Al-Falah 22/22 is THP's visionary roadmap, crafted through the collaboration of all departments to unify strategies and guide the organization toward a shared goal. This comprehensive blueprint ensures alignment across all efforts, driving a cohesive and impactful future.
House of Al-Falah 22/22 provides a broad and Unifying goal that guides the direction of THP, ensuring that all efforts contribute to a common and significant outcome. It consists a comprehensive and encompassing goal that spans the entire scope of the organization. Furthermore, it represents the ultimate objective and outcome that guides and unifies various sub-goals and activities within a larger framework.
In solidifying Al-Falah 22/22, the Strategic Thrust embedded in House of Al-Falah 22/22 centers on three (3) elements i.e financial, operations and people. It is a coordinated effort that serves as a driving force for achieving the strategic objectives within Al-Falah.
Well-defined targets were established in Comprehensive Work Plan (“CWP”) of Al-Falah 22/22 being the game-changer towards reinventing THP. It addresses the SMART objective, that is Specific, Measurable, Achievable, Relevant and Time-bound. The six (6) CWP are i) Financial Plan; ii) Estate Performance Improvement Plan; iii) Mill Performance Improvement Plan; iv) Environmental, Social & Governance Plan; v) Human Capital Plan; and vi) Value Creation Initiatives Plan. Each CWPs It will be under the purview of the CWP Champions.
In solidifying Al-Falah 22/22, the Strategic Thrust embedded in House of Al-Falah 22/22 centers on three (3) elements i.e financial, operations and people. It is a coordinated effort that serves as a driving force for achieving the strategic objectives within Al-Falah.
Delivering optimal returns to shareholders, practicing fair trade and conducive working environment
Continuous commitment on environmental demands, social engagement whilst upholding high standard of governance & integrity
Building a sustainable business by development of human capital, marketing, technology & financial management
Improving operational efficiency by adopting Good Agriculture Practices & Good Manufacturing Practices in achieving and delivering best quality products
“Striving For Operational Excellence in a Sustainable Business by Creating Opportunities with Positive Growth & Impact​”
1
Strengthening Financial, Monitoring & Management
2
Proactive Management & Sustainable Operations
3
Enhancing People Capability
| Strategic Thrust | CWP | Total Initiatives | Total Components | CWP Leaders |
|---|---|---|---|---|
| 1. Strengthening Financial, Monitoring & Management | 1. Financial Plan (FIP) | 5 | 12 | Pn Marliyana Omar |
| 2. Moving towards Proactive Management & Sustainable Operations | 2. Estate Performance Improvement Plan (EPIP) | 4 | 12 | Alikamal Abu Hassan |
| 3. Mill Performance Improvement Plan (MPIP) | 6 | 14 | AK Kamarul Zaman bin Pg Zainal Abidin |
|
| 4. Environmental, Social & Governance Plan (ESGP) | 3 | 7 | En Samshul Bahri Muhammad | |
| 3. Enhancing People Capability | 5. Human Capital Plan (HCP) | 4 | 8 | Rosli Yacop |
| 6. Value Creation Initiatives (VCI) | THP is currently exploring new business opportunities to broaden its income pool and improve the business margin through Value Creation Initiatives | |||
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22
Initiative
|
53
Components |
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1. Financial Plan (FIP)
Initiatives: 5
Components: 12
CWP Leaders: Pn Marliyana Omar
2. Estate Performance Improvement Plan (EPIP)
Initiatives: 4
Components: 12
CWP Leaders:Alikamal Abu Hassan
3. Mill Performance Improvement Plan (MPIP)
Initiatives: 6
Components: 14
CWP Leaders: AK Kamarul Zaman bin Pg Zainal Abidin
4. Environmental, Social & Governance Plan (ESGP)
Initiatives: 3
Components: 7
CWP Leaders: En Samshul Bahri Muhammad
5. Human Capital Plan (HCP)
Initiatives: 4
Components: 8
CWP Leaders: Rosli Yacop
THP is currently exploring new business opportunities to broaden its income pool and improve the business margin through Value Creation Initiatives