Bridging People and Purpose in Asia’s HR Landscape
Mursosan Wiguna
Chief People Officer
PT Royal Lestari Utama
Leadership is not just about driving outcomes— it’s about inspiring change and creating a legacy that benefits people, businesses, and the planet. Mursosan Wiguna embodies this philosophy with a career spanning over 35 years in human resources, during which he has transformed HR from a support function into a strategic pillar of organisational success. As Chief People Officer at PT Royal Lestari Utama (RLU), Wiguna leads HR operations for one of Indonesia’s most impactful companies. RLU oversees more than 88,000 hectares of sustainable rubber plantations in Jambi and East Kalimantan, directly benefiting local communities & improve their livelihoods around their concession areas while contributing to Indonesia’s 21% share of global natural rubber production. As the global natural rubber market accelerates toward an estimated value of USD 22.82 billion by 2029, Wiguna’s work at RLU highlights the crucial role HR plays in balancing profitability with environmental and social priorities. From digitising HR processes to forging partnerships with top universities such as UGM and UNY to advance rubber research as a key development priority, his innovative strategies have positioned RLU at the forefront of sustainable business practices. TradeFlock interviewed him to explore his journey, leadership insights, and vision for the future of HR.
After 35 years in HR, how has your approach changed, and what key moments shaped your journey?
Looking back on my time in HR, I often say my career didn’t start late—it started right. At 27, I came into the professional world with a law degree, teaching experience, and a determination to catch up with peers who were already managers. But instead of rushing, I embraced a principle that shaped my entire journey: ‘If you want to get into a role, start living it early.’ That mindset led me to focus on learning the business before defining HR strategies, creating a unique blend of business acumen and people management. From navigating complex disciplinary issues in Indonesia to aligning HR with core business goals, each role taught me that true HR isn’t about policies—it’s about building bridges between people and strategy. Starting later gave me perspective, teaching gave me empathy, and law gave me structure.Together, these shaped an approach that has evolved with every challenge but stayed rooted in one truth: HR is where strategy meets heart.
How does HR in the natural rubber industry differ, and what unique strategies have you brought to this field?
HR may appear similar across industries on paper, but the real distinction lies in its alignment with the business. In the natural rubber industry, where understanding the business drives transformation, the challenge lies in matching specialised opportunities with the right talent while fostering collaboration. As the plantation sector embraces the technology era, digitalisation initiatives in HR have become critical. These initiatives transition HR from administrative roles to strategic roles, enabling leaders to focus on their people. By leveraging technology, HR can streamline operations, enhance workforce planning, and create data-driven strategies that align with business goals. I focus on creating connections—where business goals align with like-minded leaders, real impact follows. By fostering open communication, driving digital transformation, and aligning people with purpose, I’ve tailored HR to meet the unique demands of this sector.
What’s your greatest leadership strength, and how has it empowered your teams?
I believe leadership starts with a vision—seeing the big picture has always been my greatest strength. It drives me to understand the business deeply and communicate effectively, bridging gaps and encouraging teams to step up as front-line leaders. ‘Empowered teams create impactful businesses,’ and my sense of justice and discipline ensures we build that foundation together.
What inspired your move to the natural rubber industry and PT Royal Lestari Utama after working in diverse sectors?
‘Growth happens outside your comfort zone,’ and that belief has defined my career. I’ve intentionally moved across industries—insurance, food, and now natural rubber—to embrace new challenges and broaden my leadership lens. What drew me to PT Royal Lestari Utama wasn’t just the industry’s complexity, with its intangible products and unique competencies, but its deeper mission. In this role, I’m not just leading teams— I’m aligning business goals with environmental and social impact. As I’ve always believed, ‘true leadership lies in adapting to challenges while staying rooted in purpose,’ and this opportunity epitomises that.
What HR challenges arise in sustainable rubber production, and how have you tackled them?
Working in the rubber industry has taught me that sustainability is as much about people as it is about the environment. Operating in remote areas, I’ve faced challenges like language barriers and navigating strict legal requirements for government licensing. As I’ve learned, ‘strong communication is the glue that holds complex systems together.’ By building trust with local communities and aligning people with business needs, I’ve been able to balance social priorities with operational success.
How do you define success as a leader, and how has that evolved with your career?
Early in my career, I believed that perseverance was the key to success. However, experience has taught me that ‘knowing when to pivot is as crucial as persistence.’ Recognising when to let go of unproductive endeavours has allowed me to focus on strategies that truly drive progress, leading to more effective leadership and empowered teams.
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