Pelepas Insight 2021 2nd Issuance

INTERNAL NEWSLETTER VOLUME 02/2021

BUILDING

RESILIENCE AGAINST COVID-19 AGAINST COVID-19

PELEPAS INSIGHT

CONTENTS 2 4

From The Desk of CEO

Highlight Pusat Pemberian Vaksin (PPVIN) Sektor Pengangkutan (Maritim)

7

Human Capital Development PPVIN Sektor Pengangkutan (Maritim): Unsung Heroes

8

Transformation - Feature Operating System (OS): 101

10 12 15

17

Transformation - Safety Leading With Care Transformation - Digitalization IT Digitalization 2021 - In Progress Project Integration The IPSUM Magna Programme Optimising PTP's Terminal Footprint: Q3 Update Operations Kaizen- Port Optimization Feature Quick Start & Quick Sail Improvement

18

Engineering & Facilities Kaizen Energy Saving Initiative

19

Finance Kaizen Billing System

20

21 23

24

Corporate

Finance PTP RM2.15 B Sukuk Murabahah Programme

Legal & Compliance Competition Act 2010

Corporate Social Responsibility PTP Continues Humanitarian Effort To Help People Affected By Covid 19

Up Close & Personal With Ooi Lean Hin, Chairman of Shipping Association Malaysia

Dear Colleagues, Port of Tanjung Pelepas has shown great resilience through the COVID 19 pandemic. Despite the severe economic impact of COVID 19, especially following the volume trade sharp falls during the early part of the pandemic, the effect on maritime trade and PTP have been less than first feared.

The business and growth prospect for the remaining 2021 have thus remain positive as the industry’s markets have been quick to recover. The container market specifically has staged a remarkable recovery, as increased demand and restricted supply resulted in a surge in freight volumes.

To date, PTP is on course to meet its throughput budget of 10.8 Million TEUs. This is further supported with our projection that volumes are expected to rise through Q3 2021 peak season and to end the year as consumer spending is expected to incline towards services as more COVID 19 related restrictions are lifted.

With increase demand from our customers and growth prospect, our primary focus today is to optimise the current terminal footprint. This requires and covers upgrading of our equipment fleets and utilising yard capacity, optimisation of system, as well as empowering digitisation and automation effort.

Earlier this year, we had successfully signed an agreement to procure seven new Quay Cranes and eleven 61-ton electrified RTG cranes. The new cranes, which form part of our equipment modernisation and replacement strategy to replace aging assets which have been in service since 2002 and are scheduled to be delivered to PTP in the third quarter of 2022.

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As for terminal development, we are now actively studying to create additional container capacity of 500,000 TEUs at available land adjacent to our lower berth.

This will primarily for container yard storage and with possibility to also story conventional cargo.

Various progressive business strategies have also put in place as we are exploring other opportunities to generate extra revenue such as on non - container marine segment by pursuing STS operators for the vacant spots market as well as aggressively promoting our Free Zone land as the expansion works will start soon.

Malaysia has accelerated the National COVID19 Immunisation Programme to vaccinate the entire adult population before end of 2021.

For us in PTP, we have also successfully launched an Industry Vaccination Centre (PPVIN) for maritime and logistics sector workers earlier this year in August. The programme, the biggest PPVIN in Malaysia is a joint initiative by the Ministry of Transport (MOT) together with the Ministry of Science, Technology, and Innovation (MOSTI) and Ministry of Health (MOH).

As we are inching towards COVID 19 recovery, let us take a minute to share our thoughts and pray towards those who have tragically lost their lives due to COVID 19. To date, we are also unfortunate to have lost five of our colleagues. May their souls rest in peace and are blessed by the Almighty.

Let us continue to strengthen our foundation and remain focus on our deliverables and committed to returning more value for our stakeholders.

