My first big project in EMA’s Market Development & Surveillance Department was to increase the competitiveness of Singapore’s retail electricity market for SMEs.

Nowadays, every business and household can choose their electricity retailer. But back then, only businesses that met a certain power usage threshold had that option. Our belief was that bigger businesses were better equipped to make informed procurement decisions.

In response to industry feedback, we began lowering the usage threshold to allow SMEs more freedom of choice. This allowed them to access a wider range of retail plans offered by electricity retailers.

The rollout had to be gradual. Opening the market to over a million new accounts overnight would have risked overwhelming IT systems and stretching operational processes beyond their capacity. I learned that developing a market is not about sweeping changes. It is about being measured and deliberate.

I later joined EMA’s Economic Regulation & Licensing Department which oversaw Singapore’s energy monopolies.

Our role was to ensure these companies operated efficiently and maintained cost discipline. We reviewed tariff proposals and verified the basis for any price changes. How were the numbers calculated, and were they justified by broader market trends

Singapore’s energy monopolies work because we, as regulators, acknowledge the crucial role they play in energy security, and they recognise that we must balance their interests with those of other businesses and consumers. The system needs a lot of trust to work and would simply not function without it. 

At EMA, we are encouraged to rotate roles every few years to broaden our perspectives. When I was offered an opportunity in the newly established Carbon Capture & Storage Programme Office, I quickly said yes.

CCS plays a role in Singapore’s broader decarbonisation strategy, especially for sectors with hard-to-abate emissions like chemicals and waste-to-energy incineration. It will be essential in helping us meet our long-term climate goals.

The idea may seem straightforward — capture carbon and store it safely — but in practice, CCS is still an emerging technology and not yet widely deployed. In Singapore, the challenge is compounded by limited geological formations suitable for underground storage, which means we must explore cross-border solutions. 

This raises complex questions: What incentives or costs would make emitting companies invest in CCS? If CCS is not cost competitive it will not happen, which is why early government involvement is important. We are currently studying the technical feasibility and commercial viability of CCS and even making study trips to Europe, where more mature systems are in place.

It is not easy work, but there is deep satisfaction in convincing stakeholders to reach a consensus on complex, long-term issues. I have found that when I’m stuck on a challenge and can’t see a way forward, it is supportive colleagues and managers that help me find clarity.

I could not have anticipated where a career at EMA would take me 15 years ago. I never know exactly what I will be doing in the future, but as long as I have a strong team behind me, I feel like there is no challenge we cannot overcome together.