for the NSEWL. for the 99th edition of the UITP Singapore International Transport SMRT Trains also established
We are also working with Alstom Metro Assembly, the first in-person Congress and Exhibition (SITCE) multiple-strategic partnerships
on a similar project for the CCL. By gathering of its kind in three was held at Suntec Singapore at the forum:
embarking on such initiatives, we aim years. The Assembly was held in Convention & Exhibition Centre. Alstom –
to reduce electricity consumption conjunction with the 46th UITP This year’s theme was “Heartbeat Railway Innovation Collaboration
and further improve traction energy Metro Committee meeting and the of Mobility – Towards a sustainable, JREast –
efficiency of our main MRT lines by 19th UITP Asia-Pacific Urban Rail resilient and seamless public Exchanges in Operations &
up to 15%. Platform. This year’s edition featured transport”. Senior Vice President Maintenance best practices
SMRT harnesses solar energy across Bishan Depot,
Tuas West Depot, Mandai Depot and our TEL stations.
the thematic session “Inclusive Rail Maintenance Group, Thales –
Metros: Serving More Customers, Mr Ang Hang Guan, represented Local Component Repair
And Better”. SMRT Trains as a panellist in the Service Agreement
SMRT Trains’ Key Financial Data

Revenue increased mainly due to higher train ridership as the COVID-19
situation improved. Earning Before Interest & Tax dropped due to lower other
operating income and increase in staff costs, repair and maintenance costs
and electricity costs. This was partially offset by higher revenue. Profit After
Tax increased mainly due to dividend income received from our subsidiary,
SMRT TEL Pte Ltd, during the financial year.
Revenue ($M)
FY2023 813.2
815 As the COVID-19 situation improved, train ridership increased as well, leading to an increase in revenue.
Earning Before Interest and Tax ($M)

Key Operating Data
23.4 FY2021 FY2022 FY2023
137 137 137

Total route length
16.0 (NSEWL & CCL)
(to nearest kilometres)
140 142 143

FY2023 6.1 Total car-kilometres operated
(to nearest million)
441 480 636

Total annual ridership
Profit After Tax ($M) (to nearest million)
1,310 1,406 1,868

23.9 Average weekday ridership
(to nearest thousand)
11.2
4,518 4,914 6,625

Total passenger-kilometres
(to nearest million)
FY2023 42.5
33 35 46
Average car occupancy
(passenger per car)
45
SMRT Commemorates 35ᵗʰ Anniversary Celebrating and Building Affinity with the Community
On 7 November 1987, Singapore’s first MRT service began operating on the The SMRT Journey Quest Comic Connect National Day 2022
North-South Line from Toa Payoh to Yio Chu Kang, marking a significant The SMRT Journey Quest is a SMRT stations are more than just The 35th anniversary of SMRT is a
milestone in Singapore’s transport history. Today, SMRT continues to strive three-month roving exhibition at 35 transit points; they are vibrant hubs momentous occasion that marks
towards providing a safe and reliable public transport service that is guided SMRT stations and bus interchanges of interaction and connection. As our contribution to the nation’s
by its core values of Respect, Integrity, Safety and Service, and Excellence that showcased various aspects of part of the anniversary celebrations, development. Being part of the
(R.I.S.E) while building strong relationships with commuters through heartfelt SMRT’s 35 years of heritage. SMRT Trains launched the Comic Singapore story, SMRT participated
service. As part of our 35th anniversary celebrations, SMRT aimed to not only Connect which is a collaboration in the National Day Parade 2022
commemorate our heritage and service to the nation but also celebrate with The exhibition included notable with the local art community to virtual march, showcasing our
our people, partners and the public. milestones such as the evolution of produce wall murals showcasing commitment to serving the nation.
our fleet of trains, buses and taxis, Singapore’s heritage in the vicinity
Recognising & Honouring Our People the different generations of uniforms of train stations. We also produced a captivating
Our people are at the heart of SMRT, and we value the contributions of and our commitment to building Music Video featuring our talented
our pioneers who have laid the foundation for our success today. As we a greener and more sustainable The first mural was unveiled at in-house performers. The video
strive to reach greater heights and become the best-in-class, we believe in business. Interactive elements Toa Payoh station in June 2022, by served as a tribute to our journey
recognising and honouring the dedication and efforts of our employees. such as quizzes and games allowed guest-of-honour Senior Minister of over the past 35 years, highlighting
commuters and the community to State for Finance and Transport Chee our growth, achievements
To celebrate their contributions, SMRT has rolled out several initiatives aimed participate and learn more about Hong Tat, who is also the Member of and the significant role we have
at acknowledging their efforts and fostering a positive work environment, SMRT’s journey. Parliament in the Bishan-Toa Payoh played in shaping Singapore’s
such as: Group Representation Constituency. transportation landscape.
Reminiscence Challenge Journeying With You
To foster a sense of belonging and nostalgia, staff members, both past and We also introduced a special livery
present, were encouraged to share interesting and memorable photos from adorned with the tagline “Journeying
the past on our internal social network, Workplace. This initiative evoked fond With You” to decorate our fleet
memories for staff and strengthened their connections to the company. of trains, buses and taxis, as well as
our stations and bus interchanges.
OurSMRT Day
A half-day team-building carnival was organised to promote unity and the
“One SMRT” spirit among our staff. The event included participation from Mr James Suresh, co-creator of the Mr Kiasu comics,
was one of the artists who worked on the mural at
Enjoy this music video put together by SMRT staff for
Chairman Seah Moon Ming, Group Chief Executive Officer Ngien Hoon Toa Payoh station.
National Day 2022.
Ping and senior management, who interacted with the staff. Over 2,400
employees attended the carnival, which spanned three-and-a-half days.
Token of Appreciation
As a gesture of gratitude and recognition for their dedication, hard work and
Our transport assets were decorated with a special
contributions, every employee received a gift pack. “Journeying With You” livery to commemorate our
35th anniversary.
The mural at CCL’s Serangoon station was created by visual

arts students from the School of the Arts.
Launch of Singapore Rail Discovery Centre

SMRT launched the Singapore Rail Discovery Centre (SRDC) to inspire and
galvanise the next generation of rail engineers. Located at Mandai Depot, the
first-ever permanent exhibition dedicated to the local MRT network officially
opened its doors in November 2022. In collaboration with LTA, SMRT Trains
proudly presented Singapore’s rich rail industry history and remarkable
innovations spanning over three decades.
The guest-of-honor at the launch, Minister for Transport S Iswaran,

congratulated all stakeholders, especially workers and industry partners on
this milestone. The SRDC serves as a testament to the remarkable journey
of Singapore’s rail system, from its humble beginnings 35 years ago to its
current state of technological advancements and prospects.
At the SRDC, visitors can immerse themselves in the Singapore rail story,
exploring the evolution of the network and its transformative impact on the
nation’s transportation landscape. We look forward to conducting more
Learning Journey Programmes to engage school students and hosting
visits for international and local partners.
At the SRDC, visitors can explore the history of Singapore’s public transport landscape and how the rail industry has transformed over the years.
Buses “At SMRT Buses, our unwavering mission

For four decades, SMRT Buses has been committed to serving our communities and revolves around people. Our people are
our commuters with safe, reliable and commuter-centric journeys. As we deliver best in-class committed to delivering safe, reliable,
public bus services in Singapore, we stand guided by our three key pillars: Commuters as
our Operational Focus, People as our Key Differentiator, and Innovation as our Enabler. comfortable and inclusive bus services. We
believe in placing commuters at the heart
Commuters as our Operational Focus
Our commuters are at the heart of our operations and we consistently review our commuters’ feedback to of everything we do. Our efforts to offer
continuously improve. With more than 600,000 commuters travelling with us daily, it is essential that we uphold high-quality services, innovative solutions
high service standards and provide a safe, seamless and secure commuting experience for all.
and safe journeys are recognised with
Customer Satisfaction With a successful trial at Woodlands bus services in Singapore. Our the industry leading customer satisfaction
Remained High Integrated Transport Hub, satisfaction scores in the Customer
At SMRT Buses, every commuter’s we have implemented NaviLens Satisfaction Index of Singapore have score and national awards.”
feedback is valued and acted upon – a mobile app that helps visually also topped the industry at 75 out
promptly. We strive to understand impaired commuters navigate of 100 in 2022, improving from Tan Kian Heong
the needs of our commuters and are their surroundings – at all our bus 74.3 in 2021. President, STRIDES Holdings
continually exploring opportunities to interchanges. Wayfinding signages Managing Director, SMRT Buses Ltd
further our service excellence. represented by colourful fruits have
also been put up to assist commuters
To provide a personalised with dementia or intellectual
experience, our Bus Captains are disabilities navigate independently
encouraged to greet commuters around the interchanges.
by name, especially those whom
they see regularly on their routes. Since the launch of Woodlands
Commuters can also get to know our Integrated Transport Hub as our
frontline staff by name as our people second inclusive service training
now sport customised WeCare centre, we have trained more than
name badges. These badges are a 700 frontline staff and all our Bus
reminder to our workforce to uphold Captains have completed at least
the highest standards of service one inclusive delivery course.
excellence and to instil pride in
their profession. Such efforts are some of the many
ways that we go the extra mile for
We firmly believe that the public our commuters. According to the
transport system should be made Public Transport Council Customer
accessible for all. With inclusivity in Satisfaction Survey, commuters in
mind, we have introduced initiatives 2022 reported an overall satisfaction
All our bus interchanges now have NaviLens, a mobile app that helps visually impaired commuters navigate their surroundings. Colourful fruit-themed wayfinding signages also help
to match hardware with “heartware”. score of 7.7 out of 10 across all commuters with special needs get around the interchanges independently.
Reinforcing a Strong Safety Culture to attain the International Learning Organisation by the next Innovation as Our Enabler
Fostering a strong safety culture is Organisation for Standardisation financial year. SMRT Buses is a data driven and digitally pervasive company.
a shared responsibility across all (ISO) 39001: 2012 Road Traffic Safety Keeping abreast of the latest technologies, we have been leveraging data
levels. Establishing and ensuring Management System certification. A knowledge library has been and digitalising our operations to enhance productivity of our workforce and
Standards, Compliance and We are the first public transport created where bite-sized modules in the workplace.
Enforcement serve as our guiding operator in Singapore to be certified are available online to encourage
principles to achieve our desired with the ISO 39001 certification. our workforce to take ownership Advancing Safety and Reducing Our Carbon Footprint
performance. We will ensure that our This demonstrates our commitment of their learning and for them to Reliability with Technology Sustainability has been integrated
workforce is aware of and complies to preventing road fatalities and learn on-the-go. Sustained efforts Since 2014, our bus systems have into our daily operations and we have
with the standards, be it regulatory injuries through evidence-based to train technical officers in new been installed with telematics since shortened lighting hours at bus
or internal targets. This will be interventions. technologies have been undertaken, solutions to enhance safety. In our parks following discussions with the
achieved through regular checks with more technical officers being enhanced telematics systems to be Land Transport Authority, digitised
and inspections. Any instances of People as Our Key Differentiator sent for the National Electric Vehicle implemented fleetwide, new features manual records to reduce our paper
non-compliance will be subjected A successful organisation is only Specialist Safety Certification Course such as blind spot detection, trail and used telematic systems to
to the necessary follow-up actions. made possible with a competent and progressively. anti-fatigue system and advanced improve eco-driving practices.
committed workforce. We prioritise driving assistance system have
Under Kaizen for Safety, we have the professional development of our A team of technical officers from also been introduced to minimise Apart from daily operations, we
encouraged our workforce to think people and provide opportunities SMRT Buses participated in the accidents and fatigue-related risks. are also putting in the legwork
safety, work safely so we can go for them to enhance their skills and annual Singapore BusTech Grand to go green on our premises. We
home safe. To date, more than 35 abilities. This ensures our workforce Challenge 2022. We are proud that To reduce the number of have achieved the Water Efficient
safety projects guided by Kaizen is competent for their jobs and our team emerged as the second breakdowns on the road, we have Building Certification from the Public
have been implemented. These remain relevant and ready for their runner up in the Bus Technician strengthened our maintenance Utilities Board (PUB) at all eight of
include introducing handbrake future roles. category and we will continue capabilities to incorporate vehicle our premises. We have also worked
safety stickers to encourage to strengthen their technical health condition monitoring and with PUB to connect NEWater piping
Bus Captains to be mindful when Upskilling and competencies as more workforce predictive maintenance. This has to manage water scarcity and will
braking, establishing safety Professionalising Our Workforce become accredited with the improved service reliability through continue to work with relevant
guidelines in bus interchanges to SMRT Buses is proactively designing Certification of Technical Specialist. tapping on real-time data and stakeholders to usher in a greener
prevent bus sideswipe accidents blueprints in support of workplace analytics to accurately predict when future for transport in Singapore.
and installing rubber stops on learning for our vocations. This maintenance will be required.
sharp-edged objects at interchanges involves developing bespoke training
to protect young children. Regular programmes to foster a more
Gemba Walks have also been skilled and engaged workforce. The
organised as our leaders perform expertise of Mentor Bus Captains
a physical walkthrough of the is also tapped on as they become
workplace to engage our people and upskilled as workplace trainers.
encourage areas of improvement. This ensures that their knowledge
and best practices are passed from
As part of our continuous efforts one generation of staff to the next.
to ensure road traffic safety, Efforts are underway for us to be Mr Ng Lang, Chief Executive, Land Transport Authority (first from the left) and Mr Melvin Yong, Executive Secretary,
National Transport Workers’ Union (fourth from the left) with our team from SMRT Buses that emerged as second runner
we have embarked on a journey accredited as a National Workplace up at the annual Singapore BusTech Grand Challenge 2022.
SMRT Corporation Ltd Group Review 2022/23 Non-Public Transport STRIDES Stellar Lifestyle p. 28
Moving People
Inspiring Growth
Beyond our core business, we want to
elevate and transform the commuting
experience by introducing innovative and
sustainable mobility, travel, retail and
advertising solutions. Through our business
arms, STRIDES, a rail, engineering and
mobility solutions provider, as well as Stellar
Lifestyle, the largest managing agent of
retail and advertising spaces in Singapore’s
rail network, we are enhancing lifestyles.
STRIDES International
SMRT RTS Pte Ltd, an SMRT Group subsidiary, entered into a joint venture with Prasarana
RTS Operations Sdn Bhd to form RTS Operations Pte Ltd (RTSO). RTSO was awarded a 30-year
concession to own, design, install, test, operate and maintain the Rapid Transit System Link
(RTS Link) Assets between Bukit Chagar, Johor Bahru, Malaysia and Woodlands North,
Singapore. RTSO will also operate and maintain the Wadi Hana depot in Johor Bahru.
Building the Johor Connection As part of the design development, risks of major reworks later.
The construction of the RTS Link RTSO worked tirelessly with its Close collaboration with the “With best practices coming from
is progressing steadily and is partners, Infrastructure Companies InfraCOs and their Civil Contractors both Prasarana and SMRT, we are in a
scheduled to be completed by (InfraCOs) of Land Transport is also imperative in ensuring all
end 2026. As of May 2023, the Authority Singapore and Mass the systems requirements are good position to tailor our services
civil infrastructure works on the Rapid Transit Sdn Bhd Malaysia taken onboard. appropriately for our commuters.”
Singapore side achieved an overall to develop a harmonised set of
completion of 50% while the System interface designs such as the Partnership between SMRT and
Works under RTSO attained 32% earthing systems along the viaducts, Prasarana in RTSO continues Mr Yap Kim Wah
overall completion. power supply cable colour coding to strengthen at various levels Vice Chairman RTS Operations Pte Ltd
and streamlining the management through regular exchanges and
of critical alarms at both Operations knowledge sharing between the
Control Centres to support seamless, two organisations, joint visits to the
integrated cross-border operations. Ministry of Transport and InfraCos.
These engagements are critical in
With final designs for RTS Link aligning expectations and addressing
assets completed, RTSO will shift complex bilateral and stakeholder
its focus on the factory acceptance issues in a timely manner.
tests and first article inspections
of all major equipment prior to To ensure seamless and efficient
Mr Yap Kim Wah, Vice Chairman RTSO met with ICA
Commissioner Marvin Sim and his team to understand serial production, starting with the journeys on the RTS Link, RTSO
the immigration clearance process, to enable a smoother
journey for commuters of the upcoming RTS Link.
assembly of the first train at the also visited Singapore’s Immigration
supplier’s factory in China. and Checkpoints Authority (ICA)
in February 2023 to have a better
Stringent quality and inspection understanding of ICA’s New
standards will be adhered by Clearance Concept that are being
our work package contractors deployed at various entry points into
throughout the entire manufacturing Singapore and how this will stand to
cycle prior to delivery to the benefit RTS Link in future.
respective sites in Woodlands North
Representatives from the Royal Malaysian Customs
Department visited SMRT in March 2023 to develop a
Station, Bukit Chagar Station and
SMRT co-hosted a meeting with Singapore’s MOT and LTA, and the Board and Senior Management of Prasarana
better understanding of SMRT’s role as a multi-modal Wadi Hana Depot, eliminating the Malaysia Berhad.
transport provider.
STRIDES is a business arm of SMRT Corporation, and we are able

to transfer our capabilities as Singapore’s pioneer public transport
“Responding to calls for more
operator. Leveraging over 40 years of experience operating environmentally sustainable alternatives to
and maintaining major public transport infrastructure at home
and abroad, we provide multi-modal urban mobility solutions and
private transportation, governments around
services that deliver safe, reliable and comfortable journeys, the globe have made it a priority to build
and exceptional experiences.
affordable public transport networks in the
Making Strides Overseas
At the Persontrafik transport trade show, STRIDES
pursuit of carbon footprint reductions.
LTA-UITP Singapore International SMRT and Alstom, a leading provider showcased its offerings and capabilities in public transport.
TransportCongress and of rail solutions, entered into
Exhibition 2022 an agreement to explore the Leveraging SMRT’s strong track record
During the 4th LTA-UITP Singapore
application of various technologies
aimed at enhancing the efficiency
The goal of this collaboration is to
share SMRT’s world-class
in operation and maintenance,
International Transport Congress and sustainability of SMRT’s best practices in metro asset STRIDES is ready to deliver greener
and Exhibition (SITCE) held in
Singapore, SMRT and STRIDES
operations. The agreement outlined
the partners’ commitment to
management, operation,
maintenance and service delivery
commutes through our capabilities and
entered several significant leveraging technology in several with the Swedish capital. transformational digital solutions.
memorandums of understanding areas. One of the key focuses
(MoU) with technology and transport was the use of 3D printing STRIDES participated at
equipment suppliers. One of the technology for the production of Persontrafik, a prominent public By sharing our expertise with authorities
notable agreements was between
SMRT Trains and Thales. The
replacement components. transport trade show in Europe
to showcase its public transport
and operators around the world,
first agreement involved the joint STRIDES and Egis Rail, a global offerings and capabilities in STRIDES aims to add value to public
establishment of a local railway
signalling repair facility. This facility
engineering and consulting
company, also signed an MoU to
the Nordic market. STRIDES’s
presentations emphasised how we
transport systems that are safe, reliable,
would be located at SMRT’s depot strengthen their collaboration in can contribute to improving the comfortable and inclusive.”
in Bishan and would specifically the field of cybersecurity for rail reliability, quality of public transport
support the Thales SelTrac CBTC operators worldwide, contributing and detailed insights on how Lee Ling Wee
(Communication-Based Train to the global efforts in ensuring the SMRT Corporation has leveraged Deputy Group CEO SMRT Corporation Ltd &
Control) system used on the North- safety and security of rail systems in digitalisation to establish a world- President, STRIDES
South and East-West Lines (NSEWL). the face of evolving cyber threats. class public transport system.
SMRT and Thales also entered A Nordic Sharing Attendees learned about the various
into a collaboration to develop an Transdev Sweden and STRIDES are ways in which SMRT has embraced
intelligent rail analytics platform for expanding their current partnership digital technologies to optimise The Norwegian Ambassador to Chuan Depot and learned about our
the smart monitoring of signalling to tender for the train services of the rail services, improve maintenance Singapore, Mr Eivind S. Homme, rail operations, the challenges faced
systems. This initiative aimed existing Stockholm Metro network practices and ensure a seamless and members of the Norwegian and successes in delivering a safe
to improve the rail reliability of in Sweden. and efficient commuting experience Standing Committee for Transport and reliable metro service.
Singapore’s oldest network. for passengers. and Communications visited our Kim
STRIDES aims to
Exploring Opportunities We also had the privilege of hosting
Down Under senior executives from the Suburban
foster beneficial As part of STRIDES’s endeavours Rail Loop Authority, the Victorian
relationships with
to expand our business operations Government Trade and Investment
in Australia, we held meetings Southeast Asia, and Invest Victoria.
key industry players with senior leaders of prominent The visitors gained insights into
and effectively
companies in Australia to explore SMRT’s rail projects and the
potential collaboration opportunities solutions and capabilities to enhance
navigate overseas and establish strategic partnerships. and optimise service reliability.
markets and
During the visit, we showcased
Valuable insights were shared during Hive, an innovative space at
capitalise on growth the discussions to further enhance Esplanade station and shared the
opportunities.
STRIDES’s market presence in evolving needs of commuters and
Australia. STRIDES aims to foster the importance of adapting to meet
beneficial relationships with key those needs effectively.
industry players and effectively
navigate overseas markets and STRIDES hosted a visit with Ms Minh Di Tang, French Ambassador to Singapore, to facilitate exchanges between
both countries in the land transport sector.
capitalise on growth opportunities.
A French Connection During a special visit, STRIDES

During a visit to Centre d’exploitation had the honour of hosting French
Champigny, one of the six new Ambassador to Singapore, Ms Minh
depots serving the Grand Paris Di Tang, along with delegates from
Express project in France, the Embassy of France in Singapore
STRIDES had the opportunity to and Business France. The purpose of
witness Europe’s largest transport the visit was to facilitate knowledge
infrastructure undertaking firsthand, sharing and discussions surrounding
provide valuable insights into our experience and capabilities in the
the challenges faced during the land transport sector. The visit not
planning, design and construction only fostered greater understanding
of the different metro lines. between us and the French
delegation but also paved
the way for future cooperation
and partnerships.
STRIDES had a fruitful discussion with Adjunct Professor Martin Locke (third from left) while in Australia, as both sides discussed the
importance of public transport infrastructure and the impact of Australia’s upcoming metro and road projects.
STRIDES Engineering “We leverage the immense potential of

