STORY 1444 — WHATSAPP GROUP

If we have a smartphone, chances are we also have WhatsApp installed and use it for many different purposes.

For more than two decades, although various alternatives to WhatsApp have emerged, WhatsApp remains highly relevant and widely used today.

WhatsApp was founded in 2009 by Jan Koum and Brian Acton, both of whom were former Yahoo employees. Their original idea was quite simple: to allow users to share their status with their contacts, such as “at the gym,” “busy,” or “available.”

After Apple introduced increasingly effective push notifications, WhatsApp evolved into an application for sending messages between users.

One of the reasons WhatsApp became more dominant than the traditional SMS era was its ability to send messages internationally without the high costs associated with SMS. The communication process was simple:

Phone → Internet → WhatsApp → Recipient’s Phone.

Compared with SMS, which could cost around RM0.20 per message, WhatsApp allowed users to send messages, pictures, voice recordings, and videos through the internet.

Today, the same application can also be accessed through laptops and tablets.

Between 2010 and 2013, WhatsApp began attracting significant attention because it was simple to use, had relatively few advertisements, used a phone number as the user's identity, was available in many countries, and offered a much lower-cost alternative to SMS.

In 2014, because of its growing reputation and enormous user base, Facebook acquired WhatsApp for USD 19 billion. From there, WhatsApp continued to grow into a global communication platform.

Today, WhatsApp is no longer limited to simple messaging. Apart from WhatsApp Groups, it has expanded into status sharing, WhatsApp Web and Desktop, WhatsApp Business, education reminders, organizational management, emergency communication, and many other forms of communication.

However, it cannot be denied that WhatsApp also has its disadvantages and weaknesses. Fake news, defamatory messages, misinformation, and excessive or unwanted advertisements can disturb users and sometimes create unnecessary problems.

WhatsApp started with a very simple idea—to let people tell their contacts what they were doing—but eventually became a global communication tool.

In simple terms, its journey began in 2009 with status updates and developed into:

Messages → Pictures & Videos → Voice & Video Calls → Groups → Status → Business → Communities → Channels → A Digital Communication Ecosystem.

WhatsApp has undoubtedly accelerated communication. But human beings still need wisdom to decide what should be said, to whom, when, and how it should be said.

This is especially important in leadership, organizational management, and the workplace.

One WhatsApp message sent at the wrong time, or written with the wrong choice of words, can create misunderstanding and conflict. On the other hand, a clear, accurate, and timely message can solve a problem quickly and bring people together.

Technology may make communication faster, but wisdom determines whether that communication becomes a solution or a problem.

STORY 1443 — RAIMI

Every blessed Friday, before the time for Friday prayers arrived, I would make it a habit to get ready and head to the nearest mosque.

After living in Lahad Datu for decades and having performed Friday prayers at several different mosques, I eventually chose Masjid Gerakan Polis Marin Lahad Datu as my regular Friday mosque. It was only a few minutes away from the Palm Oil Industrial Cluster (POIC) Lahad Datu.

Whenever I saw engineers or staff still deeply occupied with their work at the office, I would urge them to stop for a while and join me. Sometimes, without much planning, two or three cars would be filled with colleagues, and we would make our way together to the mosque.

It had become our weekly destination.

There were several reasons why we chose this mosque instead of Masjid Ar-Raudah, the main district mosque in Lahad Datu, which was also not far from our workplace.

The congregation at Masjid Gerakan Polis Marin was smaller, parking was easier, and, importantly, it was much easier to leave after the Friday prayers.

But our Friday routine did not end at the mosque.

After completing the prayers, we would usually head to one of several nearby restaurants at Bandar Singgahmata. Each restaurant had its own specialty—grilled fish, steamed rice dishes, seafood, Western food, or simply a good cup of coffee.

The atmosphere would immediately change.

Faces that had looked serious and busy at the office would become cheerful once the food arrived. Everyone would enjoy the meals they had ordered while conversations moved far beyond the usual topics of work.

We shared experiences, discussed life, answered one another's questions, and, of course, enjoyed plenty of laughter.

