Wilmar AR2019

EVOLUTION
FROM A PALM COMPANY TO

AN INTEGRATED AGRIBUSINESS Annua l Report 2019
CONTENTS 1
2
Who We Are
Chairman’s Message
32 SUSTAINABILITY
4 The Evolution of Wilmar GOVERNANCE

10 Our Global Operation 42 Board of Directors
12 Our Core Values 52 Key Management Team
53 Corporate Information
PERFORMANCE 54 Risk Management
13 Performance Overview 56 Corporate Governance
14 Financial Highlights
16 What We Do 81 FINANCIAL STATEMENTS
18 Operations Review
27 Investor Relations
28 Human Capital Management
29 Information Technology
30 Awards & Accolades
WHO WE ARE
Wilmar International Limited, founded in manufacturing plants and an extensive

1991 and headquartered in Singapore, is distribution network covering China, India,
today Asia’s leading agribusiness group. Indonesia and some 50 other countries
Wilmar is ranked amongst the largest listed and regions. The Group has a multinational
companies by market capitalisation on the workforce of about 90,000 people.
Singapore Exchange.
Wilmar’s portfolio of high quality processed
Wilmar’s business activities include oil agricultural products is the preferred choice
palm cultivation, oilseed crushing, edible of consumers and the food manufacturing
oils refining, sugar milling and refining, industry. Its consumer-packed products
manufacturing of consumer products, have a leading share in many Asian and
specialty fats, oleochemicals, biodiesel African countries. Through scale, integration
and fertilisers as well as flour and rice and the logistical advantages of its business
milling. At the core of Wilmar’s strategy model, Wilmar is able to extract margins
is an integrated agribusiness model that at every step of the value chain, thereby
encompasses the entire value chain of the reaping operational synergies and cost
agricultural commodity business, from efficiencies. Wilmar is a firm advocate of
cultivation, processing, merchandising to sustainable growth and is committed to
manufacturing of a wide range of branded its role as a responsible corporate citizen.
agricultural products. It has over 500
ANNUAL REPORT 2019 1

CHAIRMAN’S MESSAGE
FY2019 IN REVIEW 2019 HIGHLIGHTS include an integrated edible oils refinery

I am pleased to report that the Group In FY2019, we continued to expand and a spread and shortening plant in
achieved a strong set of results in FY2019 our operations in markets with high South Africa and a peanut crushing plant
amidst a challenging global environment. growth potential as well as strengthen in Senegal.
the vertical integration of our business
The Group recorded a 15.0% jump in net for greater efficiency. India
profit to US$1.29 billion in FY2019, led by
strong performances from Tropical Oils China
and Consumer Products. The oilseeds In the past year, we continued our
crushing business, though affected expansion in edible oils refining, oilseed
by the African swine fever outbreak in crushing, flour and rice milling, corn
China, turned in better than expected processing, oleochemicals, consumer
results in the second half of 2019. Overall products, soy sauce and vinegar
sales volume for FY2019 climbed 3.8% manufacturing in existing and new sites.
but lower commodity prices resulted in Our consumer products, oleochemicals,
a 4.2% decline in revenue to US$42.64 rice and flour businesses continued to
billion (FY2018: US$44.50 billion). Refinery in Mundra, India
improve their performance.
Earnings per share rose to 20.4 US cents The proposed listing of our China Adani Wilmar Limited (AWL), our 50:50
in FY2019, as compared to 17.8 US cents subsidiary, Yihai Kerry Arawana joint venture in India, is the largest refiner
in FY2018. The Group’s balance sheet Holdings Co., Ltd on the Shenzhen and producer of consumer pack edible
remains strong, with total assets standing Stock Exchange is progressing within oils in the country. AWL has expanded
at US$47.05 billion while shareholders’ the standard time frame and we expect into rice and rice milling, as well as
funds amounted to US$16.76 billion. to receive approval for the listing this enhanced its consumer product offering.
year, despite the possibility of a slight It is also increasing refining and specialty
The Tropical Oils segment reported a
delay due to the 2019 novel coronavirus fats capacities in existing and new sites.
54.1% increase in profit to US$841.6
(COVID-19) outbreak.
million for FY2019 (FY2018: US$546.1
million) on the back of stronger
performance from the manufacturing
and merchandising business. Both
sales volume and processing margins
improved.
The Oilseeds and Grains segment

