Today we are already the world's busiest port last year, collectively the 7,000ofus,wehandledatotal of 770million tons of shipping. That is the equivalent of every ship in the world calling on Singapore once a year. And who's Number 2? Rotterdam. And how much did Rotterdam handle fast year? 380 million tons. That's less than half of what we handled. Of course, you also know that we are only Number 2 in terms of the number of container boxes that we handled. We handled 12.94 million boxes last year or TEUS, to be exact. Hong Kong handled a bit more, it handled all 13.2 million TEUS, but 3 port operators in Hong Kong handled that volume. Whereas in Singapore, PSA handled all 12.94 TEUS. Just because we are good doesn't mean that we can afford now to relax and take it easy. Yes, we are still above the rest, but they are coming up. And the reason is simple. We have been ahead in the application of technology, computer automation, anything electronic, anything in telecommunication, anything that is applicable - we use and we use quickly. They took a little longer. But they eventually will get to it.

PSA'S VISION
"SINGAPORE IS TOO SMALL A MARKET FOR PSA. WE WANT TO SERVE NOT ONLY-THE 3 MILLION IN SINGAPORE, WE WANT TO SERVE ALSO THE 3 BILLION IN ASIA AND BEYOND THAT, WE WANT TO SERVE THE 6 BILLION PEOPLE IN THE WORLD.

We want to be known everywhere as a company with a track record for value, for quality, for excellence. We want to be counted among the outstanding companies of the world, not just in Singapore. Singapore is too small for us. What are the companies that come to mind when you think of outstanding companies? Microsoft, Intel, Coca-Cola, General Electric, Merck, Glaxo, and so on. Of course we need not necessarily be of the same size but we want to be in the same class as these companies. We are not going to sit here and just wait for boxes to come to us in Singapore. ]Cs just too comfortable, just too easy. We are going to go where the boxes are, wherever there are large volumes, wherever the local authorities permit foreigners like us to go in to operate, wherever there are opportunities for us to add value to the operations and wherever we are welcome.'

PSA'S VALUES; Customer Focus

"IT IS IMPORTANT FOR US TO BE ABLE TO PROVIDE OUR CUSTOMERS WITH SERVICES THAT THEY WANT.
In government, we are so strong, we are so overpowering, that if we say you pay one more dollar, otherwise you cannot go pass this gantry, you pay one dollar. If we are a company, we decide and we implement and our customers don't like it, they go next door, they are no longer with us. We have got to change completely that mindset and that's what we have been working on over the last 3 years, a little at a time but slowly getting our people to change our mindset. We have got to be focused on our customers - What do they want? What does the Global Alliance want? What does Grand Alliance want? What does Evergreen want? What does RCL want? Every one of them wants something different from us and we negotiate with them individually. No longer one tariff for everybody, big or small, fat or thin. We work with them individually. We are focused on our customer.'

Teamwork

"TEAMWORK. WE CAN'T 00 IT ALONE. NO ONE CAN DO IT ALONE. WE HAVE GOT TO DO IT AS A TEAM".
We have Key Customer Managers - one man, one manager tasked to look after one company, understand all its problems, serve as its modem, serve as its interface for the rest of PSA. Whatever the company wants, this man knows and he comes in and runs around, whether it's a marketing problem, an operational problem, an IT problem, a financial problem. His job is to go run around in PSA, catch hold of the right man, the right division, the right department to solve the problems of the customer. We've got to provide our customers with the services that he wants, the right quality, the right price. And we can't do it as individuals. Yes, we have the Key Customer Manager. He's got to be backed by all 7,000 of us. That one man can't solve all the problems. He can tell us all the problems. It is for us, working as a team of 7000 people, it's for us to help him, help this Key Customer Manager, help every one of the Key Customer Managers, to look after the customers."

Innovation

"WE HAVE TO KEEP INNOVATING. THERE 15 NO END TO INNOVATION. 1 DO NOT BELIEVE All THAT YOU READ IN THE NEWSPAPERS THAT SINCAPOREANS ARE NOT CREATIVE. IF THAT WERE 50, I WOULD NOT HAVE PUSHED 50 HARD FOR THE 100% PARTICIPATION IN OUR PRODUCTIVITY MOVEMENI 1 BELIEVE EVERYBODY IN PSA IS CREATIVE".
It is the job of management to help our people channel their creativity into areas that will help make PSA a better, a more successful organisation. Thafs our responsibility. And this is why 1 urge all my senior management colleagues, to go all out to help everybody at every level tap into their individual creativity, to come up with solutions to specific problems that they face in their work environment. And I'm very proud that PSA is the second largest organisation in Singapore to have 1 00% participation in the productivity movement.'

Communication

"WE HAVE COT TO TALK TO ONE ANOTHER BECAUSE TALKING, COMMUNICATING HELPS TO US UNDERSTAND BETTER. IT REMOVES, EVEN IF IT DOESN'T REMOVE COMPLETELY, IT LOWERS BARRIERS, IT LOWERS LEVELS OF MISUNDERSTANDING, LOWERS ANYTHING THAT IMPEDES OUR ABILITY TO DO BETTER, TO WORK MORE CLOSELY AS A TEAM".

