Bina keluarga kecil di pendalaman Sabah

Jalan Jeroco, satu - satunya laluan keluar dari ladang ke Bandar Lahad Datu. Tempat kami membina keluarga kecil.

Memulakan Sebuah Keluarga Kecil di Pendalaman Sabah

Selepas selesai majlis perkahwinan di Tuaran dan Pengkalan Chepa, kami berdua melangkah masuk ke fasa hidup yang benar-benar baharu. Untuk pertama kalinya, isteri mengikut saya masuk ke ladang sawit — tempat saya bekerja. Jauh dari bandar, sekitar 90 kilometer dari Lahad Datu, di hilir Sungai Kinabatangan.

Cuti dua minggu yang diperuntukkan untuk menguruskan dua majlis di lokasi berbeza akhirnya tamat. Tiada ruang untuk berehat lama. Hidup perlu diteruskan.

Sebenarnya, sejak dalam tempoh bertunang lagi, semua perjalanan hidup ini telah saya ceritakan dan rancang sejujurnya. Keadaan perumahan eksekutif, suasana ladang, keterasingan, semuanya telah dimaklumkan kepada bakal isteri.

Dan di situlah saya belajar satu perkara besar dalam hidup — sokongan tanpa syarat.

Saya bersyukur kerana sejak awal, isteri memberikan sokongan yang luar biasa kepada keluarga kecil yang bakal kami bina. Dia sanggup ikut saya masuk ke ladang sawit. Tidak bekerja, walaupun seorang graduan ijazah kejuruteraan aeroangkasa dengan keputusan akademik yang cemerlang.

Kami memulakan hidup berdua dengan serba kekurangan, namun penuh rasa bahagia. Tinggal di perumahan eksekutif yang hanya mempunyai lima buah rumah — termasuk rumah pengurus kilang. Pada waktu itu, hanya kami satu-satunya pasangan suami isteri yang tinggal bersama. Eksekutif lain kebanyakannya meninggalkan keluarga di bandar atau di kampung.

Untuk mengisi kekosongan dan kesunyian, kami banyak bersosial dengan keluarga staf dan pekerja kilang. Di situlah kami belajar erti komuniti dan kebersamaan.

Kami bermula dengan gaji yang kecil. Isteri membuat pilihan yang sederhana tetapi penuh makna — mempunyai akses telefon dan internet, berbanding televisyen atau Astro. Alasannya satu: dia mahu sentiasa dapat menghubungi ibu dan adik-beradiknya di kampung.

Sebagai seorang kadet jurutera di kilang sawit, kemudahan rumah, air, elektrik dan tong gas untuk memasak yang disediakan percuma menjadi nikmat besar buat kami membina kehidupan dari sifar.

Pada masa itu, saya sebenarnya tidak memiliki apa-apa. Motorsikal pun tiada. Saya masih ingat, saya meminjam motorsikal Kriss milik seorang kawan yang telah berpindah ke Semenanjung Malaysia. Beberapa tahun saya gunakannya sebelum akhirnya saya pulangkan semula.

Tiada istilah bulan madu buat kami sebaik sahaja berkahwin. Kekangan kewangan dan cuti tidak mengizinkan. Sebulan sekali sahaja kami keluar ke Bandar Lahad Datu untuk membeli keperluan asas. Itu pun menaiki van — satu-satunya pengangkutan dari ladang ke bandar.

Sebulan sekali juga, terutamanya selepas hari gaji, biasanya akan ada pasar kecil dibuka di ladang berhampiran atau di Kampung Sukau. Kami akan menyeberangi Sungai Kinabatangan semata-mata untuk merasai pengalaman membeli-belah di sana.

Setiap hari pula, akan ada penjaja datang ke rumah menggunakan 4WD Hilux. Menjual ikan dan sayur. Ikan tongkol, ikan selayang (ikan basung), dan ikan baulu — sejenis ikan bulan atau ikan terubuk import dari Indonesia. Tiga jenis ikan inilah yang menjadi lauk utama kami sepanjang tinggal di ladang.

Isteri saya sebenarnya sangat sunyi di ladang. Pembantu rumah sering menjadi teman rapatnya. Selain itu, beberapa staf wanita atau isteri staf di perumahan menjadi tempat beliau berbual dan berkongsi cerita.

Apa sahaja program ladang — hari keluarga, sukaneka, atau program di kilang — saya akan pastikan isteri turut serta. Sekurang-kurangnya, kesunyian beliau dapat terubat walau sedikit, tidak sendirian di rumah yang terpencil.

Setahun kemudian, Allah menghadiahkan kami anak pertama. Sepanjang tempoh kehamilan, saya sentiasa menemani isteri ke klinik ladang. Mungkin kerana jawatan saya sebagai eksekutif, layanan yang diberikan oleh staf klinik amat baik.

