Singapore-based commodities and oil cargo trading firm NW Corporation Pte Ltd (NWC) has expanded its Malaysia bunkering operations through the acquisition of Bellaa 1 (IMO 9269398), increasing its monthly bunker supply capability to approximately 30,000-35,000 mt.

“Bellaa 1 is a Malaysia-flagged bunker tanker with a loadable cargo capacity of approximately 5,000-5,500 mt of Low Sulphur Fuel Oil (LSFO),” Jason Tan, Co-founder and Head of Commercial of NWC, told Manifold Times on Tuesday (14 July).

“The addition of Bellaa 1 represents another important milestone in our fleet expansion strategy. It strengthens our operational capability, improves supply flexibility and enables us to better support the increasing demand for LSFO in Port Klang.”

Following the acquisition, the bunker tanker underwent an intermediate survey, was renamed in Singapore and is scheduled to commence commercial bunkering operations from August 2026.

According to Mr Tan, the acquisition will expand NWC’s LSFO supply capability, improve operational flexibility, increase vessel availability, enhance service reliability and support continued growth in bunker sales at Port Klang.

“NWC commenced bunkering operations at Port Klang in April 2024 with a single bunker barge and an initial monthly supply volume of approximately 10,000 mt,” said Mr Tan.

“The introduction of Bellaa 1 will increase our monthly bunker supply volume from approximately 20,000 mt to around 30,000-35,000 mt, driven by continued growth in bunker demand at Port Klang.”

Since entering the Port Klang market in 2024, NWC has steadily expanded its bunkering operations in tandem with growing customer demand. The latest fleet addition reflects the company’s continued investment in strengthening its supply capability and operational reliability.

Moving forward, Mr Tan pointed out NWC’s immediate growth strategy remains focused on Port Klang, where the company continues to strengthen its market presence and provide comprehensive bunkering solutions for its customers.

“Our immediate priority remains Port Klang, where we continue to see strong opportunities for growth. We will keep investing in fleet capability, operational efficiency and customer service while strengthening our trading activities and bunker supply network,” he stated.

“With a growing fleet, experienced operational team and strong partnerships with major bunker traders and suppliers, we are well positioned to expand our market share and reinforce our position as a trusted bunker supplier in the region.”

About NW Corporation

NW Corporation Pte Ltd is a Singapore-headquartered commodities and energy trading company engaged in oil cargo trading, bunkering, marine logistics and energy infrastructure investments across Asia. The company has been expanding its bunkering footprint in Port Klang as part of its long-term regional growth strategy.

Related: Singapore: NW Corporation welcomes “Fortune Glory” after three-week drydocking ops
Related: NW Corporation strengthens Port Klang operations with newly acquired bunker tankers

Photo credit: NW Corporation Pte Ltd
Published: 12 August, 2026

Caroline Yang, CEO of Hong Lam Marine Pte Ltd, outlines her plans for IBIA Asia in her first interview with Manifold Times since becoming Chair of the Regional Board – Asia:

MT: Why is IBIA important to the bunkering market in Asia?

IBIA Asia is amongst five regional boards operating under the umbrella of London-based IBIA Global. Its presence in Asia is vital because the region, excluding the Middle East, accounts for more than 50% of global bunkering volume.

While Singapore continues to maintain its strong lead as the world’s busiest bunkering port with almost 56 million mt of marine fuel delivered in 2025, several ports in China are showing to be strong bunkering ports as well; these developments take place on the back of a forecast for China to be amongst the leading suppliers of green fuels such as methanol.

Based on this alone, IBIA Asia has to play an important role in raising and addressing issues of suppliers and shipowners and the other parties in the regional bunkering eco-system.

MT: What is the overall state of bunkering standards at major Asian ports and how can IBIA elevate this?

Singapore is the clear leader in standards, acting as a “flag bearer” with established protocols including SS 600 for bunkering, SS 648 for bunker mass flow metering, SS 524 for quality management of bunker supply chain, TR 56 for LNG bunkering, and TR 80 for meter verification using master MFM.

While other Asian ports are adopting mass flow meters – a positive step – IBIA Asia’s role is to disseminate these best practices while maintaining deep respect for local operational realities and regulatory environments.

MT: As Chair of the Regional Board – Asia, what are your plans to make this happen? Are there any topics you will be focusing on?

The IBIA Asia regional board of 10 members from comes from a diverse group of suppliers, shipowners, bunker buyers, fuels testers and bunker tanker owners. Backed by a strong secretariat, we are committed to move the needle for bunkering in Asia.

Our initial strategy is outreach-driven, progressing beyond a Singapore-centric approach. For starters, the board will be concentrating on Hong Kong, Zhoushan, and Shanghai, with potential expansion to Japan and South Korea.

The core objective is to promote the quality, transparency, and integrity of bunkers lifted in Asia. This includes building on existing MOUs such as the collaboration with Hong Kong Shipowners Association (HKSOA) to explore alternative bunker fuels, and participation in regional maritime week programmes.

MT: Do you expect to encounter any challenges? What do you think are the solutions?

Challenges, without a doubt; these include macro-level standards and topical quality issues, such as those highlighted in a recent FOBAS report.

We are aware most solutions will not have instant results, but produce short-term, mid-term and long-term responses.

The solution lies in structured communication and feedback loops involving industry, regulators, and experts. Success requires an altruistic approach where stakeholders prioritise the health of the bunkering ecosystem to achieve win-win outcomes, even at the compromise of individual sectors.

MT: Is participation of local/regional IBIA members included within your plan? How will they be involved?

