future course

J U LY 2 0 11

CERTIFIED ISO 9001:2008

Future Course

Published by

PORT KLANG AUTHORITYMail Bag Service 202, Jalan Pelabuhan, 42005 Port Klang, Selangor, MalaysiaTel: 603-3168 8211Fax: 603-3167 0211 / 3168 8228www.pka.gov.my

Management Team

KEE LIAN YONGGeneral Manager

CAPT DAVID RAJAN PADMANAssistant General Manager (Regulatory)

IR A MURYTHARANAssistant General Manager (Engineering)

HAJI SALIHUDDIN B YUSSUFAssistant General Manager (Administration)

AZURA BT MUHAMADAssistant General Manager (Corporate)

GATEWAY is the official magazine of Port Klang Authority

(PKA). The publication covers issues, trends and

developments affecting Port Klang and the Malaysian port

industry in general.

All care is exercised to ensure that facts presented herein

are correct. PKA and its editorial and design agencies

shall not be held liable for any loss, action or damages

arising from the content published in GATEWAY.

Copyright © Port Klang Authority 2011

GATEWAY A PUBLICATION OF PORT KLANG AUTHORITY

Inside this issue

06 AppointmentsNEW PORT KLANG AUTHORITY CHAIRMAN OF THE BOARDGateway welcomes Dato’ Dr Teh Kim Poo as he assumes the position of PKA Chairman.

14 AssociatesPORT KLANG: LEADING MALAYSIA’S MARITIME SECTOR TO GREATER HEIGHTSMaritime Institute of Malaysia (MIMA) reveals its thoughts on the maritime industry, and Port Klang’s leadership position as Malaysia’s Premier Port and National Load Centre.

12 PKA Management TrainingMT KINABALU EXPEDITION: AFTER ACTION REPORTPKA documents the reasons behind the recent Mt Kinabalu climbing expedition undertaken by its top management, as well as some of the experiences of those who went for it.

08 FocusA LOOK INSIDE THE PORT KLANG DEVELOPMENT MASTER PLANPKA top management unveils the key findings and overall strategic directions of the PKDMP in determining Port Klang’s future.

16 Inside PKAREGULATING PORT KLANG’S OPERATIONSGateway takes a look at the Regulatory and Operations Division in action.

19 At A GlanceTELLING OUR STORY: THE PORT KLANG COFFEE TABLE BOOKConceived by the PKA GM. Coordinated by Corporate Communications. Written for you. Find out more about the Port Klang Coffee Table Book.

20 PerspectivesA PRIVATE SECTOR MAN IN PUBLIC SERVICE2 years on since he signed on as PKA GM, Kee Lian Yong recounts his achievements, thoughts on PKA’s working culture and his hopes for Port Klang in times to come.

04 Port TalkNews from the local front.

07 Port UpdateThe latest events and happenings within Port Klang.

23 CommunityPKA helps out in the port community.

The 1st half of 2011 has seen many changes in Port Klang, among them significant increases in container volume handled and overall increase in growth. As with any other progressive industry, change is inevitable and indeed required if we are to progress. For us in PKA, we endeavour to be at the helm of progress and growth.

I would like to take this chance to bid farewell to our former Chairman, Dato’ Lee Hwa Beng. We thank him for his contributions, and his directional leadership during his time here. At the same time, let us all welcome PKA’s new Chairman, Dato’ Dr Teh Kim Poo, who joined our ranks in April. I am certain that his years of experience and valuable insights will prove beneficial to all. Dato’ Dr Teh shares with us his vision for Port Klang and its surrounding townships in the Appointments section.

We are fortunate to have a proactive Chairman, who shares with us a vision to see Port Klang achieve its full potential. This is also why I am proud to announce that we have completed the Port Klang Development Master Plan. I am sure that the plan will serve as a great tool for us all at Port Klang to stride forward confidently into the future. Find out more about the plan and its highlights in our cover story for this issue of Gateway.

Also in this issue, we explore the insights of the Maritime Institute of Malaysia (MIMA) on Port Klang’s performance and plans. I would like to extend my thanks to MIMA Senior Fellow Nazery Khalid, for his time and his input.

We have published Port Klang’s Coffee Table Book (CTB), chronicling the rich history of Port Klang. The CTB details how the port came about, the obstacles we overcame and our hard-earned achievements. I hope that those of you who have read (and will read) the CTB will find it as enjoyable as it is educational. We will be launching the CTB in September, so watch out for it then.

Let us all look forward to the rest of 2011 as the great and progressive year it’s shaping up to be. We will ensure this as best we can by striving harder than ever to pave the path for the industry to continue moving forward. As always, your feedback and comments are welcomed.

Thank you.

KEE LIAN YONG

General Manager

Port Klang Authority

welco

me


MOVING FORWARD WITH HEAD HIGH

0 4 P O R T TA L K


APPRECIATION LUNCH FOR CMA CGM

PKA WELCOMES OUR NEW CHAIRMAN OF THE BOARD

PKA CHAIRMAN VISITS WESTPORTS AND PKFZ

CUSTOMER SERVICE DAY MONTHLY ASSEMBLY

COURTESY CALL FROM US NAVY

COURTESY CALL FROM JAPANESE NAVY

January 13, 2011

PKA held an appreciation lunch to commemorate CMA CGM’s successfully handling a total of 2 million TEUs at Port Klang in 2010.

April 7, 2011

YBhg Dato’ Dr Teh Kim Poo was welcomed by PKA General Manager Kee Lian Yong and other PKA officers on his first day at PKA. Dato’ Dr Teh officially became Chairman on 1 April 2011.

April 12, 2011

YBhg Dato’ Dr Teh Kim Poo made his first visit to Westports and PKFZ to understand their terminal operations. The visit to Westports was hosted by its Executive Chairman, Tan Sri G Gnanalingam, who held a briefing and port tour for Dato’ Dr Teh. Later that day, Teh visited PKFZ where he was greeted by PKFZ General Manager Chia Kon Leong, and PKFZ officials. Chia helmed the briefing and a tour at the PKFZ Exhibition Centre.

April 18, 2011

As part of its value-added services, PKA organised a Customer Service Day at Aeon Bukit Tinggi with 18 agencies including Northport, PKFZ and MOT, among others. Customers and the public engaged directly with Ministry officials, departments and agencies under the Ministry in an effort to resolve their issues. Through this program, customers were able to gain access to information on ministries, departments and agencies under the ministries.

April 19, 2011

PKA held its monthly assembly to share information among the staff and to strengthen the relationship between all levels in PKA. PKA employees whose birthdays fell between the months of January and April were surprised and delighted by a birthday celebration.

April 22, 2011

A 6-member delegation led by Shanghai Municipal Transport and Port Authority Shipping Supervision Division Deputy Director Yin Qin visited PKA, Westports and PKFZ. The delegation was here to study development plans and operations, as well as to exchange ideas with them.

March 7, 2011

Seventh Fleet USS Blue Ridge Commanding Officer Capt Rudy Lupton paid a courtesy call to PKA. Also present was PKA management led by Marine Operations Department Manager Capt Subramaniam Karuppiah, presenting a memento to Capt Rudy.

