Labour Management

5.3. Labour Management

5.3.1. Commitment
The success of the ports business is the direct result of the hard work and dedication of the workforce. This requires attracting and retaining the right talent with the competences to meet the business needs today and in the years to come.

In managing labour relations, the Ports division is committed to:

  • Sustaining a rewarding and supportive working environment for employees.
  • Abiding by non-discriminatory and equal-opportunity employment practices.
  • Providing ongoing engagement with employees.
  • Supporting employees’ personal development, professional growth and well-being.

5.3.2. The Challenges
In the past, ports were generally seen as a labour-intensive industry. Technological transformation with digitalisation and automation of port processes, along with the introduction of artificial intelligence applications, demand a shift in mindset and skillset for the existing workforce.

Roles and the skillset requirements are reviewed to help employees adapt to a technologically advanced operating model.

5.3.3. Initiatives

5.3.3.1. Ongoing Professional Development
It is believed that a performance-driven culture building on continuous learning can drive growth for the business and professional development for employees.

On the Ports division level, the Regional Development Programme (“RDP”) is specially designed to support and realise individual’s business and professional potential. Through an array of learning methodologies and a progressive four-module (in 18 months) approach, it aims to accelerate leadership development and business acumen of selected talents. In 2019, two cohorts of RDPs (Europe, the Middle East & Africa and Asia) were run.

The RDP’s objectives are (1) to build a robust talent and succession pipeline to increase leadership bench strength and groom the next generation of leaders; (2) to deliver a significant enhancement of both the individual leadership capabilities of participants and their ability to collaborate with people across the organisation; (3) to shape the individual development plan of each participant to reflect the acquisition of new skills and the recognition of new developmental requirements; and (4) to support the attraction and retention of talents for our business.

5.3.3.2. Building the Workforce of the Future
The younger generations are the future of the business and the industry, therefore building and strengthening their growth are vital.

Various trainee programmes are organised to nurture young people in professional areas including operations management, engineering and information services, and provide them with career development opportunities.

Hutchison Ports UAE developed the “MEA Leadership Programme” in 2019. This programme targets potential successors and high potential employees to enhance their behaviour skills for future potential work. It also focused on building personal effectiveness and the topics shared included: Problem Solving and Decision Making, Influencing without Authority and Presenting with Impact. During the three-day programme, participants actively engaged in the interactive discussions and learning activities while treasuring the opportunity to build valuable network with colleagues from other business units.

Hutchison Ports HIT has been providing people development programmes, such as "Engineering Superintendent Trainee Programme" for selected employees based on their needs.

Hutchison Ports HIT is offering a range of opportunities to potential employees. In 2019 HIT established “Start Your Journey @ Port Programme”, a programme that provides a series of learning opportunities for students who are pursuing tertiary education. It aims to increase students’ knowledge and interest towards careers in the logistics industry through seminars, placements, scholarships and terminal visits. HIT also offers structured development programmes to groom young graduates to embark on a career with the company.

At Hutchison Ports, an e-Learning initiative via LinkedIn Learning was launched in July 2019, for selected talents and high potential managers.

Seven-themed Learning Paths were implemented with 99 total courses recommended. A total of 1,258 learners participated with 1,405 hours on total viewed. Hutchison Ports was awarded the “Most Engaged Learning Culture” by LinkedIn due to the high activation rate and repeated learners.

The top course subject that learners reviewed was “Leadership & Management”, which accounted for 55% of the total learning hours. Top skills learners are developing includes Teamwork, Communications, Project Management, Change Management, Operation Management, Customer Service, Stakeholder Management and Talent Management.