Among our group was a young mechanical engineer named Raimi.

At that time, he was the only one among us who was still single and unmarried. Naturally, because of that, he often became the subject of our friendly conversations during those Friday lunches.

What made Raimi even more interesting was that, despite being from a younger generation, he did not have any social media accounts. In those days, that was rather unusual.

Several months passed.

Eventually, news reached us that Raimi had found someone and that a wedding date had been set for the following year.

Without being asked, I began sharing some thoughts with him about preparing for marriage.

I told him not to spend excessively on the wedding ceremony. I suggested that it would be better to save some money for the days after marriage, when real responsibilities would begin.

And if possible, I told him, prioritize what comes first according to the syariah—if both families and the couple had agreed, perform the akad nikah first.

The wedding celebration could always be arranged later.

At that time, my advice was nothing more than casual lunchtime conversation, mixed with laughter, jokes, and words of encouragement from the other colleagues around the table.

Almost two years later, I was transferred to another mill.

One day, I happened to see Raimi's WhatsApp status. It showed a photograph of his akad nikah, surrounded by some of our former colleagues.

I was genuinely happy to see the news.

I immediately called him.

“Wow, congratulations! You are married already! But why didn't you invite me?”

Raimi answered the phone with laughter and excitement.

He explained, “That was the akad nikah last month. The wedding ceremony will be held in September. You must come, boss!”

I fell silent for a moment.

Then he continued,

“Remember, boss? You were the one who told me to get married first and have the wedding ceremony later.”

His words touched me deeply.

I replied, “Congratulations, Raimi.”

Unfortunately, I was now thousands of kilometres away, across the sea, and work commitments made it difficult for me to attend his wedding ceremony.

I apologized and prayed that everything would go smoothly, that his wedding would be blessed and filled with Allah's mercy, and that he and his wife would remain happy together until they reached Jannah.

Raimi thanked me for my wishes.

The brief conversation ended.

I sat quietly by myself for a while, lost in thought.

My heart was filled with mixed emotions.

I was happy because my former colleague had finally started a family of his own.

I felt a little proud too—not because I had done anything extraordinary, but because a few simple words of advice, spoken casually during a Friday lunch, had somehow made an impact on another person's life.

Sometimes, we never realize how far our words can travel.

A piece of advice may be spoken casually, between a meal and a cup of coffee, accompanied by laughter and ordinary conversation. Yet, years later, those same words may still be remembered and may even influence an important decision in someone's life.

Today, Raimi has welcomed his first child.

Looking back, I realize that perhaps this is the true meaning of Qaulan Baligha—words that reach the heart, words that leave an impression, and words that may quietly become guidance in another person's journey.

That is my story today.

STORY 1141 — I HAVE BEEN WORKING FOR 20 YEARS!

The first 10 years of starting my career were a very interesting phase of my life. During that period, I started my career, built a small family, and learned many things.

I learned how to be a husband and a father at home. I learned how to be an engineer and a leader at the workplace. During that period, with a small salary, I also learned how to manage my finances for myself and my family.

How did I learn?

I learned by making mistakes. Not by committing wrongdoings.

What is the difference?

A mistake is something we do without realizing it, while a wrongdoing is something we do consciously—and keep repeating it.

One of the things I enjoyed most at work was communicating with my bosses and the management team.

Whenever visitors from the top management came to visit the mill, I would always be excited. They were the old hands—people with many years of experience in the company and in the industry.

Meeting them in the field or at the mill was something I always looked forward to. Especially when the person was someone who was feared or highly respected within the company.

As usual, as a palm oil mill manager, I would personally welcome every visitor who came to the mill, especially those travelling deep into the interior.

During the two- to three-hour journey, I had plenty of time to understand my bosses better.

I would ask them all kinds of questions to understand their character more closely.

Every word they said, every answer they gave, was like cement being poured into my mind—something that I would keep as a guide throughout my life.

From those conversations, I also started to understand the direction of my bosses and what the company really wanted.

