🌴 Palm Oil Industry: History, Biology, Uses and Development in Malaysia

1.1 Historical Background

The oil palm (Elaeis guineensis Jacq.) is indigenous to West Africa, where the main palm belt stretches from Sierra Leone, Liberia, Ivory Coast, Ghana, and Cameroon to the equatorial regions of Congo and Zaire .

The crop’s development as a plantation industry began in Southeast Asia. In 1848, four seedlings were introduced from Mauritius and Amsterdam into the Bogor Botanic Gardens, Indonesia. The first commercial estate was later established in Sumatra by Belgian agronomist Adrien Hallet, who had experience in the Belgian Congo .

Malaysia’s development began with Henri Fauconnier, who planted oil palm at Rantau Panjang, Selangor in 1911 and Tennamaram Estate in 1917, marking the start of commercial planting in Malaysia .

Scholars divide Malaysia’s oil palm industry into phases :

• Experimental (late 1800s–1916): Early trials.

• Plantation Development (1917–1960): Tennamaram & expansion.

• Expansion (1960s): Government promoted oil palm to diversify from rubber, following the 1955 World Bank Mission recommendation .

Key institutional driver: FELDA (1956), tasked with rural poverty eradication via plantation schemes.

Later phases:

• 1970s–1990s: Expansion to Sabah & Sarawak.

• 1995 onwards: Offshore expansion, particularly to Indonesia.

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1.2 The Oil Palm Biology

Two major species:

• Elaeis guineensis (African oil palm): Main commercial crop.

• Elaeis oleifera (American oil palm): Lower oil, higher unsaturated fatty acids, used in hybrid breeding .

Pollination

Initially believed to be wind-pollinated, discovery of weevil Elaeidobius kamerunicus in 1982 transformed pollination efficiency .

Yield

• Harvest: 24–30 months after planting.

• 8–15 FFB per palm/year, each 15–25 kg.

• Elite planting: 30–39 t FFB/ha, ~5–8.6 t oil/ha .

• National average (2001): 19.14 t FFB/ha, 3.66 t oil/ha.

Cultivars

• Dura: Thick shell, moderate mesocarp.

• Pisifera: Shell-less, female sterile, used for breeding.

• Tenera (DxP hybrid): Thin shell, high mesocarp; discovered by Beirnaert in 1939 .

Breeding Focus

• Yield, oil quality, slow-height increment.

• Dwarf palms, high unsaturated oil, lauric oil, carotenoid-rich hybrids .

Clonal palm research (1980s): yields ↑ 30–54% .
MPOB also pursues genetic engineering for high oleic acid palms .

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1.3 Characteristics of Palm Oil

Palm oil produces:

• CPO (mesocarp).

• CPKO (kernel).

Fractionation yields olein (liquid) & stearin (solid).

Fatty acid profile:

• Palm oil = balanced saturated/unsaturated.

• Palm kernel oil = high saturated, like coconut oil.

• Soy oil = high unsaturated, less stable at heat .

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1.4 Uses of Palm Oil

Food Uses (~80%)

• Cooking oil, margarine, shortenings, frying fats.

• Ice cream, non-dairy creamers, cocoa butter equivalents .

• New product: Red Palm Olein (high in carotenoids, Vit A precursor) .

Non-Food Uses (~20%)

• Direct: Biofuel, drilling mud, soap, epoxidised palm oil.

• Oleochemicals: Fatty acids, esters, alcohols, nitrogen compounds, glycerol.

  • Candles, detergents, cosmetics, lubricants, biodiesel.

• In 2000, Malaysia produced 1.2 mt oleochemicals (19.7% world total) .

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1.5 Global Production

• 2001: World palm oil = 23.18 mt, 19.8% of oils/fats.

• Doubled 1990–2001.

• Malaysia: 11.8 mt (50.9%); Indonesia: 7.5 mt (32.3%).

• Palm oil = most traded oil, 45.6% of world oils/fats exports .

Projection: By 2020, >40 mt production, with Indonesia overtaking Malaysia .

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1.6 Palm Oil in Malaysia

1.6.1 Planted Area

• 1960: 54,638 ha.

• 2001: 3.49 m ha (60% Peninsular, 29% Sabah, 11% Sarawak).

• Growth focused in East Malaysia due to land .

1.6.2 Production

• 1980: 2.57 mt.

• 2001: 11.8 mt (↑ 4.6x).

• Sabah became largest CPO producer by 1999, 31.5% share .

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🌟 Summary

Palm oil’s journey — from four seedlings in Bogor (1848) to global industry dominance — reflects Malaysia’s role as a pioneer. FELDA’s schemes, breeding breakthroughs, and R&D (MPOB) positioned Malaysia as a leader.

Key strengths:

• World’s highest oil yield per hectare.

• Versatile food & non-food applications.

• Stable oil profile.

Challenges:

• Land scarcity, sustainability pressures, and competition from Indonesia.

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📚 References / Footnotes

1. Hartley, C.W.S. (1988). The Oil Palm. Longman Scientific & Technical.

2. Tate, D.J.M. (1996). The RGA History of the Plantation Industry in the Malay Peninsula. Oxford University Press.

3. Gray, R. (1969). The History of Agriculture in Malaya. Kuala Lumpur.

4. Singh, H. (1976). Plantation Agriculture in Malaysia. Universiti Malaya Press.

5. World Bank (1955). Malaya: Economic Survey Mission Report. Washington DC.

6. Latiff, A. (2000). Elaeis oleifera Breeding Potential. MPOB Journal.

7. Syed, R.A. et al. (1982). Introduction of Elaeidobius kamerunicus for Oil Palm Pollination in Malaysia. Planter Journal.