With deep expertise in engineering, we build, design and plan road and rail transportation
by harnessing advanced innovative technologies and digital solutions and services. data and digital technologies to catalyse
Our experience and engineering capabilities and our commitment to service enables transformative change throughout SMRT.
us to provide safe, reliable, and comfortable transit infrastructure.
Through the use of artificial intelligence
Project Overwatch At the UITP Awards 2023 held consumption by 7,000MWh per year, and adoption of data-driven decision
for Rail Reliability in Barcelona, Project Overwatch equivalent to the energy used by
A ground-breaking initiative that is emerged as the winner in the 1,500 four-room HDB flats in a year. making, we consistently elevate our
fully developed in-house, Project Operational Excellence Category. standards of safety, reliability and customer
Overwatch is a wide-ranging A patent application for Project Track Access
project that enhances the train Overwatch is pending. Management System experience. Moreover, we optimise our
traffic situational awareness for the The development of the Track operations and maintenance processes,
Operations Control Centre. Through Intelligent Facilities Access Management System (TAMS)
video analytics (VA) and artificial Management – Green Station has enabled us to digitalise and fostering an environment of innovation and
intelligence (AI), a natural separation A trial to use Intelligent Facilities automate track access allocation for Kaizen while ensuring sustainable growth
from the operational technology is Management – Green Station regular maintenance and planning
created for cyber-security benefits. (IFM – Green Station) to lower of engineering works, which was for the organisation.”
energy usage at two MRT stations, previously a time-consuming and Tan Peng Kuan
We have now marked the completion Paya Lebar and MacPherson, laborious process. This has allowed President, Engineering and
of Phase 3 of the project since began in December 2022. IFM – us to optimise our productivity and Group Chief Data & Digital Transformation Officer
it began in October 2020. The Green Station, implemented in efficiency and reduce human error.
new features in Phase 3 have partnership with decarbonisation
enhanced the awareness, reliability software firm Envision Digital, uses TAMS clinched the Star Award at
and information availability to AI to automatically adjust the air- LTA’s Public Transport Safety and
CCL, through add-ons such as conditioning system of the station Security Awards in 2022. The Star
the emergency-brake hotspot to maintain a desired temperature Award honours ground-up efforts
visualisation. In recent years, throughout. The system also and projects to create a safer and
the application has matured in comprises a software to monitor the more secure workplace environment.
deployment efficacy and has won cleanliness of toilets, and to integrate TAMS was also selected to be
industry recognitions at national and fault management on the rail line showcased at the Land Transport
international stages. with preventive and corrective work. Industry Day in September 2022,
to highlight how we enhance rail
In 2022, Project Overwatch was When implemented at 70 reliability and optimise track access
honoured as the Most Innovative underground train stations on the management at SMRT.
Solution at the Land Transport North-South, East-West Lines
Excellence Award, organised by the (NSEWL), Circle Line (CCL) and
Land Transport Authority (LTA). Thomson-East Coast Line (TEL),
SMRT is expected to cut energy SMRT’s intelligent facilities management – green station initiative saves energy at stations
Strengthening Cyber we have effectively deployed our AI We have also launched our
and Physical Security and VA solution across all 13 BPLRT three-year data strategy roadmap
A dedicated cybersecurity office stations. This enables us to detect and developed an omnichannel
was set up to ramp up SMRT’s and notify instances of loitering and technology and analytics solution
cyber operational readiness. The illegal track access in the designated to enhance commuter lifestyles and
new outfit complements our new red zones, or out-of-bound areas. increase partner engagements.
data and digital office, which aims Additional detection features will
to strengthen how we protect and be progressively introduced in Memorandum
govern our data. The office of the the future. of Understanding
Group Chief Information Security Together with Singapore Institute
Officer (GCISO) was established At the Singapore Rail Discovery of Technology (SIT), we have
to ensure adequate manpower and Centre at Mandai Depot, we established a Transport Living
oversight to manage cybersecurity have successfully implemented a Lab to solve operational issues
risks within SMRT Corporation. security monitoring system and on the ground.
The GCISO Office will also serve visitor access management system.
as Secretariat of the newly formed These solutions automate the pass The Transport Living Lab will bring
Cyber Security Governance exchange process and minimise the our engineers and SIT students
Committee and Cyber Security space required to operate the pass and faculty together in an authentic
Steering Committee, to provide office by utilising just a single learning environment to co-create
good governance of cybersecurity self-service computer console. solutions to address real-world
risks and ensure alignment with problems in the land transport
business objectives across SMRT’s Building Data and industry. Two projects are already
cybersecurity initiatives. Digital Capabilities in the works:
To build a more data-driven Smart Profiling: Using data
In addition, we are leveraging our and digital SMRT, our STRIDES analytics and other indicators to
expertise as Singapore’s largest rail Engineering’s new Data Office profile the performance of bus
operator to provide cybersecurity drives data analytics, strengthens captains, and identify specific
training. This will help our ecosystem data governance and enhances training areas for each individual
partners and also aspiring our data and digital capabilities. Smart Rostering: Optimising bus
cybersecurity enthusiasts who are We have successfully completed captains’ schedules using data, The partnership with SMRT and SIT will enable engineers, faculty and students to co-create solutions to address pain points
in the land transport industry.
looking to join the transport industry. more than 40 digitalisation, data to enhance safety and improve
analytics and condition monitoring fatigue management
In terms of physical security, we projects. Our digitalisation and To build a more data-driven and digital
are tapping our AI/VA capabilities analytics transformation efforts Other areas of collaboration
to deploy security monitoring cover the areas of rail operations include the joint development of a SMRT, our STRIDES Engineering’s
systems for Bukit Panjang Light Rail and maintenance, electric mobility, learning ecosystem to deepen the new Data Office drives data analytics,
Transit (BPLRT) stations and at the customer insights and help improve competencies of SIT faculty and
Singapore Rail Discovery Centre. our corporate effectiveness. students and SMRT employees. strengthens data governance and
To enhance the security of enhances our data and digital capabilities.
unmanned BPLRT stations,
STRIDES Mobility Services “With the merger of STRIDES and Premier,

STRIDES Mobility, a trusted and experienced provider of mobility solutions and services, we are better able to reap the economy
is dedicated to delivering high-quality, customer-centric, inclusive and sustainable
transportation services. of scale to increase efficiency to benefit
the company and our customers.
By leveraging technology, we aim to enhance the overall mobility experience and make it more convenient
for customers and drivers alike. We are committed to implementing sustainable and innovative urban mobility STRIDES Premier is also in a better
solutions that improves connectivity and accessibility. In addition to our mobility services, we provide position to grow the business in the
comprehensive automotive solutions that includes vehicle repair and maintenance services, specialised
vehicle solutions, technical training and agency-ship for vehicle manufacturers. Point-to-Point transport industry.”
Mr Ang Wei Neng
STRIDES Taxi Greening our Taxi Fleet Chief Executive Officer, STRIDES Premier*
Upskilling our Driver-Partners STRIDES Holdings has been actively supporting taxi
To address the evolving needs of the land transport drivers in transitioning to electric vehicles (EVs) by
sector, STRIDES Holdings and the National Taxi improving the charging infrastructure in Singapore. We
Association have established a Training Committee launched a charging hub at Woodlands Depot, which
for Drivers. This initiative aims to prepare taxi features six electric vehicle chargers. These chargers
driver-partners for the challenges ahead and ensure are available at competitive charging rates, making it
they have the necessary skills and knowledge to provide more convenient and affordable for drivers to charge
excellent service. their EVs. We also provide a lounge with wifi access
for driver-partners when they are charging their full
Under the Memorandum of Understanding, the electric taxi.
Training Committee for Drivers is responsible for
identifying relevant training and skills required by The establishment of the charging hub is part of our
taxi driver-partners. To support these efforts, NTUC’s broader commitment to electrify our taxi fleet. To
Employment and Employability Institute and NTUC encourage more driver-partners to adopt greener
LearningHub provided specialised expertise vehicles, we will continue to enhance the infrastructure
and resources. for electric vehicles across the country. In addition to
improving the charging infrastructure, we also provide
One of the key training programmes launched by the incentives to our driver-partners who make the switch to
committee focuses on customer service and safe driving electric taxis.
We will continue to encourage our driver-partners to switch to green vehicles, as part of our push to promote sustainable
practices. By equipping taxi driver-partners with the and innovative mobility options.
necessary training and skills, the Training Committee Enhancing Passenger and Driver Experience
aims to elevate the overall service standards and NETS payment mode was also reinstated in June 2022.
professionalism in the taxi industry. By streamlining transactions, we enhance both
passenger and driver experience.
* STRIDES Taxi Pte Ltd and STRIDES Automotive Pte Ltd merged with Premier Taxis Pte Ltd and Premier
Automotive Services Pte Ltd to form STRIDES Premier Pte Ltd on 1 May 2023.
STRIDES Limousine STRIDES Bus STRIDES Care To ensure the highest level of STRIDES Automotive Services
As air travel demand increases STRIDES Bus has successfully Since acquiring Silveray, a wheelchair service and care for passengers STRIDES Automotive Services is
with the easing of the pandemic introduced a fleet of electric buses transport service, in 2021, STRIDES in wheelchairs, our bus captains, committed to advancing the skills
measures, the demand for airport into its operations. This significant Care has expanded its reach in service ambassadors and operations and expertise of technicians in the
transfers has also risen. STRIDES step allows us to contribute to serving eldercare centres with support from Silveray and STRIDES field of EV maintenance and repair. In
Limousine, with its fleet of more than reducing carbon emissions and our fleet of wheelchair-accessible Bus have undergone specialised collaboration with institutes of higher
100 limousines, is well-positioned to promoting sustainable transportation vehicles. We are committed to training that equips them with learning (IHLs) and industry partners,
cater to this demand. Our limousines solutions. To ensure the smooth providing reliable and accessible the necessary skills to operate we have signed a Memorandum
have experienced consistently high operation of these electric buses, transportation solutions for wheelchair-accessible vehicles of Understanding to offer training
hired-out rates as customers we have developed a comprehensive individuals with mobility challenges. and assist passengers with their and certification programmes
seek reliable and comfortable set of work instructions specifically specific needs. Moreover, this for professionals working in EV
transportation options. To further tailored for our bus captains. We have increased our fleet size training also provides us with the maintenance and servicing.
improve the customer experience, These electric buses primarily by more than 20% and our most flexibility to cross-deploy drivers
we have made enhancements to our serve corporate clients who share recent addition is a 23-seater between STRIDES Bus and STRIDES Under the National EV Specialist
Limousine Booking System. our commitment to sustainability wheelchair-accessible bus, equipped Care, enabling us to optimise our Safety (NESS) Certification, we will
and have embarked on their to accommodate passengers resources and provide seamless work closely with IHLs to develop
sustainability journey. on wheelchairs as well as up to transportation services. comprehensive training modules for
10 caregivers. This allows us to technicians that cover the specific
provide efficient and comfortable requirements and safety protocols
transportation for individuals with for EV maintenance.
special needs and their caregivers.
STRIDES Automotive Services will
Recognising the importance of implement iWorkshop, an integrated
supporting the eldercare community, fleet management system. This
we had the privilege of being the system will streamline work
STRIDES Limousine provides customers and
Official Mobility Partner for the processes, reduce costs, improve
passengers with luxurious, comfortable and Eldercare Exhibition & Conference safety and compliance and enhance
reliable transportation options.
With the introduction of electric buses to its fleet, STRIDES
Asia (ELDEX ) in 2022. This STRIDES Care was appointed the Official Mobility Partner overall operational efficiency.
for ELDEX 2022, a conference focused on active ageing.
Bus is able to reduce carbon emissions and promote partnership allowed us to further
sustainable transportation solutions.
connect with the industry, share Through these initiatives, we aim
our expertise and contribute to the to excellent automotive services
development of innovative solutions and staying at the forefront of
in the eldercare sector. industry advancements.
STRIDES Care now has a fleet of wheelchair-accessible

buses to serve eldercare centres. General Manager of STRIDES Automotive Services delivers
a speech about safety to the technicians.
STRIDES Green Tech

STRIDES Green Tech (SGT) is a business group formed to Partnerships to Accelerate Growth and
accelerate STRIDES’s electric Mobility-as-a-Service (eMaaS) Establish EVCo as an Industry Leader
capabilities. In line with SMRT’s doing good, doing right and
doing well mission, SGT enables organisations to achieve their “The establishment of STRIDES Green Singapore Environment Council
sustainability goals by helping them to decarbonise using An assessment framework will be
digitalisation and data. SGT comprises four entities spanning an Tech business group reiterates developed to quantify the reduction in
end-to-end eMaaS ecosystem: each entity retains the agility our commitment to develop new carbon emissions and decarbonisation
to deep dive into their respective business domain while impact of electrifying mobile fleets.
collaborating to leverage synergy. businesses and capabilities through
an electric Mobility-as-a-Service DST (Shenzhen) and STRIDES Digital
EVCo Riding on the promising market An AI model to assess the state of EV
EVCo, a joint venture between reception, EVCo will expand its (eMaaS) ecosystem and be the batteries will be developed, gaining
STRIDES Holdings and DST services to help more companies leader in green transport.” insights into EV battery health and
Electric Vehicle (Shenzhen), offers integrate EVs into their operations performance.
comprehensive solutions for and transition seamlessly to Tan Kian Heong
electric mobility and sustainable electric mobility. President, STRIDES Holdings OTIS
transportation with our 3D approach EVCo will help leading elevators and
(Decarbonisation, Digitalistation escalators firm OTIS convert its vehicle
and Data). We offer a full spectrum fleet in Singapore to EVs. This includes
of data-enabled eMaaS services electrifying a significant portion of its
such as decarbonisation planning, transportation infrastructure.
operations planning, electric vehicle
(EV) leasing, fleet management Marubeni Corporation
and maintenance. These services EVCo will collaborate with the Japanese
are conveniently managed on a conglomerate on eMaaS initiatives in
proprietary digital platform enabled Singapore and Thailand, expanding
by artificial intelligence (AI). EVCo’s presence and offerings
internationally.
Since launching in April 2022, EVCo
has acquired over 40 customers Kew Garden Recycle Hub
across the logistics, field services They will collaborate to promote proper
and engineering sectors, ranging recycling and disposal practices of
from multi-national corporations to traditional internal combustion engine
small and medium-sized enterprises vehicles, reducing the environmental
and has secured commitments for impact for existing fleet owners.
more than 1,000 commercial EVs,
along with digital and data services.
The STRIDES Green Tech team showcased its composable digital platform to Minister of State for Trade and Industry & Culture, Community and Youth, Ms Low Yen Ling,
illustrating its pivotal role in empowering SMEs to efficiently manage their electric vehicles and charging points during their transition towards decarbonisation.
ChargEco STRIDES Digital STRIDES Frontiers STRIDES Frontiers will continue

ChargEco aims to bring EVs into the STRIDES Digital empowers As the overall custodian of to drive the growth of STRIDES’s
mainstream by installing, operating businesses to capture value in STRIDES’s eMaaS capabilities, eMaaS ecosystem and strengthen
and maintaining EV chargers and their decarbonisation journey STRIDES Frontiers develops new our standing as a leading player in
related services across Singapore. through digitalisation and data. green initiatives and strategies and this field. We will work on expanding
Our affordable, reliable and Our in-house team of data scientists fosters synergy within STRIDES’s our EV fleets, ramping up our EV
sustainable charging services are with AI expertise is dedicated to end-to-end eMaaS ecosystem. battery management capabilities,
complemented by a user-friendly analysing data to identify trends, Besides supporting the formation of exploring green financing
mobile app and 24/7 call centre for patterns, and opportunities that EVCo, STRIDES Frontiers was part instruments such as carbon credits
a seamless charging experience. can help businesses make informed of the core team that bid for and to add value for customers and
decisions and drive business growth. won LTA’s tender to build charging identifying emerging technologies
In November 2022, the two equity The team works very closely with points in HDB carparks. STRIDES that could be a game changer for
partners of ChargEco – STRIDES businesses to shape and achieve a Frontiers were instrumental in setting sustainable mobility.
Holdings and YTL PowerSeraya – purposeful outcome in line with the up new entities such as ChargEco
were part of a consortium that won sustainability and business goals. and STRIDES Digital, to expand the
a Land Transport Authority (LTA) SGT group to meet the demand for
tender to build charging points in STRIDES Digital creates value for our sustainable mobility solutions.
Housing & Development Board (HDB) customers in four main areas:
carparks. ChargEco was the first Productivity uplift: Identifying
A key mission of ChargEco is to make the EV lifestyle more accessible, to encourage drivers to make the switch to greener vehicles.
to complete the inaugural batch of productivity gains with AI
charging points under this tender. and advanced analytics,
This demonstrated our ability to act including diagnostics and
swiftly in compliance with stringent predictive capabilities
safety and quality standards. Top line growth: Helping
companies tap new markets and
ChargEco is on track to make the expand into existing ones
EV lifestyle more accessible. We Cost reduction: Creating
will transform 364 HDB carparks in cost savings through
Central and East Singapore to be fleet electrification and
EV-ready by mid-2025, expand our resource optimisation.
islandwide charging network to more Regulatory relief: Demonstrate
public and private premises and commitment to responsible
introduce new services such as practices and transparency.
fast chargers.
Stellar Lifestyle “Stellar Lifestyle will transform the retail and advertising industry,
Stellar Lifestyle is a leading provider of vibrant transit destinations by creating vibrant spaces, building lifestyle businesses and
and lifestyle experiences. With a growing portfolio that includes retail
management, omni-channel advertising ecosystem, digital advertising
enhancing the offline and online presence. Through partnerships
solutions and digital engagement platforms, Stellar Lifestyle plays a and innovation, we will push the boundaries to develop new digital
pivotal role in creating vibrant, engaging spaces in Singapore.
innovations leveraging our omnichannel and data approach, to create
As Singapore’s largest managing award at the Singapore Business a holistic lifestyle ecosystem for our commuters and customers.”
agent of spaces across the transport Review Management Excellence Tony Heng
network, Stellar Lifestyle focuses Awards 2022. President, Stellar Lifestyle
on enhancing the commuter
experience by curating a diverse Creating Vibrant Spaces We extended the Orchard Fashion performances. Partnerships atmosphere created by vibrant Hive
and appealing mix of offerings. We The transformation of stations Walkway to include a showcase with a neighbouring mosque, activations for our tenants, SMEs and
manage locations that serve as hubs through placemaking, community where clients can launch online and local traditional performers and the innovation community has led the
of activity, offering a wide range of building, introduction of new offline digital engagements and on- grassroots leaders have promoted tenant occupancy at Esplanade MRT
food and beverage outlets, retail concepts and curation of retail ground activations. inclusivity and the spirit of sharing Station to be near full capacity.
establishments and an omni-channel mix has breathed new life to that fosters a welcoming and
advertising ecosystem. underutilised common areas. Building Communities interconnected community. Promoting Local
at Stellar@TE2 Heritage and Culture
These spaces are undergoing Through placemaking and Stellar@TE2, the retail space at Nurturing Innovation at Stellar Lifestyle’s media and digital
remarkable transformations, shifting community building efforts, our the Thomson-East Coast Line’s Esplanade MRT Station arm, Stellar Ace, was recognised
from mere transit points to dynamic stations have evolved into vibrant Woodlands MRT Station, is an Hive by Stellar Lifestyle, the for its outstanding efforts in
spaces for the community. As we and engaging environments that example of community building innovation lab for start-ups and promoting local heritage and
continue to serve Singapore, we cater to the diverse needs and and engagement within stations. SMEs by Stellar Lifestyle, in culture, with a Friend of Heritage
have also ventured beyond transit aspirations of the communities Managed by a joint venture between partnership with Padang & Co., Award at the Patron of the Heritage
properties to support youths, we serve. Stellar Lifestyle, JR East Business officially launched at Esplanade MRT Awards 2022 This accolade
local performing artists and small Development SEA Pte. Ltd. and station in October 2022 by Minister reflects our continuous dedication
and medium-sized enterprises Fun and Immersive Experiences Alphaplus Investments (a wholly- for Trade and Industry Gan Kim Yong. to preserving and showcasing
(SMEs) with key signature events at Orchard MRT Station owned subsidiary of NTUC Fairprice The launch brought together over the diverse heritage and cultural
such as PLAYfiesta. We also offer Orchard Xchange has become a hub Co-operative Limited), Stellar@TE2 15 partners who showcased their traditions of the local community.
tenants and SMEs innovative digital of excitement and entertainment embraces the ‘ekinaka’ concept of innovative solutions.
solutions, collaborative spaces and with the introduction of Timezone. retail and fosters tenant interaction. At the Singapore Heritage Fest
advertising support for them to thrive. Spanning an impressive 22,000 Hive serves as a dynamic platform of 2022, Stellar Lifestyle played
square feet, Timezone caters to The space has incorporated for business experimentation and a crucial role in commemorating
These significant achievements individuals of all age groups and initiatives such as a hand-painted growth, providing participants from Singapore’s vibrant travel history and
have garnered recognition for Stellar interests, providing a vibrant and Yamaha community piano, the Accelerate programme with a rich natural heritage. Our support
Lifestyle’s President, Mr Tony Heng. captivating space for people to where aspiring musicians and supportive environment to refine included media sponsorship across
He was honored with the esteemed connect, have fun and create talented individuals can delight their business concepts and have various platforms, provided
Executive of the Year – Retail lasting memories. commuters with captivating musical greater market presence. The lively lesser-known stories of local
heritage and culture with wider Empowering Tenants and

