Saturday, January 23, 2010
PALM OIL HISTORY
Palm oil (from the African oil palm, Elaeis guineensis) is long recognized in West African countries, and is widely use as a cooking oil. European merchants trading with West Africa occasionally purchased palm oil for use in Europe, but as the oil was bulky and cheap, palm oil remained rare outside West Africa. In the Asante Confederacy, state-owned slaves built large plantations of oil palm trees, while in the neighbouring Kingdom of Dahomey, King Ghezo passed a law in 1856 forbidding his subjects from cutting down oil palms.
Palm oil became a highly sought-after commodity by British traders, for use as an industrial lubricant for the machines of Britain's Industrial Revolution[citation needed]. Palm oil formed the basis of soap products, such as Lever Brothers' (now Unilever) "Sunlight Soap", and the American Palmolive brand.[11] By c. 1870, palm oil constituted the primary export of some West African countries such as Ghana and Nigeria, although this was overtaken by cocoa in the 1880s.[citation needed]
Oil palms were introduced to Java by the Dutch in 1848[12] and Malaysia (then the British colony of Malaya) in 1910 by Scotsman William Sime and English banker Henry Darby. The first few plantations were established and operated by British plantation owners, such as Sime Darby and Boustead. The large plantation companies remained listed in London until the Malaysian government engineered the "Malaysianisation" policy throughout the 1960s and 1970s.[13]
In December 2006, the Malaysian government initiated merger of Sime Darby Berhad, Golden Hope Plantations Berhad and Kumpulan Guthrie Berhad to create the world’s largest listed oil palm plantation player.[14] In a landmark deal valued at RM31 billion, the merger involved the businesses of eight listed companies controlled by Permodalan Nasional Berhad (PNB) and the Employees Provident Fund (EPF). A special purpose vehicle, Synergy Drive Sdn Bhd, offered to acquire all the businesses including assets and liabilities of the eight listed companies. With 543,000 hectares of plantation landbank, the merger resulted in the new oil palm plantation entity that could produce 2.5 million tonnes of palm oil or 5% of global production in 2006. A year later, the merger completed and the entity was renamed Sime Darby Berhad.[15]
Federal Land Development Authority (Felda) was formed on 1 July 1956 when the Land Development Act came into force with the main aim of eradicating poverty. Settlers were each allocated 10 acres of land (about 4 hectares) planted either with oil palm or rubber, and given 20 years to pay off the debt for the land.[16] After Malaysia achieve independence in 1957, the government focused on value adding of rubber planting, boosting exports, and alleviating poverty through land schemes. In the 1960s and 1970s, the government encouraged planting of other crops, to cushion the economy when world prices of tin and rubber plunged. Rubber estates gave way to oil palm plantations. In 1961, Felda's first oil palm settlement opened, measuring only 375 hectares of land. As of 2000, 685,520 hectares of the land under Felda's programmes were devoted to oil palms.[16] By 2008, Felda's resettlement broadened to 112,635 families and they work on 853,313 hectares of agriculture land throughout Malaysia. Oil palm planting took up 84% of Felda's plantation landbank.[17]
[edit]
Palm oil became a highly sought-after commodity by British traders, for use as an industrial lubricant for the machines of Britain's Industrial Revolution[citation needed]. Palm oil formed the basis of soap products, such as Lever Brothers' (now Unilever) "Sunlight Soap", and the American Palmolive brand.[11] By c. 1870, palm oil constituted the primary export of some West African countries such as Ghana and Nigeria, although this was overtaken by cocoa in the 1880s.[citation needed]
Oil palms were introduced to Java by the Dutch in 1848[12] and Malaysia (then the British colony of Malaya) in 1910 by Scotsman William Sime and English banker Henry Darby. The first few plantations were established and operated by British plantation owners, such as Sime Darby and Boustead. The large plantation companies remained listed in London until the Malaysian government engineered the "Malaysianisation" policy throughout the 1960s and 1970s.[13]
