{
  "id": 9011441,
  "title": "‘Not done’: Keppel CEO Loh Chin Hua transformed the group, but says there’s ‘still a lot to do’",
  "url": "https://urgent.news/2026/09/21/not-done-keppel-ceo-loh-chin-hua-transformed-the-group-but-says",
  "topic": "business",
  "section": "Business",
  "published": "2026-09-21T21:00:00.000Z",
  "source": {
    "name": "The Business Times - Companies & Markets",
    "slug": "the-business-times-companies-markets",
    "url": "https://www.businesstimes.com.sg/events-awards/singapore-corporate-awards-2026/not-done-keppel-ceo-loh-chin-hua-transformed-group-says-theres-still-lot-do"
  },
  "original_language": "en",
  "account": "Chief executive of Keppel, Loh Chin Hua, acknowledges that the company's transformation is far from complete despite being recognized as one of Singapore's best CEOs. The company's decline began when crude oil prices fell below US$100 per barrel, causing a downturn in the offshore marine industry. Keppel, once the industry leader, had three major businesses that operated independently, making it difficult for investors to value the conglomerate. Loh decided to sell the offshore and marine business, which was the most emotionally difficult decision, as it was where the company had originated. The transformation involved breaking down the fiefdoms and encouraging businesses to work across divisions, changing the incentives that had formerly reinforced the old structure. Keppel restructured itself to be less capital-intensive, more horizontally integrated, and focused on infrastructure and asset management. The company has embarked on a capital recycling program, unlocking S$14.5 billion in asset monetisations by the end of 2025. Loh is satisfied with the decision to sell the offshore and marine business and create Seatrium, as it has performed well. The restructuring has resulted in a 39% increase in net profit and an 18.7% increase in return on equity. The asset-management platform is expected to change the quality of Keppel's earnings, focusing on originating and developing infrastructure, operating it, bringing in third-party capital, and retaining exposure through sponsor stakes and co-investments.",
  "summary": "One of Loh’s most consequential decisions was also the most emotionally difficult: selling the offshore and marine business where Keppel itself was...",
  "key_points": [],
  "editors_take": null,
  "illustration": null,
  "coverage": {
    "outlets": 1,
    "also_reported_by": []
  },
  "ai_generated": true,
  "disclaimer": "Summaries, key points and the editor’s take are written by software from other outlets’ reporting and may contain errors — always check the linked original."
}