Three Kingdoms of Ancient China

Leadership and Management Lessons from the Three Kingdoms of Ancient China

The Romance of the Three Kingdoms (三国演义) is much more than a story about ancient Chinese warfare. It is a study of human nature, leadership, organisational management, strategic thinking, political influence and decision-making under pressure.

Although the events took place nearly 1,800 years ago, many of the challenges faced by Cao Cao, Liu Bei, Sun Quan and Zhuge Liang remain relevant to today's corporate leaders.

Imagine replacing an ancient kingdom with a modern corporation:

* The emperor represents the board of directors or ultimate authority.

* The king represents the CEO or managing director.

* The generals represent senior management.

* The strategists represent corporate planners and technical advisers.

* The soldiers represent employees.

* The kingdom's resources represent capital, technology, assets and human resources.

* Battles represent competition, business challenges and organizational crises.

The central question is not simply who has the strongest army, but who can organize people, understand circumstances, allocate resources and make the right decisions at the right time.

Let's examine six major lessons in detail.

1. LEADERSHIP – Building and Managing an Organization

One of the most interesting aspects of the Three Kingdoms is that the three major leaders had very different leadership styles.

A. Liu Bei – Leadership through relationships and trust

Liu Bei was not initially the strongest military leader. He did not possess a powerful army, a large territory or substantial financial resources.

However, he had one important advantage: his ability to attract people.

He built relationships with capable individuals, including Guan Yu, Zhang Fei and eventually Zhuge Liang.

His leadership philosophy was associated with:

* Building personal relationships.

* Demonstrating concern for people.

* Inspiring loyalty and commitment.

* Creating a shared purpose.

* Attracting talented individuals.

Management lesson:

People do not always follow a leader because of their position. Sometimes they follow because they believe in the leader's character, direction and purpose.

In modern organizations, employees may comply with instructions because of authority, but they become genuinely committed when they respect their leaders.

For example, a Head of Facilities may have authority over maintenance engineers, technicians, contractors and operators. However, successful facilities management requires more than issuing instructions.

A good leader must:

* Understand the strengths and weaknesses of team members.

* Listen to operational problems.

* Recognize good performance.

* Provide opportunities for development.

* Establish mutual trust.

B. Cao Cao – Leadership through competence and performance

Cao Cao was an ambitious, pragmatic and highly capable military and political leader.

He was particularly effective at identifying talented individuals and rewarding competence.

He understood that organizational success depended on having the right people in the right positions.

His leadership strengths included:

* Strong organizational discipline.

* Fast decision-making.

* Talent identification.

* Efficient resource management.

* Clear strategic direction.

Management lesson:

Do not recruit or promote people simply because they are personally loyal to you. Recruit and promote them because they have the competence to perform.

In engineering management, this means appointing people based on their technical capability, safety awareness, experience and ability to solve problems.

A technically strong engineer may be suitable for an engineering role but may require additional development before becoming a manager.

The right person in the wrong position can weaken an organization.

C. Sun Quan – Leadership through continuity and teamwork

Sun Quan inherited a foundation established by his father and elder brother. He successfully maintained and strengthened the Eastern Wu kingdom for decades.

His strength was not necessarily being the most brilliant military commander. It was his ability to maintain a stable leadership structure and work with capable advisers and generals.

Management lesson:

A successful organization must not depend entirely on one individual.

Develop successors, establish systems, document knowledge and empower people to make decisions.

If an organization collapses whenever one senior manager leaves, the organization has a leadership development problem.

Practical application:

For a facilities department, establish:

* Clear organizational responsibilities.

* Maintenance procedures and standards.

* Competency matrices.

* Succession planning.

* Asset management systems.

* Performance indicators.

The objective is to build a department that continues performing even when its leader is absent.

2. STRATEGY – Winning Without Relying Entirely on Strength

One of the greatest strategic lessons comes from the Battle of Red Cliffs in 208 AD.

Cao Cao commanded a considerably larger force and intended to eliminate the alliance between Liu Bei and Sun Quan.

On paper, Cao Cao appeared to have the advantage.

However, Sun Quan and Liu Bei formed an alliance and used their knowledge of the local environment, naval conditions and enemy weaknesses to defeat Cao Cao.

The outcome demonstrated that numerical superiority does not guarantee victory.

A. Understand your opponent

Before making a major decision, understand:

* The opponent's strengths.

* The opponent's weaknesses.

* Available resources.

* Operating environment.

* Possible risks.

* Constraints and limitations.

In business, competitors may have larger budgets, more employees, better technology or greater market share.

However, a smaller organisation can compete through efficiency, innovation, customer relationships and operational excellence.

B. Use resources intelligently

A company with unlimited resources does not necessarily perform better than a company with limited resources.

Strategic resource allocation is essential.

For example, consider a palm oil processing facility with limited CAPEX.

Instead of immediately replacing every old machine, management should identify which assets create the greatest operational risk and financial impact.

A rational priority may be:

* Critical safety and statutory compliance.

* Equipment with high failure probability.

* Equipment affecting production capacity.

* Energy efficiency improvements.

* Long-term asset replacement.

This is strategic thinking: directing resources towards the areas that produce the greatest organisational value.

C. Timing is as important as strategy

A good strategy implemented at the wrong time can fail.

The Red Cliffs alliance benefited from understanding the environmental conditions and selecting the appropriate moment to act.

In corporate management, timing matters when:

* Implementing major shutdowns.

* Commissioning new equipment.

* Introducing organisational changes.

* Negotiating contracts.

* Executing CAPEX projects.

Key lesson:

Do not confuse activity with progress. A leader must know when to act and when to wait.

3. LOYALTY – Trust, Commitment and Organizational Culture

The relationship between Liu Bei, Guan Yu and Zhang Fei is among the most famous elements of the Three Kingdoms story.

Their legendary Peach Garden Oath symbolises brotherhood, loyalty and shared commitment.

Although they were not biological brothers, they pledged to support one another.

Guan Yu became particularly famous as a symbol of loyalty and righteousness.

A. Loyalty must be supported by integrity

Loyalty is not simply agreeing with everything your superior says.

A truly loyal employee should have the courage to communicate risks, challenge poor decisions and protect the organisation's interests.

For example, imagine an engineering manager proposing to continue operating a boiler despite an unresolved safety concern.

A loyal engineer should not remain silent simply to avoid upsetting management.

The engineer must communicate the risk professionally, provide technical evidence and recommend corrective action.

That is professional loyalty.

B. Trust is built through consistency

Trust takes years to establish but can disappear through one serious incident.

Leaders build trust when they:

* Keep their promises.

* Treat people fairly.

* Accept responsibility.

* Give credit to their teams.

* Do not take advantage of employees.

* Remain consistent during difficult situations.

C. Loyalty should not become blind allegiance

This is an important distinction.

In the Three Kingdoms, loyalty sometimes created personal conflicts and difficult decisions.

In modern organisations, excessive personal loyalty can produce:

* Favouritism.

* Internal politics.

* Resistance to change.

* Protection of underperforming employees.

* Suppression of professional opinions.

Management lesson:

Build a culture where people are loyal to the organisation's purpose, values, safety and integrity, rather than simply loyal to an individual manager.

4. POLITICS – Understanding Power, Alliances and Negotiation

Politics is one of the most important themes in the Three Kingdoms.

Here, politics does not refer only to government or political parties. It refers to the management of relationships, influence, competing interests, authority and power.

In any organisation, people have different priorities.