There is no denying that sometimes the questions I asked came back to me. And, of course, that became another lesson for me to carry into the next conversation.

Before I became a manager, when I was still an engineering cadet, some of my bosses would respond to our arguments with a final statement:

“Hey, listen to me. I have been working for more than 20 years!”

That sentence was actually a signal for us to stop talking and simply follow their direction.

At that time, being just a young man who had only recently started working, all I could do was remain silent.

I also remember some of them saying:

“Hey, please slow down your horse. Let me explain to you…”

Because of our youthful enthusiasm and young blood, we sometimes talked endlessly. The older and more experienced people, who patiently listened to our arguments, would use those words to respond to the questions we raised.

Now, I have been working for almost 22 years.

And after decades of thinking about those “final statements” from my bosses, I find myself remembering their words again.

I actually miss those moments—the atmosphere where we could sit down and have casual conversations with our bosses.

Sometimes, without us realizing it, those simple conversations would shape our character and become lessons that stayed with us for the next few decades of our lives.

Were their words a reflection of an autocratic leadership style, ego, or sarcasm?

After 22 years, I have actually started to understand the reasons behind those words.

But I have chosen not to use the same argument myself.

That is my story today.

Oil palm inflorescenses

STORY 1142: PhD

The COVID-19 era, which began in 2019 and continued until the end of 2021, created many stories and experiences for all of us. I was no exception.

After spending 15 years in the upstream palm oil industry, I made a significant transition into the downstream sector, working in a solvent extraction plant and physical refinery in Sabah before eventually moving to Peninsular Malaysia.

This was the first time I had begun my career in Tanah Melayu after almost 15 years of wandering and building my professional life across Sabah and Sarawak. It was a very critical turning point in my career.

I had joined a new company and, not long afterwards, was transferred to Peninsular Malaysia. Less than a year after I settled in Negeri Sembilan, the world was shaken by the COVID-19 pandemic. Malaysia, like many other countries, introduced new regulations and Movement Control Orders (MCO).

However, because our industry was part of the palm oil sector, our factories were allowed to continue operating. Palm oil is an important food commodity and an essential sector that contributes to feeding people around the world.

During that period, movement was extremely restricted. Meetings were conducted online, and there were times when we had to work from home under the WFH arrangement.

After spending such a long period living with restrictions and limited movement, I made an important decision: I decided to continue my studies at the PhD level.

I enrolled at Kolej Universiti Islam Selangor (KUIS), which has since been renamed Universiti Islam Selangor. Interestingly, the Director of Postgraduate Studies at the institution was my senior during my university days at Universiti Sains Malaysia (USM).

I chose the topic Communication in Islam because of my deep interest in the subject. Communication had become something I practised not only in my daily life but also throughout my professional career and leadership journey.

During the COVID-19 period, I travelled regularly to KUIS, which was only a few kilometres from my home, located near the border of Nilai 3.

As I have shared in my previous stories, I started my life as an introverted person. However, my career gradually demanded that I speak, communicate, lead people, and interact with individuals from different backgrounds.

Over time, something changed within me.

I eventually fell in love with the idea of becoming a leader who could communicate effectively.

After several years of actively participating in the Toastmasters Club in Sabah, I felt that this was the right time to further my studies in the field of communication.

And because Prophet Muhammad SAW is the greatest example and role model for humanity, I believed that there was no better source of guidance than studying the communication methods demonstrated by the Prophet himself.

As Muslims living in the final era, we have been blessed with the teachings and examples left behind by Rasulullah SAW. I wanted to understand more deeply how the Prophet Muhammad SAW communicated, guided people, corrected mistakes, led communities, and demonstrated the highest standards of character and morality.

And so, my journey as a PhD student began.

A supervisor was appointed, and I started collecting academic journals related to my chosen topic. Eventually, I gathered almost 500 journals on the subject of Communication in Islam.

I read them one by one.

I extracted important information.

I analysed their contents.

And I wrote summaries to help develop my research proposal.

