After finishing my contract with Nestlé, I decided to take a step back from my professional career path. The reason was simple: I found something that truly sparked my interest. When I spent some time in Tanggamus, I discovered several insights that I believe will help me grow in the future. For example, in 2023, a number of companies, including Nestlé, PUR Project, and Mondelez. invested in tree-planting programs in the region. However, I also noticed a serious challenge: the mortality rate of plantlets in nurseries was very high, which significantly reduced the profitability for nursery owners.

That realization made me pause and rethink my journey. I knew I needed to fill the knowledge gaps I had if I wanted to eventually build my own nursery or greenhouse. To me, that vision feels both profitable and personally meaningful. This is why I decided to join The Ohio Program, an agricultural internship program that sends students to the United States to learn about crop management, plant health, and farm systems.

I hoped my placement would be in a greenhouse or nursery, since that is directly aligned with my long-term goal. However, I was assigned as a Field Scout with Glade Crop Care in Florida, focusing on monitoring plants for pests and diseases. At first, I thought this role was unrelated to my aspirations. But as time went on, I realized it was actually one of the best opportunities I could have asked for. My previous experience had shown me how devastating diseases can be in nurseries, and now I was learning how to identify them early, monitor their progress, and explore ways to control them before they spread.

The transition was not easy. In my first month, I had to study a 300-page module covering pests, diseases, their causes, characteristics, symptoms, damage, and prevention methods. It was overwhelming at first, and the daily fieldwork was physically and mentally demanding. Yet, I found the process deeply rewarding. Learning something completely new gave me a sense of excitement, a kind of “thrill” that made the challenges feel worthwhile.

I really enjoy working outdoors, so I had no problem adapting to the fieldwork itself. What felt different to me was the environment in Florida: the soil is sandy almost everywhere, and unlike in Indonesia, there are very few tall trees to provide shade. As a result, the temperature feels extremely hot during the day. To manage this, I had to be mindful about staying hydrated and taking care of myself.

Looking back, this experience has shaped me in ways I didn’t expect. Instead of being a detour, becoming a Field Scout turned into a stepping stone toward my bigger dream. I am not only more aware of how fragile plant health can be, but also more determined to someday build a sustainable nursery system that reduces plant mortality and contributes to better agricultural practices.

I came across what I considered a fresh internship opportunity — a three-month program in Puncak, Bogor, focused on modern greenhouse vegetable management. Before my contract with Nestlé Indonesia ended, I had already explored other opportunities, applying to several positions on LinkedIn and Jobstreet. Unfortunately, none seemed like the right fit. Ultimately, despite initial hesitation about stepping away from my established career path, I decided to take a risk — I chose not to renew my contract with Nestlé and left the somewhat monotonous job I had held for two years.

At Green Mountain Naturals (GMN), a variety of vegetables were cultivated using both modern greenhouse and conventional farming methods. The crops included carrots, tomatoes, chili peppers, herbs, brassicas (such as cabbage, bok choy, broccoli, and broccolini), and lettuce. My internship initially focused on tomato management in greenhouses, covering the entire production cycle:

- Pre-planting preparations

- Planting and daily maintenance (pruning, pest and disease control)

- Harvesting, sorting, and packaging

My two-year role at Nestlé had centered on nursery management, where I worked with multipurpose trees like avocado, gliricidia, lamtoro, betel nut, durian, and clove. However, I struggled with a high plant mortality rate, which became a key learning gap. My internship at GMN gradually filled this knowledge void — I discovered that proper drainage management significantly reduced plant loss, particularly by preventing waterlogging in greenhouse systems.

In the second and third months, I rotated to learn about brassica and chili cultivation. Unlike the modern greenhouse tomatoes, brassicas were grown using semi-modern techniques under “trap” systems (open-sided greenhouses). Managing harvest rotations across six brassica and chili traps was both challenging and rewarding, as it required precise scheduling to ensure consistent weekly yields.

