Pelepas Insight 2022 2nd Issuance

Tn Hj Dzulfariqh Abdul Manap Vice President of Association of Malaysian Hauliers (AMH) | pg 31

From the Desk of From the Desk of CEO' CEO'

We are embarking on a new journey.

With the roll out and introduction of New Vision and Mission and Core Values, we have now embarked on a new journey to cement our position as one of the largest container terminals in Malaysia and ranked among the top port terminal in the world through constant evolvement and improvement

On this journey, with the new Vision & Mission as our true north to compete alongside other world class ports in the world in positioning PTP on the path to greatness, we will now aim higher, think and work smarter, equip with global mindset to transform and maintain our competitive edge.

Together, We

New PTP Vision & Mission

“Our people lead the global benchmark for integrated port services from the Straits of Malacca”

Along with a solid foundation built in the past, this new Vision and Mission offers PTP to set higher targets and in turn elevating our mindset to look at things in global perspective.

To become bigger and stronger, the newly introduced PIERS core values will now propel us to understand our purpose, improve team cohesion, and embed strong organizational culture among us

In the following pages, not only we will be introduced to our new vision and mission and core values, we will also be introduced to ESG and what it means to PTP, Supply Chain’s process improvements and my personal favourite, the Up Close & Personal with Tn Haji Dzulfariqh Abdul Manap interview.

Have a good read and enjoy this second edition of Pelepas Insight for 2022

MARCO NEELSEN

Notably prec to champion PIERS is not

It must be operate, beh basis

Let’s take o will grow as and be the b

ESG

Environment | Social | Governance

What is ESG?

ESG stands for Environmental, Social and Governance and refers to the three core factors in measuring corporate sustainability

Derived from the concept of "Triple Bottom Line", also known as "People, Planet and Profits" (PPP), which was introduced in the 90s

It states that companies should focus on each of the three Ps and not just "Profits".

The evolvement of ESG

This concept evolved into ESG.

The other two elements of “People” and “Planet” are equally important for a commercial enterprise to be sustainable and profitable

What's the deal with ESG?

ESG is based on the simple idea that companies are likely to achieve and deliver strong returns if they create value for all of their stakeholders

Companies who have strong ESG propositions integrated in their business model, operations and management philosophy can create value and be more future ready

Value of integrating sustainability in business plan

Better relationships with stakeholders (e.g., government, investors, local communities) who can get a better understanding of the organisation’s overall commitments, targets and plans

Market driver through the definition of a personalised positioning in terms of sustainability

Enhanced efficiency in terms of a better understanding of key processes relating to sustainability and nonfinancial information management Innovation of processes, products and services based on the integration of societal and environmental opportunities and challenges

Improved understanding of the sustainability outlook and context in the operational area or organisation

In 2022, the management team has decided to include ESG as part of overall KPI. There are 8 areas under Environment, Social and Governance have been tracked and monitored from earlier this year.

Focus Area of ESG

Waste Efficiency

Energy Saving

Diversity

Community Investment

Supplier Compliance

How you can support PTP's ESG KPI

Anti Bribery and Anti Corruption

Competition Laws

Business Continuity

Be a Volunteer

Do participate in any CSR activities initiated by Corporate Affairs or your respective division/department to contribute to our CSR hours

Attend training

Participate in Anti Bribery and Corruption training or any relevant trainings organised by Integrity, Governance and Compliance team

CONGRATULATIONS TO OUR Q1 2022

PTP WOW HERO!

Nur Athira Huda Mohd Puah has demonstrated excellent WoW behaviour in her day to day job throughout Q1 2022.

With great mindset and proactive attitude, she has been involved in various Kaizen exercises that have brought tangible impacts to process and asset performance.

What is the strong motivation for your success? “You only live once, but if you work it right, once is enough”

The quote above has always had a great influence in how I live life. Growing up, I always want to have the best values so I am able to grow and experience improvement that will lead to better quality life so I am able to to live my life with integrity.

What is your recipe for this success and what kind of influence does OS and Lean tools bring to such achievement?

I like to apply OS and Lean tools such as 5S in my daily life such as when I clean my car, participate in discussions, doing design work and other tasks.

Understanding the tools and to use it have continuously helped me to be a good listener and always be open to accept or listen to ideas, suggestions, comments, or even complaints from others.