recorded a drop of 27.2% in profit to
US$636.9 million (FY2018: US$875.0
million) as overall crush volume and
margins were impacted by the African
swine fever outbreak in the first half of
2019. Our Consumer Products business,
which performed strongly, continued on
an upwards trajectory with sales volume
jumping by 6.7% in FY2019.
Oleochemical manufacturing plant in Lianyungang, China
The Sugar segment registered a profit

of US$2.6 million for FY2019 (FY2018: Africa Indonesia
US$128.2 million loss). The better With a presence in 16 countries across In Indonesia, we continue to expand our
performance was due to the absence Africa, we are the largest edible oils flour and rice milling, oleochemicals,
of a non-cash impairment charge of refiner and a leading oil palm plantation biodiesel, refining and packaging
US$138.6 million recognised in 2018 owner on the continent. In 2019, we capacities in existing and new sites.
relating to the milling operations in commenced operation of a rice mill in
Australia. Overall sales volume for the Tanzania and an oilseed crushing plant in
segment increased by 16.1% in FY2019. South Africa. New projects in the pipeline
2 W I L M A R I N T E R N AT I O N A L L I M I T E D
Malaysia
In 2019, we completed the purchase of
two palm oil refineries in Kuantan and
Kuching and started construction of a
new refinery and a specialty fats plant
in Port Klang. These new facilities will
enhance our operations in Malaysia. Integrated manufacturing plant in Gresik, Indonesia
Vietnam In the past year, we are heartened that DIVIDENDS

In Vietnam, we maintain our leadership our work in human and labour rights The Board has recommended a final
position in our core businesses including as well as the protection of children’s dividend of S$0.095 per share for
edible oils and soybean crushing while rights has been recognised by Global FY2019. Including the interim dividend
our new businesses such as rice, grains Child Forum, Roundtable on Sustainable of S$0.03 per share paid in August 2019,
value-added processing and sauces Palm Oil and the ASEAN CSR Network. the total dividend for FY2019 is S$0.125
are growing in domestic sales volume. per share (FY2018: S$0.105 per share),
We are expanding our flour and rice PROSPECTS representing the highest cash dividend
milling capacity. The COVID-19 outbreak has brought since the Group’s listing on the Singapore
volatility to the commodity markets Exchange in 2006.
Myanmar and further challenges to our operating
The edible oils packing plant and flour environment, particularly in China. While BOARD RENEWAL
mill commenced operation in Thilawa we do not expect our businesses to be Mr Yeo Teng Yang retired as the Lead
in October 2019. Concurrently we have significantly affected overall as we are Independent Director on 24 April 2019
begun the construction of a rice milling mainly in the food products industry, a and Mr Lim Siong Guan, who joined the
complex which, when completed, will prolonged outbreak may have a greater Wilmar Board on 1 January 2018, has
be the largest in Myanmar, and are in the impact on our operations. taken over the role. On behalf of the
process of acquiring another rice mill. Board, I wish to convey our appreciation
We are bullish on the country and plan Since Wilmar’s inception as a palm to Mr Yeo for his dedication and
to build a big integrated manufacturing oil trading company in 1991, we have contributions during his nearly 13-year
complex there. pursued our strategy of building a tenure on the Board.
vertically integrated agribusiness that
Goodman Fielder
encompasses the entire value chain I would like to warmly welcome Mr Teo
We completed the acquisition of the
from crop cultivation, processing, Siong Seng and Mr Soh Gim Teik who
balance 50% interest in Goodman Fielder
merchandising to distribution. were appointed Independent Non-
from First Pacific Company Limited in
Executive Directors on 1 May 2019 and 1
December 2019. We are looking into
Over the years, we have continued December 2019 respectively. The Board
expanding our operations in Australia,
to invest in building integrated looks forward to invaluable insights from
New Zealand, Papua New Guinea and
manufacturing complexes, distribution their vast experience and deep expertise.
the Pacific Islands.
network, consumer brands, research and
development in agri-related businesses APPRECIATION
SUSTAINABILITY
in key markets to give us a competitive No success can be achieved without the
Our work on sustainability continues
edge in terms of quality, cost, service support of our staff, business partners
to improve. Our No Deforestation, No
and innovation. This strategy has enabled and stakeholders. On behalf of the
Peat, No Exploitation (NDPE) policy,
us to maintain our leadership position Group, thank you and we look forward
first launched in 2013, was updated
in the various businesses and stabilise to reaching greater heights with your
in November 2019 to improve its
the Group’s earnings. continued support.
effectiveness and ensure alignment
with globally recognised frameworks.
We are confident that our business
We also continue to develop tools to
model, our willingness to take a
enhance our supplier monitoring and
long-term view and the continued Kuok Khoon Hong
engagement.
improvement of our management team Chairman & Chief Executive Officer
will enable us to build a great agri and 13 March 2020
food business in future.