Isteri bersalin di Kota Kinabalu. Selepas sebulan, kami menghantar anak pulang ke kampung. Alhamdulillah, semuanya selamat walaupun kelahiran pertama melalui pembedahan caesarean.

Sejak awal, isteri menjadi pendokong terbesar keluarga kami. Kerana itulah, saya sangat fokus dalam kerja sebagai seorang jurutera. Fokus mencari rezeki untuk kami semua.

Setiap kali saya dipindahkan ke tempat baharu, dia akan ikut tanpa sebarang rungutan. Tidak pernah sekali pun saya dengar keluhan keluar dari bibirnya.

Hari ini, anak-anak kami sudah lima orang. Kakak sulung sudah menjejakkan kaki ke universiti. Adik-adiknya pula masih di sekolah menengah dan sekolah rendah. Alhamdulillah, semuanya membesar dengan keputusan peperiksaan yang cemerlang. Kakak mendapat keputusan SPM terbaik di sekolah walaupun hanya bersekolah di sekolah harian.

Hari ini, 15 Disember, adalah hari kelahiran isteri saya.

Saya jarang bercerita tentang dirinya. Tetapi biarlah tulisan ini menjadi tanda kasih dan sayang saya kepadanya — untuk selamanya.

Mudah-mudahan kisah ini menjadi inspirasi buat pasangan muda di luar sana. Bahawa membina sebuah keluarga kecil memerlukan 1001 pengorbanan.

Dan setiap kejayaan, sentiasa bermula dengan satu langkah pertama.

#KeluargaKecil #blog #blogger #kembarainsan #sabah #lahaddatu #jeroco

#Pengorbanan #mill #ladang #sawit

#IsteriTiangSeri

#KisahKehidupan

#DariLadangKeImpian

#Kesetiaan

#PerjuanganHidup

#InspirasiKeluarga

#Syukur

#LangkahPertama

Pemilihan Pemimpin dari Kisah Talut

Berikut adalah penjelasan dalam Bahasa Melayu mengenai prinsip Islam yang boleh diambil daripada kisah Ṭālut dan Jālūt dalam memilih pemimpin yang tepat bagi negeri atau negara. Kisah ini terdapat dalam Surah Al-Baqarah ayat 246–251, dan ia memberikan panduan sepanjang zaman tentang kepimpinan yang sah di sisi Allah.

---

1. Kepimpinan adalah Amanah — Bukan Berasaskan Keturunan atau Populariti

Kaum Bani Israel menyangka pemimpin mesti dari golongan bangsawan atau kaya.

Tetapi Allah memilih Ṭālut, seorang yang tidak berharta dan bukan dari golongan elit.

“Sesungguhnya Allah telah memilihnya atas kamu semua dan menganugerahkannya kelebihan dalam ilmu dan tubuh badan.”
(Al-Baqarah 2:247)

Prinsip Islam:
Pemimpin bukan dipilih kerana kekayaan, keturunan, atau pengaruh —
tetapi kerana kelayakan dan amanah.

---

2. Pemimpin Mesti Berilmu

Sifat pertama yang ditekankan ialah:

“Allah telah menambahkan padanya kelapangan dalam ilmu…”
(2:247)

Ilmu di sini merangkumi:

• Kefahaman agama dan akhlak
• Kebijaksanaan membuat keputusan
• Kearifan strategi dan kepimpinan

Kepimpinan mesti berdasarkan ilmu, bukan emosi.

---

3. Pemimpin Perlu Kekuatan Fizikal & Mental

Sambungan ayat:

“…dan kekuatan tubuh badannya.”
(2:247)

Ini menunjukkan pemimpin mesti:

• Mampu berjuang dalam tekanan
• Teguh dan berdaya tahan
• Bukan hanya bijak, tetapi cekap

Pemimpin bukan sekadar “pandai cakap”, tetapi mampu bertindak.

---

4. Kepimpinan Datang Dengan Proses Yang Sah & Diredai Allah

Apabila mereka mempertikai pilihan itu, Nabi mereka menjawab:

“Allah memberikan kuasa kepada sesiapa yang Dia kehendaki.”
(2:247)

Ini ajar umat:

• Taat kepada proses yang adil
• Tidak memberontak hanya kerana tidak berpuas hati

---

5. Pemimpin Akan Diuji Terlebih Dahulu

Ṭālut menguji tenteranya dengan sungai:

“Sesungguhnya Allah akan menguji kamu dengan sebatang sungai…”
(2:249)

Hanya sedikit yang taat dan sabar.

Prinsip:
Pemimpin sebenar teruji sebelum memimpin.
Dan pengikut sejati tersaring melalui dugaan.

