Meet the Golden-Agri Maritime team. Every month, the team manages 30 to 40 vessels, moving 95% of GAR’s total shipping volume to customers in more than 110 countries.

The post Behind Every Shipment: Meet the Golden-⁠Agri Maritime Team appeared first on PT Sinar Mas Agro Resources and Technology Tbk (PT SMART Tbk).

To support efforts to strengthen national food and energy security, including increasing Indonesia’s crude palm oil (CPO) production, Sinar Mas Agribusiness and Food plays an active role in helping its smallholder partners access replanting (Peremajaan Sawit Rakyat/PSR) funding through the Oil Palm Plantation Fund Management Agency (Badan Pengelola Dana Perkebunan/BPDP).

The Company focuses on building smallholders’ capacity and supporting them in fulfilling the documentation requirements for PSR grant applications through BPDP. Sinar Mas Agribusiness and Food is also committed to preparing smallholders to meet the requirements of the Indonesia Sustainable Palm Oil (ISPO) certification scheme. This approach aims to ensure that smallholders comply with national sustainability standards while expanding their access to export markets and formal sources of funding.

Certification also plays an important role in promoting more accountable governance at the plantation level. It supports more transparent business practices, strengthens business certainty, and helps mitigate and address potential challenges on the ground. Overall, these efforts are aligned with the Government’s priorities to strengthen rural economies while supporting national food and energy security through improved governance of the palm oil sector.

Q1: What is Sinar Mas Agribusiness and Food’s role in implementing the PSR programme?

Sinar Mas Agribusiness and Food acts as a partner to smallholders throughout the implementation of the PSR programme. We provide comprehensive support, from land preparation and strengthening smallholder organisations to technical assistance and funding support. This approach aligns with the Collective for Impact initiative, which emphasises cross-sector collaboration to improve smallholder productivity and promote sustainable practices.

Through this approach, the Company integrates support for legal compliance, access to financing, and capacity building to deliver measurable outcomes and foster long-term partnerships across the palm oil supply chain.

Q2: What is the real-world impact that PSR has on smallholder productivity?

The PSR programme enables smallholders to replace ageing oil palm trees with superior planting materials, including Dami Mas seedlings provided to support the programme, while adopting Good Agricultural Practices (GAP). Through consistent support, productivity improvements can be achieved in a more sustainable manner, delivering not only higher yields but also lasting improvements in overall plantation management.

In addition, for mature plantations, we help smallholders access other government programmes that provide essential facilities and infrastructure. This includes production inputs such as superior seedlings, fertilisers, pesticides, and harvesting equipment, as well as agricultural machinery for plantation maintenance. Support also extends to basic infrastructure, including simple logistics facilities and plantation access roads.

We believe that smallholders are the cornerstone of a sustainable palm oil supply chain. Therefore, our efforts extend beyond improving productivity to strengthening trust and fostering long-term partnerships by supporting certification and the adoption of better agricultural practices.

Q3: How does the Company help smallholders access the PSR programme?

As a partner to smallholders, Sinar Mas Agribusiness and Food actively facilitates administrative and verification processes, as well as the establishment and strengthening of smallholder organisations. Our role is to ensure that smallholders meet the requirements of government programmes accurately and on time, enabling them to maximise the benefits available through these initiatives. We also support smallholders in preparing to obtain Indonesia Sustainable Palm Oil (ISPO) certification.

To improve access to supplementary financing for replanting, we connect smallholders with financial institutions and support them in preparing the required documentation, strengthening institutional governance, and demonstrating business viability. This approach helps smallholders build a stronger bankable profile, creating greater opportunities to access financing and supporting their long-term sustainability.

Q4: How do we support legality and the ISPO certification?

We view ISPO certification as a key foundation for ensuring sustainability and mitigating risks across the supply chain. Therefore, we proactively provide continuous technical and administrative support to help smallholders meet the certification requirements. This not only supports regulatory compliance but also expands access to wider markets and formal sources of financing.

Furthermore, this approach strengthens responsible sourcing practices, reduces supply chain risks, and fosters more credible, long-term partnerships. Strategically, it also contributes to strengthening national food and energy security.

Q5: Besides facilitation for their plantation estates, are there any other efforts that Sinar Mas Agribusiness and Food make for smallholders?

As part of our commitment to human capital development, we actively promote the BPDP Palm Oil Scholarship Programme to communities and smallholder families across the Company’s operational areas.

