PALMOILMAGAZINE, YOGYAKARTA — A different atmosphere filled the training halls of LPP Agro as more than 200 young talents gathered for the Planters Learning & Assignment Program (PLANT), part of PTPN’s onboarding initiative for future leaders in Indonesia’s state-owned plantation sector. But this wasn’t just another formal orientation—it was a call for a mindset shift.
Standing before the participants, Dwi Sutoro, Marketing Director of PTPN Holding, delivered a powerful message, “We don’t work for the SOP. The SOP exists to help us do the work.”
His words, shared via his official LinkedIn account on Friday (May 2, 2025), resonated strongly with the audience, signaling a broader cultural transformation within PTPN—one that favors adaptability over bureaucracy.
Dwi emphasized that Standard Operating Procedures (SOPs) should not be seen as rigid frameworks that limit creativity or progress. Instead, they are living tools—meant to evolve with the dynamic nature of the business, especially in a global commodity market that demands constant innovation and flexibility.
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“The plantation industry can no longer afford to rely on outdated, overly administrative approaches,” he said. “Innovation, efficiency, and agility are the keys to remaining competitive.”
This shift in work culture aligns with PTPN Holding’s broader transformation agenda, which includes consolidating its subsidiaries across sugarcane, palm oil, tea, and coffee into a modern, efficient, and sustainable enterprise. The young professionals in this onboarding cohort are being groomed to lead this change.
“SOPs should never be an excuse for stagnation,” Dwi added. “They must serve as dynamic foundations—flexible enough to support field solutions rather than hinder them.”
The statement marks a clear intention: PTPN’s transformation isn’t limited to systems or structures—it extends to rethinking how its people work. The goal is to instill a new leadership mindset: working in a state-owned enterprise (SOE) means becoming part of a force for national progress, not merely filling positions in an organizational chart.
With over 200 future leaders being prepared to take on strategic roles, PTPN is making it clear that leadership succession demands more than just technical competence. It requires fresh thinking, adaptability, and a results-driven attitude.
“If SOPs are the path, then our destination is transformation and progress,” Dwi concluded. (P2)