April 1, 2011

The Japanese Navy paid a courtesy call to PKA in conjunction with the arrival of two Japan navy vessels, namely JDS Hamayuki (DD 155) and JDS Hamagiri (DD 155), to the port.

Visit from Shanghai Municipal Transport and Port Authority (SMTPA)

P O R T TA L K 0 5


CLIMBING GUNUNG BRINCHANG AND GUNUNG DATUK

COURTESY CALL FROM FRENCH NAVY

VISIT FROM SMK SUNGAI PUSU

PKA Chairman visits Pulau Ketam

DINNER WITH INDUSTRY MEMBERS AT ROYAL SELANGOR YACHT CLUB

VISIT TO INDONESIA FREIGHT FORWARDERS ASSOCIATION, BALI BRANCH

PKA FAMILY DAY AT BUKIT MERAH LAKETOWN RESORT

VISIT FROM SMK DESA TUN HUSSEIN ONN

COURTESY CALL FROM US NAVY

May 14 - 15, 2011 and Gunung Datuk May 21, 2011

These two mountain-climbing activities were part of the training undertaken by PKA staff in preparation to climb Mount Kinabalu. Open to all PKA employees, the main purpose of these activities was to promote team spirit among the PKA staff.

May 16, 2011

The French Navy paid a courtesy call to PKA. The visit was in conjunction with the arrival of FNS George Leygues to the port.

June 4, 2011

PKA Chairman Dato’ Dr Teh Kim Poo paid a study visit to Pulau Ketam. The tour was led by the Village Head Mr Chia Mong Chun along with 3 other committee members. The main purpose of the visit was to discuss ways of fostering the tourism industry in Pulau Ketam.

April 22, 2011

PKA Chairman YBhg Dato’ Dr Teh Kim Poo hosted a dinner with representatives from the shipping and logistics industries to exchange ideas and information about the ports and maritime industries.

May 4, 2011

An entourage of 38 students accompanied by 2 teachers from SMK Desa Tun Hussein Onn visited Westports in a bid to instill patriotism as well as to expose the students to the port industry.

May 5, 2011

The Commanding Officer of a US Navy Guided Missile Destroyer paid a courtesy call to PKA. Seen in the picture is PKA management led by Assistant General Manager, Capt David Padman, presenting a memento to the official.

April 28, 2011

PKA co-organised the visit with Selangor Freight Forwarders and Logistics Association (SFFLA) where the Indonesia Freight Forwarders Association (INFA) welcomed them. The objective of the visit was to discuss several matters and to strengthen relationships between both parties.

April 30 ~ May 2, 2011

More than 400 PKA employees and their family members attended the event held at Bukit Merah Laketown Resort, Taiping. Among the programs organised were tele-matches, karaoke competition, dinner, lucky draw and a celebration for all the staff’s children who obtained good results for UPSR, PMR and SPM 2010.

June 2, 2011

A total of 40 students and 2 teachers from SMK Sungai Pusu visited PKA headquarters and Westports. Through the visits, the students were able to learn more about PKA’s and Westports’ roles and responsibilities in the ports and maritime industry.

0 6 A P P O I N T M E N T S


NEW PORT KLANG AUTHORITY CHAIRMAN OF THE BOARD

DATO’ DR TEH KIM POOChairmanPort Klang Authority

Gateway congratulates Dato’ Dr Teh Kim Poo on his recent appointment as Chairman of the Board for Port Klang Authority (PKA). Dato’ Dr Teh is founder and Managing Director of Resintech Bhd, a listed company on the Main Board of Bursa Malaysia. He is also Chairman of Barisan National Parlimen Klang P110.

Dato’ Dr Teh holds a Diploma in Accounting from LCCI as well as a Post Graduate Diploma in Marketing from CIM in the UK. He graduated with an MBA in Strategic Marketing from the University of Hull, and was awarded a PhD in Business Quality Management

PKA CHAIRMAN’S PERSPECTIVESThe Gateway team thanks Dato’ Dr Teh for taking time to express his views on various matters concerning PKA and Port Klang.

On Being The First PKA Chairman from Port KlangAs a local boy, born and bred in Port Klang, the port environment and activities is nothing new to me. My father was, after all, a labourer in the port. Being the first hometown boy to be appointed PKA Chairman,

in Total Quality Management from Newport University. He is a Chartered Marketer.

Dato’ Dr Teh has been awarded the Pingat Jasa Kebaktian and the Dato’ Sultan Salahuddin Abdul Aziz Shah, which carries the title of Dato’. He is also a Justice of the Peace in Selangor Darul Ehsan.

Dato’ Dr Teh is married to Datin Gan Jew, the Chairman of Wanita MCA Klang and Deputy Chairman of Wanita MCA Selangor. They have 4 children.

I have some unique perspectives on some of the challenges PKA and Port Klang face. Over the past 2 months, many residents have expressed their pride and their hopes that I will bring something different and new to Port Klang. I have already met with various government agencies, hoping to sort out the problems of the poorly-maintained roads and the inadequate drainage system, which leads to flash floods every time it rains.

More tragic are the port-related deaths I have to deal with; at least 2 every month. I have spoken to the terminal operators and the police, and we will be

A P P O I N T M E N T S 07


NEW PORT KLANG AUTHORITY CHAIRMAN OF THE BOARDtaking steps to set up elevated towers to watch out for any safety issues in our terminals. Westports has taken up this initiative, for which I must thank them and appreciate their sponsorship and concern.

On Being PKA ChairmanI knew before coming into PKA that we had many loyal and long-serving employees. This is certainly a laudable state of affairs. It is an exciting time to be involved in PKA, and I very much look forward to serving as Chairman to the best of my abilities during my tenure.

In my opinion, over the past 2-3 years we have concentrated a fair amount of time and resources on the PKFZ troubles, and were less focused on port development. Now, the PKFZ legal matters are in the hands of the appropriate authorities (MACC, police, Attorney-General). It is up to them to settle it. I want to move on and concentrate on other pressing issues, especially developing the port and surrounding townships.

On Fulfilling His Varied ResponsibilitiesI am quite used to multi-tasking, as I am a man of all trades. Time management and delegation is important for a predictable daily routine. My own company, the 1st Board listed Resintech Bhd, is in the capable hands of my family members, and I oversee financial and policy matters. In my political career, my experience enables me to manage my time more wisely, and many of the day-to-day activities are looked after by others. Previously, many of the past PKA Chairmen have been retired politicians; I am still very much active. It helps that my home is about 5 minutes from the office; I make it a point to come in every day if possible.

On Port Klang’s Physical EnvironsBeing a home man, I would like to see Port Klang further transform and modernise itself. I have seen the development of Port Klang through various phases; from attap-roofed houses and red earth roads, to zinc-roofed houses with water and electricity, to brick houses and tarmac roads. We have come quite far, although not as fast as we could have. I have been to Dalian Port in China; the difference between 20 years ago and today is simply unbelievable, and they have beautiful landscaping. I would like to see Port Klang be beautified, and not have eyesores like stalls made

out of scrap metal dotting the areas outside the port terminals.