In December 2006, the Malaysian government initiated merger of Sime Darby Berhad, Golden Hope Plantations Berhad and Kumpulan Guthrie Berhad to create the world’s largest listed oil palm plantation player.[14] In a landmark deal valued at RM31 billion, the merger involved the businesses of eight listed companies controlled by Permodalan Nasional Berhad (PNB) and the Employees Provident Fund (EPF). A special purpose vehicle, Synergy Drive Sdn Bhd, offered to acquire all the businesses including assets and liabilities of the eight listed companies. With 543,000 hectares of plantation landbank, the merger resulted in the new oil palm plantation entity that could produce 2.5 million tonnes of palm oil or 5% of global production in 2006. A year later, the merger completed and the entity was renamed Sime Darby Berhad.[15]
Federal Land Development Authority (Felda) was formed on 1 July 1956 when the Land Development Act came into force with the main aim of eradicating poverty. Settlers were each allocated 10 acres of land (about 4 hectares) planted either with oil palm or rubber, and given 20 years to pay off the debt for the land.[16] After Malaysia achieve independence in 1957, the government focused on value adding of rubber planting, boosting exports, and alleviating poverty through land schemes. In the 1960s and 1970s, the government encouraged planting of other crops, to cushion the economy when world prices of tin and rubber plunged. Rubber estates gave way to oil palm plantations. In 1961, Felda's first oil palm settlement opened, measuring only 375 hectares of land. As of 2000, 685,520 hectares of the land under Felda's programmes were devoted to oil palms.[16] By 2008, Felda's resettlement broadened to 112,635 families and they work on 853,313 hectares of agriculture land throughout Malaysia. Oil palm planting took up 84% of Felda's plantation landbank.[17]
[edit]
Source - Wikipedia
Friday, January 22, 2010
MANAGING STRESS
Heed your body's signals and take control of your life
- PHYSICAL STRESS : Take care of your body
- EMOTIONAL STRESS : Speak
- MENTAL STRESS : Think positive
You cannot eliminate stress from your life, but a well-managed stress management plan through increased body awareness can put you "in control" of the stress rather than letting it control you.
Once in control, you are in a better position to take action steps so the problem areas do not recur. In the process, you will find yourself more focused and relaxed.
Source - Bob Feldman / Classifieds / STAR
Thursday, January 21, 2010
NAZA GROUP CEO : FAISAL'S MANAGEMENT STYLES
# DETAIL TO MACRO - I am into the nitty gritty and very meticulous. People like to thrive on the positive but I like to discuss worst-case scenarious and address each one point by point.
# ALWAYS INVOLVED IN THE PROCESSES - I ensure things are addressed rather than ignored.
# I AM VERY HAND ON - I get involved from the bottom up and like to keep things simple.
# COMMUNICATION IS KEY - I ensure that whatever that has been communicated to the top management is passed down to all the employees. We even produce newsletters and ensure that warmth is present.
# KEEPING THE COMPANY FLAT - No matter how big the company gets, it'll ensure fast reaction to everything.
Source - Management / MIM
# ALWAYS INVOLVED IN THE PROCESSES - I ensure things are addressed rather than ignored.
# I AM VERY HAND ON - I get involved from the bottom up and like to keep things simple.
# COMMUNICATION IS KEY - I ensure that whatever that has been communicated to the top management is passed down to all the employees. We even produce newsletters and ensure that warmth is present.
# KEEPING THE COMPANY FLAT - No matter how big the company gets, it'll ensure fast reaction to everything.
Source - Management / MIM
Tuesday, January 19, 2010
AVOID THESE MISTAKES ...
- REPRIMANDING TEAM MEMBERS (or anyone else) in the presence of others.
- TAKING SIDES with team members during conflict (or otherwise). Be sure to remain independent and objective at all times.
- CREATING A "Me/My" ENVIRONMENT. Remember, you are both the leader of the team as well as a member of the team.
- FAILURE TO SOLICIT FEEDBACK FROM YOUR TEAM. Do not assume that you have all of the answers. Always ask for feedback.
Source - Management / MIM
Thursday, January 14, 2010
my farewell dinner
thank you to all friends for your cooperation and for the "Rp Rp Rp...nya". sampai jumpa lagi
Boustead Sabah Mills Futsal 2009
Organised at Sandakan on 26 December 2009. Congratulation to Segamaha Palm Oil Mill's Team A and Team B. We are CHAMPION !. And thanks to Tuan Jaihati, Mr Ramesh, Encik Jani, all mills management and others for their assistance.
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