Marco Neelsen

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PUSAT PEMBERIAN VAKSIN (PPVIN) SEKTOR PENGANGKUTAN (MARITIM) LPJ - PTP

The opening of the PPVIN will not only serve our commitment to serve the state of Johor and the nation in achieving herd immunity to end the pandemic but also to further extend our CSR reach towards the sustainability of our surrounding community with the proactive participation of our staff as volunteers of the PPVIN centre throughout the programme

"

"

Marco Neelsen, Chief Executive Officer, PTP

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PUSAT PEMBERIAN VAKSIN (PPVIN)

FAQs SEKTOR PENGANGKUTAN (MARITIM) LPJ - PTP

3 24 98

200

August, started operation

August, started administering 2nd dose Percent of vaccinated

terminal

users

been

fully

Slots allocated daily for PTP staff

1,000

Capacity per day

7,075

Terminal users fully vaccinated

27,168

have

Recipients to be vaccinated

Officiated by Transport Minister Datuk Seri Ir. Dr Wee Ka Siong

Joint initiative by the Ministry of Transport (MOT) together with the Ministry of Science, Technology, and Innovation (MOSTI) and Ministry of Health (MOH) with LPJ and PTP to act as the co-host of the PPVIN

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THANK YOU PPVIN VOLUNTEERS!

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HUMAN CAPITAL FEATURE

PUSAT PEMBERIAN VAKSIN INDUSTRI (PPVIN) SEKTOR PENGANGKUTAN (MARITIM) PTP - LPJ

UNSUNG HEROES Cleaners are the people whose every working day revolves around enduring foul smells and putting themselves at risks of contracting infectious diseases just to ensure cleanliness, hygiene, safety and comfort of others.

With the operation of Pusat Pemberian Vaksin Industri (PPVIN) at PTP, their responsibility grows as well as they too now must ensure the ‘safety of the public’ as more heavy movement takes place with the area.

"The cleaners are the true heroes as their only intention is to make this PPV clean, and to make it the best among other PPVs. To all the cleaners, we appreciate your hard work.

Thank you and keep it up" Noraniza Binti Noordin, Human Capital Management Services Executive, PTP "Real courage is doing the right thing when nobody's looking. Although our presence are hardly noticed, I'm happy that we get to help the fight against COVID-19 indirectly" Muhammad Zulkefli Bin Azman, Cleaner, Daya Angsana Sdn Bhd Although their presence is often neglected due to the nature of work, these unsung heroes play an important part for the success of the PPVIN and PTP.

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TRANSFORMATION | FEATURE

OPERATING SYSTEMS (OS): 101

As one of the elements under Transformation Journey's five main component: Way of Working, Operating system or better known as OS plays an important part in our day to day operations WHAT IS OPERATING SYSTEM (OS)?

STANDARD WORKS

PERFORMANCE MANAGEMENT

PROCESS, DESIGN & MANAGEMENT

Having the right people, discussing the right matters on constructive and consistent way

Using the same numbers and leading measures which enables us to make the right decisions

Deploying and maintaining standard processes which will enable global and local efficiency

PEOPLE & SKILLS Develop people and build agile organization to support a high performing operations culture

IMPROVEMENT MANAGEMENT Improve how we work, every day in a structured manner and together as a team

HOW DOES OS BENEFITS FUNCTIONAL TEAMS ?

OS helps to structure how we run and improve our business, based on standardisation, best practice and relentless customer focus.

SUSTAINABILITY Ensures the sustainability of all future improvements that we implement through standards, best practices and customer focus

COLLABORATION & TEAMWORK Structured approach towards effective and creative problem solving

OPERATIONAL, PROCESS AND PEOPLE READINESS A methodology to ensure operational and processes are coordinated, transparent and steers towards a common goal

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TRANSFORMATION | FEATURE

PTP has had a good year in terms of producing the right people to spearhead the terminal’s improvement. This has been recognized by APMT where Ms. Ganga Devi Painadu was appointed as the winner of the APMT’s HUB WoW Hero for Q2 2021 beating out 6 other APMT Hub terminals in the entire world. This is on top of her nomination as a PTP WoW Hero for Q2 2021.

CONGRATULATIONS MS. GANGA DEVI. YOU ARE OUR WOW HERO! Pioneer in her own right One of the first to implement Lean and OS in PTP Used these principals in good effect as she leads her team of 1,000+ workers in successfully completing 10 kaizens throughout 2020 and 2021 Attributes her success to the strong leadership drive, listening to her team, teamwork, and continued monitoring and feedback towards making PTP a better place to work .