One of the most enjoyable experiences was night harvesting. Workers from different daytime roles would gather in one area to sort and package produce harvested that afternoon or evening. The freshly packed vegetables were then shipped overnight to Jakarta-based companies and hotels under supply contracts.

My prior experience at Nestlé and Syngenta proved invaluable here. Not only did I expand my crop management expertise, but I also helped the owner address operational challenges, including:

- Developing workforce guidelines and SOPs

- Identifying greenhouse management issues for future improvements

- Proposing adjustments to work timelines for better efficiency

This internship allowed me to bridge corporate agriculture knowledge with hands-on horticultural skills, enriching my understanding of controlled-environment farming while applying problem-solving techniques to real-world production challenges. Though risky, this career shift ultimately broadened my expertise across different agricultural systems.

At first, I found the work exhausting — the combination of physical exertion and working under the blazing sun was challenging. However, within just a few days, I began to appreciate a valuable aspect of fieldwork: the opportunity to interact with people from diverse backgrounds, each offering unique perspectives. This experience fundamentally changed my outlook, and Syngenta played a key role in this transformation.

As a Field Quality Inspector at Syngenta Seed Indonesia, my core responsibility was ensuring strict adherence to SOPs and guidelines across all levels — from farmers and field assistants to policymakers and grower leaders (vendors). My duties encompassed several critical quality control measures:

Prior to planting, I verified that no same-age corn was growing nearby to prevent cross-pollination risks. A key part of my role involved roguing — identifying and removing undesirable plants, whether stunted, leftover, or diseased. I also managed detasseling, carefully removing flowers from female plants to prevent self-pollination and maintain seed purity. Male cutting was another essential task, eliminating male plants to avoid contamination during harvest. Finally, during field harvests, I supervised operations to ensure no male corn or off-type plants were accidentally included.

Maintaining these high-quality standards required meticulous attention to detail and consistent follow-through. I placed strong emphasis on regular follow-ups with farmers, field assistants, and grower leaders to ensure compliance. I championed a “awali dengan benar” philosophy, as getting the initial steps correct proved crucial for subsequent success. When recruiting new farmers, I made sure they received comprehensive training on all protocols and restrictions, which helped minimize deviations and maintain productivity.

To enhance transparency and data accuracy, we utilized Syngenta’s digital tracking system, which enabled real-time monitoring and allowed for prompt corrective actions when needed. This technological solution streamlined our reporting processes and improved decision-making efficiency, ultimately elevating both productivity and quality standards. By combining hands-on field supervision with these digital tools, I was able to maintain operational precision while contributing to overall team performance.

This role significantly developed my ability to balance the physical demands of fieldwork with systematic oversight, reinforcing the importance of adaptability, clear communication, and technology integration in modern agricultural practices. The experience provided valuable insights into quality control, team management, and the practical implementation of agricultural technologies.

One of the catalysts that enables Nestlé’s programs to run quickly is the presence of demonstration farms (demofarms). Between 2018 and 2019, around 55 demofarms were established across Tanggamus Regency, Lampung. These demofarms aim to showcase regenerative and sustainable coffee farming practices to coffee producers. The most striking difference between local coffee producers and the demofarms is that local farms still practice monoculture. In contrast, the demofarms implement an agroforestry system, combining coffee plants with avocados and betel nuts as windbreaks, lamtoro or gamal as shade trees, crops like ginger, coffee, and peanuts interplanted with coffee, and climbing plants such as vanilla or pepper on the shade trees.

The objectives of this system are:
1. Land and water conservation, as well as biodiversity preservation, to prevent erosion and landslides.
2. Soil nutrient enrichment through crop rotation and intercropping.
3. Microclimate control, reducing direct sunlight exposure to prevent rapid loss of humus and soil moisture.
4. Carbon sequestration.
5. Integrated pest management, reducing reliance on herbicides and insecticides.
6. Increasing farmers’ income by diversifying crops beyond just coffee.