From one journal to another, from one researcher to the next, and from studies conducted around the world—particularly from neighbouring Indonesia—I gained tremendous exposure and knowledge about the extraordinary character and communication of Prophet Muhammad SAW.

The deeper I went into my reading, the more I discovered something about myself.

When I looked back at my own life, I realised that I had made many mistakes in the way I communicated with other people.

There were many principles of communication that I should have practised as a Muslim and as a follower of Prophet Muhammad SAW.

Slowly, a sense of realisation and repentance entered my heart.

I began to feel deeply regretful about some of the ways I had communicated in the past. I realised that knowledge about communication was not simply about speaking confidently, influencing people, or becoming an effective leader.

Communication was also about character.

It was about respect.

It was about patience.

It was about wisdom.

And above all, it was about akhlaq.

By the time I entered my second semester in the middle of 2021, my professional journey once again took an unexpected turn.

I was transferred to Pasir Gudang, Johor.

Later, towards the end of the same year, I was transferred once again—this time back to Lahad Datu, Sabah.

These frequent transfers inevitably affected my commitment to my studies.

Eventually, I made the difficult decision not to continue the research.

I needed to focus my attention and energy on my new responsibilities at work in Lahad Datu.

And once again, I returned to Sabah.

That was the third time I had found myself returning to the land that had played such an important role in my career and life journey.

Although I did not complete my PhD research, the knowledge I gained during that period was never lost.

The lessons I learned about the character and communication of Prophet Muhammad SAW remain deeply rooted in my heart and soul.

I may not have completed the PhD journey.

I may not have earned the title of “Dr.”

But the journey gave me something that perhaps was even more valuable.

It gave me awareness.

It taught me humility.

It made me reflect on my weaknesses.

And it reminded me that true knowledge should not simply remain in books, journals, proposals, or academic papers.

Knowledge should transform the person who seeks it.

Until today, I carry those lessons with me.

And as much as possible, I continue trying to practise the communication principles and noble character taught by Prophet Muhammad SAW in my daily life.

Perhaps I did not finish my PhD.

But the journey itself taught me lessons that will remain with me for the rest of my life.

And that is my story today.

Pump Impeller

Strategic Planning, Strategic Thinking, Strategic Management

Strategic planning, strategic thinking, and strategic management are closely related, but they are not the same thing. A simple way to understand them is:

Strategic thinking = deciding where and why to go
Strategic planning = deciding how to get there
Strategic management = making sure the organization actually gets there and adapts along the way

1. Strategic Thinking

What is strategic thinking?

Strategic thinking is the ability to look beyond today's problems and understand the bigger picture, future opportunities, risks, trends, and consequences of decisions.

A strategic thinker does not only ask:

"What problem do we have today?"

Instead, they ask:

"What will happen next, and what should we do now to be ready?"

Key characteristics

A strategic thinker considers:

• Vision – Where do we want to be?

• Mission – Why do we exist?

• External environment – What is happening outside the organization?

• Competition – What are competitors doing?

• Opportunities – Where can we grow?

• Threats – What could damage us?

• Resources – What do we have and what do we need?

• People – Do we have the right talent?

• Technology – How will technology change the business?

• Risk – What could go wrong?

• Long-term consequences – What happens if we make this decision?

Example: Manufacturing plant

Imagine you are managing a factory.

A non-strategic manager might think:

"Production is down today. Let's increase overtime."

A strategic manager thinks:

"Why is production repeatedly declining? Is our equipment becoming obsolete? Do we have a manpower problem? Will demand change in the next five years? Should we automate? What technology will our competitors adopt?"

The second approach is strategic thinking.

2. Strategic Planning

Strategic planning converts strategic thinking into a structured plan of action.

It answers:

Where are we now? → Where do we want to go? → How will we get there?

A typical strategic planning process is:

Step 1 — Define Vision

Where do we want to be in the future?

Example:

"To become one of the most efficient and reliable palm oil processing companies in the region."

Step 2 — Define Mission

What is our fundamental purpose?

Example:

"To process palm oil safely, efficiently and sustainably while creating value for customers, employees and stakeholders."

