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KUALA LUMPUR: Over 400 smallholder farmers have achieved the Roundtable for Sustainable Palm Oil (RSPO) Independent Smallholder Certification under the P&G Smallholders Programme, according to P&G’s Centre of Sustainable Small-owners Impact Report 2024.
Read the full article HERE.
Originally published by Borneo Post.
KUALA LUMPUR: Lebih 400 pekebun kecil telah mencapai Pensijilan Pekebun Kecil Rundingan Meja Bulat Minyak Sawit Mampan (RSPO) di bawah Program Pekebun Kecil P&G, demikian menurut Laporan Impak Pusat P&G Untuk Pemilik Kecil Lestari (CSS) 2024.
Asia School of Business dalam satu kenyataan hari ini berkata seramai 400 lagi pekebun kecil persendirian dijangka akan menerima perakuan itu menjelang akhir 2025.
Program Pekebun Kecil P&G adalah kerjasama antara Asia School of Business, P&G, dan Temasek Foundation yang bertujuan untuk menggalakkan amalan pertanian yang mampan dan baik, serta memudahkan pengeluaran minyak sawit mampan yang diperakui daripada kalangan pekebun kecil persendirian di daerah Pontian dan Batu Pahat di Johor.
Laporan itu juga menyatakan bahawa 306 pekebun kecil yang diperakui telah menerima premium berjumlah US$42,630.00 (lebih RM200,000) pada 2021-2023 bagi hasil sawit mereka yang diperakui, sekali gus meningkatkan mata pencarian mereka.
“Melaksanakan amalan pertanian yang baik menggalakkan pengurusan sisa dan kimia yang lebih baik dalam kalangan pekebun kecil, termasuk menggunakan baja.
“Pusat Untuk Pemilik Kecil Lestari juga telah membantu penubuhan Pertubuhan Tani Niaga Lestari Negeri Johor, yang menyaksikan keahlian meningkat kepada lebih 700 pekebun kecil,” kata kenyataan itu.
Program ini juga telah membangunkan kurikulum ringkas tentang amalan pertanian yang baik dengan Pusat Untuk Pemilik Kecil Lestari telah melatih 1,972 pekebun kecil tentang amalan pertanian dan pengurusan sejak Julai 2022.
Malaysia merupakan pengeluar minyak sawit kedua terbesar di dunia dengan lebih 275,000 pekebun kecil, yang secara kolektif menyumbang kira-kira 17 peratus daripada jumlah kawasan tanaman kelapa sawit negara.
Originally published by Berita Harian.
KUALA LUMPUR: Lebih 400 pekebun kecil telah mencapai Pensijilan Pekebun Kecil Rundingan Meja Bulat Minyak Sawit Mampan (RSPO) di bawah Program Pekebun Kecil P&G, demikian menurut Laporan Impak Pusat P&G Untuk Pemilik Kecil Lestari (CSS) 2024.
Asia School of Business dalam satu kenyataan hari ini berkata seramai 400 lagi pekebun kecil persendirian dijangka akan menerima perakuan itu menjelang akhir 2025.
Program Pekebun Kecil P&G adalah kerjasama antara Asia School of Business, P&G, dan Temasek Foundation yang bertujuan untuk menggalakkan amalan pertanian yang mampan dan baik, serta memudahkan pengeluaran minyak sawit mampan yang diperakui daripada kalangan pekebun kecil persendirian di daerah Pontian dan Batu Pahat di Johor.
Laporan itu juga menyatakan bahawa 306 pekebun kecil yang diperakui telah menerima premium berjumlah US$42,630.00 (lebih RM200,000) pada 2021-2023 bagi hasil sawit mereka yang diperakui, sekali gus meningkatkan mata pencarian mereka.
“Melaksanakan amalan pertanian yang baik menggalakkan pengurusan sisa dan kimia yang lebih baik dalam kalangan pekebun kecil, termasuk menggunakan baja.
