TABLE OF CONTENT - lpj.gov.my · PDF fileaction plan is essential to ensure the continued excellence of both ports. ... predefined KRA are identified from the aspects of ... (KPI)

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TABLE OF CONTENT

1. MESSAGE FROM THE GENERAL MANAGER

2. EXECUTIVE SUMMARY

3. HISTORY OF JOHOR PORT AUTHORITY

4. PURPOSE OF THE STRATEGIC PLAN 2013-2018

5. VISION & MISSION

6. OBJECTIVES

7. ORGANIZATION MANAGEMENT PRINCIPLES

8. STRATEGIC THRUSTS

9. ORGANISATION CHART

10. KEY RESULT AREAS (KRA)

11. STRATEGIC ACTIONS

12. CONCLUSION

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3

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10

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MESSAGE FROM THE GENERAL MANAGER

Assalamualaikum WarahmatullahiWabarakatuh dan Salam Sejahtera. Pasir Gudang Port and Port of Tanjung Pelepas are growing and changing dynamically. Both Ports are witnessing a rapid development in the oil and gas industry, especially in Tanjung Bin and Pengerang. Pasir Gudang Port and Port of Tanjung Pelepas also continue to be catalysts for the economic development of the nation in general and Johor in particular. They are also important meeting points in the country’s logistics chain. The demand and expectations towards more efficient and effective port operations is ever increasing from every level of port users. It is evident that a port that can continuously enhance its level of capability, efficiency and productivity in line with the expectations of all users will continue to be competitive and prosper. Therefore, it is the responsibility and duty of Johor Port Authority to ensure that the port operators are able to deliver effectively and efficiently port users’ demands and expectations.

JPA Strategic Plan 2013 - 2020 has been reviewed to ensure that the vision, mission and objectives of the JPA are in line with the vision, mission and objectives of the operators and port users. We believe that by emphasizing the importance of all port “stakeholders”, both Pasir Gudang Port and Port of Tanjung Pelepas will be able to remain competitive and successful at the international level. It is hoped that the Strategic Plan will be the driver for all parties, including JPA itself to continue to progress and make these two main ports in Johor as the port of choice.

MUHAMMAD RAZIF BIN AHMAD

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EXECUTIVE SUMMARY

Johor Port Authority is the regulatory body for the two major ports in Johor, i.e., Pasir Gudang Port and Port of Tanjung Pelepas. A strategic action plan is essential to ensure the continued excellence of both ports. The dynamic developments in the two ports have triggered the need for the existing JPA Strategic Plan to be reviewed for the next period of 2013 to 2020, in order to strengthen the policy framework, the direction and new focus of JPA. Accordingly, the vision, mission and objectives of the JPA have been modified in line with the rapid changes in Pasir Gudang Port and Port of Tanjung Pelepas.

Now JPA’s VISION is “to be the leading port authority driving Johor as the preferred port “. Clearly, more emphasis is placed to the development and advancement of the two main ports in Johor as the port of choice. JPA’s MISSION has also been modified to “to regulate and facilitate with professionalism integrity and committed in facilitating the advancement of the maritime industry towards enhancing the competitiveness of ports in Johor”. JPA’s focus is now on port operation and port users. It is therefore important that JPA’s vision and mission are in line with the aspirations of all stakeholders of the ports.

Four Key Strategic Thrusts have been identified in which there are 11 Key Result Areas (KRA) and strategic objectives have been established for each thrust. The four key strategic thrusts are; Port Capacity, Port Research and Development, Strategic Relations and Resource Strengthening. The 11 predefined KRA are identified from the aspects of “infrastructure”, “port safety and security”, “health and work environment”, “strategic information centre”, “research and development”, “quality management”, “trade facilitation”, “image development”, “human capital quality”, “financial resource” and “legislation”. JPA believes that through the achievement of the 11 KRAs set out in JPA’s Strategic Plan will enable not only to quantum leap the positions of Pasir Gudang Port and Port of Tanjung Pelepas in the world rankings, but also able to enhance both the ports’ competitiveness and become ports of choice.