But foremost, the tools helped me in determining my objective when doing things and ensure I am able to work in a safer, effective and professional manner.

What is your message to encourage all PTP Staff to use lean tools in their career and also personal life so that they can become the next PTP Wow Hero?

Lean tools help you greatly in life. It helps you to have better clarity and direction when you do something and make the process so much easier to follow. The lean tools help you to solve problems, finding root cause and choose the right decision in your journey to accomplish your set objectives.

"It's not about going anywhere quickly but it's about where you are going"

KAIKAKU KAIKAKU KAIZEN KAIZEN

From 28 March – 1 April 2022, two Kaikaku Kaizens were successfully conducted with strong support from SMT and involvement of cross-functional teams.

RTG Idling Handover Process for Maintenance & Service

Background

RTG MPH is currently at 7.3 MPH

Future goal set was 8.5 MPH

Besides the automation on RTG dispatching, different challenges were causing high equipment idle time

Improvement

Safer and faster RTG operators shift change by simplifying the process

Reduced RTG idling by creating more opportunities when loading

Optimize the utilization of D-mode RTGs

Improve RTG Operators’ performance

Results & Sustainment

Continuous monitoring of RTG idling

Continuous monitoring or RTG Operators’ performance

Development and execution of a sustainment plan

Background

Entire Shift Handover process for RTG Maintenance & Service took 45 minutes, with increasing trend

Gap identified was 20 minutes. Future goal set was 25 minutes

Improvement

Early alignment with OPS and preparation

Visual board for job overview & assignment

Structured handover together with checklist

Hot seat change for breakdown repair handover

Results & Sustainment

Experiment showed actual 68% and 63% reduction in MNT & SRV process respectively

3-months monitoring with gemba & data tracking

SAFETY ACHIEVEMENTS SAFETY ACHIEVEMENTS

Through implementing and following policies and safety procedures, continuous safety kaizens, engagements, trainings and consistent support of the policies and procedures from the top management has allowed PTP to achieve key safety milestones.

February is A Month of Zero Injury Incidents

In February 2022, PTP reached 1,284,298 consecutive man hours worked with no injury incidents

Skill, knowledge, and a strong safety culture is critical to the success of PTP and its operations

PTP acknowledges the participation, collaboration and contributions from every level and department within PTP to reach these significant safety milestones

Our Safety Hero for February and March 2022

Safety hero initiative part of PTP safety program designed to use motivational method that encourage safe behaviour and discourage unsafe act or condition. The aim of this is to minimize preventable incidents in pursuit of a safer workplace.

Winners of this initiatives would receive rewards for their contribution in intervention of incidents or safety improvement ideas. Rewards are in the form of designated parking spaces, lunches or dinner vouchers and safety hero shirts.

ruary 2022

hammad Haziq Danial Bin Hamidi (M02081) SB Prime Mover Operator

nial contributed a safety idea related to ttered twist lock in the terminal. He gested for a routine inspection by the forklift rators and to relocate the gear bins to be ced at a safer location which is underneath crane.

March 2022

Muhammad Amirun Arif Bin Ramli (M02421) On board crew

Arif stopped a near miss incident onboard of the vessel. During discharge of OOG container at bay 16 row 02 using OHF 08, 1 side of the twist lock was not properly locked due to old damage of the container casting. OOG was safely discharge to wharf side using chain lock. No damage to the OHF 08 and container.

SAFETYHERO

March 2022

Mohd Izuan Nasarudin Sharif (05988)

Lashing Coordinator

Izuan gave safety feedback in regards to poor visibilities at the pinning stations during night operation. He proposed to repaint the pinning stations with high visibility colour such as orange and green to the whole pinning stations and to install full reflector at the pinning stations.

FEBRUARY2022 SAFETYHERO

MARCH2022

HSE Training Program

As stated in the Occupational Safety & Health Act 1994, under Section 15 2(c), the need to provide employees with instruction, information and training aligns with PTP efforts to protect the health and safety of our employees.

Starting from April 2022, the HSE department embarked on its journey in building organizational safety capacity through various HSE trainings to help employees acquire the skills, knowledge, and attitude to make them and others safe while carrying out their task. This too will provide the necessary fundamentals to help employees make safer and better decisions.

