Pelepas Insight 2022 3rd Issuance

EMBRACING EMBRACING EMBRACING

DIGITAL DIGITAL DIGITAL

TRANSFORMATION TRANSFORMATION TRANSFORMATION

From the Desk of CEO From the Desk of CEO

In 2022, the business environment largely centred around the unpredictable economic headwinds and logistics disruptions that have continually reshaping our industries and economies of today.

PTP is not immune to the impact of this global situation. As a result, for year 2022, PTP total throughput volume is registered at 10 5 million TEUs, representing a decrease of 6% against 2021 at 11 2 million Nonetheless, despite the decline in volume, PTP remains to be the largest Terminal in Malaysia.

2022 BUSINESS REVIEW

As we remain robust in navigating through these challenges, we refused to stay stationary In 2022, PTP spent close to RM800 million investment to further optimize our current terminal footprint via the upgrading of our equipment fleet and utilizing yard capacity, optimization of system, as well as empowering digitization and automation effort.

Operationally, our GMPH has increased by 7% and 16% in mainliner and feeder respectively as compared to 2021 while the implementation of the latest RTG Optimizer, a module that revolutionized our RTG dispatching process yielded a 6% improvement in RTG productivity overall.

On the other hand, with the Ipsum Magna Port Optimization program, 12 new container rows were completed in July and are now fully utilized for empty container storage The Berth 0 has kicked off and currently in the design stage,

The 7 new quay cranes procured back in April 2021 and the 11 new RTGs, which were part of the contract, have also been delivered and gradually entered operation since November

Commercially, despite the decline in our total volume, the local hinterland market showed slight recovery with Free Zone warehouses marked at 99% occupancy.

4 Regional officially com warehouses additional 80 warehouse spa

Driven by our we optimize th in which Sma being equippe render a costtime sensors automate actio

The Data Lake initiated to e good quality d and improvin response time.

On the other hand, a radical transformation in Supply Chain has driven various success transformational projects such as e-vendor management and RPA-vending machine

Through Supply Chain Modernization programme, we are now able to provide better values which evidently had helped us to clinch the Best Procurement Team at CIPS Asia Excellence in Procurement Awards 2022.

In July 2022, we entered new chapter of transformation with the roll out of new Vision & Mission and Core Values

We also embarked on ESG journey looking into carbon inventory to measure our Green Houses Gases (GHG) emissions directly and indirectly with support of external party

We also have identified material sustainability issues that are important to us, and it will be translated into our comprehensive ESG framework and strategies.

Following up on our effort to empower diversity, more female talents are being recruited in operation and engineering site. The recent publication of special TV documentary by Majalah Tiga (M3) on PTP young and talented future leaders is a clear sign that we are well acknowledged for our progressive human capital approach

2023 JOURNEY

Moving forward, the ports and logistics industry will continue to face the dual challenge of skyrocketing costs and market downturn in response to more adverse conditions and monetary tightening aimed at fighting high inflation

PTP’s strategy in general remains on being resilient while balancing between volume opportunity and financial performance, leveraging on smart technology, improving productivity performance, and moving towards environment, social and governance (ESG) sustainability For 2023, our total throughput volume target is set at an ambitious 11.3 million TEUs.

To further drive us forward, 3 new Quay Cranes will be delivered by Q3 2023 to replace the units at the Phase 1 berths as part of the overall crane rearrangement plan

Commercially, we will continue to explore new business opportunities while continue to strengthen PTP as an enabler for local gateway cargo. The expansion of 80 acres Pelepas Free Zone Phase 2C - Tanjung Adang project will be ready by Q2 2023 to lease, with a period of 30 years

To further develop a foundation of awareness for our new culture, we will continue to embed and fortify our WoW and foundation of culture by empowering PIERS whilst ensuring that our Safety Roadmap is uplifted and vested.

