The global seed-to-shelf agribusiness was recognised for implementing a new unified HR platform, which today connects systems across four market offices to create a single, standardised source of workforce data.

This regional rollout is the first step in the One GAR, One System initiative which will be implemented in GAR’s global operations.

Awards were judged on criteria including innovation, effectiveness and impact on the company. GAR’s platform has delivered efficiency savings of over 70 working days per year, while helping regional leadership in Singapore improve decision making across the region, based on real-time data.

Jenni Lim, Vice President of Human Resources & Administration at GAR, emphasised how the platform is helping the company to harmonise processes and improve employee experience.

“This award recognises how GAR is using technology and innovation to connect our operations across our global agribusiness,” said Lim. “When our HR systems and our business can speak the same language and use the same data across diverse locations, we can bring our Care, Do, Win values to life.”

The system supports the full HR lifecycle, from recruitment and onboarding to organisational management, time‑off administration and employee data management. To improve accessibility and adoption, requests can be submitted and approved anywhere via mobile, while the platform interface and content is available in Simplified Chinese to meet destination market needs.

Through this initiative, GAR has also standardised management levels and staffing grades across markets, bringing them in line with the company’s global framework. Integrated into one digital platform, these developments enhance workforce planning, performance management, and talent development for thousands of employees.

For more information, please contact: communications@goldenagri.com.sg

The post GAR’s HR Platform Wins at National Business Awards 2026 appeared first on Golden Agri-Resources.

In many regions, Golden Agri-Resources (GAR) delivers our 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.

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.”

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.

The post The side we rarely see: Inside GAR´s US rail network appeared first on Golden Agri-Resources.

Thin crispy cookies

Ingredients A:

• 60 g FILMA^® Prestige (Butter Blend Margarine)
• 50 g Icing sugar
• 60 g Egg white
• Zest of 1 lemon
• Zest of 1 lime

Ingredients B:

• 60 g Low-protein flour
• 10 g Milk powder

Instructions:

• Whisk Ingredients A until light and slightly fluffy
• Add Ingredients B and mix until well combined.
• Spread the cookie batter thinly into square or round shapes.
• Bake in a preheated oven at 150°C for 15 minutes, until lightly golden and crisp.
• Allow the cookies to cool completely before topping with the White Chocolate Cheese

White Chocolate Cheese

Ingredients:

• 50 g White chocolate compound
• 5 g Cheese flavour powder

Instructions:

• Melt the white chocolate compound.
• Add the cheese flavour powder and mix until smooth.
• Spread or pipe into square or round shapes to match the cookies, then allow to set until firm.
• Once hardened, place each piece on top of a cooled thin crispy cookie.

The post Lemon Lime Cheese Cookies appeared first on Golden Agri-Resources.

(For 3 trays, 30 × 30 × 3 cm each)

Cake sponge

Ingredients A:

• 200 g FILMA^® Margarine
• 500 g Granulated sugar

Ingredients B:

• 300 g Whole eggs (6 eggs)
• 450 g Milk

Ingredients C:

• 370 g Medium-protein flour
• 2 g Bicarbonate of soda + 2 g Baking powder
• 100 g Cocoa powder

Instructions:

• Cream Ingredients A until pale, fluffy and well combined.
• Gradually add Ingredients B and Ingredients C, alternating between the wet and dry ingredients, and mix until smooth and evenly combined.
• Pour the batter into trays lined with baking paper and greased with margarine.
• Bake in a preheated oven at 180°C for 20–25 minutes.

Mocha buttercream

Ingredients A:

• 200 g FILMA^® Baker’s Cream Fat
• 100 g Liquid sugar (fructose) + 100 g Sweetened condensed milk
• 5 g Mocha paste

Instructions:

• Whisk FILMA^® Baker’s Cream Fat until light and fluffy.
• Add the liquid sugar and mix until well combined.
• Add the sweetened condensed milk and mocha paste, then mix until smooth.

Assembly

Spread the buttercream evenly between each chocolate cake layer, then stack to form a three-layer cake. Finish with a smooth coat on the top.

The post Chocolate Mud Cake appeared first on Golden Agri-Resources.

In professional kitchens, especially those that rely on deep frying, the choice of frying fat is key. A frying medium that stays stable at high temperatures delivers crispier results, more even cooking, and greater consistency throughout the production process.

That is why many food businesses use solid frying oil, also known as deep frying fat, for high-heat applications. Its greater stability compared to liquid cooking oil helps maintain optimal frying performance, resists degradation from repeated heating, and reduces oil absorption in food. FILMA^® Goodfry Deep Frying Fat is one such option.

But good results do not depend on the frying process alone. How the fat is handled afterwards matters too. Proper handling preserves its quality for the next use, while reducing hygiene risks and keeping kitchen operations running smoothly.

Below, we cover its key advantages, along with practical tips on handling, storage, and cleaning after frying.

Advantages of Deep Frying Fat

Using deep frying fat provides several operational benefits for culinary businesses including:

• Stability at high temperatures, making it less likely to break down
• Crispier fried textures
• Lower oil absorption in food compared with liquid cooking oil

At the same time, it also needs to be handled properly after use. Because deep frying fat melts when heated and firms up again as it cools, the way it is stored and managed matters.

After frying, the fat stays in liquid form and usually contains food particles such as crumbs. As it cools, it gradually thickens and returns to a semi-solid state. If it is not handled well, this can affect quality the next time it is used, make equipment harder to clean, and even lead to drainage issues.

That is why it is important to follow a few key steps when storing deep frying fat for future use.

