Pelepas Insight 2021 1st Issuance

INTERNAL NEWSLETTER VOLUME 01/2021

PELEPAS INSIGHT

CONTENTS 2

5

From The Desk of CEO

Transformation Feature PTP's Transformation Excellence

In

Pursuit

of

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Transformation - Safety Building Best In Class Safety Culture - Safety Maturity Scorecard (SMS)

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Transformation - Digitalization IT Digitalization Effort in 2021

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Project Integration The IPSUM Magna Programme - Optimising PTP's Terminal Footprint

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Commercial 81 Acres of New Free Zone Land

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Human Capital Development Centre of Excellence: Advanced Technical Competency Development Program

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Corporate

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Government Liaison Latest Amendments to Key Legislations Affecting Trade and Customs

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Legal & Compliance Foreign Trade Controls: What They Are and How They Work The fight Against Bribery and Corruption: Directors and Senior Management Roles

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Corporate Social Responsibility CSR We Are One Against Covid 19

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PTP Safety Hero - Q2 2021

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COVID-19 Vaccination Programme

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Up Close & Personal With James Wroe, Head of Liner Operations, Asia Pacific A.P. Moller - MAERSK

Dear Colleagues, The first half of 2021 remains as exciting but challenging period for PTP and the industry in general. As COVID 19 Vaccination Program kicked off globally, port industry continues to show encouraging economic performance and has subsequently impacted us positively.

In April 2021, we had also successfully kickstarted our COVID-19 Vaccination Program. This exercise is conducted under the National Covid-19 Immunization Program, as part of the nation’s drive to vaccinate the economic front liners of Essential Services under the Ministry of Transport (MOT). I am therefore urging all PTP staff to jump on the wagon and get yourself vaccinated once your name is selected.

On the business front, PTP remains proactive in setting our course towards business sustainability by continuously investing on our current assets and future technology as well as to strengthen our working culture with the introduction of PTP Transformation Programme. Our LEAN journey will further be embedded into our culture with the incorporation of kaizens into annual objectives. We will also officially roll out the transformation program by integrating all required elements including our New Vision & Mission, New Core Values, PTP Way of Working, Safety and Digital Transformation. Our digitalisation journey will also continue with the integration of ERP application system and the full roll-out of our existing Asset Digitisation Program.

As a leading port operator, we take pride in our ability to anticipate and understand the needs of our customers and to adapt to the changes of the industries that we operate in, in order for us to stay ahead. It is with the same proactiveness that we have decided to revamp and present our very own Pelepas Insight magazine to be more informative and interesting for our readers. This move not only aims to improve the aesthetics of the E magazine but most importantly for the Company to share as much information as possible with regards to business strategy and insight of the industry respectively.

Another major reason behind this revamp process is also due to the on-going pandemic. Previously, our preference of communication was always to be in the form of face to face such as the town hall and coffee break sessions. However, the new norm is different, and we are required to focus on virtual engagements as well as to optimize all necessary communication platforms available in an effort to share important message to all employees. Pelepas Insight is therefore one of the best platforms to achieve such.

I therefore encourage you to take your time to read and enjoy the content of our newly revamped e-magazine. If you have better or fresher ideas that can improve further our Pelepas Insight, please don’t stop yourself from sharing your feedback with the editorial team.

Thank You & Enjoy your reading.

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PINK PRIME MOVER Port of Tanjung Pelepas (PTP) is the first port in Malaysia to successfully unveil new heel of Pink Prime Movers as a symbol of PTP's effort to champion female recruitment initiatives. PTP continuously nurtures its female workforce towards achieving excellence and contributing to the growth and sustainability of the company.

The unveiling of the pink prime movers was done in conjunction with International Women's Day this year, with the presence of YB Datuk Seri Rina Mohd Harun, Minister of Women, Family and Community Development.

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INTERNATIONAL INTERNATIONAL WOMEN'S WOMEN'S DAY DAY 22 00 22 11

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TRANSFORMATION | FEATURE

A journey that aims to secure PTP’s business sustainability by ensuring our competitiveness in the current volatile business environment.

In turn, this will provide job security for the people working in PTP, providing healthy social and economic activities to the community surrounding the terminal, and subsequently impacting the nation's growth.

This transformation journey consists of 5 different components, where we will empower PTP’s assets competitiveness, effectiveness and efficiency. .