Additionally, with our framework and strategies now in place, we will cultivate ESG culture and embed ESG into our daily business practices and decision making. We will start to disclose our ESG performances to our internal and external stakeholders through our inaugural sustainability report moving forward. As a leader in our industry, we will also be engaging with our stakeholders and partners to create a better ESG ecosystem

On digitalization, we will continue to implement Smart Technology, Big Data and other emerging digital technologies to enable our competitiveness by bringing the intelligence, collaboration, mobility, and interactivity of the terminal aligning with the business needs of our customers and stakeholders

CLOSING REMARKS

As we embark on this new year, let us work resolutely towards even more challenging targets with our continuously strong mindset to win!

Before I end my message, I would like to again thank and congratulate everyone for your efforts throughout the year.

I wish you and your family a healthy and prosperous year ahead. Terima Kasih.

MARCO NEELSEN

Technical Architecture

Oversees Technical Work Strategy and IT Architecture of PTP

Stay ahead of Technology and Industry Trends.

IT DIGITALIZATION IT DIGITALIZATION IT DIGITALIZATION 2022 2022 2022

As technology advances, customers’ needs and problems are going to change, and so will their expectations of how PTP services fulfil those needs and problems

PTP is investing in technology to meet these challenges as well as adopting new IT solutions that will help PTP to improve the efficiency and operations as well as find new ways to create sustainable value for the customer and shareholders

IT Smart Technology Management Board composed of Marco Neelsen, Chief Executive Officer, Joe Schofield, Chief Operations Officer and Nilesh Timbadia, Head of Information Technology Division focus to develop the right IT staffs to support smart technology, emerging technologies, and digital transformation.

Three departments were newly created in IT division that are Technical Architecture, Smart Technology and Technology Ecosystem Support and Maintenance

Smart Technology Technology Ecosystem Maintenance Support

Select and implement suitable work efficient technological solutions

Increased partnership between IT Business Partners and Divisions

Providing a vast amount of experience in maintaining IT Application and Infrastructure Support

Combat threats against networked systems and applications through Cybersecurity

SMART SMART SMART

TECHNOLOGY TECHNOLOGY TECHNOLOGY

Enabler to Essential Differentiator

Connecting business strategy and employing technology to address problems and needs of customers with products or services

Cyber Resilience - Compliance With Rules & Regulations

Stay current on software updates and patches, maintain records of all data processing activities, use encryption of data transfers, data protection and annual penetration (ethical hacker) test

Objectives Objectives Objectives

Provide Capability, Capacity and Skill to Keep Up with Competition

Adoption of new IT solution to help adapting required needs of customers

Long-term relationship with Customer and Supplier

Making it easy for customers and suppliers to reach and deal with any arising issues, questions, or complaints quickly

Improving Decision Making through Data

Allow PTP to collect and analyze vast amounts of data to make more informed decisions from top to down

EMBRACING DIGITAL TECHNOLOGY

IT is modernizing and building a strong foundation that can help PTP to discover better business models and identify new types of products and services to offer to the customers. Customers demand constant innovation, especially as technology continues to evolve to match their ever-changing needs and desires

Thus, the drivers that Influence the IT Strategy is to increase in providing real-time connectivity, process data in an efficient way, keeping secure from cyber-attacks and better manage infrastructure in a way that is environmentally friendly

Data Lake and Analytics - Through the implementation, we are able to make better decisioning time as data lake functions as a single source of truth platform that provides insight on PTP’s operation, productivity, finance and maintenance

Internet of Things (IoT) - Focuses on lowering operational costs through Energy optimization in which Smart technology office will be equipped with real-time sensors that can detect inefficiencies and automate action

To also improve utilization of RTGs and Prime Mover fleet through PM Job Step Project and reduce handling costs per container

Augmented Reality (AR) and Virtual Reality (VR) - Focuses on enhancing health, safety and environment training

The AR and VR assist HSSE trainers with scenarios that brings PTP trainees closer to real-world experiences without exposing them to real-world dangers.

