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.

The post Together towards a sustainable future: A message from our chairman appeared first on PT Sinar Mas Agro Resources and Technology Tbk (PT SMART Tbk).

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).

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).

Finding meaning through experience

Atika never planned a career in partnerships. Her early professional years moved across procurement, NGOs, funding, and impact consulting. At the time, each role felt useful, but separate.

Looking back, she sees how those experiences define her approach today.

One defining moment was her time as a management trainee in procurement. She was assigned to meet farmers – not to talk numbers, but to understand their challenges.

“I remember listening to farmers share their hopes and struggles,” she says. “That was when I realised that behind every price tag and harvest, there are real people trying to build a better life.”

That moment changed how she understood impact. More than numbers, it became tied to livelihoods. Years later, when she moved into partnerships, that perspective followed her. The partnership role allowed her to stay close to both decision-making and everyday realities. It brought together the parts of her work life that once felt separate.

“I remember thinking, this feels like the answer to a search I had been on for almost ten years,” Atika says. “That sense of connection is what makes this work feel purposeful,” she says.

It’s not about the paperwork

If you take a look at Atika’s desk, you might see plenty of contracts, budgets, and reports. But she’s quick to tell you that the paper isn’t the point. A contract is just a footprint of a much longer journey where people had to learn to trust each other.

She spends a lot of her time nudging her colleagues to look past the usual hurdles. One of her favourite questions? What would we do if resources weren’t the first thing we worried about?

“That question changes the energy in the room,” Atika explains. “It lets us stop stressing over constraints and start imagining what’s actually possible. Actual change starts when we give ourselves permission to dream a little bigger.”

How trust grows, slowly and unexpectedly

To Atika, trust isn’t something you can rush with a signature. It grows in small, often messy ways.

One of the best examples would be a collaboration that began with a simple question she raised during an online forum. There was no proposal attached and no immediate plan to build a programme. But the exchange opened a conversation with a customer who shared similar concerns around labour practices. After months of follow-up discussions, alignment began to form. What started as dialogue eventually developed into a customer-supported supplier transformation programme focused on human rights, implemented between 2024 and 2025.

“We didn’t rush it,” she says. “We spent months just showing up, chatting, and finding common ground. You have to be okay with staying in the conversation even when you aren’t sure where it’s going yet.”

This patient approach pays off in ways no one could predict. In Riau, GAR set up a childcare pilot in a single site that focused on improving early childhood care and caregiver capacity. The Community Economic Empowerment team brought the childcare transformation know-how to management and other units, while partnerships brought in the external partners needed to launch the trial. As the work continued and results became visible, interest grew across neighbouring areas.

Other childcare centres began adopting similar approaches, and members of the Dharma Wanita women’s group joined in, showing true community ownership.

Looking ahead: A human legacy

For Atika, the launch of Collective for Impact is a sign that things are changing for the better. It’s a shift from doing what’s expected to setting our own course in sustainability.

“It gives us room to breathe,” Atika says. “We’re no longer just reacting to what’s expected. We can be more deliberate, more thoughtful, and more aligned with our partners about where we’re trying to go together.”

When she thinks about the next ten years, Atika wants to leave behind a legacy that is more human.

“I want to leave behind a way of working that’s more than just KPIs,” she explains. “If we can make life a little easier for the people on the ground – if our own teams feel supported and the local communities actually feel a lift in their daily lives – then that’s the real win for me.”

Ultimately, she hopes this more human way of working proves to the next generation, especially to other women, that you don’t have to choose between business and heart.

“I want people to believe that making a difference is actually possible,” she says. “When you give pieces of yourself and build a real relationship with people and the land they live on, lasting change is inevitable.”

These moments are part of a wider story of partnerships at GAR. Explore our other story on how GAR works with partners to turn shared intent into lasting impact.

The post What we give shapes what we grow: Lessons from partnership work appeared first on PT Sinar Mas Agro Resources and Technology Tbk (PT SMART Tbk).