8. Henson, I.E. (1990). Oil Palm Productivity: Potential and Limits. PORIM Bulletin.

9. Rajanaidu, N. et al. (2000). Oil Palm Breeding Strategies. MPOB Monograph.

10. Siburat, S. et al. (2002). Performance of Oil Palm Clonal Plantings. Planter.

11. Cheah, S.C. (2000). Transgenic Oil Palm Development. MPOB Research Report.

12. Yusof, B. (2001). Genetic Engineering in Oil Palm: Progress and Prospects. MPOB.

13. Salmiah, A. (2000). Palm Oil: Chemistry and Uses. MPOB Publication.

14. De Man, J. & De Man, L. (1994). Cocoa Butter Substitutes from Palm Oil. JAOCS.

15. Berger, K. (1996). Nutritional Aspects of Palm Oil. American Journal of Clinical Nutrition.

16. MPOB (2001). Palm Oil Statistics 2001. Malaysian Palm Oil Board.

17. Oil World (2000). Oil World 2020: Global Projections for Oils and Fats. Hamburg.

18. Abang Helmi, I. (1998). Future Expansion of Oil Palm in Sarawak. Sarawak Development Journal.

#blog #blogger #kembarainsan #sawit #mill

Hana & The Journey of Palm Oil Mill

Hana, as a mill manager, often told her young engineers:

"A palm oil mill is more than machines and numbers. Every step is a lesson, every product a story. If you understand the journey, you’ll understand leadership.”

1️⃣ Reception & Weighing – The Beginning of Trust

As the lorries rolled into the mill, loaded with Fresh Fruit Bunches (FFB), Hana stood by the weighbridge.

"Every kilogram matters," she said.

To her, weighing wasn’t just about numbers. It was about integrity and trust — the foundation of every relationship between the estate and the mill [1].

2️⃣ Sterilization – Controlling the Heat of Pressure

When FFB entered the sterilizer, steam roared, filling the chambers with heat.

Sterilization stopped lipase enzyme activity and preserved oil quality [2].

Hana smiled: “Just like us, under pressure we either break or grow softer — true leadership is managing heat without losing integrity.”

3️⃣ Threshing – Separating the Essential from the Empty

In the thresher drum, fruits separated from the Empty Fruit Bunches (EFB).

"In life, we must learn to let go of what is empty so the essential can move forward.”

EFB, though by-product, was reused as mulching and compost [3].

4️⃣ Digesting – Breaking to Release Strength

Sharp blades churned fruit in the digester, breaking mesocarp cells.

Without digestion, oil would remain trapped.

Hana told her operators: “Great potential only emerges when we are reshaped through struggle.” [4]

5️⃣ Pressing – Extracting Value from Effort

The screw press squeezed fiber and nut, releasing oil-rich liquor.

From pressure came golden crude oil.

"Life presses us. But if we endure, we release our best.” [5]

6️⃣ Clarification – Finding Purity Amidst the Mud

In settling tanks and centrifuges, oil rose above water and sludge.

The Crude Palm Oil (CPO) shone golden, stored in tanks.

Sludge oil, though low-grade, was still recovered [6].

"Leadership is like clarification: rise above the noise, let purity define you.”

7️⃣ Kernel Recovery – The Hidden Treasure

From fiber and nuts, kernels were cracked and separated.

The Palm Kernel (PK), though small, produced Palm Kernel Oil (PKO) — as valuable as CPO.

The Palm Kernel Shell (PKS) fueled the boilers, turning waste into energy [7].

"Never underestimate the hidden — true strength often lies inside.”

🛢️ Main Products

🌟 Crude Palm Oil (CPO) – The Golden Goal

Outcome of teamwork, discipline, and precision.

🥥 Palm Kernel (PK) – The Silent Strength

Processed at Kernel Crushing Plant into PKO & Palm Kernel Cake (PKC).

♻️ By-Products and Their Lessons

🌴 Empty Fruit Bunch (EFB) – What Seems Empty Can Still Give Life

Used as organic mulch in plantations [8].

🌊 Sludge Oil – Lessons in Imperfection

Recovered oil for soap, biodiesel, or feed [9].

🥥 Palm Kernel Shell (PKS) – From Hardship Comes Energy

Exported as biofuel to Japan, Korea, and used as boiler fuel [10].

🌾 Mesocarp Fiber – Fuel from Within

Fiber burned in boilers → steam for sterilizers, turbines, and mill energy [11].

🌺 Hana’s Leadership Reflection

Standing at the mill balcony one evening, watching the golden CPO flow into tanks, Hana whispered:

> “This mill is more than machines. It is life itself.

The fruit teaches us about integrity.

The press teaches us about endurance.

The kernel teaches us about hidden strength.

Even the waste teaches us that nothing is truly wasted.

If you want to be a leader, learn from the journey of the palm oil mill.”

📚 References

[1] MPOB (2019). Overview of Palm Oil Milling Processes. Malaysian Palm Oil Board.

[2] Ma, A. N. (2000). Processing of Palm Oil. Malaysian Palm Oil Council.

[3] Yusoff, S. (2006). “Renewable energy from palm oil — innovation on effective utilization of waste.” Journal of Cleaner Production, 14(1), 87–93.

[4] Basiron, Y. (2007). Palm Oil Production through Sustainable Plantations. European Journal of Lipid Science and Technology, 109(4), 289–295.

[5] MPOC (2017). Palm Oil Milling and Processing.

[6] Wu, T. Y., Mohammad, A. W., Jahim, J. M., & Anuar, N. (2009). “A holistic approach to managing palm oil mill effluent (POME): Biotechnological advances and opportunities.” Biotechnology Advances, 27(1), 40–52.

[7] Sulaiman, F., Abdullah, N., Gerhauser, H., & Shariff, A. (2011). “An outlook of Malaysian palm oil industry and its waste utilization.” Biomass and Bioenergy, 35(9), 3775–3786.

[8] Vijaya, S., Ma, A. N., Choo, Y. M., & Hashim, Z. (2008). “Life cycle inventory of the production of crude palm oil.” Journal of Oil Palm Research, 20, 484–494.

[9] Hassan, M. A., et al. (2005). “Recovery of low grade palm oil from palm oil mill effluent (POME).” Journal of Environmental Biology, 26(1), 123–126.

[10] Chiew, Y. L., & Shimada, S. (2013). “Current state and environmental impact assessment for utilizing oil palm empty fruit bunches for fuel, fiber, and fertilizer.” Renewable and Sustainable Energy Reviews, 22, 756–769.

