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.

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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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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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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.

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From new offices in Miami and Milan to breakthroughs in science, sustainability, and community empowerment – every achievement reflects how we grow with purpose.

Watch our 60-second journey through a remarkable year of progress, innovation, and impact.

Discover how we continues to grow with purpose through innovation, partnerships, and impact for people and planet. See our stories.

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Consumers are asking sharper questions: Is it plant-based? Is it safe? Can it clean well without costing the earth?

Detergent makers are racing to keep up by reformulating biodegradable formulas, clearer claims, and ingredients that work in colder washing. At Sinar Mas Agribusiness and Food, we see oleochemicals as key to this change. Through responsibly sourced palm oil, our oleochemicals support brands in creating detergents that are both effective and responsible – a win for households and for the planet.

Why consumers are shaping the new detergent playbook

Sustainability is no longer just a niche demand. Shoppers are paying closer attention to what goes into their detergents. They’re scanning labels for words like “plant-based”, “biodegradable”, or “cruelty-free”. At the same time, they still expect the basics: products that clean well, are easy to find, and don’t break the bank.

Research shows detergent consumers fall into three broad groups:

Source: Who Cares? Who Does? Sustainability by Kantar 2024

Taken together, eco-actives and eco-considerers make up over 60% of shoppers. That’s where the biggest opportunity lies for detergent brands.

But turning intent into action isn’t simple. Many shoppers still hold back because:

Sustainable products are too expensive

They don’t know how to tell what’s truly sustainable

Struggling to find them in stores

Some worry they won’t work or clean as well

This shows why clear and credible claims matter. They want proof that a detergent really is plant-based, that the packaging can really be recycled, and that performance won’t be sacrificed in the process.

The lesson for brands is clear: sustainability will win loyalty only when it’s backed by transparency and results.

One product, many worlds: What detergent looks like around the globe

Laundry may be universal, but the way people wash their clothes and what they want from detergents is anything but. For detergent makers, this means agility is non-negotiable.

Source: Mintel Database 2024

Laundry habits differ sharply by region. For brands, this means knowing which priorities matter locally and building performance and trust around them.

Chemistry that carries the load: Building detergents that work in softer conditions

If one factor weakens, another has to pick up the slack. So, when the heat goes down, chemistry must work harder.

At Sinar Mas Agribusiness and Food, our palm-based oleochemicals are designed with this balance in mind. They keep detergents powerful at 30°C or below, so consumers can save energy without worrying about performance.

“A lot of people assume that just because it is plant-based, it is less effective. That’s 100% not true,” says Enrique Naz, our Deputy Chief Executive Officer at Sinarmas Cepsa. “We’re showing that renewable chemistry can deliver the same, it not better, results than traditional formulations – and with the added benefit of traceability and sustainability.”

What sustainability really means, and what brands need from ingredient partners

Sustainability doesn’t look the same to everyone. Some shoppers care most about labels like plant-based or biodegradable. Others are drawn to cruelty-free, refillable packaging, or low-energy wash formats. For detergent makers, the challenge is turning these promises into something measurable.

This is where ingredients make the difference. The ingredients inside a detergent decides whether it truly biodegrades, performs well in cold washes, or delivers results a brand can confidently stand behind.

At Sinar Mas Agribusiness and Food, we help bridge that gap by offering:

“The test isn’t just performance anymore. It’s credibility. Consumers want proof. Our role is to give brands the chemistry, traceability, and assurance they need to show their detergents work – and that they work responsibly,” explains Enrique.

Clean clothes shouldn’t come at the planet’s expense. That’s why we’re investing in surfactants that balance performance with sustainability, supporting detergent makers worldwide. Explore our high-quality surfactants from Sinarmas Cepsa.

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Growers are planting smarter, scientists are innovating with nature-based solutions, and logistics teams are keeping food flowing from refinery gates to store shelves. How? With quality seedlings, practical training, and steadfast support from our people at every step.