Setting a new Vision and Mission, in our pursuit to stay competitive.

Introducing new Core Values to structure the way we interact with one another and forming a common language and bond which provides a platform for us to reach our goals.

Reinforcing PTP’s Way of Working (WoW) which consists of the Operating System (OS), which provides a structure for improving our daily work, and the Lean Academy, which provides training in essential skills to improve individual skills and by extension PTP performance.

Establishing a new Digital Maturity scoring framework that would gauge how adept PTP is at utilizing new cutting edge digital technology to improve operations.

Finally, emphasizing the need for Safety all across PTP and utilizing the Safety maturity Score (SMS) to gauge the level of safety maturity across the terminal.

There will be more updates coming as the year unfolds. Look forward to it!

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TRANSFORMATION | SAFETY FEATURE

Safety Maturity Scorecard (SMS) program was developed based on PTP’s 5 Year Safety Transformation Plan.

Officially rolled out in April 2020 and May 2020 to high-risk divisions (OPS, EFD & PID) and low risk divisions (CORP, HSSE, HCM, IT & COM) respectively, this program aims for sustainable and measurable implementation of safety maturity elements within PTP organization.

4 MAIN ELEMENTS OF SMS People & Skills The elements involved in developing Safety Maturity Scorecard criteria

One way of improving One way of managing One set of processes

Maturity elements or buckets of Safety Maturity Scorecard

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TRANSFORMATION | SAFETY FEATURE

In order to ensure sustainable and measurable implementation of safety maturity elements within the organization, SMS adopts the PTP Way of Working OS environment, platform and tools.

For example, safety elements are streamlined in WoW as such DSU was started with safety moment, safety performance data is discussed in Weekly meeting, sharing similar concept and a lot more.

SMS Achievement of all PTP Divisions for Year 2020

The year 2020 had marked success by meeting the safety maturity target of 2.50 terminal wide.

2021 will be a great journey for us in sustaining all achievements and reaching the next milestones such as in proactive learning teams, coaching & counseling at all levels, safety Kaizen based on strategic risk profiling and making safety personal.

SMS Result as of May 2021

5-Year Safety Transformation Journey core elements and its objectives

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TRANSFORMATION | DIGITALIZATION FEATURE PTP has been on a digital journey since 2019 and this journey will continue in 2021 with roll-out of several key programs and projects which include Asset Digitization (AD), Enterprise Resource Planning (ERP), Data Lake and Analytics and Internet of Things.

Other systems planned in 2021 include Marine Resource Management, Labour Management and Online Visitor Management.

There will be further enhancements and upgrade to Terminal Operating System, SmartApps, Access Control System (ACS) and Closed-Circuit Television (CCTV) Surveillance System and a continuous focus on Cybersecurity and Disaster Recovery.

ASSET DIGITALIZATION (AD) To maximize PTP’s Operations efficiency, increase productivity and improve safety for an organization's vehicles and drivers.

This will be achieved using a combination of vehicle tracking, reporting on fuel consumption, monitoring of driver behaviour and management of vehicle maintenance.

INTERNET OF THINGS (IOT) Will be applied to PTP’s existing container terminal and enable collection of sensor data, machine communications and automation systems.

These IoT data will then feed into our digitalisation efforts which include Asset Digitalisation, SCADA Control System, Autonomous Prime Movers, Operational CCTV Digitalisation and Data Lake and Data Analytics platform.

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TRANSFORMATION | DIGITALIZATION FEATURE ENTERPRISE RESOURCE PLANNING (ERP) ERP tools will incorporate common processes and data models, covering broad and deep operational end-to-end processes.

This includes modules in Human Capital Management, Finance, Supply Chain and Engineering and Facilities divisions.

The project went live in March 2021 and is targeted to be fully completed by year end.

TRADE LENS PLATFORM A Blockchain that is able to provide PTP with the secure and collaborative digital tool enabling PTP to view millions of shipment events and documents, helping to simplify the process.

It is powered by IBM Cloud and IBM Blockchain.

DATA LAKE & ANALYTICS Data lake helps to break down data silos, centralizing and consolidating all PTP’s batch and streaming data assets into a complete and authoritative data store for analytics that is always up to date.

