Entering a New Chapter Through Business Transformation, Stronger Governance and a Palm Oil Plantation Portfolio of More Than 26,000 Hectares

Indonesian Palm Oil News (IPO News), Jakarta — Six decades is a remarkable journey for any business group. What began as a river transportation business in South Kalimantan in 1966 has evolved into a diversified business group with operations spanning logistics, mining, agribusiness and forestry, technology and services, education, consumer businesses and investment.

As Hasnur Group celebrates its 60th anniversary on August 27, 2026, the company is entering an important new phase. Under the leadership of President Director Jayanti Sari, the second generation of the founding family, Hasnur Group is not only preserving the business legacy built by its founders but is also undertaking organizational transformation to navigate an increasingly complex business environment.

For Hasnur, turning 60 is more than a milestone. It is an opportunity to strengthen its foundations and prepare the organization for its next phase of sustainable growth.

Jayanti Sari has led Hasnur Group since 2006. In various public engagements, she has emphasized the importance of maintaining the spirit of perseverance that has been part of the family and the company’s journey since its early days.

Hasnur Group was founded by the late H. Abdussamad Sulaiman HB and the late Hj. Nurhayati. Its origins can be traced back to a river transportation business established in 1966. From there, Hasnur expanded into forestry, mining, plantations, logistics, services and other business sectors.

Seven Strategic Business Units

Hasnur Group’s transformation has become increasingly visible through the development of seven Strategic Business Units (SBUs) covering Logistics, Agro Forestry, Energy, Technology & Services, Education, Consumer and Investment. This structure reflects Hasnur’s strategy of building a more diversified and resilient business portfolio rather than relying on a single sector.

However, the larger and more diversified an organization becomes, the greater the challenge of ensuring that every business unit moves in the same strategic direction. During its 2026 Townhall, Jayanti Sari emphasized that with seven SBUs operating with different characteristics, one of Hasnur’s key challenges is ensuring that all business units move in one direction toward a sustainable future.

To support this transformation, Hasnur has strengthened its New Working Culture and established a Business Transformation Committee. The company has also introduced governance and organizational systems, including a Whistleblowing System and a Knowledge & Innovation Management System.

These initiatives demonstrate that Hasnur’s transformation goes beyond business expansion. It also encompasses people, corporate culture, governance and innovation.

Palm Oil Remains an Important Business Pillar

Despite Hasnur Group’s strong presence in mining and logistics, palm oil remains an important part of its business portfolio. The Group’s palm oil operations include PT Hasnur Citra Terpadu (HCT) and PT Barito Putera Plantation (BPP), both operating in South Kalimantan.

According to information presented by Hasnur Group, PT Hasnur Citra Terpadu manages approximately 13,708 hectares of core plantation area in Tapin Regency. Meanwhile, the company’s agribusiness information lists PT Barito Putera Plantation with approximately 13,006 hectares of palm oil plantation area in Barito Kuala Regency.

Based on those figures, the plantation portfolio disclosed by the company amounts to approximately 26,714 hectares.

The figure should, however, be viewed as the plantation areas disclosed in the company’s available information, rather than automatically being interpreted as the Group’s latest consolidated planted area, as corporate disclosures may use different classifications for core plantations, planted areas, plasma schemes and total concession areas.

Previous company related data also cited approximately 22,650 hectares of planted oil palm area across HCT and BPP, including plasma areas. The difference highlights the importance of distinguishing between core plantation area, planted area, partnership areas and total plantation holdings.

Strengthening Productivity and Downstream Processing

Hasnur’s palm oil business is supported not only by plantation operations but also by downstream processing facilities. PT Hasnur Citra Terpadu began operating its palm oil mill in Tapin Regency in 2013. The mill’s processing capacity was subsequently expanded to 90 tonnes of fresh fruit bunches (FFB) per hour.

Strengthening processing capacity is strategically important because an integrated mill provides greater value to FFB production while strengthening the connection between plantations and downstream processing.

HCT obtained ISPO certification in 2016. More recently, the company has continued to demonstrate its commitment to environmental management by receiving a Blue PROPER rating for the 2023–2024 assessment period.

For the palm oil industry, such an approach is increasingly important. The future of the sector will not depend solely on production volumes and CPO prices, but also on plantation productivity, governance, community engagement, environmental performance and increasingly stringent sustainability requirements across global supply chains.

From Coal Mining to the Mining Solutions of the Future

In the energy and mining sector, Hasnur is also creating opportunities for technology driven development. One notable development is the strategic cooperation between Hasnur Group and HD Hyundai Construction Equipment. The two companies have entered into a memorandum of understanding aimed at developing mining solutions, including mining equipment, integrated mining solutions, electric excavator development and mine-site management systems.

The cooperation includes plans to introduce large wheel loaders. Operational data from Hasnur’s mining sites can also be utilized to support the development of strategies aimed at improving operational efficiency. Importantly, the partnership goes beyond conventional equipment sales. The two companies are looking at a total mining solution covering equipment, maintenance and repair services, mine-site management systems and the development of electrification technologies.

For Hasnur, the collaboration could become an important component of its transformation toward more efficient, technology driven mining operations. For HD Hyundai, meanwhile, Hasnur provides a strategic platform to develop and test mining solutions that are suited to the characteristics of Indonesia’s mining industry.

Jayanti Sari and Hasnur’s Next Chapter

Jayanti Sari’s leadership has become an important part of Hasnur Group’s transformation. As the second generation of the founding family, she faces the challenge of preserving the founders’ legacy while bringing the organization into a business environment that is very different from the early days of the company.

Hasnur today is no longer simply a river transportation or coal mining business. The Group has developed an ecosystem covering logistics, energy, plantations, forestry, technology, services, education, consumer businesses and investment.

At the same time, the company must ensure that its diversification generates meaningful synergies without losing strategic focus. This is why stronger governance and corporate culture have become increasingly important. Jayanti’s message during the 2026 Townhall about the need for all SBUs to move in one direction demonstrates Hasnur’s intention to build a more integrated organization.

From the River to the Future

Hasnur Group’s 60 year journey demonstrates how a local business from South Kalimantan can evolve into a diversified business group with a broad portfolio. From river transportation in 1966, Hasnur expanded into forestry, mining and plantations, before gradually moving into logistics, services, technology, education, consumer businesses and investment.

Today, the challenge is no longer simply about achieving growth. It is about ensuring that growth can be sustained over the long term. With a palm oil plantation portfolio of more than 26,000 hectares based on the areas disclosed by the company, together with its mining, logistics and technology-related businesses, Hasnur has built a diversified foundation for its next stage of development.

Under Jayanti Sari’s leadership, the next chapter will likely be shaped by three critical factors: the ability to transform, the commitment to sustainability, and the capacity to create synergies across its Strategic Business Units. As Hasnur Group enters its 60th year, the company is carrying more than six decades of business heritage. It is also laying the foundation for the next six decades.

From the rivers of South Kalimantan, Hasnur has grown into a diversified business group with an increasingly broader horizon and its next challenge is to ensure that this long journey continues to generate sustainable growth for the company, its people, its communities and future generations.

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