Introduction
Engineers play an important role in the routine operations of an oil palm milling company, but a lack of inclusivity encumbers their significance. While there are many meanings of the term “inclusivity”, in this paper, it is used to refer to a working environment where engineers can freely express themselves without discrimination. Lack of inclusivity is associated with poor working conditions, including the absence of operational procedures.
Technological integration and adoption of standard working conditions and procedures have helped encourage inclusivity in the oil palm mill. The adopted actions are bolstered by their approaches and consideration of employee needs. This paper explores the various actions that have been taken to ensure that Sawit’s oil palm milling operations are inclusive.
Meaning of Innovative
The term “innovative” is multifaceted because different scholars give it different meanings. However, this paper adopts three meanings of innovation in the context of engineering activities in the oil palm mill. While investigating ways SMEs can transform their business models, Codini et al. (2022) define business model transformation as new ways of doing things. In the context of an oil palm mill, the term refers to new approaches to engineering processes.
Another meaning of “innovative” as used in this paper is the ability to leverage new and existing ideas to develop viable solutions for routine business activities (Arekrans et al., 2022). For instance, existing engineering concepts can be used to solve mechanical problems in the oil palm mill. Furthermore, the term can mean creating something new and moving away from traditional ways of thinking (Mariani et al., 2023). Therefore, the problems faced by engineers in the oil palm mill can be solved by implementing innovative ideas.
Meaning of an Inclusive Environment
The working environment of an oil palm mill is diverse, as it involves professionals and employees from diverse cultural backgrounds. An inclusive working environment is one in which individuals from diverse cultural backgrounds can freely express themselves, their ideas, and their perspectives (Mariani et al., 2023). Additionally, the environment allows them to fully participate in various social activities without being discriminated against because of their culture or race.
The term “inclusivity” can also refer to working conditions in which all employees are treated equally and with respect. Individuals who work in inclusive environments have access to company resources, thereby improving their productivity (Nguyen et al., 2023). Enhancing inclusivity in the oil palm mill benefits both employees and employers.
An inclusive working environment offers various benefits for engineers in oil palm milling operations. Employees who feel included and treated fairly are more productive than those in a discriminatory environment (Arekrans et al., 2022). Consequently, engineers in the oil palm mill will increase their productivity when the working conditions are inclusive.
Moreover, organizations with inclusive policies have excellent brand images that attract a broad consumer base (Nguyen et al., 2023). As a result, businesses enjoy increased profits from highly productive employees. Furthermore, inclusive working conditions enhance collaboration and a sense of unity of purpose among colleagues. Therefore, innovative ideas that promote workplace inclusivity for engineers are crucial to the organizational success of oil palm mills.
Working Conditions Hampering Inclusivity
Poor working conditions can be detrimental to promoting and enhancing inclusivity for engineering workers in a palm oil milling company. While engineers apply scientific knowledge to solve complex and mechanical problems in an oil palm mill, there are limited opportunities for them (Asyraf et al., 2023). Consequently, there is a need to bridge the gap between the expectations of being an engineer and the opportunities in an oil palm mill to fulfill those expectations.
Negative factors that hamper inclusivity among engineers can be found in both internal and external business environments. The company has control over the internal environment but lacks control over the external environment, since it involves factors beyond the organization’s capacity. The oil palm mill has various poor working conditions that hamper inclusivity.
The first condition that makes it difficult for engineers to be treated equally and fairly in mill operations is the absence of clear roles. Unlike other professionals in the organization, engineers are second- or third-in-command, limiting their opportunities to express themselves and their ideas.
The second factor is that much time is spent on machine breakdown maintenance, at the expense of preventive maintenance. The latter allows engineers with sufficient time to consult with one another and generate innovative ideas. However, over-emphasis on breakdown maintenance discourages employees from consulting each other (Dawson & Speelman, 2023). The absence of clear employee roles and the excessive focus on breakdown maintenance impede inclusivity.
The third condition of the palm oil mill that impedes inclusivity is the failure to prioritize engineers’ safety. The working environment includes heavy machinery that poses a safety risk to engineers (Elelu et al., 2023). Therefore, failure to prioritize engineers’ safety in the palm oil mill exacerbates discrimination and its associated outcomes, as engineers feel lonely and unfairly treated compared to employees in other departments.
The fourth working condition that prevents the adoption of fair and inclusive policies is the absence of safe working procedures. Engineers operate, maintain, and service heavy, complex machinery that can pose hazards. The latter condition is exacerbated by the fact that most engineers are second- or third-in-command, making it difficult for them to develop standard safety procedures.
The fifth condition hampering inclusivity at the mill is the absence of standard operating procedures. The latter includes adopting non-discriminatory working regulations that encourage inclusivity while discouraging unfair treatment of employees (Siraj et al., 2023). The standard operating procedures are often guided by laws and regulations, thereby ensuring fairness to employees (Asyraf et al., 2023).