The integration with data lake will Centralize, consolidate and catalogue PTP’s Data from numerous system i.e. Operations Terminal Operations System - N4, Marine Resource Management System, Asset Digitalization, ERP and SCADA.

AMONG THE OTHER PROJECTS PLANNED

MARINE RESOURCE MANAGEMENT SYSTEM

LABOUR MANAGEMENT SYSTEM

ONLINE VISITOR MANAGEMENT SYSTEM

To manage marine manpower resources, marine equipment, marine facility and marine billing processing.

To effectively manage Operation manpower resources to meet dynamic operation business demand planning.

Enable visitors to register their visit to PTP online and will help PTP to manage the flow of visitors as well as provide data to analyse.

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TRANSFORMATION | DIGITALIZATION FEATURE

TERMINAL OPERATING SYSTEM In 2021, PTP will also upgrade its Terminal Operating System to version 3.8 which will come with enhanced functionality and additional tools like RTG optimisation.

PTP will also upgrade Billing Engine and replace legacy Billing Engine system.

NAVIS SMARTAPPS A continued focus will also be on adding Navis SmartApps which will help to improve operation planning and visibility to gain greater insight to the larger supply chain -both with Quay (Wharf) and Yard operations.

ACCESS CONTROL SYSTEM (ACS) AND CLOSED-CIRCUIT TELEVISION (CCTV) SURVEILLANCE SYSTEM Contributes towards delivering PTP to a safer and securer port environment by having a better understanding of all activities in the port and providing a rapid response capability when safety and challenges emerge.

The integration between ACS ad CCTV has become more powerful and more promising with support of intelligent software video analytics.

CYBER SECURITY

As we increase our digital footprint, we also have to improve our cybersecurity footprint to ensure we have world class process of protecting and recovering our systems, networks, devices, and programs from any type of cyber-attack.

PTP will continue to educate all levels of the organization about the risks of social engineering and common social engineering scams like phishing emails and typo squatting.

PTP also continues to invest in penetration test including tools that limit information loss, monitor third-party risk and continuously scan for data exposure and leak credentials. Focus in 2021 is to also enhance our Disaster Recovery (DR) site to world class ISO certified DR.

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PROJECT INTEGRATION FEATURE

PROJECT INTEGRATION

At the end of 2019, PTP investigated what it would take to expand the terminal further to the South, extending the berths and yard from berth 14 onwards.

Due to the time it would take to design and construct (more than 5 years from start to finish), and the extensive investment required (multiple billions of Ringgit) for reclamation, infrastructure works and equipment procurement, PTP’s Management initiated a programme which would look at optimising its existing terminal footprint (berths 114, its yard, workshops and all its equipment) and thereby postponing the investment for a terminal expansion.

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PROJECT INTEGRATION FEATURE

This multi-year technical optimisation programme was coined with the Latin name ‘Ipsum Magna’ which means large optimisation and has the main objective to optimise phase 1 & 2 of the terminal and maximise its existing footprint capacity, through multiple initiatives and projects.

Initiatives will be triggered by operational, maintenance or commercial needs and will start with investigations and studies which, based on the outcome, can result in new projects with clear objectives and deliverables.

EQUIPMENT INSPECTION AND MODERNISATION

Ipsum Magna is directly related to the long-term forecast of PTP’s financial investments and allows PTP’s Management and Board to strategically manage new projects, replacements and/or upgrades and ensure expenditures are aligned with actual needs and provide tangible benefits to PTP.

DOWNSTREAM SUPPORT IMPROVEMENT

Inspection of 5 x ZPMC-A QC’s (backstay) to ensure the QC’s are structurally in a good condition and fit for operations.

Assessment of the Terminal’s Electrical network to identify current conditions and plan for future upgrades or replacements.

Warranty dealings for 7 x IMPSA-A gearboxes, to resolve performance issues that has limited the crane’s capability to conduct full twin-lift operations.

Replacement of the 22kV cable at Phase 1 terminal area, to resolve power supply consistency issues to the quay cranes.

Modernization of 7 x QC’s: replacing the Noell &ZPMC-A quay cranes.

Maintenance of the 132kV substation switchgear, to sustain power supply reliability throughout PTP.

Modernisation of 11 x ERTG’s, replacing Noell RTG’s to improve performance and capacity at Berth 1-6.