“Pusat Untuk Pemilik Kecil Lestari juga telah membantu penubuhan Pertubuhan Tani Niaga Lestari Negeri Johor, yang menyaksikan keahlian meningkat kepada lebih 700 pekebun kecil,” kata kenyataan itu.
Program ini juga telah membangunkan kurikulum ringkas tentang amalan pertanian yang baik dengan Pusat Untuk Pemilik Kecil Lestari telah melatih 1,972 pekebun kecil tentang amalan pertanian dan pengurusan sejak Julai 2022.
Malaysia merupakan pengeluar minyak sawit kedua terbesar di dunia dengan lebih 275,000 pekebun kecil, yang secara kolektif menyumbang kira-kira 17 peratus daripada jumlah kawasan tanaman kelapa sawit negara.
Originally published by The Sun.
KUALA LUMPUR: Lebih 400 pekebun kecil telah mencapai Pensijilan Pekebun Kecil Rundingan Meja Bulat Minyak Sawit Mampan (RSPO) di bawah Program Pekebun Kecil P&G, demikian menurut Laporan Impak Pusat P&G Untuk Pemilik Kecil Lestari (CSS) 2024.
Asia School of Business dalam satu kenyataan hari ini berkata seramai 400 lagi pekebun kecil persendirian dijangka akan menerima perakuan itu menjelang akhir 2025.
Program Pekebun Kecil P&G adalah kerjasama antara Asia School of Business, P&G, dan Temasek Foundation yang bertujuan untuk menggalakkan amalan pertanian yang mampan dan baik, serta memudahkan pengeluaran minyak sawit mampan yang diperakui daripada kalangan pekebun kecil persendirian di daerah Pontian dan Batu Pahat di Johor.
Laporan itu juga menyatakan bahawa 306 pekebun kecil yang diperakui telah menerima premium berjumlah US$42,630.00 (lebih RM200,000) pada 2021-2023 bagi hasil sawit mereka yang diperakui, sekali gus meningkatkan mata pencarian mereka.
“Melaksanakan amalan pertanian yang baik menggalakkan pengurusan sisa dan kimia yang lebih baik dalam kalangan pekebun kecil, termasuk menggunakan baja.
“Pusat Untuk Pemilik Kecil Lestari juga telah membantu penubuhan Pertubuhan Tani Niaga Lestari Negeri Johor, yang menyaksikan keahlian meningkat kepada lebih 700 pekebun kecil,” kata kenyataan itu.
Program ini juga telah membangunkan kurikulum ringkas tentang amalan pertanian yang baik dengan Pusat Untuk Pemilik Kecil Lestari telah melatih 1,972 pekebun kecil tentang amalan pertanian dan pengurusan sejak Julai 2022.
Malaysia merupakan pengeluar minyak sawit kedua terbesar di dunia dengan lebih 275,000 pekebun kecil, yang secara kolektif menyumbang kira-kira 17 peratus daripada jumlah kawasan tanaman kelapa sawit negara.
Originally published by Bernama.
KUALA LUMPUR, June 15 (Bernama) — Over 400 smallholder farmers have achieved the Roundtable for Sustainable Palm Oil (RSPO) Independent Smallholder Certification under the P&G Smallholders Programme, according to P&G’s Centre of Sustainable Small-owners Impact Report 2024.
In a statement today, Asia School of Business said another 400 independent smallholders are anticipated to be certified by end-2025.
The P&G Smallholders Programme is a collaboration between Asia School of Business, P&G, and Temasek Foundation, which aims to promote sustainable and good agricultural practices, as well as facilitate the production of certified sustainable palm oil from among independent smallholders in the districts of Pontian and Batu Pahat in Johor.
The report also highlighted that 306 certified smallholders have received a total of US$42,630.00 (over RM200,000) in premium in 2021-2023 for their certified palm produce, increasing their livelihoods.
“Implementing good agricultural practices promotes better waste and chemical management among smallholder farmers, including using and applying fertilisers.
“The Centre of Sustainable Small-owners has also facilitated the establishment of Pertubuhan Tani Niaga Lestari Negeri Johor, which saw membership rise to over 700 smallholders,” the statement said.