---

6. Pemimpin Menghidupkan Semangat & Keyakinan Pada Allah

Apabila berdepan Jālūt, ramai takut.
Tetapi orang beriman bersama Ṭālut berkata:

“Betapa banyak golongan kecil mengalahkan golongan besar dengan izin Allah.”
(2:249)

Pemimpin mesti:

• Memberi harapan
• Meneguhkan iman
• Fokus pada kebenaran, bukan ketakutan

---

7. Kemenangan Datang Dari Allah, Bukan Bilangan Atau Pangkat

Akhirnya Allah beri kemenangan:

“Dan Daud membunuh Jālūt…”
(2:251)

Ini menunjukkan:

• Bukan tentera besar yang menentukan
• Bukan status atau pangkat
• Tetapi keikhlasan, kebenaran dan pertolongan Allah

---

Ringkasan Sifat Pemimpin Dalam Kisah Ṭālut

Pemimpin yang benar menurut Islam mesti:

1. Berilmu (ʿIlm)
2. Kuat & berdaya tahan (Quwwah)
3. Berakhlak & bertaqwa (Taqwa)
4. Dipilih melalui cara yang adil, bukan nepotisme
5. Menguatkan iman dan semangat rakyat
6. Terbukti melalui ujian dan cabaran
7. Mendapat pertolongan Allah, bukan melalui penipuan atau rasuah

---

Refleksi Dunia Moden

Kisah ini mengajar kita bahawa:

• Jawatan pemimpin bukan kemewahan, tetapi amanah
• Pemimpin mesti berkhidmat dan berlaku adil
• Tidak boleh dipilih hanya kerana keluarga, parti atau kekayaan
• Islam menolak kepimpinan berdasarkan popularity contest semata-mata

Kisah Ṭālut adalah panduan abadi memilih pemimpin yang benar, tegas, beriman dan adil.

🌿 Hana and the Weight of Words

In the control room of her palm oil mill, Hana was monitoring the boiler pressure when the radio crackled with breaking news from Jakarta. Images of protests, burning parliament buildings, and angry crowds filled the screen.

One line caught her attention: “A politician called protesters ‘the stupidest people in the world.’”

Hana froze. She wasn’t in Jakarta, but the words echoed in her heart. She knew from experience that words can ignite fire more dangerous than steam pressure in a boiler [1].

---

Workers Listening Closely

That afternoon, during her routine walkabout, Hana overheard two workers.

“We work hard, but sometimes I feel the bosses don’t understand us,” one muttered.
“Yes, it’s like they see us as just numbers, not people,” replied another.

Hana’s chest tightened. She thought of the harsh minister’s words. If leaders in her own mill spoke carelessly, trust would collapse, and discontent would spread just as it had on the streets of Jakarta [2].

---

Boiler and Human Pressure

She turned to the boiler, releasing a controlled blowdown. Steam hissed out, pressure eased.

“This is just like people,” she whispered. “If pressure builds and leaders ignore or mock it, an explosion is inevitable.”

She realized the riot in Indonesia was not just about money — it was about dignity [3]. The minister’s harsh remark stripped people of respect.

---

Hana’s Response

That evening, Hana gathered her supervisors.

• She reminded them that tone and words matter as much as instructions.
• She urged them to listen before judging, and to never dismiss workers’ grievances as trivial [4].
• She promised to set aside weekly sessions for open dialogue — not just about production, but about people’s lives.

“We cannot control politics in Jakarta,” Hana said, “but in this mill, our words can either build trust or burn bridges.”

---

A Quiet Revolution

Over time, workers noticed the change. Instead of orders barked across the shop floor, supervisors listened first. Hana herself often walked into the canteen, asking, “How’s your family?”

The atmosphere shifted. Output didn’t just rise from machines, but from morale [5].

---

🌟 The Lesson

The riot outside became a mirror inside: leadership is not only about systems and wages, but also about respect and words [6].

Hana realized:

• A careless comment can trigger distrust.
• Respect builds resilience in times of crisis.
• Leaders must “release pressure” by opening channels for listening.

Standing under the mill’s night sky, Hana whispered:

“Great power does not only bring responsibility. It brings the duty to speak with compassion.”

---

📚 References / Footnotes

1. Goleman, D. (1995). Emotional Intelligence: Why It Can Matter More Than IQ. Bantam Books.
2. Edmondson, A. (2019). The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. Wiley.
3. Tyler, T.R. (2006). Why People Obey the Law. Princeton University Press.
4. Covey, S.R. (1989). The 7 Habits of Highly Effective People. Free Press.
5. Cameron, K.S., & Spreitzer, G.M. (2012). The Oxford Handbook of Positive Organizational Scholarship. Oxford University Press.
6. Kouzes, J.M., & Posner, B.Z. (2017). The Leadership Challenge. Wiley.

#blog #blogger #malaysia #powerofword #words #riots #indonesia #leadership #dpr #minister #parliment

🌴 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.

---

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 .

---

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

📊 Perspektif Ekonomi: FGV di Bursa Malaysia

✅ Kebaikan FGV Tersenarai

1. Suntikan Modal Besar melalui IPO

IPO pada 2012 mengumpul lebih US$3.1 bilion, menjadikannya antara tawaran awam terbesar di dunia pada ketika itu. Modal ini digunakan untuk pelaburan, perluasan perniagaan, dan menstruktur semula kewangan Felda .

