Today we’re going to revisit one of our guests that’s long been a cornerstone of Singapore’s mobility ecosystem.

Think the yellow and blue coloured taxis that ply the streets, or the SBS Transit buses and Mass Rapid Transport or MRT trains we take to work and to go home.

Bingo if you’ve guessed ComfortDelGro, a household name in Singapore that has also evolved into one of the largest land transport firms in the globe.

And talking about evolution and change, 2025 is shaping up to be a pivotal year for the group’s point-to-point business, having in September acquired all of ST Engineering Land Systems’ shares in taxi operator CityCab for a total purchase consideration of S$116.3 million.

While ComfortDelGro had been managing CityCab since 2005, what would the full ownership of CityCab mean for ComfortDelGro?

But beyond acquisitions, ComfortDelGro is also making bold strides in the autonomous mobility space.

The firm had in March launched its first robotaxi pilot programme in Guangzhou, China, as part of a partnership with Pony AI, a company involved in the large-scale commercialisation of autonomous mobility.

And in September, the firm announced that it would expand the autonomous mobility services to Singapore, starting with the Punggol area early next year, in line with the country’s plan to integrate mobility solutions into existing transportation infrastructure.

But what should we know about the move, and how would the introduction of autonomous vehicles shake up the point-to-point mobility ecosystem, and in particular, the relationship between customers and taxi or private hire drivers?

On Under the Radar, Money Matters’ finance presenter Chua Tian Tian posed these questions to Michael Huang, Head of Singapore Point-to-Point Mobility Business, and CEO of China Business Unit, ComfortDelGro.

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Today we’re going to welcome you aboard Singapore Airlines as it reaches out to greater skies in a fast changing business environment.

Founded some 50 years ago through the demerger of the Malaysia-Singapore Airlines in 1972, SIA has evolved into one of the most recognised and respected travel brands globally.

The Singapore flag carrier and its low cost subsidiary Scoot now fly to over 120 destinations, and operates the world’s longest non-stop flight – a 19-hour ride from Singapore to New York City.

SIA has long been presented in business schools as a textbook example of “cost-effective service excellence”, combining premium service with rigorous efficiency to deliver profitability and brand prestige.

But how is this playbook evolving as SIA navigates an intensifying competitive landscape?

For one thing, the ongoing US-China trade war, Middle East tensions and oil price volatility continue to weigh on airlines such as SIA.

At the same time, Gulf carriers appear to have grown in prominence on long-haul flows and now capture sizable shares on some key city pairs, given the Middle East’s status as a gateway to Europe.

To stay ahead, SIA appears to be re-engineering parts of its product and network. In 2024, SIA said it will spend S$1.1 billion to retrofit 41 Airbus A350-900 long-haul and ultra-long-range aircraft with newer cabin products.

There were also adjustments to mileage redemption policies in 2025, which prompted conversations among customers and industry watchers. So how does the airline distill the changes into a single, condensed strategy for the future?

Professor Jochen Wirtz, Vice Dean of MBA Programmes and Professor of Marketing at the National University of Singapore has been studying the firm for over two decades, writing extensively about how the firm manages the tension between achieving product differentiation and cost leadership.

And Lee Lik Hsin, is Chief Commercial Officer at Singapore Airlines.

In this “In the Community” Special episode of Under the Radar, the duo share their thoughts with Money Matters’ finance presenter Chua Tian Tian.

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From a mirror glass producer into one of the world’s most enduring industrial giants. Today we’re going to take you through the ins and outs of French multinational corporation Saint-Gobain.

The founding of Saint-Gobain takes us all the way back to 1665, when Louis XIV (the 14th) founded the Royal Mirror Glass Factory, and granted the financier Nicolas Dunoyer and his associates an exclusive privilege to manufacture “mirror glass”.

The goal was to undermine the supremacy of the Republic of Venice in the European mirror market.

Decades later, The Royal Mirror Glass Factory and its competitor, the Thevart Company merged in the 1690s, and the enlarged entity eventually became the modern day Saint-Gobain.

Fast forward to the present, Saint-Gobain designs, manufactures, and distributes materials and solutions for the construction, mobility and industrial markets. Some of its portfolio products include insulation, roofing and yes, glass.

With a presence in 80 countries with more than 161,000 employees, the company aims to be a world leader in light and sustainable construction.

And in Singapore, you can see the firm’s products used in some of its most beloved attractions, from Marina Bay Sands, Gardens by the Bay, Bird Paradise, Rainforest Wild Asia and more. But what should we know about Saint-Gobain’s operations right here in Singapore?

Meanwhile, the firm had in July 2025, reported record high operating income of 2.803 billion euros, up 5 per cent in local currency terms. Notably, Asia Pacific delivered robust organic growth, driven by strong momentum in India and Southeast Asia.

So what are some growth trends that the company hopes to tap on, and how far will operations in Singapore and Malaysia help the company bolster its financial performance in the region amid a slowing economy in China?

On Under the Radar, Money Matters’ finance presenter Chua Tian Tian posed these questions to Lynette Siow, CEO, Saint-Gobain Singapore & Malaysia.

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