The programme has also developed a simplified curriculum on good agricultural practices with the Centre of Sustainable Small-owners having trained 1,972 farmers on agricultural and management practices since July 2022.
Malaysia is the second largest palm oil producer globally with over 275,000 smallholders, who collectively account for about 17 per cent of the country’s total oil palm planted area.
Originally published by Bernama.
“If you can build your company without raising money, do it because then you’re in control. There’s this idea that you’re really cool if you’ve got some venture money. And I want to say the coolest is if you own the whole thing yourself.” Robin Chase, Co-Founder of Zipcar, GoLoco, Buzzcar, Veniam, and NUMO.
In this episode of “Open for Business,” we speak to serial entrepreneur and transportation innovator Robin Chase. Robin is co-founder and former CEO of Zipcar, the largest car sharing company in the world; Buzzcar, a peer-to-peer car sharing service in France (now merged with Drivy); and GoLoco, an online ride sharing community. She is also co-founder of Veniam, a network company connecting vehicles to the cloud. More recently she established NUMO, a nonprofit aimed at leveraging new urban mobility technologies for sustainable city development.
From starting Zipcar back in 2000, Robin has decades of experience in revolutionizing urban mobility and entrepreneurship, and she shares her unique insights and the key lessons she’s learned along the way.
Among other things, Robin discusses:
There’s a lot to learn from Robin’s experiences over the last 24 years, including practical advice on how to approach entrepreneurship, the importance of innovation, and how to adapt to ever-changing market conditions.
Listen to the full interview below.
Originally published by BFM.
A TECH solution to enhance transparency and traceability within the upstream palm oil supply chain is in the pipeline.
The Social Innovation Challenge (SIC) winning team comprising Wei Jie See, Kaywen Zhen and Arinn Danish will be developing their innovation with a seed capital of RM20,000, courtesy of the Innovation & Entrepreneurship Center (IEC) and the Center of Sustainable Small-owners (CSS) at the Asia School of Business (ASB).
The SIC, a dynamic competition designed for students, alumni and invited participants, was focused on action-based challenges to tackle pressing global issues.
Aimed at addressing critical issues within the palm oil industry, particularly in Malaysia, the inaugural challenge centred around the Collection Center First Mile Traceability Challenge.
The palm oil industry plays a pivotal role in global food and industrial markets but faces challenges such as incomplete traceability to plantations and inefficient data management practices.
These issues pose significant threats, including reputational risks and regulatory non-compliance, necessitating urgent solutions.
“We are excited to embark on this journey towards creating a more sustainable and transparent palm oil industry.
“By leveraging technology and working closely with small-holder farmers and the collection centres, we aim to increase yield and promote responsible production practices,” said Wei Jie, spokesperson for the winning team which comprised students from ASB, Universiti Tenaga Nasional and IMU University.
The team will be collaborating with small-holder farmers in Batu Pahat, Johor, on the project, a press release from ASB dated May 6 read.
IEC assistant director Dr Siti Najaa Zulkifli said the SIC embodied ASB’s mission to empower students to make a real impact in their communities and beyond.
“It’s all about inspiring positive change.
“The SIC champions innovation, collaboration and practical application, aligning seamlessly with ASB’s commitment to experiential learning for a comprehensive educational experience.
“We are incredibly proud of the creativity and dedication demonstrated by everyone,” she said.
For the palm oil industry, said CSS director Prof Dr Asad Ata, addressing challenges related to traceability and data management is crucial.
“By doing so, we can enhance transparency, strengthen accountability and reaffirm our commitment to sustainable practices. Together, we can build a more resilient and ethical supply chain,” he said.
Originally published by The Star.
Originally published by Asia Asset Management.
Studying an MBA or an Executive MBA (EMBA) is something many people consider, without realising how different the programmes really are
While both offer advanced business education, they target distinct demographics and career stages. MBAs suit early to mid-career professionals who want to fully immerse themselves in education for a year or two, while EMBA programmes are tailored for experienced executives seeking to advance without interrupting work. Understanding these nuances aids in making informed decisions about which programme aligns best with career goals. Which one should you choose?