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HISTORY

Johor Port Authority (JPA) was formed in 1976 under the Port Authorities Act, 1963. The port which is located in Pasir Gudang began its operation in 1977 from an arid sand area, and has now grown to become an important and flourishing port in the South of the country. In line with the privatization policy of the country and in improving the competitiveness of the port, the Johor Port Authority was incorporated under the Ports (Privatization 1990). Beginning 1995, the port operation services in Johor Port were fully privatized to Johor Port Berhad (JPB) as the licensed operator. Following the privatization, Johor Port Authority was then reorganized in line with its main function as a regulatory body to Johor port operation that was run by the port operator granted with the concession. Johor Port now is reflected as a multi-purpose port that remains viable and competitive.

Due to the need and high demand, and as the development level of Pasir Gudang Port has reached its maximum, the Government took the necessary steps to open another port on the Western side of Johor. Subsequently in 1995, the Government approved the construction of Port of Tanjung Pelepas in Gelang Patah on the basis of ‘Built, Transfer and Operate’ to Port of Tanjung Pelepas Sdn. Bhd. The Port officially began its operation in 2000 and was widely acknowledged as a port that has developed rapidly.

Besides being a regulatory body that is responsible for the operation of both ports - Pasir Gudang Port and Port of Tanjung Pelepas, Johor Port Authority is also the Authority for the Johor Ferry Terminal at Tanjung Belungkor, Kota Tinggi and Changi Ferry Terminal in Singapore that is known as the third gateway between Malaysia and Singapore.

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PURPOSE OF THE STRATEGIC PLAN 2013-2020

DETERMINE ORGANIZATIONAL

DIRECTION

STANDARDIZING ACTIONS

MONITOR PLANNED DEVELOPMENT

STRENGTHEN EMPLOYEES’

COMMITMENT

ENHANCE ORGANIZATIONAL

EFFECTIVENESS

PURPOSE

OF THE

STRATEGIC

PLAN 2013-2020

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VISION & MISSION

OBJECTIVES

TO BE THE LEADING PORT AUTHORITY DRIVING JOHOR AS THE PREFERRED PORT

VISION

TO REGULATE AND FACILITATE WITH PROFESSIONALISM, INTEGRITY AND COMMITTED IN SUPPORTING THE ADVANCEMENT OF MARITIME INDUSTRY TO ENHANCE THE COMPETITIVENESS OF PORTS IN JOHOR

Strengthen the development of port infrastructure capacity in line with the needs of customers and stakeholders.

Creating a port environment & community that promotes business.

Strengthening human capital competencies in port and marine knowledge and skills.

Enhance the efficiency and effectiveness of port security, health and environment control.

MISSION

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ORGANIZATION MANAGEMENT PRINCIPLES

•RESPECT AMONG FELLOW WORKERS

• INTEGRITY AS THE PILLAR OF OUR IDENTITY

•COMMITTED IN PERFORMING OUR DUTIES

•CONSULTATION AS OUR SETTLEMENT POLICY

•ACCOUNTABILITY IN PERFORMING OUR RESPONSIBILITIES

•HARMONY IN EVERY ASPECT

H

i

k

m

a

H

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STRATEGIC THRUSTS

•PORT CAPACITY

•STRATEGIC RELATIONSHIP

•STRENGTHENING RESOURCES

•PORT RESEARCH AND DEVELOPMENT

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2

3

4

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ORGANISATION CHART

MANAGEMENT AND FINANCE DIVISION

CORPORATE SERVICES AND DEVELOPMENT

DIVISION

OPERATION AND REGULATORY

DIVISION

LEGAL UNIT MANAGEMENT SERVICE UNIT MARINE UNITCORPORATE

SERVICES UNIT

FINANCE UNIT FERRY TERMINAL UNITDEVELOPMENT UNIT

INTERNAL AUDIT UNIT

HUMAN RESOURCES UNIT

SAFETY AND SECURITY UNITR & D UNIT

PROPERTY UNIT TRAFFIC UNITINFORMATION TECHNOLOGY UNIT

ASSETS UNIT VTMS UNIT

GENERAL MANAGER

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KEY RESULT AREAS (KRA)

PORT RESEARCH & DEVELOPMENT

1. Strategic Information Centre2. Research Development3. Quality Management

1. Trade Facilitation2. Image Development

STRENGTHENING RESOURCES

1. Quality Human Capital2. Financial Resource3. Legislation

1. Infrastructure2. Port Safety & Security3. Port Health & Working

Environment

PORT CAPACITY

KEY RESULT AREAS (KRA)

STRATEGIC THRUSTS

STRATEGIC RELATIONSHIP

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STRATEGIC ACTIONS

TRUST 1:PORT CAPACITY

STRATEGIC OBJECTIVES:Optimizing performance to enhance the

competitiveness of ports .