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PROJECT INTEGRATION FEATURE

AUTOMATION ROADMAP Embracing the Industrial Internet of Things (IoT) which will drive a pro-active way of working, covering intelligent 24/7 data assessment, monitoring of assets and automation of systems and processes.

This sub-programme covers all of PTP’s automation and data related initiatives such as, Asset Digitisation, upgrading the SCADA system, ‘Pathfinder’- which is a pilot to have an autonomous driving prime mover in PTP, and the application of Artificial Intelligence and Data Lake - which are new technologies to gather and consolidate data and enable machine learning and data analytics.

MAKE OUR YARD GREAT AGAIN (MOYGA) OPTIMISATION OF THE CONTAINER YARD UTILISATION, WHICH INCLUDES;

Applying the 5S-principle on our yard and realigning usage (training space, vendors, and repair areas).

Expansion of E-RTG blocks, so more blocks are accessible for the ERTG’s.

Expansion of empty container blocks, optimising yard capacity for laden and empty containers, based on structural growth.

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PROJECT INTEGRATION FEATURE

GOVERNANCE Ipsum Magna is not limited to the current initiatives, new initiatives will be added along in the years to come, supporting the objective to optimise our footprint.

Monitoring of Ipsum Magna is done by a Steering Committee, led by the CEO which meets fortnightly and the programme is updated to PTP’s EXCO and Board of Directors during the quarterly and biannual meetings. On a daily basis, the Project Integration Division leads the coordination of the entire programme, while the various initiatives are led and managed by project teams across multiple Divisions in PTP. With a multi-year, multi divisional programme such as Ipsum Magna, everyone in PTP will get involved one way or another. Therefore, understanding, support and active participation will be required and encouraged to achieve the objective of the programme and PTP’s vision and mission.

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COMMERCIAL FEATURE

Phase 2C which is an extension of Phase 2 with 100 acres is currently being developed with basic infrastructure for leasing in Q4 2022. Prospective investors can lease land parcels for 30 years at competitive rates to build warehouses for short and long term rentals or factories for light and environmentally friendly manufacturing activities.

PTP Free Zone comprises of 5 phases with approximately 1,600 acres of land area. The current operational phases 1 and 2 which consist of 40% of total area are more than 90% leased.

After 20 years of operations, PTP Free Zone has become an important global and regional hub to more than 40 companies which employ 11,000 people and contributed RM2.8bil investments to the country.

These companies carry out consolidation and distribution activities involving auto-parts, FMCGs, consumer electronics, commodities, furniture, apparels, sports good, toys, home appliances, e-commerce, cold storage, medical devices and manufacturing of food, electronics and contact lenses.

81 ACRES OF NEW FREE ZONE LAND TG.ADANG (PHASE 2C)

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HUMAN CAPITAL FEATURE

CENTRE OF EXCELLENCE Advanced Technical Competency Development Program

Driven by the aim to achieve advanced skills competency and standardization of technical knowledge for the Engineers and Technicians.

A great length of efforts has been invested to develop a centre for knowledge enhancement and skills development progressively.

OBJECTIVES COMPETENCY

LEARN

To increase the competency and heightened level of understanding on fundamentals of common engineering subjects.

To accelerate new Engineers and technicians learning curve.

TRAIN

AWARENESS

To train on analytical tools application and usage techniques.

Transfiguration of participants mindset, work culture and behavior towards organization's direction and the awareness to equipment ownership.

KNOWLEDGE To equip the participants with in-depth knowledge of the subject matter and in return for them to be able to transfer such knowledge to the staff.

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CORPORATE | GOVERNMENT LIAISON FEATURE

On 1 January 2020, an approximate total of 23 legislative instruments (primarily consisting of amending legislations) affecting various aspects of trade and customs entered into force.

An overview of the key changes is set out below:

CUSTOMS ACT The Customs (Amendment) Act 2019 represents the most significant round of changes to the Customs Act to date under the new Malaysian Government.

The amendments collectively magnify the powers of Customs to enforce the law, collect underpaid duties and penalize non-compliant entities. The amendments are expected to impact multinational enterprises with significant import/export operations in Malaysia.

SALES TAX ACT Key changes include the introduction of a new category of offence for the evasion of sales tax payable on imported goods and the imposition of imprisonment in default of payment of fine.