This World Food Day 2025, we follow these connections in action, from seed researchers and smallholder coaches to biotechnologists and logistic leaders. Each plays a role in ensuring food is grown, moved, and enjoyed in ways that care for both people and the planet.

Seeds for resilience: Better varieties, better support

Every strong harvest starts with a strong seed. At SMART Research Institute (SMARTRI), scientists have been developing new oil palm varieties designed to stay resilient under increasingly unpredictable weather conditions. Among the seeds in development is a drought-tolerant variant that has shown promising results in field trials – delivering higher yields and greater stability during dry periods.

This innovation builds on more than a decade of research into how oil palms respond to water stress, helping farmers prepare for the challenges of climate change and secure their harvests for the long term.

But seed genetics alone aren’t enough. Our Dami Mas seed business pairs these innovations with on-the-ground support. Farmers receive advice on choosing the right varieties for their location, managing young palms through their most vulnerable years, and planning for long-term productivity.

“Good seeds set the potential. The right guidance unlocks it,” says Saistyo Agi Hendiwiyarto, Sales & Marketing Executive at Dami Mas. “That’s how we help growers build businesses that last through good years and bad years.”

Growing sustainably, step by step

In Langkat, North Sumatra, Asrijon Tanjung, a Senior Smallholder Innovation Officer at GAR, ambles into a farmer’s plot. He’s not here to inspect or lecture. He’s here to listen, share knowledge, and help farmers navigate the journey toward RSPO certification via the Sawit Terampil programme.

Certification is more than a stamp of approval. It signals that a farmer is working in ways that protect soil, water, and biodiversity, while improving yields. For smallholders, that transformation can be daunting. That’s where Asrijon’s role becomes vital.

“Every farmer learns at a different pace,” he says. “I make sure the guidance I give fits their reality, so that they can put it into practice right away and see the benefits. Each small win lifts their confidence.”

From mapping land boundaries to teaching safe fertiliser application, Asrijon focuses on building trust first. He believes that once trust is there, change follows. Farmers in his programme have reported not just higher yields, but also better financial planning and stronger community networks.

Food security, he believes, begins with empowered farmers. “Give farmers the right tools and know-how, and they’ll find a way to keep food on the table for their families and neighbours, no matter what comes.”

Nature at work: Growing better with biological solutions

In Sentul, Bogor, inside the SMART Biotechnology Centre, scientists are harnessing nature to safeguard the future of farming. Their innovations: trichomas®, mycormas®, and RHINOMAS®, use natural processes to protect, nurture, and maintain plants with little ecological impact.

trichomas® with an active ingredient of Trichoderma, a soil fungus that protects crops from other harmful fungi by inhibiting their attack and by activating plant defences.

“Trichoderma not only blocks harmful pathogens, but also improve the uptake of nutrients,” explains Condro Utomo, Biotechnology Department Head at SMART Biotechnology Centre. “It also stimulates root growth, improves nutrient absorption, and helps the plant build systemic resistance.”

mycormas® mirrors the benefits of a healthy soil ecosystem. It enriches roots with mycorrhizal fungi that improve nutrient and water uptake while enhancing drought resilience.

For pest control, RHINOMAS® uses pheromone technology to manage rhinoceros beetles, a major pest in replanting oil palm estates, without relying on chemical pesticides. Together, these biological tools offer farmers safer and smarter ways to grow.

“By using natural solutions, we’re helping farmers produce food that’s safer for farmers, healthier for people, and more environmentally friendly,” says Condro.

From refinery to shelf: Keeping food flowing, safely and timely

The story of food security doesn’t end in the fields. In our refineries, the next chapter begins – moving products from production lines to markets, kitchens, and businesses worldwide.

In our Surabaya refinery, Indahwati, Head of Logistic Operation, makes this possible. Every day, her team coordinates truckloads of cooking oil and other products, ensuring they leave the refinery on schedule and arrive where they’re needed.