The trainings are open to all PTP employees and will in future be extended to its contractors as well.

IN PROGRESS IN PROGRESS

IN PROGRESS IN PROGRESS

ASSET DIGITALIZATION (AD) ENHANCEMENT

Implemented AD enhancement that connects all sensor on board of QC, RTG, PM and supervisor vehicles that provides real-time GPS tracking and large amount of telemetric data

Represents as a digital twin of the terminal with 3D view that facilitates advanced operational management and aids in reduction of efficiency both with visual and auto alert

New key features

Terminal Layout Mapping to Warehouses and Free zone Areas

AD to External Trucks entering the terminal via Trucks GPS

AD GPS accuracy configuration with N4

RTG - PM auto job steps

RTG OPTIMIZER (RTGO) AND GPS PRIME ROUTE

Part of TOS module that support in reducing the dependency of human skills variance and optimally dispatch the RTGs to serve the QCs on time

New key features

RTG sequencer and RTG balancer in sorting jobs

priority

Providing unified view of the yard showing RTG coverage and RTG jobs monitoring

Providing graphical view in VMT of RTG operations to the operators

SMART TECHNOLOGY ORGANIZATION & SMART TECH LAB

IT Division has been restructured and formed into a Smart Technology focused division leveraging on technology to improve business process

To maximize collaboration by using the space and resources that contributes to a better operational, energy efficiency, safety and security and potential environmental sustainability

Part of the plan is also to centralize and evaluate emerging technologies through an IoT lab

New key features

Provide a strategic blueprint for Smart Technology

Conduct technology R&D, PoC and propose new marketable findings for implementation

Transformation and culture change across all functional units and aligned with the new Vision and Mission

ELECTRONIC CONTAINER MOVEMENT REQUEST (eCMR)

Formal electronic system that would be used to handle container movement request from PTP – Yard to Free Zone area

New key features

Automated Electronic Request system

Complete audit trail and tracking of all request

Automatic notification on all request for container and approval by ITT

Covers all Inter Gate Container Movement Request

OPS IMPROVEMENT OPS IMPROVEMENT

Several improvements were generated to ensure continuity of performance for Operations Division and providing competitive services to customers

Prime Route (New Parameters)

Standard process of Prime Route (PR) for Prime Mover (PM) allocation for each crane is segregated by giving higher importance to mainliner vessels.

Findings:

Some PR parameters are restricting some dispatching values

Any user could change EC Console setting in XPS system that creates unbalance allocation

Rigid PM allocation that causes excess truck to be waiting at Quay Crane or Yard

PM drivers might not follow instructions properly

Benefits:

Feeder vessel GMPH improved 18.6% from 18.89 (WeeK52, 2021) to 22.40 (WeeK06, 2022)

Quay Crane waiting time for CHE is reduced from 21.9% (WeeK52, 2021) to 10.7% (WeeK06, 2022)

Improvements:

Only limited users are allowed to control EC Console and dynamically allocate Min & Max PM.

19 out of 81 PR parameters were changed in stages and its behavior measured

Forecasting PM allocation hourly to prevent over deploying truck

Identify PM drivers that violates instructions and necessary action were taken

Asset Digitalization

Asset Digitalization has been rolled out in mid December 2021. To ensure that this system is optimized during live operations, Fleet Management team (FMT) has been formed to monitor live operations by making Asset Digitalization as the main source of reference.

Rationale of AD for FMT Section:

Live visualization to identify key use cases and mapped standard processes according to terminal preference

To monitor, react, and responds on time to all delay and eliminate waste

To eliminate/minimize all equipment idle time by early identifying & trigger

Closely monitor all equipment health in AD, executed safely and productively according to shift strategies and objectives using AD

To foresee challenges with the help of AD and take proactive measures to overcome issues

Benefits:

Better utilization of container handling equipment (CHE)

Reduce unnecessary idle time caused by equipment and human behavior

Track equipment performance and push low performers to improve

Swift response time to issues involving equipment failure and people discipline

Easy monitoring during shift & relief change process

Further control fuel management(job segregation)

The Ipsum Magna programme is progressing well, whilst it moved into the 1st quarter of 2022 with several completed projects and new projects added to its list. The Steering Committee continues to discuss the progress fortnightly, and the EXCO received their quarterly update during the March 2022 sitting.