Between 2024 and 2025, we supported more than 1,000 programme applicants, with 191 successfully qualifying for and receiving BPDP scholarships. This year, we aim to increase the number of scholarship recipients to 500. We provide comprehensive support throughout the application process, including assistance with document preparation, administrative guidance, interview coaching, and preparation for the selection process. These efforts are intended to expand access to education and help develop a skilled new generation that is ready to contribute to a more sustainable palm oil industry.

The post Q&A with Muhammad Iqbal – Head of Strategic PSR at Sinar Mas Agribusiness and Food appeared first on PT Sinar Mas Agro Resources and Technology Tbk (PT SMART Tbk).

In 2025, PT SMART Tbk (SMART), together with our parent company Golden Agri-Resources (GAR) continued turning our Collective for Impact commitments into action. From advancing traceability, to supporting smallholders, and developing climate-resilient seeds, sustainability continues to shape how we grow with purpose.

Here are nine highlights from GAR’s Sustainability Report 2025.

1. Giving customers greater visibility across Indonesia’s palm supply chain

2. Expanding traceability beyond palm oil

3. Helping smallholders grow stronger and more resilient farms

4. Developing climate-resilient oil palm seeds for the future

5. Reducing emissions across our operations and supply chain

In 2025, we reduced our Scope 1, 2, and 3 emissions by 4.6% year on year, bringing total emissions to 33.4 million tCO₂e.

This was a concerted effort across our entire business – from methane capture projects to renewable energy use, and continued engagement with suppliers and smallholders.

But reducing emissions across agriculture is rarely straightforward.

Many of the biggest challenges still sit deeper within agricultural supply chains, with Scope 3.

“We’re being asked to decarbonise one of the most complex supply chains on Earth. But the funding simply isn’t there,” says Anita Neville, our Chief Sustainability & Communications Officer.

Addressing them will require long-term investment that is accessible to smallholders, and deeper collaboration across the value chain.

Even with clear targets and continued progress, we know we cannot do it alone. Actual change will require more partners across the value chain to move forward together. That includes co-investment, financing, and support for traceable, lower-emission products.

“We are proving that climate action in agriculture is possible,” says Hary Kurniawan, GAR’s Head of Carbon and Renewables. “But to go further, we need others to walk this path with us.”

6. Increasing renewable energy use across our operations

Palm oil production creates large amounts of residual biomass. Rather than letting it go to waste, we continue finding ways to turn it into energy.

In 2025, 54% of our total energy use came from renewable sources. Across our upstream operations, 93% of renewable energy came from mill residual biomass, including palm fibre and shells.

At our Tarjun refinery, we built on the site’s 2022 transition from coal-fired plant to biomass fuel by commissioning a new pelletiser that converts Palm Kernel Meal (PKM) into pellet form (PKM-P). This helps improve fuel handling and combustion efficiency.

We also installed solar panels at our Marunda refinery. Plans are underway to expand solar capacity across our refineries in phases. At the same time, we began construction of a steam biomass boiler, which will further increase the share of renewable energy in our thermal energy supply.

In 2025, we also added three new methane capture facilities, bringing our total to 11 across our operations.

7. Helping communities grow through the Bright Future Initiative

Strong communities are part of a stronger and more resilient business. They are also an important part of our social licence to operate.

In 2025, our Bright Future Initiative supported 163 Micro, Small and Medium Enterprises (MSMEs) and empowered 3,164 youths across 182 villages, keeping us on track towards our Collective for Impact target of supporting 500 community-based enterprises and 20,000 youths by 2030.

Across different regions, the programme supports communities through skills training, mentorship, market access, and business development support. The initiatives range from food businesses and local crafts to waste management and community-led enterprises.

8. Strengthening human rights due diligence across the supply chain

The bigger the supply chain, the harder it becomes to spot issues early.

In 2025, we assessed 81 third-party mills for human rights practices through our SMART ACT application, a digital tool developed to strengthen due diligence across the supply chain.

The app helps speed up information gathering and gives us a clearer picture of where suppliers may need more support across areas such as labour practices, working conditions, and responsible sourcing requirements.

But while tools like SMART ACT improve visibility, strengthening practices still depends on people spending time on the ground to work directly with suppliers and understand their challenges.

Follow Gladys Benedicta, our Human Rights Officer, on a day in her life:

9. More women shaping decisions across our business

Interested to learn more? Check out our Sustainability Report 2025 here.

The post 9 ways we turned Collective for Impact into action in 2025 appeared first on PT Sinar Mas Agro Resources and Technology Tbk (PT SMART Tbk).

In his message from the Sustainability Report 2025, our chairman lays out how this is our opportunity to keep building a business that stays resilient, relevant, and rooted in purpose.

An opportunity to lead with clarity, innovation, and purpose

Strength despite uncertainty

In 2025, together with GAR, we delivered a strong performance despite the uncertain backdrop.

