On 24–25 January 2026, we conducted our annual Capacity Building session at PT Sinar Hijau Ventures (SHV). The program provided a structured moment to reflect on the past year and align our direction for 2026.
As export targets rise and regional expansion progresses, strengthening internal systems becomes increasingly critical. Growth is not only about scaling operations, but about ensuring that our people, processes, and governance are ready to sustain that scale responsibly.
Operational Alignment and Execution Discipline
The first day focused on reviewing the 2026 Work Plan and assessing internal work patterns. Key improvement areas included decision-making clarity, prioritization, and cross-functional coordination.
Through a structured Stop, Start, Continue workshop, we reinforced the importance of outcome-driven meetings, two-way communication, and sharper alignment with strategic priorities. Strengthening accountability across functions remains central to improving operational discipline.
Moving forward, we are strengthening ownership of targets, sharpening priorities in line with export timelines, investing in continuous team development, managing partner and buyer relationships more strategically, and optimizing operational systems to enhance transparency and efficiency. These steps directly reinforce consistency, reliability, and export readiness.
Strong collaboration across teams continues to be a foundation of our operations. We maintain disciplined follow-up and consistent engagement across our value chain, from farmers to buyers, supported by improved coordination and stronger internal systems.
The second day addressed leadership, communication, and internal governance through facilitated reflection and a Gender Workshop. We examined how decisions are made, how roles are distributed, and how feedback flows across levels of the organization. As operations scale, stronger alignment between management, operations, and field coordination is essential to maintaining quality standards.
These discussions reaffirmed a key principle: sustainable growth depends on mature systems, aligned leadership, and disciplined execution.
Strengthening GEDSI from Within
Gender, Equity, Disability, and Social Inclusion, GEDSI, formed an integral part of this year’s program. Rather than positioning GEDSI as a standalone initiative, we integrate it into our operational strategy.
Trough production chain mapping, we reviewed task distribution across our spice value chain. While roles are largely competency-based, continuous evaluation of access to training, leadership pathways, and decision-making opportunities remains essential to prevent structural imbalance.
We also reviewed the participation of women farmers within our supply chain. With a minimum target of 25 percent participation of women farmers, we are strengthening needs mapping and consultation mechanisms to ensure meaningful inclusion. Our focus extends beyond representation to access, voice, and participation in decision-making processes.
For SHV, integrating GEDSI strengthens product quality, operational resilience, and long-term market credibility.
Voices from the Team
Naomi, Finance and Admin at SHV, noted that the sessions strengthened clarity of outputs and cross-team coordination, while increasing awareness of how internal decisions affect field-level workload.
Arman, Farmer Coordinator, emphasized the importance of consulting technical and field teams before setting work standards and targets to improve execution consistency and quality assurance.
Positioning for Sustainable Growth
Capacity Building 2026 marks an important milestone for SHV. By strengthening our systems, improving coordination, and aligning our direction, we are building a stronger foundation for sustainable growth.
At SHV, business performance and social impact grow together, shaping the way we operate and the way we move forward.
