Founded in 1991, quickly grew to become one of the largest Wilmar palm oil company in Southeast Asia to be, with a turnover and a net profit of U.S. $ 23.9 billion and U.S. $ 1.88 billion for the year ended March 2009. It worked in the value chain of the industry, from the plantations to processing, merchandising, shipping and distribution. As the third-largest listed plantation company in the world, it operated 300 processing plants and had an extensive global distribution network. The p … Read more »

Founded in 1991, quickly grew to become one of the largest Wilmar palm oil company in Southeast Asia to be, with a turnover and a net profit of U.S. $ 23.9 billion and U.S. $ 1.88 billion for the year ended March 2009. It worked in the value chain of the industry, from the plantations to processing, merchandising, shipping and distribution. As the third-largest listed plantation company in the world, it operated 300 processing plants and had an extensive global distribution network. Its products are sold in more than 50 countries, including China and India. As the global demand for palm oil grew, environmental groups were concerned about the impact of the palm oil industry on the social and natural environment, such as the loss of forest ecosystems, pollution, soil degradation, pollution, greenhouse gases and climate change. They were under pressure palm oil producers, including Wilmar to take action to address these problems. By late 2010, Wilmar had to drive two strategic initiatives for future growth. It was poised to acquire Sucrogen, Australia’s largest sugar company with offices in sugar milling and refining, ethanol production and the generation of electricity from renewable energy sources. There was also expansion in sub-Saharan Africa, where many governments were keen to support the development of commercially managed large palm oil projects. However, as in Asia, palm oil producers and governments could expect pressure from environmental groups in view of possible adverse effects. The challenge was to manage these initiatives and the environmentalist demands for more sustainable action.
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from
Wee Beng Geok,
Geraldine Chen,
Ivy book
Source: ABCC at Nanyang Tech University
24 pages.
Publication Date: Dec 21, 2010. Prod #: NTU019-PDF-ENG
Wilmar International Limited – Managing multiple stakeholders in a global palm oil agribusiness group HBR case solution