What she assumed about palm oil – and what she learned on the inside

Before GAR, palm oil mostly existed in Roberta’s world as headlines and conversations. People around her had strong opinions, many of them shaped more by distance than experience. So when she saw an opening in GAR, she applied with a mix of curiosity and uncertainty.

“The fact that its palm oil is what pulled me in,” she said. “In Europe, we often see the industry through a narrow view. I wanted to understand whether that was real.”

Her early days changed that perspective. From plantations, processing plants, tank farms, terminals, to vessels, she witnessed how the supply chain came together to reach customers who relied on palm-derived ingredients every day. She still remembers the surprise of realising how many skincare and household products tap into palm-based components.

“I wasn’t aware how much comes from such a small fruit,” she said. “Seeing everything with my own eyes helped me understand the industry beyond what we usually hear in Europe.”

What she learned didn’t sweep away the industry’s challenges. But it gave her something she didn’t have before: context. And that made all the difference in how she saw the work.

Where learning hits different

Roberta had worked in logistics before. But liquid bulk? That was something else. Here, product didn’t just sit in place. It moved. It flowed. It needed valves opened, pumps running, temperatures checked. And everything had to happen fast, because the clock started ticking the moment it left the tank.

“Liquid bulk behaves differently,” she said. “One wrong valve can change everything.”

Her early days were exhausting in a way she still remembers. She was climbing tanks, reading layouts, memorising SOPs. Everything was new. Everything demanded her full attention. And just when she thought she was catching up, reality stepped in.

The first was a tank truck spill. “It was a moment of panic I didn’t even have time to feel. I just stuck to the SOP, kept steady, and supported the operating team the best I could. Later on, the calm surprised me more than the spill did,” said Roberta.

The second moment arrived quietly but hit just as hard. A truck had been loaded with the wrong product, after the terminal mistakenly drew from a tank meant for something else.

“I almost had a heart attack,” she admitted. “Your brain immediately goes: how did this even happen?”

She moved fast, calling the transporter, informing the client, and stopping the truck before the issue escalated. Later, when everything was under control, she sat with the team to retrace the steps. They looked at the process together, not to blame anyone, but to understand the gap.

“I know it sounds like a cliché, but that moment really shaped me. No one pointed fingers. Everyone just focused on fixing it. Growth happens in those messy, all-eyes-on-you moments. Because you don’t grow by getting everything right — you grow when things go sideways, and you choose to stay steady, speak up, and move forward anyway.”

The places and moments that shaped her

Roberta has worked in Spain, the Netherlands, and now Italy, but she rarely talks about these moves as a list of countries. For her, each place was a step in understanding herself.

“Spain was where it all started for me — the first time I saw GAR up close, the first time I touched anything liquid bulk, and the first time I realised how much I didn’t know. It was a steep curve, but that’s also what gave me the confidence to keep going. The Netherlands had a different rhythm altogether. I had to adjust how I worked, how I communicate. It challenged me not just professionally, but personally,” said Roberta.

But the moment that truly marked her journey came in Italy. GAR assigned her to help open the Milan office – a responsibility she still talks about with quiet pride. “Being trusted to build something new felt special,” she said. “It reflected everything I had been working toward.”

Opening the office pulled together all the lessons she learned the hard way: the spill that tested her composure, the wrong-product loading that made her heart drop, the long nights replaying mistakes until she understood what to fix.

“You stumble a lot in operations. But every time you get up, you realise you’ve grown,” she said.

Leadership, as she learned it

Roberta’s idea of leadership grew with every challenge she faced. “At the start, I thought proving myself meant being fast and flawless,” she said. “Only later I realised growth comes from the moments that shake you.”

Handling spills, wrong loadings, and new systems taught her to stay calm, listen more, and decide with clarity. “Leadership isn’t about knowing everything,” she said. “It’s staying calm, trusting your team, and making decisions even when things feel uncertain.”

“I grew here because I had space to learn, fall, rise, and try again. To me, that’s what true growth looks like – messy, meaningful and real.”