First, the difference between MBA and EMBA candidates can often be quite a few years of leadership experience. Stephanie Kutschmann, Programme Manager of MBA Programmes, at Frankfurt School of Finance and Management, says MBAs are usually undertaken by “early- to mid-career professionals seeking to transition into management roles or switch industries.”
EMBA programmes, on the other hand, “are designed for experienced professionals with several years of work experience, usually around 10 years or more, and at least three years of management experience” highlights Kutschmann.
Whilst an MBA candidate may be seeking to enter business leadership, an EMBA participant already will have leadership experience. They are established professionals aiming to bolster their leadership skills, strategic thinking, and networks, rather than gain all three.
When thinking of the two, it’s important to also consider the curriculum and design of the programme: how is the programme formatted? Does it have the content you are looking for?
MBA programmes offer a comprehensive education, covering fundamental business disciplines such as finance, marketing, operations, and leadership, with some allowing you to specialise too. Meanwhile, Executive MBAs look to build upon existing professional experience, focussing on advanced skills and senior leadership.
“MBAs are for leadership starters, with the programme designed to provide that all-important foundation to propel candidates into the world of management,” says Martin Butler, MBA Academic Director at Vlerick Business School. “Whereas Executive MBAs are not designed for career starters but more for career accelerators.”, he says, and do not provide this same foundation, and the content is much more geared towards preparing participants for senior leadership.
Both full-time MBA and Executive MBA participants leverage these programmes as pathways to expand their networks and enhance their career prospects. Both not only provide robust career support services, but also incorporate industry-centric events directly into their curriculum.
The Executive MBA format revolves around accommodating busy schedules and aligning with the demands of their professional commitments. “This allows EMBA students to balance their professional responsibilities alongside their studies, often extending over 17 months, with classes typically held on Fridays and Saturday mornings” says Ana Côrte-Real, Head of Faculty and Executive MBA Director at Porto Business School.
Moreover, MBAs are usually taught in full-time schedules, over the course of one or two years. This allows participants to fully immerse themselves into their MBA and the benefits that come through solely focusing on education, such as the added time spent on campus participating in extracurricular activities and clubs, as well as the socialising and networking with new classmates and friends, and potentially exploring a new city or country where they’ve decided to study.
Interestingly, the annual Graduate Management Admission Council’s (GMAC) Prospective Student Survey1 found that part-time professional MBAs have steadily increased in popularity for early-career professionals wanting to continue their studies whilst working.
The type of practical experience differs too. Côrte-Real highlights that while MBA students, with less experience delve into practical projects and work experience, EMBA programmes integrate “real-world case studies and executive coaching sessions to enhance leadership skills and decision-making abilities.” In other words, EMBA participants come equipped with their own experiences, problems and challenges, ready to share with their peers and learn from one another. MBAs candidates are not expected to come with the same level of history, more just an appetite to learn.
Where you want to go in your career next will likely have a huge impact on what business education programme is for you, notes Nalisha Patel, Regional Director for Europe at the Graduate Management Admission Council.
“Those with some strong, grounding work experience who are looking to invest in their next career move and who want time to safely explore what that looks like across various management roles or through entrepreneurship, are perfect for an MBA.”, says Patel. “Those who have leadership experience and want to take stock and develop their broader business acumen to grow into a more strategic or high-ranking role are very suited to the EMBA.
The difference in course content and outputs is reflected in the standardised tests for the different programmes. For example, the MBA usually requires the Graduate Management Admission Test (GMAT) and EMBA, often the Executive Assessment (EA), so it’s worth comparing the tests to get a sense of what you’ll need to prepare for.”
The seniority of positions that graduates step into differs when it comes to both types of MBAs, but the sectors often remain the same. “Many MBA graduates find employment with Consulting, Financial Institution as well as Energy industry, globally, as the programme prepares them for a global career”, says Winston Wee, Senior Director of Admissions at Asia School of Business.