* Finance focuses on cost control.

* Operations focuses on production output.

* Engineering focuses on reliability and technical integrity.

* HSSE focuses on safety and regulatory compliance.

* Procurement focuses on purchasing costs and contractual conditions.

* Senior management focuses on business performance and profitability.

All these departments may work for the same company, but their priorities are not always aligned.

This is where organisational politics becomes important.

A. Understand the interests of different parties

One of the great political realities of the Three Kingdoms was that alliances were often formed because of shared interests rather than personal friendship.

The alliance between Liu Bei and Sun Quan against Cao Cao is a good example.

They had different ambitions, but they recognised that cooperation was necessary to address a common threat.

Modern management lesson:

You do not need to agree with everyone on everything to work together.

You need to identify common objectives.

Instead of presenting only technical specifications, present a business case that addresses the interests of all stakeholders.

B. Build alliances before you need them

In the Three Kingdoms, leaders who understood relationships and alliances had considerable strategic advantages.

The same principle applies in corporate environments.

A manager should establish professional relationships before a major crisis occurs.

For example:

* Build good relationships with production managers.

* Maintain open communication with finance.

* Work closely with HSSE.

* Establish reliable relationships with suppliers and contractors.

* Maintain constructive communication with regulators.

When an emergency happens, established relationships can make the difference between a coordinated response and organisational confusion.

C. Understand the difference between influence and authority

A senior manager may have formal authority, but that does not mean everyone will automatically support their decisions.

Influence is earned through:

* Technical credibility.

* Professional communication.

* Consistency.

* Good judgement.

* Relationships.

* Demonstrated results.

A leader who relies entirely on authority may achieve short-term compliance but struggle to gain long-term commitment.

The lesson: Authority gives you the right to make decisions. Influence gives you the ability to bring people along.

5. HUMAN BEHAVIOUR – Ambition, Ego, Jealousy, Betrayal and Integrity

Perhaps the most valuable lesson from the Three Kingdoms is its understanding of human nature.

The story demonstrates that the success or failure of an organisation is not determined by technical capability alone.

It is also determined by the behaviour of the people within it.

Let us examine five important human characteristics.

A. Ambition – The motivation to achieve greater things

Cao Cao was highly ambitious.

He wanted to consolidate power and establish a strong political and military position.

Ambition can be a positive leadership quality when it is directed towards organisational improvement.

A company needs ambitious people who want to:

* Improve productivity.

* Develop new technologies.

* Reduce operational costs.

* Build stronger teams.

* Achieve higher standards.

* Create new business opportunities.

However, ambition without ethics can become destructive.

Some individuals pursue promotion, recognition or personal power at the expense of teamwork.

Lesson: Ambition should be guided by purpose and integrity.

B. Ego – When personal pride becomes a weakness

The Three Kingdoms contains several examples of individuals whose personal pride affected their judgement.

One particularly important example is Guan Yu's defeat at the hands of the forces of Wu.

His confidence and reputation were enormous, but his military position became increasingly vulnerable. His difficult relationship with neighbouring political and military leaders also contributed to his isolation.

The wider lesson is that past success can sometimes create overconfidence.

In corporate management, this can happen when:

* A manager refuses to accept criticism.

* An experienced engineer dismisses new technology.

* A department refuses to cooperate with another department.

* A leader believes that only their decisions are correct.

* A successful project creates a false sense of invulnerability.

An experienced professional must remain willing to learn.

Your experience should make you more capable of recognising your limitations, not less willing to listen.

C. Jealousy – The hidden enemy of teamwork

Zhou Yu, a leading military commander of Wu, is traditionally portrayed in the novel as being frustrated by Zhuge Liang's exceptional intelligence.

Their relationship illustrates the destructive potential of professional jealousy.

In organisations, jealousy can appear when:

* Someone else receives a promotion.

* Another department receives recognition.

* A junior employee demonstrates greater technical ability.

* A colleague receives praise from senior management.

* A project succeeds under another person's leadership.

Instead of appreciating other people's contributions, jealous individuals may attempt to undermine them.

Management lesson:

A good leader should not feel threatened by talented subordinates.

In fact, a leader should be proud of developing people who eventually become more capable than themselves in particular areas.

The strength of a manager is not measured by how indispensable they are, but by how capable their team becomes.

D. Betrayal – The danger of misplaced trust

The Three Kingdoms is full of shifting alliances and political betrayals.

These events remind us that trust must be supported by sound judgement.

In business, trusting people is necessary, but management must also establish proper controls.

For example:

* Financial approvals should have clear authority limits.

* Critical maintenance activities should have proper verification.

* Contractors should undergo competency assessments.

* Procurement should follow transparent procedures.

* Safety-critical equipment should have documented inspection records.

Trust and governance must work together.

A good organisational culture does not mean assuming everyone will always behave correctly. It means creating an environment that encourages ethical behaviour and prevents misconduct.

E. Integrity – The foundation of lasting respect

The character of Guan Yu became a powerful cultural symbol of loyalty, righteousness and honour.

His historical legacy and later literary portrayal demonstrate how strongly people value integrity.

In modern leadership, integrity means doing the right thing even when nobody is watching.

For an engineering leader, integrity includes:

1. Never manipulating inspection results.
2. Never hiding safety incidents.
3. Never compromising statutory compliance to save money.
4. Never approving work that has not been properly verified.
5. Being honest about project delays and cost overruns.

The lesson: Competence may earn you a position, but integrity determines whether people continue to respect you.

6. DECISION-MAKING – Knowing When to Fight, Negotiate, Retreat or Wait

This is perhaps the most practical lesson for senior management.

The Three Kingdoms demonstrates that leaders constantly face difficult decisions with incomplete information.

Sometimes they must act quickly. Sometimes they must negotiate. Sometimes they must retreat. Sometimes they must wait for a better opportunity.

A good leader must understand the difference.

A. Know when to fight

A leader should stand firm when the organization faces issues involving:

1. Safety.
2. Integrity.
3. Legal compliance.
4. Serious operational risks.
5. Unacceptable ethical behavior.

For example, if a contractor proposes to bypass an important safety interlock to speed up commissioning, the engineering manager must be prepared to stop the work.

The cost of delay may be significant, but the consequences of an accident could be far greater.

There are situations where compromise is unacceptable.

B. Know when to negotiate

Not every disagreement requires confrontation.

Suppose the engineering department requests RM2 million for equipment replacement, but finance has allocated only RM1.2 million.

A confrontational approach may create unnecessary tension.

A better approach would be to:

1. Identify the most critical equipment.
2. Conduct a risk assessment.
3. Separate essential work from desirable improvements.
4. Present the financial consequences of delaying replacement.
5. Propose phased implementation.
6. Agree on a realistic execution schedule.

This approach protects organizational interests while recognizing financial constraints.

C. Know when to retreat

Retreat is not necessarily a sign of weakness.

Sometimes abandoning a poor strategy prevents greater losses.

Consider an engineering project that is experiencing:

1. Repeated technical failures.
2. Uncontrolled cost escalation.
3. Inadequate design verification.
4. Major safety concerns.
5. Poor contractor performance.

A leader must have the courage to stop, reassess or redesign the project.

Continuing simply because substantial money has already been spent is a common management mistake.

This is related to the sunk cost fallacy: previous expenditure should not determine whether a project remains viable.

D. Know when to wait

Timing is an important part of decision-making.

Not every problem requires an immediate major investment.

For example, a machine may experience increasing vibration.