Amendments to primary legislations - Amendments spanning across approximately 172 pages in aggregate were affected to four primary legislations. This includes the Customs Act 1967 ("Customs Act"), the Free Zones Act 1990 ("Free Zones Act"), the Excise Act 1976 ("Excise Act") and the Sales Tax Act 2018 ("Sales Tax Act").

FREE ZONES ACT Key highlights include the introduction of recordkeeping requirements for a period of 7 years vis-à-vis documents and records pertaining to the activity of importation, exportation or manufacturing of goods within a free zone and enhanced penalties for certain offences.

EXCISE ACT Key amendments include the extension of the timeline to demand underpaid duties by Customs from 3 years to 6 years, changes to the compounding of offences provision, the extension of recordkeeping requirement from 6 years to 7 years, the introduction of various new categories of offences and enhanced penalties for certain offences.

OFFSETTING Under the newly amended Customs Act, Excise Act and Sales Tax Act, Customs now has the power to offset any amount of drawback or refund due to a person against any unpaid amount of customs duty, excise duty, sales tax, service tax, GST or any other money payable by such person.

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CORPORATE | LEGAL & COMPLIANCE FEATURE

Trade controls are policies that restrict free trade in the form of sanctions for various reasons, including national security and foreign policy. Trade control can be unilateral, imposed by only one country on another, or multilateral, imposed by one or more countries on several different countries. Trade controls mainly comprise economic sanctions and export controls.

In Malaysia, export controls are governed by the Strategic Trade Act 2010 (“Act”). Under the Act, the exporting entity’s responsibility is to ensure that all required approvals are in place and that the necessary licenses are obtained.

Even though Malaysia does not maintain an autonomous sanction regime, Malaysia enforces sanctions implemented by the UNSC as a United Nations member state.

As an organization operating in Malaysia, PTP observes good business conduct and is committed to adhering to the relevant economic sanctions and export control regulations.

The business’s nature means that many of PTP’s transactions and operations may be subject to the Foreign Trade Control (FTC) regulations.

With that in mind, PTP has established the Foreign Trade Control Guidelines to put forth PTP’s position in adhering to the applicable economic sanctions and export control regulations consistent with local and international standards.

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CORPORATE | LEGAL & COMPLIANCE FEATURE

The control environment is the set of standards, processes, and structures that provide the basis for carrying out internal control across the organization.

It provides the setting in which the anti-bribery and anti-corruption program operates. Without such an environment, the anti-bribery and anticorruption program will operate in isolation without an appropriate organizational framework and suitable systems.

COMMITMENT BY THE BOARD & SENIOR MANAGEMENT: Commitment by the Board and senior management to a policy of prohibition of bribery and corruption is the bedrock for countering bribery.

Directors and Senior Management Roles

The Board and senior management should Make public commitment to prohibiting bribery and corruption in the company's operations and business.

Commit to supporting the anti-bribery and anticorruption program's implementation. inform themselves of the risks and appropriate policies and procedures required.

Corporate value statements and accompanying guidance should also support the company's stance and be publicly available to allow comprehensive communication of its commitment.

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CORPORATE | LEGAL & COMPLIANCE FEATURE

ALIGNMENT AND OVERSIGHT The Board and senior management must provide ethical stewardship of the company.

Defining Corporate Values, setting the Board's expectations, and ensuring that the values are carried throughout the company's activities with the tone from the top, management leadership, clear assignment of responsibilities, and adequate resources.

Oversight can be carried out directly by the Board, but it is often through a board committee such as risk or audit.

COMPLIANCE WITH LAWS Compliance with all applicable laws and regulations, including relevant anti-corruption laws, is a legal obligation. A formal commitment to compliance with laws signals that the company is absolute about being law-abiding and carries throughout its operations.

Noncompliance with laws places a company at risk of reputational, administrative, civil, and criminal consequences, including internal costs, investigations, prosecutions, fines, loss of contracts, and possible debarment from public contracts.

The commitment also serves to focus the company's attention on the complex task of identifying and staying up to date with relevant laws.

ORGANIZATIONAL The organizational structure of a company will be the product of diverse factors; its business strategy, history, culture, management style, locations, and markets.

The aim must be for the anti-bribery and anti-corruption program to be implemented systematically regardless of the size or structure of the company.