Revenue rose 19% to US$12.95 billion, supported by both higher volumes and prices. EBITDA grew 14% to US$1.26 billion, with margins remaining healthy.

On the ground, progress was steady. Palm product yields reached 5.0 tonnes per hectare, among the highest in the industry, driven by better agronomy and continuous improvements in the field.

And, with our support, 1,095 farmers gained RSPO certification in 2025, lifting their incomes through more sustainable farming practices.

Managing our impact – collectively

As expectations change, so must our strategy.

Since 2015, our Golden Agri-Resources (GAR) Social and Environmental Policy has guided how we operate. In 2025, we took the next step with the launch of Collective for Impact, a framework that further integrates sustainability into every part of our business.

Collective for Impact is built around three areas:

The idea behind it is straightforward: sustainability cannot sit on the sidelines. It has to shape how we make decisions, how we operate, and how we work with others.

This is a shared effort across teams, partners, and communities.

Strengthening supply chain resilience

In parallel, we are taking practical steps to reduce our environmental impact. We expanded methane capture in our mills and began construction of a biomass boiler in our downstream operations. These efforts not only reduce emissions across our value chain but also make better use of our own resources.

People remain at the centre of this system. Smallholders play a critical role, and through our Sawit Terampil programme, we reached 11,250 farmers this year. More of them are now adopting sustainable practices and achieving RSPO certification as a result.

We are deeply committed to supporting communities. We want to help create meaningful opportunities so that people can build better futures, for themselves and those around them. Through our Bright Future Initiative, we continued supporting local communities and youth development. We worked with 182 villages, supporting 280 community projects and 163 small businesses. These programmes help build stronger, more resilient local economies.

Innovating to manage instability

Climate change continues to shape agriculture in real ways, through higher temperatures, shifting rainfall patterns, and extreme weather events.

We are responding by investing in innovation to mitigate our impact and adapt our business model. Our dedicated research teams continue to develop planting materials that are more resilient to climate stress, pests, and disease.

In November 2025, our SMART Research Institute reached an important milestone with the launch of DxP Dami Mas MTK, the first oil palm seed in Indonesia approved for strong performance under drought conditions. This secures yields while directly addressing growing climate risk.

The path forward

Agribusiness is entering a new phase, where traditional assumptions of slow movement and conservatism no longer hold. The sector faces many of the same challenges as others, but with heightened expectations around sustainability, quality, and safety, and an increasing demand for faster change. In this environment, we see an opportunity to lead with clarity, innovation, and purpose.

Our path forward is clear: to drive greater productivity from existing land, responsibly and with sustainability at the core of how we manage risk, unlock opportunity, create better products, and ensure long-term resilience. We will continue to strengthen how we operate and invest in solutions that matter.

Progress is built through strong partnerships and shared commitment. We thank our employees, business partners, and stakeholders for their continued trust and support on this journey.

Together, we go far, fast, towards a strong and sustainable future.

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What is polymorphism? And why does it matter?

Fats are unique because they can crystallise in more than one form. While the shape and arrangement of the crystals change, the chemistry stays the same. This behaviour is called polymorphism, and it plays a major role in how a fat feels, melts, and acts in a finished product.

There are three primary crystal forms found in in edible fats like palm stearin and palm olein:

• α — the least stable form, created during very rapid cooling
• β’ — small, fine, stable crystals preferred for smooth textures and good aeration
• β — larger, more stable crystals that can lead to graininess or a coarse texture when crystal size becomes excessive

A simple way to visualise the difference is to think of:

• α as soft snow
• β’ as fine beach sand
• β as coarse gravel

Fat crystal form affects baking from the start to finish, even if we don’t see it directly in the final product. In margarine or shortening, its crystal structure controls how easy it is to mix and how well it traps air, which helps create a light batter or dough. It also determines the quality of foam structure and air volume during creaming.

During baking, the fat melts, but the air pockets and structure it helped build remain and become part of the cake or bread as it sets. After baking and cooling, the fat hardens again inside the crumb, helping keep the product soft, stable, and less crumbly over time. In simple terms, the fat crystal form is a guide that shapes texture, volume, and softness from mixing until the product is eaten.

The crystal form you encourage, or avoid, determines how your product performs.

β’ crystal form: The gold standard in bakery formulation

Among the three crystal forms, β’ crystals hold a special place. These crystals are small, fine, and stable, building smooth, cohesive fat networks that hold their structure under heat, shear, and long storage. β’ is the ideal form to aim for in bakery applications, keeping shortenings and margarines easy to use, and affecting doughs, batters, and fillings.