However, many EMBA graduates, who already have a foot in the door, are likely to stay in the same company but move on to become CEOs and Presidents, transitioning to executive leadership, rather than gaining a managerial position or switching industries.
So, when deciding whether to apply for an MBA or an Executive MBA, it’s important to consider your experience, the time you have available, and what you truly want to achieve post-studying – then you will know which programme is a natural fit.
Originally published by Financial Times.
In the world of sovereign wealth funds (SWFs), the importance of governance and transparency has come under the spotlight as recent evaluations shed light on the performance of regional entities. Insights provided by Global SWF have prompted discussions on the state of governance and transparency among these funds, sparking conversations about potential areas for improvement.
According to the latest findings from Global SWF, regional SWFs such as GIC Singapore received mid-range scores, while Khazanah Nasional exhibited marked improvement since 2021. These SWFs, along with Indonesia’s INA, have emerged as standout performers in terms of resilience. Nevertheless, there are areas where they can enhance, particularly in the disclosure of board selection processes, their approach to sustainability, and whether processes are in place to prevent depletion of these funds during unexpected crises.
SWFs play a significant role in ensuring economic stability and wealth creation, managing assets exceeding US$11 trillion (RM52 trillion) globally. Positioned as custodians of national wealth, these funds are tasked with navigating the complexities of investment to safeguard prosperity for both present and future generations. Due to their position, transparency is critical. Clear governance processes are deemed essential safeguards against malfeasance, with robust disclosures playing a crucial role in building and maintaining public trust in these institutions entrusted with managing national wealth.
Khazanah and Temasek serve as examples of SWFs, balancing investments for financial returns with contributions to socioeconomic development. Their strategies span domestic and international markets, fostering economic growth and nurturing emerging enterprises. However, their success lies in their ability to uphold independence, accountability and adherence to objectives amid ever-changing market dynamics. Global SWF recently placed Temasek at the top of the list for its high level of transparency.
Public confidence in SWFs largely hinges on the professionalism, the independence of their management and their commitment to achieving their objectives. It is not uncommon for SWFs to be compared with other government-linked investment companies (GLICs). However, SWFs are perceived as a reflection of the government they represent, underscoring the necessity for robust governance structures to protect against financial mismanagement and political interference.
The debate over the prioritisation of domestic investments versus diversification abroad underscores the nuanced nature of SWF management. While diversification enhances portfolio returns and mitigates domestic risks, focusing on socioeconomic development — which includes domestic investment — is imperative. SWFs have a delicate balancing act to achieve both outcomes.
As Sarawak launches its own SWF, the Sarawak Sovereign Wealth Future Fund (SSWFF), lessons from existing models serve as guideposts. The adoption of the Santiago Principles signals a commitment to good governance, with safeguards against political interference and transparent board appointments deemed paramount.
To maintain the independence of the SSWFF’s investment choices and shield them from undue political pressure, it is essential to implement strong protective measures. This includes enacting legislation to safeguard the Board of Guardians and senior management from coercion to mishandle funds, holding them responsible and accountable if they succumb to political or other pressures to disperse the funds beyond SSWFF’s mandate, and launching public awareness campaigns about the fund’s investment objectives to ensure accountability among its leadership.
In conclusion, the journey towards bolstering governance and transparency in regional SWFs remains an ongoing endeavour. It requires steadfast commitment, adaptability to global dynamics, and unwavering dedication to accountability and integrity. Only then can these entities fulfil their mandate of safeguarding national wealth and fostering inclusive growth for all citizens.
Given the swift evolution of the global economic landscape, the importance of SWFs in fostering sustainable development and economic resilience has become increasingly vital. As custodians of national wealth, SWFs possess substantial influence over investment choices that impact the course of economies and societies. It is their responsibility to maintain exemplary standards of governance and transparency, ensuring that their actions are in line with the long-term interests of their stakeholders and the general public.
Originally published by The Edge.