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KRA 1 : INFRASTRUCTURE

SPECIFIC OBJECTIVES STRATEGY STRATEGIC

ACTIONS

KEY PERFORMANCE

INDICATOR (KPI)

DURATION

1. To ensure the provision of port capacity achieves the optimum level - Berth- Crane- Warehouse- Jetty- Logistics- Equipment

1. To prepare guidelines to achieve optimum port capacity for each infrastructure

1. To establish a Task Force to analyse the issues of optimization.

2. To develop a standard port capacity enquiry system

• Port capacity achievement guideline (document)

• Percentage achievement of port infrastructure standards

2013

2. To ensure port operators achieve the prescribed operating performance standard

1. To establish a more systematic monitoring system cargo operation

1. More regular andefficientinspections

2. Continuous spot checks

3. Getting monthly reports on operation

4. Monitoring the terms and conditions of operating license issued

• Port performance percentage achieved by port operators in accordance with grade / criteria

2015

2. Optimize usage of port land

1. Prepare port land usage with port operators

2. Promoting to operators for the development of the 10 acres land at Tg. Belungkor Ferry Terminal.

3. Develop the idle port land to facilitate of port operations

• Port Land Usage Plan

• 100% of port land development

2014

2014

2017

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ACTIONS

KEY PERFORMANCE

INDICATOR (KPI)

DURATION

3. To ensure the provision of efficientandadequate shipping support activities

1. Prepare service guidelines

2. Establish a monitoring system that can control the quality of service and shipping products

1. Establishing a Task Force to prepare service guidelines

2. Perform periodic monitoring

3. Getting feedback from users / operators

• Port Service Guidelines

• Increase in the percentage of customer satisfaction

2017

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KRA2 : PORT SAFETY AND SECURITY


ACTIONS

KEY PERFORMANCE

INDICATOR (KPI)

DURATION

1. To strengthen safety and security operations in port areas

1. To strengthen the enforcement of laws and regulations

2. To improve the effectiveness of safety and security monitoring- Port (land)- Marine (water)

1. The implementation of port area security plan

2. Carry out periodic enforcement

3. Monitor safety & security compliance

4. To ensure that all vessels report their arrivals in accordance to the ISPS Code

5. Establishing AIS and VTMS in managing shippingtrafficthe Port

• Guidelines on ‘Port Security Measures’

• Decrease in the percentage of “Non conformities”

• Decrease in the percentage of accidents in port

• Increase in the percentage of arrival report (e-PENS)

• Full operation of AIS and VTMS

2013

2013

2013

2013

2014

3. Increase the number of patrol boats

1. To acquire two additional boats

• Increase in the number of assets for sea patrols

• Increase in the number of sea patrols

2018

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KRA3 : HEALTH & PORT ENVIRONMENT


ACTIONS

KEY PERFORMANCE

INDICATOR (KPI)

DURATION

1. Creating a safe and healthy port working environment

1. Creating a culture of health, safety and security in the port community.

2. Preparing a port workers health and environment policy.

3. Prepare a “Green Port” Policy

4. Implement risk management on port operations

1. Conducting awareness programs

2. Ensure the provision of safety policies are implemented in the near future

3. The enforcement towards the compliance with occupational safety and environmental policies are carried out periodically

4. Provide a “Blue print” (criteria and targets) for the development of “green port”

5. Form a task force to manage the overall risk management

• Decrease of occupational accidents percentage

• Green Port Policy

2014

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THRUST 2:RESEARCH & DEVELOPMENT

OF PORT

STRATEGIC OBJECTIVES:To strengthen research and development capabilities to become an internationally

recognized port reference centre

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KRA 1 : STRATEGIC INFORMATION CENTRE


ACTIONS

KEY PERFORMANCE

INDICATOR (KPI)

DURATION

1. To be a reference centre that compiles strategic information on ports

1. Comprehensive preparation towards the establishment of Data Excellence Centre (DEC)

1. To prepare a strategic plan for the development of DEC

2. MeCollate and integrate data and information from variousfields

3. Establishing the Data Excellence Centre (DEC)

4. Developing and improving the ICT infrastructure to function effectively in line with JPA’s ICT strategic Plan

• Data Excellence Centre

2016

2. To ensure that any online application systemisefficentand effective in all related areas

1. To ensure a comprehensive utilization through effective training programs.

2. More dynamic dissemination of information

• 100% usage of online application

2015

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KRA2 : RESEARCH & DEVELOPMENT