In 2021, Lean Academy has produced 5 Level 4 Graduates to date.

They have shown their commitment and drive towards making PTP a better more effective place to work through the practical use of Lean tools and methodologies. Their work is a testament of what the right mindset, skill, and teamwork can do to make PTP a better place.

OUR HEARTIEST CONGRATULATIONS TO

Dr. Irwana Abd Malek General Manager, Supply Chain Department Vincent Tan General Manager, Facilities Management Department

Ir. Jamaluddin Abu Bakar Senior Manager, Facilities Management Department

Osham Nasha Executive, Landside Operations Department

Muhammad Fauzan Adnan Assistant Manager, Facilities Management Department

Do you want to make a difference?

The Transformation Department is ready to help you make it a reality.

Please feel free to contact Mr. Lee Chin Earn (lee.chinearn@ptp.com.my) to know more!

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TRANSFORMATION | SAFETY FEATURE

LEADING WITH CARE APM Global Safety Day celebrated annually on 8 September is an annual international awareness-raising campaign to promote a safe and secure working environment for workers and other port stakeholders.

With the theme “We Lead with Care”, the focus is on leaders and office-based employees connecting with frontline colleagues to build a shared understanding of how critical operations are really done and how together we build the capacity to operate safely.

In PTP, we have embedded the “Leading with Care” elements in PTP’s 5-year Safety Transformation Plan journey. Despite all challenges in 2021, this year marked a great journey for us in sustaining all achievements and reaching the next milestones such as in proactive learning teams, coaching & counselling at all levels, safety Kaizen based on strategic risk profiling, and making safety personal.

Among Safety Maturity Scorecard (SMS) driven, leader-led activities have been part of PTP culture and way of working are as per below:

HSE PROCESS CONFIRMATION

Safety Process Confirmation is a tool used to reinforce Workplace Safety and Health practices Help organizations comply with safety rules and regulations Performing regular inspections using health and safety checklist templates is a proactive approach to preventing work-related incidents, injuries, and illnesses

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TRANSFORMATION | SAFETY FEATURE

SAFETY GEMBA WALK

A way to gather information through observation and interaction with people An opportunity to go see the difference between what you are assuming is happening and what is actually happening. – if you find one that’s the GAP!

SAFETY LEARNING TEAM By being a part of a working group, you will be able to trigger challenges and solutions from the source, the expert people.

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TRANSFORMATION | DIGITALIZATION FEATURE

IN PROGRESS DATA LAKE & ANALYTICS Data-driven design pattern for capturing a wide range of data types Deep learning algorithms providing in real-time decision analytics

SUPERVISORY CONTROL AND DATA ACQUISITION (SCADA) A system of software and hardware elements that allows industrial organizations to: Control industrial processes or at2019 remote PTP has been on a digital locally journey since and this locationsjourney will continue in 2021 with roll-out of several keymonitor, programsgather, and projects which include Asset Analytical, and process real-time Digitization (AD), Enterprise Resource Planning (ERP), data Data Lake and Analytics and Internet of Things.

Directly interact with devices such as sensors, valves, Other pumps, motors, and moreinclude through systems planned in 2021 Marine Resource Management, Labour Management and human-machine interface (HMI) software Online Visitor Management.

Record events into a log file There will be further enhancements and upgrade to

PTP is currently focusing on System, the following SCADA Terminal Operating SmartApps, Access Control System (ACS) and Closed-Circuit Television system – Smart Electrical Scada, Digitize Fire (CCTV) Surveillance System and a continuous focus Protection System, Sewage Treatment Plant, Building on Cybersecurity and Disaster Recovery.

Automation through centralized air conditioning system and Scada Water Distribution Network system.