Artificial Intelligence (AI), Machine Learning (ML) - Through Marine Resources Management System (MRMS) to optimize scheduling processes

Utilizing AI to instantly reallocate resources if vessel’s ETA changes, making the port resilient in the face of a volatile shipping landscape

Labour Management System (LMS) will assist and provide automated work allocation and assignment in the most productive way

Internal Developments using the rise and growing sophistication of low-code/no-code (LCNC) development alternatives that bring the power of application development to users across the business e.g. Operations Dashboard, e-Container Movement Request (e-CMR), Gemba, Dangerous Goods and Ideas Bank

In house ticketing system “PRISM” enriched with Chatbots and Face Recognition for authentication

Also focusing on continuous and emerging technologies such as Robotics, Continuous Cybersecurity, Cloud and 5G network.

Establishing University Collaboration

IT Smart Technology has decided to look no further to set a long-term collaboration investment, helping to build research quality at the local university with the hope of benefiting IT through:

Internship Program

University Knowledge Exchange

Research Collaboration

PTP Data Analytics Use Cases and Insight

Projects, CSR or Events Involvement

Technology Partnership

IT Smart Technology has benefited to be working with a well-known and extensive technology partner to help PTP to implement and optimize technical systems. These partners are tech companies that work together to build products like apps, integrations, and Application Programming Interface (API). Other additional benefits are:

Enable a living lab environment to open innovation networks where PTP users and customers are systematically involved in the development of new solutions in the Smart Lab

Provide a Proof of Concept (POC) to understand feasibility and limitation of a product

Stay updated with the latest technology, security, and sustainability

Networking and forums, lowering costs, reducing risk, gaining outside expertise, spinning up new projects quickly, and more

Changing the Work Environment –IT Smart Technology Office and Smart Lab

Wisma B - Level 1 has been identified as the physical location and the key deliverables of Smart Technology Office and Smart Lab.

IT Smart Technology has started transforming their offices into Smart Office and workplaces overall into smart workplaces by leveraging on technology and intelligent IoT solutions for numerous use cases as enablers to improve business process and to maximize in collaboration by using the space and resources that contributes toa better operational, energy efficiency, safety and security and potential environmental sustainability.

With the growth in data, emerging technologies and IoT, the Smart Lab brings insight from various data sources, setting the right business rules for analysis that can turn it into real insight and drive relevant actions and operations to achieve.Other technologies that get used as part of the use cases are Virtual Reality (VR) and Augmented Reality (AR) that provide a realistic Health and Safety scenariobased training, IoT Technologies with dashboard solutions such as light and room control digital floor map showing desk availability, air quality to evaluate the effectiveness of emissions control, to name a few and Media room as a reference point for media interview and video shooting.

Moving forward, office space needs to bridge between the physical and digital worlds to meet the unique needs of every team. The more digital services people have to make their lives in the buildings, the more effective they are, the more they enjoy their work and the more committed they are to the environment and to the organization.

Smart Lighting Smart Proximity Sensor Smart Dimmer Smart Thermostat

Air Quality Sensor Smart Agriculture Smart Bin Smart Pantry Dashboard

2023 Landscape

In 2023, IT Division will be focusing deeper into data lakes and analytics, using data from various systems in the port to improve visualisation and intelligence for customer experience improvement. The data lakes and analytics shall focus on Operations, Productivity, Engineering, Finance and IoT.

From the architecture and networking perspective, IT is considering evaluating and implementing 5G wireless network on the terminal, moving from the current 4G LTE.

IT shall also continue to remain focus on cybersecurity, predicting the future is grounded in realities that are already here. As the biggest cybersecurity weakness is people, through IT trials we can increase our cybersecurity training so people can spot phishing emails. IT has also implemented a second layer of phishing blocking software with Cisco tools, building on the current Microsoft 365 tools which is available.

PTP's

Framework

In 2022, PTP has embarked on its ESG journey with it's first target is to build an ESG framework that will be a benchmark for all ports in Malaysia to follow.

