ASEAN Ports Association Malaysia (MAPA)

By forming a new subsidiary to manage its ferry business, Penang Port can make strategic moves at turning around the unit, says its managing director

The Economic Planning Unit (EPU) has given the much-awaited nod to terminal operator Penang Port Sdn Bhd (PPSB) to separate its loss-making ferry operations from its core port business, and make it a subsidiary of the company.

The move by the EPU, a body established under the Prime Minister’s Department, is part of a major restructuring plan aimed at facilitating the port operating unit’s listing on Bursa Malaysia.

PPSB managing director Datuk Ahmad Ibnihajar said the separation of the two businesses, which is likely to take place this year, will create distinct identities for PPSB’s ferry and port operations.

“This restructuring exercise is expected to be endorsed by PPSB’s board when it meets on October 9 and we are looking at positioning the ferry operations as a public transport provider like Rapid Penang and the light rail transit service,” he told a press conference in Penang yesterday.

Present was PPSB’s newly-appointed chief operating officer Azlan Hamid.

Ahmad said by forming a new subsidiary to manage its ferry business, PPSB can make strategic moves at turning around this unit.

“One way to fill our fleet of eight ferries up and ensure that they run optimally is to team up with Rapid Penang.

“We plan to load their buses on our ferries – which currently operate at only 25 per cent capacity – and allow passengers to travel on a single ticket,” he added.

He said discussions on the fare structure for this proposed merging of services between PPSB and Rapid Penang will be held with Rapid Penang’s chief executive officer Azhar Ahmad soon.

The ferry service, which links Penang island to the mainland, has been a stumbling block to the port opera-ting company’s initial public offering.

Last year, ferry losses stood at RM24.6 million, a 71 per cent increase over RM14.4 million in 2007.

“The massive losses last year were due to fuel cost. We are looking at losses of RM14 million this year,” Ahmad said.

In July this year, Second Finance Minister Datuk Seri Ahmad Husni Mohamad Hanadziah was reported as saying that state infrastructure company Syarikat Prasarana Negara Bhd had been given the mandate by the Finance Ministry to carry out a study on the viability of taking over the ferry service from PPSB.

The public ferry service was absorbed into PPSB as part of its corporatisation deal with the Penang Port Commission in January 1994. Some 6,500 passengers and 3,000 vehicles use the service daily. Passengers pay RM1.20 each, while the fare for a car is RM7.70.

Meanwhile, Ahmad said Penang Port’s container throughput for 2009 is expected to match the 2008 volume of 929,639 TEUs (20-foot equivalent units).

By Marina Emmanuel

… due to bleak outlook

PORT KLANG: Port Klang, the national maritime gateway, projects a 10% fall in cargo volume due to the bleak outlook for the economy this year.

Port Klang Authority (PKA) general manager Lim Thean Shiang said both port operators, Northport and Westports, started to feel the contraction in volume last month with a 16% drop in cargo volume against the same month in 2008.

“In an effort to cultivate and sustain the port business this year, especially import and export activities, PKA has decided on a blanket waiver for those who have difficulties in adhering to the three-day container free storage period at the port,” he told a press conference yesterday.

Port Klang previously had a five-day free storage period but this was cut to three days effective Jan 1.

Lim said the continuation of the waiver would be reviewed in July based on the economic climate then.

Lim Thean Shiang

Lim Thean Shiang

“But, the Port Klang community must continue to upgrade their efficiencies to operate under the three-day free storage period when the economy revives,” he said.

Additionally, PKA will also continue the feeder incentive scheme by April but with a new pre-qualification criteria.

The feeder incentive is given to feeder operators that help bring cargo to Port Klang from other places in the region.

The incentive was frozen in October for PKA to re-study its contribution to the cargo growth at Port Klang.

A total sum of RM37mil in incentive had been given to feeder operators since 10 years ago.

On Port Klang’s performance, Lim said it had recorded a 12% increase in cargo volume to 7.97 million 20-ft equivalent units (TEUs) last year from 7.11 million TEUs in 2007.

“This achievement has propelled Port Klang to be ranked the 15th-busiest port of the world in terms of volume last year from number 16 the previous year,” he said.

By SHARIDAN M.ALI

PETALING JAYA: While Westports Malaysia Sdn Bhd leads the industry in terms of productivity, its success does not solely rely on advanced equipment and facilities, but more importantly, its workforce.

“The port business is in a service-oriented industry where people are the most important asset,” its executive director Ruben Emir Gnanalingam told StarBiz.

“Every port can acquire the most advanced cranes, berths and system but what makes a terminal better than the rest is how it manages its people.”

In scouting for talents, Gnanalingam said Westports offered attractive remuneration packages and staff benefits.

“As there are not that many applicants with prior port experience, we basically train our employees from scratch.

Ruben Emir Gnanalingam

Ruben Emir Gnanalingam

“Experience is a not a necessary pre-requisite, what is more important is finding the suitable person for the right position,” he said.

Gnanalingam said Westports’ young executives programme would include training in various departments to evaluate and identify the areas that an employee could excel in.

“And if an employee feels jaded doing the same job for a long time, we will try to move him around,” he said.

Westports averagely recruits 12 young executives every six months as part of its succession plan.

Gnanalingam said via the recruitment plan, Westports ensured that when a person left or were promoted, the vacant position would be filled by another experienced employee.

Another interesting talent management practice at Westports is its focus on key competence indicators (KCIs).

“Alongside our key performance indicators (KPIs), we also have KCIs that measure and describe an employee’s competence and character.

“This will identify a person’s talent to be placed in the most suitable position,” he said.

Westports also values leadership potential at every level of its operations.

“Every employee is encouraged to develop and train newer and less experienced subordinates. For me, I am constantly developing 30 to 40 of my senior managers to be better,” he said.

Westports is one of the key sponsors alongside Sime Darby Bhd and StarBiz for the Asia Strategic Talent Management Forum 2008 on Nov 13.

The forum, which will be held at Sime Darby Convention Centre, is organised by Leaderonomics Sdn Bhd.

By SHARIDAN M. ALI