新加坡：新加坡总理李显龙周六（10月17日）表示，新加坡港口面临被竞争对手甩在后面的风险，这些对手正“快速追赶，而且在某些方面很可能已经领先于我们”。他呼吁进行技术转型，同时不要让工人独自面对挑战。
SINGAPORE: Singapore's port risks being left behind by its rivals that are "fast catching up, and in some respects quite possibly ahead of us", said Senior Minister Lee Hsien Loong on Saturday (Oct 17), as he called for technological transformation while not leaving workers to face the challenges alone.
他还强调了强大的三方协作的重要性，以使PSA的管理层、工会和工人能够在一种“基于信任的关系”中共同努力，建设一支“有纪律且技能娴熟的劳动力队伍”。
He also highlighted the importance of strong tripartism to enable PSA's management team, the unions and the workers to work together in a "relationship of trust" to build a "disciplined and skilled workforce".
李显龙在新加坡港务工会（SPWU）成立80周年的晚宴庆典上发表了上述讲话。该工会代表PSA员工。
Mr Lee was speaking at a dinner celebration for the 80th anniversary of the Singapore Port Workers Union (SPWU), which represents PSA employees.
“PSA做得很好，采用了技术并升级了运营，以保持我们港口的高效和竞争力。但该地区的其他港口也在通过数字化和自动化取得进展，”李显龙说。
"PSA has done well, adopting technology and upgrading your operations to keep our port efficient and competitive. But other ports in the region are making progress digitalising and automating too," said Mr Lee.
“如果PSA放慢脚步或变得自满，我们就有可能被甩在后面并失去业务。”对外界人士，李显龙表示，过去六十年“看起来像是一串未中断的成功”。
"If PSA slackens or becomes complacent, we risk being left behind and losing our business." To outsiders, Mr Lee said the past six decades "look like an unbroken string of successes".
“但那些参与这一历程的人知道，其中实际上付出了多少艰辛努力——我们在途中面临了多少艰难的战略选择；我们需要多少次改变运营方式；以及我们不时犯下错误，并痛苦地加以纠正，”他说。
"But those of us who have participated in this journey know just how much hard work actually went into it – how many difficult strategic choices we faced along the way; how many times we needed to transform the way we operate; and how from time to time we made missteps, and painfully corrected them," he said.
他以一个例子说明，指出技术的进步使得PSA能够从人工装卸船舶货物，转向使用岸边和堆场起重机，再到操作员如今能够在控制中心“在一个更舒适的环境”中同时远程控制多台起重机。
Giving an example, he noted how advancements in technology allowed PSA to move from the manual loading and unloading of ship cargo to the use of quayside and yard cranes, and then to operators controlling multiple cranes simultaneously and remotely from a control centre "in a more comfortable setting" today.
“在集装箱堆场，与其让人在烈日和雨水中手动驾驶牵引车拖运集装箱，我们现在有远程操作的自动导引车（AGVs）来完成这项任务。”
"In the container yard, instead of people manually driving prime movers hauling containers under sun and rain, we have remotely-operated automated guided vehicles (AGVs) performing the task.
“每次工作岗位变动时，PSA都致力于对现有员工进行再培训，使其能够胜任这些新岗位，而非重新招聘新人，”李先生表示，并指出公司制定了结构化培训计划，以帮助员工提升技能；同时工会也在劝导员工树立灵活的思维方式，积极参与培训机会。
"Each time the jobs changed, PSA sought to retrain existing workers to take up these new roles, rather than to hire afresh," said Mr Lee, noting that the company developed structured training programmes to help workers upskill while the unions persuaded workers to adopt a flexible mindset and to take up training opportunities.
“每一次变动都是组织变革和个人适应的艰巨而繁琐的过程。每一次都需要港口管理层与工会之间密切协作——帮助员工接受工作流程的根本性变化，在岗位变化时提升自身能力，然后安全、成功地采用新的工作方式，有时甚至是在新的工作地点。”“痛苦的决定”港口也曾多次搬迁——包括搬迁至吉宝、勿洛、巴西班让和杜马斯港——这些搬迁要求员工适应不同的工作环境和通勤安排。
"Each episode was a challenging and laborious process of organisational change and personal adjustment. Each required close coordination between port management and the unions – to help workers accept radical changes in their work processes, to upgrade themselves as their roles changed, and then safely and successfully adopt new ways of working, sometimes in new places." "PAINFUL DECISIONS" There were also many port moves – including to Keppel, Brani, Pasir Panjang and Tuas Port – that needed workers to adjust to different work environments and commuting arrangements.
特别是搬迁至杜马斯港，使员工的通勤时间显著延长，李先生表示。因此，政府机构正在与新加坡港口工会（SPWU）和PSA管理层合作，增加前往杜马斯南部的巴士服务，并正在研究建设巴士快速交通系统。
In particular, the move to Tuas lengthened commuting for workers significantly, said Mr Lee. As a result, government agencies are working with SPWU and PSA management to increase bus services to Tuas South, and are also looking at building a Bus Rapid Transit system.