Conversion of all 8 e-blocks was completed early February 2022, allowing the e-RTGs to operate in the blocks.

Phase 1 e-RTG block expansion (blocks 2- 5 Rows E & F)

COMPLETED INITIATIVES

Four reefer power packs, with a capacity of 96 sockets, have been fully operational since early February 2022, operating at Block 9K

Additional reefer capacity –gensets block 9K

12 x Empty handlers

All 12 units formed part of the empty block expansion at blocks 16-18 and were released to operations by February 2022 to support the handling of empty containers

6x RTG technical assessment

The assessment was completed, and the results will form the basis for the 58 RTG replacement and refurbishment business case.

ADDITIONAL INITIATIVES

22kV Cable Replacement – Phase 1C

This is a continuation of full terminal phase 1 cable replacement programme, whereby phase 1B was completed in 2021. Phase 1C connects to Substation 8 & 9 and provides power to most of the QCs at the lower berths. The target to complete is by early Q3 2022.

A separate working group will assess and consider the following key areas to determine the workshop masterplan:

Engineering workshop expansion

e-RTG maintenance bay

Parking area for trailers

Berth

The development of the berth extension North of berth 1 was approved by PTP’s Board of Directors. The sourcing of an engineering design consultant is in full progress and the target is to start the design process by July 2022.

MAJOR ACHIEVEMENTS

The contract for 3 new 45-meter QCs was signed between PTP and ZPMC on the 22nd of April 2022, with a target delivery and commissioning by Q4 2023

The tender process for the purchase of 25 e-RTGs is ongoing with a target to obtain approval to award by Q3 2022

Block 16 (Rows J-M) was handed over to Operations on the 28th of April 2022, 10 days ahead of schedule and will relieve the burden of empties in the laden blocks. The remaining blocks 17 & 18 will be handed over in June and August of this year respectively

The offsite scrapping works of the 6 IMPSA B & C QCs has started and is planned to be completed by July 2022 A total of 3 shipments is required to remove all units from PTPs berth

MOYGA – Workshop & equipment maintenance masterplan

0 Development

WhatisPMBOK Lite?

PMBOK Lite is an initiative from Project Integration Division (PID) to standardize the way of working for less complex projects, which have a medium to low-risk profile and have a direct approach to managingthem.

PMBOK stands for Project Management Body Of Knowledge It is an entire collection of processes, best practices, terminologies, and guidelinesacceptedbytheprojectmanagementindustry.

PID is currently managing all its processes using the principles withinPMBOK .

Lite

Initiation

Project Charter

Planning

Risk Management Plan

Procurement Management Plan

HSSE Plan

Execution

Execution Tools

Closure

Project close out

PMBOK Lite Rollout Workshop sessions for HODept

BenefitsofPMBOK Lite

Aligned to project objectives

Increase budget accuracy

Manage scope creep

Efficient approval process

Increase on time delivery

Decrease probability of project failure

Workshop sessions for M – AM levels Division(s) adapt PMBOK Lite

PMBOK Lite mainstay tool for managing projects within other Division (s)

Workshop sessions for M – SM levels

Workshop sessions for Engineer levels Division(s) adapt PMBOK Lite

QUAY CRANE LIFESPAN ASSESSMENT

Engineering and Facilities Division (EFD) has recently completed the Quay Crane (QC) Lifespan Assessment Project.

Assessment project was from 31st March 2022 until 18th May 2022

Involved10 QCs: 5 ZPMC B & 5 ZPMC C

Assessment was carried out by World Crane Services (WCS)

Purpose of this activity is to inspect the structural integrity and overall condition of the equipment after midlife of service

Thorough structural inspection and lifetime analysis on were conducted by the qualified inspectors using the Eddy Current (ECT) and Rope Access Techniques which helps speeds up the overall inspection progress

Comprehensive inspection on mechanical and electrical components were also conducted

All the results and findings such as minor cracks, corrosion, broken, damaged & missing parts from this assessment will be analyzed and plan for immediate corrective actions

This assessment result will be used as a reference for PTP to establish a midlife refurbishment program so that this machine can be sustained until their end of lifetime.

Learning

LinkedIn Learning platform is the latest Digital Learning Way introduced by PTP Learning and Development department (L&D). Using the method of selfnomination, the platform aims to empower and encourage all PTPs staff to take ownership of their individual training development through personalized learning style and mode.