β’ crystals in bakery applications

Impact on creams & aerated systems	Stabilises air bubbles during whipping Delivers consistent volume and foam structure Maintains aeration over storage time Reduces collapse under temperature changes
Impact on baked goods	Promotes fine, even crumb Controls spread in cookies and biscuits Improves machinability in dough handling Contributes to lift and flake in laminated doughs Builds stable fat layers that resist breakage during lamination

“Palm stearin naturally leans toward β’ formation when cooled under controlled conditions. Palm olein can help tune softness and flow without disrupting the β’ network. Together, they give product developers a flexible foundation for achieving stable, high-performing textures,” explains Isti Christianti, R&D Category Sub Division Head at SMART.

Practical Formulation: What to Adjust When Things Go Wrong

If your cookies spread too much

Likely issue: fat is too soft or crystals are too weak/few.
Crystal connection: insufficient β’ network formation.

We suggest to:

• Use “harder” fats with higher solid fractions (more β’ crystals)
• Check if dough temperature is too warm during mixing

If your laminated dough loses layers or “smears”

Likely issue: fat plasticity window is off (too brittle or too soft).
Crystal connection: wrong crystal size distribution; weak network under shear.

We suggest to:

• Use an appropriate fat with the correct stearin/olein ratio for the required processing conditions
• Allow the fat temperature to stabilise before lamination to achieve a stable β′ network ahead of lamination stress
• Avoid big temperature fluctuations; control working temperature to prevent changes in fat crystal structure

If your cream/aerated system collapses

Likely issue: fat network can’t hold air bubbles over time.
Crystal connection: crystals are too large or not forming a supportive β’ lattice.

We suggest to:

• Replace with a fat with a higher solid profile that has enough β’ crystal to support aeration (without causing waxiness)
• Use the right temperature range during whipping

If you see oiling-out in spreads or shortenings

Likely issue: weak crystal network can’t trap liquid oil.
Crystal connection: insufficient β’ structure or crystal network damaged by heat cycling.

We suggest to:

• Increase the solid fat structure (higher palm stearin or harder fraction) and apply controlled cooling to build a stronger β’ crystal network
• Avoid prolonged storage at temperatures that partially melt the fat crystal network

Ready to solve fat-related problems in your bakery products?

If there’s one takeaway from all of this, it’s that fat performance isn’t just an ingredient choice. The same palm stearin or palm olein can behave very differently depending on cooling rate, agitation, holding time, and how the product is stored. Emulsifiers, water, and other ingredients also shape how crystals grow, how stable they stay, and how strong the final structure becomes.

That’s why Isti and the SMART team don’t start with a generic “which fat is best?” question. They start with what your product needs to do.

“We start with what the food needs to deliver — taste, texture, appearance,” says Isti. “Then we select the right palm fraction, or even blend them, to get the ideal balance. This helps our customers save time in development.”

Want a second set of eyes on your formulation?

So, if you’re trying to fix instability, improve aeration, or simply make performance more consistent across climates, talk to the team that works with palm fractions every day.

Explore SMART’s Food & Nutrition Innovation support and connect with our food R&D experts here.

About Isti Christianti

The post Why fat crystals matter in bakery fats: A deep dive into palm fat functionality for successful product development appeared first on PT Sinar Mas Agro Resources and Technology Tbk (PT SMART Tbk).

In many regions, Golden Agri-Resources (GAR) delivers the products by trucks and vessels. In the United States (US), the situation is different. Rail is the main way we distribute our products.

Why use rail transport?

Geography drives this choice. The US spans vast distances, with production sites, ports, and customers located far apart. Rail makes it possible to transport enormous volumes consistently across these routes.

At the same time, the US already has an established network in place. Unlike many countries where rail infrastructure prioritises passenger transport, most US rail lines are designed for freight. Rail companies expanded the network during westward expansion and the rise of industry in the 19th and early 20th centuries. They engineered tracks, rail yards, and terminals to carry bulk goods such as coal and grain across the country.

Today, that same infrastructure moves large volumes of industrial products efficiently over long distances.

Beyond that, rail is more fuel-efficient and produces fewer emissions per tonne moved.

Moving products by rail reduces the number of trucks on highways, which eases traffic congestion and lowers the risk of road accidents. With strict safety standards and dedicated, predictable routes, rail is a dependable solution for transport in large countries like the United States. Its established freight corridors and structured rail schedules also enable greater planning visibility.

Taken together, these strengths allow us to bring customers a stable, large-scale supply supported by one of the most extensive freight rail networks in the world.