On Marketing And Promoting Port KlangAs a marketing person, I see the most important thing is to have the two terminal operators compete healthily with each other to bring in more business. We as the coordinators are to support their efforts, as well as make sure that the infrastructure leading to the port is of good quality. We also should focus on making sure the surrounding housing estates and townships grow in tandem with the terminals. As it stands, the town is dead at night and there is very little commercial activity. If we can stimulate economic development, make the place livelier at night and bring in the tourists, this will be a big boost to Port Klang. This is also in line with my duties as Parliament Coordinator for the Port Klang township. About 60% of the port workers and people working in other related activities are my constituents; I have to look after them. It is my hope that by upgrading and revamping the Port Klang’s surrounding townships, more of the workers will be attracted to become and remain residents of Klang.

On His Hopes For Port KlangI would like to see Port Klang improve its rankings in terms of service quality and volume handled, certainly within the Top Ten world ports. This means all-round cooperation from all our business partners, and the government should help by providing sufficient resources for the roads and development of surrounding townships. The government should not forget the tremendous income received from the ports and maritime industry, of which corporate income tax is but the smallest part. Providing better connectivity and encouraging more business activity generates a virtuous circle, which leads to higher revenues for both government and the private sector. This is basic economics.

I hope more ports will use Port Klang as their Malaysian trading gateway and further enhance us as an international and regional hub. Our connectivity and facilities are our competitive advantages within the region, and we will keep on striving to fulfill our responsibilities as the National Load Centre.

A LOOK INSIDE THE PORT KLANG DEVELOPMENT MASTER PLANAs a supply-driven port, Port Klang has to maintain its competitiveness by providing state-of-the-art infrastructure and top-notch services at reasonable prices. In order to keep doing so, and to continue growing, expansion and progressive development is essential. Port Klang Authority’s (PKA) previous development plan of the port covered the period of 1990-2010, but by 2000, Port Klang had already grown beyond its projections. PKA GM Kee Lian Yong thought, and the management team agreed, that coming up with a new plan was long overdue. Consultants GHK Hong Kong Ltd and Orion Maritime Sdn Bhd were commissioned to carry out a study to formulate the plan. The 6-month study took place between September 2010 – April 2011.

ObjectivesThe PKDMP aimed to fulfill the following requirements:1. Provide a strategic review of PKA’s vision, current roles and responsibilities in positioning Port Klang as a National Load Centre, Regional Transshipment Hub and Preferred Logistics Hub.2. Enable effective strategy development and identification of short-term (2015), medium-term (2020) and long-term (2030) objectives. 3. Development of action plan identifying necessary steps, stakeholders involved and sequencing.

ScenariosThe PKDMP focused on 3 major growth scenarios and outlined potential strategies for each one. This allowed PKA to be more effectively prepared for the future. Under the Low Case scenario, the study envisioned that current port capacity, as well as the expansion plans and work already being carried out by the two terminal operators Northport and Westports, will be sufficient to the end of the Plan’s lifespan in 2030. Under both the Base Case and the High Case scenarios, where Port Klang’s growth is maintained at the current level or higher, the study highlights a need to expand the port beyond the current two terminals.


0 8 F O C U S


TOWARDS AN INTEGRATED DEVELOPMENT OF PORT KLANG

DATO’ DR TEH KIM POOChairmanPort Klang Authority

F O C U S 0 9

PKA Chairman Dato’ Dr Teh Kim Poo sees a need to prioritise Port Klang’s development and revitalise its surrounding townships. As such, the completed Port Klang Development Master Plan (PKDMP) is of great interest to him. “The PKDMP manages to focus on several important areas. It is a fairly comprehensive plan, covering almost all aspects of physical development in areas within jurisdiction.”

One of the areas which the PKDMP makes perfectly clear is that Port Klang is set to grow in terms of cargo handled year after year, and its terminal operators need to keep increasing their capacity and up their performance in tandem. “I am glad to see that both Northport and Westports have their own plans to upgrade their existing terminals. Westports in particular is already handling the largest container ships in the world, and they are preparing to handle even larger ones, including the 18,000+ TEU ships,” Dato’ Dr Teh enthuses.

However, Dato’ Dr Teh cautions PKA to undertake all due diligence in implementing the PKDMP. “Take for example the potential of redeveloping Southpoint. We have to be careful not to overreach ourselves. The eventual decision we make has to be practical, realistic and not too ambitious. It should also be in line with the historic character and nature of Southpoint.” Learning from past errors in handling PKFZ, Dato Dr Teh is inclined for PKA to have no further direct or lead involvement in large-scale contracts. “We should play only a coordination and support role, and not embark on any potentially high-risk projects any more.”

The Chairman highlights various decisions that are within PKA’s jurisdiction and plans. “Finding ways to better fulfil our current roles is enough to keep us busy. Dredging work, for example, is an ongoing, never ending process. We are also considering moving the private jetties into a single area. Currently, they are scattered all over the port area; centralising them will enable us to provide better management and control, as well as make it easier for Customs to conduct inspections and for us to collect tariffs. Ferry operators can begin to think long-term as well, since all the jetties will be in the same location.” Dato’ Dr Teh points out the growing importance of tourism-related activities to Port Klang as another income stream. “Port Klang is quite lively during the day, but after office hours, it seems to shut down almost entirely. While the PKDMP does not directly speak about boosting tourism, it does make clear the need to diversify our income base, and encouraging tourism is something we can work on. I am looking at making Pulau Ketam more tourist-friendly as well as converting our

“The PKDMP manages to focus on several

important areas. It is a fairly comprehensive plan,

coveriing almost all aspects of physical development in areas within jurisdiction.”

1 0 F O C U S


The Plan’s Overall DirectionsOver time, we aim to make Port Klang an integrated logistics hub, in fact the preferred logistics hub within South East Asia. As ports are intermediaries between land and sea transport, the PKDMP also looks at the various modes of transportation that need to be improved and enhanced for Port Klang to achieve this goal.

Additionally, we have identified transshipment traffic as the fastest-growing market segment. While continuing to grow into our role as the designated National Load Centre, we will prioritise port development to cater for the needs of the transshipment market sector.

PLANNING FOR THE FUTURE: PORT KLANG’S DIRECTION AND DEVELOPMENT

Preparing Port Klang to meet the needs of the nation in the future is not something to be decided on an ad hoc basis, according to PKA GM Kee Lian Yong. “The port industry in an intensely competitive one, and Port Klang faces competition not only regionally but also domestically,” he adds. “To maintain and even enhance our position as a top world port, our planning has to be comprehensive and accurate. We need to be systematic, weighing not only economic, geographical and physical factors, but also political factors as well. Further, we want to be reasonably prepared for whatever changes to the industry and to the global economy might happen.”

Kee points to the Port Klang Development Master Plan (PKDMP) as the overall blueprint for Port Klang’s future – at least, as far as physical and infrastructural development goes. “Our previous plan was supposed to have covered the period of 1990-2010, but by 2000, we had already grown beyond the projections of that plan. It can be said that this plan, therefore, is long overdue, and I am happy that we have it in place. We have made this current PKDMP more robust, and we believe that it will realistically project our growth as well as our various options.”

KEE LIAN YONGGeneral ManagerPort Klang Authority

existing Indonesian ferry terminal into an urban tourist destination, with restaurants, cafes, shops and so on.”