A long challenging journey, PTP is taking it step-by-step by inculcating ESG elements not only in daily-operations but also in other decision making process including but not limited to Berth Zero Project , and sourcing for new assets and services

PTP SAFETY DAY 2022

PTP Safety Day is an annual event in PTP to promote safety and health awareness at the workplace Activities such as safety workshops, workplace gembas and rewards and recognition were the focus to deliver PTP’s Safety Day for 2022.

Event Day

Theme

WE LEARN AND ADAPT

In ensuring the safety of staff working in the terminal, the new Rules to Live By and as well as the new uniform for our lasher were launched during the ceremony

Jointly launched by Osman bin Hj Isa, Deputy Director of DOSH Johor and Marco Neelsen, Chief Executive Officer PTP in opening ceremony held at 8A rest area

All PTP staff were invited to visit and participate in safety day exhibition booths from government agencies , which was held at 8A rest area and PUB

BAN OF PLASTIC BAG USAGE AT PTP RETAIL SHOPS & CAFES

Type of single - use plastic banned: Plastic bags, all sizes and colors

Most of plastic bags are not biodegradable. They could take hundreds of years to break down into ever smaller particles that will continue to pollute the soil and water.

HSE had initiated a program to reduce the use of single-use plastics, starting with the ban of plastic bags at retail shops and cafes in PTP.

Type of bag allowed :

Alternatively, we encourage everyone to bring our own reusable bag when purchasing any items or foods from retail shops and cafes. The retail shops and cafes also selling reusable bags at affordable price.

LET’S WORK TOGETHER TO STOP THE USE OF SINGLE-USE PLASTICS!

Banner is placed in public areas to bring awareness on usage of plastic bag

Bunting is placed in cafes to bring awareness on usage of plastic bag

Bunting is placed in shop areas to bring awareness on usage of plastic bag

USED CYCLE USED CYCLE

As textile waste decompose, it releases methane, a harmful greenhouse gas that is a significant contributor to global warming

Dyes and chemicals present in fabric and other components of clothing and shoes can leach into the soil, contaminating our rivers, waterways and possibly water used for our personal consumption

HSE initiated a program to recycle used fabric with Life Line Clothing Sdn Bhd as partner

The objective of this program is to spread awareness among PTP staff about the importance of recycling used clothes

On every Monday, HSE team will be stationed at Wisma B lobby to collect the used fabric

Since the start off this program on 15 Aug 2022, total of 418 kg of used fabric collected

OPERATIONS

DIGITALIZATION ACHIEVEMENTS

Operations have embarked on a digital transformation journey since 2020

To date, the following initiatives have been successfully implemented by Operations

Asset Digitalization

Improve monitoring process to reduce waste, idling & increase the utilization percentage during operation

Expert Decking

Ensures all discharge containers have a suitable yard location and equipment available at the yard location

RTG Optimizer

Provides solution that automates both job sequencing and dispatching to ease suboptimal decisions made by dispatcher or even the RTG Operators

Reefer App

Facilitate work of monitoring reefer containers in the yard and to ensure the service provided as per standard set

Navis Opsview

Provide live information related to terminals, equipment, vessels and also shift group performance

Navis Analytic & PTP Analytic

Providing historical data related to terminals, equipment, vessels and also shift group performance

Pinning App

Provide information to the Pinman whether pinning is required or not for the container that will be loaded onto the vessel

Labour Management System

Summarize processes related to Terminal Operators, such as leave management, shift deployment by all skills and work schedule as well as view live deployment

Hub Berthing Tool

Platform to make a berthing plan to ensure berth utilization is at the maximum level

Lashing App

Still in the final stages of evaluation and is expected to provide a platform to update data related to Lashing activities on board vessel

Marine Resources Management System (MarineM)

Dynamic system designed to enhance our service level and efficiency It is a one stop centre where customers and internal users will be able to submit their request for marine services, monitor vessel movement and obtain critical marine information accurately based on real time information

RUBBER-TYRED GANTRY

OPTIMIZER

Predictive Rehandle –Rehandle moves will be auto detected much earlier ahead of time without needing a plan manual from Yard Planner.