[11] Lam, M. K., & Lee, K. T. (2011). “Renewable and sustainable bioenergies production from palm oil mill effluent (POME): Win–win strategies toward environmental sustainability.” Bioresource Technology, 100, 1–9.

#blog #blogger #kembarainsan #malaysia #sawit #milling #ffb #cpo #pk

🌴 Hana’s First Step: A Cadet Engineer at Pamol Mill, Sabah

When Hana first stepped into the sprawling Pamol Palm Oil Mill in Sabah, the morning air was heavy with steam and the earthy smell of fruit bunches. The boilers hissed like giant beasts, conveyors clanked rhythmically, and trucks lined up to unload their precious cargo — Fresh Fruit Bunches (FFB).

Hana adjusted her helmet nervously. This was her first posting as a cadet engineer. She had read countless manuals, attended lectures at university, but nothing compared to this: the living, breathing heart of an oil palm estate.

🚛 Lesson 1: The Weight of Fruits

Her mentor, Encik Rahman, led her to the weighbridge.

“Every bunch counts, Hana,” he explained. “One mistake in weighing means losses for both planter and mill.”

Hana scribbled notes, realizing the mill was not just about machines. It was about fairness, trust, and accuracy — values she would carry as an engineer.

🔥 Lesson 2: The Sterilizer’s Roar

The next stop was the sterilization station. Huge cages of FFB were rolled into giant steel vessels. Steam hissed at 140°C, softening the fruits.

Hana was startled by the thunderous venting of steam.

“Why so hot?” she asked.

“To stop the oil from spoiling,” Rahman replied. “If we don’t, the oil’s quality drops, and all the hard work of our planters is wasted.”

At that moment, Hana realized: engineering was not just about pipes and pressure. It was about protecting value.

🥥 Lesson 3: The Dance of Threshing

Inside the drum thresher, sterilized bunches tumbled. The fruits broke free, falling like raindrops into hoppers, leaving behind empty stalks.

Hana picked up a stray fruit, red and shiny. “Tiny, but powerful,” she whispered.

Rahman smiled. “Exactly. Every fruit is oil, every drop matters.”

For Hana, it was like life: small actions, repeated daily, created great results.

🛢 Lesson 4: The Digester and Press

Next, she climbed the stairs to the digester. Steam billowed as rotating arms mashed the fruits into pulp. The mash was then squeezed in screw presses, releasing a stream of golden oil mixed with water and fibre.

Hana leaned over the railing, mesmerized by the liquid gold.

“This,” Rahman said, “is the lifeblood of the mill.”

She thought of her own journey. Just like the fruits, she too was being “digested” by experience, “pressed” by challenges — and slowly, her true strength would emerge.

💧 Lesson 5: The Clarification

In the clarification tanks, the press liquor settled. Clear oil rose to the top, while sludge and water sank. A purifier spun the mixture, separating the Crude Palm Oil (CPO).

“Not everything that comes out is pure,” Rahman told her. “We must filter, clarify, and refine — just like life. Experience gives us clarity.”

Hana nodded. She felt the lesson seep into her heart.

🌰 Lesson 6: The Kernel’s Hidden Value

At the nut and kernel station, pressed fibre was burned as boiler fuel, while nuts were cracked open. The kernels were separated from shells, dried, and stored.

“The kernel looks small, but it makes palm kernel oil, vital for soap and cosmetics,” Rahman explained.

Hana thought of herself — still small, still learning. But inside, there was hidden potential waiting to be unlocked.

⚡ Lesson 7: Power from Waste

Walking to the boiler house, Hana felt the ground tremble. Palm fibre and shells were fed into roaring furnaces, producing steam that powered turbines.

“Even waste fuels progress,” Rahman said. “Nothing here is useless.”

Hana’s heart swelled. She realized even her mistakes would fuel her growth if she learned from them.

🌱 Lesson 8: Water, Waste, and Responsibility

Finally, they reached the effluent ponds. The bubbling brown water looked unpleasant, but Rahman explained: “This is POME. We treat it, recover biogas, and return clean water to the earth.”

For Hana, this was the deepest lesson. Engineering was not only about efficiency, but also about responsibility to nature and community.

🌟 Hana’s Reflection

At the end of her first day, Hana stood by the river near the mill. The sun dipped behind the oil palm estate, painting the sky orange.

She whispered to herself:

> “The mill is like life. Fruits must be weighed with fairness. Challenges sterilize and prepare us. Failures thresh us. Pressures squeeze us. Yet through clarification, we find purity. Even waste can power growth. And in the end, responsibility is what defines a true engineer.”

Pamol Mill was no longer just a workplace for Hana. It had become her classroom of life.

#pamol #kotapamol #sugut #sabah #blog #blogger #kembarainsan 

Azman and the Fire Pump System – A Palm Oil Mill Emergency

The mill yard was noisy that afternoon. Boilers roared, conveyors clanked, and tankers queued at the loading bay. Suddenly, the shrill cry of the fire siren tore through the air.

From the control room, Azman, the Emergency Response Team (ERT) leader, leapt to his feet. Smoke was curling out of the boiler house roof. His instincts sharpened instantly—this was no drill.

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The Race to the Pump House

He sprinted across the compound, heart pounding. Azman knew one hard truth: without the fire pump system, his firefighters would be fighting with empty hoses.

Inside the small pump house, the air was heavy with the smell of grease and diesel. Azman moved quickly, eyes scanning the familiar equipment.

• The Pump – The Heart
  The big split-case centrifugal pump sat in the middle, gauges steady, suction valves open. Water was primed from the underground tank. Ready.

• The Driver – The Muscle
  The electric motor hummed in standby, while the diesel engine driver, squat and powerful, waited as backup. Azman gave the fuel gauge a quick glance—full tank.

• The Controller – The Brain
  The control panel glowed green. Automatic start was armed, but Azman didn’t want to waste precious seconds. He slammed the manual start button.

The pump thundered alive, shaking the floor. Pressure needles climbed fast—7 bar and rising. Water would flow strong and steady.