For instance, having a clear standard operating procedure allows individuals to perform specific tasks accurately and efficiently. The sixth condition, traceability and transparency, is not practiced at the oil palm mill. Consequently, it is difficult to identify employees who discriminate against one another and fail to adhere to inclusive workplace regulations (Elelu et al., 2023). Lack of standard operating procedures, traceability, and transparency makes it difficult for engineers to be treated fairly at their workplaces.
The sixth issue exacerbating the fair and equal treatment of engineers is biased workplace design. Although the profession attracts both genders, the oil palm mill is designed in a manner that only favors men. Consequently, the policies and strategies the firm adopts are biased, as they are proposed and discussed by more men than women (Persson, 2023).
The last issue is that engineers are not provided with the right measuring tools, which increases inaccuracies and consequently reduces productivity. Poor workplace performance can lead to mistreatment by management that has high expectations but provides insufficient resources (Persson, 2023). The seven poor working conditions at the oil palm mill present the need to adopt fair and inclusive strategies for organizational success.
Actions Taken to Ensure Inclusivity
Creating a safe and inclusive working environment is important, as highlighted in the sections above. As an employee at the palm oil mill, I have taken various steps to promote inclusivity and discourage discriminatory practices. Firstly, a master list of motors and gearboxes was created to promote accessibility and transparency (MĂĽgge et al., 2023).
The master list serves as a valuable resource for engineers who are physically disabled and can hardly physically account for the motors and gearboxes. Moreover, the use of a master file encourages inclusivity, as it can be translated into a language all engineers working in the mill can understand. Therefore, creating a master file of gearboxes and motors eliminates workplace discrimination against physical capability and language.
Secondly, I introduced the concept of preventive maintenance in mill operations. The concept involved scheduled inspections, repairs, and maintenance of machinery to prevent future breakdowns. The action ensures inclusivity in the mill by granting all employees equal access to machines and involving them in decision-making (Al-Refaie & Almowas, 2021).
For instance, departmental meetings are scheduled before, during, and after maintenance, encouraging engineers to work as a team. Additionally, the concept is associated with improved safety and well-being for engineers working in the mill. Preventive maintenance encourages workplace inclusivity by ensuring safety and equal access to well-maintained machinery.
Thirdly, I created the first Safe Operating Procedure (SOP) for the mill operations. SOP is central to outlining the various working conditions and regulations that employees can follow to bolster inclusiveness (Asyraf et al., 2023). The document created highlighted the roles and responsibilities of engineers and management.
The SOP emphasizes involving engineers in major decision-making activities. The latter ensures that all the regulations and procedures adopted in the mill are sensitive to the engineers’ culture and social interactions. In addition, the SOP lists all the equipment and tools engineers must be provided with before embarking on their respective assignments. Therefore, the use of SOP ensured that engineers had equal access to the company’s resources and were treated fairly by management.
Fourthly, I used advanced technology to automate routine, complex procedures that can exacerbate the unfair treatment of engineers. Although the engineers at Sawit Mills are responsible for solving machinery-related problems, they are overworked due to complex, time-consuming activities (Shahlaei & Lundh Snis, 2022).
Consequently, I created the first tank ullage calculation in Microsoft Excel. Additionally, I introduced a complete Supervisory control and data acquisition (SCADA) system for process control in one of the organization’s mills. The use of EXCEL and SCADA systems relieved engineers of the heavy, complex duties, which were unfair to them.
Fifthly, while working at Sawit Mills, I emphasized waste reduction strategies. For instance, waste-to-wealth (WtW) practices were adopted to empower diverse talents, foster collaboration, and encourage the sharing of values among engineering employees. Additionally, WtW activities such as the development and implementation of the first biogas power plant for the palm oil milling company required teamwork. As a result, all the engineers were involved, making them feel less isolated by management and by other employees (Shahlaei & Lundh Snis, 2022). The use of energy-efficient mills is another strategy adopted to encourage waste reduction while improving inclusivity at the palm oil milling firm.
The welfare of engineers at the mill was exacerbated by the presence of chimneys and boilers with poor air emissions. Unlike employees from other departments, engineers’ lives and working capabilities were at risk due to the dangerous emissions. Consequently, sixthly, I installed an electronic stability program (ESP) system to improve air quality from the boilers and chimneys. The latter made the engineers feel comfortable in the workplace and appreciated by the management (Cornette et al., 2024). The resulting increase in productivity strengthened their relationship with management, who later included them in organizational activities and decision-making.
Seventhly, I encouraged upgrading mill staff qualifications to ensure the organization employed only competitive, productive individuals. Among the introduced qualifications was a strong sense of positive social interactions and soft skills. Therefore, the newly recruited employees were those who could easily interact with other employees without discriminating against them based on cultural backgrounds or race (Nguyen et al., 2023).