2. Ketelusan & Tadbir Urus

Sebagai syarikat awam, FGV tertakluk kepada peraturan Bursa dan Suruhanjaya Sekuriti. Ini memaksa tahap ketelusan, laporan kewangan berkala, dan pengawasan pelabur institusi yang memberi tekanan untuk meningkatkan tadbir urus .

3. Peluang Pelaburan kepada Rakyat

Penyenaraian membolehkan orang awam, terutamanya peneroka Felda, memiliki saham FGV. Ia memberi peluang pengagihan kekayaan melalui pasaran modal .

❌ Keburukan FGV Tersenarai

1. Tekanan Harga Saham

Harga IPO RM4.55, tetapi dalam tempoh beberapa tahun jatuh sehingga bawah RM1.50. Ini menyebabkan kerugian besar kepada peneroka Felda dan pelabur kecil yang membeli pada harga awal .

2. Kelemahan Operasi & Produktiviti

Prestasi kewangan FGV kerap tidak konsisten. Kos operasi tinggi, produktiviti ladang rendah, serta isu tadbir urus menjejaskan keuntungan. Pasaran saham bertindak balas negatif terhadap kelemahan ini .

3. Ketidakstabilan Politik & Isu Tadbir Urus

Campur tangan politik dalam pelantikan pengurusan, skandal, dan konflik dengan Felda menjejaskan keyakinan pelabur institusi antarabangsa .

⚖️ Kesimpulan Ekonomi

Baik dari sudut modal & ketelusan → FGV berjaya mengumpul dana besar, membuka peluang pelaburan rakyat, dan memberi pendedahan antarabangsa kepada sektor sawit Malaysia.

Buruk dari sudut prestasi jangka panjang → Harga saham merosot, pelabur runcit (termasuk peneroka Felda) banyak menanggung kerugian, serta FGV gagal mengekalkan kedudukan sebagai syarikat global kompetitif.

📌 Maka, dari perspektif ekonomi, penyenaraian FGV di Bursa boleh dianggap lebih banyak memberi "symbolic success" pada awalnya tetapi "value destruction" dalam jangka panjang. Delisting pada 2025 menunjukkan model tersenarai tidak sesuai dengan struktur Felda, dan lebih baik ia dikawal penuh oleh Felda untuk fokus kepada produktiviti dan kebajikan peneroka.

📑 Footnote

1. IPO FGV 2012 antara terbesar di dunia – Reuters, 2012

2. Bursa Malaysia Listing Rules – Suruhanjaya Sekuriti Malaysia

3. FGV Prospectus 2012 – Felda Global Ventures Holdings Berhad

4. Kejatuhan harga saham FGV selepas IPO – The Edge Markets, 2016

5. Analisis prestasi kewangan & operasi – BFM Radio, 2023

6. Isu tadbir urus & campur tangan politik – The Malaysian Reserve, 2018

#blog #blogger #fgv #felda #sawit #murni 

🌴 Hana’s Field Exposure: A Day in the Oil Palm Estate

The sun had barely risen when Hana arrived at Pamol Estate, Sabah. Unlike the mill’s heavy clanking of machines, the estate greeted her with morning mist, the hum of cicadas, and the distant echo of a chainsaw. It was her first day shadowing the estate team to understand the journey of the Fresh Fruit Bunches (FFB) before they ever reached the mill.

🌅 Morning Roll Call

At 6:30 a.m., dozens of harvesters, loaders, and field staff gathered under a large shelter. The estate supervisor, Encik Musa, stood before them with a clipboard.

“Selamat pagi semua. Today we harvest Blocks 15 and 16, and manuring will continue at Block 12. Safety first — remember your gloves and helmets.”

Hana noticed the discipline. Attendance was taken, tasks assigned, and safety reminders emphasized. It felt like a military roll call — precise, structured, and essential to daily success.

🌴 The Harvest Begins

By 7:00 a.m., harvesters were already deep among the palms. Hana followed, her boots sinking into soft earth. She watched a seasoned harvester skillfully cut a ripe bunch with a long chisel pole. With one strike, the spiky FFB, weighing up to 25 kg, crashed onto the ground.

“Not all bunches are ready,” Musa explained. “We look for loose fruits on the ground. That’s nature’s sign the bunch is ripe.”

The harvesters worked quickly, slicing bunches, collecting them in wheelbarrows, and placing them neatly by the roadside for collection. Hana admired their strength — and discipline. Without good harvesting, the mill would never receive quality fruits.

🚜 Collection & Transport

By mid-morning, FFB collection tractors rumbled along estate paths, loading bunches from roadside stacks. Hana watched them weighed roughly in the field before being taken to the mill.

“This is the lifeline,” Musa said. “If harvesting is delayed, Free Fatty Acids (FFA) rise, and the oil quality suffers.” Hana noted how critical time and logistics were to palm oil value.

