Leading with Safety: The Story of Encik Farid

Encik Farid had always believed that leadership was more than meeting KPIs and chasing production targets. As the General Manager for the Plantation Division of a Government-Linked Company (GLC), his responsibilities stretched across palm oil mills, estates, and the regional office.

From the moment he was appointed, he noticed one thing: safety was often treated as a compliance box, not a core value. Accident reports would cross his desk, some minor, others serious. It bothered him. He thought, “If our people are not safe, what’s the point of high production numbers?”

Building a Safety Culture

Farid began with a bold move. In his first divisional meeting, instead of talking about yields or OER, he opened with a simple but firm statement:

“From today onwards, safety is not just the Safety Officer’s job. It’s everyone’s job — including mine.”

He introduced Safety Leadership Walkabouts, where he would personally visit mills and estates, not to find faults, but to listen. Workers were surprised to see their GM in a helmet, safety boots, and vest, walking side by side with them, asking:

“How safe do you feel doing this job?”

“What improvements would make your work safer?”

Empowering People

Farid empowered Mill Managers and Estate Managers to run daily toolbox talks and made safety performance a key part of their appraisal. He rewarded teams who recorded zero accidents and reported near misses. Instead of punishing mistakes, he turned incidents into learning moments, inviting everyone involved to discuss causes and prevention.

One worker later said, “Before, we were afraid to report near misses. Now, we’re encouraged to speak up. GM himself listens.”

Integrating Safety into Operations

In mills, Farid pushed for better guarding on moving machinery, improved lighting, and stricter lock-out/tag-out procedures.

In estates, he ensured harvesting teams were trained on chemical handling, first aid, and emergency response.

At the regional office, he insisted on ergonomics, fire drills, and even safe driving campaigns for company vehicles.

He reminded everyone:

“Safety is not only at work. Take it home. Your family needs you safe.”

The Turning Point

One evening, a boiler incident occurred in one of the mills. Because of the improved reporting culture and well-practised emergency response, the situation was contained without injury. The Safety Officer later told Farid:

“If this happened last year, we might have had casualties. But the training and drills made all the difference.”

That night, Farid sat back and smiled. It wasn’t just the equipment upgrades or the SOPs — it was the change in mindset. People were looking out for each other.

Legacy of a Safety Leader

Under Farid’s leadership:

Lost Time Injury (LTI) rates dropped drastically.

Workers took pride in wearing PPE.

Safety became a natural part of conversations, not an afterthought.

Years later, many still remembered him not just as the GM who improved production, but as the leader who sent them home safe every day.

Farid’s philosophy lived on in the division:

“Targets can wait. Lives cannot be replaced.”