Rather than immediately replacing the entire machine, engineering should:

1. Investigate the vibration trend.
2. Check alignment and balancing.
3. Examine bearings and lubrication.
4. Review operating conditions.
5. Conduct appropriate condition monitoring.
6. Evaluate the remaining useful life.

A properly investigated decision is often better than an expensive reaction.

E. Learn from failure

One of the important characteristics of effective leaders is their ability to recognise mistakes.

The fall of a kingdom is often the result of several small mistakes accumulating over time.

In modern facilities management, a major incident may also have multiple contributing factors:

1. Inadequate risk assessment.
2. Poor maintenance.
3. Weak operational discipline.
4. Inadequate training.
5. Defective equipment.
6. Ineffective emergency preparedness.

A good leader does not simply ask, "Who made the mistake?"

A good leader asks:

"What allowed this mistake to happen, and what must we change to prevent recurrence?"

This is the foundation of a learning organization.

7. AN ADDITIONAL LESSON – Succession Planning and Building a Legacy

There is another lesson worth adding: a leader's success should not be measured only by what he achieves personally, but also by what happens after he leaves.

The Three Kingdoms illustrates how leadership transitions, succession disputes and the loss of experienced leaders can change the destiny of an entire kingdom.

Consider the different experiences of the three kingdoms.

* Wei eventually fell to the political power of the Sima family.

* Shu struggled after the death of Liu Bei and Zhuge Liang.

* Wu experienced internal political instability and declining leadership towards its eventual conquest.

These developments demonstrate that establishing an organisation is one challenge. Maintaining it across generations is another.

What does this mean for corporate management?

A good manager should develop people who can eventually take over their responsibilities.

For an engineering or facilities department, this means:

1. Develop competent engineers and supervisors.
2. Transfer technical knowledge to younger employees.
3. Establish standard operating procedures.
4. Maintain accurate equipment histories.
5. Build a strong safety and maintenance culture.
6. Encourage independent decision-making.
7. Prepare potential successors for greater responsibilities.

A manager who keeps all knowledge and authority to himself may become important temporarily, but he creates organizational dependency.

A truly successful leader makes himself less indispensable over time.

The ultimate leadership achievement is not merely building a successful department. It is building a department that remains successful without you.

8. Applying the Seven Lessons to Modern Engineering and Facilities Management

Let's bring the lessons together in a practical management context.

Imagine you are managing an integrated palm oil industrial facility with a solvent extraction plant, refinery, boilers, power distribution, wastewater treatment, cooling systems and other supporting utilities.

You face operational challenges, financial limitations, ageing equipment, safety risks and production expectations.

How can the Three Kingdoms principles help?

| Three Kingdoms principle | Modern engineering application                           

| Liu Bei – Relationships - Build trust and teamwork across departments              

| Cao Cao – Competence  - Appoint people based on capability and performance       

| Sun Quan – Stability  - Develop systems, succession and continuity               

| Zhuge Liang – Strategy - Use data, technical analysis and risk-based planning     

| Guan Yu – Loyalty - Protect professional integrity and organizational values 

| Red Cliffs – Alliances - Collaborate with stakeholders and contractors            

| Sima Yi – Patience - Think long-term and avoid premature decisions            

Five practical management scenarios

Scenario 1: A boiler experiences repeated failures

Strategy and decision-making

Do not simply replace components repeatedly. Investigate the root causes, operating conditions, combustion performance, water chemistry, maintenance history and operator practices.

Use evidence to decide whether to repair, overhaul or replace the boiler.

Scenario 2: Production and engineering disagree

Politics and negotiation

Production wants continuous operation while engineering recommends a shutdown for maintenance.

Understand both perspectives. Present the operational risks, production consequences, maintenance requirements and financial implications. Develop a mutually acceptable shutdown plan.

Scenario 3: A junior engineer challenges an experienced manager

Leadership and human behaviour

Do not dismiss the junior engineer because of age or position.

Evaluate the technical evidence. If the junior engineer is correct, acknowledge it.

This creates a culture where technical competence matters more than hierarchy.

Scenario 4: A major safety incident occurs

Integrity and accountability

Focus on protecting people, controlling the situation, investigating the causes and implementing corrective actions.

Do not hide problems to protect departmental reputation.

A leader's credibility is often tested most severely during a crisis.

Scenario 5: CAPEX is insufficient for all improvement projects

Resource management

Rank projects according to safety, regulatory requirements, asset criticality, financial returns and production impact.

Do not simply prioritise projects that are most visible or personally favoured.

Allocate resources based on organisational priorities.

9. Comparing the Four Great Leadership Personalities

The most interesting way to understand the Three Kingdoms is to compare the different strengths of its major personalities.

| Character         | Dominant quality                     | Leadership lesson                                     |

| -----------          | -------------------------                | -------------------------------------                |

| Cao Cao           | Ambition and execution           | Get things done and reward competence |

| Liu Bei             | Relationships and empathy      | Win people's hearts                                  |

| Sun Quan         | Stability and continuity            | Build a sustainable organization              |

| Zhuge Liang    | Intelligence and planning         | Think ahead and prepare for risks            |

None of these leadership qualities alone is sufficient.

An organisation needs the combination:

* Cao Cao's ability to execute.

* Liu Bei's ability to inspire.

* Sun Quan's ability to maintain stability.

* Zhuge Liang's ability to plan.

However, there is an important distinction: these are interpretations of characters in the literary novel. The Romance of the Three Kingdoms blends documented history with literary invention, so not every episode or personality trait should be treated as an established historical fact.

10. My Seven Principles of Leadership Inspired by the Three Kingdoms

If I were to extract the most important lessons into a practical leadership philosophy, I would formulate them as follows:

THE SEVEN PRINCIPLES

Leadership is not about power. It is about responsibility.

01 Know your people.

Understand their capabilities, limitations, motivation and aspirations.

02 Think before you act.

Strategy and preparation are often more valuable than reacting to every problem.

03 Build relationships, not enemies.

Cooperation and mutual respect create opportunities that authority alone cannot achieve.

04 Never allow ego to overpower judgement.

Listen, learn and acknowledge when others are right.

05 Protect integrity above personal interests.

Reputation is built through consistent ethical decisions.

06 Know when to fight, negotiate, retreat or wait.

Good judgement is knowing which response the situation requires.

07 Develop people and leave a legacy.

Your greatest achievement is the capability you build in others.

11. My Final Reflection: The Real Battle Is Within Ourselves

Perhaps the greatest lesson from the Three Kingdoms is that the biggest enemy of a leader is not always another kingdom, competitor or opponent.

Sometimes, it is within ourselves.

* Ambition can become greed.

* Confidence can become arrogance.

* Loyalty can become blind obedience.

* Intelligence can become manipulation.

* Authority can become oppression.

* Success can create complacency.

A leader must therefore manage not only the organisation but also his own character.

The Three Kingdoms reminds us that kingdoms rise and fall, powerful leaders eventually disappear, and even the greatest military victories do not guarantee lasting success.

What remains is the legacy of how people were treated, how decisions were made and what was built for the next generation.

A thought worth remembering:

A great leader does not need to be the smartest person in the room, the strongest person in the organisation or the most powerful person in the company.A great leader knows how to bring different people together, recognise their strengths, make difficult decisions, protect their integrity and lead them towards a common purpose.

For someone leading engineering and facilities operations, this philosophy is particularly relevant: technical excellence keeps the plant running, but leadership, trust, integrity and strategic thinking keep the organisation moving forward.

