There were, however, many criticisms surfacing of late for the need to take foreign partners as equity investors and some criticisms centre on the fact that locals cal also do the job. In any major trade sector today, Malaysia indeed has experts who can lead the field.

This does not, however, mean the private sector in Malaysia has the resources to implement all new and innovative ideas. An idea is only effective if one has the means to plan and mark out an implementation strategy. We believe that taking on strategic partners can and will lead towards high efficiency and productivity levels.

For a port, to increase efficiency and productivity, there are many complex areas to address and it can range from having an integrated information technology network system with links to all port users, flexibility to deploy the maximum number of container quay cranes for high vessel productivity (total moves per hour on a particular vessel) or increase crane productivity (move per hour per quay crane).

To many ports however, the key issue over and above all system requirements and port terminal facilities is to have a dynamic, motivated workforce eager to learn new techniques and eager to suggest new techniques and eager to suggest new initiatives and ways of doing business.

To survive in the new millenium, industries no doubt need advanced and superior technologies. A vital point is however the need to have another important element, sustainable human resources. It is widely said that manpower is still the most neglected area of management. Industries tend to overlook manpower when they embrace the advancement of technology without realising that it is the first factor that can revitalise the efficiency of an industry.

If we take the port sector as an example, the question then arises of how then does a port improve its manpower resource. It is vital in this sense, for an organisation to have a comprehensive training programme. That training programme must address not only the duties and responsibilities of an employee within the company but also set the right work culture and work ethnic in the employee's mindset.

Work ethnic drives an organisation towards success and it must be set right from day one.

A young and fresh new graduate reporting for work the first day observes the work habits of not only his colleagues but also his superiors. This is why the work culture and ethnic must be set from the top down. The head of a company has to breathe heavily down the necks of his management team. It is the management team who then is responsible for direct supervision of the company's middle management staff and so on.

From the top down, the work culture must be set. These are aspects that a training programme can only touch on but it is the duty of every human resource department and department head to ensure that work culture values are instilled in all employees. An effective training programme needs also to address other values such as a company's work mission, objectives, strategies and vision for the future. An employee must feel that he is part of a growing organisation, which still has visions for its future success. This will drive employees towards success. At PTP, we have one simple motto "Carpe Diem" where we have a saying in front of every employee's desk that reads "Take advantage of all opportunities to improve yourself. You should strive to become the best person you can be and set the highest standards for yourself and others. You should seize every opportunity to achieve the lofty goals that you set.

Applying this to the workday, your goal in the port should be to always improve the performance of your department and organisation. At work or play, you should ensure that everything you do or say is in the port's best interest and in an organised, efficient and informed manner."

These simple yet effective mottos have the ability to set the right culture in employees and its ideas must be reinforced. Everyone from a tea lady to a cleaner and a general manager need to have an idea of what the company expects from him/her and also their future direction.

At a port, one of the most crucial groups of employees is an equipment operator who works long shift hours on a particular crane.

The port has to ensure that the operator is multi-skilled to do a variety of tasks and work on a variety of equipment. The port has also to ensure that the operator remains focussed and motivated while working the cranes where one simple oversight can lead to liability suits arising.

Motivation today is driven by good incentive schemes but also more importantly, the need for an employee to fully realise his own potential within a company.

At PTP, for example, we ensure that department heads effectively pass this message on, reaching out to hundreds of other port staff and if the head is found to be demotivated, we find that most often the entire department is affected.

Incentive schemes also play a role and a high-profit operating company has no justification in not giving back a sizeable chunk of its profits to its employees.

This, naturally, leads to the promotion of company loyalty, an immediate increase of motivation and increases the drives and assertiveness of ambitious staff. We fine here that many young graduates are changing jobs in less that one year.

While there may be some genuine career-seeking reasons, other change jobs most often because they are unable to know and share the company's vision and know their own future.

This is why training programmes are vital for every level of employees, more so because they need to be designed to promote the company's vision, work ethics and work culture.

We still have a long way to go in Malaysia, more so because our young graduates need to open up their minds more towards new ways of doing things.

In many ways, our schools, universities, businesses and companies still practice ways which can "stifle" a student or employee's thinking. With the Internet worked world already a reality, there is now a need more that ever for an overhaul.