One of the major challenges identified by the PKDMP is how Port Klang can best effectively compete with regional ports such as Singapore. As Dato’ Dr Teh puts it, “Our services are very competitively priced right now, compared to Singapore’s rates. The two terminal

operators have their role to play to keep it that way, and as regulator and trade facilitator, we will do whatever we can to help them maintain that price competitiveness. If costs increase, maintaining steady revenues may mean lowering profit margins while increasing volume. Our marketing initiatives need to be backed up by the performance of the terminals. We also have to keep an eye out for the upcoming ports around the region.”

F O C U S 11


PKDMP Key IssuesWhile not all aspects of the PKDMP can be publicly divulged, some of the major highlights are shared here:

1. National Port Policy and National Port AuthorityWe suggest a study on the feasibility of establishing a proper national port policy, and even a national port authority. This will have the benefit of harmonising cooperation between the various Federal ports, improving port planning and development, standardising procedures and imcreasing competitiveness with other regional ports.

2. New Site Development for container terminal operationsPort Klang in 2010 handled 8.87 million TEUs, with a total capacity of 12 million TEUs currently. Northport and Westports have their own expansion plans, which will result in a total port capacity in 2020 of 16.868 million TEUs. However, under the Base and High Case scenarios, both Northport and Westports will reach their capacity handling limits around 2018. After that, a 3rd container terminal will have to be opened.

3. The development of Southpoint

We have no plans to shut down port operations in Southpoint in the short term; in fact we continue to see a need for Southpoint for the next 15 years. However, the study suggests that development of additional port facilities at Southpoint is not feasible due to the heavy investments needed. We foresee business to continue at Southpoint, and at some stage, a transition plan needs to be drawn up to move the current tenants.

4. Study on the Main Navigational ChannelThe study suggests that by 2020, the main channel (Selat Klang) will have 40 large vessels running in each direction during the peak 12 hours. This is an average of 1 large vessel in each direction ever 18 minutes. We need to:• Ensurethechannelisnotcongested.• Assessthecapacityofthechannel,andwhatneedstobedonetoincreaseitifnecessary.• ReflecttheimpactofWestportsexpansionplanandanydevelopmentofa3rdcontainerterminal.

Behind the Scenes

In terms of methodology, PKA and the consultants wanted to ensure that all the relevant stakeholders were given the opportunity to provide input in order to make the PKDMP as complete as possible. A Working Committee was set up comprising all of PKA’s Heads of Department. A Steering Committee was also set up, including representation from PKA and the two terminal operators Northport and Westports. Additionally, through 2 industrial workshops held during the study, they also sought the feedback of:

Coming up with the plan was no simple task, but the Planning Department headed by Planning Manager V S Vijay was up to the challenge. As Vijay relates, “The most important thing was selecting the right consultants. From the tender process with 5 companies involved, we selected GHK Hong Kong Ltd and their local partner, Orion Maritime Sdn Bhd, primarily because GHK had successfully carried out another port development master plan before.”

The following factors were taken into consideration in formulating the PKDMP:• Globaleconomicsituationandtradingtrends.• Malaysianeconomy.• Politicalandnationalinterests,suchastheEconomicTransformationProgramme.• Currentdevelopmentsinthemaritimeandshippingindustry.

• SFFLA• CRSA• SAM

• MCDA• MinistryofTransport(MOT)• AMH


1 2 PKA MANAG E M E NT TRA I N I NG

TRAINING TOGETHER TO BREAK DOWN BARRIERSMt Kinabalu Expedition: After Action ReportMission Objectives:• Toinculcate a ‘can-do’ attitude and mindset within PKA management.• Tobreak down barriers and bridge the gap between bosses and subordinates.• Toimprove the bonding and relationships between participants.• Toincreaseperseverance, willpower, discipline, and endurance.• Tohavethemanagementteamencourage, support, motivate and drive each other onward.• Toexperiencethesense of achievement after an arduous climb.• Topromoteahealthy and active lifestyle

Mission Timeline:

Stage I in preparing for the night ascent of Mt Kinabalu

was a night walking expedition at Fraser’s Hill.

Stage IV, the toughest and most challenging training

session prior to actually climbing Mt Kinabalu, was

climbing Gunung Datuk in Rembau. When we reached

the top, it was evident that barriers have broken down

between management and subordinates.

Closer to home, Stage II involved climbing Bukit Cheras.

Stage III was climbing Gunung Brinchang in the Cameron Highlands. These activities were open to all PKA staff, and was received warmly. The response was very encouraging!


PKA MANAG E M E NT TRA I N I NG 1 3

Muhamad bin BahauddinActing Manager (Fire)

Rozana bt HashimPersonal Assistant to PKA GM

Captain K SubramaniamManager (Marine Operations)

As the coordinator for this expedition, I can honestly say that our inter-staff relationships have strengthened and improved by the time we reached the top. The commitment to make the climb a success was there from the very beginning –some of us even sacrificed family time to attend the trainings. Making it to the summit of Mt Kinabalu was tough; many times, I thought of turning back. It was seeing all the others move resolutely onward that made me change my mind.

From this, I have learnt that to achieve something great, our mental attitude is key. After successfully organising this expedition, my confidence level in my capabilities as a whole to perform at work has increased.

I was very athletic in my bachelorette days, so when Mr Kee proposed this, I thought it would be fun. I didn’t think it would be so hard! During the 1st 4km, all I could think of how far the peak was. But God gave me the mental strength to continue. It took me from 6:30pm to 11:30pm to get from Layang-Layang to Laban Rata, all alone in the dark. I was the last to reach the top, but thanks to the support from Mr Kee and my colleagues, who constantly called me and sent me SMSes of support, I made it. I don’t know where I got the courage to make it up by myself at night, with everyone else already up there. But when I reached the top, I felt a sense of satisfaction. All the fatigue, aches and pains vanished.

Before this expedition, we were not very close at all. Being from different departments, we did not interact much with each other. With this, it’s like we are part of the same PKA family. More than that, we now have a ‘can-do’ attitude. Nothing is impossible in this life if you reach for it.

I think that we should have more such outings. The climb took us outside our comfort zone, forcing us to face our own limitations. Of course, we required the cooperation of our fellow colleagues to motivate us and keep us going. The people around me were a source of support. We boosted each other’s morale and took our minds off the difficulties we faced.

The coordinator, Mohd Bahauddin, did an excellent job preparing us for the climb. It was during the training sessions that I experienced how enjoyable jungle walking at night can be. The climb itself was initially very pleasant; the landscape was stunning. Halfway up, it started getting harder and harder. But it was definitely worth it. We did not give up, and we got there in the end.

PKA BOLEH!!!

Mission DebriefiFIng:

NAZERY KHALIDSenior FellowMaritime Institute of Malaysia (MIMA)

As Malaysia’s foremost maritime think tank, the Maritime Institute of Malaysia (MIMA) has the responsibility to provide maritime-related policy options and recommendations to relevant government agencies and other maritime stakeholders. According to Nazery Khalid, Senior Fellow in MIMA, the Institute has a mandate to promote and safeguard Malaysia’s maritime interests in achieving its objective of becoming a globally competitive maritime nation.