It will minimize time for rehandle to be plan and dispatched and will directly cause load containers to be prepared on time for the crane

One of the biggest digital projects currently being developed by the Operations together with IT Division and Navis. This initiative aims to provide solution that automates both job sequencing and dispatching to ease suboptimal decisions made by the dispatcher or even the RTG operators. The initiative was rolled out in February 2022 and more features will be continuously added next year.

nProximity Distance – RTG Operators are able to see the proximity distance of trucks arrival in the job list for them to position and ready for incoming moves.

This can lower & avoid RTGs from idling as they wait in slots where PMs are late to arrive

nVMT App - This latest feature is still under development and when it is ready it will provide better visualization of the work instruction in VMT for the RTG Operator compared to the actual ECN4

During the last two quarters, several significant milestones have been achieved in the projects coordinated under the Ipsum Magna program. The management updated both the Board of Directors and EXCO on the progress of the projects in the July and October meetings.

The following initiatives were completed in Q2 & Q3 2022:

5+5 ZPMCB & C QC Inspections

Both fleets are coming to their mid-life refurbishment stage (>12yrs in operation)

An assessment was done whereby the scope covered structural, mechanical, and electrical conditions

Out of the 16 units, ENG selected 10 units for inspection

Consultant has submitted the assessment report for PTP's evaluation, which will form the basis for the next steps

66 New Trailers

Delivery in 5 batches

Last batch delivered in June 2022

Will support the existing equipment and increases the capability and flexibility of the PM + Trailer fleet

22KV Cable Replacement (Phase 1C)

This is 1/3 ring circuit that supplies power to the Phase 1 QC’s.

Phase 1B was the first to be completed last year, while the remaining circuit, Phase 1A will be replaced later

Empty Yard Expansion

Block 18 (J-M), the 3rd and last section, was completed ahead of schedule by over 20 days on 14th July and handed over to OPS for utilization

After testing and commissioning, all of the units that arrived in PTP between September and October this year have now been released for operations

ADDITIONAL INITIATIVES

Engineering Workshop expansion & RTG maintenance area

As PTP ramps up its capacity plan via the program, one of the critical areas that requires to be improved is the maintenance turnaround

The ability to provide faster repair/ maintenance turnaround increases equipment’s availability, which is essential for daily utilization planning

The scope covers:

Expansion of the PM, trailer, and spreader maintenance bay

New PM & trailer parking

MAJOR ACHIEVEMENTS

Expanded and fully sheltered RTG maintenance bay

MOYGA – Temporary MTY container storage

Based on the request by the liners, the MOYGA team is actively looking into unutilized areas that can be converted into long-term empty container storage areas Site works have started and completion for all five areas will be in stages

The buyer of the six IMPSA -B & -C QCs has safely removed them from PTP

The last batch was transferred using a barge in early Aug

Higher Berths QC Rearrangement

With the completion of the ZPMC B & C QC assessment, the rearrangement of the Higher Berth’s cranes is now under review to cater for the potential revision to the vessel deployment by the liners

There is a potential to increase the number of Ultra Large Container Vessel (ULCV) quay cranes, enhancing PTP’s capability and flexibility to serve its customers

35 eRTG – Capacity and Replacement Units

EXCO has approved the award of Phase 2 e-RTG block expansion

This project will convert 13 existing non-e-blocks to e-RTG capable blocks at Blocks 1 & 2

Covers the replacement of 10 existing units whilst the remaining ones will support additional volume in the future, thus further increasing PTP’s RTG capacity

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ENGINEERING & FACILITIES DIVISION

2022 ACHIEVEMENTS

New strategies focuses on continuous improvement in maintenance plan and quality resulting in an increase of the main port equipment performance.

With the execution of the strategy as planned, the equipment performance enables the operation team to attain a high level of performance and various milestones. This demonstrates the effective collaboration between two key divisions to make PTP is the port of choice in South East Asia.

In 2023, the PTP front line will be enforced by the arrival of new QC and RTG, ensuring the continuation of the best services. We believe that PTP will provide their clients with the finest quality equipment performance, productivity and services.