Good governance requires that top management are accountable to the Board, and there should be direct access to the Board by the chief compliance officer or equivalent manager.

There should also be a clear allocation of accountabilities and responsibilities, so employees know their role, what is expected of them, and are assessed.

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CORPORATE | CSR FEATURE

CSR

As a Port, we aim to be the most advanced container terminal in Southeast Asia with value added features such as an integrated logistics hub and free zone. PTP’s corporate citizenship is reflected in both our brand and our values – addressing some societies problems with a combination of sound business acumen and cutting-edge technology leading to better funding for our community.

Good corporate citizenship means good social responsibility – while PTP’s main focus of business is to improve profitability.

BUBUR LAMBUK DISTRIBUTION PTP has once again held its annual Bubur Lambuk distribution in conjunction with the Ramadan month. This project was the result of collaboration between Surau At Taqwa PTP, Kelab Usahawanita Bidadari Johor and Ihsan Johor. The recipients of the special savoury porridge comprised of 7 Gelang Patah Mosques, Orphanage Home, Old Folks Home, Homeless and Front liners.

PTP together with Lembaga Pelabuhan Johor (LPJ) continue bringing joy to the Gelang Patah community by organizing the annual Tijarah Ramadan Program. Essential goods and food vouchers were given to those who are affected by the ongoing COVID-19 pandemic during the month of Ramadhan.

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CORPORATE | CSR FEATURE

WE ARE ONE AGAINST COVID 19

AGAINST COVID 19

As the COVID-19 pandemic continues to affect people's live's, PTP remains committed in giving back to the community. PTP have been actively making contribution to frontliners since the outbreak of the pandemic and shall continue to assist the Ministry of Health Malaysia (MOH) in the fight against the COVID-19 pandemic.

Collaboration with Johor Port Authority on Contribution of Medical Essentials for The Bukit Indah OSAC Center.

Collaboration with Johor Port Authority on COVID Aid Donation for Rumah Seri Kenangan, JB.

Collaboration with Ihsan Johor on Contribution of Food for Hospital Permai, Hospital Sultanah Aminah & Hospital Sultan Ismail.

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THANK YOU VOLUNTEERS! VOLUNTEERS!

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PTP SAFETY HERO Q2-2021

On 8th April 2021, PTP's staff was having his lunch at his desk. While eating, he felt uneasy at his throat and drank some water.

Sanjay Kansara Automation Specialist He started coughing. He tried coughing around a minute to spit out the food and was gasping for air.

Sanjay & Gaurang who were sitting nearby, saw that the staff was having signs of choking and immediately applied the Heimlich Maneurve on him.

After several attempts, the food was dislodged and the ERT arrived to further assess the staff.

Gaurang H Patel Automation Specialist

Their quick response helped to prevent the staff from asphyxiation or any further injuries.

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As ports are part of the critical economic sector and will operate as usual during the pandemic, PTP frontliners have been prioritized to receive the COVID-19 vaccination to ensure their safety.

PTP Covid 19 Vaccination Programme which started on 20 April 2021 was conducted under the National COVID-19 Immunisation Programme in collaboration with Ministry of Health, Ministry of Transport and Ministry of Science, Technology and Innovation.

The Receiver Employees and port users.

Target

Current

To vaccinate 2000 employees and port users with the aim of getting 70% of the population vaccinated.

Total 1st dose vaccinated : 2145 employees and port users.

Total completed 2nd dose: 2089 employees and port users as of 2 July 2021.

Dewan Taman Universiti Skudai, Dewan Ria

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UP CLOSE & PERSONAL WITH...

JAMES WROE HEAD OF LINER OPERATIONS, ASIA PACIFIC, A.P. MOLLER - MAERSK

Can you share with us on your personal and working background? You have been with Maersk for almost 15 years, perhaps you may elaborate that further?

Yes, I have been with Maersk for almost 15 years now.

My career started in my home country England about 18 years ago with P&O Nedlloyd. I was studying in logistics when I was approached by P&O Nedlloyd to join as a trainee Operations Manager.

In 2006, when Maersk bought P&O Nedlloyd, I moved on and joined APM Terminals in the Netherlands for 2 years. It was my first time living outside of England and it helped me grow immensely as a person to be in a new environment, away from family, friends and what I was used to.