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Commanding the Firefight

Radio pressed to his mouth, Azman barked orders:

• “Alpha Team, take hoses to the east side of the boiler!”
• “Bravo Team, shield the MCC room, don’t let sparks spread!”
• “Charlie Team, monitor the tank level—keep the pump house secure!”

Hoses snaked across the yard. When the firefighters opened nozzles, powerful jets of water surged out, hissing against flames. The insulation wrapped around the boiler pipes was burning fiercely, oily smoke darkening the sky.

Thanks to the pump’s pressure, the water cut deep into the fire, forcing it back.

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The Blackout

Then it happened. A sudden power dip rattled the mill. Lights flickered, conveyors froze, and the pump’s electric motor coughed, then stopped.

For a second, Azman’s stomach tightened. He knew what failure here meant—no pump, no water, and a runaway fire.

But the controller’s brain did its job. Pressure dropped, sensors triggered, and with a heavy roar, the diesel engine driver kicked in. Its pistons hammered, belching exhaust. Within seconds, pressure was back at 7 bar. Water flow never faltered.

Azman exhaled. This… this is why we train. This is why we maintain.

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Containment

For fifteen long minutes, his teams battled. Water sprayed in arcs, cooling hot metal and beating down flames. Steam hissed as the fire lost its fury.

Azman circled, eyes sharp, checking:

• Was pressure stable? Yes.
• Was the reservoir holding? Still enough water.
• Was the diesel driver running smooth? Rock steady.

Bit by bit, the fire shrank to wet, blackened patches. At the thirty-minute mark, the last flames died. The only sound left was the hiss of cooling pipes and the steady thrum of the diesel engine.

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Aftermath

Back at the muster point, soot-streaked faces gathered. Azman pulled off his helmet, sweat dripping, and looked at his team.

“Today, you saw it yourselves,” he said, voice firm.
“The pump is our heart—without it, no pressure, no fight.
The driver is our muscle—electric or diesel, one fails, the other saves us.
And the controller is our brain—switching when we can’t, buying us time.”

He paused, letting the silence sink in. Around him, tired men and women nodded.

“This fire could have shut down the mill. Could have cost lives. But because our system was ready, because you were ready—we turned disaster into control.”

Azman looked back at the still-smoking boiler house. He knew they would write reports, run more drills, and improve even further. But deep down, he also knew:
Preparedness had saved them today.

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Di Antara Jarak, Ada Cinta Bahagian 8 : Dari Sunyi ke Puncak Ilmu

Hidup di kawasan ladang terpencil jauh dari bandar memang menguji.

Bagi ramai orang, ia boleh menjadi punca kebosanan yang memakan semangat sedikit demi sedikit.
Tetapi Amir tidak mahu menjadi sebahagian daripada golongan yang membiarkan diri terperangkap dalam “TV all day”, hidup tanpa hobi, atau menunggu tuah tanpa usaha.

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Di saat ada yang menghabiskan malam hanya di depan skrin, Amir mula mencari alasan untuk keluar rumah — bukan kerana melarikan diri daripada sunyi, tetapi kerana mahu mengisi hidupnya dengan pengalaman.

Dia mula menjelajah Sabah dan Sarawak.
Pulau-pulau seperti Sipadan dan Mabul, Gunung Kinabalu yang megah, Sungai Kinabatangan yang tenang, hingga ke hutan hujan Borneo yang penuh misteri.
Setiap perjalanan memberinya cerita, setiap perhentian menjadi kelas kehidupan.

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Bukan itu sahaja. Amir sedar, masa lapang yang ada adalah peluang.
Dia mula fokus pada peperiksaan Steam Engineer — satu langkah penting untuk meningkatkan kerjayanya dalam industri kelapa sawit.
Tidak cukup di situ, dia mendaftar untuk Diploma Teknologi dan Pengurusan Kilang Sawit.

"Ilmu ini akan jadi bekalan masa depan," bisiknya setiap kali penat mengulang kaji selepas waktu kerja.

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Tahun 2011 menjadi titik perubahan besar.
Amir memulakan pengajian Sarjana Pentadbiran Perniagaan (MBA) di Open University Malaysia.
Belajar sambil bekerja di pedalaman bukan mudah — internet perlahan, jarak ke pusat pembelajaran jauh. Tapi Amir sudah terbiasa mengharungi cabaran.

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Selain ilmu akademik, Amir mula mengembangkan pelbagai kemahiran baru.
Dia menulis blog untuk berkongsi kisah perjalanan dan pengalaman industri sawit.
Dia mencuba memanah, satu hobi yang menguji fokus dan ketenangan.
Dia belajar pertukangan kayu, membina rak dan meja sendiri di rumah syarikat.
Dan dia bercucuk tanam, menghasilkan sayur-sayuran segar yang menjadi kebanggaan keluarga.

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Bagi Amir, ini semua adalah pilihan.
Pilihan untuk tidak terperangkap dalam zon selesa.
Pilihan untuk menukar kesunyian kepada peluang.
Pilihan untuk terus berkembang — demi dirinya, keluarganya, dan masa depan yang ingin dia bentuk.

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Penutup Bahagian Ini:
Hidup di pedalaman bukan alasan untuk mundur.
Ia boleh jadi penjara… atau ia boleh jadi tapak untuk membina menara.
Bagi Amir, ia menjadi titik mula kepada sebuah perjalanan ilmu, minat, dan kemahiran yang memerdekakan jiwa.

The engineer who leads beyond titles

When Ir. Faris Ahmad took over as CEO of AgroPalm Global, one of the world’s largest multinational palm oil companies, the board expected a familiar corporate playbook — cost-cutting, tight control, and quarterly numbers obsession.

But Faris was no ordinary CEO.

He was an engineer by training — forged in the heat of boiler rooms, refinery floors, and oil palm estates. He knew the heartbeat of the business not from PowerPoint slides, but from the hiss of steam, the smell of fresh fruit bunches, and the grit of long days in the field.

On his first week, instead of sitting in the top-floor corner office, Faris travelled — to the remotest mills in Sabah, the refineries in Rotterdam, and the research labs in Johor. His goal wasn’t to command; it was to listen.

