A COMMITMENT TO BUILD RELATIONSHIPS

Fulfilling Vocation

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Planting was something that Anthony John Wong took to like a duck to water. “We weren’t very well to do. We planted our own vegetables and reared our own chickens,” said the La Salle alumnus who hails from the land below the wind. Born in 1940 in Kota Kinabalu Sabah, Wong is third of nine siblings. “I was awarded a scholarship under the Colombo Plan to study Agricultural Science in Australia, where I took up Palm Management as a major. When I returned to Malaysia after my studies, I worked with private, government and government-linked entities for almost two decades, and in 1985, I took to consulting,” shared Wong who endearingly terms his life as a Planter, as being a “fulfilling” lifelong vocation.

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“Everything has gone very smoothly for me,” enthused Wong qualifying why he used the termed “fulfilling” to describe his life. “As much as there is a science to planting, there is also an art to it,” illustrated Wong who led on that this lay very much in how one is able to artfully tackle human relationships. “A plantation is like any well-oiled company. It needs a proper structure to operate and efficient processes that will steer it towards success,” said Wong who explained that as a consultant he is able to use his insights to help companies craft, build and embed effective management and operational foundations.

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Building Relationships

However, unfortunately, explained Wong, consultants are called in when scenarios have come to a head. “Invariably something has gone awry, and that’s when the SOS goes out,” said Wong who said that whilst things can be fixed, it is always best to get them right in the first place. “Before we even go into the operations of planting, it is imperative that plantations are fortified with a strong management structure and culture that allows for dynamic and forward-thinking to take place. Ultimately, consistent review and continuous improvement is the cornerstone of any plantation.”

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An accomplished Planter himself, Wong attributes relationship-building as a key essential that has guided him through the years. “A plantation is a “family”. There has to be a sincere and genuine interest towards the well-being for one another,” stressed Wong who explained that there are no unions to keep watch over the welfare of workers in Sabah, and so this responsibility falls on the shoulders of those who manage the plantation. “If you don’t treat your workers well, they will just pick up and leave, and there is nothing you can do about that.”

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Walking hand-in-hand

Wong also strongly feels that one must understand the cultural and communal needs of the community within which they operate. “The communities in East Malaysia are very tight-knit and there are no cultural barriers between people,” shared Wong who lauds that people are generally very accepting of one another. “This can be positive if it’s well-managed, and a negative if it is not,” said Wong who added that the management of a plantation is a very hands-on task. “It cannot be remotely run from an “armchair”. You cannot sit in the office detached from the realities and dynamics of the real world,” said Wong. “When you get down and dirty, and walk hand-in-hand with your staff and workers, you are able to empathise and better understand what needs to be done to facilitate their daily tasks,” added Wong.

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In addition to this, Wong also places much emphasis on the need to keep abreast of what is happening in and to the industry. “One has to be open-minded, to all things good or bad. We must embrace a mindset that is open to reinvention in order to stay relevant,” said Wong who highlighted that a third of the nation’s palm oil acreage is planted in Sabah. “Given the open-mindedness of the people here, coupled with immense strides made in the science of plantation, there is a huge potential for Sabah to thrive and excel in the plantation sector. However, we need to be strategic, and this is where the Incorporated Society of Planters (ISP) plays a role.”

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ISP, keeping stride with change

“I am probably, if not, ISP’s oldest member in Sabah,” enthused Wong. “I joined ISP in the sixties. At that time, there was only one branch and it was located in Kota Kinabalu. Most of the members then were “Mat Salleh”,” said Wong who added that he became the first Sabahan to be elected Chairman in 1969-1970.

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“Then came the oil palm boom and the industry grew rapidly giving rise to more Planters relocating to Sabah. Two other ISP branches were opened, one in Tawau and the other in Lahad Datu. Today, Sabah has the highest number of ISP members,” said Wong.

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“I am a believer in the strength of leadership. If we are to attain the goals that we have set out to achieve, we must begin with ensuring that we have a strong leadership. By strong, I mean leaders who are willing to constantly evaluate what is being done, with the intention of making things better, so that everyone prospers,” said Wong who shared that succession planning was one of the key strategies he championed under his chairmanship.

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 “The ISP branches in Sabah observe a keen succession planning scheme. We place a great deal of importance in mentoring and grooming the correct people to helm the society,” said Wong who explained that there is a training plan that has been put in place. “We avail the necessary mentoring so that office bearers receive the knowledge and skills that will help them perform their work effectively. For ISP to continue its influence in the sector, state level branches must be as effective as the national level branch,” added Wong who commended the dedication of those who served at the latter.

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Wong is also of the opinion that for ISP to appeal to the younger Planters, it must ensure that it is relevant to the needs of the younger generation. “Truth be told, older members such as I have little use of the ISP. In a way, both parties have outlived our usefulness,” said Wong who turns 79 this year. “In any case, the ISP is essential for the younger Planters who are actively seeking knowledge and skills.”

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Wong stressed that it is crucial for ISP to go beyond the Planter magazines and conferences; by staying competitive in terms of its training and education programmes. “Given the competition the ISP faces from other players within the industry, we may need to take a step back to evaluate if we are dealing with a level playing field,” said Wong. “The dynamics today have shifted. The plantation sector does not exist in isolation from what is happening to the rest of the world.”

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“The ISP technical training scheme (TES) offers some of the leading-edge programmes for the sector. It trains great Planters, who plant and harvest, but does this necessarily translate to profits?” quizzed Wong. “We have no control over falling prices, trade boycotts and smear campaigns,” said Wong who stressed that these are gaps which require bridging. “We have to have a mindset that is open to reinvention, if we are to stay relevant. This may require us to think out of the box and make the necessary tweaks to the current ISP direction and offerings,” added Wong.

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Pioneering the next chapter

“The centennial celebrations mark a significant milestone in the ISP legacy. As much as it reminds us of the golden age of the country’s plantation heritage, it is also a tangible reminder of the importance of planning for the future, a road map of sorts,” said Wong. “Once the excitement of the centennial commemoration and celebrations has abated, perhaps it would be opportune for us to reflect on where we are now, and project where we ought to be heading towards.”

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“The pioneering spirit of the Wild Wild West is very much alive in Sabah,” jests Wong who added that this free-spirited outlook puts Sabah in good stead to steer the plantation sector into a “fulfilling” future that is yet to come. “I look forward to offering my services to the sector, and to the ISP in whatever way I can,” said Wong who added that for now; he is contented tending to the day-to-day needs of his own little estate.

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Article commissioned by

CayD Communications.

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