exposure, allowing for a deeper Innovative New Concepts SMEs in the Digital Era
understanding and appreciation of With a forward-thinking approach
Singapore’s unique heritage. Among the pioneering new concepts that have emerged from station transformations, the two major and a commitment to fostering
innovative solutions are: growth, we strive to create an
Transforming Kallang Wave Mall Staytion: a lifestyle platform to connect commuters Revolutionising Convenience at MRT Stations environment that not only meets the
into a Lifestyle Destination to co-working and lifestyle spaces Innovative and new-to-network concepts are needs of our tenants but empowers
Beyond the transit properties Stellar Lifestyle launched its first Singapore-based being introduced to enhance the everyday lives them to thrive. Through innovative
network, Stellar Lifestyle also corporate start-up, pioneering multi-concept lifestyle of commuters and transform Singapore’s public solutions, collaborative spaces and
manages leasing of commercial centres starting with Marsiling MRT station in transport spaces. a range of amenities, Stellar Lifestyle
spaces within the Singapore Sports September 2022. Addressing the changing needs is dedicated to supporting the
Hub precinct in collaboration with of a hybrid workforce, Staytion Spaces offers Twyst, the casual pasta dining concept born from success of tenants and SMEs in the
Alphaplus Investments through our co-working facilities at train stations, a convenient a collaboration between Stellar Lifestyle and ever-evolving digital landscape.
joint venture, Stellar Alpha. This solution for professionals on the go. Following its SATS Ltd, has expanded to four locations: Raffles
includes overseeing the retail and success, additional Staytion Spaces have also Xchange, Asia Square, JEM and Buona Vista. Future-Proofing
food areas at Kallang Wave Mall, been established at Paya Lebar and Woodlands The first Twyst store at Raffles Xchange (within Tenants and SMEs
Singapore Indoor Stadium and the MRT stations. Raffles Place MRT station) opened its doors in Stellar Lifestyle has leveraged our
Water Sports Centre, spanning a February 2022, introducing a delectable menu extensive advertising network to
total area of 40,000 sqm. With a range of lifestyle spaces, hot desks, meeting featuring pasta dishes and breakfast paninis. This provide complimentary advertising
rooms and creative spaces, this innovative approach collaboration is SATS’s first non-aviation business support to new tenants. By extending
With the resumption of concerts and bridges the gap between work and travel, catering to venture. What sets Twyst apart is its unique “make- this valuable support, Stellar
live events in Singapore, as well as the evolving demands of a mobile workforce. your-own” pasta options, allowing customers to Lifestyle not only demonstrates our
through hosting engaging activities customise their pasta dishes according to their commitment to the success of our
in the mall’s atrium, Kallang Wave preferences. tenants, but also showcases our
Mall has experienced an increase in dedication to building vibrant and
footfall. The mall has also welcomed One notable example is the deployment of prosperous neighborhoods. With
new tenants such as Nullspace ELLA, Singapore’s first robot barista, which this initiative, tenants can now enjoy
Robotics, Teo Heng, Chego by showcases the kind of lifestyle concepts actively increased visibility and reach by
Seoul Yummy, Kei Kaisendon and sought after at MRT stations across the island. tapping on Stellar Ace’s omnichannel
Bar Soccer. With a focus on four key Staytion Spaces provides comfortable co-working Enjoy a cup of coffee made by
Through partnerships and investments, we aim advertising ecosystem.
pillars – Dine, Lifestyle, Wellness and facilities such as hot desks, meeting rooms and ELLA, Singapore’s first robot to add technological marvel and convenience to
creative spaces at affordable rates. barista, at Bytes Station at
Experience – Kallang Wave Mall aims Raffles Place station. commuters’ daily routines. Hive by Stellar Lifestyle has forged
to provide shoppers with a vibrant strategic partnerships with TikTok,
and captivating lifestyle experience Another exciting addition to bustling MRT stations offering exclusive content packages
throughout the year. is the IJOOZ vending machine. The newly approved to its tenants. This revolutionary
vending machine in stations will offer commuters collaboration empowers businesses
and passers-by a convenient solution for their to stay at the forefront of social
fresh beverage needs.
media and e-commerce trends, Accelerating Innovation Reachbots Automation By leveraging strategic partnerships technology will also be introduced
facilitating their transition to the Stellar Lifestyle, in collaboration An inspection robot designed to with government agencies and like- for wayfinding capabilities to allow
digital sphere. with NUS Enterprise and Enterprise identify maintenance issues in hard- minded businesses, Stellar Lifestyle commuters to navigate through the
Singapore, has launched an to-access area, thereby enhancing is poised to further drive innovation transit network to retail stores.
One remarkable tenant leading innovation programme called the efficiency and accuracy of within MRT stations, empower
the charge in this innovative Accelerate. The programme aims to maintenance operations, ensuring tenants to continually reduce costs, Improving Commuters’
approach is Cat & The Fiddle, a accelerate the adoption of innovative that potential issues are detected enhance customer experiences and and Communities’
renowned cheesecake brand in solutions at MRT stations. and resolved promptly. adopt sustainable practices. Lifestyle Experience
Raffles Xchange. Going beyond the Stellar Lifestyle and The Place
confines of a traditional brick-and- To identify suitable solutions, 1Cool Efficiency Boost: Holdings entered into a strategic
mortar establishment, Cat & The Stellar Lifestyle invited start-ups to Offers an environmentally-friendly Virtual Viewing Advancements collaboration to develop the L.I.F.E
Fiddle has embraced the digital present their ideas and technologies cooling system that aims to reduce Stellar Lifestyle has embarked (Logistics, Immersive, Futuristic
landscape by showcasing their that address the challenges faced energy consumption and improve the on a significant transformation and E-Commerce) omni-channel
delectable cakes on TikTok Shop. by MRT stations. After careful sustainability of cooling processes at from offline to online, strategically ecosystem, which aims to enhance
evaluation, five companies were MRT stations, contributing to overall leveraging interactive real-time 3D commuters’ and communities’
selected as finalists for energy efficiency. digital twin solutions. This shift aims lifestyle experiences as well as boost
the programme: to revolutionise the way customers SMEs’ capabilities within Singapore’s
Singrow engage with their services and digital economy. The Place Holdings
Waffle Technologies Urban farming start-up that partners. By harnessing cutting- will invest approximately S$200
Offers a point of sale customer specialises in sustainable edge technology, the company is million in this initiative.
relationship management platform agriculture, enabling the cultivation enhancing commuter wayfinding
that streamlines the collection of crops in urban environments. and enabling prospective tenants to The collaboration aligns with
and analysis of customer data. attend virtual viewings, offering a Singapore’s vision for a Smart
By implementing these solutions, seamless and immersive experience. Nation, as the digital platform
tenants can receive enhanced will incorporate technologies like
customer data analytics, and Through virtual viewings, potential Artificial Intelligence, Big Data and
implement sustainable practices. tenants can now remotely explore Internet of Things applications.
properties and evaluate their Both companies see significant
Teredo Analytics suitability before committing to opportunities to scale and replicate
Provides a diagnostic tool that an in-person visit. This innovative the L.I.F.E Omni-Channel Ecosystem
predicts equipment failure, to help approach provides convenience, in emerging digital markets across
Stellar Lifestyle now offers our tenants exclusive
content packages with TikTok, to help them develop
MRT station operators proactively Deputy Prime Minister and Coordinating Minister for
Economic Policies Heng Swee Keat tasted strawberries
flexibility and valuable insights, Asia. By integrating advanced
e-commerce opportunities. identify and address potential grown by Singrow, a local farming specialist using enabling clients to make informed technologies and focusing on
innovative agri-tech solutions to grow fruits and vegetables.
equipment issues, reducing decisions about potential improving lifestyle experiences
downtime and maintenance costs. retail spaces. and digitalisation capabilities, the
collaboration aims to create a vibrant
The development of interactive and innovative business environment
real-time 3D digital twin solutions within Singapore’s digital economy.
improves efficiency for both the
prospect and Stellar Lifestyle. This
Powering Singapore’s Largest digital assets and ease of media buy. next-generation local talents
And Most Established To uplift SMEs that make up 99% in arts, culture, technology and Stellar Ace’s Achievements
Out-Of-Home Network of all enterprises, including tenants entrepreneurship centred on three
As the media and advertising arm within Stellar Lifestyle’s network, key themes: Game, Food and Music. Whole of Government
of Stellar Lifestyle, Stellar Ace has a Stellar Ace has tailored special (WOG) Tender
weekly reach of 35 million audience micro-advertising packages and Game Stellar Ace is the only OOH
across our HTESP omnichannel regular outreach schemes to support The Mirror World – An immersive media company that won
ecosystem. Our digital assets include their business growth. mixed-reality game world with the WOG bid as the Content
the WINK+ app and 8,000 digital an environmental, social and Publisher in Category C for
screens island-wide across the PLAYfiesta – Stellar Ace’s signature governance messaging for the amplification of government
North-South and East-West Lines, event to support locals young and old. SMRT’s network. These points can content and messages
Circle Line, public buses, taxis, Stellar Ace wants to fuel the be accumulated and redeemed for
vending machines, foodcourts, aspirations of our next generation Food attractive rewards. Advertising Managing Agent
supermarkets, malls and HDB and PLAYfiesta was our vibrant event A selection of SG Made With for HDB Digital Screens
estates. Stellar Ace’s desire to held in November 2022, connecting Passion brands, first – and second – For advertisers, WINK+ can be Won two HDB tenders
elevate the Out-of-Home (OOH) locals and foreigners with the generation F&B entrepreneurs and used for targeted surveys and totalling more than
industry is evident in our online and forward-looking and future-thinking award-winning celebrity chefs to engagement through reliable, 4,700 digital screens
offline Digital 360 strategy that Singapore spirit through Experience. facilitate the crowds’ support of local primary data to sharpen their at the North-East and
brings analytics to actions for our Co-sponsored by the Singapore delicacies and businesses. media buy and solutions. Central Districts
clients and the production of “for Tourism Board and telco Singtel, the
locals, by locals” signature events launch was graced by Ms Low Yen Music In August 2022, avatar influencers Exclusive Advertising
and experiences. Ling, Minister of State for Ministry A non-stop programmme of local WINKMets were born, to create Managing Agent for Singtel
of Trade & Industry and Ministry of musicians, from popular buskers, a seamless bridge between Telco Singtel has engaged
In an industry-leading move, we Culture, Community and Youth. rock bands to DJs, in support of brand messaging and product Stellar Ace to exclusively sell
created a per million spots currency To be held annually, PLAYfiesta local arts. content sharing. and manage advertising for all
for guaranteed exposure across our showcased Singapore’s its platforms, including short
WINK+ App – Stellar Ace’s message service, electronic
Proprietary Commuter direct mailers, bill inserts
Centric Engagement Platform and Singtel TV mobile and
WINK+ is the award-winning reward digital assets, in a multi-year
app of Stellar Ace, complete with collaboration established in
gamification and survey capabilities. January 2022
WINK+ maps a commuter-centric
digital rewards ecosystem onto our
HTESP omnichannel ecosystem and
serves as our B2C data source of our
Digital 360 strategy. Commuters can
earn points by travelling with SMRT
Ms Low Yen Ling, Minister of State for Ministry of Trade & Industry and Ministry of Culture, Community and Youth, tried out or by scanning any of the 50,000 QR
The Mirror World, a mixed-reality game, at PLAYfiesta.
codes strategically placed across
SMRT Corporation Ltd Group Review 2022/23 People and Workplace Human Capital Safety and Security Kaizen p. 42
Moving People
Nurturing Leaders
At SMRT, creating a safe, positive and inspiring

work environment for our people is a key priority.
We understand the significance of investing in
talent development and upskilling, and that safety
is just as important for our employees as it is for
our commuters. Our Kaizen approach that espouses
continuous improvement, allows us to achieve
best-in-class safety and service standards.
Human Capital “We believe in empowering our

At SMRT, we believe that a collaborative culture with a highly employees by nurturing them, leveraging
engaged and learning-driven workforce is vital to achieving our
business objectives. We invest significant resources in a wide range technology and deepening connections.
of initiatives to build a top-notch workforce and develop a robust
talent strategy, with clear career progression paths for them.
Every employee can become effective
innovators in their own areas and together
SMRT takes a comprehensive There is an ongoing effort to our workforce will remain competitive
approach to talent development,
from providing on-the-job learning
operationalise Workplace Learning
through the appointment and training
and sustainable.”
and leadership development of approximately 700 employees as
Lee Yem Choo
programmes to leveraging Workplace Trainers across Trains Group Chief Human Resources Officer
technology to enhance and STRIDES. Workplace Learning
employee capabilities. helps employees learn faster and
more effectively.
Customised VR training programmes allow our employees
Building a engaged and to learn in realistic scenarios in controlled environment.
learning-driven workforce in an We also support employees who are
energised environment is key to keen to pursue further studies with
achieving long-term success and sponsorships under our Learning Training Efforts for FY2023ᵃ
sustainability. Here’s a snapshot of through Educational Advancement opportunities than before to We partnered the National Centre Total Group
Learning Hours
our efforts to attract, develop and Programme (LEAP). We collaborate practise procedures as they of Excellence for Workplace
retain our people. with institutes of higher learning are no longer limited by access Learning (NACE@SIT) to recognise
1,312,529 b
such as the Singapore Institute of to live equipment. work-based qualifications for our Average Learning
Nurturing our People Technology (SIT) and Singapore bus captains, a first for the public Hours Per Employee
Nurturing employees is a key Polytechnic (SP) to offer upskilling With the establishment of the transport industry. This provides 137.8 c
focus for SMRT as effective leaders programmes to selected permanent Roads Training Institute in October a platform for bus captains to
Total Group
can inspire, guide and nurture full-time staff who have exhibited 2022, we are able to bring together acquire competencies and get Training Places
our people. strong performance and potential all the in-house training centres recognition of their skills at the 441,355 d
at work. and will be the repository for workplace and pursue a degree
As learning is a lifelong journey, knowledge management of technical while they work regardless of their Total Group Digital
Training Places
we believe that upskilling our staff SMRT Trains invests in customised ability, curriculum development, starting qualifications.
will help them be more competent virtual reality (VR) training skills training and training plan
247,829 e
leaders. We strive to provide our programmes for employees to development. This allows us to a Figures are accurate up to 31 March 2023
employees with opportunities for experience realistic scenarios in a keep abreast of the development b Learning hours from all structured &
unstructured learning activities
growth. Our training effort is led by controlled environment, leading to of the public transport industry and c Average learning hours per full-time staff from
SMRT Institute and Roads Training greater engagement and retention developing training in tandem with all structured & unstructured learning activities
d Training places from all structured &
Institute, which ensures we train our of information. With more VR the changes. unstructured learning activities
people to be proficient for their work workstations deployed at crew

e Training places from all online
learning activities
in road and rail transportation. points, our people have more

Bolstering our Bench Strength They also have opportunities to

We work closely with educational interact with senior management and
institutions to build a strong talent experienced professionals who will
pipeline. We signed a Memorandum help them develop their skills and
of Understanding (MoU) with the identify their strengths. SMRT offers
Institute of Technical Education (ITE), full-time positions to interns who
SIT, as well as the five polytechnics have performed well during
– Nanyang Polytechnic, Ngee Ann their internship.
Polytechnic, Republic Polytechnic,
Singapore Polytechnic and Temasek ITE graduates also have the
Polytechnic – to facilitate joint opportunity to join SMRT through a
research projects, internships, ITE Work Study Diploma, a 2.5 year
competency development and programme that allows them to gain
industry attachment programmes. meaningful hands-on experience
while they pursue their Diploma.
The MoU aims to enhance workforce They will learn as they work at
readiness and employability SMRT and build their competencies
among students and employees. towards a diploma.
Students will have opportunities
for on-the-job training and acquire To further engage young minds
valuable industry-relevant and educate them on the land At SMRT, we invest significant resources in a wide range of initiatives to build a top-notch workforce and develop a robust talent strategy, with clear career progression paths for them.
skills, while SMRT employees will transport industry, SMRT organises
benefit from attending training learning journeys, career talks and Developing SMRT Leaders in generative conversations, practise
programmes organised by these career fairs. Students have the Our comprehensive leadership emotional intelligence and foster
educational institutes. chance to tour SMRT’s facilities development programme that psychological safety among staff.
We also launched a new programme such as the Singapore Rail spans all levels of the organisation These skills help leaders build a
to nurture promising young Discovery Centre at Mandai Depot, recognises the need to develop productive, innovative and fulfilling
talent. The Internship Conversion which chronicles the growth and competent leaders, who can take the workplace for staff.
Programme, or ICON, aims to attract development of Singapore’s organisation to new heights. Built on
and retain interns who demonstrate rail network. SMRT’s core values and leadership
great potential. These interns are competencies, the leadership
assigned to different departments Career fairs and career talks help programme is delivered through Our comprehensive leadership
and tasked to work on meaningful
projects on the ground, to give them
students gain insight on SMRT’s
culture and values, as well as the
a combination of Experience,
Exposure and Education. It aims to
development programme that
a holistic understanding of SMRT’s growth opportunities available for build a strong leadership pipeline, spans all levels of the organisation
operations and culture. employees. These initiatives serve
as platforms for SMRT to engage
enhance employee engagement
and retention and create a culture
recognises the need to develop
with potential candidates, showcase of continuous learning and competent leaders, who can take
their employer brand and attract top
talent to join the company.
improvements. Employees learn how
they can effectively coach, engage
the organisation to new heights.
Prioritising Wellness is crucial in ensuring harmonious

This Is Rail To Us SMRT invests in creating a more labour relations and helps
This Is Rail To Us: Continuous Improvement, For Better Journeys supportive workplace where further strengthen the Tripartite
campaign showcases the great teamwork and commitment by the employees feel valued and motivated Management Tree, a concept
men and women behind SMRT Trains. With Purpose, Professionalism to perform well. By providing developed by SMRT management
and Passion, the team works tirelessly 24/7, at the depots, Operation comprehensive health and wellness that allows employees of varying
Control Centres, tracks, tunnels, trains and stations. The posters can services we are committed to levels to gather and discuss issues
be seen in train stations and demonstrate the pride we have to take support the mental health and on the ground. An LMR Retreat
our commuters places. wellbeing of our employees. We further fostered tripartite relations.
partnered the Singapore Counselling
Centre to launch an employee SMRT works closely with the union.
assistance programme focused on Union leaders who also take on the
mental wellness. We also rolled out
an occupational health pilot project
role of Safety Associates, are strong
advocates of employee safety and
SMRT invests
with the Component Servicing wellbeing. Regular salary reviews in creating a
Centre in our Trains unit, to look
into ergonomics in the workplace
are also held to ensure employees
are remunerated competitively.
more supportive
and provide employees with SMRT is also partnering the labour workplace where
access to comprehensive health
and wellness services.
movement to look at Company
Training Committee projects for the
employees feel
year ahead, to equip employees with valued and
We implemented a range of
initiatives to support employee
the skillsets to take on the business
and technology requirements
motivated to
well-being, including on-site health of tomorrow. perform well.
screening exercises, particularly
for safety-critical vocations.
Strengthening Industrial Relations

Over the years, our relationship
with the union has developed
and strengthened.
In the last year, more than 100 SMRT

staff, comprising management
representatives, union leaders and
human resources business partners
attended the Labour Management
Relations (LMR) training by the
Singapore National Employers
Federation. The training programme We look out for the health and wellness of our employees through regular onsite health screenings.
Safety and Security “Safety & Security are everyone’s responsibility. Our workforce,
SMRT’s safety framework is designed to ensure that our workforce including contractors & OEMs, is empowered to take charge
(including contractors & OEMs), commuters and stakeholders
are safe and protected while using our services or working on our
and speak up on any safety & security issues. Through our
premises. The 5 pillars of our Safety Framework – Enhancing Safety Kaizen culture, we seek to improve our processes and systems
Leadership, Responsible Workforce, Robust Systems & Processes,
Fair Rewards & Recognition and Insightful Data and Leading
continuously. We owe it to ourselves, our families and the public
Indicators – work together to provide a holistic and comprehensive to keep our workplace and transport network Safe and Secure.”
approach to Workplace Safety & Health.
Chow Wai Yein
Group Chief Safety & Security Officer
We prioritise safety by ensuring that our workforce are adequately SMRT Corporation Ltd
trained and follow safety protocols. We regularly review and
improve our processes with technology to minimise risk and Enhancing SMRT’s Safety Culture We constantly remind our workforce
mitigate human errors. In SMRT, safety is of paramount on The ABCs of Safety:
importance. To achieve a good Think Safety – Attitude
Safety is Top Priority We are significantly below the Safety Culture, we must inculcate a Work Safely – Behaviour
At SMRT, the safety and health of industry’s national average figures strong safety mindset and correct Go Home Safe – Commitment
our employees are our top priority reported by Ministry of Manpower. attitudes reflected in our workplace Safety has also been emphasised
and we are constantly seeking to While we are happy to note this and daily work. The Board of as the first S in the 6S Kaizen
empower our workforce to work achievement, we will continue Directors, Management, Union and methodology and the cornerstone
safely and confidently. to emphasise the importance of all Employees work collectively to of SMRT’s culture. We seek
workplace safety and strive for fewer form a strong and close partnership continuous improvement through
In FY23, SMRT recorded a Work employee injuries in the coming year. centered on openness and trust to ground up initiated Kaizen for Safety
Injury Rate (WIR) of 518, which is the achieve a good Safety Culture. enhancement projects.
lowest WIR in the last seven years. where employees are empowered to
As a company, we constantly Building a Positive Safety Culture identify areas for improvement and
Workplace Injury Rate per 100,000 SMRT Employees strive to provide a safe working As part of our Kaizen philosophy, develop ground up solutions.
environment with proper procedures, we have introduced Gemba Walks,
FY2021 FY2022 FY2023
tools and high safety standards. where top leaders right from Generative conversations have been
799 520* 518

We firmly believe in the importance Chairman, Board of Directors, a key feature during the Gemba
of providing every staff with a Group Chief Executive Officer Walks, where all employees are
psychologically safe environment and Union Leaders actively encouraged to share and discuss
where they are empowered and demonstrate collective commitment openly on safety incidents and
* The figure in Group Review 2021/22 did not account for a reduction in employee headcount. This figure was corrected to
reflect 520 in the Sustainability Report 2021/22 encouraged to openly report on to engage the ground, promote the lessons learnt. Through these
safety and security concerns. generative conversations, reinforce visible leadership, we demonstrate
safety standards and encourage an environment of open culture
enhancements to work processes. and promote psychologically safe
This is an effective way to promote a workplace for all workforce to
culture of continuous improvement discuss safety issues.
In FY23, our SMRT Buses had Learning from Industry Experts We have also strengthened our
achieved a new ISO 39001 As part of our ethos to continuously Investigation System and Standards
certification (Roads Traffic Safety refine our capabilities, SMRT Trains through a series of workshops.
Management System). Our Business has launched Safety Culture 2.0, These included:
Units will continue to benchmark engaging Professor Patrick Hudson Regular investigation workshops
their operational safety standards as the safety consultant to guide us and coaching sessions conducted
against international operators. towards achieving a safety culture by our Director, Mr Quek Gim Pew,
and standard that is best-in-class. with appointed investigators from
Standards, Compliance, We aim to benchmark and learn from Trains and Roads
Enforcement, Lagging and other industries that have high safety Investigation sharing workshops by
Leading Indicators standards. the Transport Safety Investigation
The Group adopts a disciplined Bureau (TSIB), MOT Singapore
and systematic approach to Safety, SMRT Buses will continue to improve A joint learning session with the
through the application of Standards, on the fatigue management of Bus Japan Transport Safety Board
Compliance and Enforcement. Captains by implementing measures (JTSB) and TSIB to develop a
from a consultancy study done with robust investigation curriculum
Approved Safety Standards form Dr Lim Kim Yong, an expert in Human Accident Investigation Training
the fundamental basic guidelines Factors and Ergonomics, as well conducted by UK Rail Accident
Generative conversations, where staff share openly about safety incidents and the lesson learnt, are key to nurturing a
positive culture of continuous improvement and safety in SMRT.
for workforce compliance. as collaborate with the Singapore Investigation Branch as part of
Institute of Technology (SIT) to continual learning to enhance the
Union leaders and new leader Through audits on compliance develop tools to identify at-risk quality of investigations done by
We aim supervisors were appointed as to safety, gaps and weaknesses Bus Captains, improve their rosters our investigation officers
to benchmark Safety Associates to drive safety

standards and promote culture of
in Processes and People can
be identified and addressed via
and implement condition-based
maintenance for buses.
and learn from ground compliance. education and training as part of
other industries Respective Business Units had

enforcement efforts. This approach
of Standards, Compliance and
In FY23, we had also initiated
Professional Safety Exchange (PSE)
that have high sustained regular engagement with Enforcement are supported by the with other industries in Singapore
safety standards. contractors and tenants on safety

and security matters.
use of Safety Dashboards comprising
a suite of purposeful safety lagging
to learn and share safety best
practices. Besides safety sharing, With the Trains Safety Culture 2.0 SMRT sets out to be the
and leading indicators. PSE is also a good platform for safety best-in-class standards for the rail industry.
Our efforts have allowed us to & operations professionals

successfully renew our: to network.
Group Level BizSAFE Star and
BizSafe Partner accreditations
Certifications for ISO 9001
(Quality), 14001 (Environment),
45001 (Safety & Health), 22301
(BCM), with zero non-conformities Professor Patrick Hudson, a leading global authority in
the management of safety in the aviation and oil & gas
for surveillance audits industries, shares his views on SMRT’s safety culture and
standards and how it can be a world leader in these areas.
At SMRT, regular training, tabletop exercises and simulations ensure that our physical and digital assets are well protected.
Staying Ahead for all Emergencies, Be Prepared and Ready Always