He asked the mill engineers,

"If you were CEO for a day, what would you change?"

He asked the harvesters,

"What slows you down the most in your work?"

And he asked the young management trainees,

"What’s your dream for this company?"

What he found was a company full of smart, capable people — but trapped in silos, waiting for “orders from above.”

Faris knew the problem: leadership had been hoarded at the top.

His solution: distribute it.

He launched the "Lead Where You Are" program — a leadership development initiative that trained supervisors, engineers, and even plantation assistants in decision-making, problem-solving, and cross-functional collaboration.

Instead of approving every small request, he gave department heads authority to act within clear boundaries. Mistakes were treated as lessons, not punishments.

He introduced Innovation Days, where anyone — from lab technicians to lorry drivers — could pitch ideas to improve safety, efficiency, or sustainability. One harvester’s suggestion to modify the collection ramp saved the company RM2 million annually.

And he personally mentored a cohort of 20 emerging leaders, insisting each one mentor two more in return. The effect rippled through the organization.

Within three years:

Operating efficiency rose 15% without cutting jobs.

Sustainability rankings improved, attracting major global buyers.

Employee turnover dropped to the lowest in company history.

And most tellingly — four senior managers were promoted to lead new overseas operations, each shaped by Faris’ leadership philosophy.

At his 5-year mark as CEO, a journalist asked him,

"What’s your proudest achievement here?"

Faris smiled, looked at the group of managers standing behind him, and said,

"You’re looking at it. My legacy isn’t the company I ran — it’s the leaders we built."

Because for Ir. Faris Ahmad, true leadership was never about the number of people following him.

It was about the number of people who could lead without him.

The one skill that changed his career

When Amir first arrived at the palm oil mill in Kunak, Sabah, he was known for one thing—his technical brilliance.
He could trace a process flow blindfolded, detect a boiler’s issue from a single hiss of steam, and calculate extraction rates faster than most could open Excel.

Naturally, when the senior maintenance manager retired, the board decided Amir should take the role.
After all, if he could solve mechanical breakdowns in record time, surely he could manage a team, right?

The first few months told a different story.
Suddenly, Amir wasn’t just fixing machines—he was managing people.
He was in meetings more than in the workshop, listening to conflicting complaints between fitters and operators.
Tasks he thought were “clear” came back incomplete.
Delegation felt like giving up control, and frustration became his new shadow.

One day, his mentor, Encik Rahman, pulled him aside.
“Amir, you don’t have a people problem. You have a skill gap. You were promoted for what you can do, but now your job is to help others do it well.”

Rahman gave him one challenge:
“Pick one skill—just one—that you will master. The one that will make everything else easier.”

After a week of thinking, Amir chose Communication & Delegation.
Not the glamorous “strategic thinking” skill. Not the tempting “decision-making under pressure” skill.
Just the humble, often-overlooked art of explaining clearly, assigning wisely, and listening fully.

Over the next six months, Amir learned to:

• Explain the why behind tasks, not just the what.
• Match jobs to the right people based on strengths.
• Set checkpoints instead of breathing down necks.
• Listen without rushing to fix everything himself.

The change was slow but visible.
His team grew more confident. Breakdowns were solved faster without him always jumping in.
And for the first time, Amir left work with energy instead of exhaustion.

Years later, when asked about his biggest career turning point, Amir didn’t mention his degree, his promotions, or the million-ringgit project he led.

He simply said:
“The day I realised managing machines and managing people are two different jobs—and I learned to do the second one well.”

The Young Engineer Who Earned Respect

When Amir first arrived at the palm oil mill in Sandakan, his white safety helmet looked too clean, his boots too new. Fresh from university, armed with a mechanical engineering degree, he was eager to prove himself.

The mill was a different world — the scent of fresh fruit bunches in the morning, the rhythmic hum of the press machines, and the chatter of seasoned operators who had been there longer than Amir had been alive.

At first, Amir thought his role was to “fix things” and “make processes faster.” He spent days buried in manuals, sketching diagrams, and preparing technical solutions. But something was missing — the operators weren’t engaging with him. His ideas rarely gained traction.

One day, the senior fitter, Pak Salleh, invited him for coffee during a short break.

“You know, Amir,” Pak Salleh said, looking over his cup, “the machines here don’t just run on steam and oil. They run on people. If you want things to work, you have to work with them, not just on the machines.”

That advice stuck.

Amir changed his approach. He swapped some office hours for time on the shop floor. He listened to the operators’ concerns — about spare parts that always came late, about safety hazards near the sterilizer, about night shifts with too few hands. He asked questions, not to prove he knew better, but to understand.

Slowly, the mill changed.

The team began to share small innovations — a more efficient way to clean the conveyor, a better schedule for boiler blowdowns, a safer method to clear blockages. Productivity improved, but more importantly, morale lifted.

Months later, when the mill achieved its highest extraction rate in five years, the Mill Manager called Amir into his office.

“You’ve done well, Amir,” he said. “Not just for the numbers — but because the team trusts you now. And that’s worth more than any title.”

Amir walked out of the office with a quiet smile.

His degree had opened the door to the mill.

But respect?

That was something he had to earn — one conversation, one act of empathy at a time.

First time promoted to manager

When the mill manager resigned unexpectedly, the company scrambled to fill the gap.

The clock was ticking, production couldn’t stop, and eyes turned to one name — Amir.

He had been a solid performer as a technical lead, someone who knew the palm oil mill inside and out. But leading people? That wasn’t in his original career plan. Still, with no time to waste, he was appointed Senior Mill In-Charge almost overnight.

At first, the transition felt like being thrown into a fast-moving river without a life jacket.

Technical issues piled up, but now there were also people problems — shift conflicts, morale dips, and constant questions demanding clear decisions. The skills that had made him an excellent engineer didn’t automatically make him a confident leader.

Amir knew he could either sink… or learn to swim fast.

So he did what he always did best — learned.

He asked experienced managers for advice instead of pretending to know it all.

He listened more than he spoke, especially to operators who’d been in the mill longer than him.

