Measurable progress, environmental leadership and social impact. Those were the key takeaways from a panel discussion among members of APRIL’s Stakeholder Advisory Committee, or SAC, at their recently held Stakeholder Forum in Jakarta.
For the past decade since the launch of APRIL’s Sustainable Forest Management Policy 2.0 (SFMP 2.0) on 3 June 2015, the SAC has overseen the implementation of the policy that included landmark commitments to end deforestation in APRIL’s concessions and supply chains and laid down a series of new sustainability commitments that have guided the company’s actions.
Panel members at the event reflected on the wider global context back in 2015 when APRIL unveiled its updated sustainability policy. Then, they noted, the Indonesian forestry industry was subject to intense scrutiny and there was a trust deficit between the industry and many environmental NGOs.
“There was a lot of scepticism that APRIL could decouple its business ambitions from deforestation,” said SAC co-Chair Rod Taylor, who is also Director of the World Resources Institute’s Global Forest Program. “The mill capacity was projected to be expanded, and there were all kinds of reports saying it was going to be impossible for APRIL to feed its mills without expanding its landholdings, which meant probably deforestation.”
That hasn’t happened. The company has stuck to its commitments and grown its business through downstream diversification and by increasing productivity rather than expanding its plantation footprint. It has also submitted itself to an annual independent assurance process carried out by KPMG PRI, commissioned under the auspices of the SAC.
Early on, the interactions between the committee and the company were particularly robust, says Dr Neil Byron, a tropical forestry expert who has been an SAC-member since 2016. “It’s easy to forget how difficult and controversial this was ten years ago. There have been some tough conversations and lots of tense moments of negotiation where the SAC was pushing hard.” He credits the success to setting detailed criteria, careful monitoring, and maintaining “open and honest” dialogue with all interested parties.
Over time though, the tenor of those interactions has eased as the company has responded to challenges. Ida Bagus Putera Parthama, who had a distinguished career with the Indonesian Ministry of Environment and Forestry and now co-chairs the SAC, points to the decreasing number of non-conformities reported by independent auditor KPMG as a key indicator of this success.
“Of course, there is room for improvement and challenges faced, but the best thing is that … there is no backpedaling in this process. It keeps getting better and better,” he added.
Prof Jeff Sayer at University of British Columbia, who is a Senior Advisor to WWF International on forestry and is SAC co-chair, said it was important for the committee to challenge APRIL so that others can learn from it. “We also want APRIL to be a model for other companies, both in Indonesia and elsewhere in the world, as we push the whole world towards a more integrated approach to sustainable development,” he said.
The implementation of SFMP 2.0 has positively transformed the company, too. What began in part as a response to external pressure has evolved into a proactive, internally driven sustainability agenda. This shift reflects a deeper cultural change within the company, where sustainability is no longer a side commitment but a core operational principle.
“APRIL has moved in ten years from an external push to comply, to internal championing of the issue,” said Bastien Sachet, an SAC member and CEO of the Earthworm Foundation, a sustainable agriculture NGO.
Lasting social impact
Another important aspect of SFMP 2.0 has been the social impact generated through engagement with local communities over the past decade and more. The company has increasingly focused on improving livelihoods, improving healthcare and education, supporting land rights and integrating community development into its conservation efforts, with measurable on-the-ground impacts. SAC members emphasized that local people are no longer seen as passive beneficiaries but as active partners in shaping sustainable landscapes.
“We’re no longer treating local people as bystanders,” said Sayer, “Now, we see them as central: their lives and landscapes are directly shaped by the company’s activities. That shift is both innovative and challenging.”
The shift has required creative thinking, said Sachet, but it is paying off. “There’s a lot of innovation in how the local government and all the institutions are being involved to create these solutions and to find these agreements in the long term,” he added.
Dr Dinna Prapto Raharja a senior advisor in public policy and a recent addition to the SAC, also the moderator of the panel session, added that the SAC continues to conduct annual community visits, which provides a direct understanding of how macro indicators translate on the ground. She stressed the importance of dialogue and listening to ensure meaningful community engagement.
The panel members also reflected on the SAC’s own contribution over the decade that SFMP 2.0 has been implemented. They see their role not only as watchdogs but also as bridge-builders between business, civil society, and government.
“The lessons of what’s worked well … are that we set detailed criteria in the KPIs, we carefully monitor the progress, and pushed the company to make all the necessary adjustments,” said Byron.
Fitri Hasibuan from Konservasi Indonesia commended APRIL in leading the “production-protection approach” and sought to understand the success factors behind its implementation. Yaya W. Junardy, President of the Indonesia Global Compact Network commended APRIL’s significant progress and leadership commitment, highlighting the rarity of such deep engagement with a body like the SAC. He also noted that APRIL is on track for its ambitious 2030 goals, which is notable in the context of the global challenges in meeting SDG targets.
Bastien identified “investment” as a fundamental critical factor for the success of the one-for-one forest conservation commitment. He explained that the shareholder’s decision to reinvest profit back into the land and surrounding communities, rather than maximizing immediate returns, is crucial and often not seen in other companies.
In his concluding remarks, Rod Taylor shared these reflections: “What was also very reassuring that we’re in a time when many companies are backsliding on their commitments. There’s been a change in tone, especially in the U.S., where climate commitments can almost feel dangerous to make. So it was really good to hear assurances from the APRIL team today that there would be no backpedalling. That’s great to hear.
We also heard confirmation from many of the stakeholders that they’re convinced the staff and management of APRIL are genuinely committed to this work, and that the corporate culture will ensure there’s no backsliding. This isn’t greenwashing—it’s not for show—it’s deeply ingrained in the corporate culture.”