Eighthly, water conservation in the mill’s routine operations was encouraged. The latter ensured that engineers had access to sufficient water for their operations, unlike employees in other departments. As a useful resource, conserving water reduced the discriminatory practice of denying engineers water they needed more than others.
Lastly, lean processes were introduced in the mill operations to encourage inclusivity. The processes involve eliminating non-value-added activities by minimizing inventories and promoting continuous workflow improvement (Sharabati, 2023). Among other principles, lean processes encourage clear and transparent communications, eliminating discriminatory actions. The engineers who were subjected to the lean processes were motivated to work in teams.
Consequently, there was improved cultural awareness and understanding, which negated discrimination. Furthermore, lean processes emphasize respect for people regardless of their employment designation, cultural background, or even cognitive and physical abilities (Sharabati, 2023). Clear communication, collaboration, and respect for people enhanced inclusivity.
Innovativeness of the Actions
The actions taken, as discussed in the above section, were innovative for various reasons. The first rationale for the ideas’ innovativeness is that they were consistent with the system and process approach. The implementation of actions, such as developing the first SOP and implementing biogas for the milling company, involved planning, organizing, and continuous improvement (Asyraf et al., 2023).
The second reason the actions were innovative is that they used the Plan-Do-Check-Act (PDCA) cycle, which enabled the identified issues that discouraged inclusivity to be effectively addressed and measured. The systems and process approach, along with the application of PDCA, ensured that the actions were carried out in a manner that deviated from traditional problem-solving methods.
The third rationale for the actions’ innovativeness is that Maslow’s Hierarchy of Needs was emphasized. The concept requires organizations to consider the different levels of needs when enhancing workplace inclusivity (Rojas et al., 2023). Consequently, the actions taken considered engineers’ physiological, safety, love and belonging, esteem, and self-actualization needs. According to research by Rojas et al. (2023), fulfilling individual needs, prioritized when appropriate, encourages inclusivity because all feel fairly treated. The fourth reason is that the actions were augmented by the principles from the “7 Habits of Highly Effective People,” as written by Covey (2023). Effective self-leadership, collaboration, and influence were the major principles applied.
The fifth reason the actions taken were innovative is that they were grounded in the Continuum concept and encouraged continuous improvement. The continuum concept posits that human beings have a set of expectations that must be met for them to achieve physical and mental development and adaptability (Shahlaei & Lundh Snis, 2022)—for instance, implementing the SOP and using technology to solve common problems relieved engineers of the burdens associated with complex work. The sixth reason is that the actions were customer-focused and encouraged traceability and accountability. The presence of a transparent and accountable system encouraged collaboration and discouraged unfair practices.
The last rationale for the actions being innovative is more focused on data and information analysis. Advanced statistical and data analysis tools were used in activities, such as developing the first SOP, and in projects, such as the biogas plant. Through data analysis, engineers and other involved employees gained new and insightful ideas for solving the existing problems (Döbler & Carbon, 2023). The patterns identified from the interpreted information helped solve complex problems in new ways beyond traditional approaches. Therefore, the actions I took to promote inclusivity at Sawit’s Mills were innovative and helped solve the identified organizational problems.
Specific Outcomes Examples and Problems Faced
The various actions taken led to some outcomes that encouraged the inclusivity of engineers at Sawit’s mills. The use of a systems and processes approach helped overcome the “working in silos” culture that was common in palm oil milling operations (Codini et al., 2022). Throughout every process, all the departments were involved, making the engineers feel appreciated and included in the organization’s success.
In addition, applying the PDCA encouraged employees at the mill to redefine objectives, roles, and responsibilities. Furthermore, the use of Maslow’s Hierarchy of Needs was central to understanding employees’ specific needs and behavior. The latter adopted strategies that effectively addressed the needs.
Although the actions taken led to positive outcomes, they were limited in some ways. The implementation of some projects, such as the first biogas plant, was limited by resources. Securing the materials and conducting preliminary surveys were costly, making it difficult to have the best outcome.
Moreover, some activities, such as creating master files for gearboxes and motors and developing ESP systems, required advanced technical knowledge. Recruiting developers and other professionals for the same work was a taxing activity. Furthermore, resistance to change was common among some employees, encumbering collaborative efforts (Codini et al., 2022). There is a need to address the challenges faced to achieve better outcomes in the future.
Conclusion
Sawit’s Mills is among the many organizations where engineers are unfairly treated compared to other employees. Lack of SOPs, unclear working objectives, biased workplace design, and failure to prioritize safety are among the factors hampering inclusivity at the oil palm milling company. Actions such as creating master files for gearboxes and motors, introducing preventive maintenance, and creating SOPs, among others, encumbered the discriminatory practices. The actions were innovative because they aligned with the concepts of systems and processes, Maslow’s Hierarchy of Needs, and the Continuum. Enhanced workplace inclusivity benefits the company, employees, and employers at Sawit’s Mills.
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