He learned to balance targets with empathy, realising that numbers only improved when people felt valued.

It wasn’t instant. There were mistakes, long nights, and moments of self-doubt. But over months, Amir grew into the role — not just as someone running a mill, but as someone leading a team.

That period became the turning point of his career. Years later, when people spoke of him, they didn’t just remember his technical skills — they remembered his calm leadership in a crisis, his willingness to grow, and how he turned a forced promotion into a foundation for a lasting management career.

Lesson:

Great managers aren’t born ready — they are developed. With the right support, even unexpected appointments can become defining moments in someone’s leadership journey.

From Control to Trust – The Leadership Shift at Batu Niah Palm Oil Mill

When Amiruddin was promoted to Mill Manager at Batu Niah Palm Oil Mill, Miri, Sarawak, he thought the only way to keep production on track was to monitor every move.

Every report, every breakdown, every shift change — he was there, checking, questioning, correcting.

At first, it seemed to work. Output was stable, defects reduced.

But beneath the surface, something was breaking.

Operators stopped offering ideas. Supervisors only did the bare minimum.

It wasn’t sabotage — it was suffocation.

One day, a senior fitter named Pak Salleh pulled him aside and said,

“Boss… we follow your way, but the mill feels… quiet now. People takut silap. They don’t try new things anymore.”

That night, Amiruddin couldn’t sleep.

He remembered reading a Gallup report saying only 1 in 5 employees felt truly motivated by how they were managed. He realised he was the problem, not the team.

The next morning, he called his supervisors together.

“From today,” he began, “I will stop telling you how to do the job. I will only tell you what success looks like.”

He made five changes:

1️⃣ Define outcomes, not tasks – Instead of dictating boiler firing sequences, he said, “I want a stable 28-bar pressure at peak hours. Find your best method.”

2️⃣ Share clear checkpoints – Weekly performance reviews were scheduled in advance, so updates felt planned, not like surprise inspections.

3️⃣ Equip, then step back – He ensured the workshop had the right tools, spare parts were stocked, and authority given to act without waiting for his signature.

4️⃣ Stay available, not attached – His office door stayed open, but he no longer hovered in the control room unless needed.

5️⃣ Coach in public, correct in private – Good performance was praised during morning toolbox meetings. Mistakes were addressed quietly in one-on-one discussions.

At first, the team was unsure. But slowly, things began to shift.

Operators experimented with better oil loss control in clarification. Fitters took initiative to prevent breakdowns instead of waiting for instructions.

Three months later, Batu Niah Mill recorded its highest OER in five years. Not because Amiruddin worked harder — but because his people worked smarter.

And when a visiting auditor asked the assistant engineer what had changed, he simply said,

“Boss trusts us now. So we trust ourselves.”

Amiruddin smiled quietly.

Control had kept the mill running.

But trust had made it grow.

Majlis perkahwinan anak Mariani Staff Segamaha POM

 Menghadiri majlis perkahwinan anak bekas staff di Segamaha Palm Oil Mill, Boustead.

Puan Mariani dan Keluarga

Jurugambar professional sedang beraksi - Arin Flygraphy

Kesilapan terbesar semasa mengurus

1. Saya pernah buat silap yang sangat besar semasa berkerja sebagai pengurus.

2. Kesilapan saya lakukan adalah percaya bahawa saya boleh mengubah orang lain.

3. Dan Allah tunjukkan kesilapan saya. Saya belajar dan saya sangat insaf atas kesilapan tersebut.

4. Hari ini saya masih belajar.

5. Banyak sirah para Nabi terutama Nabi Muhammad SAW menjadi pedoman. Saya jumpa kesilapan saya itu bila menelusuri sirah para Nabi.

6. Sebenarnya, kita tidak boleh ubah manusia.

7. Hatta sehebat mana sekali pun cara kita gunakan.

8. Untuk ubah bukan kuasa kita.

9. Sebab itu kuasa Allah.

10. Namun, tugas kita adalah usaha. Kita kena buat usaha. Setelah pelbagai usaha, 1001 jalan, maka serahlah kepada Allah. 

11. Serahlah kepada Allah.

12. Serahlah kepada Allah.

13. Serahlah kepada Allah.

Penyerahan itu sangat penting, tanda kita telah berusaha dan Allah segalanya.

Kembara Insan 15 Tahun

Kembara Insan

Mencapai umur 15 tahun.

http://zul1979.blogspot.com/

2004 saya mula menyertai industri sawit dan masuk ke kem. Jalan Jeroco. 90km dari Bandar Lahad Datu. 3 jam perjalanan melalui jalan berbatu. Kemudian masuk lagi lebih dalam ke kilang kedua di syarikat yang sama.

Pada tahun 2008, saya menyertai syarikat baru di Miri, Sarawak. Bersebelahan Long Lama. Juga 3 jam perjalanan dari Bandaraya Miri. Melalui Jalan Lapok.

Pada tahun berikutnya, anak sulung saya mula berumur 5 tahun dan perlu ke sekolah tadika. Atas sebab itu saya mula menyewa sebuah rumah di Miri. Dari tahun 2004 hingga 2009, saya tidak mempunyai akses internet langsung. Lebih kurang 6 tahun lamanya.

Apabila mempunyai akses internet buat pertama kalinya, saya mula membuka sebuah blog. Saya memang lama menyimpan untuk menjadi penulis. Maka bermulalah post pertama blog Kembara Insan. 

Namun sejak beberapa tahun yang lepas, atas isu peribadi saya kurang menulis. Mencari jalan yang lurus. Dalam pada itu, capaian terhad blog telah mencapai lebih sejuta. Kebanyakkan adalah para jurutera baru yang mencari maklumat berkenaan boiler. Tidak lupa juga mereka yang mencari maklumat berkenaan industri sawit.

Saya gembira dapat berkongsi segala ilmu yang saya perolehi dan berharap ia menjadi sedekah jariah buat saya selamanya. Doakan saya diberi kekuatan untuk berkongsi lebih lagi. Saya berharap blog ini memberi manfaat kepada semua. Terima kasih kepada semua yang menjadi pembaca blog saya selama ini. Sokongan anda amat berharga.

