1731 mills in Indonesia

📍 Total Palm Oil Mills in Indonesia

According to a detailed report on the palm oil sector, there are approximately 1,731 palm oil mills operating in Indonesia, spread across about 25 provinces. These include mills of varying sizes that process fresh fruit bunches (FFB) into crude palm oil (CPO). 

📌 Additional Context

The most mills are found in key producing regions such as North Sumatra, West Kalimantan, Riau, Central Kalimantan, and South Sumatra, which together account for a large share of Indonesia’s palm oil processing capacity. 

This total reflects mills registered and recognized in official agricultural/industrial records; additional small private or informal processing units may exist but are not always captured in government statistics.

🌍 Comparison to Global Data

A global data set from a sustainability initiative estimated there are about 782 palm oil mills worldwide in their dataset — with 44% of them in Indonesia — highlighting Indonesia’s dominant role in global palm oil processing. 

South Sumatra

📍 Palm Oil Mill Distribution by Province (Representative Estimates)

> 🔎 Note: The exact number of mills varies across sources — older research estimates ~608 mills across 22 provinces as a snapshot from around the 2010s, while broader datasets (e.g., WRI) capture many hundreds more including commercial supply chain mills. 

Province Approx. Number of Palm Oil Mills (PKS) Notes / Source

Riau ~140 mills Highest concentration historically among provinces with mills. 

North Sumatra ~92 mills Major early palm oil production center. 

West Kalimantan ~65 mills Significant cohort supporting Borneo production. 

Other provinces with mills present Research shows PKS distributed across many provinces including Aceh, West Sumatra, Jambi, South Sumatra, Bangka Belitung, Lampung, East Kalimantan, Central Kalimantan, South Kalimantan, Sulawesi provinces, Papua, West Papua, etc. 

Total national estimate (research snapshot) ~608 mills (historical data) Seen in academic industry overview from Ministry data (~2010s). 

Wide dataset representation (global transparency data) Indonesia accounts for ~44% of ~782 mills globally Suggests ~345+ mills included in the WRI traceability dataset — mostly in core provinces like Riau, North Sumatra, Kalimantan group. 

🧠 How These Numbers Should Be Interpreted

✅ Riau Province

Historically seen as the major palm oil hub in Indonesia.

Around ~140 mills reported in research samples.

Also top province for plantation area (~1.34M+ ha) and production. 

✅ North Sumatra & West Kalimantan

Closely follow Riau in mill counts.

North Sumatra ~92 mills; West Kalimantan ~65 mills based on industry evaluation. 

🔄 Other Regions

Academic snapshots show palm oil mills in at least 22 Indonesian provinces, including smaller numbers in Sulawesi, Papua, and eastern regions. 

Industry transparency datasets (like WRI) indicate that hundreds of mills in Indonesia are mapped in global supply chains, especially in Sumatra and Kalimantan. 

📌 Why Precise Numbers Vary

1. Different datasets cover different scopes:

Government licensed mills

Company‑reported supply chain mills

Research / satellite‑mapped mills

Each of these yields slightly different counts. 

2. Indonesia’s industry is dynamic:

New mills are built as plantations expand

Some smaller mills may not appear in public databases

Closure, consolidation, or redevelopment may change figures year‑to‑year. 

📍 Summary (Practical View)

🇮🇩 Indonesia is the world’s largest palm oil mill hub, with hundreds of processing facilities nationwide, heavily concentrated in Sumatra and Kalimantan. 

Riau, North Sumatra, and West Kalimantan are among the top provinces in number of mills. 

Industry datasets suggest distribution across 20+ provinces. 

#anekdotindonesia #mill #palmoilmill

🌴 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 .

---

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) .

---

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 .

---

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 .

---

🌟 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.

---

📚 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

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

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

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

---

The Race to the Pump House

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

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

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

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

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

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

---

Commanding the Firefight

Radio pressed to his mouth, Azman barked orders:

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

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

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

---

The Blackout

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

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

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

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

---

Containment

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

Azman circled, eyes sharp, checking:

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

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

---

Aftermath

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

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

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

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

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

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The engineer who leads beyond titles

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

But Faris was no ordinary CEO.

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

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

He asked the mill engineers,

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

He asked the harvesters,

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

And he asked the young management trainees,

"What’s your dream for this company?"

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

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

His solution: distribute it.

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

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

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

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

Within three years:

Operating efficiency rose 15% without cutting jobs.

Sustainability rankings improved, attracting major global buyers.

Employee turnover dropped to the lowest in company history.

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

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

"What’s your proudest achievement here?"

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

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

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

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

The Young Engineer Who Earned Respect

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

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

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

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

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

That advice stuck.

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

Slowly, the mill changed.

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

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

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

Amir walked out of the office with a quiet smile.

His degree had opened the door to the mill.

But respect?

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

Kesilapan terbesar semasa mengurus

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

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

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

4. Hari ini saya masih belajar.

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

6. Sebenarnya, kita tidak boleh ubah manusia.

7. Hatta sehebat mana sekali pun cara kita gunakan.

8. Untuk ubah bukan kuasa kita.

9. Sebab itu kuasa Allah.

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

11. Serahlah kepada Allah.

12. Serahlah kepada Allah.

13. Serahlah kepada Allah.

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

Kembara Insan 15 Tahun

Kembara Insan

Mencapai umur 15 tahun.

http://zul1979.blogspot.com/

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

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

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

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

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

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