Security is
Securing Our Physical Spaces is Everyone's Responsibility
In our interconnected world today, security demands attention to both Security is everyone’s responsibility. Staying vigilant and keeping our
everyone’s physical and cybersecurity. To stay prepared and ready to respond to all physical spaces secure is key to our overall safety framework. Two-
emergencies in a timely manner, we run regular training, tabletop exercises
responsibility.
factor authentication is now being used to protect rooms housing critical
and simulations, as well as build strategic partnerships. operation systems. Our Operations Control Centres are also provided with
Staying vigilant CCTV footage of depots to effectively manage incidents and enhance the
Mitigating Security Risks
and keeping our
situational awareness of employees.
To detect and mitigate security risks, we regularly conduct both internal and
physical spaces external assessments and audits. We have been recognised by the Singapore We will continue to explore the use of technology to enhance our existing
Police Force and Land Transport Authority for effectively promoting Threat-
secure is key to
capabilities in the early detection of abnormalities, such as suspicious
Oriented Person Screening Integrated System (TOPSIS). TOPSIS, a security persons and articles in train stations or unattended vehicles parked near
our overall safety enhancement programme, was first implemented at checkpoints for aviation train stations.
and border security. At the National Safety and Security Watch Group Awards
framework. 2022, SMRT received the TOPSIS Outstanding Award. In FY24, SMRT Trains will participate in National Emergency Ground
Deployment Exercise with the Public Transport Security Command to validate
We will continue to improve the effectiveness of our TOPSIS measures and their response protocol to an attack incident within Public Transport Nodes.
are looking to incorporate it into our induction briefings for all new employees.
Building Our Cybersecurity Defenses

We work with To fortify our cyber resilience and guard against potential cyberattacks and breaches, we have developed a wide range of cybersecurity
like-minded capabilities in alignment with the Cyber Security Authority’s Cybersecurity Act, the LTA’s Rapid Transit Systems Act and the US National Institute
for Standard and Technology Framework.
security
partners to Strengthening our Cyber Education Exercises and Strategic Partnerships
Cyber Defences and Awareness Incident Response Plans We work with like-minded
strengthen our Implementing multi-factor To enhance our employees’ Cybersecurity Tabletop exercises security partners to strengthen
cybersecurity authentication for employees and cybersecurity awareness, our and simulations are important in our cybersecurity posture.
restricting administrative access outreach efforts include e-learning increasing employees’ situational
posture. are some measures SMRT had put programmes, webinars, learning awareness and ability to respond in SMRT partnered with Ensign
in place to prevent attackers from opportunities from case studies the case of a threat or emergency. InfoSecurity to strengthen our
gaining unauthorised access to and learning journeys to other We have conducted the following: cyber defences
our systems. organisations to exchange ideas and An IT cybersecurity tabletop STRIDES has signed a
learn from their best practices. exercise in September 2022 Memorandum of Understanding
Phishing simulation exercises with the Centre For Cybersecurity
In November 2022, SMRT and outreach to staff to report (CFC) in March 2023 to collaborate
leaders who manage Information suspected phishing emails on Operational Technology
Technology (IT) systems and Business Continuity and Disaster cybersecurity training
data attended a cybersecurity Recovery Exercises for our various
workshop conducted by Rajah and systems throughout the year These partnerships showcase
Tann Cybersecurity SMRT’s dedication to staying
Annual IT and Operational We have also participated in the updated on the latest cybersecurity
Technology e-learnings for Critical Infrastructure Defence practices and technologies, ensuring
relevant staff Exercise (CIDeX) organised by the protection of our systems
Selected staff are sent for the Ministry of Defence in and data.
cybersecurity trainings to deepen November 2022.
their competencies and for
professionalisation
Critical Information Infrastructure
contractors are required to
undergo our cybersecurity
awareness programme
Cybersecurity workshops are held to promote awareness and help employees stay ahead in a rapidly evolving field.
The Kaizen Practice: “In FY23, we embarked on a transformative journey, going beyond traditional
improvements in productivity and safety. Our holistic Kaizen approach encompassed
Reaping the Benefits diverse areas such as internal capability building, collaborative growth with
of Continuous partners, expanded customer touchpoints and a focus on sustainability.”
Improvement Richard Kwok Wai Onn
Deputy President Rail, and Chief Joint READI
Good today, better tomorrow.
This motto is one that every SMRT employee is Building Capabilities: Serving the Community: Imparting Knowledge: Green Goals:
familiar with, thanks to the Kaizen initiative.
Maintenance, Repair and Enhancing Touchpoints with Spreading the Kaizen Moving Towards
Since the launch of Kaizen in 2018, every staff is
Overhaul of Trains Our Customers Methodology Sustainability
empowered through Kaizen to make continuous
improvements by cultivating an efficient work SMRT embarked on a series We used our experience and With our expertise in Kaizen, SMRT takes a proactive
environment and enhancing their productivity. of Kaizen projects to develop knowledge of Kaizen we help smaller businesses approach to reducing its
internal capabilities for the to enhance our offerings improve their operations environmental impact and
At SMRT, every employee is given the opportunity to Maintenance, Repair and and serve the community and outcomes. As the first contributing towards a
suggest ideas and implement enhancements within Overhaul (MRO) of our trains. more effectively. “Queen Bee”, or industry greener future. We held the
the company. This demonstrates SMRT’s commitment leader, appointed in the first ‘Kaizen In Sustainability
to fostering a culture of continuous improvement and Instead of depending on Our latest offering of public land transport sector Workshop’ at the Agency for
innovation. By empowering employees to suggest and the Original Equipment redesigning open areas in by SkillsFuture Singapore to Science, Technology and
implement ideas, SMRT is able to tap into the collective Manufacturers (OEM) to MRT stations as co-working give small and medium-sized Research’s SIMTech Lab for all
expertise of its workforce, driving improvements across service components, we have spaces is a Kaizen project enterprises (SMEs) a leg up, SMRT leaders to expand their
the organisation to stay ahead of competitors and developed these capabilities led by the Stellar Lifestyle. SMRT has onboarded 60 knowledge of the concepts
provide commuters with the best possible service. internally. Today, SMRT Trains’ Luxurious and comfortable Value Chain Partners with the and tools in Kaizen.
Component Service Centre workspaces are now both Kaizen methodology. We have
Since 2018, about 98% of staff that have attended services the platform screen accessible and affordable also sponsored small-scale “Green Station”, a consequent
the basic Kaizen training course that covers the door for the Circle Line, while under this initiative projects with these SMEs to project led by SMRT’s Digital
fundamental tools are implementing what they the Heavy Maintenance unit named “Staytion”. help improve their outcomes Systems team, is the first
have learned. services the C830 gearbox in safety, quality, delivery time successful “smart” station
assembly. This has resulted Another notable project is and costs. prototype that can monitor
In FY23, 75.9% of employees participated in projects or in $4.7 million in hard and “Hive”, a business incubation and optimise its own energy
raised suggestions that has reaped $104 million in both soft savings. The move also service that facilitates deeper For instance, our usage. The project showcases
hard and soft savings. The savings achieved through positions SMRT as a potential collaboration among aspiring “Quickstarter” initiative helps how SMRT uses technology
these efforts are a testament to the effectiveness of this regional MRO hub for trains in business owners. These SMEs convert hardcopy to create more sustainable
approach and the benefits it can bring to everyone. The Southeast Asia. efforts helped position SMRT situational reports into systems for Singapore.
high participation rate in the Kaizen training and project as not just a public transport electronic forms that can
initiatives indicates that employees are engaged and operator, but also a brand that generate pivotal data, allowing
invested in the success of the company. understands and connects them to better understand
with its customers. their customers and develop
predictive capabilities.
SMRT Corporation Ltd Group Review 2022/23 Sustainability Sustainability at SMRT Environment Commuters and Community Corporate Governance p. 51
Moving People
Envisioning Tomorrow
As we grow our businesses, we do so responsibly.
This is why every facet of our business strategy
has been aligned with our sustainability agenda,
one that supports both the Singapore Green Plan
2030 and meets global standards. At the same
time, doing good extends to how we continue to
serve the community. Our community outreach
efforts allow us to understand how to better
foster a safe and inclusive culture in our public
transport systems.
Sustainability at SMRT “At SMRT, we believe in Moving People,

At SMRT, sustainability through Environment, Social and with Tomorrow in Mind. Sustainability has always been
Governance (ESG) factors are intrinsic to how we conduct ourselves part of our business and operations and moving forth
and operate as a Group both locally and internationally.
we aim to secure a greener and more sustainable
Three Pillars of our Sustainability Strategy environment for future generations. In the coming years,
Driven by our vision of Moving People, Enhancing Lifestyles, and guided by
our core values R.I.S.E., we recognise the impact we have on the environment we will tighten our yearly targets to support Singapore’s
and the wider society. We aim to create long-term value for our stakeholders climate ambition of net zero emissions by 2050.”
by embracing best environmental practices, enhancing our social
commitments, including caring for the well-being of our people, meeting
the needs of our commuters and the communities we serve while ensuring Gan Boon Jin
responsible business practices through stringent corporate governance. Group Chief Sustainability Officer
As we continue to enhance our sustainability efforts and outcomes, we

have established a Sustainability Framework with three core pillars: Green
Businesses & Operations, Sustainable Communities, and Responsible
Practices. This framework clearly defines how we integrate sustainability into Our Sustainability Commitments
all aspects of our business operations, both strategically and operationally. At SMRT, our commitments include:
Green Businesses and Operations Sustainable Communities

Green Businesses Sustainable Responsible
& Operations Communities Practices uce
Converting SMRT’s Expand Adopt-A-Station programme
Red n vehicle fleet to
o
Building operations Enhancing Generating c b ns
a r
green vehicles
sio Improve
emis
resilience and workplace shareholder value
to 5
0%els of
diversity and
v
resource efficiency wellness, workforce through ethical 0 le
2 0 1 03 0
Invest
inclusivity of the
in guarding development and and transparent by 2 $200 Board and workforce
million
against climate building sustainable business in sustainable
change risks communities practices mobility by 2030
Responsible Practices
(including vehicle
electrification)
Ethical practices
( No compromise Achieve
on regulation and reputation) ISO
The establishment of a Board Sustainability Committee in May 2022
37001
demonstrates SMRT’s dedication to integrating ESG considerations into Corporate Governance certification
our business operations and practices. Weaving ESG factors into our main ( Gold standards by 2023
in Accountability, Check and
business is a complex and extensive endeavour. Our Board Sustainability Balances and Transparency)
Committee formulates strategies and policies, sets targets, and implements
frameworks and practices, to integrate both SMRT’s sustainability and
business priorities.
Environment We have also pledged as a Champion

in the Green Nation Pledge under
In collaboration with Thales, we are
reviewing the operational profiles on
Proof-of-Value (POV) is being
conducted at Paya Lebar and
Sustainability is a key part of SMRT’s business and operations. the Ministry of Sustainability and the NSEWL to further enhance the MacPherson Circle Line (CCL)
The Singapore government has set its sight to achieve net zero the Environment (MSE). As such, we energy efficiency. Through improving stations. Upon successful validation
emissions by 2050, while our stakeholder, Temasek Holdings, commit to: train movement profiles and of the energy reduction from the
also aims to halve its 2010 greenhouse gas emissions by 2030. Set the air-condition temperature modifying operational procedures, POV, the plan includes implementing
As part of Temasek’s group of companies, SMRT demonstrates its to 25-degree Celsius we aim to reduce traction energy IFM at 70 underground stations on
integration into a broader sustainability strategy and commitment Use energy efficient appliances by 15%. the NSEWL, CCL and Thomson East
to responsible environmental practices. This aligns with the global Refrain from using bottled water Coast Line (TEL), with the goal of
movement and showcases SMRT’s role in contributing to during meetings and events As part of our sustainability reducing annual energy consumption
a sustainable future. Reduce usage of single-use efforts, we signed Non-Disclosure by over 7,000MWh.
plastics Agreements for the purchase of
Our Commitments Maintain pump drainage system green electricity to reduce our Additionally, SMRT has initiated
We seek to deepen our environmentally sustainable efforts in energy Track our carbon footprint indirect GHG emissions – a positive trials at selected train stations on
reduction, water conservation, waste management and green advocacy. Publish a sustainability report step towards meeting our the NSEWL, CCL and Bukit Panjang
We do this by applying our ABC&I Framework: Set a net-zero target year 2030 commitments. Light Rail Transit (BPLRT) to switch
Adopt eco-friendly resources, alternative energy and environmental Start an initiative to help off selected escalators, faregates
solutions that marry ecological and economic agendas other companies in their and fans during off-peak periods,
Benchmark and measure environmental performance sustainability journey and selected lights when ambient
Cultivate values, create environmental awareness and drive positive actions lighting is sufficient. These trials are
amongst staff and stakeholders Our Green Efforts conducted with a customised plan
Improve processes with the implementation of the Environmental for each station, ensuring that safety,
Management System Energy Conservation security and reliability of rail services
Improving Traction Energy Efficiency are not compromised. The objective
On track to support Singapore’s climate ambition: We embarked on a key initiative is to further optimise energy usage
in September 2022 to reduce and contribute to overall energy
The IFM initiative will be progressively rolled out to the 70
Our FY23 Target 1% reduction in 5% reduction 15% reduction energy usage and improve traction underground stations across the NSEWL, CCL and TEL. conservation efforts.
greenhouse gas in water in paper
energy efficiency on the North-South
emissions consumption consumption
and East-West Line (NSEWL). Since Greener Stations with
Our Achievement Exceed Target Meet Target Exceed Target the resignalling of NSEWL, Thales, Artificial Intelligence
which developed the Automatic In December 2022, we initiated
Train Control (ATC) system, has Intelligent Facilities Management
We continue our environmental sustainability journey with our FY24 targets: developed communications-based (IFM) to reduce energy consumption
1.5% reduction in greenhouse gas emissions train control algorithms that are at our train stations.
5% reduction in water consumption smarter and greener. The ATC
15% reduction in paper consumption controls traction-related actions By utilising Artificial Intelligence
such as acceleration, braking to adjust setpoints, SMRT aims to
and coasting. optimise heating, ventilation and
air-conditioning systems while
maintaining commuter comfort.
Reducing Electricity Use Eco-friendly Materials for

at Bus Depots Stickered Posers:
We launched a range of initiatives to Contractors engaged by SMRT
reduce electricity consumption at are required to use only eco-
our bus depots and interchanges. friendly materials for stickered
They include: posters. This initiative reduces the
Shortening of lighting operating environmental impact associated
hours at Woodlands Depot’s with traditional printing materials.
bus park
Staggered lighting at concourse Water Conservation
area of bus interchanges during Water Recycling
non-revenue hours from 1am We have begun recycling the
to 4.30am water used to wash buses at our
Switching off fans used bus depots in an effort to conserve
at concourse area of bus water. Doing this has helped us to
interchanges using an autotimer; save 9,151 litres/m³ of water
feasibility study to expand this per month.
initiative is underway
Replacing fluorescent lighting Water Efficient Taps
with light-emitting diode (LED) All our bus depots and interchanges
Our solar power generation capacity will increase to 8.8MWp, enough to power more than 2,300 four-room HDB flats.
at bus depots have achieved the Public Utilities
Motion sensors installed at low Board’s Water Efficient Building
footfall areas in depots, such as (WEB) status since we swapped out
Solar Photovoltaic System 1.8MWp to SMRT’s total solar power reducing its environmental impact staircases, to reduce energy use our taps for water-efficient ones.
SMRT is actively increasing our capacity, further enhancing the use through the generation of clean and The WEB programme encourages
solar power capacity across various of renewable energy sources. renewable energy. Replacing Media Assets Sustainably businesses, industries, schools and
locations. At Bishan Depot, a new SMRT is committed to reducing buildings to adopt water-efficient
1.5MWp photovoltaic (PV) system Along with envisaged solar panels on Energy Audit at Bishan Station energy usage and promoting measures in their premises and
is being installed, complementing the rooftops of upcoming TEL Stage We have completed our energy sustainability in its media assets. processes to cut down on
the existing 1MWp system installed 4 and 5 stations, we expect our total audit of Bishan station on the CCL. Several initiatives have been water usage.
in 2016. In addition to Bishan solar power generation capacity to All site work and data collection implemented to achieve this goal:
Depot, solar PV systems with a reach 8.8MWp. This will generate for the lighting, chiller, escalator Replacement of Fluorescent
total capacity of 3.8MWp are also about 10,500MWh of energy per and electrical systems have Tubes with LED:
installed at Tuas West and Mandai year, enough to power more than been completed. The Singapore To enhance energy efficiency,
train depots, as well as TEL stations. 2,300 four-room HDB flats. Institute of Technology is now SMRT has replaced fluorescent
analysing the data and working on tubes with LED lights in its digital
SMRT is collaborating with the By expanding the use of solar recommendations for how we can posters and static media screens.
Land Transport Authority to install power across depots and MRT further improve energy efficiency. LED technology consumes less
solar panels at nine MRT stations. stations, SMRT is actively promoting energy and provides longer-lasting
This initiative will add an additional sustainable energy practices and lighting solutions.
Recycling and Waste Reduction to our preferred partner. This allows Sustainable Procurement Guide environmental performance. This sustainable actions.
Reducing Paper Waste us the ability to track and monitor Since the launch of our Sustainable certification recognises the depot’s
To reduce the amount of paper waste waste management practices and Procurement Guide in December efforts in adopting sustainable SMRT is part of the LTA’s
we produce, we have converted initiatives embarked by the vendor. 2021, we have conducted workshops practices and reducing its Environmental Sustainability League.
many of our processes to digital on sustainable procurement for our environmental impact. This league tracks environmental
means. These include: Sustainable Disposal of Digital value-chain partners, to encourage sustainability initiatives and
Track Access Management Screens: We are currently studying others to join us on this journey to Awareness Among Employees measures carbon abatement in the
System, which reduces the amount how existing digital screens can be protecting the environment. SMRT recognises the importance of public transport sector. By actively
of paper by more than 375,000 disposed of in a more sustainable nurturing a sustainability-centered engaging in this league, SMRT
sheets annually (equivalent to and efficient manner demonstrating Sustainability Weightage in mindset among its employees and contributes to the collective efforts
40 trees). the company’s commitment to Production Tenders: SMRT has actively collaborates with the in reducing carbon emissions and
Replacing bus logbooks with the responsible electronic waste integrated sustainability into its Land Transport Authority (LTA) to advancing sustainability in the
Bus Captain Management System management and reducing evaluation criteria for production achieve this goal. One initiative transportation industry.
Mobile app environmental impact. tenders. A 5% weightage is undertaken is encouraging
Manual checklists and records of allocated to sustainability, employees to pledge their car-free
bus cleaning schedules Tracking Our Progress encouraging contractors to propose days, committing to commute
Brochures for bus services SMRT partnered SembWaste environmentally friendly solutions using public transport for a certain
replaced with QR codes to enhance our waste management and practices. number of days each month. This
Since May 2022, we have also efforts at bus depots and initiative promotes the use of
stopped providing disposable interchanges. By leveraging Environmental Education sustainable transportation options
plates for dining-in in our bus SembWaste’s smart technologies, and Advocacy and reduces carbon emissions.
depots and interchanges. SMRT can track and monitor its Building a more sustainable world
waste management practices, goes beyond our organisational To further enhance employees’
Paper recycling machines can also including efforts to reduce, reuse goals. As a leading public transport awareness of sustainability issues,
be found at all our bus interchanges, and recycle waste. operator in Singapore, we have a SMRT organises lunchtime talks
to remind commuters to be more part to play to encourage others where employees can learn about
At SMRT, we give old MRT seats a new lease of life by upcycling
mindful of their paper waste and to Through this partnership, data to join us on this road to protecting various sustainability topics. them and installing them as benches at residential estates.
recycle them. related to waste reduction, recycling the environment. These talks provide valuable
rates and overall waste management insights and promote discussions
Reducing Electronic Waste performance is collected and Environmentally Friendly Workplaces on green practices and As a leading public
SMRT has partnered and selected compiled into a monthly report. Ulu Pandan Depot, operated environmental conservation. transport operator
vendors to embark on recycling and This report provides valuable by SMRT, has demonstrated its
upcycling efforts in our bid to reduce insights into SMRT’s waste commitment to environmental SMRT also actively participates in Singapore, we
electronic waste. management practices, allowing the sustainability and achieved notable in important environmental have a part to play
company to assess our progress, certifications. In June 2022, the occasions such as Earth Day, World
In FY23, we have recycled identify areas for improvement and depot was awarded the Singapore Environment Day, World Car-Free to encourage others
approximately 1000 devices, make informed decisions regarding Environment Council’s Eco-Office Day and World Cities Day. These to join us on this
ensuring that all electronics are waste reduction and sustainability. certification in the Elite tier, which occasions serve as opportunities to
properly inspected, dissected into is the highest tier given to offices engage employees on green issues, road to protecting
smaller waste before the handover that have demonstrated excellent raise awareness and encourage the environment.
Awareness Among Tenants Awareness Among Public the Ministry of Sustainability and
When we onboard new tenants, In collaboration with LTA and the the Environment’s SG Eco Fund
we take the chance to raise National Environment Agency aim to drive awareness of simple
awareness of sustainability (NEA), we launched the Green yet effective messages on green
considerations and urge them Living campaign, where we used commuting and inspire greener
to build a more eco-conscious our extensive island-wide network everyday habits among our
business. We encourage them to: of transit advertising space to share community. We are running
Use sustainable materials with commuters quick and practical pilot sessions of the trail
where possible tips on leading a more sustainable throughout 2023.
Tap the Energy Efficient Grant, lifestyle. For instance, commuters
which provides businesses are encouraged to reduce carbon Furthermore, in September 2022,
in the food services, food footprint by taking public transport Ulu Pandan Depot received the
manufacturing and retail sectors and switching off the power when it GreenDNA certification, which
with up to 70% support to invest is not in use. acknowledges its efforts in reducing
in energy-efficient equipment carbon emissions. This certification
In conjunction with the Green serves as a testament to the
Living campaign, we are also depot’s commitment to sustainable
supporting NEA’s Say YES to operations and its contribution to
Waste Less campaign launched mitigating climate change.
Through posters put up across our island-wide network of transit advertising space, we share tips to help commuters adopt
in February 2023, by displaying a more sustainable lifestyle.
campaign collaterals at SMRT The achievements of Ulu Pandan
retail shops to encourage more Depot showcase SMRT’s dedication
sustainable lifestyles. to environmental stewardship
and sustainable practices. Moving
In September 2022, we began forward, STRIDES Holdings, another
our journey in partnership with business entity under SMRT, is
environmental social enterprise working towards achieving the
Green Nudge to design and GreenDNA certification by 2024.
develop the SMRT Green Learning
Trail. These trails supported by
SMRT contributes to the collective

efforts in reducing carbon emissions
and advancing sustainability in the
transportation industry.
Commuters and Community “In expanding Kaizen to Service, Management took the bold
SMRT fosters affinity among key stakeholders by building step to empower our frontline colleagues to act appropriately
strong relationships with partners, commuters and the community.
Supporting sustainable development is also crucial to ensure
in the interest of our commuters. They were encouraged to
that we are able to continue operating in a responsible and think out of the box in planning for new services, to anticipate
environmentally friendly manner.
changes in service expectation given the demographic
Our “WeCare” framework is SMRT services to anybody who changes, and to go the extra mile to delight our commuters.
important as it highlights our
commitment to not only provide
may need these services. Through
the journey in rolling out this
The journey has been rewarding given the accolades
transportation services but also initiative, we are heartened by received and also, fulfilling to our frontline colleagues
ensure that the needs of our
commuters are met.
the many heart-warming and extra
mile stories that have been shared
who are now regularly recognised for their empathy and
with us. Many of our staff have also understanding on what needs to be done on the ground and
The four key pillars of “WeCare”
framework reflect SMRT’s focus
been recognised through service
awards from many platforms
on a daily basis. I know Management is determined to push
on accessibility, engagement, safety and organisations. the service frontier further and with some excitement,
and community building and acts
as a guideline to serve the
I feel privileged to be involved.”
community by delivering the
Mr Yap Kim Wah
best commuting experience: Service Advisor and Board Member, SMRT Corporation Ltd
Service: Accessibility & Inclusivity
Outreach: Engage & Delight
Care: Safe & Gracious Commuting
Communities: Listen & Bond
“I’m heartened by our people’s exemplary service to build
Go-To SMRT – We Love to Help
The “Go-To SMRT – We Love to Help”
Large Go-To SMRT wall stickers at train stations inform
commuters of the services and assistance that SMRT staff
affinity with our commuters and the communities. We have
introduced new initiatives and deepened collaboration with
can provide.
initiative was launched in April 2021
to provide a suite of facilities and “Go-To SMRT – We Love to Help” wall
services to make our MRT stations stickers were added to every train community partners. Each of our MRT stations and bus
and bus interchanges the first station on the North-South and interchanges will continue to serve as the Go-To place for the
locations to go to for anyone who East-West Lines and Circle Line
needs help. (CCL), as well as to three bus local community because at SMRT, ‘We Love to Help’.”
interchanges. These stickers
By December 2022, all our frontline inform the public of the initiative Alvin Kek
colleagues, as well as facilities at and encourage commuters to Chief Commuter/Community Engagement and Service Excellence Officer, SMRT Corporation Ltd and
stations and bus interchanges were approach staff members if they Senior Vice President, Rail Operations, SMRT Trains Ltd.
ready to provide the suite of Go-To require assistance.
As we seek to Commuter Education Programme