Speaking on the ports industry, Nazery points out that from an economic perspective, ports are just facilitators of trade. As he elaborates, there is a limit to what port operators can do on their own to attract shipping lines. “Their business depends on cargo generated by trade and other economic activities, as well as shipping patterns. However, as service providers, port operators must do all they can to surmount these limitations by fulfilling the needs of all parties along the logistics chain.”

For a prime example of how a port can overcome its limitations, Nazery suggests looking no further than Singapore. “Despite being a small country with a small population, generating only a small volume of indigenous cargo, Singapore boasts one of the world’s busiest container ports. One might say that they are blessed with a strategic location, but so are we. What gives them the edge is an all-out, comprehensive approach towards making Singapore an international maritime centre and its port as a premier global port.”

Nazery believes that for a developing country like Malaysia to have two ports in the list of top 20 container ports by throughput handled, it is already ‘performing beyond expectation’. However, he cautions against complacency. “Port operators and authorities in Malaysia need to respond to the needs of the port-users in order to serve them well. They must understand trade dynamics, economics, logistics, technology and supply chain management, among others. In doing so, they can anticipate cargo and shipping trends and identify business opportunities.”

Nazery is equally frank when outlining what port authorities should not do. “Port authorities have to facilitate, not frustrate. They must be offering solutions to problems, not be one of the problems.” To this end, he said that port authorities must address complaints and removehurdles that impede the smoothflowof themaritimesupplychain. “People need to be regulated, but not to a point where it chokes and stiflesbusiness, entrepreneurship, competitiveness and a bit of risk-taking,” he stressed.

The Ministry Of Transport’s (MOT) figures on port throughput performance indicate that Malaysia’s ports have improved significantly. In 2010, they handled a total of 18.4 million TEUs, as compared to 16 million TEUs in 2009. Nazery points out that Port Klang has been in the forefront in this incredible surge in cargo handled. “As of 2010, Port Klang is the 13th largest container port in the world by volume handled. This was commendable, considering the world was still recovering from the global recession and many container ports worldwide suffered from a slump in their business.”

1 4 A S S O C I AT E S


PORT KLANG: LEADING MALAYSIA’S MARITIME SECTOR TO GREATER HEIGHTS

One of the factors that MIMA has identified as being key to Port Klang’s resurgence is the increase of intra-ASEAN trade and transshipment volumes generated by the East Asian region, especially China. “Port Klang is the first port of call in the West-East trade but the last port of call between the East to the West. It is an important stop-over and strategically located along one of the world’s busiest shipping routes.” Nazery also attributes the steady increase of throughput in Port Klang to improved performance, productivity and efficiency. “Having visited a number of the world’s top container ports around the world, I can vouch that the two terminals (Northport and Westports) are examples of world-class ports in terms of infrastructure, performance, productivity and efficiency.”

Nazery shares some of the challenges MIMA foresees for Malaysian ports, and Port Klang in particular, as they move towards 2020. “They need to consider the competition from established ports like Singapore and Hong Kong, from upcoming ports in Vietnam, Indonesia and Thailand and domestic competition posed by other local ports. Then there is competition from other transport modes, such as rail, in vying for cargos. The competitive environment is ferocious and will only get fiercer in the years to come. That said, port operators should welcome competition as it provides everyone with an impetus to improve their service delivery, infrastructure, performance, and efficiency, which can only be good for their customers. To do that, they have to play up to their strengths in order differentiate themselves in a crowded, ultra-competitive market.”

In MIMA’s estimation, Port Klang Authority (PKA) has certainly played a significant part in Port Klang emerging as one of the world’s top container ports with superb infrastructure and facilities. “The terminals can only perform if they are under the purview of an authority which is supportive, pro-business and understands their operating environment,” Nazery explains. “Given the increasingly complex and global nature of trade, ports have to become an integral part of the global supply chain that facilitate trade and distribution. Port authorities can no longer be just regulators, administrators and landlords. They have to play a variety of roles, which include marketing, attracting investors, financial planning, business development and even customer relations. They must act as strategic partners to the terminal operators and work in concert to ensure their ports remains highly competitive. Certainly, PKA has excelled at playing all these roles, though there is room for improvement.”

Nazery believes PKA’s formulation of the Port Klang Development Master Plan 2010-2030 (PKDMP) augurs well for the port to not only retain but also enhance its competitive edge. “From what I understand, based on the workshops I attended, the plan entails Port Klang’s strategic roadmap and vision to retain its status as National Load Centre and Preferred Regional Logistics Hub. I laud this plan as it spells out a vision and a roadmap towards making Port Klang a port of choice. With proper execution of PKDMP, I have no doubt that Port Klang can continue to be Malaysia’s premiere gateway port and make itself an irresistible regional port to shipping lines, especially main line operators. The plan is also in line with attainment of the Key Result Areas outlined in PKA’s Corporate Mission 2010. This is a very good move; it shows that PKA is putting on its long-term thinking cap to develop the port systematically.”

What recommendations does MIMA have for Port Klang in order to further strengthen its position and hone its competitive edge? Nazery outlines possible directions in which PKA can lead the port from strength to strength. “Port Klang, as the top port in Malaysia, can shoulder the responsibility of championing best practices as well as defining and expanding the role that ports can play under the New Economic Model (NEM)”, he enthuses. “PKA and the two terminal operators can look into creating the kind of activities that meets the criteria of the NEM, namely high-income, value-adding, knowledge-based and innovation-driven. These involve activities such as port consultancy and management, in which companies such as PSA and Dubai Ports World excel. These are the kind of activities that don’t require billions of ringgit in capital expenditure to undertake, but rather talent, skills, innovation and entrepreneurship,” he stressed.

Nazery reiterates the need for Malaysian ports to move up the value chain to remain relevant, competitive and profitable. In this regard, he believes that Port Klang, being the ‘big brother’ port in Malaysia, can and should lead the way. “Under PKA’s leadership, Port Klang is well-poised to not only consolidate its status as Malaysia’s premiere port but also to move up the competitive notch amid intense rivalry among local and international ports for cargos. All eyes will be on Port Klang to play a leading role in elevating Malaysia’s maritime sector into greater heights and take the country into the ‘Champions’ League’ of truly world-class maritime nations”.

About the Maritime Institute of Malaysia (MIMA)• Malaysia’sprimarymaritimepolicyresearchinstitute.• Providesresearchandconsultancysupporttothevariousgovernmentmaritimeagenciesinpolicyplanningandpolicymakingto safeguard Malaysia’s maritime interests. • MajorstakeholdersincludetheMinistryofTransport,NationalMaritimeCouncil,NationalShippingCouncilandMalaysianLogisticsCouncil.• Dealswithnational,regionalandglobalmaritimeissues.• Publishespolicypapers,organisesandparticipatesinmaritimeconferences,contributesarticlestotradepublications.• Has5researchcentresunderit;CentreforCoastalandMarineEnvironment(CMER),CentreforMaritimeEconomicsandIndustries (MEI), Centre for Maritime Security and Diplomacy (MSD), Centre for Ocean Law and Policy (OLAP) and Centre for Straits of Malacca (SOM).