🌱 Manuring for the Future

In the afternoon, Hana joined another team in Block 12. Workers carried heavy sacks of fertilizer, spreading it carefully around the base of each palm.

“Manuring is the heart of productivity,” Musa told her. “Without proper nutrients, palms produce fewer and smaller bunches.”

Hana bent down to see the white granules dissolving into the soil. She realized that just like people needed food, palms required balanced nutrition to thrive — nitrogen, phosphorus, potassium, and magnesium.

🛠 Field Maintenance

As they moved along, Hana also noticed pruned fronds stacked neatly between palms. “This helps sunlight reach the fruits,” Musa explained. “Good field upkeep means better yields.”

She learned that estate work was not glamorous, but it was systematic: pruning, pest control, weeding, drainage upkeep — every detail mattered to ensure that the mill received quality fruits.

🌟 Hana’s Reflection

At the end of the day, Hana stood at the edge of the estate, looking out at endless rows of palms stretching towards the horizon. She whispered to herself:

> “The estate is the beginning of everything. Roll call brings discipline. Harvesting brings fruit. Manuring brings future yields. Field upkeep ensures sustainability. Without the estate, the mill is nothing. And without the people, the estate is nothing.”

She felt a new respect not just for machines in the mill, but for the sweat, patience, and skill of estate workers who made palm oil possible.

📚 Footnotes

1. MPOB (Malaysian Palm Oil Board), Good Agricultural Practices for Oil Palm Cultivation, 2020.

2. Corley, R.H.V. & Tinker, P.B., The Oil Palm, 5th Edition, Wiley-Blackwell, 2016.

3. Basiron, Y., Palm Oil — Nature’s Gift to Malaysia, 2007.

4. Rankine, I.R., Field Handbook on Oil Palm Cultivation, 2009.

5. Goh, K.J. & Härdter, R., General Oil Palm Nutrition: International Potash Institute, 2003.

#blog #blogger #kembarainsan #oilpalm #palmestate #mill #pamol #sabah #sarawak #malaysia

🌴 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 

🌴 Pollination in Malaysia’s Oil Palm Plantations: Before & After the Weevil

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Era 1 – Before the Weevil (1917–1980)

The first oil palm seeds planted in Tennamaran Estate, Selangor (1917) grew into tall, fruiting palms, but there was one major problem: pollination did not happen naturally.

• Why?
  In West Africa, the oil palm’s homeland, pollination was carried out by a natural ally — the tiny weevil Elaeidobius kamerunicus.
  But in Malaya, this insect was missing. The female flowers waited, but no pollinator came.

• The Solution? Hand Pollination.
  From the 1920s onward, estates adopted manual assisted pollination. Plantation workers had to:

  1. Climb up palms or cut down male inflorescences.

  2. Collect pollen, often by drying and sieving male flowers.

  3. Dust the pollen onto receptive female flowers by hand.

• The Problems:

  • Labour-Intensive: Dozens, sometimes hundreds, of workers were needed just for pollination.

  • Costly: Wages, training, and time diverted from other estate work.

  • Inefficient: Even with effort, fruit set rates averaged 40–50%, far below potential.

  • Slow Expansion: Estates hesitated to expand too quickly, fearing the labour burden.

For more than 60 years, Malaysia’s oil palm industry grew under this shadow — producing oil, but at great cost.

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Era 2 – After the Weevil (1981–Present)

Everything changed in 1981.
After studies by PORIM scientists revealed the pollination role of Elaeidobius kamerunicus in Africa, Malaysia decided to take the bold step of introducing the insect.

• The Introduction (1981):
  Weevils were flown from Cameroon, West Africa, and released at the Tenom Agricultural Research Station, Sabah.
  Within weeks, they were observed moving between male and female inflorescences, carrying pollen on their tiny bodies.

• The Miracle:

  • Fruit set rates jumped from ~50% to 70–80%.

  • Hand pollination ended within two years (by 1983).

  • Labour costs dropped sharply — workers were reassigned to harvesting and other productive tasks.

  • Oil yields per hectare increased, making Malaysia the world’s largest palm oil producer by the mid-1980s.

Planters joked that the weevils were the “cheapest labourers in Malaysia” — they worked tirelessly, day and night, asking only for palm flowers.

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Comparative Snapshot

Aspect	Before Weevil (1917–1980)	After Weevil (1981–Present)
Pollination Method	Manual assisted pollination (hand dusting)	Natural insect pollination (E. kamerunicus)
Labour	High (hundreds of workers needed)	Minimal (weevils self-sustain)
Cost	Very costly (labour wages, pollen collection, time)	Almost free (no wages, natural spread)
Fruit Set	~40–50%	~70–80%
Industry Growth	Limited by labour constraints	Rapid expansion, Malaysia became world leader

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Epilogue – A Silent Revolution

The arrival of the weevil in 1981 was more than just an entomological event — it was a silent revolution.