After leaving Netherlands, I transferred to Malaysia, where my amazing experience with PTP started and I was exposed to managing port and vessel operations.

This is when I started my close working relationship with people like Prakash, Ronald, Norzita and the rest of the fantastic and talented people of PTP. After 2 years, in 2010, I was called back to Copenhagen to be part of Maersk Line. During my time in Copenhagen, my roles included managing, improving and aligning processes, standards and way of working for Maersk’s operations. I also spent around 3 to 4 years working on Maersk’s transformation project which had brought me back to Johor working on partnership program with PTP to develop our joint planning approach in the Hub Operations Centre idea.

I also spent four years in Rotterdam before moving to Singapore in 2018 to head Maersk’s Operations for the Asia Pacific region.

How about your memorable experience during your time in PTP?

PTP is very close to my heart. I have been involved in the transhipment sector for most of my career and many of my memorable experience have always come back to Gelang Patah.

The people around me were passionate and hardworking. The opportunities to improve were always accessible and I was always given the freedom to explore and take new responsibilities.

One of the things that I have learned in PTP is that creating and improving a good commercial or operational relationship with suppliers or customer, rather than fighting, will almost definitely bring better results to both parties.

When I first arrived in PTP, the relationship between PTP and Maersk was not the its best and both Maersk and PTP had a role to play.

One of my priorities at that time was certainly to close this gap and try to improve the relationship for long term benefit. Yes, the aim was still about managing cost and productivity but also about building networks and being able to make things work collaboratively for the long term. It makes a lot of sense to work closely with your customers and I am proud that this approach still holds today between PTP and Maersk.

In a nutshell, my career in the logistics industry has always revolved around the port and vessel operation.

I find that my journey in the industry has always been filled with fun and interesting moments. Working in the core business of the company is full of challenges but operations is a place that creates massive differences to our customers, our own business and all our employees.

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There are a lot of people I remember from those years that were welcoming to me and for that I am extremely grateful. As a foreigner living on my own in Johor Bahru, I had friends coming and taking me out to dinner and enjoy the surrounding areas.

These small things had helped me adjust to my new life in Malaysia. I love the working environment in Gelang Patah and Johor Bahru. I learned a great deal about myself and working in different culture is something I found highly rewarding.

Can you share about your leadership principles?

The starting point for any business is to ensure we deliver our results. I am not someone though that only focuses on results. I am a huge believer that the people inside the business are more important. I need to be constantly aware of what we need to achieve in the company, and I believe if people are provided with a good environment, if we provide opportunities to grow and to be developed, then they will achieve those results and more for the business.

A company has its own needs, as does everyone employed in the company. My job as a leader is to help our team achieve more than they believe is possible. I probe to understand the needs & goals of my team members and then work to align that with the objectives of the business.

Ultimately, as people grow and are successful, they will search for new challenges and many will leave for even better job opportunities. That is what I am most proud of because as a leader, it is our responsibility to help our people grow and wish the best for them when they move on.

Can you give some advice for PTP Staff if they aim to go for a more prominent position in the company?

To me there is a lot of value in staying positive.

Wherever I work or live, I try to enjoy the moment and make the very best of the situation. I believe that any kind of challenges can be solved and that comes from having this positive outlook.

Secondly, stay humble, constantly learning new knowledge and skills and understanding your surroundings. Despite wherever you are in the organization, you never know the circumstances of the people that you are working with and you need to take the time to understand how you impact them and they impact you as well as what is going on in their life.

Taking an interest on people and what is happening in their life outside of the office as a person will make a massive different. This concept of people is fundamental to me. I love my job as a leader because I get to work with different people all the time. I really enjoy having that interaction and learning a lot about them. People are the root to achieving many things in life & business, so they deserve our special attention.

How do you see PTP growing?

PTP is in great a position to achieve business sustainability. As PTP’s biggest customer, we are very happy with the working relationship, with the quality, the product provided and the way you try to understand our network of business.

Maersk cannot be successful without PTP. PTP has been an excellent partner in helping our business grow and continuously perform. Even in the pandemic period where other terminals are facing difficulties, PTP has done remarkably well and better than most.

Fundamentally, PTP is in the right market as you have the advantages, potential of free zone facilities, integrated logistics solution, more customers moving to do consolidation in the free zone so there is much to look forward to for PTP.

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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

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