Member participation is the foundation of an association’s strength. The plan involves active outreach – meeting members where they operate and integrating them into meetings to ensure the board’s positions reflect representative industry views. We must push out credible, strong messages to encourage active engagement. If there is anyone in the maritime bunkering in these areas and reading this interview, reach out to us so we can start our conversations!

The Secretariat and some board members have scheduled to visit and attend bunkering events in Hong Kong and China. In November 2026, IBIA will participate in the Hong Kong Maritime Week by organising a one-day conference. We hope to be also participating in the Shanghai Pudong Maritime Conference and the 9th International Petroleum and Natural Gas Enterprises Conference (IPEC 2026), also known as the “Zhoushan Bunker Oil conference”, in late October.

MT: How will previous experience gained at SSA, ICS, MPA, SMF, and Hong Lam Marine contribute to your role at IBIA?

As CEO of Hong Lam Marine, our bunker tankers supply about 10% of bunkering volume in Singapore, so we are an involved and relevant stakeholder. My experiences in the above-mentioned organisations have taught me how to crystallise and articulate important issues, engage effectively with diverse stakeholders, and leverage on pre-existing professional connections to engage more effectively for IBIA Asia.

Related: IBIA announces Caroline Yang as new Regional Board Chair for Asia
Related: IBIA and Hong Kong Shipowners Association to collaborate on alternative bunker fuels
Related: FOBAS report warns of growing operational risks from ISO-compliant bunker fuels

Photo credit: Manifold Times
Published: 6 August 2026

As interest in artificial intelligence (AI) continues to grow across the maritime industry, many organizations are exploring how the technology can be applied in practice. At the same time, questions remain around data quality, workforce readiness, trust and the practical challenges of scaling AI beyond pilot projects.

In this Q&A, Dr. Piyush Raj, Head of Maritime Technology & Innovation, DNV Maritime Advisory, and trainer at DNV Maritime Academy (Singapore), shares his perspectives on the industry’s evolving AI landscape and the skills maritime professionals will need in the years ahead:

MT: AI has become an increasingly common topic across the maritime industry. Based on your interactions with maritime organizations, what are some of the key challenges they face when exploring or applying AI?

From my experience, the challenge when maritime organizations look to implement AI tools is building the foundation for it to produce useful results, rather than the implementation or use of the technology itself. Many organizations have large amounts of data, but struggle with data quality and standardization. On top of that, there are governance, cyber security, and control and assurance issues, both of the data and of the tools and systems themselves. Even when we have something that looks promising, there can be scaling challenges. Moving beyond a proof-of-concept or pilot project to a broader operational or fleet level requires a whole new approach in terms of organizational buy in, process integration, and trust within and beyond the organization itself.

This is because maritime is a safety critical industry and safety is the backbone of how shipping has created the modern global economy. If we lose confidence in the safety of our industry, we’ve lost everything. So, we need to be sure that as AI adoption increases, we have a firm basis for demonstrating that these systems are just as reliable, secure, transparent, and aligned with regulatory expectations as the systems we have today. Equivalent safety levels are a very familiar concept to us in the maritime industry – we have technologies that have been rolled out on that basis and enjoy great trust today. But building that trust is just as important as developing the technology itself.

MT: Singapore has established itself as a hub for maritime innovation and digitalization. How are these developments shaping the skills and capabilities maritime professionals need today?

Singapore has built a reputation for leadership in maritime innovation, especially as relates to digitalization, largely due to the efforts of the Maritime and Port Authority of Singapore (MPA) and cooperation with both industry and academia. At DNV for example, Singapore is home to our Maritime Decarbonization and Smart Shipping Centre of Excellence where we focus on working with partners to build in these areas, alongside enhancing sustainability and talent development. All these combined have resulted in a lot of expertise developing, as well as the associated rollout and adoption of technologies like predictive maintenance, vessel performance monitoring, decision support systems, smart port operations, the wider use of digital twins, and data-driven optimization, throughout the maritime value chain.

One thing these technologies tend to have in common is that they are data driven, and this has increased expectations that maritime professionals and crew in Singapore should be able to work with data-driven tools as part of their day-to-day responsibilities. Today, the rise of AI adds a new level of expectation, that professionals will need an understanding of AI, process and system automation, and the cybersecurity implications of these tools, and on top of that the ability to critically evaluate digital outputs, so that they can be applied in operational decision-making.

As a result, there is growing interest in training programmes that help maritime professionals build up these skills, and especially their understanding of AI and its practical applications.

MT: What can maritime professionals expect to gain from DNV Maritime Academy’s AI courses?

Our AI courses are designed to help maritime professionals understand where AI can deliver real value in maritime operations today, and where the potential is over the long term. Developed specifically for the industry, the trainings combine AI fundamentals with practical, maritime-specific, use cases that cover everything from operations, maintenance, safety, through to fleet management and decision support.

Beyond the technology itself, participants will gain insights into regulations and governance, cybersecurity, assurance and human factors – all of which are critical considerations in a safety-critical industry like shipping. We also like to think that a key differentiator of our courses is our focus on responsible AI adoption, and this is an area where we as DNV have a particular emphasis on developing recommended practices and guidance on AI-enabled systems and AI assurance.

Most importantly, we hope participants will leave with a practical framework to evaluate AI opportunities, identify high-value use cases, avoid common pitfalls, and be able to make more informed decisions about AI adoption and the ongoing digital transformation of shipping.

Note: Maritime Cluster Fund (MCF) Training Grant is available for eligible participants. Please refer to https://www.mpa.gov.sg/maritime-singapore/what-maritime-singapore-offers/developing-manpower/training@maritimesingapore for information on the MCF Training Grant.

Photo credit: DNV
Published: 1 August, 2026