What it takes to move by Rail

Managing railcars across many owners

One of the biggest challenges in the US rail system is ownership. Unlike highways, rail lines are privately owned. Each stretch of track belongs to a specific railroad company, which manages its own operations and traffic.

This map shows the US freight railroad network, with each colour denoting a different railroad company. What appears to be one seamless network is in reality a patchwork of independently run systems.

Joseph explains it clearly: “Think of it like connecting flights. One railroad passes the railcar to the next, just like how your luggage transfers between planes during a layover.”

Because of this structure, a single railcar often changes hands several times before reaching its destination. As it crosses states, it moves from one company´s tracks to another´s, with each transfer requiring precise coordination and confirmation.

This complexity has grown alongside the scale of our operations. Joseph explains, “GAR US was established in 2014. Our railcar operations began in 2015 with about 150 railcars. By 2025, we had more than 500 railcars leased. Today, we are operating around 300 railcars.”

In a network built on many independent operators, coordination becomes a competitive advantage. Joseph explains, “We monitor railcar movements daily and plan loading by weeks. We also stay in close contact with each railroad along the route. This coordination helps us manage handovers between operators and keep our load moving.”

A line of freight tanker railcars travels across the US continent.

 

GAR ensures that, even across thousands of miles and multiple handovers, we fulfil a simple yet critical assurance to our customers: their orders will arrive when promised. Joseph adds, “Rail is already one of the most fuel-efficient transport options.

Our focus is on planning shipments carefully by optimising routes and coordinating schedules, so we move more product while reducing the overall environmental impact.”

Across GAR, our operations adapt to local needs while supporting global goals.

Explore how our Italy team puts this into action through the career journey of an operations leader.

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Ian Suwarganda leads Golden Agri-Resources’ (GAR’s) efforts to strengthen responsible palm oil supply chains, with a focus on traceability, responsible sourcing, and supplier engagement. His work centres on translating sustainability commitments into practical actions across GAR’s global supply base, while helping the company and its partners navigate evolving international requirements such as the EU Deforestation Regulation (EUDR).

A key priority in his work is ensuring that smallholders remain part of sustainable palm oil supply chains. Through partnerships, capacity-building programmes, and collaborative initiatives, Ian’s teams support efforts to help independent smallholders meet sustainability standards while improving their livelihoods, ensuring that progress towards deforestation-free supply chains is both effective and inclusive.

Q1: Why does GAR invest in supporting smallholders?

We invest in supporting smallholders because their success is fundamental to the sustainability of the palm oil sector and our supply chain. In Indonesia, smallholders manage around 40–45% of the total oil palm plantation area, yet there remains a significant productivity gap between smallholder farms and company-managed estates. Closing this gap is important to ensure that farmers can improve their livelihoods while the sector reaches its full production potential, with the added benefit of enhancing livelihoods and profitability for independent farmers.

This is also essential for our business. Both our mills and those of our suppliers depend heavily on Fresh Fruit Bunches (FFB) produced by smallholders, and some mills rely almost entirely on smallholder supply. By providing access to replanting programmes, training, better agronomic practices, and quality seedlings, we help farmers improve productivity and fruit quality, ensuring a more sustainable and resilient supply chain for the long term.

Q2: What impact does supporting smallholders create, for both smallholders and GAR’s supply chain?

Supporting smallholders creates value both for farmers and for the integrity of our supply chain. For farmers, capacity building, training and stronger farmer organisations can help improve productivity, farming practices, and access to stable markets.

Many palm oil supply chains are complex and involve multiple intermediaries, which can make traceability challenging. By mapping, engaging, and working directly with smallholders, through training, data collection, and group-based approaches, GAR is able to strengthen traceability to the plantation level while ensuring that farmers remain connected to stable markets.

Over the past 1.5 years, we have mapped 25,920 smallholder farmers and more than 94,000 plantation plots across 469 villages in 118 districts. This mapping is a foundational step that allows us to better understand farmers’ needs, improve supply chain transparency, and support smallholders in progressing towards recognised sustainability standards and certification. These efforts are also aligned with GAR’s Collective for Impact, which includes a commitment to training 100,000 smallholders by 2035 to help build more productive, resilient and sustainable palm oil supply chains.

Q3: How is GAR supporting smallholders on the ground through the Sawit Terampil programme?

Collective for Impact recognises that sustainability challenges cannot be solved by a single actor alone. Through the Sawit Terampil programme, GAR works alongside smallholders, local governments, NGOs and other partners to strengthen the responsible sourcing pillar of our sustainability framework. The programme demonstrates how shared responsibility can translate into practical action on the ground, supporting more inclusive and deforestation-free supply chains.