Roberta’s story shows how people grow when they have space to learn and rise again. Follow another colleague’s experience of learning and growing with purpose here.

The post Life at GAR: The rise of an operations leader in liquid bulk logistics appeared first on PT Sinar Mas Agro Resources and Technology Tbk (PT SMART Tbk).

For 27-year-old Riko Juandi, that decision happened quietly on a small patch of land in Tigur Jaya, West Kalimantan. He wasn’t aiming to take a big risk. He was just exploring something new.

In 2022, Riko was growing his nursery business, selling oil palm seedlings. That year, he decided to try something different: germinating a batch of Dami Mas seeds. What caught his eye wasn’t a flashy brochure or sales pitch. It was the seeds themselves. “They looked good and grew well,” he said. “I was going to sell them, but something told me to keep a few and plant them myself.”

So, he kept 120. A small decision, guided by instinct, that set him on a path to bigger changes in his farm, his income, and the lives he touches.

A gut feeling that paid off

Back then, seedlings were just stock for Riko. He’d used several seed brands before and had come to expect average results. But the Dami Mas sprouts stood out. “The germinated seeds were big,” he remembers. “I thought if the sprouts are this good, maybe the fruits will be too.”

That thought sparked a decision: keep a portion of the seedlings and plant them himself.

As the months passed, he watched the young palms take root and grow. Their stems were thicker, their leaves stronger. His confidence grew with them. It didn’t take long for Riko to realise that he’d made the right call.

Harvesting confidence

Holding the fruits of his labour, Riko proves that a quality start delivers better and more reliable yields.

Every farmer looks forward to harvest day – and Riko’s first Dami Mas harvest was one to remember.

“At just 32 months, I was already getting bunches weighing 6.5 kilograms,” he said. “The fruit was bigger and more productive than anything I’d planted before.”

But it wasn’t just about size. What impressed Riko even more was consistency. His Dami Mas plot delivered, not only higher yields, but more reliable ones.

“This variety can really improve a farmer’s livelihood,” he said. “I’ve seen it in my own income.”

Today, the fruits of that first trial are still growing and so is his belief in what a quality start can lead to.

What farmers really look for

Growing with confidence

Today, Riko still stands by that first decision and the seedlings that started it all.

Standing alongside the Dami Mas team, he’s proud of what he’s built, and hopeful for what’s ahead.
Would he recommend Dami Mas to others?

“Absolutely,” he says. “It’s been tested and proven. I’ve seen it myself and I believe it can help many other farmers too.”

His hope? That Dami Mas continues delivering the same quality and consistency that won him over, so more farmers can plant with confidence, grow with pride, and build something that lasts.

Because every great harvest starts the same way: with a quality beginning.

Great yield begins with a good start. Explore our Dami Mas seeds and see what a quality start can do for you.

The post Customer Conversations: How farmers are seeing the power of a quality start with Dami Mas seeds appeared first on PT Sinar Mas Agro Resources and Technology Tbk (PT SMART Tbk).

Not what he expected – and exactly what he needed

“I didn’t set out to join oleochemicals,” Yash admits. “I wanted to better understand the physical commodities business.”

Fresh out of university with a degree in Economics and Finance, Yash joined GAR as his first full-time job. He wasn’t specifically looking for oleochemicals; he sought an opportunity to immerse himself in global trade. What he found was more than he expected. The direct exposure to oleochemicals offered great benefits, giving him experience in an asset-based organisation and shipping operations.

“Even a few months into the job, high trust was given to fresh grads like me,” Yash recalls. “Management’s doors were always open for conversations on objectives or close learning.”

The fast-track learning experience paved the way for his next big step: a move to Europe. GAR was re-establishing its oleochemicals business there, and Yash was tapped for the mission.

Europe, reset: Turning disruptions into direction

In late 2019, Yash landed in the Netherlands to help rebuild GAR’s oleochemicals business in Europe. It was a high-stakes, time-sensitive challenge.

After the closure of GAR Germany, a small team was assembled to rebuild the oleochemicals business in Europe: Yash, along with a commercial lead and a logistics specialist. Together, they weren’t just holding the fort. They were building it, brick by brick.

