Interview: Tommy Wattimena, CEO, Great Giant Foods
To what extent are food production companies responsible for promoting healthy eating options and sustainable consumption habits?
TOMMY WATTIMENA: In the current landscape of the Indonesian food industry, we are witnessing a diverse range of consumer trends that are influencing corporate strategies. These trends span from an increased preference for international cuisines, expanding food selections among different demographics, to a pronounced shift towards healthier lifestyles and sustainable consumption habits. As a part of this industry, companies bear a substantial responsibility to advocate for and promote healthier eating options. This responsibility aligns with global movements toward sustainability and responds to growing consumer demand for transparency, trust and traceability in food production.
Through what steps can the private sector develop human capital, and how can the food industry support the formation of a future-ready workforce?
WATTIMENA: The private sector plays a crucial role in nurturing human capital, particularly in sectors critical to the economy, like the food industry. Companies can ensure Indonesia’s competitive stance in the global market by fostering a future-ready workforce. This involves attracting talent by aligning company missions with sustainability and circular economy values, and investing in comprehensive training programmes that bridge the gap between theoretical knowledge and practical, on-the-ground skills.
What is your assessment of the potential for Indonesia to increase its food exports?
WATTIMENA: The country has key opportunities to boost its food exports, given its rich natural resources and diverse agricultural outputs. However, realising this potential requires a multi-faceted approach, including improvements in infrastructure, access to affordable capital for farmers and educational programmes to increase agricultural literacy. By focusing on strategic markets and product lines, such as tropical fruits, which are gaining popularity globally, Indonesia can carve a niche in the global food export industry. Enhanced efforts to facilitate market access and increase visibility for Indonesian products can bolster this potential.
In what ways have advancements in e-commerce and integrated super apps impacted strategic planning for food production companies?
WATTIMENA: The rise of e-commerce and integrated super apps has revolutionised the way local food production companies approach strategic planning. These innovations offer unparalleled opportunities for direct consumer engagement, efficient demand-supply matching and streamlined distribution channels. Businesses can harness data analytics to improve production planning, reduce reliance on intermediaries to cut costs, and introduce traceability for quality assurance. This shift enables firms to innovate rapidly in product development and diversification, catering to evolving consumer preferences with agility and precision.
How has the Making Indonesia 4.0 strategy enabled food production companies to enhance productivity through technological adoption?
WATTIMENA: The Making Indonesia 4.0 strategy, aimed at propelling technological adoption across various sectors, has had a limited impact so far. The prerequisites for its success – infrastructure development, workforce upskilling and a conducive policy environment – are still areas of development. However, the potential for technology to enhance productivity without leading to job losses is key. By joining Indonesia’s vast human resource potential with technological solutions, companies can create unique value propositions that leverage both strengths. The focus should be on developing models that integrate technology in relevant ways to the local context, ensuring both growth and sustainability.
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