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Grounding its CSR strategy in local identity, participatory collaboration, and long-term economic potential has been key to the programme's success, says Sainab Husain Paragay, Senior Coordinator of PTPM Livelihood at Vale Indonesia.
Vale Indonesia’s gold-winning CSR journey began with one pressing concern: around 10 hectares of critical land in Tabarano Village had been left idle for years. What the team saw was not just abandoned land, but untapped economic opportunity for a community with strong cultural and social roots. This sparked a fundamental question about how local strengths could be harnessed to create sustainable livelihoods, rather than short-term interventions.
What followed was a community-based empowerment programme built on identity and feasibility. A closer look at the village’s history revealed that the name Wasuponda comes from wasu (stone) and ponda (pineapple), highlighting pineapple as both culturally significant and well suited to the region’s climate and soil. This insight shaped the programme’s direction, ensuring it was rooted in local wisdom and long-term economic potential. By building on what the community already had, the initiative evolved into a participatory process rather than a standalone CSR project.
One defining challenge emerged during the early implementation phase: shifting mindsets. Many community members were sceptical that the degraded land could ever be productive again or provide stable income. To address this, the team adopted a participatory approach, holding regular dialogues with farmer groups, community leaders and the village government. Technical training, mentoring and demonstration plots helped show tangible progress, while partnerships with the village government supported solutions for water access and farming infrastructure.
Speaking to HRO following the team’s gold win for ‘Excellence in CSR Strategy’ at the HR Excellence Awards 2025, Indonesia, Sainab Husain Paragay, Senior Coordinator PTPM Livelihood, Vale Indonesia, says the greatest transformation begins when organisations focus on what people already have rather than what they lack, adding that HR excellence is about creating space for people and communities to flourish through strengths, identity and potential.
Q Tell us about your inspiring HR initiative – what sparked the idea, and how did you know it was the right path to take?
This initiative was sparked by the concern surrounding 10 hectares of critical idle land in Tabarano Village that had remained unproductive for years. The CSR team recognised that the issue was not only about abandoned land but also about the lost economic opportunities for a community with significant cultural and social potential. Our discovery that the name Wasuponda derives from wasu (stone) and ponda (pineapple) led to an important realisation: pineapple is not just an agricultural commodity but part of the local identity. Its strong suitability to the region’s climate and soil further confirmed its economic feasibility.
We knew this was the right path because the idea was deeply connected to history, community needs, and long-term economic opportunity.
Building on local strengths ensured that the programme was not merely a 'project', but a sustainable participatory empowerment process.
Q Every journey has its ups and downs – can you share a challenge your team faced and how you worked through it together?
The biggest challenge arose during the initial implementation phase: shifting mindsets. Many community members doubted that the critical land could ever be productive again and were unsure about the long-term income prospects.
To overcome this, the team adopted a participatory approach. Regular dialogues were held with farmer groups, community leaders, and village government to co-design the programme. Technical training, mentoring, and demonstration plots provided tangible proof that land rehabilitation was possible.
Beyond social challenges, technical constraints such as water access and farming infrastructure also emerged. Together with our partners — the village government, the Eco Natural NGO, and Hasanuddin University, these issues were managed through the development of irrigation and agricultural facilities supported by scientific expertise. The journey was far from easy, but collaboration and transparency became the foundation that enabled the team to navigate every challenge collectively.
Q What impact has this initiative had on your organisation so far, and what do you hope it inspires in the wider HR community?
The initiative has reinforced PT Vale Indonesia’s positioning as an organisation committed not only to mining operations but also to long-term community sustainability. It created opportunities for cross-divisional collaboration — HR, CSR, and operational departments working together toward a shared purpose: empowering communities.
Beyond increasing land productivity and establishing an agrotourism ecosystem, the programme fostered collective pride within the company, as employees witnessed tangible improvements in people’s lives.
We hope this inspires the broader HR community to see that human resource management is not limited to internal workforce development but can also be a force for societal transformation. When human-centered values become the core of HR strategies, the impact extends far beyond the workplace.
Q Looking back, is there a moment, person, or value that kept you and your team motivated throughout the journey?
The most powerful moment was the first pineapple harvest — witnessing the excitement, joy, and renewed confidence among farmers, especially women who later became involved in pineapple product processing. Their reactions served as a reminder of why the work matters.
Two values kept us grounded throughout the journey: collaboration and local wisdom. Collaboration ensured that every stakeholder contributed their strengths, while local wisdom guided the programme so that development respected — rather than replaced — community identity.
Q If you could offer one golden nugget of wisdom to HR professionals aiming for excellence, what would it be?
The greatest transformation begins when we start with what people already have — not with what they lack.
When HR professionals focus on strengths, identity, and potential rather than deficiencies, sustainable change grows organically. HR excellence is not only about capabilities, frameworks, or systems — it is about creating space where people and communities can flourish.
Read more interviews on why organisations have won trophies for their HR practices - head over to our Winning Secrets section!
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