And -we have got to be communicating not only just with our own people within PSA, important though that may be, we have also got to be communicating with our customers. And this is why we are now spending a lot more time going out, not to tell customers: 'Hey you, come meet me at PSA on 32nd floor. 1 want to talk to you about your billing problems'; or' I want to talk to you about your operations, your ships not coming to PSA';'You are giving us trouble'; and so on. We don't call customers to come and see us. Instead, we go and. visit our customers. I think all of you know that ultimately our real employers are not our shareholders. Our real employers are our customers. The real paymasters for all of us are our customers. And we have got to be able to communicate with them."

CHAIRMAN'S CLOSING WORDS...
"THERE'S AN OCEAN OF OPPORTUNITIES THAT LIES AHEAD OF US. WHAT WE ARE DOING IS TRIMMING OUR SAILS, TO SET OUT ON THIS VERY EXCITING ENDEAVOUR. I'M CONFIDENT THAT WORKING TOGETHER WE CAN SUCCESSFULLY WEATHER THE WINDS, RIDE THE WAVES AND ACHIEVE OUR OBJECTIVE OF BEING THE WORLD LEADER IN THE SERVICES THAT WE PROVIDE, IN THE BUSINESSES WE ARE IN AND BE A CORPORATION OF THE HIGHEST ORDER."

" We experienced the 4 values when we were organizing this event. We focused on our Customers, with Teamwork and Communication among our members and we came out with Innovative ideas when we designed this programme."

Goh Hock Nguan , CID
PSA VISION 21 DESIGN TEAM LEADER

" This is the first time that PSA bas organized an interactive event of this scale. Feedback from participants bas been encouraging - they've enjoyed taking this first step' and are anxiously waiting for the next".

Johari Mohd Sainee, CUSD
PSA VISION 21 LOGISTIC TEAM LEADER

" It was certainly a good experience to be able to work together with our fellow colleagues from the. Other divisions and to be able to establish a bond with each other as we designed, planned and executed the event".

William Tan, BTED
PSA VISION 21 LOGISTICS DY. TEAM LEADER

" Vision21 quantifies what we must do, why we must do it and bow we should do it".

Amir Wan Kong Yeu, ITID
PSA VISION 21 LOGISTICS TEAM DY. LEADER

" People return to work and discuss PSA Vision 21 with their colleagues and peers, not just about bow much they enjoyed themselves, but more importantly, about the underlying message of change in the Port".

From BT

" I really appreciate the sincerity of Senior Management to obtain feedback from staff and at the same time, advise us on Corporatisation. PSA Vision 21 has achieved its objective".
From PTYD

" Very interesting programme. Liked Chairman's speech where be gave a lot of information on the need to change".

From PPW

"The event was rejuvenating! Looking forward to the announcement of PSA's corporatisation".
From CSD

" Everyone has shown his commitment! This is a good sign".

From TPT

"The spirit of togetherness as one big PSA family was overwhelming. Bravo!,,

From KT

Have you ever thought if Indian Software Industry can provide the leadership?

We have witnessed success stories of creativity and innovation like Aditi, Hotmail. We have witnessed success stories of Products developed like Quartz and Ramco . We have seen growth of Leaders Infosys & NIIT.

But India only has 0.7% of the overall World IT market (currently estimated at US$ 400- 500 Billion). The best targets are to take it to 5%. India has about 20% of the world population. What if India can get 20% of the world IT market in the next 10 years. What will it do to the per capita income. What will it take to achieve it?

Join us for a though provoking dialogue with Dinesh Chandra, who lives in US to explore the possibilities of collaboration around the globe for small to large software organizations. Dinesh will be facilitating a workshop for CEO's on "Global Requirements of the Software Business" with special focus on " Strategic Alliances in Software Marketing in USA" to be held in Bangalore on the 15& of April 1989 at hotel Windsor Manor, between 10 Am and 5 P.M.

Dinesh is currently focusing his attention on how to transform the Indian Software Industry by facilitating alliances between Indian software companies and the global software trade. As a model for growth only long-term commitments can show results and the key is in matching aspiration levels and promoting greater understanding between the partners. With significant resources needed in marketing, the need for local companies to align with global players whether individually or as a consortium is necessary for future. growth. To bring this around successfully the global partner needs to be assured about the
Transaction Quality ". They want to transact business in a certain quality way with a certain level of responsiveness and professionalism. In a nutshell what Indian companies need is to become "Global Citizens" and function as true professionals. Dinesh's expertise lies in making people aware of their "global citizenship" and how they can work towards a mutually benefiting goal.

Dinesh is President of Global Quality Associates, USA, which specializes in organizational change brought about by personal transformation and by renewing the strategic planning process and developing strategy in an integrated manner - to create shared ownership and energy. His expertise lies in benefiting organizational partnerships for success, assisting them with strategic partners and helping companies in the development of quality and teamwork. Despite being based in the US, Dinesh considers himself a citizen of the world, accustomed as he is to waking up in one country and sleeping in another Having studied and worked in the United States as an engineer and then as TQM expert for 25 years, Chandra's dream in the last 5 years has been to create "prototypes of success in India". And he has seen it come true with companies in India such as Amul , Bharat Technologies, Cadbury , Eicher Enfeild HPCL, Larsen & Tubro 'Polaris , Samtel as well as International Companies such as Aero thrust Corp., Beijing Kempenski Hotel, Coulter .Corp., Deutsche Bank, First Union National Bank" MTD Corporation, Port Authority of Singapore, etc.