Step 3 — Analyze Current Situation

Understand the current position.

A common tool is SWOT analysis:

	Positive	Negative
Internal	Strengths	Weaknesses
External	Opportunities	Threats

For example:

Strengths

• Experienced engineers

• Good production capability

• Strong customer relationships

Weaknesses

• Old equipment

• High maintenance cost

• Lack of automation

Opportunities

• Digitalization

• Renewable energy

• New markets

Threats

• Competitors

• Raw material price fluctuations

• Environmental regulations

3. Set Strategic Objectives

The organization then decides what it wants to achieve.

Good objectives should be SMART:

S – Specific
M – Measurable
A – Achievable
R – Relevant
T – Time-bound

For example:

"Reduce unplanned equipment downtime by 30% within three years."

This is much better than:

"Improve equipment reliability."

because the first one can be measured.

4. Develop Strategies

Strategy explains how we will achieve the objectives.

For example:

Objective:

Reduce plant downtime by 30%.

Strategies:

1. Implement predictive maintenance.

2. Upgrade critical equipment.

3. Introduce condition monitoring.

4. Train maintenance personnel.

5. Improve spare-parts management.

6. Implement digital maintenance systems.

5. Strategic Management

This is where many organizations struggle.

Having a strategic plan does not automatically produce results.

Strategic management is the continuous process of:

Planning → Executing → Monitoring → Evaluating → Correcting → Adapting

In other words, management must continuously ask:

"Are we achieving what we planned?"

If not:

"Why not, and what should we change?"

6. Strategy Implementation

A strategy is useless if it remains in a PowerPoint presentation.

For example:

Strategic objective:

Reduce energy consumption by 20%.

Management must translate this into actual actions:

People

• Assign responsible engineers.

Technology

• Install energy monitoring systems.

Process

• Optimize boiler operation.

Investment

• Upgrade inefficient motors.

KPI

• kWh per tonne of production.

Timeline

• 2027–2029.

Accountability

• Plant Manager / Engineering Manager.

Now strategy becomes execution.

7. Strategic Thinking vs Planning vs Management

A simple comparison:

Aspect	Strategic Thinking	Strategic Planning	Strategic Management
Main question	Why? Where?	How?	Are we achieving it?
Focus	Big picture	Roadmap	Execution & adaptation
Time	Long-term	Medium/long-term	Continuous
Main activity	Analysis & imagination	Setting objectives & actions	Implementing & monitoring
Output	Strategic direction	Strategic plan	Results/performance
Example	"Automation will be important."	"Automate 50% of production in 3 years."	"Monitor automation project and correct problems."

8. The Strategic Management Cycle

You can visualize it as:

VISION
↓
MISSION
↓
ENVIRONMENTAL ANALYSIS
↓
STRATEGIC OBJECTIVES
↓
STRATEGIES
↓
ACTION PLANS
↓
IMPLEMENTATION
↓
KPI & MONITORING
↓
EVALUATION
↓
CORRECTIVE ACTION
↓
NEW STRATEGIC THINKING

The important point is that strategy is not a one-time exercise.

The business environment changes, so the strategy must also change.

9. Strategic Thinking for a Manager

For a manager, strategic thinking means moving from:

Short-term thinking

"How do I solve today's problem?"

to:

Long-term thinking

"How do I prevent this problem from happening again?"

From:

"How can I reduce cost?"

to:

"How can I reduce cost without damaging safety, quality and reliability?"

From:

"We need more people."

to:

"Do we really need more people, or can technology, process improvement and better organization solve the problem?"

From:

"Our competitor is cheaper."

to:

"Why is our competitor cheaper, and what capability do they have that we don't?"

10. Strategic Thinking for an Engineer

For engineers, strategic thinking is particularly important because engineering decisions can affect the organization for 10–30 years.

For example, when selecting a new boiler, turbine, pump or production system, don't only consider:

Purchase price

Consider the whole life cycle:

CAPEX → Efficiency → Reliability → Maintenance → Safety → Environmental impact → Energy consumption → Life-cycle cost → Replacement

A machine that costs RM1 million but has low operating cost may be strategically better than a RM700,000 machine that consumes more energy and requires frequent maintenance.