Suggested further reading

* Romance of the Three Kingdoms – For the complete story, characters, leadership and strategic lessons.

* The Art of War – For strategy, competition, intelligence and winning without unnecessary conflict.

* Records of the Three Kingdoms 

STORY 1164: MARRIED TO A SABAHAN

I met my wife while studying at the USM Engineering Campus in Nibong Tebal, Penang. She was my junior in PALAPES TD (the Territorial Army Officer Training Programme) and a student pursuing a degree in Aerospace Engineering.

She once told me that she had initially considered pursuing a degree in medicine. However, after attending a degree course briefing during her matriculation years, she eventually chose Aerospace Engineering. She was attracted by the Dean of Aerospace Engineering, who was promoting the relatively new faculty at USM at that time.

I once teased her, saying, “If you had been accepted into medical school, we would never have met. The USM Medical Campus is in Kubang Kerian, Kelantan.”

She smiled at my little joke.

In 2005, after being engaged for a year at her village, Kampung Serusup, Labuaya, Tuaran, Sabah, we finally got married. Many of my family members travelled all the way from Pengkalan Chepa, Kelantan, to attend both our engagement and wedding ceremonies.

I come from a family of eleven siblings, while my wife comes from a family of sixteen siblings. Yes, we both grew up in very large families.

Nowadays, when people are surprised to hear that I have five children, I sometimes feel that I should be the one feeling embarrassed. After all, our parents raised even more children than we have!

Many of my relatives were delighted because it was their first time visiting Sabah. During our engagement and wedding ceremonies, they also had the opportunity to explore Kundasang and several places around Kota Kinabalu. For them, it was more than attending a family celebration; it was also an opportunity to discover a part of Malaysia they had never visited before.

Alhamdulillah, we became a bridge between two worlds separated by thousands of kilometres across the South China Sea.

I left my hometown at the age of sixteen to pursue my studies. After graduating, I continued moving from one state to another for work, travelling, building my career, and eventually establishing our own little family.

Immediately after our wedding ceremonies in Tuaran, Sabah, and Kampung Tebing Tinggi, Pengkalan Chepa, Kelantan, we returned to the oil palm plantation to begin our life as husband and wife.

We did not have a honeymoon. There was simply no opportunity for one, as we could not afford it amid the many constraints we faced at that time. We had responsibilities to fulfil and a life to build together.

From 2005 until early 2025, I spent almost twenty years travelling and working across Sabah and Sarawak before finally transferring to Peninsular Malaysia.

That is one of the reasons I chose Borneo Rider as my pen name.

Ironically, whenever I return to my hometown during festive seasons, some relatives begin asking questions.

“Who is this?”

“Whose son is he?”

“Which one of the children is he?”

Then someone will eventually explain, “Oh, he is the one who lives in Sabah!”

Yes, that is me.

In Kelantan, my nieces and nephews call me Pok Ju. And believe me, I have plenty of nieces and nephews!

After spending almost two decades away from my hometown, it is understandable that some relatives need a little reminder of who I am. Life has taken me far from where I began, but my roots remain firmly connected to my family and hometown.

Looking back, my journey has taken me from a small village in Kelantan to university life in Penang, then to the plantations of Sabah and Sarawak, and eventually back to Peninsular Malaysia.

Along the way, I married a Sabahan, built a family, and became part of two large families connected by love, marriage, and countless journeys across the South China Sea.

Perhaps that is what life is about. Sometimes, we travel far from home, meet someone from a different world, and create a home of our own.

And sometimes, after all those years away, we return to our hometown only to hear someone ask, “Who is this again?”

That is my story today.

STORY 1164: BERKAHWIN DENGAN ORANG SABAH

Saya berkenalan dengan isteri semasa belajar di Kampus Kejuruteraan USM, Nibong Tebal, Pulau Pinang. Beliau merupakan junior saya dalam PALAPES TD dan seorang pelajar yang sedang mengikuti pengajian Ijazah Kejuruteraan Aeroangkasa.

Beliau pernah bercerita kepada saya bahawa pada asalnya, beliau menyimpan hasrat untuk memilih ijazah perubatan. Namun, selepas menghadiri satu sesi penerangan mengenai program ijazah semasa di matrikulasi, beliau akhirnya memilih Kejuruteraan Aeroangkasa. Beliau tertarik dengan cara Dekan Aeroangkasa pada waktu itu mempromosikan fakulti yang masih baharu di USM.

Lalu saya mengusiknya.

“Kalau kamu terpilih masuk ijazah perubatan, sudah tentu kita tidak akan bertemu. Kampus Perubatan USM terletak di Kubang Kerian, Kelantan.”

Beliau hanya tersenyum mendengar usikan saya.

Pada tahun 2005, selepas setahun kami bertunang di kampungnya, Kampung Serusup, Labuaya, Tuaran, Sabah, akhirnya kami disatukan sebagai suami isteri. Ramai ahli keluarga saya dari Pengkalan Chepa, Kelantan, datang ke Sabah untuk menghadiri majlis pertunangan dan perkahwinan kami.

Saya mempunyai sebelas orang adik-beradik, manakala isteri mempunyai enam belas orang adik-beradik. Ya, kami berdua berasal daripada keluarga yang sangat besar.

Hari ini, apabila ada orang terkejut mendengar saya mempunyai lima orang anak, kadangkala saya merasakan bahawa sayalah yang patut berasa malu. Mak dan ayah kami dahulu membesarkan anak yang jauh lebih ramai!

Ramai ahli keluarga saya berasa gembira kerana itulah kali pertama mereka menjejakkan kaki ke Sabah. Mereka bukan sahaja datang untuk menghadiri majlis pertunangan dan perkahwinan kami, malah berpeluang berjalan-jalan ke Kundasang dan beberapa tempat menarik di sekitar Kota Kinabalu.

Alhamdulillah, kami berdua menjadi jambatan yang menghubungkan dua dunia yang dipisahkan oleh ribuan kilometer Laut China Selatan.

Seawal usia 16 tahun, saya sudah meninggalkan kampung untuk melanjutkan pelajaran. Selepas tamat belajar, saya terus berhijrah dari satu negeri ke negeri yang lain untuk bekerja, merantau, membina kerjaya dan akhirnya membina keluarga kecil kami sendiri.

Sebaik sahaja selesai majlis perkahwinan di Tuaran, Sabah, dan Kampung Tebing Tinggi, Pengkalan Chepa, Kelantan, kami kembali ke ladang sawit untuk memulakan kehidupan sebagai suami isteri.

Kami tidak berpeluang berbulan madu. Bukan kerana tidak mahu, tetapi ketika itu kami memang tidak mampu, ditambah pula dengan pelbagai kekangan yang perlu dihadapi. Kami mempunyai tanggungjawab dan kehidupan yang perlu dibina bersama.

Bermula tahun 2005 hinggalah awal tahun 2025, hampir dua puluh tahun saya merantau dan bekerja di Sabah dan Sarawak sebelum akhirnya berpindah ke Semenanjung Malaysia.

Ya, hampir dua dekad saya menghabiskan sebahagian besar kehidupan di Borneo. Itulah antara sebab saya memilih nama pena Borneo Rider.

Ironinya, setiap kali saya pulang ke kampung ketika musim perayaan, pasti ada saudara-mara yang mula bertanya.

“Ini siapa?”

“Ini anak siapa?”

“Ini anak yang mana satu?”

Kemudian, akan ada seseorang yang menjelaskan.