L&D has 250 subscription licenses up for grabs and it is being offered across PTP Divisions regardless of positions on a first come first serve basis.

Benefits and feature of this platform are;

Accessible 24hours of learning

Bite-sized learning of VILT

Simple & Short Quiz Assessment per module learning

A range of relevant learning resources in variety of modes for functional and soft skills development program

Strong Artificial intelligence (AI) tool delivers Data-driven channel for LND team for analytical and progress monitoring

A Blended Online learning, via Video Instructor Led (VILT)

PTP-LinkedIn Learning Milestones

In Q1 2022, PTP has made LinkedIn Learning accessible to employees with the aim to increase competencies and develop high skills of the employees to meet current and future demands, anytime anywhere.

98% of employees activated their license within the first six months – well above industry benchmarks upon roll out

30 mins weekly learning goal was set by L&D team engagement increased achieving over 50% engagement company wide

With the aim to shift PTP’s learning culture, L&D team implemented key tactics

By getting leaders to advocate for learning with “Learn With Leaders” initiative

Thematic virtual roadshow quarterly to celebrate learning achievements, monthly digital newsletters Online social networking tool to connect and engage and lastly Reward prizes for employees who implemented interdepartmental/unit knowledge sharing session under “Teach Back” and “Learn & Grown” initiatives

In Q2 2022, L&D team conducted LinkedIn Learning Learner Engagement Session with the learner and initiatives such as “Learn & Grow” and “Teach Back” campaigns with the aim to continuously build the learning culture in PTP

L&D team also implemented internal digital engagement with the learners using Sway(e-newsletter) and Yammer(collaboration tool) which are part of the Microsoft Office family of products available to employees in PTP

Supply Chain's

PROCESS IMPROVEMENTS

Supply Chain Division (SCD) is committed to provide and improve service level for both internal and external stakeholder. The following are SCD's latest initiatives:

Warehouse Layout Optimisation with Inventory Categorisation

ABC - XYZ Analysis

Performed by Material Planning to assist team to identify item category such as fast-moving items, medium moving items, slow moving items, and obsolete items. Warehouse team performed physical relocation based on items category at the designated area

Relocation project is currently ongoing at DW04 which focuses on shelving area.

Overall relocation plan target to complete in Q3 2022

Re-layout helps Warehouse to pick up the items more efficient during issuance and increase our service level to user

Damage & Obsolete Spare Parts Identification

Warehouse and Material Planning Department had performed preservation activities.

Damaged, obsoleted and rusty part was identified and relocate to specific area. Designated area was established to smooth the process of site visit, parts confirmation by user and etc.

Results

50% reduction in waiting time during issuance

Better replenishment activity

Smooth the process of site visit and parts confirmation by user

Vending Machine for Consumables

As one of the Vendor Managed Inventory (VMI) project, Procurement and Tender Department (PATD) has embarked on Vending Machine project for consumables items.

The project has been successfully launched on 8 August 2022, inaugurated by Marco Neelsen, PTP Chief Executive Officer and attended by all Senior Management members and representatives from vendors and staff.

For this pilot project, 20 items are selected based on the value and annual consumption pattern.

5 units of Vending Machines are located in THS01 store at Engineering building. Several selected end users will be given the access to use the machine.

Supplier will manage the stock level and replenishment process. Machine has the capability to generate and release the stock report automatically through online system once it reaches the re-ordering quantity for any item. Replenishment will be done as per agreed lead time

This pilot project is expected to eliminate manual process for stock replenishment, reduce staff manhour to manage the inventory and improve inventory traceability, consumption report and user, experience.

Once the project is successfully implemented, future improvement will be integration with Ramco system.