A key objective of Sawit Terampil is to help smallholders grow from individual farmers who rely on company support into stronger, self-organised farmer groups. Through associations such as PESAT (Petani Sawit Terampil), farmers can organise themselves, share experiences, and train one another through peer-to-peer learning. Over time, this approach not only strengthens their partnership with GAR but also empowers smallholders to take greater ownership of their journey towards sustainable and productive farming.

Q4: How does supporting smallholders help to meet new regulations like the EU Deforestation Regulation (EUDR)?

Smallholders play an important role in global palm oil supply chains, but new regulations such as the EU Deforestation Regulation (EUDR) require higher levels of traceability and proof that commodities are produced without deforestation. For many smallholders, meeting these requirements can be challenging without the right support. Through programmes like Sawit Terampil, GAR helps address this gap by supporting smallholders with training, mapping, and improved agricultural practices, enabling stronger traceability to the plantation level while keeping smallholders connected to responsible market.

At the same time, GAR actively advocates for the recognition of smallholders in global policy discussions. Smallholders are vital to Indonesia’s palm oil sector and the global supply chain, and many operate as family-based producers rather than corporations. Regulations that unintentionally exclude them risk reducing compliant supply and undermining sustainability goals. We therefore encourage flexibility and affirmative approaches that help smallholders transition towards compliance while remaining part of sustainable global supply chain.

Q5: What message does GAR want to share with global audiences about palm oil and sustainability?

Palm oil is one of the most efficient vegetable oils in the world and plays an important role in supporting food systems and rural livelihoods. The key challenge is how it can produced responsibly and inclusively. Through initiatives such as Sawit Terampil and Collective for Impact, we aim to demonstrate that sustainable palm oil supply chains are possible when companies, farmers, government, and partners work together. By strengthening traceability, building farmer capacity, and supporting smallholder inclusion, we hope to contribute to a palm oil sector that is both environmentally responsible and socially inclusive.

At the same time, we recognise that this journey cannot be achieved by one company alone. We invite our customers, partners, and stakeholders to work with us in supporting smallholders and building transparent, deforestation-free supply chains that benefit both people and the planet.

The post Q&A with Ian Suwarganda about Supply Chain Transformation & Supporting Smallholders appeared first on PT Sinar Mas Agro Resources and Technology Tbk (PT SMART Tbk).

Discipline that protects the product

“Logistics demands discipline and accuracy,” Indahwati expresses.

In food manufacturing, small mistakes travel far. Minor errors can affect production, storage, delivery, invoicing, and even customers and vendors. These slips also carry consequences for time, cost, quality, and customer satisfaction.

An incorrect receiving record can undermine traceability. A stock mismatch can disrupt raw materials planning. Incomplete documentation can delay both local and export shipments at the port. Whether you are handling raw materials or finished goods, precise timing and food safety compliance are directly tied to product quality.

“That’s why I insist so much on structure,” she explains. “In food, details protect the product. So, we document every movement properly and follow Standard Operating Procedures (SOPs) closely. We must make decisions based on accurate data.”

“It may look like I’m being very strict,” she adds, “but that is how we keep the team aligned, and how we protect the trust our customers place in us.”

Her position also places her in the middle of many conversations. Sales, PPIC, production, quality, procurement, finance, transport partners, regulators — logistics touches them all.

“Logistics sits at the core of all of it. It offers something few roles do: a full view of the business. That full view is what makes the work meaningful to me,” she reveals.

That perspective keeps her alert to knock-on effects. Her focus is on removing friction before others feel it and closing gaps before they hit the next link in the supply chain. Most days, no one notices. And that, she believes, is the point.

The Structure of Logistics Operations

* First In, First Out / First Expired, First Out (FIFO/FEFO)

Staying ready for the next shift

A warehouse never truly stands still. Orders come. Trucks arrive. Systems update. Customer expectations rise.

“Logistics changes faster than people realise,” Indahwati says. “If we stay the same, we fall behind.”

For her, improvement starts with people. She invests in training across levels — from system literacy to operational analysis.

“Systems only work when people understand why they matter,” she explains. “I want my team to see the bigger picture.”

That belief in building people showed clearly when she led the implementation of the Warehouse Management System (WMS) in Unit Surabaya.

At the time, the warehouse relied heavily on manual documentation across spreadsheets and paper records. Confirming stock positions required cross-checking between departments. She saw an opportunity to strengthen the operation’s foundation.

So together with the Information Technology (IT) team and consultant, the team redesigned workflows, and remapped warehouse movements and product placement. They also carried out hands-on training on the floor to help everyone adapt to the new routines.