“Oh, yang duduk di Sabah itu!”

Ya, itulah saya.

Di Kelantan, anak-anak buah saya memanggil saya Pok Ju. Dan saya mempunyai ramai anak buah!

Selepas hampir dua puluh tahun merantau jauh dari kampung halaman, tidak hairanlah jika ada saudara-mara yang memerlukan sedikit bantuan untuk mengingati saya. Kehidupan telah membawa saya jauh dari tempat asal, tetapi hubungan dengan keluarga dan kampung halaman tetap menjadi sebahagian daripada diri saya.

Apabila menoleh ke belakang, perjalanan hidup saya bermula dari sebuah kampung di Kelantan, kemudian ke alam universiti di Pulau Pinang, seterusnya ke ladang-ladang sawit di Sabah dan Sarawak, sebelum akhirnya kembali ke Semenanjung Malaysia.

Sepanjang perjalanan itu, saya berkahwin dengan seorang wanita Sabah, membina keluarga sendiri dan menjadi sebahagian daripada dua keluarga besar yang dihubungkan oleh perkahwinan, kasih sayang dan perjalanan merentasi Laut China Selatan.

Itulah cerita saya hari ini.

Profitablitity, Liquidity, Solvency and Cash Flow

Profitability, liquidity, solvency and cash flow are four important concepts used to evaluate a company's financial health. They are closely related, but each measures a different aspect of business performance.

A company can be profitable but experience a cash shortage. It can have sufficient cash today but carry excessive long-term debt. Therefore, business leaders should evaluate all four dimensions rather than relying on profit alone.

1. Understanding the four financial concepts

1. Profitability

Can the company generate profit?

Profitability measures a company's ability to generate earnings from its revenue, assets or capital. It indicates whether the business model is generating an adequate financial return.

2. Liquidity

Can the company pay its short-term obligations?

Liquidity refers to the ability to pay short-term liabilities, such as supplier invoices, salaries, utilities and other bills, when they become due.

Example: A company has RM200,000 in cash and receivables that can be collected soon, but it must pay RM150,000 in short-term liabilities. It may have sufficient liquidity, provided its receivables are collected on time and the other assets can be converted into cash as expected.

Current ratio:

If current assets are RM300,000 and current liabilities are RM150,000, the current ratio is 2.0 times.

This means the company has RM2 in current assets for every RM1 of current liabilities. However, the ratio alone does not guarantee liquidity if inventory is difficult to sell or receivables are overdue.

Key indicators: Current ratio, quick ratio and working capital.

3. Solvency

Can the company meet its long-term financial obligations?

Solvency evaluates whether a company has a sustainable financial structure and can meet its longer-term obligations. It considers the relationship between debt, assets, equity and the company's ability to service its financing.

Example: A company may have valuable factories and equipment but also carry RM20 million in debt. If its cash-generating capacity is insufficient to service the debt and meet repayments, it may face solvency risks despite owning substantial assets.

Debt-to-equity ratio:

If total debt is RM6 million and shareholders' equity is RM4 million, the debt-to-equity ratio is 1.5 times.

This indicates RM1.50 of debt for every RM1 of equity. Whether this is acceptable depends on the industry, cash-flow stability and financing terms.

Key indicators: Debt-to-equity ratio, interest coverage and debt repayment capacity.

4. Cash flow

How much cash actually enters and leaves the business?

Cash flow refers to the movement of cash and cash equivalents into and out of a company over a specific period. It shows whether the company generates and retains sufficient cash to support operations, investment and financing commitments.

Cash flow is divided into three categories:

• Operating activities: Cash received from customers and cash paid for operating expenses and suppliers.

• Investing activities: Cash used to purchase machinery, buildings and other long-term assets, or received from selling assets.

• Financing activities: Cash received from borrowing or issuing shares, and cash used for debt repayments, dividends and other financing activities.

Example: A company reports RM100,000 in net profit but collects only RM40,000 in cash from its customers during the period. If its cash payments are substantial, it may experience a cash shortage despite being profitable.

Key indicators: Operating cash flow, free cash flow, cash conversion cycle and cash-flow forecast.

2. Comparison at a glance

Concept	Main question	Primary focus	What can go wrong?
Profitability	Is the company earning profit?	Revenue and expenses	Persistent losses or declining margins
Liquidity	Can it pay bills due soon?	Current assets and liabilities	Insufficient cash to pay suppliers or salaries
Solvency	Can it sustain its long-term obligations?	Debt, equity and repayment capacity	Excessive debt or inability to service financing
Cash flow	Is cash coming in when needed?	Actual cash receipts and payments	Cash shortages despite reported profits

3. How the four concepts are connected

Consider a hypothetical palm oil processing company.

Profitability: Positive

The company sells its products at a price higher than its total recognized costs and reports a profit.

Liquidity: Under pressure

Customers take 90 days to pay, while suppliers require payment within 30 days. The company may struggle to pay suppliers on time.

Cash flow: Weak

Cash collected from customers is insufficient to cover immediate operating expenses and other payments.

Solvency: Depends on the longer-term position

If the company continues to borrow to cover operating shortfalls, its debt burden may increase and eventually threaten its long-term financial sustainability. A temporary cash shortage does not, by itself, mean the company is insolvent.

This example explains the central message of “Why Profitable Companies Can Still Fail?”: a company can report a profit but still fail to meet its financial obligations if it cannot convert that profit into cash at the right time.

4. Implications for business leaders

As a business leader, you should use these four concepts together when making decisions.

• Profitability helps determine whether operations create economic value.

• Liquidity helps ensure that daily operations and short-term commitments can be funded.

• Solvency helps ensure that the company's financing structure remains sustainable over the long term.

• Cash flow helps management understand the timing and availability of money to support operations, investment and repayment obligations.

For example, before approving a new processing machine, management should assess whether the investment is expected to improve profitability, whether sufficient cash is available to purchase and install it, whether borrowing would create excessive debt, and whether future operating cash flows can support the investment.

Conclusion: Profitability tells management whether a business earns money; liquidity tells it whether short-term bills can be paid; solvency tells it whether long-term obligations are sustainable; and cash flow shows how money actually moves through the business. Effective leadership requires balancing all four to achieve financial stability and sustainable growth.

Review buku MY JOURNEY IN PALM OIL INDUSTRY

Preview BUKU KEDUA MY JOURNEY IN PALM OIL INDUSTRY - ELAEIDOBIOUS KAMERUNICUS

Antara perkara yang paling menyentuh hati saya selepas menerbitkan buku pertama ialah maklum balas daripada beberapa orang pembeli.

Ada ibu dan bapa yang membeli buku saya kerana anak mereka mempunyai impian untuk menjadi seorang jurutera. Mereka berharap agar perkongsian pengalaman dan perjalanan hidup saya dalam bidang kejuruteraan dapat memberikan sesuatu yang bermanfaat kepada anak-anak mereka.

Lebih menyentuh hati, ada antara mereka yang berkongsi bahawa berdekad yang lalu, mereka pernah membaca blog Kembara Insan untuk mencari nota-nota persediaan Peperiksaan Jurutera Stim. Mereka cukup teruja apabila mengetahui bahawa saya akhirnya menerbitkan buku pertama.

Sejujurnya, maklum balas seperti ini membuatkan saya cukup terharu.

Selama 18 tahun menulis di blog Kembara Insan, inilah antara harapan terbesar saya — agar setiap pengalaman, ilmu dan perkongsian yang ditulis dapat memberikan manfaat kepada orang lain.