“Logistics is about precision,” Indahwati says. “We have to match production output with transport availability, navigate schedules, and keep up with changing customer demands.”

Customer satisfaction is also front and centre. Her team prioritises service that is fast, timely, reliable, and safe, while maximising operational efficiency. That means strong coordination with internal and external partners, as well as with regulators to meet every requirement related to food safety, halal certification, and quality standards.

Her scope spans route planning, vehicle bookings, and working with transport partners to keep goods moving without interruption. “Every truck or container we dispatch carries the work of so many people upstream. My job is to make sure that effort isn’t wasted, and that the food people rely on gets to them when they expect it.”

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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.

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That’s how Wahyu Widodo describes the turning point that changed everything.

In 2020, after years of working in big city companies, Wahyu returned home to his family’s palm oil farm in Riau. Once a source of pride, the land had fallen into disrepair. Many advised him to sell, but Wahyu couldn’t let go of what his family had built.

What began as a reluctant homecoming became a journey of renewal. One that led him to become an advocate for sustainable farming and a supporter of the EU Deforestation Regulation (EUDR). It wasn’t easy. But with help from Sinar Mas Agribusiness and Food and a belief in doing what’s right, Wahyu is proving that change doesn’t have to mean compromise. It can mean growth. For farmers, forests, and future generations.

Coming home to grow

Wahyu grew up around palm oil. His father worked at Sinar Mas Agribusiness and Food, a subsidiary of GAR, and life on the plantation was all he knew. But Wahyu dreamed of something different. A career in the city.

Then in 2020, everything changed. His parents’ aging plantation was on the verge of shutting down. The land was unproductive and neglected. Stepping in wasn’t easy but felt necessary. “I realised that letting go would mean losing something bigger – our family’s legacy, and the potential it still held,” Wahyu says.

What started out of duty soon became something deeper. It was a mission to bring the land back to life.

The turning point: Meeting EUDR

Wahyu first heard about the European Union Deforestation Regulation (EUDR) from fellow farmers and local forums. The acronym was unfamiliar. The requirements sounded complex.

“Initially, I wasn’t sure how it would impact us. Would it be just another burden for smallholders? But the more I learned, the more I realised it’s something we need to prepare for – whether we like it or not,” he explains.

What shifted Wahyu’s perspective wasn’t about supporting or opposing the regulation itself – it was about recognising the need to strengthen his farm’s long-term practices. “It’s pushed us to think harder about how we work, how we protect the land, and how we prepare for the future,” he says.

For Wahyu, sustainability became a responsibility and no longer just a checkbox. “If we ourselves don’t act, who will protect our land?” he wonders.

Not alone: The power of collaboration

Understanding EUDR is one thing. Putting it into action is another.

Small steps, real impact

Bit by bit, change began to take root.

Wahyu saw his plantation begin to recover – more organised, more traceable, more productive. He noticed a quiet shift in his farming group, too. Farmers started asking more questions, attending more discussions, opening up to new practices.

But Wahyu knows this is just the beginning.

He now mentors other smallholders in his community, guiding them through unfamiliar processes like land mapping and verification, and helping them find their footing. “Not everyone embraces change. But I’ve seen firsthand how these small steps, when put together, create real progress.”

And his hope? That more farmers take that first step too.

“I want Indonesian palm oil to be respected in Europe and beyond,” he says. “I want to show that smallholders, when empowered and supported, can meet the highest standards – without losing who we are or how we work.”

Growing with purpose means growing with our partners. See how we’re walking alongside suppliers every step of the way.

The post Going back to move forward: Why one farmer is preparing for EUDR appeared first on PT Sinar Mas Agro Resources and Technology Tbk (PT SMART Tbk).

Palm oil is everywhere – in snacks, soaps, cosmetics, even biofuels. But how many people actually know where it comes from?

It’s not quick or easy. Behind every bottle of cooking oil or bar of soap is a long journey that begins in the soil and depends on people who grow with care and commitment.