Several socialization activities were conducted at the demofarms because we had to explain the reasoning behind this system. We built trust among local communities by letting them see the results firsthand — “seeing is believing,” as the saying goes — and we applied this principle.

Changing an existing system is not easy, but through gradual approaches and tangible evidence, the goals we set can be achieved. Like a stone hollowed out by dripping water, this is what we do in AgriService programs.

My role in managing the demofarms was to guide the AgriService team, as each member was responsible for five demofarms. This included explaining crop rotation schedules, fertilization timing, pruning, and grafting. I also collaborated with vendors for demofarm management, such as distributing chemical fertilizers, compost, and intercrop seeds.

Additionally, I compiled field issues and conducted follow-up visits to address problems. This included handling monthly or weekly reports, documenting field issues, and implementing solutions.

During these socialization sessions, I provide detailed explanations of the program’s goals and methodologies. For Forestry Pillar 1, I emphasize the importance of using avocado trees as border plants due to their deep root systems and dense foliage, which make them ideal for shielding coffee crops from strong winds. Wind stress can cause significant damage to coffee plants, particularly during the flowering stage, when branches collide and disrupt growth. Additionally, avocado trees help prevent soil erosion during the rainy season, thanks to their robust root systems. Beyond their protective functions, avocado trees contribute to increased biodiversity on farmers’ land, providing shade for coffee plants and generating additional income through the sale of avocados. The relative price stability of avocados compared to other commodities makes them an attractive option for farmers seeking to diversify their income sources.

In addition to explaining Forestry Pillar 1, I also provide an overview of the other two pillars to give farmers a holistic understanding of the program. Forestry Pillar 2, led by my colleague Maya, focuses on planting gamal or lamtoro trees as shade plants interspersed among coffee crops. These shade trees help maintain soil moisture, regulate temperature, and protect coffee plants from direct sunlight during the dry season. Furthermore, gamal trees can be used as high-protein fodder for livestock and contribute to soil fertility by fixing nitrogen. Farmers are encouraged to grow additional crops like pepper, vanilla, or betel vine on these shade trees, further enhancing their income. Forestry Pillar 3, led by Zharfan, differs from the first two pillars as it involves planting multipurpose trees such as avocado, clove, durian, jengkol, and petai in catchment areas, in collaboration with the government. This project aims to restore ecological balance and support watershed conservation.

A critical component of these socialization sessions is providing structured guidance on standard operating procedures (SOPs) and best practices for planting and maintaining trees under the Forestry Pillar program. I outline the dos and don’ts to ensure that farmers understand the proper techniques for planting, watering, and caring for the trees. This includes emphasizing the importance of planting during the right season, maintaining proper spacing, and ensuring adequate water supply during the initial growth phase. By equipping farmers with this knowledge, we aim to maximize the survival rates of the trees and the overall success of the program.

The primary goal of these socialization efforts is to gather data on farmers who are interested in participating in the Forestry Pillar program. During these meetings, I also collect feedback and suggestions from farmers to improve the program’s implementation and effectiveness. This two-way communication is essential for fostering trust and ensuring that the program meets the needs of the farming community. By increasing awareness of the program’s benefits and providing a platform for farmers to voice their concerns, we have seen a rise in participation and engagement. Farmers are not only more informed about sustainable farming practices but also feel more supported in adopting these methods.

The outcomes of these socialization efforts have been significant. Increased participation in the Forestry Pillar projects has led to stronger farmer communities that can collectively address challenges and share successes. Farmers have gained enhanced knowledge and skills, resulting in better crop yields and more sustainable farming practices. Moreover, the direct feedback collected during these sessions has allowed us to continuously improve the program, ensuring that it remains relevant and impactful. Through these efforts, I have contributed to the successful implementation of the Forestry Pillar program, demonstrating my ability to lead outreach initiatives, engage stakeholders, and drive sustainable agricultural development. This experience has been a cornerstone of my professional portfolio, highlighting my commitment to creating meaningful change in the agricultural sector.

