[2025, April 21] Maritime Terminal Sdn Bhd (Lumut Port), a key player in Malaysia’s maritime industry, has undergone significant transformation over the past decade. At the heart of this evolution is its Chief Financial Officer (CFO), Hidayatullah Yusof, whose strategic vision and financial acumen have been instrumental in reshaping the port’s operations. In an exclusive interview, Hidayat shares insights into his journey, the challenges he’s tackled and his vision for Lumut Port’s future.
With over 23 years of finance experience across plantations, manufacturing and maritime sectors, Hidayat has been Lumut Port’s CFO since 2017. A Chartered Accountant and Certified Practising Accountant, he holds a Bachelor of Accounting from the University of Malaya.
Hidayat joined Lumut Port in 2015, a time he describes as a “transition phase” for the company.
“When I came in, the port was understaffed, underfunded and lacked strategic direction,” he recalls.
Under the CEO Dato’ Mubarak Ali Gulam Rasul’s leadership, Lumut Port strengthened its focus to port operations, investing heavily in human capital, technology and infrastructure. The workforce grew from 150 to 300 employees, and annual training expenditures surged from a mere RM17,000 to substantial investments in staff development.
Financial Management as the “Goalkeeper”
For Hidayat, financial management is about more than just numbers, it’s about safeguarding the company’s future.
“Finance is the goalkeeper of the company. Every transaction must be captured properly to prevent leakages. Revenue without collection is meaningless,” he emphasises.
To streamline operations, Lumut Port adopted digital solutions, reducing invoice processing from seven days to just one. An Enterprise Resource Planning (ERP) system was introduced, integrating finance, procurement and inventory management into a single platform.
“Automation was key. We eliminated manual processes, improved transparency and ensured every ringgit was accounted for,” he says.
One of the biggest hurdles Hidayat faced in his department and the organisation was changing the corporate culture.
“People were used to the old ways, manual processes, minimal training and siloed departments. Some resigned because they feared change,” he shares.
To address this, he was part of the team when the CEO spearheaded the Business Strategic Plan (BSP), a 10-year roadmap (2016–2026) outlining investments in machinery, infrastructure and sustainability. The results were evident by 2016, with improved efficiency and profitability.
“Procurement used to take weeks with thick paper trails. Now, decisions are made faster and more transparently, even with multiple approvals,” he explains.
Unlike major transshipment hubs like Port Klang or Singapore, Lumut Port specialises in bulk cargo, dry and liquid, serving a niche, business-to-business market.
“We handle the ‘3 Ds’, dirty, difficult and dangerous cargo. But that’s our strength. During COVID-19, we weren’t severely impacted because we deal in raw materials essential for industries,” he notes.
Looking ahead, Lumut Port is expanding with Lumut Maritime Terminal 2 (LMT2) and Lumut Maritime Industrial City (LUMIC), positioning itself as a distribution hub for the Asia-Pacific region.
“We’re not just a port; we’re a catalyst for Perak’s economy. If we grow, the state grows,” Hidayat asserts.
Personal Philosophy: The Fisherman and the Businessman
Beyond finance, Hidayat’s leadership is shaped by his personal philosophy. He often shares a parable with his team:
“A fisherman catches enough fish in the morning and spends his evenings relaxing. A businessman asks why he doesn’t fish more, expand and retire wealthy. The fisherman replies, ‘I’m already happy.’”
For Hidayat, the lesson is clear:
“It’s about purpose. My goal isn’t just to enjoy life but to be a better person every day, to contribute meaningfully. That’s what drives me.”
As Lumut Port grows, Hidayat is keen on succession planning.
“Young professionals bring fresh ideas, but they need experience. I involve my team in decision-making, presentations and discussions to groom them,” he says.
His advice for aspiring finance leaders?
“Don’t fear challenges. Experience is the best teacher. Stay adaptable, work hard and always seek growth.”
Under Hidayat’s stewardship as CFO, Lumut Port has transformed into a financially robust, operationally efficient and forward-thinking entity. With LMT2 set to launch and LUMIC attracting global investors, the port is poised for even greater success.
“As I keep repeating, we are not just building a port; we’re building an economic legacy for Perak,” Hidayat concludes.
A premier bulk cargo port in Malaysia, Lumut Port specialises in dry and liquid bulk handling, serving industries such as mining, cement and energy. With a focus on efficiency and sustainability, it plays a pivotal role in Perak’s economic development.
For investors and clients, Lumut Port’s story is one of resilience, innovation and strategic foresight, led by a management team who believes in progress, people and purpose.
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