Congratulations on your appointment. Can you share some of your journey to this position with our readers? I was port manager at the Port of Port Elizabeth for 10 years prior to leading the PoCT. I have led many key strategic projects, including the development of the TNPA Tariff financial model. I was also a co-project manager during the establishment of Port Operations Centres across all South African ports. It is no secret that the PoCT has been under pressure. What, in your opinion, are the port’s biggest challenges?The main challenge is to ensure integrated transport logistics (including port operations) planning, execution, monitoring and deviation management. The greatest challenge currently facing the PoCT is adverse weather conditions (i.e. wind, long waves, high swell and fog), with high winds sadly coinciding with the peak citrus export season and long waves (which result in vessels surging whilst on berth) coinciding with the deciduous export season. This is compounded by sub-optimal human resources and ageing terminal facilities, equipment and port infrastructure, all of which lead to port delays and get expressed as truck congestion and anchorage waiting time. TNPA has co-created an eight-point intervention plan with port stakeholders which aims to do the following: improve the f low of information and communication as well as improving equipment, multi-purpose terminal operations and people management; to combat adverse weather effects; to optimise the port as a delivery platform; and to optimise truck operations and marine services. The PoCT has recently taken delivery of two hydraulic shore tension units in order to mitigate the severity of long wave effects on container vessels berthed at the Cape Town Container Terminal. The port will be introducing a helicopter piloting service to mitigate high swells, and various engineering solutions are being investigated to combat the wind and fog challenges. As part of our efforts to alleviate the truck congestion, a truck booking system was implemented by the Cape Town Container Terminal, and an interim Truck Holding Area is under development for delivery by April this year, with a permanent stage area set to be completed by 2023/24. Terminal oversight remains critical to ensure the effective monitoring of all terminal operator efficiencies.What is your outlook for the port? By providing connectivity and facilitating and enabling trade, ports play an important role in regional, national and international economic development. Whilst the port has shown an improvement, this must be sustained and grown to ensure that the PoCT becomes one of the leading ports in the world. The strategy for the PoCT is centred on new business development, stakeholder engagement, port authority oversight, human capital management in all its facets, and harnessing technological improvements in port operations. The PoCT vision is to be a premium, smart, competitive and customer-centric people’s port, providing world-class infrastructure and delivering premium maritime services. What are your goals and aspirations for the port? To reposition the PoCT as a world-class port, delivering on efficient maritime logistics. This entails positioning the PoCT as a global premium fruit export hub, a multi-commodity mix port specialising in the handling of dry bulk and breakbulk commodities, a leading boat-building and ship repair hub for sub-Saharan Africa and a tourism, recreation and real estate hub focusing on mixed precinct use and land acquisition. What motivates you, and how do you motivate staff? I draw my inspiration and motivation from the rich South African ubuntu culture and have embraced the challenge by Nelson Mandela, that “it’s in your hands to make a difference”.I am also a firm advocate of Peter Drucker’s famous saying: “Organisational culture eats strategy for breakfast.” Employees lie at the heart of the organisation and its culture, and it is for this reason that I have adopted a people-centric approach to management. I embrace participative management and formulating a co-created, shared vision for the port. I firmly believe in treating people with human dignity and respect, and in empowering them to deliver. I also believe in training and development, in managing poor performance and in rewarding good performance.Transnet in general is working closely with industry. How important is this approach for you as port manager?Transport logistics is integrated by its very nature, with ports being an intermodal transfer node for goods and services. There are various role players within the transport logistics value chain operating under complex commercial and operational agreements. It is for this reason that I believe in building a culture of integrity and co-operation, and an environment of trust with all port stakeholders. Strategic partnerships and alignments are critical for a successful and integrated maritime logistics chain. The strength of the chain is dependent on all role players and is as strong as its weakest link. TNPA Cape Town would like to collaborate and partner with all stakeholders to optimise the value proposition of the port and the region. This can be achieved by “collaborating where we can and competing where we must”