This is called life-cycle thinking.

11. Strategic Thinking and Risk Management

Good strategic management must also consider:

"What if?"

For example:

What if raw material prices increase 30%?

What if electricity prices increase?

What if a major customer leaves?

What if a critical machine fails?

What if new environmental regulations are introduced?

What if we cannot recruit skilled engineers?

This leads to scenario planning.

Instead of preparing only one future, management prepares for several possible futures.

12. Strategic Thinking and Leadership

A strategic leader must connect:

Vision + People + Resources + Execution

A leader should be able to tell employees:

"This is where we are going."

Then explain:

"This is why we are going there."

Then:

"This is your role in helping us get there."

And finally:

"This is how we will measure whether we succeed."

That is the connection between leadership and strategy.

13. A Practical Example

Imagine a manufacturing company facing:

• Increasing production costs

• Aging machinery

• High energy consumption

• Skilled workers retiring

• Increasing competition

• Pressure to reduce carbon emissions

Strategic thinking

Management recognizes:

"If we continue operating the same way for the next 5–10 years, our competitiveness will decline."

Strategic planning

They develop a five-year strategy:

1. Modernize critical equipment.

2. Increase automation.

3. Develop engineers and technicians.

4. Reduce energy intensity.

5. Implement digital monitoring.

6. Develop new products.

Strategic management

Management then:

• Allocates budget.

• Assigns responsibilities.

• Sets KPIs.

• Monitors progress.

• Reviews performance quarterly.

• Corrects underperforming projects.

• Changes the strategy when market conditions change.

That is strategic management in practice.

The simplest way to remember

Think of an organization as going on a journey:

Strategic Thinking
🧠 "Where should we go, why should we go there, and what might happen along the way?"

Strategic Planning
🗺️ "What route should we take, what resources do we need, and when should we arrive?"

Strategic Management
🚗 "Are we actually moving toward the destination, and do we need to change our route?"

And a good strategic leader does all three:

THINK → PLAN → EXECUTE → MEASURE → ADAPT

This framework is particularly useful for engineers, plant managers, senior managers and company leaders, because it connects technical decisions with business objectives, people, risk, cost, safety and long-term sustainability.

7 Signs of a Weak Leader

STORY 1140 YOUR WORDS AND MOOD MATTER

In 2018, I went through a very challenging year in my life. From the beginning of the year, many problems started to arise, and my stress level was extremely high.

However, in that same year, my mother and I were invited to become guests of Allah to perform Hajj, the fifth pillar of Islam. It was something I truly cherished in my life because I had been away from my hometown for decades. This was the moment and opportunity for me to serve and take care of my mother.

One of the experiences that I can never forget happened when I returned home.

As usual, my wife and children would welcome me whenever I came home. Usually, I would arrive in the late afternoon. After entering the house, I would normally lie down for a while in the living room and play with my phone. In fact, this was something I should not have been doing because, at the same time, my children would be doing all sorts of things to get my attention.

After some time, my wife, who was busy preparing dinner, finished cooking and asked the children to call me because I was still lying in the living room.

I slowly walked into the kitchen and sat at the dining table.

Suddenly, my third child, seven-year-old Muhammad Luqman, came to me with a very cheerful and excited face. He handed me a birthday card.

Oh, I had forgotten that it was actually my birthday.

His cheerful face made my heart filled with mixed emotions. My wife then followed, giving me encouragement and reminding me to respond to him properly.

I smiled and started opening the red birthday card. It was handwritten and contained several drawings.

At the end of his message, Luqman asked me:

“Ayah, are you okay working at the new place?”

That sentence actually made me want to cry.

But I tried to hide my feelings.

I thanked him.

Luqman, who was still excited, then asked me to sign the card he had given me.

I wrote:

“Ayah loves Luqman and everyone.”

How could a seven-year-old child sense what I was going through?