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TRANSFORMATION | DIGITALIZATION FEATURE

ASSET DIGITALIZATION (AD) Aims to deliver live view of operational and engineering status of all equipment. The project provides : Complete transparency of live actual operational status of all equipment, location, and job status System also integrates with N4 to ensure optimal utilization of equipment to reduce costs and increase operations efficiency leading to improved productivity across the terminal

MARINE RESOURCE MANAGEMENT SYSTEM (MRMS) The new MRMS revolutionise and enabling the improvements to PTP Marine services which include pilotage, towage, billing and mobility functions.

PINNING APPS The Twist locks mobile application enables lashers to execute the pinning of load containers from a safe distance from the quay cranes

LASHING APPS The Lashing mobile application enables a crew to easily update lashing status as well any problems associated with the process

NAVIS SMARTAPPS REEFER APPS The Reefer Monitor mobile application enables reefer clerks to monitor temperature, humidity, ventilation, and other conditions for temperature sensitive cargo

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COMPLETION OF 02 DASHBOARDS (OPS VIEW & OPS ANALYTICS) Provide a comprehensive and agile analytics solution that unlocks PTP terminal data to provide insights to improve operations at our terminal

TRANSFORMATION | DIGITALIZATION FEATURE

CYBER SECURITY EMAIL SECURITY Email anti-spam and anti-phishing are used to prevent malicious contents/threats from being delivered via email. These tools scan email messages, content, and attachments for potential threats and then filter or block suspicious messages from being delivered

MICROSOFT O365 MULTI FACTOR AUTHENTICATION (MFA) PTP is adding an additional layer of cybersecurity measure by introducing MFA for easy and secure sign-ins for all PTP email users. In short, MFA reduces the risk of cybersecurity breaches drastically, and sensitive data stays protected always

CYBERSECURITY AWARENESS - IN THE PEOPLEPROCESS-TECHNOLOGY TRIAD, THE WEAKEST LINK IS THE EMPLOYEE OF AN ORGANIZATION Although technologies are frequently being updated that can mitigate the risk, PTP are ultimately reliant on employees to use them appropriately and to avoid mistakes that undermine the security practices you have in place. Cyber security training is the most effective way to engage and educate PTP employees on the risks they should avoid, and the steps should’ve taken if you’re unsure about what to do in certain scenarios PELEPAS INSIGHT

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PROJECT INTEGRATION FEATURE

PROJECT INTEGRATION

The Ipsum Magna programme continues to progress with several completed and new ones added to support the optimisation of the existing terminal footprint.

The Steering Committee, led by the CEO, continues to meet up at least twice a month to review the progress of each initiative and deliberate new ones that will have a positive impact on the programme.

BLOCK 0 (UNDER MOYGA 5S), CLEARED MID-AUGUST 2021

MAJOR ACHIEVEMENTS

Clearing of the area North of block 1 was done to provide additional space for empty container storage.

Total amount spent based on completed projects, >RM430 mil.

EXPENDITURES

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Existing workshops and storage areas were cleared and shifted, providing >4,000 TEU additional storage space for empty containers.

Current active project value, >RM400 mil (main contributors are from quay crane and RTG purchase)

PROJECT INTEGRATION FEATURE

COMPLETED INITIATIVES 132KV SUBSTATION MAINTENANCE Key maintenance on the 22kV & 132kV switchgear was done by the Original Equipment Manufacturer (OEM).

No major issues were observed PURCHASE OF 33 PRIME MOVERS (BATCH 1) The new units were delivered in August 2021 to support the business growth 22KV CABLE REPLACEMENT (PHASE 1B) One part of the cable ring circuit, that supplies power to the Phase 1 terminal was replaced, reducing reduce power outages and subsequent quay crane downtime 5 ZPMC-A INSPECTION The inspection was concluded in March 2021 and no major structural anomalies

ADDITIONAL INITIATIVES PURCHASE OF 151 REPLACEMENT TRAILERS New units to replace existing units – progressive delivery in 2022 ADDITIONAL REEFER CAPACITY Several initiatives will be executed to increase the reefer container handling capacity 12 EMPTY HANDLERS These new units will be utilised in conjunction with the new Empty Container blocks that will be constructed at Block 16-18, Row J-M PURCHASE OF 33 PRIME MOVERS (BATCH 2) New units to support the business growth with delivery commencing in 2022