From carefully selected seeds to ripe fruit bunches ready for harvest, here’s how oil palm is grown step by step. Along the way, you’ll meet the people and innovations shaping a more sustainable future – because At Sinar Mas Agribusiness and Food, we believe how we grow matters just as much as what we grow.

From seed to seedling: The start of the journey

Before a single fruit is harvested, oil palm cultivation starts with the seed. And, a lot of science.

At Sinar Mas Agribusiness and Food, we produce our own high-performing planting materials through our SMART Research Institute (SMARTRI), and distribute them via Dami Mas, our certified seed supplier. These seeds are the result of decades of work. The goal: to create palm varieties that yield more oil, resist disease better, and adapt to changing climate and soil conditions.

Each seed is bred for strength and productivity. Once it germinates, it spends 12–14 months in a specialised nursery, where it’s carefully looked after until it grows strong. When a seedling has 12–15 healthy leaves and a solid root system, it’s ready for the next stage.

Life at the plantation: Growing strong and sustainable

After a year in the nursery, the seedlings are ready for their next chapter – life in the plantation.

Timing is everything. Before the rainy season begins, the seedlings are planted in neat grids – more than 100 trees per football field-sized area. This early planting ensures roots can take hold before the dry season hits. With the right foundation, each tree will produce fruit for up to 30 years.

During those 30 years, we use satellite technology to analyse our plantations and apply fertilisers only where needed. Natural pest solutions like barn owls help us control pests. Our partnership with CIRAD, a French agricultural research institute, brings advanced crop science directly to the field.

Before the first harvest, everything we do – from soil preparation to weeding and water management – shapes the tree’s future. That’s why our agronomy teams are on the ground daily to make sure each tree gets the care it needs to grow strong and sustainably.

Harvest time: When fresh fruit bunches come in

After years of careful cultivation, the trees are finally ready to deliver what they’ve been preparing all along – fresh fruit bunches (FFBs), packed with oil-rich palm fruits.

Healthy trees produce about 12 to 14 bunches a year, with every bunch weighing up to 25 kilogrammes. When ripe, the fruits take on a deep reddish-orange hue – rich in beta-carotene, the same pigment that gives carrots their colour. This vibrant signal means it’s time to harvest.

Harvesting oil palm fruit is a skilled task. Workers use long, curved sickles to cut the bunches from towering trees that can reach 40 feet tall. The ripest fruits often detach from the bunch during the cut, which is a good sign, since those fruits carry the most oil. Each fruit can contain up to 25-30% of oil – one reason why oil palm is the most efficient oilseed crop in the world.

We don’t waste time after harvesting. FFBs are quickly collected and transported to nearby mills – ideally within 24 hours – for high oil yield and top quality. The fruit’s flesh (mesocarp) is pressed into palm oil, while the inner seed (kernel) becomes palm kernel oil. Nothing goes to waste: leftover fibres and shells are reused as organic fertiliser or biomass fuel, helping close the loop on sustainable production.

On the ground with: Luki Nursuhera Dwi Putri

SPO Assistant, Cendana Estate, West Kalimantan

Luki spends her days in the field, clipboard in hand and eyes sharp on the ground. As a Sustainable Palm Oil (SPO) Assistant, she oversees the grading and quality control of every harvest that leaves her estate.

“Harvesting isn’t just about volume, but also getting the quality right,” she says. “Even one unripe bunch can affect the oil yield.”

She inspects each pile for fruit ripeness, checks for loose fruits, and ensures that harvesting teams meet strict standards. Her role sits at the intersection of precision and people – she supports workers, coaches for better practices, and upholds the sustainability standards we are known for.

“I love seeing the link between our work and the products people use every day,” Luki adds. “It reminds me that what we do here matters far beyond the plantation.”

From seed to mill, every step in growing palm oil matters. Watch the full journey here.

The post How oil palm is grown, from seed to harvest appeared first on PT Sinar Mas Agro Resources and Technology Tbk (PT SMART Tbk).