THE EVOLUTION
OF WILMAR
From a palm oil trading company to

a Global Integrated Agribusiness
Harvesting oil palm fruits in Sabah, Malaysia
CROP CULTIVATION
OIL PALM SUGAR
Wilmar’s first oil palm project was a 7000-hectare Wilmar’s sugar business, which commenced in
(ha) plantation in West Sumatra, Indonesia 2010 with the acquisition of Sucrogen Limited
undertaken in 1991 – the same year the company (known today as Wilmar Sugar Australia), includes
established a palm oil trading company in sugarcane cultivation in Australia as well as beet
Singapore. plantations in Morocco.
Wilmar is one of the world’s largest oil palm

plantation owners today with a total planted area
of about 279,000 ha spread across Indonesia,
Malaysia, Uganda, Ivory Coast, Ghana and Nigeria.
Sugarcane farm in North Queensland, Australia
Oleochemicals plant at night in Lianyungang, China
PROCESSING
Over the years, our expansion strategy complex. Further cost savings are
has involved substantial investment achieved by using waste products from
in building integrated manufacturing plants as feedstock for co-generation
complexes that allow cost efficiencies plants to produce steam and electricity
through shared utilities such as boilers, for the manufacturing complexes.
effluent treatment, storage tanks, offices
and manpower. Logistic efficiency is Through economies of scale and
also improved as the output from one logistic efficiency, we are able to offer
plant is often the feedstock for another products of the highest quality at a very
plant within the same manufacturing competitive cost.
WE OPERATE OVER
900
MANUFACTURING PLANTS IN
32 countries 1
An illustrative plan of the integrated manufacturing complex in Taizhou, China, TODAY

completed in 2008
1 Including plants owned or operated by subsidiaries, joint ventures and associates