As we seek to deepen our
Supporting the
Dementia-Friendly Singapore
deepen our commitment to providing public We showed our support for the
commitment to transport service that is safe

and inclusive, we continued our
#DementiaFriendlySG movement,
a campaign launched by the
providing public partnerships with various social Agency for Integrated Care, to
transport service Stickers of different fruits act as wayfinding markers to help Our bus interchanges at Woodlands, Bukit Panjang and
service agencies and engaged the
public through a series of events.
raise awareness of dementia and
build a dementia-friendly nation, by
that is safe and
commuters with dementia and special needs to find their Choa Chu Kang have fully implemented NaviLens, a
way around our bus interchanges. navigation mobile app that provides audible information for becoming a Dementia Friend.
visually impaired commuters.
inclusive, we Wayfinding Signage Expanding the use of NaviLens

Collaboration with Rainbow Centre
We collaborated with Rainbow Supporting the Visually-Impaired
continued our SMRT partnered with several SMRT is the first public transport Centre on an educational video on To support confidence building
partnerships with organisations, namely the Agency

for Integrated Care, Association for
operator in Asia to deploy NaviLens
application, which is a navigation
autism awareness, in conjunction
with Autism Awareness Month in
of commuters who are visually
impaired, SMRT regularly conducts
various social Persons with Special Needs (APSN), mobile app that provides audible April 2022. The video was screened Familiarisation Tours at MRT stations
service agencies Movement for the Intellectually

Disabled of Singapore (MINDS) and
information for visually impaired
users to get around places. This
on our digital advertising panels.
Tissue packets with information on
and bus interchanges for members
of the Singapore Association of the
and engaged the Dementia Singapore to implement was implemented at the Woodlands the Go-To SMRT initiative and caring Visually Handicapped (SAVH) and
public through a colourful fruit-themed wayfinding

signage for commuters with special
Integrated Transport Hub in 2022.
Since then, we have expanded the
behaviour messages were also
distributed to the public. Through
Guide Dogs Singapore.
series of events. needs. Commuters who have been to use of NaviLens to Bukit Panjang these efforts, we hope to encourage
the Woodlands Integrated Transport Integrated Transport Hub and everyone to be inclusive and show
Hub, Woodlands Temporary Choa Chu Kang Bus Interchange to greater care towards people with
Bus Interchange, Bukit Panjang enhance the commuting experience special needs while commuting in
Integrated Transport Hub and Choa for the visually-impaired. NaviLens the public transport network.
Chu Kang Bus Interchange would will be progressively expanded to
have seen large stickers of different selected MRT stations. To help students of Rainbow Centre,
fruits pasted around different areas. we also supported the creation of
the “MILES Park at Rainbow Centre”
so that students can have better
experiential learning on how to take
public transport independently.
The MILES Park at Rainbow Centre is a dedicated space

for persons with disabilities to immerse themselves in
simulated public transit scenarios.
Engaging and Delighting

our Stakeholders Bringing Festive Cheer to our Stations
We prioritise engaging our With the pandemic behind us, we have brought back celebrations of key festivals at our stations and
commuters to further build a strong bus interchanges, to deliver festive cheer to our commuters.
sense of community and enhance
overall commuter experience.
Celebrating key festivals at our
stations and bus interchanges is
a great way to engage with
commuters and create a festive
and welcoming atmosphere.
Photography Exhibition:
Something Special about SMRT Hari Raya 2022 National Day 2022 Deepavali 2022 Christmas 2022 Lunar New Year 2023
Commuters who have been to our
MRT stations would have noticed We organised a series of To drum up excitement for We organised live dance At our stations and SMRT For the Lunar New Year, we
photographs displayed on the Malay dance performances National Day, live singers performances at our Xchanges, we had several organised activities such as
walls. These interesting and unique in selected stations around performed National Day MRT and LRT stations. live performances like red packet distribution and
photographs of our transport Singapore. We also launched songs in MRT stations and Commuters also received that by a visually-impaired a God of Fortune walkabout
network and infrastructure were a Hari Raya themed train bus interchanges. We also sand art kits to make singer-guitarist from SAVH at MRT stations and SMRT
put up at 80 train stations to and decorated train stations distributed National Day their own Rangoli on the and keyboard performances Xchanges around Singapore.
brighten up commuting experience. with Hari Raya decorations in tattoo stickers and adorned sheet provided. by a pianist with autism. In SMRT Buses partnered
These photos were selected from collaboration with the Land walls of our MRT stations collaboration with MINDS with APSN to create festive
the entries of a photo competition Transport Authority. and bus interchanges with and APSN, we designed artwork that were displayed
organised for our SMRT colleagues decorations. National Day festive wall art which at three bus interchanges.
titled, ‘Something Special wall murals – created in was installed at selected
about SMRT’. collaboration with West MRT stations and all bus
Spring Primary School, interchanges, Bukit Panjang
MINDS and APSN – were LRT and Thomson-East
displayed at three Coast Line (TEL) digital
bus interchanges. displays. We also partnered
with Woodgrove Fuchun
Community Centre for
carolling performances and
a Santa Meet-and-Greet
at Woodlands and
collaborated with LTA in its
Christmas Themed Station
Launch at CCL Dhoby Ghaut
MRT station.
Building a Safe and Gracious colleagues were the first group of Caring Commuter Week
Commuting Culture participants to be trained by the and Public Transport
With over 2 million commuters senior cabin crew of the academy. Workers’ Appreciation Day
travelling on our rail and bus network They learnt the best practices in The annual Public Transport Workers’
daily, our priority is to ensure a safe, service and how to deliver Going- Appreciation Day was jointly
reliable and comfortable journey for The-Extra-Mile Services to our organised with Caring Commuter
all our commuters. commuters. Week at the Toa Payoh HDB Hub
Atrium in November 2022. At the
Encouraging our workforce to be Virtual Learning Exchange event, SMRT reached out to more
Caring Commuter Champions with East Japan Railway than 4,000 members of the public
In support of the effort led by the To deepen our knowledge and to raise awareness of our safety and
Public Transport Council (PTC), skillsets, we started a learning inclusivity initiatives and provided
SMRT is the first public transport exchange programme with East them with greater awareness of our
organisation to develop and conduct Japan Railway in July 2022. Best suite of Go-To SMRT services.
an in-house Inclusive Service practices in safety, as well as
Awareness course to have our service touchpoints and processes Roadshows to Promote Safety
entire workforce certified as Caring were shared. With the success of With the easing of COVID-19
Commuter Champions. This training the inaugural exchange, more measures, we resumed our Public events like Caring Commuter Week foster greater understanding among commuters of SMRT services.
equips our employees with the skills exchanges are expected to be roadshows at train stations and bus
to look out and care for special held in the years ahead. interchanges. These roadshows
groups of commuters in need during
We connected
promote safety while using On another occasion, a safety talk
their daily commute. Launch of New Heart Zone escalators and travelling in our plus station tour was organised for
We introduced a new Heart Zone stations and bus interchanges. the Kreta Ayer-Kim Seng Residents’ with nearly 5,000
Experiential Training with at Outram Park MRT station in
commuters by
Network, Fairfield Methodist
Singapore Airlines November 2022, to further build We connected with nearly Church and Yong-en Care Centre
The SIA Experiential Training is a a caring commuting culture. With 5,000 commuters by conducting as part of their Spring Festival conducting Go-To
continual service training that we five Heart Zones in our network,
SMRT roadshows at
Go-To SMRT roadshows at our Community Event.
have co-created in partnership with commuters are encouraged to look MRT stations and engaging in
the Singapore Airlines Academy so out for others in need, or who may Commuter Safety Engagements our MRT stations
that we can learn from the best. require help to go to the nearby
and engaging in
at bus interchanges.
This year, 80 of our Train Captains hospitals. This is part of a joint
and Rovers attended the experiential initiative by the PTC, LTA and public Beyond events held at our transport Commuter Safety
training programme and learnt the transport operators to provide ways
Engagements at
nodes, safety talks were also
importance of having a Safety-First for commuters to assist one another. organised at community clubs and
and Service-oriented mindset other grassroots events. In one of bus interchanges.
from experienced pilots and the such events, a talk on escalator
academy lecturers. Prior to sending safety and Go-To SMRT services
our Train Captains and Rovers for was organised for residents at
this training, our frontline station MacPherson’s Community Club.
Connecting with our Communities

Building deep connections with
Adopt-A-Station/
Interchange Programme
The launch of
the community is a great way to Beyond hosting visits to SRDC and Singapore Rail
foster positive relationships and
demonstrate our commitment to
the depots, we continue to work with
the schools to showcase the artwork
Discovery Centre
the commuters. SMRT has been of their students and stage music (SRDC) and
actively pursuing a diverse range
of programmes and initiatives to
and dance performances at the
train stations and bus interchanges.
initiatives like
enhance touchpoints with Students are also given opportunities Comic Connect
the community. to play the role of Student Service
Ambassadors to promote gracious
demonstrates our
The launch of Singapore Rail commuting and help watch for the commitment
Discovery Centre (SRDC) and
initiatives like Comic Connect
safety of the elderly commuters.
to engaging the
demonstrates our commitment Tours are organised to give schools and organisations a glimpse into transport infrastructure such as train depots, which are Meet-the-Manager community and
creating spaces that
not usually accessible to the public.
to engaging the community and With the expansion of TEL,
creating spaces that go beyond we ramped up our engagement
mere transit points. Here are other Learning Journeys into our work behind-the-scenes. initiatives to reach more commuters go beyond mere
projects that have significantly
improved our connections with
Reinforcing the SRDC tours, we have
started a new programme at Mandai
For kindergarten children, simple and
fun learning journey activities are
to gather feedback and comments.
In March 2023, we held a Meet-the-
transit points.
the community. Depot while resuming our monthly organised at our train stations and Manager engagement session at
Learning Journey Programme at Kim bus interchanges to allow them to Outram Park TEL station. More than
Chuan Depot. These depot tours are get to know our frontline colleagues 30 commuters shared their feedback
typically organised for visitors from and familiarise them with our about the TEL with our staff.
primary schools up to institutes of services and facilities.
higher learning, to provide a glimpse
To familiarise children with
special needs and help them learn
how to travel in our rail network
independently, we have reached
out to 11 Special Education (SPED)
schools within 1km distance from our
train stations. In addition, we have
started partnerships with MINDS,
We conduct Learning Journeys for preschool students to By taking up the role of Student Service Ambassador,
help them understand the work done by SMRT’s frontline Rainbow Centre and APSN schools students get to play an active part in promoting a gracious
staff, and the services and facilities offered. commuting culture in Singapore.
to provide Learning Journey tours at
our stations, bus interchanges and
depots. We also give talks at school
assemblies of these schools to share
about gracious and safe commuting.
Our Corporate their EZ-Link cards or devices. The Throughout the year, SMRT also “As a corporate citizen,
Social Responsibility Efforts initiative ran from 14 November to supports various charities with Flag
SMRT is committed to supporting 31 December 2022 and raised more Day in our stations to raise funds for we believe in Doing Good to create
communities in need and making a than $40,000 to support lower- meaningful causes. long term value for our stakeholders.
positive impact on society through income families.
our corporate social responsibility We also partnered with the By cultivating a sense of community
(CSR) efforts. We work closely with Community Chest Fu Dai non-profit organisation Bizlink and collective purpose, we forge
employees and community partners Forty of our staff volunteers spent Centre to produce festive hardcopy
for impactful initiatives. part of their weekend with our taxi and electronic greeting cards for partnerships to advance a more
partners to take part in Community Christmas and Chinese New Year. inclusive society.”
Our CSR focuses on three pillars: Chest Fu Dai 2023. This is the sixth The artwork used was from an
Enabling Mobility year we have contributed to this artist with paraplegia, whom we Margaret Teo
Empowering Through festive event, where over 8,500 credited by including the artwork’s Group Chief Communications Officer
Arts and Education prosperity bags were given to provenance on both physical and
Encouraging seniors and families in need. online copies.
Environmental Sustainability
Supporting the Giving at SMRT The Gift of Mobility
Tap for Hope National Day Parade SMRT is committed to giving Through STRIDES Care, we have
Developed to support the President’s Each year, we support key national regularly and generously to causes given the gift of mobility to
Challenge, Tap for Hope was a events such as the National Day that align with our values. By beneficiaries from various charities,
fundraising initiative to encourage Parade (NDP). We provided media supporting these causes we make a so that they can enjoy excursions
commuters to give to those in need. space sponsorships for NDP difference in the lives of people. and outings. For example,
In collaboration with the National and facilitated photoshoots at we assisted AWWA beneficiaries
Council of Social Service and EZ- our premises. We also generated Community Chest in visiting an Open House by
Link, commuters could make a $2 awareness internally among SHARE Programme the Singapore Civil Defence Force
To uplift needy members of the community, prosperity
donation at designated donation bags were jointly distributed by SMRT staff volunteers and our employees through Together with our staff, we and helped clients of senior care
stands across 10 SMRT-operated taxi partners.
our publicity efforts. contribute monthly donations to service Blossom Seeds so that they
train stations and bus interchanges SHARE, Community Chest’s giving could attend the organisation’s 10th
around Singapore by simply tapping Making a difference with programme. Donations go towards anniversary celebration.
like-minded organisations helping children with special
Our monthly Happy Hour staff needs, at-risk youths, adults with Donations and Sponsorships
gathering does more than boost disabilities, families in difficult We contributed more than
morale. These get-togethers involve circumstances, the elderly and those S$2.2 million in cash and in-kind
meaningful projects, such as a used with mental health issues. sponsorship to causes that align
book sale with proceeds going to with our CSR pillars.
the SMRT CareFund, collecting
excess food for Food Bank Singapore
SMRT premises were in the spotlight as filming venues for
and an art sale supporting SAVH. key national events, such as the National Day Parade.
Every little effort counts: To support lower-income families in

Singapore, commuters could tap to donate $2.
Corporate
Governance
Contents
THE BOARD’S CONDUCT OF AFFAIRS (PRINCIPLE 1) p. 65
BOARD COMPOSITION AND GUIDANCE (PRINCIPLE 2) p. 67
CHAIRPERSON AND CHIEF EXECUTIVE OFFICER (PRINCIPLE 3) p. 69
BOARD MEMBERSHIP (PRINCIPLE 4) p. 69
BOARD PERFORMANCE (PRINCIPLE 5) p. 70
PROCEDURES FOR DEVELOPING REMUNERATION POLICIES (PRINCIPLE 6) p. 71
LEVEL AND MIX OF REMUNERATION (PRINCIPLE 7) p. 71
DISCLOSURE ON REMUNERATION (PRINCIPLE 8) p. 71
RISK MANAGEMENT AND INTERNAL CONTROLS (PRINCIPLE 9) p. 72
AUDIT AND RISK COMMITTEE (PRINCIPLE 10) p. 77
ENGAGEMENT WITH STAKEHOLDERS (PRINCIPLE 13) p. 78

“ Continuing our efforts to provide accurate financial reporting and to “ The JARMS (Joint Asset Renewal & Maintenance Standards) initiative
ensure compliance with laws and regulations in a rapidly changing has helped improve system engineering competencies in the life
business environment, the Audit and Risk Committee (ARC) has cycle management of mass rapid transport systems, as well as inter-
worked closely with Management to enhance internal controls and organisational collaboration resulting in improved resilience and
Lee Fook Sun
strengthen the independence of the Internal Audit Department. These Richard Lim
performance of our rail transport. Moving ahead JARMS will have
Audit and Risk enhancements have led to more robust risk management and better Joint Asset to take a more proactive approach, going beyond tackling current
Committee governance. Renewal technical challenges to anticipating emerging challenges. A proactive
Chairperson & Maintenance
Standards
approach will help in the timely resolution of challenges such as those
Realising that our cyber defences are being constantly tested and Committee from aging infrastructure and extreme weather. Benefits will also
given our extensive digitalisation efforts, cybersecurity is an area that Co-Chairperson accrue in the areas of better commuter safety and improved overall
requires close attention. With strong commitment from Management, commuting experience. Commuters should be able to experience joy
significant progress has been made in improving the mitigation of the in commuting on our mass rapid transport systems.”
Group’s cybersecurity risks. ARC has worked closely with the Chief
Information Security Officer and Senior Management to raise vigilance
and strengthened the Group’s cyber posture.” “Our trains are the most environmentally friendly mode of public
transport. With “Go-To-SMRT” service initiatives, dementia
Joint Asset
Renewal &
“ 2022 was a very busy and exciting year for JARMS. With strong Go-To points and incorporating infrastructure for special needs,
Maintenance commitment from LTA and SMRT to raise rail reliability and operational we continue to amplify our social responsibility, care and affinity with
Standards standards, every meeting has a tight agenda as we worked together Judy Lee
our community. We aim to galvanise a new generation of engineers,
Committee
to consider and deliberate on the reliability, safety and efficiency of Board transport workers and supporters by showcasing our three-decade
Co-Chairperson
key asset renewal projects that we are undertaking. A lot of good work Sustainability history with the launch of the Singapore Rail Discovery Centre, to
Committee
was done in 2022 and they laid the groundwork for projects such as Chairperson
communicate our innovation and impact for society. We believe caring
TEL extension, Circle Line and BPLRT line renewal as these will enter for society includes caring for the environment. As we reimagine the
into critical phases in 2023.” future of mobility with integrated and green value-added services for
our communities, we invest in and inspire our employees to explore
possibilities that enables us to grow in a sustainable manner.
“The good Safety Performance for the last Financial Year clearly
attest to the significant progress we have made in our Safety Journey. Over the past year, our businesses have made steady progress on
As we endeavour to further improve from a Proactive to a Generative our ESG priorities and we met the targets set for usage of electricity,
Safety Culture, we must work with our Contractors, Work Process water and waste generated as we expand our businesses. We also
William Tan Designers and Original Equipment Manufacturers, to design “Safety” in partnered our suppliers to raise awareness and to quantify their
Board Safety our Training, Process and Equipment. Everyone in our Safety Universe impact on our Scope 3 emissions. We have developed electric mobility
and Security
Committee
should imbibe and adhere to the High Safety Standards required in our solutions and businesses for ourselves and for our customers for a
Chairperson Industry, Comply and Enforce these standards all the time, in order for greener and better future. With this, we actively support ecosystem
the SMRT Group to achieve and sustain a zero-accident culture and partners and SMEs to transform and have started to quantify our
consequently a Generative Safety Culture.” Scope 4 emissions. Building the future of green transport includes
working with schools to prepare future generations of talent because
we understand that we are in businesses requiring multigenerational
investment. This aligns with our shareholder and stakeholder
interests to deliver value for society and to positively impact the
lives of people.”
The Board and Management of SMRT Corporation In addition to its statutory responsibilities, sustainability strategies and directions of the Directors must discharge their duties and
Ltd (the “Company”, and together with its the Board: Group as well as the economic benefits of such responsibilities in the best interests of the Group
subsidiaries, the “Group”) are firmly committed • Reviews and approves the overall business strategies and directions; at all times and are expected to make decisions
to highest standards of corporate governance, strategy and organisational structure of the • Oversees, through the Audit and Risk independently and objectively. The Chairperson,
which are essential to sustainability of the Group’s Group and provides entrepreneurial and Committee (“ARC”) the quality and integrity of in turn, assesses each Director’s decisiveness
businesses. The Company regularly reviews the governance stewardship, sets strategic the accounting and financial reporting systems, and preparedness to take a firm and independent
corporate governance guidelines and practices to objectives, and ensures that the necessary disclosures controls and procedures, and a stand on difficult issues when he evaluates the
enhance governance and maintain their relevancy financial and human resources are in place for sound and effective system of internal controls, performance of each Director.
and currency. During the year under review, the the Group to meet its objectives; and the establishment of an independent risk
Group established a Tender Board Committee on • Establishes and maintains effective controls management function and the adequacy of risk Induction, training and development
1 August 2022 to enable the Group to respond to to enable risks to be assessed, managed, and managements systems and policies; and Upon appointment, each Director receives a
rapidly changing business environments. contained in order to safeguard shareholders’ • Oversees, through the Board Safety formal letter of appointment from the Chairperson.
and stakeholders’ interests and the and Security Committee (“BSSC”), the The letter explains in detail a Director’s statutory
The Group’s corporate governance framework Group’s assets; establishment of an effective safety culture, obligations, duties and responsibilities. Similarly,
adheres to the material aspects of the Code of • Establishes corporate values and sets the safety processes and practices including their each Director appointed onto a Board Committee
Corporate Governance 2018 (the “Code”). desired organisation culture of the Group, deployment and adequacy of the management will receive a copy of the charter of that
emphasising integrity, honesty, high ethical system for safety and security risks. Board Committee.
standards and proper conduct at all times, and
THE BOARD’S CONDUCT OF AFFAIRS ensures that obligations to shareholders and Guidelines for matters requiring Board approval As part of the Company’s continuing education for
(PRINCIPLE 1) other stakeholders are understood and met; The Board Approval Policy sets out guidelines all Directors, the Company Secretary circulates
Principal role of the Board • Identifies the key stakeholder groups and on matters and decisions which require Board to the Board articles, reports and press releases
The Board led by Chairperson is appointed by the recognises that their perceptions affect the approval. In addition, financial approval limits are relevant to the Group’s businesses to keep all
shareholders to supervise the management of the Group’s reputation; set out in the Financial Policy Manual (“FPM”) Directors updated on current industry trends and
business and affairs of the Company. The Board’s • Reviews and approves the annual budgets, or as otherwise approved by the Board for any issues. In addition, Directors are regularly updated
prime stewardship responsibility is to ensure the major funding proposals, investment and enhancement or deviation. Such limits and on changes to applicable laws, regulations and
viability and sustainability of the Company and divestment proposals, and ensure that they deviations are properly recorded in the minutes of accounting standards. The Company Secretary
to ensure that it is managed in the best interests are in accordance with the Group’s strategic Board meeting, to ensure that authority limits govern informs Directors of relevant upcoming conferences,
of the Company while balancing the interests of direction and in compliance with the approved all financial transactions.Core business proposals, courses and seminars.
shareholders and other stakeholders. The Board delegation of authority framework; significant expenditure and equity investments are
provides strategic direction to the business and • Reviews and assesses Senior Management examples of transactions which require the Board’s The Company funds training and seminars arranged
goals of the Group, and oversight of the operations performance and through the Nominating and or the Executive Committee (“EXCO”)’s approval by the Company for the Directors.
of the Group. The Board ensures that delegated Remuneration Committee (“NRC”) oversees the under the FPM.
authorities and reporting lines are properly design and proper operation of an appropriate Our external auditor, PricewaterhouseCoopers,
documented. In addition, the Board provides remuneration framework for the Group; Discharge of duties and responsibilities routinely updates the ARC and the Board on new
oversight of Senior Management to ensure they • Oversees, through the NRC, the succession The Board puts in place a code of conduct and and revised financial reporting standards relevant to
carry out the day-to-day operations of the Company planning for the Board, Board Committees, ethics to set the appropriate tone-from-the-top the Company.
effectively and in accordance with the Company’s senior executives positions within the Group, and desired organisational culture, and ensures
Code of Business Conduct and Ethics (“Ethics the selection and appointment of senior proper accountability in the Group. Directors In consultation with the Chairperson, Management
Code”) and delegated authority. executives officers, and the management of facing conflicts of interest recuse themselves from conducts a comprehensive induction and orientation
talent resources; discussions and decisions involving the issues programme for newly appointed Directors. This
• Oversees, through the Board Sustainability of conflict. programme includes briefings on the Group’s
Committee (“BSC”), the formulation of strategies, sustainability efforts and objectives,
financial performance, and meetings with the Board and Board Committee Meetings and Attendance
Group’s Senior Management team. Site visits to From 1 April 2022 to 31 March 2023
the Group’s train and bus depots are also arranged
Meeting Attendance Report (1)
to orientate newly appointed Directors to the
operations of the Group. First-time Directors are Board ARC BSSC NRC EXCO BSC (2)
also provided comprehensive training on the roles,

