Okay $[$unclear$].$ Thank you very much for the time. Basically, this project, as I've explained before, is about trying to see how and what sort of measures the ports put in place to boost productivity, efficiency, and different ports depending on the circumstances put in place, different types of measures. I want to understand what it is that the KPA has put in place recently. You are free to go as broad as you can, but you can start from anywhere. So$,$ take me through some of the things that you've adopted.

Interviewee: Okay. Thank you $[$Facilitator$].$ Thank you for this opportunity. I will mainly touch on the $[$ICT$]$ solutions, which have been $[$unclear$]$ contributed to adoption of best practices in the port to increase and improve $-$ improvement of efficiency and productivity. In KPA all this began with the KPA board of directors coming up with a policy called the $[$KPA ICT$]$ policy. But this carries the $=$basis for, as I will explain later, different ICT solutions or applications. The policy was wanted in the late $\text{'}90$s$,$ KPA ICT policy, and it is divided into three phases. The first phase of the KPA ICT policy...

Facilitator: Did you say $\text{'}90$s$?$

Interviewee: Late $\text{'}90$s$.$ Around about $\text{'}99,2000.$ It's in three phases. The first phase was to oversee the implementation of an enterprise resource planning system $-$ an ERP system called SAP. SAP refers to Systems, Applications and Products. SAP was mainly to automate the administrative components of KPA. This would include, for example, human resource functionalities, technical services functionalities, $[$inaudible$].$ The system went live in $2002,$ in June.

So$,$ SAP essentially automated the administrative component of the port Yes, the benefits are almost immediate. The amount of papers that would be there, the timeframe for business processes $-$ they were reduced drastically. For example, where one $[$inaudible$]$ opposed to the then manual system where one had to fill in a set of six copies. $[$Unclear$]$ the head of $...,$ head of department then to personnel and so on$.$

Facilitator: Six copies of everything.

Interviewee: Of the leave form now.

Facilitator: Oh$,$ leave.

Interviewee: Yes, leave form.

Facilitator: Just a moment Interviewee. What did you say SAP stands for?

Interviewee: Systems, Applications and Products.

Facilitator: Yeah.

Interviewee: With the implementation of SAP, the HR module for example, leave application and leave processing $[$unclear$]$ now they don't take time at all. The element of processing payroll under the financial module $-$ because SAP has different modules. There's the human resource module, there's a finance module, there's a material management module, there's a plant maintenance module that is used by engineers now.

For example, now we are able to have systematic scheduled periodic maintenance of equipment, which did not affect operations, in the sense that technicians are able to get periodic alerts through the system and therefore notify the operations department that this equipment is due to be withdrawn for maintenance or for service at a specific time. So What problems was the technology to address meant essentially then that helps the operations department to plan, to see how best they are able to program as the operations $[$inaudible$].$

It's come up with audit trails where then you are able to literally analyse data $[$inaudible$].$ If you want to analyse, for example, if an equipment has a $...$ So$,$ you are able to get information like ship to shore gantry plan number $16$ is one. It has a perennial problem of $[$inaudible$]$ captured in the system. So$,$ you are able to make those analyses $-$ you are able to analyse that data.