In the quiet yet industrious township of Long Lama, Miri, Sarawak, the palm oil mill roared with the rhythm of production. To most, the mill was just a workplace—an endless cycle of boilers, turbines, and conveyors. But to Amir, it was a living, breathing organism powered not just by steam and electricity, but by the people who kept it alive.
Amir had joined the mill as a fresh-faced mechanical engineer years ago. Back then, he was known for his meticulous execution—solving breakdowns fast, improving efficiency, and ensuring that every job was completed on time. His reputation as a “fixer” grew, and soon he was promoted to a role that carried more than just technical responsibilities.
But Amir saw something others missed. The mill’s future wasn’t just about maintaining machines—it was about building the next generation of talent. Without skilled, motivated people, even the most advanced machinery would eventually fall silent.
He began small. Each week, he gathered his team—technicians, operators, and even trainees fresh from polytechnic—for short coaching huddles. These weren’t boring lectures; Amir believed learning should be learner-focused, energetic, and immediately applicable. He would walk the shop floor, stop at a machine, and ask:
> “If this pump fails at midnight, what’s your first move?”
It was never just about the “right” answer—it was about building confidence.
Drawing on his own experience, Amir developed a Practical Execution Framework for the mill. It wasn’t complicated; it revolved around three principles:
1. Clarity of goals – Everyone knew exactly what the target was, from reducing downtime to improving extraction rates.
2. Structured follow-through – Plans didn’t sit in files; they lived in daily checklists and visible progress boards.
3. Ownership mindset – Problems weren’t passed upwards; they were solved where they happened.
His coaching style was unconventional. When a young technician named Haris made a costly mistake, Amir didn’t scold him in front of others. Instead, he invited him for coffee after shift.
> “Machines can be fixed,” Amir said. “But skill and confidence take time to build. I’m here to help you get there.”
That moment turned Haris into one of the mill’s most reliable engineers.
Over the years, Amir’s impact multiplied. Several of his trainees moved on to lead maintenance teams in other mills across Sarawak and Sabah. Some even joined multinational palm oil companies.
Industry peers began to notice that Long Lama’s mill wasn’t just producing high-quality palm oil—it was producing leaders. Amir was often invited to speak at industry forums about “Execution-Driven Talent Development,” but he always remained humble.
> “It’s simple,” he would say. “Machines will give you output, but people will give you results that last.”
Today, as Amir walks through the mill, he sees something he is proud of—not just the hum of turbines and the glow of control panels, but the spark of competence and pride in the eyes of his team.
And in the palm oil industry, where change is constant and challenges never stop, that spark is worth more than gold.
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