Saya mungkin tidak pernah mengenali semua pembaca yang mengikuti penulisan saya selama ini. Namun, setiap maklum balas yang diberikan amat saya hargai. Jika diberikan kesempatan untuk bertemu mereka secara peribadi, pastinya saya sangat berbesar hati.

Akhirnya, saya sedar bahawa menulis bukan sekadar tentang apa yang ingin kita ceritakan, tetapi juga tentang manfaat yang mungkin diterima oleh orang lain daripada cerita kita.

Terima kasih kepada semua yang pernah membaca, mengikuti dan memberikan maklum balas terhadap penulisan saya.

Semoga setiap perkongsian terus menjadi sesuatu yang bermanfaat, walaupun untuk seseorang yang tidak pernah saya temui.

BORNEO RIDER
Kembara Insan

CERITA 1163: AZARUDIN

Ketika mula mengenali Azarudin semasa tahun kedua matrikulasi di Universiti Sains Malaysia (USM), saya tertarik dengan minatnya yang pelbagai serta semangatnya berkongsi perkara yang diminatinya. Beliau berasal dari Machang, Kelantan, sama seperti saya. Cara beliau bercerita tentang buku, sejarah dan filem membuatkan saya tertarik untuk meneroka perkara yang sebelum itu tidak pernah saya kenali.

Azarudin berasal dari sekolah berasrama penuh, iaitu sekolah sains berasrama penuh, manakala saya pula dari MRSM. Setiap kali kami meluangkan masa bersama di asrama, beliau sering bercerita tentang novel Barat, buku sejarah geopolitik seperti Islam, Asia dan Eropah, serta filem yang agak asing bagi saya ketika itu. Cara beliau menyampaikan cerita begitu menarik sehingga saya seolah-olah turut boleh membayangkan sendiri kisah yang diceritakannya.

Pada tahun 1998, beliau memperkenalkan saya kepada Piala Dunia FIFA yang berlangsung di Perancis. Sejak itulah saya mula menonton perlawanan bola sepak piala dunia. Saya juga pernah mengikut beliau menziarahi pakciknya di Kuala Lumpur dan berpeluang berkenalan dengan beberapa orang ahli keluarganya.

Selepas tamat matrikulasi, kami meneruskan pengajian di Kampus Kejuruteraan USM, Seri Iskandar, Perak sebelum berpindah ke kampus baru di Nibong Tebal, Pulau Pinang. Namun, masing-masing mula membawa haluan sendiri apabila mengikuti bidang pengajian yang berbeza dan memberikan tumpuan kepada komitmen akademik. Setelah tamat pengajian di peringkat ijazah pertama, hubungan kami semakin menjarak dan kurang peluang untuk bertemu.

Walau bagaimanapun, minat saya terhadap buku dan filem yang diperkenalkan oleh Azarudin terus berkembang dalam diri saya. Satu demi satu novel yang pernah diceritakannya mula saya baca. Filem-filem yang dahulu terasa asing juga mula saya tonton. Lama-kelamaan, minat saya terhadap dunia pembacaan semakin mendalam, merangkumi pelbagai genre sastera, sejarah dan perfileman.

Masa terus berlalu. Kecintaan terhadap buku akhirnya mendorong saya mengejar impian untuk menjadi seorang penulis. Saya mula menulis di blog, berkongsi pemikiran, pengalaman dan refleksi kehidupan dengan para pembaca. Setelah bertahun-tahun menulis, akhirnya saya berjaya mencapai satu lagi impian apabila menerbitkan buku pertama saya.

Apa yang menjadikan pencapaian itu lebih bermakna ialah Azarudin menjadi antara individu terawal yang membeli buku tersebut. Selepas menerimanya, beliau turut meluangkan masa memberikan maklum balas terhadap hasil penulisan pertama saya.

Saya memberitahunya bahawa perbualan kami semasa zaman universiti dahulu banyak membantu menyemai minat saya terhadap pembacaan dan akhirnya penulisan. Sungguh bermakna apabila dapat berkongsi perkara itu dengan seorang sahabat yang pernah memperkenalkan saya kepada begitu banyak minat baharu.

Apabila mengenang kembali perjalanan ini, saya menyedari betapa besarnya pengaruh orang yang kita temui dalam membentuk minat dan kecenderungan diri. Kadangkala, seorang sahabat yang berkongsi novel kegemarannya, minatnya tentang sejarah atau filem yang meninggalkan kesan mampu membuka pintu kepada dunia baharu yang tidak pernah kita terokai.

Azarudin dan saya akhirnya memilih laluan kehidupan masing-masing. Namun, minat yang mula berkembang melalui perbualan kami ketika di universiti terus kekal dalam diri saya, walaupun sudah sekian lama kami membawa haluan berbeza.

Hari ini, melihat beliau antara pembaca terawal buku pertama saya seolah-olah melengkapkan sebuah perjalanan. Apa yang bermula dengan perbualan sederhana di asrama universiti akhirnya menjadi sebahagian daripada perjalanan saya sebagai pembaca dan penulis.

Sesetengah persahabatan meninggalkan lebih daripada sekadar kenangan. Persahabatan itu membuka pintu kepada dunia baharu yang terus membentuk kehidupan kita, meskipun sudah lama kita membawa haluan masing-masing.

Itulah cerita saya hari ini. 

STORY 1163: AZARUDIN

When I first got to know Azarudin during my second year of matriculation at Universiti Sains Malaysia (USM), I was struck by his diverse interests and the enthusiasm with which he shared them. A fellow Kelantanese from Machang, he had a way of talking about books, history, and films that made me curious about things I had never explored before.

Azarudin came from a residential science school, while I was from MRSM. Whenever we spent time together at the hostel, he would tell me about Western novels, Asian and European history books, and films that seemed rather unusual to me at the time. His storytelling was so engaging that I often felt as though I had experienced these stories myself.

In 1998, he introduced me to the FIFA World Cup, which was held in France that year. That was when I first started watching football. I also had the opportunity to accompany him on a visit to his uncle in Kuala Lumpur, where I got to know some members of his family.

After completing our matriculation, we continued our studies at the USM Engineering Campus. However, we gradually went our separate ways as we pursued different fields of study and focused on our respective academic commitments. By the time we completed our undergraduate degrees, we had drifted apart.

Nevertheless, my interest in the books and films Azarudin had introduced to me continued to grow. One by one, I began reading the novels he had talked about and watching films that had once seemed unfamiliar to me. Over time, I developed a deeper appreciation for literature, history, and cinema.

Decades passed, and my love for reading eventually led me to pursue a dream of becoming an author. I started writing on my blog, sharing my thoughts, experiences, and reflections with readers. After years of writing, I finally achieved another milestone by publishing my first book.

What made this achievement even more meaningful was that Azarudin became one of the earliest people to purchase it. After receiving the book, he took the time to share his feedback on my first published work.

I told him that our conversations during our university days had played a significant role in developing my interest in reading and, eventually, writing. It was a special moment to share this with someone whose recommendations had introduced me to so many new interests.

Looking back, I realize how much our interests can be shaped by the people we meet along the way. Sometimes, a friend who enthusiastically shares a favorite novel, an interesting historical event, or a memorable film can open up an entirely new world for someone else.

Azarudin and I eventually followed different paths in life, but the interests we shared during our university days remained with me long after we parted ways.

Today, seeing him among the earliest readers of my first book brings our story full circle. What began with conversations at a university hostel has become a lasting part of my journey as a reader and writer.