fiduciary & statutory duties and obligations
of Directors. Board of Directors/
Board Committees
Delegation of authority by the Board

Seah Moon Ming 7/7 – – 4/4 5/5 –
Various Board Committees, namely the ARC, BSSC,
(Chairperson)
NRC, BSC and EXCO, have been established to
Lee Fook Sun 7/7 5/5 – 4/4 5/5 –
assist the Board in discharging its responsibilities.
(Deputy Chairperson)
Each Board Committee has its own charter (the
Ngien Hoon Ping (3) 7/7 – 4/4 – 3/3 5/5
“Charter”) which sets out, inter alia, the Board
(Group Chief Executive Officer)
Committee’s terms of reference, composition (“Group CEO”)
and responsibilities. The responsibilities of the
Judy Lee (4) 6/7 5/5 – 4/4 2/2 5/5
respective Board Committees are set out in
Abu Bakar Bin Mohd Nor (5) 7/7 5/5 0/0 3/4 – –
this Review.
Peter Tan Boon Heng 7/7 5/5 – 4/4 – –
Minutes of Board Committee meetings are
Tan Chian Khong 7/7 5/5 – – – 5/5
circulated to the Board to keep all Directors
William Tan Seng Koon (6) 7/7 – 4/4 4/4 5/5 –
apprised of the activities of each Board Committee.
Chairpersons of the Board Committees will also brief Yap Kim Wah 7/7 5/5 4/4 – 5/5 –
the Board on key matters at each Board Meeting.
Neo Kian Hong (7) 0/1 – – – 0/2 –
Dr Philip Nalliah Pillai (8) 2/4 – 3/3 – – –

Board Meetings
The Board and Board Committee meetings are Tan Ek Kia (9) 1/1 2/2 0/0 1/1 1/1 5/5
scheduled 1 year in advance. To ensure optimal
Moliah Binte Hashim – – – 3/4 – –
attendance, the Company Secretary will consult
Quek Gim Pew (10) – 2/3 3/4 – – –
Directors before fixing the dates of these meetings.
Board meetings are scheduled quarterly to, inter Lee Ling Wee (11) – – – – 0/0 –
alia, approve the Group’s financial results. A Board
meeting is also scheduled at the end of each
financial year for Directors to consider the Group’s
annual budget for the next financial year. In addition (1) Refers to meetings held/attended while each Director was in office.
(2) BSC was formed on 1 April 2022. The members are Ms Judy Lee (Chairperson), Mr Tan Ek Kia (Deputy Chairperson), Mr Tan Chian Khong and Mr Ngien Hoon Ping.
to these scheduled meetings, ad-hoc/special Board (3) Mr Ngien Hoon Ping was appointed to the Board and a member of BSSC on 1 May 2022. He was appointed as Group CEO and a member of EXCO on 1 August 2022. He attended meetings of other Committees as appropriate.
meetings may be convened to consider corporate (4) Ms Judy Lee was appointed a member of EXCO on 25 August 2022.
(5) Mr Abu Bakar Bin Mohd Nor was appointed a member of BSSC on 1 March 2023.
actions requiring Board’s guidance or approval. (6) Mr William Tan Seng Koon was appointed as Chairperson of BSSC on 1 May 2022.
To give Directors the opportunity for in-depth (7) Mr Neo Kian Hong stepped down from the Board and relinquished his position as Group CEO and a member of EXCO on 1 August 2022.
(8) Dr Philip Nalliah Pillai stepped down from the Board and relinquished his position as a member of BSSC on 7 February 2023.
discussions with Management on the Group’s (9) Mr Tan Ek Kia stepped down as Chairperson and a member of BSSC on 1 May 2022. He stepped down as a member of the Board, ARC, NRC and EXCO on 1 July 2022.
longer-term strategies, an off-site Board Retreat is (10) Mr Quek Gim Pew was appointed a member of ARC on 1 July 2022.
(11) Mr Lee Ling Wee was appointed an alternate member to Mr Ngien Hoon Ping of EXCO on 25 August 2022.
held annually.
To facilitate the Board and Board Committees’ Directors have separate, independent and BOARD COMPOSITION AND GUIDANCE Board size and composition
decision-making process, the Company’s unrestricted access to the Group CEO, the Group’s (PRINCIPLE 2) The Board consists of Directors with core
Constitution allows Board meetings to be conducted Management, Company Secretary and internal Board independence competencies in areas such as accounting,
via telephone/video conference or other means and external auditors, risk management, safety & There is a strong and independent element on the finance, risk management, audit, law, management,
of similar communication. Directors who cannot security and sustainability teams via telephone, Board, with independent Directors making up 7 engineering, Environment, Social & Governance
be present physically at any Board meeting will be e-mail and face-to-face meetings. When major out of 9 members of the Board. Chairperson and (“ESG”) and service-excellence. In addition, the
able to participate in the meeting via such means. incidents occur, Directors are immediately informed the Group CEO, Mr Ngien Hoon Ping are non- Directors’ combined work experience spans the
If a Director is unable to attend a Board or Board via e-mail/instantaneous messaging and provided independent. Independent and non-executive areas of risk management, strategic planning and
Committee meeting, he/she will still receive all the with a report within 24 hours. Where additional Directors make up more than a majority of business development. The Board believes that the
papers and materials to be tabled for discussion at information is requested by Directors, such the Board. present Board size and composition are appropriate
that meeting. information is provided by Management in a for the foreseeable requirements of the
timely manner. The NRC reviews and evaluates the independence Group’s businesses.
Board Access to Information of Directors. The Board will then determine the
Directors are also equipped with electronic Access to and appointment of the independence of Directors, taking into account the The NRC is responsible for examining Board size
tablets that allow secured access to Board and Company Secretary evaluation by the NRC. Annually, each Director is and composition to ensure effective decision-
Board Committee meeting materials. Materials, Directors have separate and independent access to required to complete a Director’s Independence making and that the Directors as a group possess
such as agenda, papers, disclosure documents, the Company Secretary. Checklist (“Checklist”) to confirm his independence. core competencies in relevant areas. The NRC
budgets, forecasts, projections, monthly financial The Checklist is based on the guidelines provided in takes into account factors such as the scope
reports and management reports, are uploaded The Company Secretary administers and prepares the NRC Charter and the Code. Each Director must and nature of the Group’s operations, balance of
onto a shared platform called Diligent Boards in minutes of the Board and the various Board also declare in the Checklist whether he considers skills, perspectives, knowledge and experience
advance of the relevant meeting. These materials Committees acting in the capacity of the meeting himself independent despite not having any of of Directors, and the balance of executive and
can be accessed from any device. To save the secretary and is responsible for ensuring that board the relationships identified in the Code. The NRC non-executive Directors. The NRC also places
environment and reduce paper use, printing of procedures are followed and that applicable rules reviews the Checklist completed by each Director equal importance on diversity of age, gender and
materials is discouraged. Explanations for material and regulations are complied with. The agenda to determine whether a Director is independent. For ethnicity to form a quality Board which in turn
variances between projections and actual results for Board and Board Committee meetings are the year under review, the Board has determined, contributed to more robust decision-making and
will be disclosed and explained to Directors. prepared in consultation with the Chairperson, the after taking into account the NRC’s evaluation, better governance. Annually, the NRC reviews the
Where relevant, these financial reports are also respective chairpersons of the Board Committees, that out of the 9 Directors on the Board and Board Directors who are due to retire in accordance with
supplemented with additional information to and the Group CEO to ensure good information flow Committees, only Mr Seah Moon Ming and Mr Ngien the Company’s Constitution and, based on factors
highlight key operational and financial within the Board and Board Committees, as well as Hoon Ping, are non-independent. such as a Director’s contribution, his performance as
performance indicators. between Management and non-executive Directors. well as his length of service on the Board, makes the
Messrs Peter Tan and Yap Kim Wah have served on relevant recommendation on their re-election.
Monthly Management Reports have been The Company Secretary assists the Chairperson the Board for more than 9 years.
streamlined into dashboards to provide Directors and the Directors chairing the various Board The Board has adopted a Board Diversity Policy
access to real-time data and indicators. The Committees in scheduling Board and Board which sets out the Group’s approach to promoting
dashboards also enable Directors to view all Committee meetings respectively, advises the board diversity so as to enhance decision-making
important metrics at one glance. The Board is Board on all governance matters, as well as and promote effective corporate governance.
also apprised of any significant developments facilitates orientation and professional development
on business initiatives, industry developments, of Directors as required. The appointment and
regulatory regime, analysts and removal of the Company Secretary is a matter of the
press commentaries. Board as a whole.
Composition of Board & Board Committees as of 31 March 2023 Role of non-executive Directors
At Board meetings, there is a deliberate culture
Name of Directors Board Appointments Board Committees
of having Directors and Management openly
- Executive or Non-Executive Director As Chairperson or Deputy Chairperson or Member
- Independent or discuss and debate issues. Board meetings are
Non-Independent Director ARC BSSC NRC EXCO BSC held in a candid and constructive environment,
and Directors make decisions using their collective
Seah Moon Ming Non-Executive / Non-Independent Chairperson Chairperson
(Chairperson) wisdom whilst at all times acting in the best
interests of the Company and the Group as a whole.
Lee Fook Sun Non-Executive / Independent Chairperson Member Member
(Deputy Chairperson) As recommended by the Code, non-executive
Directors also meet regularly without the presence
Ngien Hoon Ping Executive / Non-Independent Member Member Member
of Management to facilitate a more open evaluation
Judy Lee Non-Executive / Independent Member Member Member Chairperson
of Management.
Abu Bakar Bin Mohd Nor Non-Executive / Independent Member Member Member
Conflicts of interest
Peter Tan Boon Heng Non-Executive / Independent Member Member
Under the Board’s Code of Business Conduct and
Tan Chian Khong Non-Executive / Independent Member Member
Ethics, Directors must avoid situations in which
William Tan Seng Koon Non-Executive / Independent Chairperson Member Member their own personal or business interests directly
or indirectly conflict, or appear to conflict, with the
Yap Kim Wah Non-Executive / Independent Member Member Member
interests of the Company. The Code of Business
Tan Ek Kia Co-opted
Conduct and Ethics provides that where a Director
Deputy
Chairperson has a conflict of interest, or it appears that he might
have a conflict of interest, in relation to any matter,
Moliah Binte Hashim Co-opted
Member he should immediately declare his interest at a
meeting of the Directors or send a written notice to
Quek Gim Pew Co-opted Co-opted
Member Member the Company containing details of his interest and
the conflict, and recuse himself from participating
Lee Ling Wee Co-opted
Alternate Member in any discussion and decision on the matter. Where
to Ngien Hoon Ping
relevant, the Directors have complied with the
provisions of the Code of Business Conduct and
Ethics, and such compliance has been duly recorded
in the minutes of meeting.
CHAIRPERSON AND CHIEF EXECUTIVE OFFICER The current Group CEO is Mr Ngien Hoon Ping. The Appointment of lead independent Director required to retire and are subject to re-election
(PRINCIPLE 3) Group CEO is the highest-ranking executive officer The Chairperson, Mr Seah Moon Ming does not have at every Annual General Meeting (“AGM”) of the
Separation of the roles of Chairperson of the Group and his primary role is to effectively any relationship with the executive Management of Company (“One-third Retirement Rule”).
and Group CEO manage and supervise the day-to-day business the Group. Deputy Chairperson, Mr Lee Fook Sun as All Directors are required to retire from office
The Chairperson and Group CEO of the Company operations of the Group in accordance with the ARC Chairperson will be available to stakeholders at least once every 3 years. A newly appointed
are separate persons and are not related. The strategies and policies, budgets and business plans in situations where Chairperson is conflicted or Director must also subject himself for retirement
roles of the Chairperson and the Group CEO as approved by the Board. The Role Statement for it is deemed inappropriate to communicate with and re-election at the AGM immediately following
are deliberately kept distinct through a clear the Group CEO describes the Group CEO’s principal Chairperson. Accordingly, there is no requirement his appointment. Thereafter he is subject to the
division of responsibilities to ensure effective responsibilities as follows: for a lead independent Director. One-third Retirement Rule.
oversight, appropriate balance of power, increased
accountability and greater capacity of the Board for • managing the Group’s businesses and At the 2023 AGM, the NRC has nominated and
independent decision-making. developing the Group’s vision, mission, BOARD MEMBERSHIP recommended that Messrs Lee Fook Sun,
core values, culture, strategies and (PRINCIPLE 4) Yap Kim Wah and Abu Bakar Bin Mohd Nor retire
The Role Statement for the Chairperson clearly sets business objectives; Composition of the NRC pursuant to the One-third Retirement Rule.
out that the Chairperson is responsible for: • providing decisive and quality leadership, The composition of the NRC is set out in this Review. All of them, being eligible for re-election, have
• providing stewardship and upholding the support, co-ordination and guidance to offered themselves for re-election.
highest standards of integrity and probity; employees of the Group; The role of the NRC on Board appointments
• constructively determining and approving the • reporting to the Board on all aspects of the Under its terms of reference, the NRC is responsible As a matter of policy, a non-executive Director
Group’s strategies, together with the Board; Group’s operations and performance (including for evaluating and reviewing the succession plans would serve a maximum of two 3-year terms unless
• ensuring that Board matters are effectively overall financial performance, internal controls for the Board and Directors to ensure progressive extended for another 3-year term by the NRC and
organised to enable Directors to receive and risk management); renewal of the Board. The NRC also ensures that the Board, taking into account the contribution of
timely and clear information in order to make • managing and cultivating good relationships there is a formal assessment of the effectiveness of the Director and the needs of the Company at the
sound decisions; and effective communication with regulators, the Board as a whole and the contribution of each relevant time.
• promoting constructive relations and shareholders and other stakeholders of the Director to the Board.
discussions amongst Directors and within Group; and In respect of the year under review, 4 out of 9 non-
Board Committees as well as between • ensuring effective and robust succession The NRC recommends to the Board, on an annual executive Directors have served 6 years or more.
Directors and Senior Management; planning for key management positions within basis, various processes for the evaluation of Given the nature and complexity of the on-going
• promoting high standards of the Group. the performance of the Board. The performance businesses and operations of the Group, the NRC
corporate governance; of each individual Director (including levels recognises the need for the continued presence
• establishing a close working relationship with With the existence of various Board Committees of competencies, commitment, contribution, of some Directors who have the institutional
the Group CEO; imbued with the power and authority to perform attendance, preparedness, participation and knowledge of and deep insights into the Group’s
• ensuring effective communication with key functions, the Board believes that there are candour) as well as the skills and experience businesses and operations. 5 out of 9 non-executive
shareholders and other stakeholders of adequate safeguards in place against an uneven that each Director possesses is evaluated by the Directors have served less than 6 years.
the Group; and concentration of power and authority in any Chairperson of the Board to ensure that diversity is
• Ensuring robust succession planning for single individual. maintained on the Board and Board Committees. Assessment of independence of Directors
Directors and Senior Management team. Procedures and control mechanisms are in place
The NRC is also responsible for re-nomination to ensure that the independence of the Directors
The current Chairperson is Mr Seah Moon Ming. of Directors, taking into account the contributions is monitored at regular intervals and updated
of each Director, and the needs of the Company expeditiously. Directors are required to submit
at the relevant time. Pursuant to the Company’s declarations of independence annually and are
Constitution, 1/3 of the Board of Directors, including required to immediately report to the Company any
the Group CEO who also sits on the Board, are
changes in their external appointments, interests in able to carry out and had been adequately carrying candidates are able to commit time and effort pursuant to the annual evaluation exercise
shares and other pertinent information (including out, their duties as Directors of the Company. to carry out their duties and responsibilities include seeking of feedback on Board agenda
any corporate developments relating to their effectively and whether there are any conflicts, at every Board meeting, and update by Board
external appointments) which may affect No alternate Director has been appointed to the or potential conflicts of interest that may arise. Committee Chairpersons of material matters
their independence. Board in the year under review. Independence deliberated or decided at Board Committee
• Candidates must be impartial, objective and be meetings before that quarter’s Board meeting.
The NRC has been tasked to review and evaluate Process for selection, appointment and flexible and independent in their thinking.
the independence of each Director. re-appointment of Directors • Candidates must have the courage to voice (c) Evaluation of individual Directors
The NRC annually reviews Board size and their independent opinions free from the At the end of each financial year, the
For the year under review, the Board has composition to take stock of the expertise within influence or pressure of other Directors Chairperson evaluates the performance
determined, after taking into account the NRC’s the Board, and identify the Board’s current and or Management. of each Director. The criteria taken into
views, that all the Directors (except for future needs, taking into consideration the evolving consideration include the degree of
Mr Seah Moon Ming and Mr Ngien Hoon Ping) business requirements of the Group. The NRC The NRC recommends the most suitable candidate preparedness, alignment to the Company’s
are independent. considers, inter alia, the range of skills, knowledge, to the Board for appointment as a Director. interests, commitment to the role,
experience and attributes of the existing Directors, effectiveness and value of contribution to the
Multiple board representations and appointment the retirement and re-election of Directors, development of strategy and risk management
of alternate Directors each Director’s contribution, performance and BOARD PERFORMANCE and the Director’s knowledge and experience.
The NRC monitors and determines annually whether commitment (such as attendance, preparedness, (PRINCIPLE 5)
Directors who have multiple board representations participation and candour) and whether new (a) Process for assessing Board performance The NRC also sets objective performance
and other principal commitments, give sufficient competencies are required to enhance the Board’s The NRC sets objective performance criteria criteria for the Board to evaluate the Group
time and attention to the affairs of the Company and effectiveness. When the need for a new Director for evaluating the Board’s performance CEO. Every year, the Directors will evaluate
adequately carry out their duties as a Director of arises, either to replace a retiring Director or to annually. These performance criteria are the Group CEO and provide feedback on his
the Company. The NRC takes into account both the enhance the Board’s bench strength, the NRC reviewed and approved by the Board to performance. Clear key performance indicators
results of the assessment of the effectiveness of the will shortlist and meet potential candidates. In ensure that they lead to improvement in the and alignment to the approved Company
individual Directors and their actual conduct on the accordance with the Director Selection Process effectiveness of the Board and enhancement strategy and objectives are set out at the
Board when making this determination. reviewed by the NRC, the criteria and guidelines for of long-term shareholders’ value. beginning of each year which are measured
appointment of Directors are as follows: and assessed during his performance
As a matter of policy, if a Director is holding a Background (b) Evaluation of the Board and Board Committees evaluation. The Chairperson will then compile
full-time commitment, the maximum number of • Candidates should have good reputation as For the year under review, the NRC and the the results of the evaluation and conduct an
directorships he may hold in companies is 8, of persons of integrity. Board, having taken into consideration a open assessment with the Group CEO.
which 4 or less can be in listed companies. If he is Experience balance of factors relevant to the Company,
not holding a full-time commitment, the maximum • Candidates should have core competencies determined that the Board evaluated (d) Ability to take independent
number of directorships he may hold in companies is to meet the current or foreseeable needs its performance based on a prescribed professional advice
12, of which 6 or less can be in listed companies. For of the Group and complement the skills and questionnaire focusing on key selected areas Where a Director deems necessary, in the
purpose of evaluating time spent and commitment competencies of the existing Directors on such as Board structure, Board meetings & furtherance of the relevant Director’s duties,
required, directorships in a group of companies the Board. dynamics, succession planning and Company a Director can seek independent professional
are deemed as directorship in one company. In • Candidates should have varied experience strategy & performance be adopted. advice at the Company’s expense.
the year under review, all Directors have adhered from different industries to enhance the bench
to this guideline. The NRC was satisfied that strength of the Board. Responses to the questionnaire were
where a Director had other representations and/or Directorships assessed and follow up actions proposed to
other principal commitments, in excess of what is • Candidates’ other directorships will be enhance Board effectiveness and ultimately
recommended by the policy, these Directors were considered in determining whether the stakeholders’ value. Measures implemented
PROCEDURES FOR DEVELOPING Remuneration consultant the sustainable growth of the Company. The Directors to ensure they properly reflect the duties
REMUNERATION POLICIES (PRINCIPLE 6) To ensure that the remuneration of non-executive remuneration structure takes into account the risk and responsibilities of the Directors that take into
Establishment of the NRC and its role Directors commensurate with their skills, policies of the Company, is symmetric with risk account the size and complexities of the businesses
The primary function of the NRC is to assist the contributions and time commitments, as well outcomes, and sensitive to the time horizon of risks. in the context of the operating, regulatory and
Board in implementing a formal and transparent as responsibilities which their role entails, the competitive environment. The fees are subject
procedure for developing policies on remuneration Company employed the services of an independent The Company has also put in place appropriate and to the approval of shareholders at the AGM.
matters in the Company. The NRC also reviews remuneration consultant, Willis Towers Watson tangible performance management measures for Chairperson does not receive Director’s fee from
the Company’s succession plans for Senior (“Remuneration Consultant”). The Remuneration assessing Senior Management’s performance. the Company. The Group CEO, being an executive
Management with the aim of building a sustainable Consultant had no relationships with the Company of the Group, does not receive Director’s fee but is
pipeline of talents and renewing strong and sound which would affect their independence. Short-term and long-term incentive schemes remunerated as a member of Senior Management.
leadership and their alignment to the Company’s In a competitive talent landscape and an economy
values and interests. The NRC also gives guidance Termination clauses with low unemployment and high demand for local The NRC ensures that the non-executive Directors
to the Senior Management on talent development The NRC reviews the Company’s obligations arising labour, the Group continues to require actively are not over-compensated to the extent that their
in the organisation with the aim of building and in the event of termination of the executive Director, engaged employees of high calibre to propel independence may be compromised.
reinforcing leadership succession for key positions. Group CEO and Senior Management’s contracts its business strategies forward and to build a
of service to ensure that the contracts of service progressive and high performing organisation Claw-back mechanism
In addition to the above, the NRC performs the contain fair and reasonable termination clauses that constantly creates value for shareholders. The NRC has put in place a policy framework
following functions: which are not overly generous. In its effort to attract and retain key talents, the for considering the reclamation of incentive
(i) Approves the remuneration framework for NRC ensures that the Group’s compensation components of remuneration from executive
Group CEO and Senior Management, and strategies are market-competitive and linked to Directors, Group CEO and relevant Senior
ensures that the level of remuneration offered LEVEL AND MIX OF REMUNERATION performance outcomes. The NRC recognises that Management, in exceptional circumstances of
commensurate with the level of contribution; (PRINCIPLE 7) the compensation strategies adopted must be misstatement of financial results, or of misconduct
(ii) Ensures that the overall remuneration package Performance-related remuneration flexible and adaptable in order to align with the resulting in a financial loss to the Group.
is attractive to retain and motivate The Company has ensured that the level and prevailing economic and competitive environment
Senior Management; structure of the remuneration are aligned with and evolving business models. The NRC ensures
(iii) Reviews the non-executive Directors’ fees the long-term interests and risk policies of the that there is a strong correlation between bonuses DISCLOSURE ON REMUNERATION
structure for the Board’s consideration and Company. The remuneration is able to attract, retain payable, and the achievement and performance (PRINCIPLE 8)
endorsement before seeking shareholders’ and motivate the Board to provide good stewardship of the Group and individual staff. The NRC also Remuneration of certain related employees
approval at the AGM; and of the Company and Senior Management to ensures that there is a good balance of short-term The Group does not have any employee who is
(iv) Reviews whether executive Directors, Group successfully manage the Company and the Group and long-term incentive schemes to motivate an immediate family member of a Director or the
CEO and Senior Management should as a whole. continuous and sustainable performance. Group CEO for the year under review and whose
be eligible for benefits under long-term Participation in such incentive schemes are subject remuneration exceeds S$100,000 during the year.
incentive schemes. As advised by the Remuneration Consultant, to eligibility criteria.
appropriate pay benchmarks are used to guide
No Director is involved in deciding his the remuneration of Senior Management. Remuneration of non-executive Directors
own remuneration. The NRC is also of the view that the remuneration is The non-executive Directors receive their Directors’
competitive and fair. fees in accordance with their various levels of
contribution, taking into account factors such as
The Company has in place performance-centric responsibilities, effort and time spent for serving
remuneration for Senior Management. Such on the Board and Board Committees. As advised
performance-centric remuneration is aligned with by the Remuneration Consultant, appropriate fee
the interests of the shareholders and promotes benchmarks are used to guide the remuneration of
Disclosure on link between performance performance targets. Such targets are reviewed Strengthening Risk Ownership and Accountability 4 Lines of Defence
and remuneration on an annual basis by the NRC to ensure the Each top risk is also assigned a management The Group’s Corporate Governance Strategy
The short-term incentives include the Annual relevancy in the medium-term. Upon fulfilment of risk owner and tagged to a Board Committee to is organised along the “Four Lines of Defence”
Performance Incentive Plan (“APIP”) and the the stated performance conditions over a three-year strengthen risk oversight and ownership. This also assurance framework for effective risk management
Economic Value Added-Based Incentive Plan performance period, the award will be paid out ensures subject specific expertise for deep dives and internal controls.
(“EBIP”). in full. into each of the Group’s top risks. The adequacy
of control measures is also assessed by the The first line of defence (Operating Systems) is the
The APIP is the primary performance-based Such performance-related remuneration is aligned management risk owners and presented to the Group’s operational management. It is responsible
incentive tool of the Group. APIP pay-outs depend with the interests of shareholders and promotes the Board Committees. These are consolidated at the for identifying risks, maintaining internal controls,
on both the Group’s performance and the staff’s long-term success of the Company and the Group ARC on a quarterly basis to assess how distinct and executing risk and internal control procedures
individual performance over the past year. The as a whole. risks interact at the enterprise level. Ownership of on a day-to-day basis.
Group’s performance is measured based on a the risk management process is clearly defined and
balanced set of financial and non-financial KPIs cascaded to the Group’s various business units and The second line of defence (Risk and Compliance
that are aligned to the Group’s 4 strategic thrusts RISK MANAGEMENT AND INTERNAL CONTROLS functional departments. Figure 1 below is the risk Systems) monitors the effectiveness of
relating to (1) Operations & Customer, (2) Safety (PRINCIPLE 9) management governance structure of the Group: implementation by the first line of defence. It
& Security, (3) Organisation Excellence and (4) The Board is responsible for the governance of risk comprises various risk management and compliance
Sustainable Growth. The APIP also aims to improve and ensures that Management maintains a sound functions which oversee and challenge the various
collaboration and ownership across the Group to system of risk management and internal controls, to business units’ and functional departments’ risk
achieve shared operational and financial goals. safeguard the interests of the Group. management and internal control systems.
Board of Directors
The EBIP, which is linked to the Company’s The Board actively exercises its oversight of the Annually The third line of defence (Audit) comprises audits
economic value-add and financial performance Group’s risk management and internal controls by Internal Audit (“IA”) to provide an independent
Internal
forms part of the short-term incentives for the through its Board Committees namely, the ARC, Audit evaluation that the first two lines are operating
Audit and Risk
executive Director and Senior Management. BSSC, EXCO, NRC and BSC as well as Joint Asset Committee effectively and advise how they could be improved.
Renewal & Maintenance Standards Committee Tasked by, and reporting to the ARC, it provides an
The long-term incentives comprising Deferred Cash (“Joint ARMS”). The Joint ARMS comprises evaluation, through a risk-based approach, on the
Quarterly
Plan (“DCP”) and Performance Cash Plan (“PCP”), members of both the Board and the board of effectiveness of governance, risk management, and
constitute a portion of the total compensation the regulator, Land Transport Authority (“LTA”) internal control.
EXCO NRC ARC
structure for executive Director and to synergise and optimise risk management and
Senior Management. controls for Public Transport Services across Joint Lastly, the fourth line of defence comprises Board
BSSC BSC
the Design, Build, Operations, and Maintenance ARMS Oversight & External Audit. The Board Committees
An award under SMRT DCP is payable, conditional (DBOM) spectrum. and third-party auditor assess the overall risk
Quarterly
on the fulfilment of operational and financial management and internal controls framework of
performance targets established based on short- The Group’s risk appetite is identified and presented the organisation.
Management Committee
term corporate objective. Upon fulfilment of the to the ARC for review. The Group’s top risks are
stated performance conditions over a one-year identified and organised across six risk categories: Monthly
performance period, 50% of the award will be paid (i) Safety, Security, and Cyber Security Risks
out in the first year, and the balance 50% will be (ii) Operational Risks Business Units and
Functional Departments
paid out equally over the subsequent 2 years with (iii) Strategic Risks Figure 1
fulfilment of service requirements. (iv) People Risks