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PORT OPTIMIZATION FEATURE

FOCUS AREA To reduce the idle time for arrival & departure BENEFITS

ACTION TAKEN Revise standard process for alignment with related parties

– translate into actions or improvements engagement

with

between

Pilots RESULT 1. Reduce idle

time

Supervisors

Vessel sail as per plan

the

process owner and knowledge sharing programme

each vessel can sail according to the schedule

Track individual and group performance

Continuous

More buffer time to ensure that

&

Easier to arrange berth plans in a more orderly manner

from

more than 50 mins at week 22 to about 40 mins at week 41, managed to reach the set target of idle time below 45 mins since week 35.

2. Average 31% reduction of idle time per week

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Idle Time Performance (Weekly)

FACILITIES FEATURE

WHAT? WHY? WHEN? WHERE? WHO? HOW?

Upgrading Conventional Lighting to LED Lighting

A project to reduce electricity consumption, lower carbon footprint, and cost-saving Proven strategy that reducing electricity consumption directly saves the cost of operating a business Identified in Q3 2020 and implemented in Q1 2021 as PTP's journey towards sustainability

Offices, terminal yard, and port equipment

Facilities Management Department, Engineering M&R Department, and Operations Division Implementation of energy-efficient technologies and optimizing the operation of equipment in PTP such as:

Scheduling of Lighting Management System (LMS) for Offices and Reefer Blocks

Optimization of Chiller Plant System for Wisma A & Wisma B Offices

Alternating Usage of NonCritical Transformers

Switch Off NonOperational QuayCraness

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CORPORATE | FINANCE FEATURE

With the objective to simplify and automate current existing billing transactions, Kaizen was done to further improve the following transactions;

TRANSACTIONS

IMPROVEMENT

Utilities, Electricity & Water Invoices Enhancement

Established template to create Utilities, Electricity & Water Invoice in bulk Multiple invoice can be generated in one shot by one user.

Went live in May 2021

Storage Transshipment Invoices Automation

Invoice automation for regular Transshipment & Transshipment Delay in Transit (DIT)/PKNB (Special project) The invoice will be generated based on Vessel Confirmation by VPR Ops Team.

Will Go Live once Maersk system is ready

Billing Integration with Liner

Establish integration platform between PTP Billing system and MSC SAP Costing system Liner will be able to download invoices in bulk and it will be available in MSC system within 10-15 minutes.

Implemented Automation for Maersk EDI where invoice can now be downloaded to FTP server within 10 minutes.

Went live in July 2021

RESULTS Reduce manual job, manpower and increase efficiency Improved speed of invoice generation process, invoice verification and payment process Reduce external access to PTP system and improve security ·Reduce system load since the EDI will auto download within 10-15 minutes

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Monthly Utilities, Electricity and Water Invoices

CORPORATE | FINANCE FEATURE

As a result of the overall remarkable achievement, PTP was awarded the South East Asia’s Best Local Currency Infrastructure Sukuk 2020 for its RM1.895 billion Sukuk Murahabah (Tranche 1 & 2) Islamic Medium-Term-Note (MTN) during the 14th Deals & Solutions Awards organized by Alpha Southeast Asia

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CORPORATE | LEGAL & COMPLIANCE FEATURE

COMPETITION ACT 2010

What Constitutes AntiCompetitive Conduct?

The Competition Act 2010 (“Act”) was established with the aim of promoting economic development and protecting the process of competition, thereby protecting consumers’ interests.

The Act seeks to encourage efficiency, innovation and entrepreneurship which results in competitive prices, better quality of services/products and wider variety for consumers. In Malaysia, the Act is administered and enforced by the Malaysian Competition Commission (MYCC).

EXAMPLES OF ANTI-COMPETITIVE CONDUCT

Competitors agree on pricing rather than competing against each other. This includes agreeing to prices, a formula to calculate prices / margin or elements of a price such as discounts, rebates, promotions or credit terms.

Can occur verbally or in writing – PRICE FIXING agreement can be by a 'wink and a nod', at an association meeting or at a social occasion.

Competitors exchanging competitively sensitive information. For example information on prices, production costs, sales volumes and market share.