Some friendships leave us with more than memories. They introduce us to new worlds that continue to shape our lives long after we have gone our separate ways. 

That is my story today.

“Accounting: Is It Just Numbers?”

Speaker: Tan Sri Datuk Mohd Nasir Ahmad 

Moderator: Associate Professor Dr. Nahariah Jaffar 

Programme: Putra Business School DBA Podcast on Business Sense Date: 22 December 2025

The podcast discusses how accounting goes beyond recording numbers and serves as an essential tool for business decision-making, ethical leadership, financial sustainability and strategic planning.

Key discussion points

1. Accounting is more than recording numbers

Accounting involves recording transactions accurately, explaining financial performance and establishing accountability. The real value of accounting lies in interpreting and communicating financial information to support better decisions.

2. Ethics and integrity in accounting

Accounting records must reflect actual transactions truthfully. Accountants should maintain high ethical standards and must not manipulate or conceal unfavorable results. Accounting standards, regulations and independent audits help strengthen transparency and reduce the risk of fraud.

3. Business resilience and long-term sustainability

Accurate financial statements, including the balance sheet, profit and loss statement and cash flow statement, help management evaluate financial performance and assess whether a business can continue operating. Competent analysis of accounting information supports future planning, risk management and business resilience.

4. Different stakeholders use accounting information differently

• Investors focus on current performance, future prospects, dividends and potential capital gains.

• Regulators examine historical financial information to assess compliance with relevant standards and regulations.

• Managers use historical and current data to evaluate performance, plan future activities, allocate resources and make business decisions.

5. Integrated reporting and corporate sustainability

Financial information can be combined with other relevant information to explain a company's performance, values and long-term objectives. Brand reputation and human capital are also important because a company's success depends not only on financial results but also on its people, capabilities and reputation.

6. Professional judgement and accountability

Accounting standards provide a framework for preparing financial reports, but professional judgement is still necessary when estimates and future uncertainties are involved. Accountants must exercise sound judgement while maintaining objectivity, integrity and professional responsibility.

7. The role of artificial intelligence and technology

Artificial intelligence and automation can improve the speed and accuracy of accounting processes. However, technology remains a tool. Competent professionals are needed to interpret information, exercise judgement and translate data into meaningful business decisions.

Conclusion

The key message from Tan Sri Datuk Mohd Nasir Ahmad is that accounting is not just about numbers; it is about accountability, interpretation and decision-making. Accurate accounting records, ethical professionals and competent financial analysis enable organisations to evaluate performance, manage risks, plan for the future and build business resilience. When combined with operational information, human capital and appropriate technology, accounting becomes a strategic tool for achieving long-term business sustainability.

Source: Putra Business School podcast, “Accounting: Is It Just Numbers?”

STORY 1161: KUALA LUMPUR

Writer: BORNEO RIDER

About 13 years ago, one of my mentors, the Allahyarham Mohed Suratman, gave me advice that remains valuable to me today. At that time, he was a Visiting Engineer at the palm oil mill where I worked in Miri, Sarawak, Malaysia.

His gentle manner of speaking and fatherly nature earned my deepest respect. His words were always simple, precise, and meaningful, reflecting a man rich in knowledge and experience. He was also a former student of the Royal Military College.

Looking at my career record and potential, I imagined that one day I might be transferred to my company's headquarters in the heart of Kuala Lumpur.

I shared my feelings with him. Honestly, I told him that I did not like big cities such as Kuala Lumpur. It was a place where everything seemed to move too fast, with people constantly rushing to chase something. The cost of living was high, and almost everything came with a price.

Life in a palm oil plantation was different. It was peaceful, surrounded by the beauty of nature, and the people I met were mostly plantation and palm oil mill workers. I preferred that simple way of life.

I added that I would not mind living in Lahad Datu, even though it was only a small town. It was not as busy as Kuala Lumpur, and at that time, everything I needed was available there. I saw no reason to live in a big city.

He listened attentively to every word I said, remaining calm as he considered how best to advise a young engineer with strong opinions about his future.

After listening to my lengthy explanation, he finally spoke.

His answer was simple, yet profound. It made me reconsider how I might live my life in the decades ahead.

"Zul, you are right about your situation today. But one day, everything may change. Your children will grow up and enter university. You will also grow older, and one day, you may need medical care. Education is important, too. Naturally, we want to provide our children with the best possible education. And as you know, many universities are located in the Klang Valley."

That was the conversation I had with my former superior more than 13 years ago.

Several years later, I left the company. One of the reasons was that I did not want to be transferred to Kuala Lumpur.

But Allah had His own plans for me.

Before the COVID-19 pandemic began, I moved to Kuala Lumpur. Later, I returned to Sabah, only to find myself back in Kuala Lumpur again.

After spending decades living in palm oil plantations and the small town of Lahad Datu, my family and I eventually experienced life in cosmopolitan Kuala Lumpur.

My eldest daughter entered a matriculation college in Gambang, Pahang, before continuing her studies at a university in Gombak, Selangor.

My second child moved from MRSM Tun Mohammad Fuad Stephens in Sandakan, Sabah, to MRSM Tun Dr. Ismail in Pontian, Johor.

My third child moved from Sekolah Menengah Sains Lahad Datu to a fully residential school in Negeri Sembilan.

Meanwhile, my two youngest children remained at home with their mother.

Every time I visited my children at their universities and schools, I remembered my mentor's advice about Kuala Lumpur.

I finally understood the wisdom behind his words. What mattered was not simply where I preferred to live, but what would best support my family's future. Access to education, medical facilities, and opportunities for my children had become important considerations.

Looking back, I am grateful that my mentor took the time to share his wisdom with me. He did not dismiss my preference for a quiet life. Instead, he encouraged me to look beyond my immediate circumstances and consider the responsibilities that lay ahead.

We should not judge the future solely through the eyes of our present circumstances.

Sometimes, the most valuable lessons come from a few simple words spoken by someone with greater life experience. We may not fully understand their meaning at the time, but life eventually gives us the opportunity to appreciate their wisdom.

Thank you, Allahyarham Mohed Suratman. Your advice, given more than a decade ago, remains a meaningful part of my journey.

Some mentors leave us with more than knowledge. They leave us with wisdom that time helps us understand.

That is my story today.

STORY 1137 — DECISION MAKING

There is a saying: “Time is gold.”

It reminds us how valuable time really is. In an industrial environment, time is not merely money. Sometimes, a delay in making the right decision can lead to accidents, loss of property, enormous financial losses, and even loss of life.

As a manager of a plant operating 24/7, making the right decision at the right time is extremely important. Every decision—or failure to make one—can affect many people, especially those working at the operational level.

Some managers choose the safest option for themselves: they simply avoid making a decision.

Unfortunately, problems do not disappear just because we refuse to decide. Instead, they grow bigger and bigger until they become what I would describe as a “time bomb.”

The 200 MT Problem

One day, at a palm oil mill, there was a long-standing problem involving almost 200 MT of oil mixed with sludge.

The issue had existed for many years.

The material was stored inside a huge 2,000 MT storage tank, and because of the sludge contamination, the tank could no longer be properly utilised for CPO storage.

When a new manager took over, he decided to solve the long-standing problem.

After some discussions, the sludge oil was eventually sold at an agreed price and quality specification.

The buyer then started sending tankers to collect the oil from the tank.

But there was a problem.