To address these issues, efforts must be made to restore traditional, more sustainable coffee farming practices. This includes biodiversity conservation, shade tree preservation, and more responsible resource management. Moreover, it is crucial to provide education and support to coffee farmers, enabling them to cope with seasonal risks, extreme weather conditions, and climate change while promoting sustainable practices in coffee production.

One of Nestlé’s initiatives to address these challenges is the Forestry Pillar program, which aims to achieve net-zero emissions in the coffee-growing regions of Lampung Province through regenerative agriculture and forest restoration. This program expands intercropping models, previously implemented in 50 demonstration plots, to 1,000 hectares of intercropping land, integrating 100,000 avocado trees alongside coffee and pepper. Additionally, shade trees will be planted across 1,000 hectares, totaling 400,000 trees in the Tanggamus region. To further restore forest functions and reduce greenhouse gas emissions, the program will establish 500,000 multi-purpose tree species (MPTS) in the Register 32 catchment area, Tanggamus Regency. This initiative is set to be completed within five years, from 2021 to 2025.

At Nestlé Indonesia Panjang Factory, the Creating Shared Value (CSV) approach serves as the foundation for Corporate Social Responsibility (CSR) programs. CSV is implemented to increase farmers’ income beyond coffee production by promoting agroforestry models that incorporate productive crops such as avocado, pepper, and chili alongside coffee as the primary crop. This model was chosen because it not only diversifies farmers’ income sources but also helps rehabilitate land biologically, ensuring long-term agricultural sustainability.

At the end of the project, our goals are:

• Increased biodiversity on farmers’ plantations — By providing shade trees for plantation sustainability and productive trees that offer additional income for farmers.
• Preservation of the Batu Tegi watershed area — Ensuring its sustainability by maintaining and enhancing supporting vegetation.
• Reduction of greenhouse gas emissions and increased carbon sequestration — Achieved through tree planting activities and the implementation of regenerative agriculture practices.

…

From 2023 to 2024, I had the privilege of leading Forestry Pillar 1, a project focused on tree planting and agroforestry development in Tanggamus, Lampung Province. This initiative aimed to address environmental challenges faced by coffee farmers, such as wind damage and soil erosion, by planting avocado trees as borderlines around coffee farms. Over the course of two years, I collaborated with 1,060 coffee producers to plant 51,000 avocado trees, significantly contributing to the sustainability and resilience of their farms. However, the journey was not without its challenges, particularly in the early stages, where high seedling mortality rates threatened the success of the program.

One of the primary issues I identified was the lack of a proper nursery setup, which resulted in weak seedlings that struggled to survive after transplantation. By analyzing data from farmers who received seedlings in 2021 and 2022, I discovered that poor nursery management and suboptimal planting schedules were key contributors to the problem. Seedlings planted during the dry season, for instance, faced higher mortality rates due to insufficient water supply, and farmers often lacked the capacity to water them daily. To address these challenges, I spearheaded a new approach in 2023, shifting from direct nursery contracts to working through vendors. This allowed for more intensive oversight and quality control, ensuring that seedlings were healthier and more resilient.

A critical part of my role involved strategic planning and community engagement. At the beginning of each year, I developed a comprehensive timeline for the Forestry Pillar 1 program, outlining key milestones and activities to ensure smooth implementation. I also focused on identifying and collaborating with local farmer groups that had not previously participated in the program. By consulting with Kelompok Usaha Bersama (KUB) and conducting detailed assessments, I mapped land areas, counted potential trees, and marked GPS points for each farm. This hands-on approach not only strengthened the program’s foundation but also ensured that farmers were actively involved in the process, fostering a sense of ownership and accountability.