MAIN OFFENCES UNDER THE MALAYSIAN ANTICORRUPTION COMMISION (MACC) ACT 2009

Definition

Corruption is the abuse of entrusted power for private gain while bribery is the act of offering, promising, giving, accepting or soliciting gratification as an inducement for an action which is illegal, unethical or a breach of trust

Govern and Enforcement

Governed by Malaysian Anti- Corruption Commission Act 2009 (MACC Act) and is being enforced by Malaysian AntiCorruption Commission (MACC)

Application

The Act applies to both the private sector and to public bodies or officers of a public body

Penalties

Imprisonment for a term not exceeding 20 years, and a minimum fine of MYR 10,000

1. Offence of Solicits/Accepting Gratification [Section 16(a) and 17(a) – Section 17(a) differs from Section 17A]

Section 16(a): corruptly solicits or receives or agrees to receive for himself or for any other person;

Section 17(a): corruptly accepts or obtains, or agrees to accept or attempts to obtain, from any person, for himself or for any other person, any gratification as an inducement or a reward for doing or forbearing to do, or for having done or forborne to do, any act in relation to his principal’s affairs or business, or for showing or forbearing to show favour or disfavour to any person in relation to his principal’s affairs or business

Four (4) main offences are

1.

2.

3.

4.

Soliciting or receiving gratification

Offering or giving gratification

Intending to deceive or false claims

Usage of office or position for gratification

2. Offence of Offering/Giving Gratification [Section 16(b) and 17(b)]

Section 16(b): corruptly gives, promises or offers to any person whether for the benefit of that person or of another person, any gratification as an inducement to or a reward for, or otherwise;

Section 17(b): corruptly gives or agrees to give or offers any gratification to any agent as an inducement or a reward for doing or forbearing to do, or for having done or forborne to do any act in relation to his principal’s affairs or business, or for showing or forbearing to show favour or disfavour to any person in relation to his principal’s affairs or business

A person commits an offence if he gives to an agent, or being an agent he uses with intent to deceive his principal, any receipt, account or other document in respect of which the principal is interested, and which he has reason to believe contains any statement which is false or erroneous or defective in any material particular, and is intended to mislead the principal.

Corporate Liability

In addition to the above, Section 17A of the MACC Act is a provision that stipulates a corporate liability principle where a commercial organisation can be considered guilty if any of its employees and/or associates commit corruption for the benefit of the organisation. The commercial organisation is also considered guilty in the event whether, the upper management or its representatives know about the corruption acts committed by its employees or associates. If a commercial organisation is found guilty under Section 17A, the penalty under Section 17A (2) is a fine of not less than 10 times the value of the bribe or RM 1 million, whichever is higher, or imprisonment for up to 20 years, or both. However, the commercial organisations can defend themselves if they can show that the organisation has implemented ‘Adequate Procedure’ in its operation.

It is recommended that you take the time to familiarize yourself with the PTP AntiBribery & Anti-Corruption Policy & Framework, to understand PTP’s zero tolerance stance against corruption.

Any officer of a public body who uses his or her office or position for any gratification, whether for himself, his relative or associate, commits an offence.

Under the Act, punishment for corruptionrelated offences are imprisonment for a term not exceeding 20 years, and a fine of not less than five times the sum of the gratification where such gratification is capable of being valued or is of a pecuniary nature, or MYR 10,000, whichever is higher

Please do reach out to IGCUnit@ptp com my should you require any further support, clarification on guidance on Anti-Bribery & Anti-Corruption related matters.

3. Intending to Deceive of False Claims [Section 18]

4. Offence of Using Office or Position for Gratification [Section 23]

C O R P O R A T E C O R P O R A T E

SOCIAL RESPONSIBILITY SOCIAL RESPONSIBILITY

Over the years, PTP has consistently support the community within Gelang Patah. For 2022, ESG has been introduced as a new direction for the company. With this new direction, the company's CSR conceptual will also reflect this change. ESG is the action and measurable outcome while CSR is the idea and context of sustainability agenda and corporate responsibility culture

As elaborated in the ESG article earlier, a company with a strong proposition of ESG can create a better value and be more future ready In supporting the company’s ESG journey, CSR will be focusing on 2 pillars which incorporates the environment and social elements of ESG.

As for this year, we have done several CSR programmes under the social elements Among the programmes we have done were Back To School & Covid 19 Disinfection, Bubur Lambuk Distribution, Tjiarah Ramadan and Hari Raya Aid Distribution.