李先生还说，有时必须做出“痛苦的决定”，他以PSA在2000年代初因失去几家主要航运客户而转向马来西亚丹绒比埃拉斯港为例进行说明。
Other times, "painful decisions" had to be made, said Mr Lee, citing the example of PSA losing several major shipping customers to Malaysia's Port of Tanjung Pelepas in the early 2000s.
PSA必须果断调整战略、削减成本，以恢复竞争力并夺回业务，这导致了裁员和降薪。
PSA had to change strategy and cut costs decisively to restore its competitiveness and win the business back, leading to retrenchments and wage cuts.
“PSA管理层费尽心思向工会解释为何这些 drastic 步骤是必要的，”李先生表示，并补充说，SPWU也“与管理层进行艰苦谈判，以争取对即将离职员工最有利的方案”。
"PSA management took pains to explain to the unions why these drastic steps were necessary," said Mr Lee, adding that SPWU also "negotiated hard with management to secure the best possible deal for the workers who had to leave".
最终达成的裁员和降薪方案既能“挽救公司”，同时也能“对受影响的员工公平”。
The result was a retrenchment and wage-reduction package that would "save the company" and at the same time was "fair to the affected workers".
然而，这是一种令人心碎且痛苦的经历，不仅对受影响的工人如此，对所有必须处理此问题的人也是如此，无论是工会方面还是管理层方面，李先生说道。
"Nevertheless, it was a wrenching and painful experience, not only for the affected workers, but for all those who had to deal with the issue, both on the union and management sides," said Mr Lee.
然而，当PSA业绩良好时，管理层也对工人和工会公平，确保每个人都能分享公司的成功，他指出。
However, when PSA did well, the management was also fair to its workers and unions in ensuring that everyone shared in the company's success, he noted.
PSA在2005年向工人支付了特别的增收分红，以奖励他们达成成本削减和绩效目标。这也是对工人贡献和牺牲的“感激之举”，李先生说。
PSA had in 2005 paid a special gain-sharing payout to workers, rewarding them for meeting cost-reduction and performance targets. That was also a "gesture of appreciation for the workers' contributions and sacrifices", said Mr Lee.
“管理层与工会之间通过起伏的亲密合作，在建立彼此信任方面发挥了重要作用，也是PSA持续成功的关键原因。”他补充说，SPWU的做法“与其他一些港口工会形成鲜明对比”，这些工会抵制技术和进步，因为他们认为这是保护工人工作和利益的方式。“但随着时间的推移，他们的港口受到了影响，他们的成员也受到了影响。”
"Such intimate cooperation between management and the unions, through both ups and downs, was instrumental in building trust between them, and a key reason for PSA’s sustained success." He added that SPWU's approach "contrasts sharply" with that of some other port worker unions, which resist technology and progress as they believe this is the way to protect their workers' jobs and interests. "But over time their ports suffered, and so did their members."
展望未来，李先生补充说，除了来自其他港口的竞争，行业正在以根本方式转型，供应链中断、气候变化和地缘政治紧张局势正在影响航运公司和港口运营商。例如，氨和甲醇等绿色燃料将要求新的流程、技能和安全规程。
LOOKING AHEAD Beyond competition from other ports, Mr Lee added that the industry is transforming in fundamental ways, with supply chain disruptions, climate change and geopolitical tensions affecting shippers and port operators. For instance, green fuels such as ammonia and methanol will mandate new processes, skills and safety protocols.
人工智能、自主技术、传感器和机器人技术的快速进步也已经在极大地改变港口运营，而具身人工智能也可能自动化诸如系泊和解缆等重复性体力任务。“这些发展带来了新的挑战，但也带来了新的机遇，”李先生说。
Rapid advances in artificial intelligence, autonomous technology, sensors and robotics are also already drastically changing port operations, while embodied AI may also automate repetitive physical tasks such as coning and de-coning. "These developments present new challenges, but also new opportunities," said Mr Lee.
“将会出现价值更高、体力要求更低的任务；更好的工作岗位，以数据、判断和决策为中心；甚至还会出现尚未存在的全新角色——例如在可持续性管理和替代燃料选择等领域。”熟练的岗位将使工人能够深化专业知识、扩大职责范围并建立有意义的职业生涯，而PSA必须紧跟这些变化，将新挑战转化为机遇，李先生说道。
"There will be higher-value tasks which are less physically demanding; better jobs, centred on data, judgment and decision-making; and even completely new roles that do not yet exist – in areas like sustainability management and alternative fuel options." Skilled roles will allow workers to deepen their expertise, grow their responsibilities and build meaningful careers, and PSA must stay on top of these changes and turn new challenges into opportunities, said Mr Lee.
“正如过去的转型浪潮一样，我们不能让工人独自面对这些挑战。”
"As in past waves of transformation, we must not leave workers to face these challenges alone."