To further enhance the program’s success, I managed four nurseries, each staffed by a team of four individuals. These nurseries were strategically located near farmer communities to minimize seedling stress during transportation. From August onward, my team and I focused on seedling and nursery preparation, ensuring that the seedlings met high-quality standards before distribution. I conducted bi-weekly assessments of each nursery, monitoring plant growth (height, diameter, stem growth, and number of leaves), tracking seedling numbers, and identifying issues such as pest infestations or diseases. These assessments were critical to ensuring that the nurseries met distribution schedules and maintained high-quality outputs.

One of the key innovations we introduced was a rule prohibiting immediate planting after seedling distribution. Farmer groups were required to keep the seedlings at home for three days to minimize transplant shock and ensure better survival rates. Farmers were then given a maximum of seven days to plant the seedlings and provide proof of planting, which I validated through direct field checks. This meticulous approach significantly improved seedling survival rates and ensured the program’s long-term sustainability.

In addition to managing nurseries and seedling distribution, I established a dedicated team to monitor the health of trees planted in previous years. This team played a crucial role in evaluating the progress of the reforestation efforts, identifying any issues, and ensuring that the trees continued to thrive. By combining rigorous monitoring with community engagement and strategic planning, I was able to drive the Forestry Pillar 1 program toward its goals of environmental sustainability and farmer resilience.

Reflecting on my two years with Nestlé, I am proud to have contributed to the planting of 51,000 avocado trees in collaboration with 1,060 coffee producers. This achievement not only highlights the program’s impact but also underscores the importance of sustainable agroforestry in addressing the challenges of climate change and environmental degradation. My experience with Forestry Pillar 1 has been a testament to the power of collaboration, innovation, and perseverance in creating meaningful change for both people and the planet.

The survey is carried out across multiple districts, including Air Naningan, Gisting, Pugung, Pulau Panggung, Sumberejo, and Ulu Belu. We engage with approximately 100 farmers per area, visiting their farms to collect key information such as land size, historical yield trends, current fruit conditions, and harvesting patterns. If a farmer’s yield fluctuates significantly over time, further investigation is needed to understand the underlying causes. These insights help shape the next year’s strategies for enhancing farm productivity.

One of the most critical aspects of this survey is understanding when farmers begin harvesting and selling their coffee. By analyzing these patterns, we can better anticipate supply fluctuations and prepare appropriate support mechanisms. Early contract agreements with suppliers help secure stable prices and mitigate market volatility, ensuring both farmers and buyers benefit from more predictable conditions.

The methodology used in this survey follows structured observations. Yield estimation is conducted by examining 10 sample trees per farm, measuring factors such as the number of productive branches per tree, the number of fruit clusters per branch, and the number of cherries per cluster. To enhance efficiency, the Fulcrum app is utilized for data collection, eliminating the risk of paper damage and enabling faster data processing through direct Excel integration.

Preliminary findings from this year’s survey indicate that some coffee farms have been converted to other uses, as productivity declines despite rising coffee prices. Farmers in low-altitude areas report greater yield losses due to heavy rainfall, leading to flower drop and fungal infections. In contrast, higher-altitude farms show greater resilience, with more stable production levels. Additionally, farmers at higher elevations tend to be more motivated, investing more in proper farm management practices such as pruning, weeding, and fertilization.

The insights gained from this survey play a crucial role in guiding Nestlé’s ongoing efforts to support smallholder farmers. By continuously monitoring these trends, we aim to strengthen sustainable coffee production and enhance farmers’ resilience in the face of environmental and market challenges.

From January to May 2021, I interned at PT Peputra Masterindo, a palm oil plantation in Petapahan, Kampar, Riau, Indonesia. This experience exposed me to both technical and managerial aspects of plantation operations. On the technical side, I learned about harvesting techniques, pest and disease control, fertilizer application, and maintenance practices such as pruning and weeding. These hands-on experiences deepened my understanding of the day-to-day challenges faced in plantation management.

Beyond technical knowledge, I was also entrusted with supervisory responsibilities, allowing me to engage with various managerial roles. I worked closely with mandor panen (harvest supervisors), mandor transportasi (transport supervisors), mandor perawatan (maintenance supervisors), and asisten afdeling (field assistants). Observing and assisting these professionals provided me with a clearer picture of workforce management in large-scale agricultural operations.