ACTIONS

KEY PERFORMANCE

INDICATOR (KPI)

DURATION

1. To establish ‘Port Centre of Excellence’

1. Providing education and training centre for the port community.

2. Become the centre for the collection of all strategic port information.

3. Centre for round table discussions & exchange of ideas / sharing and promoting “best practices”

1. Prepare Port Centre of Excellence Development Plan (Master Plan)

• Training Module• Forums/

Conferences

2. Creating strategic cooperation with all port operators & other stakeholders

3. To ensure the preparation of infrastructure and information in establishing the Port Centre of ExcellenceMS ISO

4. Provide an annual program of human resource development, including courses, workshops, seminars and conferences

• Port Centre of Excellence is established

• MOU sealed between all partners in the establishment of the Port Centre of Excellence

• Number of human resource programmes developed

• Number of attendees to the human resource programmes

2018

2. Research findingsthatwill give positive impact on the development and image of the port

1. Identify the critical areas which have to be researched and have impacts

1. Through collaboration and cooperation with third parties to produce research on ports on a case by case basis

• Number of annual researches completed

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ACTIONS

KEY PERFORMANCE

INDICATOR (KPI)

DURATION

2. Review the operational requirements of the Tg Belungkor Ferry Terminal and Changi Ferry Terminal.

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KRA3 : QUALITY MANAGEMENT


ACTIONS

KEY PERFORMANCE

INDICATOR (KPI)

DURATION

1. To be an organization that practices total quality management’

1. To increase the recognition (internal)

1. To cultivate and implement a comprehensive quality program throughout JPA & JPA (TP)

2. Form Quality Committee

3. List of quality program implemented according to importance:• MS ISO• 5S• SAGA• KIK• ISMS

• Number of certificationobtained

• Number of recognitions obtained

2014

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THRUST 3:STRATEGIC RELATIONSHIP

STRATEGIC OBJECTIVES:To strengthen and expand the collaboration

with the Port Community

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KRA1: TRADE FACILITATION


ACTIONS

KEY PERFORMANCE

INDICATOR (KPI)

DURATION

1. Be the preferred port in the maritime industry

1. To establish a comprehensive strategic collaboration for both domestically and internationally

1. To identify targets and establish Sister Port programs.

2. To establish bilateral relations and information sharing

3. To strengthen ties with maritime, logistics, government agencies, industry and port operators.

4. To prepare port facilities promotional programs.

• Number of vessel arrivals

• The number of cargo handled

• Impact Study on customer satisfaction on port operation

2013

2. Create a “Meeting Place” for those involved in the port industry

1. To identify the “Meeting Place” (new building)

2. Create a centre for channelling of information

3. Data collection centre (DEC)

• “Meeting Place” at new JPA HeadOffice

2015

3. To ensure smooth operation of the logistic chain

1. To establish a good communication mechanism between all parties in the logistic chain

• Decrease in the percentage of complaints received

2014

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KRA 2 : PORT IMAGE DEVELOPMENT


ACTIONS

KEY PERFORMANCE

INDICATOR (KPI)

DURATION

1. To increase the competitiveness of Pasir Gudang Port and Port of Tanjung Pelepas in the maritime market

1. To broaden participation in the international maritime arena

1. Active in the local and international port associations.

2. To organize conferences related to port and maritime matters.

3. To participate in exhibitions and share information on port operations and infrastructure

4. Promote and market via the print and electronic media as well as exhibitions.

5. Cooperation with port operators

• Number of employees participating in the associations

• Number of conferences organized

• Number of participations in exhibition fair

• Percentage increase in international maritime associations membership

2018

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ACTIONS

KEY PERFORMANCE

INDICATOR (KPI)

DURATION

2. International Acreditation

1. To collaborate with port operators so as to be recognized as a Green Port.

2. To review & enhance existing JPA’s bylaws (JPA By Law 1979) to facilitate the development of Green Port.

3. Obtaining the commitment of port operators to implement green port initiatives.

4. Review KPIs with a view to increase the port’s competitiveness

• Green Port certification

• Recognition as the world’s top 15 ports

2018

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THRUST 4:STRENGTHENING RESOURCES