Actually, my wife and children understood very well whether I was okay or not at my workplace. They could understand it simply by looking at my facial expression when I came home.

Sometimes, without even realizing it, the words I used—even just a single word—could make them very sad. And that was something that made me deeply saddened too.

My wife had reminded me many times about the way, tone, and language I used. Eventually, I learned that it was better for me to remain silent whenever I was not in a good mood.

Yes, that was actually a very good thing.

As leaders in a factory, sometimes we get angry with our staff. We may use words that are not appropriate. Eventually, those words and that attitude can be carried back home because of the bad character we have developed at work.

Our family can also be affected by the way we behave at our workplace.

After searching for various forms of guidance, eventually I found the best example.

It is none other than Rasulullah SAW, who was known for his noble character.

What did the Prophet do when facing situations like this?

How did the Prophet communicate with different types of people and different characters?

And most importantly, the Prophet never hurt the feelings of the people he spoke to.

That is my story today.

STORY 1139 WEEDING CEREMONY

Yesterday, I was happy to have the opportunity to attend the wedding ceremony of one of the staff members at my workplace. I was particularly excited because both the bride and groom are Javanese, and this was my first experience witnessing the uniqueness of a Javanese wedding ceremony here in Sumatra.

For the record, this was the fifth wedding ceremony I have attended since I came to Indonesia. Indonesia, with its incredible richness in culture and traditions, is certainly a destination that should not be missed by anyone who enjoys exploring the world—especially from the perspectives of customs, culture and history.

What made it even more interesting was that, among the five wedding ceremonies I have attended, I have experienced the traditions of Malay, Batak and Javanese communities, which are among the dominant ethnic groups living in the Riau region. I have not forgotten the Minangkabau community either, but until today, I have yet to experience the atmosphere and traditions of a Minang wedding ceremony.

Because I have always been interested in exploring culture and history, every element of a wedding ceremony and its rituals is enough to excite me. I took the opportunity to capture photographs and videos as records and references for the future. These moments may seem ordinary today, but they could become valuable memories as time goes by.

In Islam, Rasulullah SAW once said:

“When one of you is invited to a wedding feast, let him attend it.”
(Narrated by al-Bukhari and Muslim)

As much as possible, I will always try to attend a wedding invitation unless there are significant constraints preventing me from doing so.

However, there have been many wedding ceremonies of my nieces and nephews back in my hometown that I could not attend because I was living far away as a migrant. That has always made me genuinely sad.

A wedding ceremony is a major occasion for two families as they come together to celebrate happiness. Whenever there is no obstacle preventing us from attending, I believe such an invitation should be honoured.

The same applies when there is a death in the family of someone we know. Visiting the bereaved family, offering our condolences and helping them in whatever way we can are also important. Our presence may seem small, but to a family experiencing grief, it can be a meaningful form of support.

If I cannot attend the ceremonies in my hometown, perhaps these wedding ceremonies here have become a kind of replacement for them.

From time to time, there will be a young staff member getting married, or the child of a staff member having a wedding ceremony. It reminds me of a similar atmosphere when I was living and working on plantations.

Because plantation areas are often quite remote and the camp community is relatively small, every celebration or ceremony becomes something that people genuinely look forward to.

These occasions were also one of the most effective ways to socialise with the local community, which mainly consisted of plantation and palm oil mill staff and workers.

As members of management, our presence at their wedding ceremonies could strengthen the respect and relationship between management and staff. Sometimes, we would even be invited to become the guests of honour at such ceremonies.

The same was true for events at local primary schools.

I once received an invitation to attend a Parent-Teacher Association meeting at a primary school and was invited to officiate the programme. I also took the opportunity to recite a poem entitled Guru Oh Guru as a small tribute to the teachers who dedicate themselves to educating the next generation.

It was a simple ceremony, but it gave me another beautiful experience in exploring the richness and diversity of culture, traditions and history in the land of Sumatra.

May the newly married couple be blessed with mawaddah and rahmah, as prayed for throughout their wedding ceremony.

Thank you for the invitation!

That is my story today.