Exchange of historic public, aggregated and anonymized data is not part of sensitive information.

INFORMATION EXCHANGE

Occurs when, without the knowledge of the person calling for bids or requesting a tender, two or more competitors agree they will not compete with each other for tenders, allowing one of the cartel members to “win” the tender.

To support the designated winner, the other bidders may agree to refrain from bidding, withdraw their bid, or submit bids with higher prices or on unacceptable terms.

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BID RIGGING

CORPORATE | LEGAL & COMPLIANCE FEATURE

EXAMPLES OF ANTI-COMPETITIVE CONDUCT The term Cartel is used to refer to a combination of enterprises formed to regulate production, pricing and marketing of goods by the members. Cartels typically operate in secret.

A cartel is where two or more parties operating at a horizontal level enter into an agreement with the object of significantly preventing, restricting or distorting competition in any market for goods or services infringing the prohibition in the Act.

Occurs when competitors agree to divide or allocate customers, suppliers or geographic areas among themselves rather than making independent decisions as to where to operate, who to source from and which customers to pursue.

MARKET SHARING

CARTEL

An organization is prohibited from engaging in any conduct which amounts to an abuse of its dominant position in any market for goods/services, be it independently or collectively.

ABUSE OF DOMINANT POSITION

Consequences of infringement of the Act can be dire, including but not limited to financial penalties of up to 10% of worldwide turnover damages void agreements and reputational damage The MYCC have been robust in their investigation and enforcement trend and have taken action against organizations for anti-competitive conduct.

If you require further clarification or have any doubts, please refer to the PTP Competition Compliance Policy for details or feel free to reach out to the Integrity, Governance & Compliance Unit at allcomplianceteam@ptp.com.my

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CORPORATE | CSR FEATURE

CSR The entire old folk’s home was placed under immediate quarantine and was cut off access to daily necessities

PTP together with JPA, using the donation collected from both staff earlier this year, delivered dry food and essential items

Recruitment drive with 100 single mothers from Pasir Gudang Johor Food bank as part of our CSR community outreach initiatives Collaboration with HCMS & Ihsan Johor 3 people have registered interest following this drive and more to come.

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UP CLOSE & PERSONAL WITH...

OOI LEAN HIN MANAGING DIRECTOR OF MTT SHIPPING SDN. BHD. & CHAIRMAN OF SHIPPING ASSOCIATION MALAYSIA He later moved to Jardine Shipping, a multi principal agency house which represented carriers like OOCL, UASC, ANL, Safmarine, Wan Hai, KMTC and CSAV.

Professional Background Mr. Ooi Lean Hin is the Managing Director of MTT Shipping Sdn Bhd and the Chairman of Shipping Association Malaysia (SAM). At 62 years old, he has accumulated more than 40 years of experience in the shipping and logistics industry.

He began his career as an Operations Executive at Nedlloyd EAC, a shipping company, which was the agent for both Nedlloyd Lines and Scandutch. Having experienced diverse roles within the company, on top of his excellent customer service skills, Mr. Ooi was promoted to Marketing Manager.

Mr. Ooi also had a short stint in the building materials industry for almost two years before returning to the shipping industry in 1998 when he joined Green Peninsula Agencies (GPA) as the Group General Manager of the company which was the general agents of Evergreen Marine Corp., Taiwan. Whilst under the GPA Group, Mr. Ooi expanded and diversified its businesses to include freight forwarding, container haulage and the empty depot operations.

Mr. Ooi played a pivotal role in developing Evergreen’s leading market share in Malaysia which includes niche markets such as Kuantan and East Malaysia. He was also part of the task force team at Evergreen which was responsible for the relocation of Evergreen’s main transshipment volumes from PSA to PTP. He is also a founding shareholder of MTT Shipping which was established in 2010 and is today a leading domestic shipping company in Malaysia.

What was the most challenging obstacle you have experienced in the industry?