(v) Compliance Risks
An award under SMRT PCP is payable, conditional (vi) Business and Financial Risks
on the fulfilment of operational and/or financial
SMRT Risk Management Process Enterprise Risk Management Framework Control Self-Assessment (“CSA”) Programme
The adequacy of risk governance, risk policy and The CSA Programme forms an integral component
COMMUNICATION AND CONSULTATION
internal controls is assessed through the Group’s of the Group’s ERM Framework and aims to
Enterprise Risk Management framework (“ERM improve the Group’s understanding, control, and
Framework”). The ERM Framework is based on oversight of risks. The CSA is based on an upward
RECORDING & REPORTING

Establishing Risk Risk Risk Risk
the Context Identification * Analysis * Evaluation * Treatment
the ISO 31000:2018 Risk Management Guidelines self-auditing, self-reviewing and self-reporting
and is underpinned by the principle that managing approach which drives and reinforces responsibility
Define external Find, recognise Understand Evaluate the Develop
risk is integral to, and not separate from, the way and accountability for internal controls in key
and internal and describe a the causes risk against control plans
parameters to be risk and sources predetermined to mitigate in which the Group runs its business. By linking the risk areas. It is a self-assessment exercise that
considered when of risk, potential criteria risk ERM Framework to the Group’s Business Strategy, provides a documented and auditable trail of
managing risk impact and
the Board ensures the Group’s business strategies, accountability from line management and staff
likelihood of
risk occurrence plans, and budgets are aligned with its risk appetite. to Senior Management and the Board. The CSA
Programme also places emphasis on the ownership
At the heart of the ERM Framework is the risk and accountability over the established terms of
management process (Figure 2) which outlines how reference for the respective business unit heads.
TEST, MONITOR AND REVIEW
the identification, assessment, and management The results of the CSA Programme serve to provide
Figure 2 * Risk Assessment
of risk affect our choices, key decisions, ability to the basis for the respective business units’
5 Refinements and Alignment to Work Plans meet our obligations and the effectiveness of all year-end declarations on the adequacy of their
Governance Functions:
our operations and projects. Understanding and internal controls.
• Refinements to governance
work plans managing risks is an integral part of how we conduct
our business. Adequacy and Effectiveness of Risk Management
Strategic / Group
BU/Depts:
GCEO, MCM, SERI and Internal Control Systems
• Follow up on action plans
• Develop new action plans The Board takes a Top-down and Bottom-up The Board has received assurance from the
Inputs
Top-down & Bottom-up Risk Identification
Governance approach to risk identification (Figure 3). All Group CEO and Group Chief Financial Officer
Functions
into 4 Board and Board Committees
BU risk business units and functional departments are (“Group CFO”) that the Group’s financial records
Level 3: • Endorse Management
Internal Audit register recommendation on required to refresh their risk registers, conduct risk have been properly maintained and the Group’s
Functions Group Top Risks and prioritisation exercises, identify key and emerging financial statements give a true and fair view of the
Trains’ Top Risks
• Receive inputs from boardcommittees risks, and develop the requisite risk controls and Group’s operations and finances. The Board has
Level 2:
on risks that have potential severe or risk treatment action plans regularly. The identified also received assurance from the Group CEO and
Risk Mgmt &
critical impact on the Group’s
Compliance operations or reputation risks, their indicators and action plans are to be key management personnel on the adequacy and
Functions: effectiveness of the Group’s risk management and
Inputs continually reviewed and reported. These are
Corporate Shared 3 Management Committee
Services into reviewed by the Management Committee and internal control systems. The ARC has received
Group Top Risks and Trains’ Top Risks
Policy & Governance BU risk assurance from the Group Chief Audit Officer
• Strategic input into top risks Board Committees, with insights and strategic
Functions register
• Ownership of risks recommendations cascaded back to the business (“Group CAO”) that based on the work performed
• Risk movement targets
• Recommended risk scores units and functional departments. Besides the per the approved IA plan, no findings have
and justification ERM Framework, specific project and mergers & significantly affected the financial results of
BUs / Depts • Review of critical action plan
and progress acquisitions risks are reviewed and approved by the Group.
the EXCO.
1 2 Risk Management
• Risk score justification
• Ownership of risks
• Risk movement targets
• Identify critical action plans
• Escalate risks, if necessary
Figure 3
The Group is satisfied with the risk management are empowered to voice their concerns through Cyber Security SMRT Trains has operationalised the Engineering
process in place and is of the opinion that the multiple feedback and open reporting channels. Beyond physical security, SMRT also safeguards Data Analytics Centre (“EDAC”) at Bishan Depot
effectiveness and adequacy of the material controls To promote tighter safety-operation integration, our environment against cyber threats. We ensure to closely monitor asset health and performance,
to manage the key risks have been appropriately Division Safety Officers (DSOs) are appointed to compliance with cyber security procedures generate maintenance insights and aid in complex
reviewed through the Group’s “Four Lines of directly assist the divisions in planning, organising, under relevant Code of Practice (CP 8) and the troubleshooting of fault. The EDAC also facilitates
Defence” assurance framework. directing, coordinating, and evaluating all Cyber Security Act (CSA). We have implemented greater cross-sharing of asset performance and
safety efforts. several cyber security initiatives, including system insights between SMRT and LTA.
Based on the internal controls and risk management monitoring and incident response through the
process established and maintained by the Every person working within the Group’s premises Security Operations Centre, and cyber response Across the Group, leaders at all levels participate in
Group, work performed by the internal and is empowered to make a safety intervention in the exercises to enable the Company to better respond GEMBA walks to observe employees,
external auditors, and reviews performed by form of a Safety Time Out (STO) when they feel to the fast-evolving cyber threat landscape. ask about their tasks, and identify safety and
Management and various Board Committees, the unsafe, observe at-risk behaviours, WSH hazards or Through joint projects with LTA, we further reduce productivity improvements.
Board is satisfied that the Group’s framework of encounter work activities or processes that are not the potential impact of cyber incidents and enable
internal controls and risk management systems in line with operating procedures or quicker service recovery efforts. Information Business Continuity
are adequate and effective as of 31 March 2023. work instructions. security policies and procedures, including cyber SMRT maintains organisational vigilance and
The ARC concurs with the Board on the adequacy security awareness education for all employees, are readiness through comprehensive Rail and Bus
and effectiveness of the internal controls and risk Our vision is to build a Zero Safety Incident regularly reviewed, and enhanced. incident management plans as well as dedicated
management systems established and maintained operating environment. We achieve this through business continuity plans for all business units
by the Group as of 31 March 2023. strong leadership, individual commitment, and Operational Risks and functional departments. Regular exercises
system discipline. Reliability & Service are organised involving regulators, LTA, and
Group Risk Profile A robust asset management strategy is key to other relevant stakeholders such as Singapore
The key risks faced by the Group in the conduct Physical Security ensuring excellent reliability and service. SMRT’s Police Force and Singapore Civil Defence Force to
of its businesses are organised across six risk SMRT regularly conducts security vulnerability Asset Management Policy and Framework is guided enhance our capability in handling potential threats
categories (Safety, Security, and Cyber Security studies to assess risks in our infrastructure and by our goal to ensure LTA’s assets are sustainable (including terrorism), and to validate of our incident
Risks, Operational Risks, Strategic Risks, People network. Gaps identified are managed through till their end of life. SMRT Trains has been ISO 55001 management and business continuity plans.
Risks, Compliance Risks, and Business and Financial structure and system enhancements to protect certified since 2016 and has recently achieved its
Risks). The relevant mitigating factors and how they the safety of commuters and employees. Frequent third ISO 55001 recertification by TÜV SÜD in 2022 Strategic Risks
are managed are set out in the paragraphs below. supervisory checks, security inspections and Red with zero nonconformity recorded. This underscores Technology
Teaming exercises are also conducted to validate our commitment to ensuring that assets entrusted Management has set the mandate that it is the
Safety, Security, and Cyber Security Risks the effectiveness of our security systems and to by LTA are being appropriately maintained, with responsibility of every staff to understand and
Safety ensure compliance with security procedures under risks properly identified and addressed. actively pre-empt and manage Information
We are committed to protecting our commuters and relevant Codes of Practice (CP 1 and 6). Technology (“IT”) risks in the course of their work.
employees as we deliver a public transport service Together with LTA, SMRT Trains proposes asset
that is safe, reliable and commuter centred. We To ensure alignment and standardisation of renewal plans and is also engaged in Long Term Policy and Process Compliance
review our safety systems regularly to mitigate risks security services and facilities, SMRT works closely Service Support (LTSS) agreements with key OEMs To govern risks, Management has established and
from a changing environment. with external stakeholders in a network of inter- to ensure supportability of parts at optimised implemented a clear set of IT security policies and
agency and international collaborations, such as performance against risk and life cycle cost. In procedures with reference to ISO27001. This is to
Our employees are trained to ensure high levels of with the Public Transport Security Committee, recent years, SMRT Trains has further partnered ensure IT controls are implemented to minimise
competency and to understand the importance of Protective Security Workgroup, Crisis Consequence OEMs, with the support of LTA, to co-locate their IT risks.
adhering to optimised instructions while they work. Management Workgroup, Public Vigilance & engineers at the SMRT depots to foster deeper
Through regular engagements, our employees are Education Training Workgroup, and the UITP knowledge transfer and localise repair capabilities
kept aware of the importance of keeping safe and Security Commission. for key components.
Managing IT Security Vulnerabilities Compliance Assurance We enhance our training capabilities with new Compliance Risks
Management has also put in place measures to To provide further compliance assurance, IA also courses and training systems. For example, we Integrity and Ethics
heighten IT Security, including strengthening conducts independent reviews and audits on work with industry partners to train bus captains on The Group has a comprehensive Fraud Risk
SMRT’s cyber perimeter defences against IT processes and systems. Any potential risks Autonomous Vehicle operations to future proof our Management Framework and Anti-Bribery
unauthorised hacking and cyber-attack identified are then highlighted to Management for workforce. In addition, SMRT continues to partner Management System (“ABMS”) in place focused on
incidents. Both the Company and the Group are necessary actions. Any major risks identified are the authorities, industry partners, and academic prevention and deterrence. The Group promotes
comprehensively equipped with firewall protection, also tracked and reported to the ARC. institutions, both locally and globally through an anti-fraud and anti-bribery culture through
intrusion prevention/detection systems, application initiatives such as the Chartership in Railway engagement and communication of the Group’s
vulnerability scanning, anti-virus protection, multi- Sustainability and Transportation Engineering, Postgraduate Ethics Code. The Ethics Code serves to guide staff
factor authentication and monitored by Security The Group also identifies and considers relevant Certificate in Urban Railway Engineering. By on issues of ethical conduct that may arise in the
Operations Centre. ESG-related risk events that affect the ESG working closely with the Singapore Rail Academy, course of their employment. It is also accessible
performance of the Group. By considering both SMRT supports the national effort in raising rail on the Group’s Intranet, via the digital staff
Managing IT Project Risks positive and negative aspects of ESG-related risks, competency levels in Singapore. engagement platform Workplace and highlighted
IT project risks are managed based on IT Project the Board and Management can better optimise in the employee’s Employment Terms & Conditions.
Risk Management Methodology and Vendor resource allocation and identify ESG trends that We have strengthened our suite of leadership The Ethics Code is also incorporated as part of
Management Procedure. could lead to new opportunities. programmes and have optimised the structure and overall on-boarding process for new employees to
processes of work teams for greater efficiency, the Group.
IT Operations Risk Assessment People Risks for example, streamlining reporting lines to enable
Enterprise IT’s Management drives and conducts Capabilities, Workforce Discipline and better line-of-sight and direct supervision between Lessons learnt from fraud and bribery incidents
operational risk assessment on a quarterly basis Workforce Connection managers and their teams. (within the Group as well as those experienced by
to assess operational risks. Risk reviews are also SMRT aims to build a sustainable workforce by other corporate entities) and the corresponding
conducted on a regular basis by the risk managers ensuring that we have the right people to drive The needs of our people change over time. As our disciplinary action taken are also shared to remind
of each department and business unit. To ensure current business operations and future business workforce is ageing, we partnered with National all staff to comply with the Group’s policies and
the resilience of Business Continuity Management, growth. Anchored on our core values – Respect, Transport Workers’ Union (NTWU) to address the procedures, and the Ethics Code.
a comprehensive IT Disaster Recovery Plan has Integrity, Service and Safety and Excellence (RISE), effects of our ageing workforce, and with Alliance
been developed to ensure the continuity of the we drive a healthy workplace culture of KAIZEN Healthcare Group and Jaga-Me Home Medical to Anti-fraud and Anti-bribery controls are vigorously
Group’s business in the event of natural or man- and continuous learning by ensuring sustained and implement initiatives such as free flu vaccinations, observed e.g. segregation of duties, access controls
made disasters. The key metrics of the IT Disaster sincere engagement and training of our employees. on-site health-screening, and a chronic disease and appropriate key performance indicators,
Recovery Plan are aligned with the criticality of the management programme to keep our workforce mandatory block leave policy for key Management
Group’s business processes. We engage our workforce at every level through healthy. To enhance the work environment for and staff in sensitive and confidential positions such
our regular touchpoints such as Leaders in our mature employees, we have made various as procurement, payroll and accounts payables.
Risk Awareness Conversations dialogue sessions, internal feedback design enhancements and leveraged automation
Proactive actions are taken to instil and raise the platforms and a weekly protected time programme. and ergonomics to transform existing jobs, work Where relevant, company profile searches and
Group employees’ levels of risk awareness through Leaders also seek to understand the challenges of processes, and equipment to improve posture, financial evaluation are performed to assess new
rigorous IT risk assessment during system design, their teams through regular Gemba Walks. illumination, visibility, and safety. partners and vendors.
development and implementation. Regular IT
governance engagement sessions with staff are We place a strong emphasis on the continual We also identified an increased need for mental To strengthen internal controls and safeguard
also conducted to keep staff abreast of the IT training and upskilling of our employees through wellness programmes to counter the isolating against financial risks and fraud, we have in place
landscape. Regular cyber risks are highlighted in robust workplace learning programmes such effect the pandemic had on teams. Mental Wellness a Compliance Leave Policy to require key staff to
circulars to staff. as the SMRT Train Engineer Professionalisation talks and seminars were organised for employees be absent from carrying out day to day activities so
Programme, the Engineering Maintenance Manager to better understand common symptoms and how that someone else may carry out those activities.
Career Scheme, and the Certification for Technical to identify and support colleagues or loved ones
Specialist (Bus) programme. facing challenges.
IA carries out regular audits where the operating with the Quality of Service (QoS) Standards, and Business and Financial Risks Detailed disclosure and analyses of the full year
effectiveness of these anti-fraud and anti-bribery policies that impact new vehicle purchases, such as Financial Reporting financial performance of the Group are located
controls are independently evaluated. the Certificate of Entitlement, Vehicular Emission SMRT’s activities are exposed to a variety of within the Review. This includes operational and
Scheme (VES) and European Emission Standards. financial risks including credit, foreign currency, financial performance indicators.
The Board monitors the effectiveness of the Fraud We work closely with the regulatory authorities to market, interest rate, and liquidity risks. A system
Risk Management Framework and ABMS through keep abreast of developments and policies that of controls is in place under the enterprise risk Financial Management
the ARC. The Company has achieved the ISO 37001 may affect us, especially in the Private Hire Vehicle management strategy to create an acceptable Management reviews on a monthly basis the
certification for its ABMS in May 2022 and will be trade. We adopt competitive marketing strategies to balance between cost of risks occurring and cost of performance of each business unit, which includes
seeking similar certification for other entities within attract and retain taxi partners while cultivating new managing the risks. significant joint ventures, associates and corporate
the Group. partnerships to strengthen the business. functions, to instil a high-level of financial and
The Board is regularly updated on both the operational discipline at all levels of the Group.
Legal and Regulatory As we deepen our Electric Vehicle (“EV”) Company and the Group’s financial performance The key financial risks (comprising currency, price,
Our rail, bus and taxi operations are subject to capabilities, SMRT Buses, Strides Taxi and EVCo through digital dashboards and via formal reports credit, liquidity and interest rate) which the Group
extensive regulation. The regulatory risks we face work closely with LTA, National Environment Agency on a monthly and quarterly basis. These provide is exposed to are managed by a centralised finance
relate primarily to operating licences, transport (NEA), Energy Market Authority (“EMA”) and other explanations for significant variances of financial function for effective and coordinated oversight.
policies and legislation, transport fares and relevant regulatory authorities to keep abreast of performance and revised full year projections, in
operating performance standards. developments and policies in the EV space that comparison with budgets and financial performance The Group manages its foreign currency risk
may affect our businesses and the competitive of corresponding periods in the preceding year. exposures through spot or forward contracts.
For Rail operations, SMRT Trains is required landscape. We manage our operations effectively Where relevant, these financial reports are also
to comply with various Codes of Practice and to ensure that standards are met, thereby reducing supplemented with additional information to The Group seeks to manage liquidity risks by