The adjustment took time. Team members came from varied educational backgrounds, and many were new to digital systems. Adapting required patience and steady mentoring, with clear goals to guide the team forward.

“It was a shift in habits,” she recalls. “People needed time to understand the system and to trust it. The system also had to fit the real conditions on the ground.”

But as confidence grew, results followed. Space was used more efficiently. Loading became faster and more structured. Delivery errors were reduced.  Even traceability improved, offering clearer insight into stock movement and shipment history.

For Indahwati, the takeaway remains simple.

“Technology helps,” she says. “But what really drives improvement is people’s willingness to evolve and learn new things. We must always ask, ‘How can we do this better?’”

Trust that lifts the whole line

When Indahwati first joined Unit Surabaya, she inherited a team adjusting to new systems and higher standards. Her focus was on three things: trust, communication, and collaboration.

“My first step was clarity. We defined roles carefully and talked through expectations for each person. The goal was to ensure they understood how their work influences production schedules, transport timelines, and ultimately customer delivery,” she says.

At the same time, rather than directing every move, she encouraged team members to take ownership of their areas and supported them as they learned.

“People grow when they are trusted with responsibility,” she says. “Yes, they will make mistakes. But that is part of the process.”

Over time, that trust strengthened the team. Supervisors began proactively seeking solutions before escalation. Team members took initiative in improving documentation and re-checking stock. Confidence increased as accountability moved closer to the work itself

For her, that standard does not change, no matter who holds the role.

“Capability is capability,” she says. “If you can do the work, step forward.” She encourages women in her team to lead improvement projects, manage teams, and take on broader operational roles, even in functions traditionally dominated by men. The expectation remains the same: discipline, accountability, consistency.

For Indahwati, leadership is simple. “You give trust. You give responsibility. You give guidance,” she says. “When you give that first, the team becomes rock solid.”

Across warehouses and operation floors nationwide, women continue to shape the decisions that keep food moving safely and reliably. Indahwati stands among them — uncompromising in her standards and generous in her trust. Her influence shows in every team member who grows under her guidance. #givetogain

This International Women’s Day, her story is a reminder that leadership in supply chains rests on capability and commitment, regardless of gender.

Interested in meeting more women shaping our business? Meet Atika and Alexandra here.

The post What it takes to keep a food supply chain in motion appeared first on PT Sinar Mas Agro Resources and Technology Tbk (PT SMART Tbk).

Gunung Bakti, Subulussalam, Aceh, A woman divides her time between home, the plantation, and her family business in trading oil palm fresh fruit bunches. For years, she has balanced multiple roles – caring for her family while tending to her field. It has not always been easy, yet these daily experiences that gradually built her confidence and resilience. Over time, Risniati Tarigan discovered her own strength, as a trader, a group leader, and a woman who dared to step forward in a sector still largely dominated by men.

Over the past two years, through CV Perangin-Angin Group (PAG), Risniati has worked closely with two other male traders and nearly 300 independent smallholders who collectively manage around 680 hectares of oil palm plantations. In the past, many farmers relied on practices passed down through generations. Fertiliser often applied without proper measurement, fronds were stacked without clear purpose, and determining fruit ripeness largely based on experience rather than guidance.

Through her daily interactions with smallholders, Risniati began to wonder how these practices could be improved. She saw the potential for better productivity and quality if farmers were equipped with clearer knowledge and more structured approaches to managing their plantations.

Her journey with sustainability began through her work as a trader collecting fresh fruit bunches (FFB) from independent smallholders in her community. Through these interactions, Risniati witnessed first-hand the challenges smallholders face in maintaining the quality and consistency of their harvests.

When she first learned about the Good Agricultural Practices (GAP) training under the Sawit Terampil programme, she became curious and decided to learn more. As she began to understand the gap between existing farming practices and recommended agricultural standards, she encouraged the farmers supplying her with FFB to join the program.

Over time, the program also opened the opportunity for participants to pursue RSPO certification. Seeing the potential benefits, Risniati, together with two other traders and several hundred smallholders, decided to take this opportunity. In November 2025, CV Perangin-Angin Group (PAG) officially certified as an RSPO-certified smallholder group.

This achievement is the result of a collaboration between IDH, Mondelēz International, and Sinar Mas through the Sustainable Palm Oil Landscape Initiative in Aceh and North Sumatra, a four-year programme supported by the governments of the Netherlands and the United Kingdom through the National Initiatives for Sustainable Climate Smart Oil Palm Smallholders (NISCOPS).