One of the major challenges I encountered was related to harvesting operations. The plantation operated on a seven-day harvest rotation across 16 harvesting blocks, but due to the age of the oil palm trees — most being over 25 years old — productivity had significantly declined. This led to a fruit shortage, requiring the asisten afdeling to strategically pause harvesting in certain areas and relocate workers to other sites. This experience highlighted the importance of adaptive planning in agricultural management.

Managing labor was one of the most valuable skills I developed during this internship. I collected and analyzed worker data, including their age, experience, education level, family dependents, and daily harvest output. The results were insightful: older workers (above 35) and those with over 10 years of experience harvested more fruit than their younger or less experienced counterparts. Interestingly, higher education levels did not necessarily correlate with better harvesting performance, nor did the number of family dependents significantly impact productivity. These findings reinforced the importance of experience and physical endurance in labor-intensive agricultural work.

Beyond data analysis, I also encountered unique cultural insights. One of the most intriguing was the belief in “susuk” — a mystical implant said to enhance stamina and reduce fatigue. Workers who claimed to have susuk consistently maintained high productivity levels throughout the day, while those without it often showed signs of exhaustion by the afternoon. Another notable observation was how education level influenced emotional control, particularly when facing penalties for harvesting mistakes. Workers with a senior high school education typically responded calmly and could negotiate penalties, whereas those with lower education levels were more prone to emotional outbursts.

These experiences provided me with a deeper understanding of human behavior in the workplace. I learned that effective communication requires adapting to different personalities and backgrounds. Earning the trust and respect of workers is not just about authority — it requires empathy, clear communication, and an awareness of cultural dynamics. My time at PT Peputra Masterindo was a defining moment in my professional growth, equipping me with skills that continue to shape my approach to leadership and management.

My internship at PT Peputra Masterindo was not just about gaining technical knowledge in palm oil plantation management. It also provided me with invaluable managerial experience. Each day, I worked closely with three key supervisors: mandor panen (harvest supervisor), mandor transportasi (transport supervisor), and mandor perawatan (maintenance supervisor). Observing and assisting them allowed me to understand the complexities of managing a large workforce and coordinating various plantation operations.

By accompanying the mandor panen, I learned how to oversee daily harvesting activities, monitor worker performance, and conduct post-harvest evaluations. I saw firsthand how meticulous planning and supervision were required to ensure that no fruit was left unharvested and that productivity remained optimal. Additionally, I gained insights into calculating harvest density rates (angka kerapatan panen) and estimating future yields, which are crucial for efficient resource allocation.

With the mandor transportasi, I experienced the logistical challenges of transporting harvested fruit to the mill. I learned how to determine the exact number of trucks needed based on the previous day’s yield estimation. The process required careful planning to avoid inefficiencies — underestimating the truck requirement could delay transportation, while overestimating could lead to unnecessary costs. I also observed how quality control checks were conducted to ensure that only high-quality fruit was transported.

The mandor perawatan introduced me to the essential role of plantation maintenance in sustaining long-term productivity. His responsibilities included scheduling and supervising fertilization, pest control, weed management, and road maintenance. I saw how he planned daily work schedules, ensured that workers had the necessary tools and materials, and monitored their progress to ensure tasks were completed effectively.

By working alongside these three supervisors, I gained a holistic understanding of plantation management — both in the field and in workforce coordination. I learned that successful operations depend not only on technical expertise but also on strong leadership, problem-solving skills, and the ability to manage people effectively. This experience reinforced the importance of balancing technical knowledge with managerial acumen, a lesson that continues to shape my professional approach today.