In 2023, the PTP front line will be enforced further by the arrival of new QC and RTG, which will ensure the sustainability of their best services. EFD is committed to provide its best support to ensure PTP fulfil its service level agreement.

ENGINEERING & FACILITIES DIVISION

RELIABILITY DEVELOPMENT

ASSET INTEGRITY

Established in April 2020. A section under Technical Support & Administration Department

Asset Reliability

Objective is to ensure all PTP equipment (QC/RTG/SPR/ME) is reliable and safe for OPS use

Tire & Waste Management

Objective is to manage tire consumption and services for ME & RTG and manage all waste from EFD

ASSET RELIABILITY ENGINEER TASK

Develop Reliability Improvement Roadmap

Develop Condition Monitoring Asset Strategy

Develop Condition Monitoring Matrix and Schedule

Develop Asset Criticality Ranking for All Assets

Carry Out Root Cause (Failure) Analysis Study

Assessing Asset Improvement Progress

CONDITIONAL BASED MONITORING RELIABILITY ENGINEER TASK

Develop Vibration Database

Develop Oil Analysis Database

Develop Thermography Database

Develop Ultrasound Database

Develop Motor Current Signature

Analysis Program

Troubleshooting Asset Failure

Data Interpretation and Assessment

OIL ANALYSIS LAB

Oil laboratory perform oil analysis intended to help bring to light the condition of the machine and oil from which the oil sample was taken

OIL LAB OBJECTIVE

Rapid Analysis

Reduce time waste Analysis can be performed any time when required

Simplicity Breeds Confidence

Systems that are easy, reliable and provide meaningful data to make decisions

Lower costs

Reduce logistics costs

Proactive detects early machine failure

Better Analytics for Decision Making

Freshly sampled oil provides better insight to the equipment

Internal oil lab cost saving compared to external lab (Jan Nov) = 1738 oil samples

OIL ANALYSIS OBJECTIVE

Oil Health

Change oil based on condition, not rigid schedule Increase oil change interval

Ensure oil degradation at normal rate, achieve life expectation

Contamination

Ensure contamination within acceptable range Ensure contamination are kept out

Ensure oil filtration performs well

Machine Condition

Wear and tear in minimum level

Detect any abnormal wear at earliest possible phase

Increase machine's reliability

CREATING GREATER AND SUSTAINABLE LEARNING IMPACT

Setting the benchmark

In line with the rollout of PTP's new Mision and Vision - "Our people lead the GLOBAL benchmark for integrated port services from the Straits of Malacca" and new cultural valuesPIERS (Passion, Integrity, Empowerment, Respect and Innovation), Human Capital Management, Learning & Development collaborated with some of the best training providers in Malaysia, delivered structured leadership and technical capability building programs that cover the entire scope of PTP Leadership and Functional competencies to inculcate highperformance behaviors and values to build a future-ready workforce

4 teams, 80 pax

2 teams, 52 pax

3 teams, 48 pax

Supervisor Development Programs 2022

Manager Excellence Programs 2022

Executive Excellence Programs 2022

Building an internal network of advanced technical trainers in EFD to upskill existing technicians and quickly onboard new hires

Asset Reliability Programme 2022

Upskilling PTP EFD Reliability Engineers to become technology and data driven leader in port maintenance, standardizing processes and predictive technologies to improve overall equipment efficiency

This ensures optimal reliability as PTP face rising demand, shorter lead times and industrial technology evolving at breakneck speeds

Upskilling track maintenance engineers and technicians who are responsible for the inspection, maintenance and safety of railway tracks in PTP

Advanced Technical Technology Trainer Programme (ATT) 2022

Other On Going programmes...

