2nd GPF Global Ports Leadership Program, 12-16 Oct 2026, Singapore

Exclusive. 2nd GPF Global Ports Leadership Program, 12-16 Oct 2026, Singapore. Small Group. Exclusive. 2nd GPF Global Ports Leadership Program, 12-16 Oct 2026, Singapore. Small Group. Dear industry colleagues, Structure This five days Global Ports Leadership program is structured to provide a holistic perspective for the leaders in Ports and Terminals industry, in order to ensure inter disciplinary and inclusive approach while leading the organization as per defined mission and objectives. Significance and relevance of the Leadership program This five days leadership program aims to rekindle awareness among the leaders in Ports and Terminals – authorities, developers, operators, financers, shipping companies, ports and logistics service providers, port consultants, other allied industries and services; about their own strategic roles and significant contribution as leaders in successful functioning and performance of their respective organisations. All the stake holders and partners of the Ports / Terminals community and eco-system look upon the leaders to set up pragmatic vision and mission for the organization; analyse the past, present and emerging environmental trends; Chart out the course to lead the organization through the challenges posed by technological, economical, geopolitical, trade & transactional as well as structural changes in the industry. The leaders are also expected to provide dynamic strategic inputs to deal with these complex challenges and provide tools and support to put the strategies in to action. Considering long term interest of the organization, successful leaders encourage policy initiatives of Creativity and Innovation leading to Business Excellence. Leaders need to be critical to the success of any group’s long-term innovation strategy. The leaders’ role is to ensure that innovation is consistently pursued and their employees don’t settle into business as usual. They set the tone for what is, and is not, possible in the business through their attention and action. In today’s knowledge economy the importance of creativity and innovation is very clear and therefore this Leadership program, assigns a great importance to these aspects. Leaders in ports/terminals are also expected to build organization that delivers high performance in terms of financial results and other objectives to meet expectations of different stakeholders. This program makes basic reference to concept of Balanced Score Card, its applicability to ports/terminals industry and how the BSC helps leaders to implement strategy in to action. PROGRAM DETAILS (Daily 9.00am to 5.00pm) DAY 1 Analysis of global events, Market Dynamics, technological, economical, geopolitical, trade & transactional as well as structural changes in the industry; which are shaping the Ports / Terminals business. Different strategies which can be adopted to deliver desired performance level as per organization’s vision, mission, objectives and goals. Under the existing and emerging business environment, leaders need to develop strategies to lead the organization through encouragement of creativity and innovation. Basic starting point to successfully lead the business is to define fundamental business drivers and extent of their impact. For ports and terminals, the major business drivers are shipping and ocean freight markets, resource distribution& industries locations as well as globalization of commodity trades and supply chains. Understanding past, current and emerging trends in each business driver and factors impacting these drivers, lead to new opportunities for ports and terminals. Identification of such opportunities and preparing actionable strategy to capitalise on these opportunities is the main role of a successful leader. Group discussions and case studies of top international terminal operators like PSA and DP World would highlight importance of creativity and innovation in developing strategies for dealing with emerging trends in ports/terminals industry. DAY 2 Leading the organization to sustainable development, for a larger section of stakeholders which include not only financial investors but also NGOs, environmentalists, vendors, regulators and authorities, customers and most importantly employees, with varying demands and expectations. Using Unique Value Proposition of Ports and Terminals, the leader needs to inculcate customer-centric mindset among the members of the organization. Revisiting concepts of corporate and business strategy, finance and investment, strategic marketing and business development, human resource development, business processes and business excellence in context of ports and terminals industry; helps the leaders to develop a balanced organization structure. Understanding the customer, customer classification, customer perspectives, value proposition in ports and terminals, development of Unique Selling Proposition as a dynamic process enables the leaders to understand direction and extent of customers’ value migration. In the present information explosion age, customers are better informed than ever before and ports/terminals, as service providers have to find innovative solutions for customers’ logistics value propositions. In order to stay ahead, Leaders of ports/terminals need to consider focus areas of innovation beyond technology, particularly those which add value to customers. Group discussions and case studies of leading port/terminal organizations – APM Terminals and DP World would be used to introduce practical application of these concepts for Ports and Terminal industry. DAY 3 Creativity and innovation in Line and service functions in ports and terminals - Operations, Marketing & Customer Service, Financing, Human Resources, Engineering, IT & instrumentation, logistics, Fire & Safety/security, Administration and services. Leadership through innovative financing and managing finances with different options including Public Private Partnership for building Ports / Terminals infrastructure, Innovations in operations for world class performance standards and delivering best in class value for customers are major factors to achieve sustainable growth. Development of human resources and organization for coherent functioning for common objectives of the organization, designing structure and control, creating high performance teams and designing appropriate incentive systems, would be covered under HR leadership role. In the new generation ports/terminals, the most efficient would be in a position to sustain their business. While world class infrastructure, superstructure, technology and system are essential tools for efficiency; the actual service delivery is consistently performed by motivated high performance teams responsible for operating the equipment and systems. Group discussions and case studies of leading regional and international ports/terminals would demonstrate the role of leadership in bench marking the standards of operations and customer services for competitive advantage. DAY 4 Leadership and Balanced Score Card for Ports and Terminals: Effective leaders deliver quality performance, consistently. They have this magic quality of creating a sense of urgency and managing change smoothly. The Balanced Score Card works by assisting companies stay relevant, it helps translate and implement strategic objectives. Developing a Balance Score Card requires that a balance be attained and maintained between opportunity and risk, opportunity to create more value perceived by the customers. Leaders in ports/terminals need to understand what the markets and customers expect in present and future and focus in developing customer centric services.