Overview
Portof Portof Spain
|
Handbook&Directory2015 - 2016
3
Thewayforward
TheGeneralManager’sPerspective
Despite the recentdownward trend in
globaleconomicactivity, thePortofPort
ofSpainhasmanaged togeneratepositive
results insomeareasofperformance. For
instance,berthmovesperhour, aprime
indicatorofperformanceon theshipside
ofcontaineroperations, increasedby23%
in2013whencomparedwith the
performanceof2012.Additionally,
containerTEUvolumes, ameasureof
businessactivitygrew in2013by4%, to
381,232TEUswhencompared to365,895
TEUsof2012.
Though the foregoingmaybe viewed
somewhat as an achievementworthyof
highlighting, we at thePort of Port of Spain
haveopted instead to consider it as a
stimulus for us toexert greater effort at
improving further andfinding creativeways
to satisfy thegrowingneeds of our
customers andother stakeholders.
Becausewe subscribe to thephilosophy
that human capital has a significant role to
play in the success of anyorganisation, we
will tailor all our plans along theprinciple
that our portworkers are vital to achieving
success.Whilenew IT systems havemade a
hugedifference today-to-dayperformance,
an invigoratedworkforcewill alsohave a
significant impact on theend results.
Preliminary talkswith theUnionhave
brought forward anumber of proposals for
consideration. Aglossaryof revised/new
workingpractices isbeingfinalisedbefore
submission to theUnion, including“an any-
five-in-seven shift system”; “the concept of
the compositegang for vessel operations”; a
“rationalisationof labour assigned to the
various job functions”and“thenotionof
flexi-hours”.
A separationprogramme is alsobeing
formulated– again for submission to the
Union– after thenecessarygovernmental
approvals areobtained.
Internal operating systems and
procedures are another key focus. A
strategy for improvingequipment reliability
is ongoing and some funding for new
equipment, and refurbishment of existing
equipmentwhere feasible, has alreadybeen
obtained.
The abovewill ensure that our
infrastructure andequipment are
maintained to anoptimal level and so
deliver productivitygains. Input hasbeen
sought from all relevant stakeholders so that
clients too canbe sure they arebenefiting
from theenhancedworkingenvironment.
Buildingcohesivestrategies
Thewideningof thePanamaCanalwill
undoubtedlybringnewopportunities and
thePort of Port of Spain is awareof theneed
tobeable toaccommodateever-larger
vessels. ThePort is awarealsoof thenotion
of keeping in syncwith the latest trends and
networksmakesgoodbusiness sense.
There is the fast-growingBrazilian
economyonTrinidad’sdoorstepandwealso
haveclose linkswithother SouthAmerican
andCaribbeanneighbours. Developed
correctly, thePort of Port of Spainhas the
potential tobecome thepremier
transshipment facility in the region.
Tohandle the forecastedvolume increase
withinour current port footprint a
revolutionary landuseprogrammehasbeen
created. It is estimated that, if theplans are
approved, itwill generatecapacity for an
additional 400,000TEUsper annum.
And supplementaryefficiencygains – for
example reducingdwell times for import
boxes incollaborationwith importers –will
automatically increasecapacity still further.
Onceour improvement efforts are
successful,wewillmovecloser to the
achievement our long-termvision– to
becomea leadinghub inour region. The
Port of Port of Spainmust operateas a
service-drivenandprofitableentity that
conforms to industrybest practiceand, in
theprocess, surpassour customers’
expectations –makingyour experiencea
fulfillingonewhiledoingbusinesswithus.
l
ThePortofPortofSpainmustoperateasa
service-drivenandprofitableentity thatconforms
to industrybestpracticeand, in theprocess, surpass
ourcustomers’ expectations.
CharmaineLewis,Ag.GeneralManager/CEO
PATTGoverningUnit