From August to October 2024, I had the opportunity to lead the monitoring and evaluation of the Forestry Pillar Project, working alongside a dedicated team of 20 local daily workers as enumerators and three Nestlé employees: myself, Zharfan, and Maya. This project was particularly rewarding because we built our approach from the ground up, learning and adapting as we went. Our primary goal was to assess the survival rate of the trees planted under the project, identify causes of mortality, and develop strategies to improve future planting success.

The Forestry Pillar Project is a key initiative within Nescafé’s global strategy to achieve net-zero carbon emissions. Through this project, we aim to plant 1 million trees in Tanggamus Regency, one of the world’s major coffee production areas for Nescafé. Beyond environmental benefits, this initiative is designed to support coffee farmers by enhancing farm resilience, increasing income opportunities, and improving overall social conditions.

Key Findings from the Monitoring Phase

Through field assessments and farmer interviews, we identified three major factors affecting tree survival rates:

1. Weather Conditions
   The timing of tree planting significantly impacted survival rates. Planting during the dry season (kemarau) resulted in high mortality, as farmers were required to water the trees daily — an uncommon practice for coffee producers. On the other hand, planting during the wet season (penghujan) also led to losses when farmers did not follow proper agricultural practices. For instance, some farmers failed to create mounds (gundukan) around the base of the trees or neglected to dig trenches (parit) to prevent water stagnation.
2. Wild Boars and Pests
   Wildlife and pest infestations emerged as significant threats to the young trees. Wild boars frequently uprooted seedlings, while embug (Lepidiota stigma larvae) caused severe damage by feeding on the plants. To mitigate these issues, we recommended placing sack fences around the seedlings as a deterrent for wild boars. Additionally, we introduced the use of Chlorpyrifos-based insecticides applied directly to the planting holes to control caterpillar infestations.
3. Planting Young Seedlings
   Another major issue was the use of seedlings that were too young at the time of planting. We found that seedlings younger than four months had a much lower chance of survival due to their underdeveloped root systems. Based on this finding, we now emphasize that seedlings should be at least 4–5 months old before being planted on farms to improve survival rates.

Implementing Improvements and Developing a Guidebook

The findings from this monitoring phase have provided us with valuable insights that will guide future improvements. One of the key takeaways is the need to strengthen support for both farmers and nurseries by providing clearer, data-driven recommendations.

To address this, we plan to develop a comprehensive guidebook based on our monitoring results. This guidebook will serve as a practical reference for both farmers and nursery operators, offering step-by-step guidance on best practices for seedling preparation, planting techniques, and post-planting care. By implementing these improvements, we aim to minimize seedling mortality, optimize resource use, and ensure that the Forestry Pillar Project delivers long-term benefits to both the environment and the farming communities.

Through this experience, we have not only gained technical knowledge but also strengthened our teamwork and problem-solving skills. By continuously learning from our challenges, we are making the project stronger and more impactful, bringing us closer to the goal of a more sustainable coffee ecosystem.

Conversations with farmers are always insightful. These discussions are more than just a way to share knowledge; they are opportunities for mutual learning. Farmers provide valuable information about their challenges, observations, and traditional practices, while we introduce new perspectives grounded in research and science. The core purpose of these meetings is knowledge exchange — understanding the difficulties they face and exploring solutions together.

That being said, while it’s crucial to listen and empathize with farmers, we must also remain focused on our objectives. Our role is not to simply agree with every farming practice, but to ensure that good agricultural practices (GAP) are followed. If farmers resist adhering to agreed-upon guidelines and standard operating procedures (SOPs), we need to address this carefully. Instead of imposing rules forcefully, we take a more strategic approach — offering different perspectives, presenting evidence, and explaining the long-term benefits of following sustainable practices.

At times, objections must be made. If a farmer is unwilling to meet essential standards, we may have to decline certain requests or make it clear that adherence to these guidelines is non-negotiable. However, how we communicate this matters. By maintaining open discussions and demonstrating respect for their expertise, we create an environment where farmers are more receptive to change. Science evolves, and so must farming practices. Our goal is to help them see how these improvements can benefit their productivity, sustainability, and overall livelihood.

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