The early formative years of MTT Shipping had been most challenging. We started with a small paid-up capital and being the new kid on the block, we had to compete with a host of incumbents. We are blessed to have the support from the financial institutions, our vendors and customers which helped to establish MTT’s market share and amazing growth in a decade to becoming a market leader in the domestic shipping trade between Peninsular Malaysia and East Malaysia.

MTT Shipping today owns a fleet of 14 vessels and the fleet will grow to 18 vessels by the 1st quarter of 2022 What are the leadership principles that you have discovered and executed that have contributed to your success?

Leaders must have all round intimate knowledge of the business and operations. He must also be visionary as he has to lead the company to achieve success and growth in a highly competitive and ever-changing business i environment.

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He must also have good communication skills in order to drive his vision throughout the organisation to ensure that every member of his team is working in unison, to achieve the goals and direction of the company.

He must also be someone with a strong positive mindset that is focused on overcoming all obstacles and challenges in the company’s growth journey.

What is your view on the working relationship between SAM and PTP? In your opinion, what are the roles that both parties can play to further improve to the success of logistics sector, especially to all port users?

The working relationship between SAM and PTP is very good. Of course, there are certain areas where both SAM and PTP can work together in order to improve the performance of the maritime and logistics sector.

For instance, when it comes to the digitalization of the industry, Malaysia is still far behind other countries. One such example would be vessel clearance by the various government agencies.

In Singapore and other developed countries, vessel clearance is already performed digitally without the need for shore personnel to board vessels. Efforts to push for this digital clearance is still being resisted by certain agencies such as the c.

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Immigration Department and Port Health which still requires shore-based personnel to board vessels to obtain passports for verification and for port health officers to board ships in order to provide the free pratique.

Terminal operators such as PTP can assist and support SAM’s initiative to push for digital clearance of vessels which will also limit the risks of Covid-19 transmission from shore-based personnel to the vessels’ crew during this pandemi What is your view on the future of the shipping industry moving forwards?

The shipping industry has undergone very difficult and challenging operating conditions in the last decade, leading to a lot of consolidation and rationalisation of operations and operators.

It is also burdened with the need to do its part of reducing carbon emissions and improving the environmental impact of its operations, both to the world’s atmosphere and the ocean, through new regulations from the International Maritime Organisation such as the EEXI, EEDI and CII regulations coming into force from January 2023.

The disruptions in logistics, leading to port congestions globally, have created an unusual shortage of shipping capacity and provided a major reset of the liner operators’ business model which has positively turnaround the fortunes of container liner companies.

Hopefully, this will be the decade that liner companies continue to produce strong financial results each year.

What Malaysia can improve for ports & shipping comparing to Singapore?

Our key ports are competitive compared to Singapore in respect of productivity management. What we are lacking, perhaps is the level of automation and digitalisation where Singapore is way ahead especially with their new facility at Tuas. It is, of course, more challenging to automate an old port compared to a purpose-built automated port such as Tuas.

The discontinuation of our U-Customs project which was supposed to provide the logistics industry the necessary digitalisation in respect of goods clearance and trade facilitation has, unfortunately, put Malaysia behind its neighbours.

The other thing worth mentioning is the last mile road connectivity to our ports which seriously needs improvements in respect of better road infrastructure and traffic management. For instance, we have a proliferation of on-dock depots in Malaysian ports which is actually bad for traffic converging at ports.

Sweetest memory in terms of working life?

I would say that the success of MTT Shipping is the pinnacle of my career to date. It has beenquite an amazing growth journey for MTT Shipping from the inception of business to the growth we have been able to achieve in just over a decade..

Can you share some life advice for readers of Pelepas Insight?

My advice would be to develop a deep knowledge of what you do, work hard, work smart and above all, work with passion, as you will always do well if you are passionate in what you do. One must also accept and embrace change as the operating environment is always going through a lot of changes and you will need to resonate with all these changes in order to stay relevant and grow.

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PELABUHAN TANJUNG PELEPAS (328719-K) Blok A, Wisma PTP, Jalan Pelabuhan Tanjung Pelepas, TST 507, 81560 Gelang Patah, Johor Darul Takzim

www.ptp.com.my

PELEPAS INSIGHT is Published by CORPORATE AFFAIRS DEPARTMENT