EVER wondered what is the driving force of a port that has continually maintained optimum productivity? A positive work culture and attitude.

It is often said that the culture of an organisation can either make it or break it. In the case of Westport, it has always been the former.

Today, the Westport team has taken the lead in crane productivity compared with major ports in the world. It has leapt from an average of 22 mph in 2002 to 30 mph in 2004 with more than 50 per cent of vessels achieving 35 mph in productivity.

Prior to Westport, the average crane productivity was 16 to 17 moves per hour (mph). The best ports average 25 mph.

The secret of success of this achievement is the positive work culture and attitude coupled with the collection of highly-skilled workforce it has developed through training as well as motivational and team-building sessions.

To accomplish teamwork and camaraderie, the company organises weekend retreats where team building exercises are held.

New recruits are made part of the team through Westport company culture programme, which espouses teamwork, sense of ownership, shared responsibility, sense of urgency and priority, discipline, customer orientation and family values.

As an organisation that believes in nurturing its workforce, personal and professional development opportunities here are endless.

To expand their career horizon, all employees can take part in Westport's Training and Development (T&D) programmes.

Included are internal and external training programmes. In addition to local programmes, several overseas courses, which include training at Overseas Port Training, and attachment programmes,are included to give more practical exposure to employees. Thus, productivity is more than just figures and numbers at Westport. It is the result of efficiency, technology and teamwork, topped with the desire to handle more, deliver faster and achieve greater every time.

Committed to the development of its people, providing a rewarding environment that facilitates teamwork and open communication spells out Westport. As an organisation that practices a bottom-down approach and transparency, management dialogue sessions and departmental management review are constantly held.

These sessions allow employees and the management to analyse the performance of the organisation and to exchange ideas on improvement.

Realising motivation fuels employees commitment to provide quality service and boost productivity, Westport implements attractive benefits.

Among these are a salary advance, children's education assistance scheme, first-class health and medical benefits and subsidised interest for housing, car and motorcycle loans.

Other benefits include loans for further education, financial help for bereavement expenses and retirement benefits.

In the wake of problems caused by loan sharks the organisation has offered a financial solution to employees grappling with financial constraints by providing emergency loans, a two-month salary advance and a revolving loan of RM1 million through Westport Joint Consultative Committee (WJCC).

Besides salary and benefits, employees also enjoy incentive schemes as a reward for their work.

Westport's incentive scheme is two-fold; it not only acts as a stimulus in motivating its core operations employees but also promotes competition among the workers.

Annually, 21 top Terminal Equipment Operators (TEO) and another set of top 21 Non- TEOs are honoured for having performed beyond the call of duty, and inducted in Westport's Hall of Fame: Club 21, which .was formed to acknowledge exemplary workers. The members of Club 21 are awarded a certificate of appreciation and RM500 each.

The culture of always wanting to be the "best" has made Westport to achieve two world records that were set in 2003.

On March 17, 2003, by moving 342 moves per hour (mph) the first record was achieved and later, by improving it with another record-breaking feat of 368 mph on MV Peninsular Bay of CMA-CGM. The double world record shattered the previous record of 340 mph, held by PSA, set on April 26, 2000.

This is a milestone for Westport, which offers top handling productivity for its container and conventional cargo.

At Westport, team spirit runs high. There is much latitude at work, and divisions between management and labour is blurred, hence creating a communal and relaxed work environment.

Westport believes in empowering employees who are often involved in change processes, allowing the possibility of making each employee's voice heard.

At Westport, employees decide what and how things are going to change. The management believes in a management that is made by the people and for the people. Therein lies the uniqueness of this organisation

To foster a harmonious working relationship with the employees and good industrial relations, the organisation has also formed the Westport Joint Consultative Committee.

The body acts as the voice of the workers in staff disciplinary matters and to mitigate industrial disputes through negotiations and consultations.

The committee also looks into staff incentives rates and acts as a discipline inquiry panel.

Thus, with the presence of a joint consultative committee, employees are ensured of fairness and integrity in resolving disputes, and the management is assured of maintaining industrial peace.

To align the aim and direction of a workforce that is comprised of various cultures and mind set isn't an easy task.

Nevertheless by promoting the workforce to embrace the right culture and attitude, Westport has set the tone for a brighter future.

The NST, 28.3.2005