The Supply Chain of the Palm Oil Industry in Malaysia

6.1 Introduction

The Malaysian palm oil industry spans a full value chain of stakeholders (Figure 7), grouped as follows: upstream producers, downstream producers, exporters/importers, customers, industry organisations, government agencies, and other stakeholders such as NGOs and unions.¹

Profiles of major players are provided in Part B and follow a standard template (Introduction; Vision/Mission; Role/Function; Organisation; Funding; Activities; Contact). Plantation company profiles use a two-page fact sheet format with triple-bottom-line performance, crop statements, 5-year productivity and production, and 5-year financials, based on public sources (annual reports, corporate websites, press).[^^1]

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6.2 Upstream Producers

6.2.1 Plantation Companies / Private Estates

In 2000, Malaysia had 3.38 million ha of oil palm; 60% was privately owned. From 1980–2000, private-estate planted area grew >3.6× (557,659 ha → 2,024,286 ha), with most new developments in Sabah and Sarawak.²

Table 11: Distribution of Oil Palm Planted Area (Hectares)

Ownership	1980 Hectares (%)	1990 Hectares (%)	2000 Hectares (%)
Private Estates	557,659 (52.1%)	912,131 (44.9%)	2,024,286 (60.0%)
FELDA	316,550 (29.6%)	608,100 (30.0%)	598,190 (17.7%)
FELCRA	18,851 (1.8%)	118,512 (5.8%)	154,357 (4.6%)
RISDA	20,472 (1.9%)	32,582 (1.6%)	37,011 (1.1%)
State Schemes	67,281 (8.0%)	174,456 (8.6%)	242,002 (7.1%)
Smallholders	70,446 (6.6%)	183,683 (9.1%)	320,818 (9.5%)
TOTAL	1,051,259	2,029,464	3,376,664

Source: MPOB.²

Historical Perspective

Colonial-era pioneers include Sime Darby (1910), Guthrie (roots 1821), Golden Hope (origins in Harrisons & Crosfield, 1844), Kuala Lumpur Kepong (1906), and United Plantations (Jendarata Estate, 1906, founded by Aage Westenholz).³ A comprehensive early history is documented in Tate (1966) and Tate (1996).³

From the 1970s onward, “home-grown” companies—IOI, Hap Seng, IJM Plantations, Asiatic (now Genting Plantations), PPB Oil Palms, Tradewinds, Austral—expanded rapidly.⁴

• IOI grew from zero base (1983) to >100,000 ha by 2002, notably via the 1990 Dunlop Estates acquisition; later moved downstream via Loders Croklaan.⁴⁵

• Austral expanded in Sarawak (14 estates; 31,588 ha).[^^4]

• Asiatic built a large Sabah footprint (Kinabatangan).[^^4]

• Hap Seng and IJM Plantations concentrated in Sabah.[^^4]

Ownership Categories

• PNB-controlled: Sime Darby, Golden Hope, Kumpulan Guthrie, Austral (via parent). Equity realignment under the NEP (1970) led to Malaysianisation of plantation assets; the 1981 Guthrie “dawn raid” on the LSE is the most cited example.⁶

• Malaysian non-PNB: KLK, IOI, Hap Seng, Asiatic/Genting, PPB Oil Palms.[^^6]

• Foreign-controlled: United Plantations (significant Danish shareholding), Pamol (Unilever). Unilever later announced divestment of Malaysian plantations (est. 21,700 ha), reported 18 Sept 2002.⁷

Core Business

Many groups diversified beyond plantations:

• Sime Darby—automotive, property, energy, trading; plantations contributed a smaller share of earnings in FY2000–2001 (segment mix effects).⁸

• IJM—construction, infrastructure, property, manufacturing; plantations accounted for smaller revenue/profit shares (circa early 2000s).[^^8]

• IOI—integrated across property, industrial gases, oleochemicals, specialty fats after Loders Croklaan acquisition.⁵

Geographic footprint: Numerous Malaysian groups pursued land in Indonesia in the 1990s; actual developed areas lagged proposals after the 1997–98 Asian Financial Crisis. Guthrie was the notable exception, enlarging its Indonesian footprint via Minamas Plantations (2001).⁹

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6.2.2 Government Schemes

FELDA

Established 1956 for resettlement and land development; later shifted to commercial plantation management. By 2000, FELDA managed ~598,190 ha (17.7%) and produced ~20–21% of Malaysia’s palm oil (2001).[^^2]¹⁰ FELDA is vertically integrated: ~258 plantations, 72 mills, 6 kernel crushers, 7 refineries, 2 margarine plants, plus overseas refining (Egypt, China) and an oleochemicals JV with Procter & Gamble (FPG).¹⁰
Corporate structure: Felda Holdings Sdn Bhd (36 subsidiaries/associates); settlers’ cooperative KPF holds 51% of Felda Holdings.[^^10]
Replanting to 2000 totaled 117,676 ha.[^^10]

FELCRA

Formed under the 1966 Act, corporatised 1997; manages ~154,357 ha (4.6%) and balances socio-economic mandates with upstream/downstream ventures.¹¹

RISDA

Created under the Rubber Industry Smallholders Development Authority Act; later extended into oil palm. By 2000, RISDA-managed oil palm area was 37,011 ha (1.1%).¹²

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6.2.3 Smallholders

Individual smallholders manage ~320,818 ha (9.5%) of oil palm. Under the RISDA definition, a smallholding is ≤100 acres (40.5 ha). A 1992 census recorded 420,193 smallholders managing 1.289 million ha (avg. 3.05 ha). Representation is through NASH.¹³

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6.3 Downstream Producers

Downstream activities include milling, refining/fractionation, edible oils/fats, specialty fats, and oleochemicals.¹⁴

• Major refiners: PGEO Edible Oils (PPB group), Ngo Chew Hong, Pan-Century (Birla Group).¹⁴

• Cooking oil & food products: FELDA, Golden Hope, PPB Oil Palms/FFM/Kuok Oils & Grains, Sime Darby, United Plantations, Lam Soon, Intercontinental Specialty Fats.[^^14]