regulatory requirements issued by the LTA significantly the risk of penalty. highlight key operational and financial ensuring sufficient working capital lines and
and other government agencies such as Asset performance indicators. loan facilities with financial institutions, coupled
Management Requirements, Key Performance For EV charging operations, we are aligned to the with an established S$1.3 billion multi-currency
Indicators, Operating Performance Standards, and nationwide EV charging standard TR 25:2022 and A management representation letter, which is Medium-Term Note (“MTN”) Programme. The
Maintenance Performance Standards, governing the National Public Charging Standards (NPCS). provided in connection with due diligence exercised SMRT Group Sustainability Bond Framework
train service delivery, train punctuality, safety, and With the introduction of Electric Vehicles Charging in the preparation of the Group consolidated launched in November 2020, governs the issuance
equipment reliability. Similarly for Bus operations, Bill in November 2022, we are working closely with financial statements, as well as a financial watch list of notes under the MTN Programme in alignment
SMRT Buses is required to comply with the various Ministry of Transport (MOT), LTA and EMA to keep reporting status of significant financial issues of the with the Green Bond Principles 2018, Social Bond
requirements that regulate safety and service abreast of developments in regulations and policies Group, are presented to both the ARC and the Board Principles 2020 and Sustainability Bond Guidelines
standards, for example, the Quality of Service while supporting the national effort to expand quarterly. The management representation letter is 2018. The use of proceeds from the notes will go
standards. Financial penalties may be levied if these the network of reliable EV charging services supported by declarations made individually by the towards approved eligible projects that reasonably
requirements and standards are not met. and infrastructure. business, corporate services, finance, and IA heads. demonstrate social and environmental benefits.
For Taxi Operations, Strides Taxi is aligned to the SMRT is certified ISO 9001, ISO 14001, and OHSAS The Group’s financial results are reported to The Group also implements a variety of credit
new Point-to-Point (P2P) regulatory framework 18001. This underscores our commitment to achieve shareholders quarterly in accordance with the control procedures for extending credit and
introduced by LTA in October 2020. Our existing international standards and best practices in quality, immediate holding company’s group reporting monitoring of debt collection.
Taxi Service Operator Licence was automatically health, safety, and environmental management. requirements. These results provide analyses of
transitioned to a Street-Hail Service Operator significant variances in financial performance. When the circumstance warrants, the Group may,
Licence (SSOL). In addition, we have a Ride-Hail We are also ISO 22301 certified in Business from time to time, use financial hedging instruments
Service Operator Licence (RSOL)-Class 2 (for Continuity Management Systems. that are approved by the Board to hedge against
operating a call booking centre) under the new interest rate risks.
regulatory framework. Additionally, we comply
The Group’s rail revenue growth depends on to adopt a proactive approach to consult and seek has any financial interest in the auditing firm or having reviewed the volume of non-audit services
sustainable public transport fare increases. We work recommendations from appointed insurance brokers auditing corporation. provided to the Group by the external auditor and
closely with the authorities and the Public Transport to mitigate these risks. its affiliates, and being satisfied that the nature
Council (PTC) to keep abreast of developments and Authority of the ARC and extent of such services will not prejudice
policies that may affect public transport fares and Energy Costs The ARC has the explicit authority to investigate their independence and objectivity, the ARC is
manage the risks accordingly. SMRT leverages on economies of scale and any matter within its terms of reference and has full recommending their re-appointment.
mitigates the effects of electricity price fluctuations access to and co-operation by Management and full
Investment by entering into fixed price electricity contracts over discretion to invite any Director or executive officer Whistleblowing Policy
Capital investments made for the maintenance of fixed tenures in a rising market. To partially mitigate to attend its meetings, and reasonable resources to The Group’s Whistleblowing Policy encourages
operating assets, and acquisitions or investments any diesel price fluctuations, SMRT may, where enable it to discharge its functions properly. employees, vendors, and third parties to report
in business entities account for a large segment of appropriate, engage in short-term diesel hedging improprieties, malpractices, misconduct or
SMRT’s investment risk. Capital investment projects, contracts. Where required, foreign exchange The ARC met 5 times during the year under review. wrongdoing. In the financial year, the ARC had
including the selection of suppliers and contractors, contracts are created to mitigate any currency risk The Group CEO, Group CFO, Group CAO, Head of reviewed and enhanced the Whistleblowing Policy.
are subject to financial procedures and internal from the purchase of diesel in a foreign currency. Group Finance, Company Secretary and the external The policy is made available to all employees on
selection criteria for the purpose of These hedging practices are aligned with the auditor attended these meetings. the Company’s intranet. The Company also publicly
expenditure control. Company’s Dealing Mandate which is approved discloses the whistleblowing channels on its
by the Board of Directors. In addition, SMRT has In addition, whenever necessary, Management will corporate website.
Acquisitions or investments in business entities are embarked on electrification efforts for its road- be invited to attend the ARC meetings to answer
supported by experienced employees and, where based fleets and engages in fuel-conservation and queries and provide detailed insights into their Confidential reports can be made directly via email
necessary, by external professionals for specialised fuel-efficiency efforts - including conducting of areas of operations. The ARC is provided with all to the ARC Chairperson or it can be lodged by
services. SMRT adopts a disciplined approach feasibility studies on alternate energy resources necessary information to enable them to make calling the hotline or via email which are managed
in investment evaluation and decision-making, and emerging technologies - to efficiently manage informed decisions. by the Group CAO. All concerns received are treated
aligned with the Company’s strategy and investment electricity utilisation throughout the organisation. confidentially to protect the identity of the whistle-
objectives. Business proposals for such activities, Role of the ARC blower against detrimental or unfair treatment.
guided by operational and financial procedures are Extraordinary/Black Swan Risks Under its terms of reference, the ARC is authorised
presented to Management and, where relevant, In the case of Black Swan Risks, SMRT monitors by the Board to review and investigate any matters it Group CAO reports to and consults the ARC
escalated to Board for approval. The Board also and manages our level of preparedness to respond deems appropriate within its terms of reference and Chairperson, with power delegated by the ARC,
conducts post-acquisition integration reviews quickly to the evolving situation and to mitigate any has direct and unrestricted access to external and for further instructions on the concerns received.
and monitors implementation of plans following negative operational and financial impact. internal auditors. The outcome of each investigation is reported to
acquisitions of businesses. the ARC. Group CAO compiles a whistle-blowing
Private discussion with dashboard of all complaints received, their status
Property and Liability AUDIT AND RISK COMMITTEE external and internal auditors and findings quarterly to the ARC.
SMRT engages reputable insurance companies to (PRINCIPLE 10) During the financial year, the ARC had 1 meeting
insure its exposure to property damage, terrorism The composition of the ARC is set out in this Review. with the external auditor and 3 meetings Internal Audit Department (“IAD”)
and sabotage, business interruption and general with the internal auditor, without the presence The IAD is independent of the activities it
liability risks. Professional indemnity insurance No former partner or a director of the Group’s of Management. audits. The primary role of IAD is to assist the
is also undertaken for professional advice and existing auditing firm was appointed as an ARC Board to evaluate the reliability, adequacy and
services rendered by the Company. Risk exposure member within 12 months commencing on the date External Auditor effectiveness of the internal controls and risk
is reviewed periodically to ensure insurance of the relevant member ceasing to be a partner The ARC conducts a review of the independence of management systems of the Company, reviewing
coverage continues to be appropriate and adequate, of the auditing firm or director of the auditing the external auditor, prior to their re-appointment. the internal controls of the Company to ensure
considering the cost of premiums and the relevant corporation and in any case, for as long as he The ARC has reviewed and is satisfied with the prompt and accurate recording of transactions
risk profiles of the businesses. SMRT will continue standard of the external auditor’s work. Additionally, and proper safeguarding of assets and reviewing
the Company’s compliance with the relevant laws, The Group CAO meets at least twice yearly with
regulations and polices. the ARC without the presence of Management. All
significant audit findings and recommendations are
The ARC approved the annual IA plan and received reported to the ARC and any significant issues are
regular reports on the progress of the audit work discussed at the ARC meetings. IAD follows up on
under the IA plan. all recommendations to ensure that Management
has implemented the recommendations in a timely
The Group CAO reports to the ARC and manner and reports the results to the ARC
administratively to the Group CEO. The Group CAO’s every quarter.
annual remuneration, evaluation, appointment,
resignation, and removal are approved by the ARC. Based on regular reviews of IA activities and IAD’s
The ARC ensures that the Group CAO has direct and annual self-assessment, the ARC is satisfied
unrestricted access to the Chairperson of the Board, that IAD is independent, effective and
ARC and has the right to seek information and adequately resourced.
explanations, as well as access to all the Company’s
documents, records, properties and personnel.
ENGAGEMENT WITH STAKEHOLDERS
IAD is a corporate member of the Singapore (PRINCIPLE 13)
Chapter of the Institute of Internal Auditors The Group recognises the importance of
(“IIA”). IAD adopts the International Standards maintaining positive stakeholder relationships and
for the Professional Practice of Internal Auditing adopts an inclusive approach in the management
(“IIA Standards”) laid down in the International and engagement of its stakeholders – namely
Professional Practices Framework issued by customers, employees, vendors, partners,
the IIA. The IA function is staffed by executives regulators, shareholders and government agencies.
with the relevant qualifications and experience.
Training plans and programmes are developed The Group maintains a corporate website –
and reviewed to equip IA staff with the relevant www.smrt.com.sg – to communicate and engage
qualifications and technical knowledge so that with its stakeholders.
skill sets remain relevant and current. A quality
assurance and improvement programme on the
IAD is in place which evaluates its conformance
with the IIA Standards and assesses the efficiency
and effectiveness of the IA activities and any
improvements. External quality assessment review
is conducted once every 5 years. The last quality
assessment review (QAR) was completed in 2021
and concluded that the IAD is adequate and
conforms with the IIA Standards.
SMRT Corporation Ltd Group Review 2022/23 Awards and Accolades p. 79
Awards and
Accolades
Service Excellence Operational Excellence Star Award: Threat-Oriented Person Bronze Award: Team Kranji Depot
Customer Service Excellence Team of the Year Screening Integrated System e-learning – SMRT Buses Ltd
for Transport: (Transportation Award): EVCo programme – SMRT Corporation Ltd WSH Innovation Awards (Logistics &
Ms Nor Heiadayah Binte Abdullah SBR Management Excellence Award, Public Transport Safety and Security Transport Sector) 2022, Singapore
– SMRT Trains Ltd. Singapore Business Review Magazine Awards 2022, Land Transport Authority Logistics Association
Singapore Tourism Awards 2022,
Singapore Tourism Board Bus Technician Category Star Award (60 winners) Bronze Award: Team Circle Line
(Second Runner Up): SMRT Bus Ltd Public Transport Safety & Security Awards Field Services and Control
Outstanding Award (12 winners) Singapore BusTech Grand Challenge 2022, 2022, Land Transport Authority – SMRT Trains Ltd.
National Kindness Awards – Transport Singapore Bus Academy and Employment WSH Innovation Awards (Logistics &
Gold 2022, Singapore Kindness Movement and Employability Institute WSH Awards for Supervisor (Winner): Transport Sector) 2022, Singapore
Wong Joo Kit – SMRT TEL Pte Ltd Logistics Association
Commendation Award (188 winners) Safety and Security WSH Awards For Supervisor (Logistics
National Kindness Awards – Transport Operational and Workplace Safety & Transport Sector) 2022, Singapore Bronze Award: Depot Equipment
Gold 2022, Singapore Kindness Movement (Rail Operator) Excellence Award: Logistics Association Maintenance Team, Component
Bukit Panjang Light Rail Transit Service Center – SMRT Trains Ltd.
Star Award (591 winners) – SMRT Trains Ltd. WSH Officer Awards (Commendation): WSH Innovation Awards (Logistics &
Excellence Service Award 2022, Public Transport Safety & Security Awards Tan Hwee Wah – SMRT Trains Ltd. Transport Sector) 2022, Singapore
Singapore Retailers Association 2022, Land Transport Authority WSH Officer Awards 2022, WSH Council Logistics Association
Gold Award (333 winners) Operational and Workplace Safety Special Commendation Awards Safe Driver Excellence Award:
Excellence Service Award 2022, (Rail Operator) Merit Award: Circle Line (2 winners) Tay Chiang Hin – SMRT Bus Ltd
Singapore Retailers Association – SMRT Trains Ltd. Public Transport Safety & Security Awards Singapore Road Safety Awards 2022,
Public Transport Safety & Security Awards 2022, Land Transport Authority Singapore Road Safety Council
Silver Award (772 winners) 2022, Land Transport Authority
Excellence Service Award 2022, Operational Safety Safe Driver Merit Award:
Singapore Retailers Association Star Award: Track Access Management (Point-to-Point Operator) Marzuki Zafran Bin Sulaiman –
System – SMRT Trains Ltd. Excellence Award: STRIDES Taxi Pte Ltd SMRT Bus Ltd
Public Transport Safety and Security Public Transport Safety & Security Awards Singapore Road Safety Awards 2022,
Awards 2022, Land Transport Authority 2022, Land Transport Authority Singapore Road Safety Council
SMRT Corporation Ltd Group Review 2022/23 Awards and Accolades p. 80
Company Merit Award (Public Bus Fleet): Capability Development Best use of Promotions (Gold): Corporate Social Responsibility
SMRT Bus Ltd Workplace Learning Organisation TransitLink – Stellar Ace President’s Certificate of Commendation
Singapore Road Safety Awards 2022, of Excellence (Platinum): Mob-Ex Awards, Marketing-Interactive (COVID-19): SMRT Trains Ltd.
Singapore Road Safety Council SMRT Institute Pte Ltd 2022 National Awards (COVID-19)
National Centre of Excellence for Best App Install Campaign (Silver): – Land Transport Support,
Risk Technology Category (Winner): Workplace Learning TransitLink – Stellar Ace Prime Minister’s Office
SMRT Trains Ltd. Mob-Ex Awards, Marketing-Interactive
ASEAN Risk Award 2022 Leadership Charity Award (Charity Silver)
Executive of the Year (Retail): Tony Heng Best Mobile Payments Integration (Silver): Community Chest Awards 2022, National
Outstanding Award: Threat-Oriented – Stellar Lifestyle TransitLink – Stellar Ace Council of Social Service
Person Screening Integrated SBR Management Excellence Award, Mob-Ex Awards, Marketing-Interactive
System (TOPSIS) Singapore Business Review Magazine Corporate Volunteer Award
National Safety and Security Watch Group Best Use of Mobile Integration (Silver): Volunteer Appreciation 2023, AWWA
Award Ceremony 2022, Singapore Police Marketing TransitLink – Stellar Ace
Force and Singapore Civil Defence Force Excellence in Gaming (Gold): TransitLink Mob-Ex Awards, Marketing-Interactive Friend of the Arts Award
– Stellar Ace Patron of the Arts Award 2022, National
Public Initiative Category (Runner-up): Marketing Excellence Awards, Best Location-Based Marketing (Bronze): Arts Council
SMRT Trains Ltd. Marketing-Interactive WINK+ – Stellar Lifestyle
ASEAN Risk Award 2022 Mob-Ex Awards, Marketing-Interactive Community First Responder Award
Excellence in Loyalty Marketing (Silver): (8 winners)
Bronze Award: Data Driven Contact WINK+ – Stellar Lifestyle Best Use of Display Advertising (Bronze): Singapore Civil Defence Force
Tracing Protocal, SMRT Bus Ltd Marketing Excellence Awards, TransitLink – Stellar Ace
Workplace Safety and Health Innovation Marketing-Interactive Mob-Ex Awards, Marketing-Interactive Community Lifesaver Award (11 winners)
Award, Workplace Safety and Singapore Civil Defence Force
Health Council Excellence in Pivot Marketing (Bronze): Best Use of Direct Marketing (Silver):
TransitLink – Stellar Ace Wink+ – Stellar Lifestyle Public Spiritedness Award (4 winners)
Marketing Excellence Awards, Loyalty and Engagement Awards, Singapore Police Force
Marketing-Interactive Marketing-Interactive
National Safety and Security Watch
Group Award (2 winners)
Singapore Police Force
SMRT CORPORATION LTD
UEN: 200001855H
2 Tanjong Katong Road #08-01,

Tower 3, Paya Lebar Quarter
Singapore 437161 SMRT takes corporate citizenship
+65 6331 1000 seriously and we endeavour to do
www.smrt.com.sg our part to protect the environment.

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SMRT-Group Review 2022 - 2023

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Group Review 2022/23

SMRT Corporation Ltd (SMRT) is a

Our core values are Respect, Integrity,

Awards and Accolades p. 79

2013 Corporate and Trains 2014 Trains Buses 2017 Trains

Enhancing Energy Reducing Paper Waste Promoting the EV Lifestyle

15.6% 84.4% Contract Permanent Contract

40-49 5-15 years

Moving People, Enhancing Lifestyles

Connecting commuters and communities

We leveraged data, digitalisation, and To build a more data-driven and

resources, better predict future equipment strengthen data governance,

breakdowns cost effectively. successfully completed more than

As we power into Stellar Lifestyle continues to

of SMRT’s growth co-working centres in Marsiling,

international and Dhoby Ghaut MRT station, under the

company will spaces on the hybrid space platform,

Trains “As our rail network expands, we are

2,500,000 CCL data, operations data, condition

Building our Capabilities Rail Renewal

Serving Commuters Well

Safe Commuting Experience Station Rejuvenation and Providing Quality Service

Fostering Talent and Lifelong Learning

Striving Towards a Sustainable Future Connecting with Global Committee

SMRT Trains’ Key Financial Data

Earning Before Interest and Tax ($M)

23.4 FY2021 FY2022 FY2023

137 137 137

140 142 143

441 480 636

1,310 1,406 1,868

4,518 4,914 6,625

The mural at CCL’s Serangoon station was created by visual

Launch of Singapore Rail Discovery Centre

The guest-of-honor at the launch, Minister for Transport S Iswaran,

Buses “At SMRT Buses, our unwavering mission

STRIDES is a business arm of SMRT Corporation, and we are able

A French Connection During a special visit, STRIDES

STRIDES Engineering “We leverage the immense potential of

STRIDES Mobility Services “With the merger of STRIDES and Premier,

STRIDES Care now has a fleet of wheelchair-accessible

STRIDES Green Tech

ChargEco STRIDES Digital STRIDES Frontiers STRIDES Frontiers will continue

heritage and culture with wider Empowering Tenants and

At SMRT, creating a safe, positive and inspiring

Human Capital “We believe in empowering our

people to be proficient for their work workstations deployed at crew

in road and rail transportation. points, our people have more

Bolstering our Bench Strength They also have opportunities to

Prioritising Wellness is crucial in ensuring harmonious

Strengthening Industrial Relations

In the last year, more than 100 SMRT

799 520* 518

to benchmark Safety Associates to drive safety

other industries Respective Business Units had

safety standards. contractors and tenants on safety

Our efforts have allowed us to & operations professionals

Staying Ahead for all Emergencies, Be Prepared and Ready Always

Building Our Cybersecurity Defenses

Sustainability at SMRT “At SMRT, we believe in Moving People,

As we continue to enhance our sustainability efforts and outcomes, we

Green Businesses and Operations Sustainable Communities

Environment We have also pledged as a Champion