STRATEGIC OBJECTIVES:Strengthening JPA’s resources to enhance

the effectiveness of regulatory strategy and port competitiveness

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KRA1: QUALITY HUMAN CAPITAL


ACTIONS

KEY PERFORMANCE INDICATOR (KPI)

DURATION

1. To increase JPA’s staff competency in port management and operation

1. To prepare a comprehensive “Training Needs Analysis” (TNA) and conduct a detail Gap Analysis / Assessment

1. To provide a matrix of the overall training needs for JPA staff

• Training needs matrix for JPA

2014

2. To increase the level of competency of JPA human resource

3. To develop number of officerswithvocational certificates/diploma / degree in port operation and management

1. To conduct /implement the competency assessment system.

2. Streamlining the management training

• The number ofofficerswhohave the skill or competency certificate(target: 70% of officerstobecompetent)

• Increased number of in-house experts on port regulatory matters (target: 10% increase in consultant)

2014

4. To increase the integrity level of staff

1. To develop Integrity Action Plan for JPA

• Action Plan created

2016

5. Human resource transition plan

1. To implement and provide the Overall Talent Management & Succession planning (TMSP, JPA)

2. Engagement for experts (only in the areas of concerns)

• A well-designed Transition Plan

• A comprehensive List of “Job Attachment” and “Job Rotation” in JPA

2013

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KRA2: FINANCIAL


ACTIONS

KEY PERFORMANCE

INDICATOR (KPI)

DURATION

1. Maintain and strengthen thefinancialmanagement using own funds to enable JPA to function effectively

2. Strengthen JPA’s self-funding management

1. To increase the capability of revenue collection

2. To diversify investment opportunities.

3. To strengthen financialposition

1. Review of privatization agreement, agreements on land lease to increase rental rate, privatization license fees, and the payment threshold

2. Review the policy on payments for support service licenses

3. To enforce the imposition of surcharge as set out in JPA’s Tariff By-laws

4. Prepare a wider and moreprofitableinvestment plan.

5. Prepare a better revenue collection plan

• “Clean Certificate”obtained

• Increased in revenue collection and income generally

Immediate

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ACTIONS

KEY PERFORMANCE

INDICATOR (KPI)

DURATION

1. To increase the revenue

1. To increase enforcement activities for the collection of revenue

2. investments in approved institutions and to get more profitablereturns

3. Promote the development of maritime industry within the limits of the port

• Yearly revenue increment of 5%

Immediate

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KRA3: LEGISLATION


ACTIONS

KEY PERFORMANCE

INDICATOR (KPI)

DURATION

1. Ensure the legislation supports the achievement of Vision, Mission and Objectives

1. Review the laws and regulations in relation to all new strategies

2. Streamlining systems, processes and procedures

1. Study the privatization agreements and license agreements

2. Amendments to improve the Port Authorities Act 1963 and the Port Authorities (Privatization) Act 1990

3. Amendments to improve existing JPA By-Laws 1979 and other related laws

4. Review applicable laws relating to land lease

5. Review JPA’s Financial Regulations

6. Review the terms and conditions of all the support services / operating licenses

• Legislative amendments successfully put into force.

2018

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CONCLUSION

JPA will ensure the full implementation of this Strategic Plan and all the KRAs that have been set. Any procedures, work environment, technology and systems that are in place currently that are not align will be revised to ensure that the Strategic Plan is efficiently implemented. Furthermore, a new approach of transformation and the culture of innovation and creativity as a whole will also be put into action to determine the success of this Strategic Plan.The action plan will be prepared and to be included in the “Annual Performance Target” (SKT) of all officers and staff to ensure there is continuous implementation of all the actions identified in the Strategic Plan. Monitoring through the periodic reporting will also be made. Mid-term impact studies will also be conducted so as to determine whether the direction of the Strategic Plan continuous to be relevant and timely. Consultations with port “stakeholders” will be made whenever necessary, to further improve and value-add the Strategic Plan.With the cooperation of all parties, it is hoped that JPA Strategic Plan 2013 - 2020 can be implemented successfully and ultimately achieve the realization to make Pasir Gudang Port and Port of Tanjung Pelepas competitive and be the port of choice

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