Upskilling For Beginner And Experienced PTP Internal Trainers Workshop

Port Equipment Technical Competency Program for Beginners and Experienced Technician

Motivational Talk by Samsul Debat

Team Building Program 2022

Railway Track Training in collaboration with Akademi KTM MyRa

BILL OF MATERIALS

WORKSHOP

INFO

Organized on 18 May 2022

Hosted by Material Planning Department and Warehouse Department

40 participants from Engineering & Facilities Division and Information Technology Division attended the workshop

PURPOSE

To provide an understanding on Bill of Materials (“BOM”) concept and the cruciality to implement the concept

To explain overall BOM process including functionality in ERP, MRP, Forecast Management and Integration with BOM in RF scanner.

WHAT IS BILL OF MATERIAL?

A comprehensive system list and its subcomponent for each equipment level

BOM implementation is a powerful tool for better inventory management, warehouse management and procurement modernization

INVENTORY OPTIMIZATION

STRATEGY THROUGH LIQUIDATION OF OBSOLETE AND DAMAGED SPARE PARTS

OBJECTIVE STRATEGY

To optimize inventory level and keeping of necessary parts.

Liquidation of obsolete and damaged spare parts

Material Planning and Warehouse team performed spare parts identification for the obsolete equipment RTG Favco and RTG Hanjung together with damaged parts

Based on the assessment between Supply Chain Division and Engineering and Facilities Division, there are 203 identified items to be liquidized

Inventory reduction value as much as RM1 5 million

How to Say 'NO' to Ethical and Integrity-related Non-Compliance!

There may be occasions when you are asked, either directly or indirectly, to do things which you may not be comfortable with, both in the course of your day-to-day work or in your personal life.

Realistically, it is often very difficult to say 'No – I will not pay/grant such favor', and many people see such payment or receipt of a bribe as the easiest way out of a problem, securing an advantage over others, a shortcut to achieve objectives, or as an expected and commonly practiced business cost.

However, it should be understood that none of the reasons is an acceptable rationale, either morally or legally, for offering, taking, or asking for a bribe or any sort of gratification.

Therefore, in easing ourselves into making non-tolerance for noncompliance to ethical and integrityrelated matters as part of our nature, we must set high ethical tolerance standards – both organizationally and personally

ORGANISATION'S ETHICAL STANDARDS

Our organisation can develop high standards of integrity in several ways, such as:

Lead by Example

The top-level Management plays an instrumental role in raising awareness of transparency and integrity in the organisation.

The company's Code of Ethics and Business Conduct should make clear the commitment of the Management to ethical business practices and that any form of corruption will not be tolerated

Company policies and procedures must be easy to understand, precise and clear

Too often, policy documents are left ambiguous and open-ended. As such, policies and procedures should convey its content as simply and as specific as possible so employees can quickly figure out what to do, when and how to do it and who to reach out to if red-flags are identified.

Training and testing

Form essential and practical measures to encourage the employees to understand the organisation's policies and procedures Subsequent testing ensures everyone is on the same page and can apply their knowledge to real-life situations. Both of these tools increase accountability and encourage optimal compliance on the job.

Seek honest feedback

An anonymous feedback platform may encourage employees to be honest. This way, the Management can use the data and comments to set the tone in the office, promoting a positive mindset conducive to compliance.

PERSONAL STANDARDS

Clear Conscience

Knowing between right and wrong is an essential foundation for practising good ethics and morals. Our conscience is a moral or ethical road map.

Set your own personal high standards in your integrity, ethics and moral values, for these would also be cascaded down to your family members and those close to you.

Only you can decide what standard of integrity and ethics you wish to subscribe to If thesepositive values are important to you, you will say, 'No!’ to non-compliance to ethical and integrity-related matters. Remember, your values reflect who you are.

W.CLEMENT STONE

“HAVE THE COURAGE TO SAY NO. HAVE THE COURAGE TO FACE THE TRUTH. DO THE RIGHT THING BECAUSE IT IS RIGHT. THESE ARE THE MAGIC KEYS TO LIVING YOUR LIFE WITH INTEGRITY”.

PTP, Lembaga Pelabuhan Johor (LPJ) and Ronald McDonald House Charities successfully organized a special CSR program at Paediatric Clinic and Ward, Sultanah Aminah Hospital, Johor Bahru.