“It was exciting and daunting all at once,” Yash shares. “Exciting for the new work and country. Daunting because I was moving again, building a life in a country where I knew no one.” The pressure of restarting was immense.

Their priority was simple: “making sure we didn’t miss a beat on our commitments to existing customers,” he says.

Professionally, Yash quickly picked up a “direct, let’s get it done” style. It was a blank slate with one goal: re-establish the oleo business. All while navigating a new country, language, and the sharp shock of winter after growing up in sunny Singapore.

The team faced challenges daily. They quickly built effective operations and communication. With a Dutch, Spanish, and Singaporean/Asian background, “we had to learn to work with and understand each other fast.” Plus, there was “so much to figure out”, Yash says, from finances and costs to warehouses and commercial opportunities. They had to “ask around, adapt from best practices, and learn”.

Then, three months in, COVID-19 hit. “We suddenly had to manage a completely disrupted supply chain, something no one had ever seen before.” Over-communication became crucial to stay connected. “We just had to act quickly on good ideas to overcome the chaos.”

Challenges like anti-dumping duties added more complexities. Still, their mindset stayed firm: adapt, don’t stop. “We didn’t have all the answers, but we were always ready to take action.”

What started as a reset became a relaunch. It redefined how GAR supports customers: with clarity, resilience, and a practical, human approach to solving tough problems.

Across time zones, across cultures: A business built on bridges

Rebuilding a business is tough enough. Doing it across countries, time zones, and work cultures? That takes something more.

Connecting a supply chain stretching from Indonesia to Singapore to the Netherlands meant bridging not only distance, but also communication styles and cultural norms.

“In Asia, there’s a lot of context behind every message,” he explains. “In Europe, especially in the Netherlands, it’s all about clarity and directness. Spain, on the other hand, thrives on relationships. People want to know who you are before doing business.”

He didn’t shy away from these differences. In fact, navigating them became a skill in itself. Yash learned to tailor conversations, listen carefully, and ensure everyone was on the same page. “It came down to getting to know people and being genuine.”

Working in a lean team also changed how Yash made decisions, “I learned to trust my own instinct and judgment,” he says. “In a bigger team, you have layers of support. In lean teams, you often wear multiple hats and have to develop your own decision-making muscle.”

Lessons from the deep end

For Yash, the past few years have shaped not just how he works, but how he sees business, leadership, and growth itself.

“When I started, I thought strategy was just about making money,” he reflects. “Now I see it differently. Good strategy connects everything: finance, operations, sustainability, and people. And unless you consider how it’s implemented, it’s just words on paper.”

He credits his growth to one key mindset: staying curious. “I try not to take things at face value,” he says. “When you’re curious, you learn more. When you learn more, you connect better. That’s how progress happens.”

Now part of the Business Development & Strategic Planning team at GAR Singapore, Yash brings that mindset to a bigger stage, building opportunities across the entire company.

GAR’s reach is powered by people who build with purpose. Explore how our global teams bring value to partners worldwide. Revisit Yash’s reflections back in 2018 on 25 years of Sinar Mas Oleochemicals here.

The post Inside a Business Development Manager role: What it’s like to work in a multi-national company appeared first on PT Sinar Mas Agro Resources and Technology Tbk (PT SMART Tbk).

As Head of Community Economic Empowermentat at Sinar Mas Agribusiness and Food, Irpan Kadir doesn’t just talk about impact – he lives it. Through his leadership, our Bright Future Initiative made a real difference in 2024, supporting over 100 small businesses and more than 180 community projects across Indonesia.

But for Irpan, numbers don’t drive the work. People do.

“The biggest reward is seeing people stand on their own. When they no longer need us – that’s when we’ve done our job right,” says Irpan.

From supporting fish farmers to mentoring young entrepreneurs, Irpan helps transform ideas into sustainable livelihoods. His approach mixes strategy with empathy – grounded in a simple but powerful belief: rural communities don’t need charity. They need partnership.