Before the weevil, Malaysia’s palm oil industry struggled with labour, cost, and inefficiency. After the weevil, yields soared, costs dropped, and Malaysia rose to become the global giant of palm oil production.

A tiny insect, carried halfway across the world, became the unsung hero of an entire industry.

---

#blog #blogger #sawit #palmoilmill #weevil #africa #malaysia #sabah #sarawak 

Meredah onak duri kehidupan

Kisah Faizal – Technician Pasir Gudang

Pagi di Pasir Gudang, deretan lori tangki keluar masuk, enjin kilang berdentum tanpa henti, dan asap putih dari cerobong bercampur dengan bau minyak sawit mentah. Di sinilah Faizal, seorang technician, menabur tenaga sejak hampir sedekad lalu.

Dengan uniform biru yang lusuh dan tangan penuh calar minyak hitam, dia bukanlah siapa-siapa di mata dunia. Namun tanpa jasanya, mesin yang jadi nadi kilang itu mungkin sudah lama rebah.

Setiap hari dia melangkah masuk sebelum matahari menyinsing, dan pulang saat malam sudah menutup langit. Panas boiler, desiran stim, dan bunyi pam berdegup bagai sudah menjadi muzik latar hidupnya.

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Slip Gaji Yang Tidak Pernah Cukup

Hari gaji selalu ditunggu, tapi bagi Faizal ia ibarat air hujan di padang pasir—sekadar melembapkan sebentar, sebelum kering kembali.

Masuk pagi ini, keluar petangnya juga.

• Bayar rumah.
• Bayar kereta.
• Bayar hutang kad kredit yang tak sempat habis.
• Belanja dapur, susu anak, yuran sekolah.

Akhirnya, akaun tinggal baki yang tak seberapa. Dia M40, katanya golongan “selesa”. Realitinya, paling terhimpit—tak layak bantuan, tak cukup senang untuk merasa lega.

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Dua Kerja, Satu Tujuan

Habis syif di kilang, malamnya Faizal jadi orang lain.
Kadang baiki penghawa dingin, kadang buat wiring rumah jiran, kadang jadi runner hantar barang. Dia pulang lewat malam dengan tubuh letih, tapi dengan sedikit wang tambahan di poket.

Sampai di rumah, anak-anak sudah lena. Faizal hanya sempat usap rambut mereka, lalu berbisik dalam hati:

“Ayah bukan orang hebat. Ayah bukan orang kaya. Tapi ayah akan terus berdiri, biar dunia menekan, kerana kamu adalah sebab ayah terus hidup.”

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Tekanan Yang Membisu

Tekanan kewangan bukan sekadar angka. Ia perlahan-lahan menghimpit dada, mengikis emosi, membuatkan dia hampir percaya bahawa dirinya gagal.

Ada malam, Faizal termenung di beranda rumah sewa. Angin laut Pasir Gudang bertiup, tapi hatinya kosong. Dia terfikir—berapa lama lagi boleh bertahan?

Namun jauh di sudut hati, satu suara kecil berbisik:

“Selagi engkau berjuang, engkau belum kalah.”

---

Cahaya Dari Kegelapan

Esoknya, dia bangkit lagi. Masuk ke kilang dengan senyum walau hati penat. Dia percaya, perjuangan ini bukan sia-sia. Dia mungkin tidak kaya, tetapi dia kaya dengan pengorbanan. Dia mungkin tidak punya nama besar, tetapi dia punya semangat yang besar.

Setiap kali dia melangkah ke bengkel, setiap kali dia pulang membawa rezeki walau sedikit, Faizal sedang mengukir warisan. Anak-anaknya kelak akan tahu—ayah mereka pernah berjuang dengan peluh, dengan sabar, dengan air mata, agar mereka tidak mewarisi nasib yang sama.

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Pesan Dari Kisah Faizal

Hidup M40 hari ini memang sukar. Ramai seperti Faizal yang bertahan dalam diam. Tetapi percayalah, setiap langkah kecil hari ini sedang membuka jalan besar untuk masa depan.

Kalau hari ini engkau rasa lelah, rasa tidak cukup, rasa mahu menyerah—ingatlah, engkau tidak bersendirian.
Kita sedang mendaki gunung yang sama, dengan beban di bahu masing-masing.

Dan setiap orang yang memilih untuk terus melangkah walau payah, adalah seorang pemenang.

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🔥 Faizal bukan sekadar technician. Dia adalah pejuang. Dan begitu juga kita.

#blog #blogger #kembarainsan #rezeki #kerjakeras #malaysia #sabah #sarawak #carikerja #gaji #m40

The miller who lead with stories

The Miller Who Led with Stories

Hashim Muhammad stood at the edge of the palm oil mill in Surabaya, Indonesia. The air was thick with the smell of fresh fruit bunches, steam rising from the sterilizers, and the rhythmic hum of machinery filling the compound. For him, the mill wasn’t just a workplace—it was a living classroom.