Because the tank was huge, with a very large internal area, a significant amount of material would inevitably remain at the bottom after pumping. The remaining sludge, dirt and old oil amounted to almost 70 MT.

Once the pumping level became too low, the remaining sludge began to cool and solidify. It could no longer be pumped into the tanker.

And that was when the drama began.

From the Marketing Department's perspective, the remaining quantity represented significant value:

70 MT × RM3,000/MT = RM210,000.

Therefore, the instruction was clear:

The tank had to be emptied as much as possible.

From the perspective of the mill supervisor, however, the situation was completely different.

He opened the tank manhole and inspected the remaining material.

What he saw was not simply oil.

It was a mixture of sludge, water and dirt, already partially solidified. It could not be pumped, and removing it manually would be extremely difficult and unpleasant.

And he was absolutely right.

I was also there and witnessed the situation myself.

Speaking Up for the Workers

I felt a responsibility to speak up on behalf of the workers who would eventually have to carry out the work.

So, I went to see the manager and discussed the situation with him.

My hope was that he would bring the matter to a higher level of management and find a safer and more practical solution for the workers.

Unfortunately, the value of the remaining oil appeared to become the main consideration.

The instruction was given:

“Get it out—by whatever means necessary.”

And so, the workers had to do it.

The Human Chain

According to the Mongana work published in the 1980s, moisture and impurities are important parameters in maintaining the quality of crude palm oil. The commonly referenced specification of around 0.25% moisture and impurities became an important quality benchmark for CPO.

When moisture and impurities are high, deterioration and FFA development can occur more rapidly.

But our immediate problem was not even the chemistry.

It was the physical condition of the sludge.

It could not be pumped.

Therefore, the only option left was manual removal.

We formed a human chain.

One shift of workers was assigned to carry out the job.

Small buckets were used to transfer the sludge, one by one, from inside the tank towards the tanker.

Imagine the scene.

The heat.

The smell of oil.

The sludge.

The mud.

The exhausting physical work.

And, most painfully, the faces and morale of the workers.

Watching them made my heart sink.

It was heartbreaking.

Almost a Full Day

Because the work had to be done manually, the despatch operation was severely disrupted.

It took almost the entire day.

Yet after all that effort, only a few tonnes of sludge had been transferred into the tanker.

The tanker driver noticed what was happening.

He subsequently reported the situation to his company.

Then came another unexpected instruction.

The buyer was not satisfied.

They did not agree with the condition of the material being loaded and requested that the sludge already transferred into the tanker be removed again.

We were shocked.

But another instruction came from above:

“Take it out.”

So the workers had to enter the tanker and remove the sludge using the same small buckets.

Another round of exhausting manual work.

At that time, confined-space safety requirements had not yet been fully enforced as they are today, and entering such spaces had unfortunately become something considered routine.

I could not do much.

The instructions came from above, and as workers, we were expected to follow them.

But deep inside, I kept thinking:

This is what happens when a wrong decision is made at the beginning by people who have the authority to make decisions.

The consequences are often not carried by the decision-maker.

They are carried by the people at the bottom.

The Lesson I Never Forgot

Since that day, whenever I am faced with an important decision, I remember this incident.

It taught me something that no management textbook could teach me:

A decision is not just about money.

A good manager must consider the people, safety, time, quality, operational impact, cost, and long-term consequences of every decision.

Sometimes, making no decision is also a decision.

And sometimes, the decision that appears to save money today can create a much bigger cost tomorrow.

Most importantly, when we make decisions from the comfort of the office, we must remember the people who will eventually have to execute those decisions on the ground.

Think before you decide.

Because one wrong decision at the top can create a nightmare at the bottom.

And in a 24/7 operation, sometimes…

the cost of a delayed or wrong decision is not measured in ringgit.

It may be measured in human lives.

That is my story today.

STORY 1160: A PROMISE TO A KID

 

At the age of six, I received a promise from a teacher at a kindergarten in my hometown. More than four decades have passed, yet the memory of that promise remains with me.

Like many other children, starting school at the age of six was an unforgettable experience. It was the beginning of a new chapter in life, when a young child stepped out of the comfort of home for the first time to begin preschool education.

Making new friends, enjoying free meals at school, learning new things, and playing together were among the beautiful memories of childhood. I was no different.

Today, I see how educational institutions, from kindergartens and Islamic preschools such as PASTI to universities, organise award ceremonies to recognise students' achievements in academics and other areas. These ceremonies are meaningful because they encourage students to work harder, build confidence, and strive for excellence in whatever fields they pursue in the future.

After almost a year of learning, playing, and making new friends, my kindergarten organised an annual prize-giving ceremony. My name was also on the list of recipients for several achievements.

On that special day, many parents came to celebrate their children's accomplishments. When my name was called, I happily walked towards the small stage to receive my certificate and prize.

Back then, smartphones did not exist, and cameras were still a luxury that not everyone could afford. Unlike today, when almost every special moment can be recorded on a smartphone and immediately shared through WhatsApp groups and social media, those childhood memories were often kept in our hearts.

After receiving my certificate and prize, I returned to my seat. The ceremony continued with the presentation of awards to other students.

Still filled with excitement, I could not wait to open the tightly rolled certificate. But when I finally unrolled it, I was surprised to discover that something was wrong.

The name printed on the certificate was not mine. It belonged to someone else.

When the ceremony ended, I immediately told my mother. My excitement turned into disappointment, and before long, tears began to roll down my cheeks.

Seeing me on the verge of tears, my mother quickly approached the kindergarten teacher and explained what had happened. The teacher acknowledged her mistake, and the certificate was returned to her because it did not belong to me.

The teacher then confidently promised that she would give me the correct certificate a few days later.

For a six-year-old child, that promise meant everything. My sadness began to fade because an adult, someone I trusted and respected as a teacher, had given me hope. I believed that the certificate I deserved would soon be in my hands.

But days passed, and I continued waiting.

Two weeks later, the kindergarten term came to an end. The long school holidays began, lasting more than a month. Eventually, I started my primary school journey at Sekolah Kebangsaan Sabak, Pengkalan Chepa, Kelantan.

Whenever I passed the kindergarten teacher's house, I would look at it and remember the promise she had made to me.

When would I finally receive my certificate?

That simple question remained unanswered.

More than 40 years have passed since that incident. I have long moved on with my life, but the memory of that teacher and the promise she made to a little boy remains deeply rooted in my mind.

Perhaps, to an adult, it was only a small mistake involving a certificate. Perhaps the teacher had forgotten about it amid her daily responsibilities. I do not know what happened or why the promise was never fulfilled.

But to a six-year-old child, it was something important. It was a promise made by an adult whom he trusted.

Today, whenever I interact with my own children at home, my wife often reminds me about the promises I make to them.

She always emphasises one simple principle: a promise must be fulfilled.

And when my children promise to study hard and do their best, they, too, are expected to honour their words.

As a father, I have come to understand that promises are not merely words spoken in a moment. They create expectations, build trust, and shape the way children understand responsibility.

A promise may seem small to an adult, but it can mean the world to a child. When we fulfil our promises, we teach children that our words can be trusted. When we fail to keep them, even unintentionally, the disappointment may stay with them far longer than we realise.

We may forget the promises we make, but the people who believe in us may remember them for a lifetime.

That is why we should be careful with our words, especially when speaking to children. They may be young, but their feelings are real, their expectations are sincere, and their trust is precious.

A promise is a valuable thing. It costs nothing to make one, but keeping it can mean everything to someone who believes in us.

That is my story for today.