Q: What led you to a life in community empowerment?

Irpan: Before joining Sinar Mas Agribusiness and Food, I spent over 15 years as a community development consultant. In 2017, I came on board to support supplier engagement. It was a completely new world for me at the time. Then in 2020, just as the pandemic hit, I was asked to lead our Community Economic Empowerment department. It was a tough time. Travel restrictions made community engagement incredibly difficult, but it also pushed us to think more creatively and focus on what really matters.

What drives me is simple: I’ve seen too many communities, especially in rural Indonesia, struggle with limited opportunities for economic and human development. The company gives me a platform to support these communities in ways that are sustainable, practical, and long-term.

Q: What achievements are you most proud of from the past year?

Irpan: In 2024, what made me most proud wasn’t just the number of communities we supported – 184 initiatives and over 100 MSMEs – but seeing many of them start building complete local ecosystems. These ecosystems support the entire business chain – from sourcing raw materials to accessing markets.

For example, in Kalimantan, we helped build an inclusive aquaculture system. In Ketapang, we introduced integrated ecological farming. These programmes are designed to strengthen the full value chain from production inputs all the way to market access. When communities have control over their resources, the impact isn’t just meaningful, it’s sustainable.

Q: Is there a moment that stayed with you?

Irpan: The stories that stay with me are always about people, especially those who become what we call local champions.

These are programme participants who take what they’ve learned, run with it, and keep the project going on their own. Some even train others. That’s when we know our job is done right. It’s bittersweet, because stepping back is always hard. But watching them thrive independently? That’s ultimate goal.

Q: GAR often talks about ‘doing well and doing good’. What does that look like to you?

Irpan: To me, it’s about making sure our business success translates into real value for the communities around us. Companies don’t operate in a vacuum. Our activities have a footprint – social and environmental. And we have a responsibility to manage that footprint with care.

The better we perform, the more we can give back – whether through education programmes, environmental protection, or helping the local economy thrive. It’s a cycle that feeds itself, if we do it right.

Q: How do you keep a balance between business goals and community needs?

Irpan: It starts with recognising that the two don’t have to be in conflict. When communities thrive, businesses do too. Our programmes are designed to reduce risks and build stronger relationships with the people around us. That helps us operate more smoothly and sustainably in the long run.

For example, by helping communities build their own economic ecosystems, we reduce dependency and avoid tensions that can arise when people feel left out of growth. So, we’re not only giving back, but also investing in stability, trust, and a social license to operate.

Q: What challenges come with working so closely on the ground?

Irpan: Plenty. One of the biggest is managing the dynamics within the community groups themselves.

Keeping all stakeholders aligned, including village heads, small business leaders, community leaders, is another challenge. That’s why we take a participatory approach from the start. When everyone’s voice is heard early on, it’s much easier to move forward together.

Q: Have you seen this work make a difference for the next generation?

Irpan: Absolutely. One of the most promising shifts we’ve seen is the rise of youth participation. More young people are joining our training, coaching, and mentoring programmes, and many are stepping up as leaders in their communities.

This is closely tied to one of our Collective for Impact sustainability framework goals: to empower 20,000 rural youth by 2035 through skills training, mentorship, and entrepreneurship. We’re starting to see that momentum build.

For those pursuing higher education, we help connect them to scholarship opportunities through partners like Eka Tjipta Foundation (ETF), Tzu Chi, and others. These young people are the future. If we can support their journey now, they’ll be the ones driving impact tomorrow.

Q: What’s your vision for the future of Bright Future Initiative and community empowerment at GAR?

Irpan: I want to see more local champions – leaders who are born within the communities we support. People who’ve walked the journey and now have the skills, knowledge, and confidence to carry it forward.

These are the people who will sustain and grow what we’ve started. That’s the real goal – not to stay in the spotlight, but to pass the torch and watch it burn brighter in their hands.

When communities thrive, we all grow. Learn how GAR’s community economic empowerment supports growth with purpose.