As a miller, Hashim had always believed in discipline and hard work. He trained his engineers and operators tirelessly—walking the shop floor, showing them how to handle equipment, teaching them safety protocols, correcting mistakes patiently. But something was missing.

Despite his coaching, he noticed his team often followed instructions without true conviction. They did the job because they were told to, not because they were inspired.

Discovering Strategic Storytelling

One evening, after a long day of supervising boiler operations, Hashim attended an online seminar about strategic storytelling in leadership. The concept struck him deeply:

> “Facts tell, but stories sell. People may forget your instructions, but they will remember your stories.”

It was then Hashim realized—his team didn’t need more technical briefings. They needed stories that connected their daily work to a bigger purpose.

Applying the Stories at the Mill

The next morning, instead of giving a routine safety briefing filled with numbers and checklists, Hashim told a story:

He spoke about a mill accident he had once witnessed early in his career—how a small mistake almost cost a colleague his life, and how discipline saved the day. His voice carried emotion, his eyes carried truth.

For the first time, his operators weren’t just nodding blankly. They were listening, feeling, and reflecting.

When production challenges came, Hashim didn’t scold. Instead, he narrated stories of past teams who overcame breakdowns, who stayed late together, who turned problems into achievements. Slowly, his people began to see themselves not just as workers, but as heroes in their own story.

Transformation Through Stories

Within months, the change was visible.

Safety performance improved because operators remembered the “accident story” every time they stepped near hot steam.

Teamwork grew stronger because they felt part of something larger than themselves.

Young engineers were motivated because they saw in Hashim’s stories a reflection of their own journey ahead.

Hashim had discovered that strategic storytelling was more than a leadership tool—it was a bridge between head and heart. His mill wasn’t just producing oil; it was producing pride, responsibility, and unity.

The Legacy of a Storytelling Miller

Years later, people would still recall the stories Hashim told at morning briefings. They might forget the technical details of a turbine or the standard operating procedure of a clarifier, but they never forgot the lessons hidden in his stories.

Hashim Muhammad became known not just as a miller, but as a leader who coached with discipline and led with stories. In Surabaya, his palm oil mill didn’t just process fruit—it cultivated people.

Sharizan: A Chemical Engineer’s Journey in the Palm Oil Milling Industry

Sharizan still remembers the day he first stood before the towering chimney of a palm oil mill in southern Peninsular Malaysia. The air was thick with the scent of fresh fruit bunches, steam hissed from valves, and the deep rumble of engines echoed across the factory yard. For many, this was just another industrial site. But for Sharizan, a young chemical engineer fresh out of university, it was the beginning of a lifelong journey into one of Malaysia’s most vital and misunderstood industries.

First Steps into the Mill

The early days were overwhelming. The water tube boiler, with its labyrinth of pipes and gauges, seemed almost alive, breathing fire and steam. Turbines spun with relentless energy, feeding power to the mill, while operators, their shirts soaked with sweat, worked with an instinct honed over decades.

As a newcomer, Sharizan felt small—his theoretical knowledge from classrooms suddenly seemed fragile when faced with the raw reality of industrial operations.

One evening, after a long shift, an experienced supervisor placed a hand on his shoulder and said,

> “Books will teach you equations. But here, you must learn people, patience, and perseverance. That’s what makes an engineer.”

That moment stayed with him. It was the first lesson: in the mill, engineering was never just about machines—it was about people.

Finding Strength in Challenges

Sharizan’s journey was not smooth. There were nights when boilers tripped, turbines stalled, and the entire mill plunged into silence. There were days when rain flooded the estate roads, delaying fruit delivery and throwing production schedules into chaos. And there were tense moments when process safety alarms blared, reminding everyone how fragile operations could be.

Instead of breaking under pressure, Sharizan learned to thrive in it. Each problem became a puzzle, each breakdown a lesson. He soon discovered that his role went beyond solving technical issues—it was about building systems that prevented them, and nurturing teams that could withstand them.

When he was tasked to lead an energy efficiency project, Sharizan spearheaded the installation of a new steam turbine. It was not just about equipment—it was about convincing management to invest, training operators to adapt, and ensuring safety was never compromised. When the project succeeded, reducing fuel consumption and cutting emissions, he realized another truth: engineers could shape not only profits, but sustainability and the environment.

Mentorship and Leadership

As years passed, Sharizan’s role expanded. He became a mentor, guiding new graduates who stepped into the mill with the same nervous excitement he once felt. He would take them on tours, explaining not just the “how” of the machinery, but the “why” of the industry.

> “This mill is more than steel and steam,” he would say.

“It feeds families, drives economies, and sustains communities. Our duty as engineers is to honor that responsibility.”

He also shared his passion at universities, serving on advisory panels and delivering guest lectures. He believed young engineers needed to see beyond stereotypes—that palm oil engineering was not “dirty factory work,” but a platform for innovation, sustainability, and leadership.