The programme, held from 19 to 20 October 2022 includes the refurbishment of the children’s play area at the Paediatric Clinic by 40 volunteers The clinic also received donation of new toys, books and other educational based materials for the patient’s usage.

During the launching event, the dignitaries also spent time to do walkabout and handover of goodies bag and Happy Meal Boxes to children at the ward.

IT & Commercial Division: Community Outreach Programme with Berkat Children’s Home, Johor Bahru 20 August 2022

HSSE Division: Cleaning Programme at Pulau Merambong 10 September 2022

SCD Division: Cleaning Programme at Agro Farm 29 October 2022

Corporate Division:

Community Outreach Programme with PDK Tg Puteri 30 November 2022

Engineering Division: Refurbishment and Cleaning Programme at Surau Ar-Rashidin Gelang Patah 6 December 2022

KimHong, Yap

CorporateDirector, FujiGlobalChocolate(M)SdnBhd

Can you briefly share your personal and work background?

My name is Yap Kim Hong and I was born and raised in Johor. My childhood dream was to be a baker but at that time it was not considered profession of choice therefore I delved into accounting.

I have more than 30 years of accounting and management experience in different industry including tiles manufacturer, cocoa manufacturer, logistics, trading, service, accounting firm My first job was with a tiles manufacturer in Kulai during 1990 where I learned both manual and computerized accounting.

In my effort to progress my career, I left my first job and moved to Guan Chong in Pasir Gudang in 1993 where I was assigned to the responsibility of setting up accounting system and management reports

I then left Guan Chong in 1999 and explored in others industry as a freelancer promoting accounting software and providing accounting service

I took a break for 2 years in 2014 to spend time with my daughter and at the same time to reassess my career goal.

I went to Japan with my daughter and it was during this time, we both learned the Japanese language for 9 months.

After the 2 year hiatus, in 2015, I joined Guan Chong (GCB Specialty Chocolates) again in PTP. Later on in May 2016, Guan Chong went into a joint venture with Fuji Oil Japan and GCB Specialty Chocolates was renamed to Fuji Global Chocolate (FGC). In February 2020, FGC became a wholly owned subsidiary of Fuji Oil.

FGC produces industrial chocolates and supplies them to renowned bakeries and confectioneries makers in Malaysia and around the globe

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

Back in the early years, there were no accounting software, and everything was done manually as opposed to how everything is at the present.

Imagine the system you see right now where just by keying in the number and applying a formula you can generate reports and what not? I had to do it manually for each item. Although it was truly challenging, but it was a great knowledge and skills achieved.

Another challenge that I faced was when I was assigned in my former company and I was tasked to revamp the existing working procedures including system and paperworks. It was truly challenging getting the support from the existing team as not all people react positively to changes and to convince them was also another hurdle for me

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

For me, the most important principle that I have seen the importance throughout my career is teamwork. Without teamwork, no work can get done as cooperation from everyone is required That said, with teamwork, communication is the key.

I would advise leaders to get connected with your staff on the ground. Take the time to understand their works and listen to them as a human-to-human being instead of only focusing on senior management team.

In addition to that, learn to accept their way of working as long as the objectives are fulfilled. For me, I have discovered that the new generation will have new style of working and thinking

Mistakes might occur with that differences and to me as long as both parties are willing to put their ego aside, admit it and learn from it, everyone will be respected

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

I think the best advice that I could give would be to never stop learning. Continue learning regardless of your age as I myself is still learning even right now.

And lastly, communicate wisely and always be humble no matter in what position you are or how successful you are. By doing that, you will earn people’s respect.

What is your view on the working relationship between FGC and PTP? In your opinion, what are the roles that both parties can play to further improve to the success of Pelepas Free Zone?

In my observation, PTP has improved in terms of environment, support and services provided to FGC. I hope that both parties can continue to support each other by identifying possible synergies for the benefits of both parties. FGC will continue their business with PTP and it will be cemented when we renew our sublease for the next 30 years

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