For Risniawati, sustainability was not only about environmental responsibility, but also about the future of the palm oil industry. She believed that better farming practices would help farmers improve the quality of their harvests while creating a more stable and reliable supply chain. Through the training, she observed how farmers began adopting better cultivation practices, from proper fertilisation and harvesting techniques to simple but important measures such as wearing personal protective equipment (PPE) while working.

As farmers adopted these practices, Risniati began to see the impact directly in her role as a trader. The quality of the fruit improved, harvests became more consistent, and the palm oil produced was easier to market. For her, sustainability is not just a concept, but a practical pathway that helps farmers grow better crops while ensuring the palm oil they produce can be more widely accepted in the market.

As a woman, the path was not always comfortable. In many meetings and discussions, Risniati was often the only woman present. Awkwardness, doubt, and moments of insecurity sometimes emerged. Yet she chose to persevere. For her, learning is everyone’s right, including women.

“I am proud,” she said. “I believe that women can be equal, educated, and succeed in this sector.”

For Risniati, the certification is proof that hard work, a willingness to learn, and the courage to change can lead to meaningful results. She now sees this achievement as more than just a certificate; it is a doorway for other women to step forward.

“I encourage other women to keep learning and growing together, supporting one another. I hope that in the future, more women will dare to step forward to improve the productivity of their land,” she said.

Risniati believes that behind every well-managed plantation lies a story of courage and growth. In Gunung Bakti Village, her journey reflects how perseverance and dedication can transform everyday work into something larger. Through continuous learning, Risniati continues to support farmers while demonstrating that women can play an important role across the palm oil value chain.

The post Rooted in Courage, Growing in Confidence: From Home to the Certification appeared first on PT Sinar Mas Agro Resources and Technology Tbk (PT SMART Tbk).

The cost of a reputation

Alexandra’s understanding of this “currency” was forged in 2008. Transitioning into Treasury, she found herself at the negotiating table with global banks. It was a high-pressure environment where it often seemed easier to soften a difficult truth or gloss over a financial hurdle to keep a deal moving.

She chose the opposite. She learned that while transparency might seem to slow down a negotiation in the short term, it creates a bulletproof reputation in the long run.

“Integrity simplifies your life,” she explains. “Once you’re clear about what you stand for, you don’t waste energy explaining yourself or fixing half-truths. You gain a trust that you simply cannot buy, and in moments of uncertainty, that trust is the only thing that keeps you moving forward.”

Starting over: The 2023 test

This commitment was tested again in late 2023 when Alexandra joined GAR Colombia. After 20 years in one organisation, she was suddenly a newcomer in a business experiencing intense, “messy” growth. Systems were still shifting, and financial processes required manual, meticulous care.

She could have relied on her seniority to push through challenges. Instead, she chose to listen. She found a small, young team that needed a leader who would stand behind them, not just manage them.

“Everything was new: the culture, the people, the pace,” she recalls. “I had to prove my principles all over again. By showing my team that I was willing to learn alongside them and protect their well-being first, we turned a daunting transition into a shared success.”

Where the personal meets the technical

Today, that trust is what allows Alexandra to navigate the complex daily decisions of a growing business.

Take setting credit limits for supplier prepayments, for example. On paper, it looks like a cold, technical calculation. In reality, it is a high stakes balancing act between Finance, Commercial, and Operations. It requires Alexandra to sit down, find a balance, and push back when the risk is too high for both the company and the supplier, even when there is pressure to move faster.

“Most people only see the final number on a sheet,” she says. “I see the difficult conversations that lead to it. It’s a shared agreement to grow both our business and our suppliers’ business safely. Because our partners and suppliers know we are people of our word, they trust us to navigate those risks together.”

A legacy of “Giving to Gain”

Because Alexandra learned the value of integrity the hard way, she is now intentional about passing it on. In 2025, she became a certified mentor, giving her time to help younger professionals – especially women – find their own voices in finance.

For her, mentorship is an investment in the next generation’s “compass.”

As she looks toward the future, Alexandra is passionate about opening doors for the next generations. She encourages them to “dare to stand out” and take on every new challenge.

“I hope people remember me as someone whose word was as good as a bank guarantee,” Alexandra reflects. “In finance, figures fade, but the trust you’ve built with partners and teams stays in the room long after you’ve left. I want the next generation to see that you don’t have to cut corners to win. At the end of the day, a successful business is a just a collection of people who trust one another to do the right thing.”

Alexandra’s journey is part of a wider series celebrating our leaders for International Women’s Day (IWD) 2026. Interested in meeting more women shaping our business? Meet Atika and Indahwati here.

The post The weight of a word: “Once you compromise integrity, you lose your compass.” appeared first on PT Sinar Mas Agro Resources and Technology Tbk (PT SMART Tbk).