In line with the ESG approach, we encourage voluntary involvement from PTP staff in every programme we executed

BACK TO SCHOOL & BACK TO SCHOOL & COVID 19 DISINFECTION COVID 19 DISINFECTION

BUBUR LAMBUK BUBUR LAMBUK DISTRIBUTION DISTRIBUTION

TTIJARAH IJARAH RRAMADAN AMADAN

HARI RAYA AID HARI RAYA AID DISTRIBUTION DISTRIBUTION

TN HJ DZULFARIQH ABDUL MANAP TN HJ DZULFARIQH ABDUL MANAP TN HJ DZULFARIQH ABDUL MANAP

VICE PRESIDENT, ASSOCIATION OF MALAYSIAN HAULIERS (AMH)

VICE PRESIDENT, ASSOCIATION OF MALAYSIAN HAULIERS (AMH)

After a few years of working, I decided to get married and soon requested for a transfer from Port Klang office to Johor Bahru

Upon relocation, I started to gain more knowledge, skills, experience and network within the industry It was an exciting period too as I was given more roles and responsibilities to manage shipment duties from A-Z

As time passed by, when an opportunity rise up, my partner and I decided to open up our own transport and forwarding company, Central Hub Sdn Bhd. We started off with a barter-trade business, forwarding and transportation before venturing into more services. Business went well but unfortunately our partnership did not survived as planned. Soon afterward, we decided to split off.

Then, in 1997, with my family support, I opened Chain Hub Sdn Bhd. In the early days, the business focused on the reefer and specialized cargo services i.e. import and export of perishable good with 80% of my business depending on it.

Can you briefly share your personal and work background?

My name is Dzulfariqh Abdul Manap and I was born and raised in Selangor. After completed my elementary and secondary education, I pursued my bachelor studies at UITM Shah Alam and the Chartered Institute of Marketing (UK).

After graduated, I started my career as a management trainee with Malaysia Shipping Agency (MSA), Port Klang.

The working environment those days was very harsh It was a norm to work 7 days a week with no overtime pay and additional benefits There was no such thing as work life balance but I took it to my chin and soldiered on just to make a living and gain experience Looking back, the brutal working environment and never give up attitude that had shaped the person I am today as well as paved the career that I have now in the shipping industry

As I had no staff nor transport, I did all the work myself while outsourcing the haulage. Slowly, I grew and built up my business despite the recession. It was a tough and rocky years, but I am grateful to have reached where I am today. It was also during that time that I joined Association of Malaysian Haulage (AMH) as a committee member. Few years after being active in the association, I am now the Vice President of AMH.

As an AMH member, we strive do good for the industry by keeping communication constantly open. Shipping industry is all about the supply chain. That’s what I have been stressing all year about the importance of communication and cooperation among all stakeholders.

What was the most challenging obstacle you have experienced throughout your working experience?

I have been through recession twice since joining the industry and each one of them had a significant impact of my business. The toughest year was in 2007 when the company was still in its infancy stage.

The recession affected everyone badly and weakened the economy. Customer’s payments were becoming slower and more difficult to receive on time. This showed how bad things were that time, with difficulties in getting the cash in and the instability of my financial situation. To maintain the cashflow, I had to sell few of my personal vehicles.

It took nearly two years for me to recover and stabilize back the business. The struggles of that year taught me to be more prepared and resilient to changes to sustain the business, at the same time supporting my family.

What are the Leadership Principles that you have discovered and executed that have contributed to your success?

I firmly believe that leadership begins from our own self. Leadership is about leading by example.

A leader must set good example, show commitment and be persistent. Those are the important quality of a leader.

There is no such thing as a perfect leader. As a normal human being, It is understandable for a leader to feel angry, to doubt self or even feel like giving up.

What makes a good leader is when he or she is able to rise up to the occasion, face the challenge and fight for the team. A good leader remains professional even on a bad day. Never take things personally, and always keep your professional and personal relationship apart.

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

Nothing comes easy. Good things will take some time to realise it. This is what I have held onto throughout my life and career journey as a businessman. Be passionate and confident with what you are doing

Most of the youths today never take things seriously Not many are aware of their true value and potential

My advice is most importantly for them to find their passion and values Be confident in life and explore their potential to succeed in life

What is your view on the working relationship between Association of Malaysian Hauliers and PTP?

Partnering with PTP has been an amazing journey What I like the most working with PTP are its high level of efficiency and effectiveness

PTP also treats AMH with respect as its business partner The relationship that AMH and PTP have is special and both organizations have grown so much together over the years

My wish is that both AMH and PTP continue our healthy relationship for many years to come and together grow our business

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