A S S O C I AT E S 1 5


By far the largest division within Port Klang Authority (PKA), with around 60-70 staff, the Regulatory Division is responsible for overseeing and regulating all shipping and maritime activities within the port limits. Helmed by PKA Assistant General Manager, Capt David Padman, the Division comprises 5 departments; the Marine Operations Department, the Security Department, the Fire Department, the Dangerous Goods Department & the Free Zone Department.

Due to the varied and operational nature of its duties, the Regulatory Division is involved in a large number of both local as well as international dialogues and forums & IMO meetings to keep its staff updated on current issues and other global developments. In addition, the Division issues rules and regulations in the form of Notices to port users, the latest being the “Carriage of Arms and Armed Guards On Board Vessels”, for ships plying or transiting the Red Sea and calling at Port Klang. It also occasionally conducts trainings on new developments.

REGULATING PORT KLANG’SOPERATIONS

1 6 I N S I D E P K A


CAPTAIN DAVID RAJAN PADMANAssistant General Manager (Regulatory)Port Klang Authority

• Licences,setsstandardsforandoverseestheoperationofharbourpilots, pilot boats and tugs. Pilots are not directly hired by PKA, but by the 2 terminal operators.• EnsuresallshipsandothercraftusingPortKlangareequippedwith Automatic Identification Systems (AIS).• Maintainsafull-strengthHydrographyUnit,whichcollatesvariousdepths and soundings within the port limit and provides the information to the Navy for navigational chart publications and update of corrections.• MaintainsandoperatesPortKlang’sVesselTrafficManagementSystem (VTMS).• Coordinatesandcarriesoutdredgingexercisestomaintainnecessary channel depths in all common fairways. • Licensesandenforcesprivatejettyregulations.

Marine Operations Department

I N S I D E P K A 17


• Enforcesandpolicetherestrictedareassurroundingtheport.• AuthorisesNorthportandWestportstousePKA’sAuxiliaryPolice powers within the port and designated port areas (on land and the waters surrounding the port).• Helpwithanti-peoplesmuggling,anti-terrorism,piracyandother crime.• Holdsregularmeetings&dialogueswiththeRoyalMalaysian Police and other law enforcement bodies.• Headedbyahighrankingpoliceofficer(ACP)andassistedby inspectors. The Security Chief is also the Maritime Transport Security Officer (MTSO). Any issues arising on board ships arriving at Port Klang is dealt with by the MTSO.

Security Department

• TheFireChiefgoesonroundstoconductinspectionsandmake ensure everything is up to safe.• Inspectionofbuildingswithintheportcarriedoutfromtimeto time to ensure all fire fighting equipment in good working condition.• Approvesanyhotwork(weldingetc)beingdoneattheterminals or on board ships.

Fire Department

• Handlesmorethan500,000TEUsofdangerousgoods(DG)ofvarious classifications (Classes 1-9) annually, from cigarette lighters to chemicals to radioactive materials to explosives. Firearms are not allowed to be imported/exported without special permissions.• Nostorageofammunitionorexplosivestobestoredatwithintheport; transshipment or delivery of Group 1 DG has to be immediate, Group 2 DG may be provided storage for a maximum of 24-48hrs.• ProcessestheapprovalofallDGimports,exportsandtransshipment, subject to declaration by UN number and class, as well as to ensure hazardous materials stickers placed on the relevant containers an approved by a competent CPC surveyor.• DGofficersgoonthegroundtodouble-checkdeclarationversusstickers on containers. If any discrepancy is found, the perpetrators will be issued 2 warnings, after which the Department may pursue a court case.• DGofficersalsodealwithanykindsofleakages,spillsandotherformsof cargo damage.

Dangerous Goods (DG) Department

• OverseesthedesignatedFreeZoneareasofNorthportandWestports.• Approvesvariouscommercialactionswithintheterminals.

Free Zone Department

For the latest, most frequently updated information on the Regulatory Division and the Notices being issued, please check the PKA website (http://www.pka.gov.my).

UPDATES AND UPGRADES IN PROGRESS

1 8 P O RT U P DATE


As the primary division responsible for ensuring the smooth running of total port operations, the Regulatory Division carries out a number of activities designed to ease processes throughout the year. Below are some of the changes that port users should be aware of:

The Ship-Shore Safety Checklist, which is used for any ship coming in to handle liquid cargo in the port, whether loading or discharging, has been updated recently. The Regulatory Division is in the process of training its staff prior to coming up with new guidelines, which will then be passed on to Northport & Westports. Subsequently, the two terminal operators will pass these guidelines on to their own customers by the end of the year.

The International Ship and Port Facility Security (ISPS) Code has been undergoing periodic updates. The Regulatory Division has a tabletop exercise planned this year to measure and assess Port Klang’s ISPS readiness, after which a major exercise will be jointly held with other relevant government agencies, including the local General Hospital.

The Marine Dept will be carrying out a dredging exercise throughout June 2011, especially in the main channel and access areas. This exercise is due to the silting of these areas, which is reaching the tolerance level of 16.5 metres.

Following the recent upgrade of the Vessel Traffic Management System (VTMS) last year, several of the VTMS staff will be undergoing Continuing Professional Development in neighbouring countries.

Automatic Identification Systems (ship transponders) will be introduced and made compulsory for private jetties operating along Sungai Langat by the end of the year.

A new process flow booklet, which aims to cut down on red tape, and centralise data collection, will be made ready later this year. This is to maintain ISO certification and improve efficiency.

TELLING OUR STORY: THE PORT KLANG COFFEE TABLE BOOK

In September, Port Klang Authority (PKA) will officially launch the limited-edition Port Klang Coffee Table Book (CTB). Titled “Port Klang: Malaysia’s Maritime Marvel”, the 120-page CTB chronicles Port Klang’s rise from a humble coastal port to the world-class megaport it is today. The CTB is the brainchild of Kee Lian Yong, PKA’s General Manager, who said, “Through the coffee table book, I hope that its readers will come to appreciate the richness of our history, as well as those people whose contributions have led to Port Klang’s success.” Research for the CTB was initiated and coordinated by the Corporate Communications Department. The department was also responsible for overseeing the editorial concept, design, layout and photo selection process.

Introducing Port Klang

An overview of Port Klang and its competitive advantages over other regional ports is included in the CTB. Port Klang is an internationally-renowned port, with a strategic location, state-of-the-art facilities and customer-oriented terminal operators, which the CTB looks at in detail.

The Development of Port Klang

From its start as Port Swettenham in 1901, the main narrative of the CTB records Port Klang’s growth and changes over the decades. Sidebar stories examine various events and historical elements that have an impact on Port Klang, such as the economy of the Federated Malay States, the history of Malayan Railways, and Independence Day.

The Story behind PKA

The Port Authority has changed alongside the port, starting out as port operator in 1963 and through a series of evolutions, has today become Port Klang’s regulator and trade facilitator. This section includes interviews with retired PKA employees who have worked and lived through some of PKA’s momentous transformations.