The post Behind the numbers: Irpan Kadir – Helping communities grow with purpose appeared first on PT Sinar Mas Agro Resources and Technology Tbk (PT SMART Tbk).

In his message from the Sustainability Report 2024, our Chairman lays out a clear path: how Sinar Mas Agribusiness and Food turns headwinds into momentum and responds to a fast-changing world with purpose and collective action.

Growing together with purpose

Dear Partners, Stakeholders, and Employees,

From economic shifts to extreme weather and evolving regulations, 2024 tested industries across the board. Palm oil was no exception.

But if there’s one thing challenges do, it’s open our eyes to new possibilities. They push us to grow – not just in scale but direction. To take control of where we’re headed and lead on our terms.

This means making decisions that stand the test of time, prioritising impact over quick wins, and finding solutions that support our business and those around us.

The way we grow matters – and this year’s results prove the strength of our business model, people, partnerships, and vision for sustainable growth.

A strong business in a challenging landscape

In FY2024, we achieved an EBITDA margin of 10% or US$1.1 billion. While palm product output dipped 7% to 2.7 million tonnes, it remains among the highest. At 4.8 tonnes per hectare, it reflects years of fine-tuning farming and sustainability practices. For future growth, we’re replanting with high-yield materials and using precision agriculture to boost productivity.

Meanwhile, our integrated processing, global reach, and diverse portfolio enable us to remain agile. Our priorities are clear: cost efficiency and value-added products.

Sustainability – our competitive edge

Our strong foundation lays the groundwork for success. But sustainability secures our future.

As extreme weather and regulations intensify, investing in responsible agriculture matters more than ever. Better traceability and lower emissions make us more resilient.

Our sustainability framework: Turning challenges into opportunities

That’s why our strategy must grow with the world around us.

Since 2015, the GAR Social and Environmental Policy (GSEP) has been our foundation. But as challenges evolve, so must we. Our new framework, Collective for Impact, provides a clearer path forward. It has three key areas:

Sourcing responsibly

Caring for our planet

Empowering people

Accelerating our path to net zero

One of our biggest priorities is climate change – a challenge that defines our time.

In 2024, we set bold targets to cut absolute emissions from direct operations by 30 – 42% by 2030. Our goal is Net Zero by 2050. This supports Indonesia’s 2030 carbon sink goal and builds on our COP27 commitment to the Agriculture Sector Roadmap for a 1.5 °C pathway.

Our climate target:

30-42% emissions reduction from direct operation by 2030 and Net Zero by 2050

Leading with transparency & innovation

Being the partner of choice begins with transparency – earning trust by knowing the origin of our raw materials and backing it with data.

Collective action: How we do sustainability

Big challenges need big solutions – so we work with peers, suppliers, and smallholders to drive sustainability at every level. By joining global efforts like the Roundtable on Sustainable Palm Oil (RSPO), we share expertise, learn from one another, and scale our impact.

Bright Future Initiative:

189 projects with 113 MSMEs

Beyond our business, our Bright Future Initiative helps communities build better livelihoods. In 2024, we supported 189 projects, including 113 Micro, Small, and Medium Enterprises (MSMEs). From farming and digital skills to operations training, we empower local entrepreneurs to grow and reach new markets.

The road ahead

The world is changing, and so is the future of agribusiness. At Sinar Mas Agribusiness and Food, we believe leadership starts with action – with choices that reflect our values and shape a better future. That’s why we invest in sustainability, pursue practical innovation, and build shared solutions that last.

Sustainability is our business strategy – it’s how we grow, create better products, and make sure we’re here for the long run.

Over the years, we’ve seen one truth hold: the best progress is made together. This is more than just our journey – it’s one we share with our employees, partners, and stakeholders. Thank you for growing with us.

Together, we can go far, fast and beyond.

Sustainability needs more than words. Learn how we’re backing ours with bold actions. Read our full Sustainability Report 2024 here.

The post Together for impact: Our vision for responsible agribusiness appeared first on PT Sinar Mas Agro Resources and Technology Tbk (PT SMART Tbk).