• Specialty fats: IOI (Loders Croklaan), PPB Oil Palms, Sime Darby, United Plantations, Intercontinental Specialty Fats, Southern Edible Oil, Cargill Specialty.⁵¹⁴

• Oleochemicals: Palmco (IOI), KLK’s Palm-Oleo, Southern Acids, and multinational JVs (Cognis–Golden Hope, FPG (P&G–FELDA), Akzo Nobel, Uniqema).[^^14]

SME-scale palm kernel crushers supply CPKO to refiners and oleochemical plants (≈44 companies listed circa 2002).[^^14]

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6.4 Exporters & Importers

Malaysia’s key destination markets: India, China, EU, Pakistan, Egypt.¹¹⁴ Historically, exports focused on refined products due to high CPO export duty; to reduce stockpiles, the government temporarily allowed duty-free CPO quotas (e.g., 1.0 million t in 2001). Exporters included Austral, Golden Hope, KLK, IOI.¹⁵

A non-exhaustive list of major importing firms across 20+ countries is recorded in MPOPC directories (1999–2002).[^^14]

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6.5 Industry Organisations

Plantations

• MPOA (1999 merger of UPAM, RGA, MEOA, MOPGC) represents >70% of private estates; seats on MPOB Board and MPOPC Trustees; active on sustainability (e.g., WWF dialogues, BMPs).[^^1]

• EMPA continues to represent Sabah/Sarawak estates; collaborates with state agencies on environmental issues (e.g., Lower Kinabatangan).[^^1]

Planters

• ISP (est. 1919): >4,350 members; professional exams/qualifications (Diploma → MSc with UPM), The Planter journal (since 1920), conferences and training.¹⁶

Processors

• POMA: independent millers; mediation on FFB supply disputes.¹⁷

• PORAM: refiners; members account for >75% of processed palm oil exports.¹⁸

• MEOMA: broader edible-oils value chain; ~80% industry coverage.¹⁹

• MOMG (under CICM): 12 members producing fatty acids, esters, glycerine, fatty alcohols.²⁰

Promotion

• MPOPC (formed 1990 to counter the 1980s US anti-tropical-oil campaign) leads marketing and technical promotion; established POFTE in 2001 to coordinate environmental positioning across MPOB/DOE and industry bodies.²¹

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Footnotes

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If you’d like, I can also produce a 1-page infographic brief (clusters, top orgs, and a mini-timeline) or a company fact-sheet template you can reuse for Part B.

Footnotes

1. Malaysian Palm Oil Promotion Council (MPOPC). Malaysia Palm Oil Directory (1999–2000; 2002, interactive CD-ROM). ↩ ↩²

2. Malaysian Palm Oil Board (MPOB). National planted area statistics by ownership, 1980–2000 (as reproduced in Table 11). ↩ ↩²

3. Tate, D. J. M. (1966). The RGA History of the Plantation Industry in the Malay Peninsula; Tate, D. (1996). Historical notes on early planters (incl. Tan Chay Yan’s 1896 estate and European/Chinese pioneers). ↩ ↩²

4. Company annual reports (1980s–2002) and Bursa filings for IOI, Austral, Asiatic (Genting Plantations), Hap Seng, IJM Plantations, PPB Oil Palms, Tradewinds. ↩ ↩²

5. IOI Corporation Berhad. Announcements and annual reports on the acquisition and integration of Loders Croklaan BV (specialty fats). ↩ ↩² ↩³

6. Permodalan Nasional Berhad (PNB) history and NEP implementation; Malaysianisation of plantation assets; 1981 Guthrie “dawn raid” coverage in official histories and press archives. ↩

7. New Straits Times, 18 Sept 2002. Report on Unilever’s intended divestment of Malaysian plantation assets (≈21,700 ha; indicative valuation RM500–800m). ↩

8. Sime Darby Berhad and IJM Corporation Berhad annual reports (segmental analysis FY2000–2001). ↩

9. Kumpulan Guthrie Berhad. 2001 acquisition of Minamas Plantations; landbank expansion disclosures. ↩

10. FELDA Annual Report (2000) and group publications: replanting (117,676 ha to 2000); structure of Felda Holdings Sdn Bhd (36 companies); operating footprint (plantations, mills, crushers, refineries, margarine plants), overseas refineries; KPF 51% shareholding. ↩ ↩²

11. FELCRA Act (1966), corporatisation (1997), and area statistics in annual reports (to 2000). ↩

12. RISDA Act (1972) and subsequent agency publications; oil palm area under RISDA (to 2000). ↩

13. Information Malaysia 2000 Yearbook: 1992 smallholder census (counts, areas, average size, definition ≤100 acres). ↩

14. MPOPC (2002) directory listings for refiners, kernel crushers, edible-oil manufacturers, and oleochemical producers; company brochures and annual reports. ↩ ↩² ↩³ ↩⁴

15. Ministry of Finance/MPOB circulars and industry releases on duty-free CPO export quotas (e.g., 1.0 Mt in 2001); exporter examples from company disclosures. ↩

16. Incorporated Society of Planters (ISP): history (1919), The Planter (since 1920), membership and qualifications (with UPM MSc). ↩

17. Palm Oil Millers Association (POMA): establishment (1985), role with independent millers and FFB supply mediation. ↩

18. Palm Oil Refiners Association of Malaysia (PORAM): membership coverage (>75% processed exports), policy/standards roles. ↩

19. Malaysian Edible Oil Manufacturers’ Association (MEOMA): scope across milling, crushing, refining, retail packing, oleochemicals; estimated ~80% industry coverage. ↩

20. Malaysian Oleochemical Manufacturers Group (MOMG) under CICM: member base and product slate (fatty acids, methyl esters, glycerine, fatty alcohols). ↩

21. Malaysian Palm Oil Promotion Council (MPOPC): formation (1990), remit, and POFTE launch (2001) with MPOB/DOE/industry representation. ↩

#palmoilmill #miller #sawit #upstream #downstream #refinery #mpob #mpoc #mpoa #blog #blogger #kembarainsan #poma #poram #meoma