P K A AT A G L A N C E 1 9


2 0 P E R S P E C T I V E S


A PRIVATE SECTOR MAN IN PUBLIC SERVICE

At the time Kee Lian Yong first took on the role of GM of Port Klang Authority (PKA), the Authority was troubled over the PKFZ crisis, and it was his 1st public sector job. He was assigned to attend to PKFZ issues as well as to manage and pave forward the way for PKA. The Gateway team takes this opportunity to speak to Kee on this and many other issues in an exclusive interview commemorating his 2 years in PKA, as well as his parting thoughts on Port Klang.

GW: As GM of PKA, what have you achieved during your 2-year tenure?Kee: My background and my strengths are in business management and transformation as well as corporate finance, which I have gained from over 30 years in the corporate sector. The reason I joined PKA was to bring that background, strengths, experience and expertise, and inculcate it into the PKA working culture. As part of my strategy to achieve this vision, together with my management team, we have drawn up a Corporate Mission that centres on the attainment of 5 Key Result Areas (see PKA Report Card). The Corporate Mission, as well as the initiatives that supported it, are in my opinion my most significant achievements.

GW: Besides the initiatives under the Corporate Mission 2010, what else have you contributed to PKA?Kee: Something else that I have worked very hard on is creating a corporate ‘can-do’ culture within PKA. This is a question of shifting our mindset from being always ‘by the book’ to thinking ‘outside the box’ when necessary. PKA as a statutory body naturally had a lot of regulations and by-laws, which caused much bureaucratic red-tape and long decision-making times. Where possible, I wanted to expedite various processes and speed things up while adhering to the spirit of the regulations.

The entire industry is looking at PKA as the bellwether as to how best conduct its business. It has always been PKA’s role to be the leader in championing industry issues. The port community is very dynamic, ever-

changing and new challenges are always cropping up. The industry players face many hurdles in retaining their competitive edge in this environment. This is why, outside of office hours, I take the time and opportunity to meet up with them to address their mainly operational issues. This way, I can ‘facilitate, not frustrate’. I see PKA, as regulator and also trade facilitator, as having the responsibility of levelling the playing field, at the same time helping the industry to grow. It is up to us to make leadership decisions, so that we can strengthen our position as well as play a more effective role. The Authority must also be seen to have an authoritative viewpoint on important matters if we are to be truly successful.

GW: What is your philosophy of work?Kee: As senior government officials or administrators, especially ones that are looked to for expertise and leadership, we are here to serve the rakyat, as well as contribute to the needs of the industry and our stakeholders. My philosophy is first, to contribute and serve with integrity, dedication and full commitment. As for my attitude, I think that we need to be proactive, constantly searching for solutions and not excuses, and to maintain forward momentum. This can only be done by having the courage to take the lead and make decisions as well as to move forward. If mistakes happen, learn from them and move on. I also always believe in value-creation; we should not always keep doing the same old work, but constantly think of how we can change and improve the way we do things.

GW: What is your personal vision for the way forward for Port Klang?Kee: I am not a port man; I came into the port industry without any prior port experience. Having served 2 years as a layman, I have seen the contribution of the port and logistics industries to this country’s economy, and I hope to see the continuing growth and importance of these industries. It is a pillar of local and international trade. Port Klang is fortunate in terms of our strategic location, state-of-the-art facilities and our expertise in handling massive volumes of cargo. As National Load Centre, we capture a lot of domestic sea traffic, and as the Malaysian economy grows, we become increasingly important in handling international sea traffic as well, which is upwards of 85% of our total trade. What we view now is competition; firstly, between

P E R S P E C T I V E S 2 1


KEE LIAN YONGGeneral ManagerPort Klang Authority

our two terminal operators, then between the various Federal ports in Malaysia, and also the emerging ports within the region.

For most of our existence to this point, Port Klang has been looking inward, while other ports have ventured to operate ports in other countries. It is high time we started looking outward and doing the same. However, we need to combine our resources in order to do so; whether it is by moving out as a united Port Klang with a potentially merged terminal operator, or as united Federal ports under a National Port Policy and National Port Authority.

As part of our current plan, PKA has to look into the new site for container terminal operations within the next 5 years. Having a good plan now, however, does not invalidate the need to plan for the far future. Port Klang has already prospered during or 1st century of operations, and we want to continue prospering into our 2nd. Part of planning for the future is setting aside all potential sea frontage which has a natural depth as a port reserve for future development into the next century. This should be our contribution to our future generations. We have this advantage of the luxury of space over our regional competitors.

In view of the upcoming renewal of the Northport concession, the future of Southpoint as the original Port Swettenham and existing port terminal needs to be seriously considered by the government. Personally, I feel there is a potential in Southpoint and in the near future, can be developed into a vibrant ‘harbour city’, with commercial, industrial and entertainment zones. Currently, Port Klang beyond the terminals is a rather sleepy ‘port town’. Combined with Southpoint’s natural scenic view, its development can make it become a tourist attraction and revitalise the townships around Port Klang. Additionally, Southpoint is already well-connected by road and rail, and is very close to the inner Klang Valley.

One thing I wish I could have done more was to improve the business and financial position of the Port Klang Free Zone (PKFZ). Besides marketing and promotion, PKFZ also requires financial restructuring, value-added and packaged lease rates as well as a revamped business model. However, I believe the viability of PKFZ requires greater support and commitment from all parties.

PKA Report CardWhat are the GM’s 5 Key Result Areas (KRAs), and how has PKA stacked up against each of the KRAs?

Improve and strengthen regulatory roleThe industry players and port users want us to listen to their operational woes and expect us to draw up guidelines, best practices and policies to facilitate and ease doing business at Port Klang. We have to be firm and bold in making decisions and in finding ways to carry out our regulatory role and execute our policies for the betterment of the port fraternity.

Formulating the Port Klang Development Master Plan (PKDMP) 2010-2030. I am very pleased that we have completed the PKDMP, which maps out some of Port Klang’s directions over the next 20 years. As you can imagine, if Port Klang is to remain competitive and relevant within the region in the future, we will have to plan for it and prepare for any eventuality that may arise. Our previous Plan was supposed to have lasted from 1990-2010, but by 2000, it was already outdated. The PKDMP takes effect from 2010 to 2030, and looks at, among other things, various possible trade growth scenarios and how we might best accommodate that growth whichever way.

Generally, the PKDMP report projects that there will be a capacity constraint in Northport and Westports within 5-10 years in terms of container handling. The report also highlights that PKA needs to identify a new site for container terminal development, as well as review the feasibility and potential commercial value of Southpoint giving due consideration to the renewal of the Northport concession. Now PKA has to draw up 5-year (short-term), 10-year (medium-term), and 20-year (long-term) implementation plans.

1

2

2 2 P E R S P E C T I V E S


Publishing a coffee-table book. Last year, I commissioned a coffee-table book on Port Klang, its history and its facilities. History is important; I wanted to showcase the rich legacy of Port Klang, with a history of over 100 years dating back to the beginnings of our colonial past, and has been our major port for almost all that time. I think it would be instructive for people to see how the port has transformed itself over the years. I also think it is crucial that we recognise the value and the importance of various personalities’ contributions to the port, to make Port Klang what it is today. They should be remembered, and the coffee-table book is our way of commemorating them.