Reflections on a Decade

Looking back on more than a decade of service, Sharizan reflects often. He remembers the long nights troubleshooting boilers, the tense audits with Process Safety teams, and the pride of watching a project succeed. But what he cherishes most are the people—the operators who became teachers, the technicians who became partners, and the young graduates who became leaders themselves.

The industry is far from perfect. Sustainability pressures, environmental debates, and global competition continue to challenge palm oil. Yet Sharizan sees hope. He believes that with integrity, science, and collaboration, Malaysia’s palm oil industry can not only endure but thrive as a model for the world.

A Vision Forward

Today, Sharizan no longer sees the mill as just a workplace. To him, it is a living ecosystem—machines that breathe, people who dream, and an environment that demands respect.

His vision is clear:

To transform palm oil milling into a benchmark of sustainable engineering.

To empower the next generation of engineers with courage, creativity, and compassion.

To remind the world that behind every drop of palm oil lies a network of knowledge, labor, and sacrifice.

As Sharizan often tells his students,

> “Engineering is not about standing still. It is about moving forward, step by step, with responsibility in your hands and vision in your heart.”

Bau kilang sawit dalam kenangan

Matahari pagi memancar garang di langit Lahad Datu. Udara di ladang sawit terasa segar, tetapi baunya bercampur antara aroma dedaun basah dan minyak sawit mentah yang keluar dari cerobong kilang. Farid berdiri tegak di hadapan papan tanda besar bertulis Selamat Datang ke Kilang Sawit Jeroco.

Dia baru seminggu tamat pengajian Ijazah Kejuruteraan Mekanik di sebuah universiti tempatan. Sewaktu di kampus, dia tidak pernah terfikir langsung untuk bekerja di industri sawit. Baginya, kilang sawit hanyalah tempat jauh di pedalaman, penuh dengan bunyi bising dan asap hitam. Tetapi semua itu berubah apabila seorang pensyarah yang pernah menjadi jurutera sawit menceritakan kisah sebenar—tentang betapa kompleksnya proses di kilang sawit, lengkap dengan boiler, turbin, sistem rawatan air buangan, dan pengurusan tenaga stim.

Hari ini, Farid memulakan hidup baru sebagai Kadet Jurutera di sebuah syarikat terkemuka.

Minggu pertamanya penuh cabaran. Setiap pagi dia perlu memakai coverall tebal berwarna biru, lengkap dengan topi keselamatan dan kasut bertapak besi. Dia berpeluh, bukan kerana cuaca semata-mata, tetapi kerana otaknya ligat menyerap setiap ilmu yang diberikan oleh juruteknik senior.

“Farid, tengok ni,” kata Pak Hassan, seorang Boilerman Gred 1 yang sudah 25 tahun bekerja di situ. “Boiler ni jantung kilang. Kalau dia sakit, semua operasi berhenti. Kau kena belajar dengar bunyinya, rasa getarannya… itu cara kau tahu dia sihat atau tak.”

Farid tersenyum. Dia kagum dengan pengalaman orang lama seperti Pak Hassan—orang yang namanya jarang keluar di akhbar, tetapi tenaganya menjadi nadi industri ini.

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Tiga bulan berlalu. Farid semakin mahir membaca steam balance chart dan memeriksa suhu heat exchanger. Dia juga mula sedar bahawa kehidupan di ladang bukanlah seperti yang orang bandar sangka. Rumah disediakan, bil air dan elektrik percuma, malah jarak ke tempat kerja hanya beberapa minit berjalan kaki.

Suatu petang, Farid duduk di anjung rumah sambil memandang hamparan pokok sawit sejauh mata memandang. Angin petang membawa bunyi riuh dari asrama pekerja—gelak tawa, muzik radio, dan aroma kari dari dapur. Dia teringat kata-kata Pengurus Besar sewaktu temuduga dulu:

> “Farid, kalau kau sanggup bermula dari bawah, industri ini boleh bawa kau sampai puncak. Bukan saja gaji, tapi pengalaman dan masa depan yang stabil.”

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Sepuluh tahun kemudian, Farid bukan lagi kadet. Dia kini seorang Pengurus Kilang yang mengetuai lebih seratus pekerja dari pelbagai negara. Dia masih ingat saat pertamanya menjejakkan kaki ke kilang itu, penuh ragu dan soalan. Kini, tangannya tidak lagi sekadar memegang buku teori, tetapi memegang tanggungjawab besar yang memastikan kilang itu terus beroperasi, memberi rezeki kepada ratusan keluarga.

Dan setiap kali dia berdiri di anjung rumah pengurus, memandang matahari terbenam di ufuk ladang, dia tersenyum sendiri. Di tapak tangannya masih terasa jejak minyak—bukan kotor, tetapi tanda perjalanan yang mengubah hidupnya.

Tamat

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.