How to Store Deep Frying Fat Properly

To maintain quality for subsequent use, we recommend the following:

• Strain while warm
  Filter the fat once it is no longer excessively hot to remove food debris that may accelerate deterioration.
• Allow to cool naturally
  Let the fat cool to room temperature. Avoid sealing the container while still hot to prevent moisture condensation.
• Store in a sealed container
  Use a heat-resistant, food-grade container and store it in a cool, dry place. Once cooled, the fat will return to a semi-solid form.

Proper storage is important, but cleaning the equipment after use matters just as much. Any fat left behind on fryers or surrounding surfaces can start to harden as it cools, making it harder to remove later. Cleaning it properly and on time helps keep equipment hygienic and ready for the next use.

How to Clean Equipment from Solid Fat Residue

• Remove remaining fat first
  While still warm and liquid, pour leftover fat into a suitable container. This prevents it from solidifying inside the fryer.
• Wipe away excess grease before washing
  Soak up residual fat using paper towels or cloth wipes to reduce grease before washing.
• Use hot water and detergent
  Hot water helps remelt remaining fat residues. Wash the equipment with dishwashing detergent and scrub thoroughly with a sponge until clean.
• For fryers or large-capacity equipment
  Where needed, use a boil-out cleaning process with hot water and a specialised fryer cleaning agent. Rinse thoroughly and dry before the next use.

One common mistake is pouring used fat directly into drainage systems. As it cools, the fat can harden and build up inside pipes, leading to blockages and unpleasant odours. A better approach is to collect the fat in a container, let it cool and thicken, and then dispose of it through your local waste collection or used oil disposal system.

Deep frying fat does more than support what happens in the fryer. When chosen well and handled properly, it can help kitchens stay cleaner, run more efficiently, and deliver more reliable results over time. Designed for the needs of professional kitchens, FILMA^® Goodfry Deep Frying Fat supports more stable and efficient frying operations over the long term.

Gain more insights into frying techniques, kitchen operational tips, and professional culinary inspiration by joining the SMART Food Solutions WhatsApp Channel, where practical information can be applied directly to your food business operations.

The post Deep frying fat: Proper usage, storage, and cleaning practices appeared first on Golden Agri-Resources.

Strawberry Soft Cake

Ingredients A

• 125 g Egg yolks (approx. 8 eggs)
• 100 g Strawberry flavoured milk
• 100 g Strawberry purée
• 100 g FILMA^® Cooking Oil
• 125 g Medium-protein flour
• 15 g Cornflour
• 2 g Baking powder
• 1 g Salt
• Rose pink food colouring, as needed

Ingredients B

• 250 g Egg whites (approx. 8 eggs)
• 150 g Granulated sugar
• 5 g Cream of tartar

Instructions:

• In a bowl, combine all Ingredients A and whisk until smooth and evenly incorporated. Adjust colour with rose pink food colouring as needed.
• In a separate bowl, whisk Ingredients B until soft peaks form.
• Add one-third of the meringue mixture (Ingredients B) into Ingredients A and fold gently to lighten the mixture.
• Add the remaining meringue in two portions, folding carefully each time until fully combined and no streaks remain.
• Pour the batter into a lined 40 × 60 × 2 cm baking tray and spread evenly.
• Bake in a preheated oven at 200°C for 15 minutes.
• Allow to cool completely before cutting into round layers (16–20 cm diameter) to yield approximately 6 pieces.

Strawberry Custard

Ingredients:

• 500 g Strawberry flavoured milk
• 50 g Granulated sugar
• 30 g Cornflour
• 25 g Medium-protein flour

Instructions:

• Mix all ingredients and cook over medium heat until thickened.
• Once cooked, cover the surface with cling film and allow to cool.

Buttercream

Ingredients:

• 500 g FILMA^® Baker’s Cream Fat
• 275 g Liquid sugar (fructose)
• 150g Sweetened creamer

Instructions

• Whisk FILMA^® Baker’s Cream Fat until light and slightly fluffy.
• Add liquid sugar and sweetened creamer, then continue whisking until the buttercream is smooth, light and airy.

Assembly

• Gently fold 150 g of buttercream into the strawberry custard until smooth and uniform.
• Assemble the cake by layering the Strawberry soft cake with strawberry custard and sliced strawberries, building up to six layers.
• Apply a smooth coat of buttercream over the cake, then finish with fresh whole strawberries.

The post Strawberry Shortcake appeared first on Golden Agri-Resources.

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 Golden Agri-Resources.

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 Golden Agri-Resources.

Ingredients A

• 130 g  FILMA® Prestige (Butter Blend Margarine)
• 50 g Palm sugar
• 50 g Icing sugar
• 2 g Instant coffee powder
• 5 g Coffee paste

Ingredients B

• 2 Egg yolks

Ingredients C

• 4 g Baking soda
• 15 g Cornstarch
• 25 g Milk powder
• 230 g Medium-protein flour

Ingredients D (Topping)

• 100 g Kenari nuts, coarsely chopped
• 50 g Granulated sugar (optional)
• 1 Egg yolk (for brushing)

Instructions

• Beat Ingredients A at medium speed for about 5 minutes until well combined.
• Add Ingredients B and continue mixing for 1 minute.
• Add Ingredients C and mix until it turns into an evenly combined dough.
• Roll the dough to a thickness of 6 mm, then cut into 6 × 4 cm rectangles.
• Place the cookies on a baking tray lined with non-stick baking paper or a greased tray. Brush the tops with egg yolk and sprinkle with coarsely chopped kenari nuts.
• Bake at 120°C for 40 minutes.

The post Coffee Kenari Nut Cookies appeared first on Golden Agri-Resources.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

The post Rooted in Courage, Growing in Confidence: From Home to the Certification appeared first on Golden Agri-Resources.