Improve and strengthen trade and facilitation roleEmbarking on trade missions (on our own, with SFFLA or jointly with our Sister Ports). Lately, we have started working closely with our business associates to organise mission trips, as well as planning for them on our own initiative. In addition, we also join forces with our sister ports; for example, in a joint trade promotion with our sister port Luka Koper in October last year, we briefed Vietnamese officials on Port Klang and the benefits of collaboration with us.

Initiating the Port Klang Net. The objective is to integrate all existing or current systems under 1 platform. This presents a number of advantages which benefits all stakeholders in Port Klang. Firstly, such a platform presents time-savings and costs-savings, especially operational costs-savings while enhancing efficiency and productivity. Secondly, it allows seamless connections across all the existing and current systems across the industry in Port Klang. Thirdly, we will be able to convert all manual operations to electronic transactions, thus switching from ‘paper less’ to ‘paperless’. Additionally, we will be able to track and trace the operational movement of containers and cargo from the port area to the destination and vice-versa, which increases accountability. We expect a lot of challenges and issues initially; I believe that PKA will take a lead role in finding a way forward in the interests of our industry users.

Improve delivery systemImproving our foreshore charges collection. The foreshore charges were formerly collected by an outsourced company on behalf of PKA. Today, PKA collects the foreshore charges ourselves. We have the manpower and the system in place, and we have registered a 30% increase in revenues. By having this system in place, we have eased the way of doing business for the private jetty operations within the port limit.

Corporate Social Responsibility programmes• Restarting the development of Taman Datuk Abdul Hamid. I am proud to have moved the development of Taman Datuk Abdul Hamid onward. It had been abandoned for 4-5 years prior to my arrival. Because of this, it was becoming an eyesore, affecting the purchasers. I am pleased that the matter was resolved amicably, and that we achieved a win-win formula for all parties involved. We have gained all the necessary approvals to go ahead now, and I am happy to see that Taman Datuk Abdul Hamid will be transformed into a vibrant development, known as ‘1Gateway’.• Completing the Pulau Ketam jetty upgrades. Along the same lines, I am also very happy to have seen to the completion

of the Pulau Ketam jetty pontoons, after having surmounted various hurdles and obstacles. This upgraded jetty will be beneficial to the travellers between Pulau Ketam and the mainland as well as other islands, including residents and tourists.

Strengthening human capitalShaping PKA’s current and future leaders. Human resources are capital assets to us. I wanted to mould our people to be effective leaders and team players, and to rise up to my challenge that all tasks are possible to achieve with hard work and determination. Hence, I called on the management team to climb Mt Kinabalu. After months of training for the climb together, the managers felt more empowered and more confident. The actual climb of Mt Kinabalu tested our stamina, endurance and willpower – it was also a form of mental development. When we reached the top, we felt the satisfaction of reaching our goal and of achievement, which breeds a good internal culture and discipline. This is not to mention the wellness benefits; we have a health problem in Malaysia and while many companies are just holding talks, we are actually doing something about it. After the climb, the management team went back to the office more united than ever, with a sense of togetherness and depending on each other, as well as an increased level of perseverance and team spirit – which was what I wanted out of the exercise.

Improve and strengthen integrity and corporate governanceImplementing the Whistle Blowing Policy. We launched the Whistle Blowing Policy after receiving the endorsement of the boards of PKA and PKFZ to encourage staff and any other party to report or tip-off any irregular or undesirable activities or practices that may tarnish the good name of the organisations.

Signing integrity pact agreements. We became the first government agency to have bidders for our contracts sign an integrity pact against corruption-related activities in the procurement process. The pact was a commitment undertaken by both the Authority and the companies not to participate in activities linked to the payment, offering, demanding or accepting of bribes. In this manner, we improved our image both internally (among our own staff) as well as externally (within the industry).

1

2

1

2

3

1

2

1

GATEWAY magazine invites you to announce your upcoming industry events here.

ON THE RADAR

Email us at:[email protected]

Or mail us at:Port Klang Authority Mail Bag Service 202, Jalan Pelabuhan Utara, 42005 Port Klang, Selangor Malaysia


PORT KLANG FACILITIES

PORT KLANG

CONTAINER NORTHPORT WESTPORTS TOTAL

BERTHS

NUMBER OF BERTHS 12 11 23

LENGTH (METRES) 2,679 3,200 5,879

DRAFT (METRES) 11.0 - 15.0 16 11 - 16

STORAGE

ANNUAL CAPACITY (MILL TEU) 5 6 11

REEFER POINTS 751 1,236 1,987

EQUIPMENT

QUAY CRANES 26 34 60

RUBBER TYRED GANTRY CRANES 57 92 149

STRADDLE CARRIERS 67 - 67

PRIME MOVERS 158 273 431

TRAILERS 112 277 389

HIGH STACKERS 8 25 33

LIQUID BULK NORTHPORT WESTPORTS TOTAL

BERTHS


LENGTH (METRES) 779 1,305 2,084

DRAFT (METRES) 10.5 - 11.5 10 - 16.5 10 - 16.5

DRY BULK NORTHPORT WESTPORTS TOTAL

BERTHS


LENGTH (METRES) 426 850 1,276

DRAFT (METRES) 12 14 - 15 12 - 15

STORAGE

COVERED STORAGE (SQ. METRES) 36,623 11,630 48,253

OPEN STORAGE (SQ. METRES) 17,520 - 17,520

BREAK BULK NORTHPORT WESTPORTS TOTAL

BERTHS


LENGTH (METRES) 1,286 1,000 2,286

DRAFT (METRES) 6.0 - 12.5 15 6.0 - 15

STORAGE

WAREHOUSES (SQ. METRES) 47,169 33,740 80,909

OPEN STORAGE (SQ. METRES) 57,805 80,357 138,162

On 20 April, Port Klang Authority (PKA) recently held a joint gotong-

royong with the Royal Malaysian Navy (TLDM), in conjunction

with the latter’s 77th anniversary. Called Project ‘Jiwa Murni’, the

gotong- royong was held at the Orang Asli settlement near Westports.

According to First Admiral Zaaim Hasan, 80 naval officers and 100

helpers including PKA employees took part in the gotong-royong at

the village, which has about 200 residents. Alongside Zaaim and PKA

Chairman Dato’ Dr Teh Kim Poo, they helped paint about 45 houses

in the village from 8am to 4:30pm.

“As PKA Chairman, I would like to thank our highly responsive –

and responsible – terminal operators, especially Westports,” Dato’

Dr Teh remarked. “Westports donated new front doors for these

houses, for instance.” PKA contributed to the full cost of the paint

and the brushes used during the gotong-royong, as part of its ongoing

Corporate Social Responsible initiatives.

PAINTING A BRIGHTER FUTURE FOR CHARITY

As Malaysia’s principal port, Port Klang is well situated to handle your every need, be it in manufacturing, trade or logistics. Strategically positioned within the busiest sea-lane in the world, Port Klang has three state-of-the-art terminals capable of processing any type of cargo. Free zones and trade facilitation services means your ease of doing business. With an excellent multi-modal transportation network, Port Klang is linked to the entire nation. And with links to 600 ports in over 180 countries, Port Klang is also excellently connected globally. PORT KLANG, enabling you to explore whole new horizons of trading opportunities.

Reaching New Horizons

future course

Documents