THE EVOLUTION OF WILMAR
REFINING
Wilmar is the world’s largest processor of palm oil, turning it into refined
palm oil, specialty fats, oleochemicals and biodiesel. We own processing
plants in Indonesia, Malaysia, China, Vietnam, Philippines, Sri Lanka, United
States of America, South Africa and Ghana. Through joint ventures, we
also have interests in processing plants in India, Bangladesh, Russia,
Ukraine, Ivory Coast, Nigeria, Uganda, Tanzania, Zambia, Zimbabwe,
Germany, Netherlands and Poland. Our versatile products are used in
a number of important edible and industrial applications such as in the
manufacturing of food, soaps and detergents, palm-based biodiesel as
well as cosmetic and pharmaceutical products.
For the sugar business, our refineries are in Australia, New Zealand, India,
Indonesia and Morocco.
Production of Sania specialty fats in Indonesia
Unloading of soybeans in Qinhuangdao, China Flour mill in Quang Ninh, Vietnam
CRUSHING MILLING
We crush palm kernels in Indonesia, Our oilseed crushing operations Apart from palm oil milling, we have
Malaysia, Ivory Coast, Nigeria and are in China, India, Malaysia, Russia, expanded into flour and rice milling. We
Uganda. Palm kernel oil is generally South Africa, Tanzania, Ukraine, are one of the largest wheat and rice
processed into oleochemicals and Vietnam, Zambia and Zimbabwe. millers in China and own flour mills in
used in the production of soaps, Indonesia, Myanmar, New Caledonia
detergents and cosmetics. We also operate copra crushing and Papua New Guinea, and through
plants in Indonesia and Philippines. joint ventures in Malaysia, Indonesia,
We crush a wide range of oilseeds such Copra meal is made into animal feed. India, Vietnam and Thailand.
as soybeans, rapeseed, groundnut,
sunflower seeds, sesame seeds, As part of our integrated sugar business,
cotton seeds and corn into protein we operate sugar mills in Australia,
meals and edible oils. The protein China, India, Morocco and Myanmar.
meals are mainly sold to the animal
feed industry while the oils are largely
sold to our own Consumer Products
and Oleochemicals businesses.
MERCHANDISING & DISTRIBUTION
The Group merchandises our products to customers across the world. The global and local market insight gained through this
worldwide network enables us to identify and capitalise on business opportunities across the entire agribusiness value chain.
As part of the integrated business model, we build dedicated ports and jetties with deep draft next to the manufacturing
complexes to facilitate shipping and reduce logistic costs. Wilmar also owns a fleet of liquid and dry bulk carriers which
caters primarily to in-house needs and enhances operational flexibility and efficiency.
EXTENSIVE DISTRIBUTION NETWORK

COVERING MORE THAN
50
COUNTRIES
43 16 8
liquid bulk vessels dry bulk vessels ports in Indonesia
Network of Silos/storage
7 1 1,250km facilities in
strategic
ports in China port in Myanmar
of cane rail in Australia locations

THE EVOLUTION OF WILMAR
CONSUMER
PRODUCTS
Wilmar is the world’s largest producer of consumer
pack edible oils with leading positions in many Asian
and African countries. We adopt a multi-brand strategy
to target different market segments and invest in
building our brands into well-established household
names over the years.
Our consumer brands are renowned for their quality

and many have won awards in their respective markets.
Over the years, we have established a comprehensive sales and distribution network
reaching traditional retail outlets, supermarkets, convenience stores and hypermarts. Leveraging the brand value of our edible oils, we
launched other complimentary products such as
flour, rice and noodles under the same brands, hence
allowing the new products to gain market penetration
more quickly.
Today our comprehensive product offering includes rice,

wheat flour, noodles, sauces, condiments, margarine,
sugar, chocolates, plant-based protein, soaps
and detergents.
Over the years, we have established a comprehensive

sales and distribution network reaching traditional
retail outlets, supermarkets, convenience stores and
hypermarts. Our products reach about five billion
consumers worldwide.
OUR PRODUCTS
REACH ABOUT
5 billion
consumers
WORLDWIDE
RESEARCH &
DEVELOPMENT
We invest extensively in research and
development (R&D) technologies and
consistently apply them throughout
the value chain to improve the quality
and range of our products and overall
operational efficiency.
To stay ahead of consumers’ evolving as designer cooking oils for elderly

preference, over 600 scientists and patients and those with metabolic
researchers located globally engage diseases. In China, our R&D facilities
in R&D activities focusing on product in Shanghai and Qinhuangdao focus
innovation and quality, food technology, on developing new technologies and
oil palm productivity and operational products for cooking oils, specialty
efficiency. In addition, we collaborate fats, proteins, condiments, functional
Over
with world-class clinical research foods, cereals as well as animal feed.
facilities and medical experts to advance
600 scientists and
our understanding of the role of food Wilmar will continue to invest in R&D researchers
as the new medicine. We are focusing as part of its commitment to deliver located globally engage in
our capabilities on creating functional innovative products and better quality R&D activities
foods that are health-enhancing such food for our consumers worldwide.
A GLOBAL INTEGRATED AGRIBUSINESS

Wilmar has over the years invested Apart from substantial manufacturing 19 markets including the three most
substantially in building an integrated infrastructure, Wilmar has built an populous nations of China, India and
business model as part of our strategy unparalleled sales and distribution Indonesia will be a significant growth
for long-term sustainable success. network in over 50 countries and regions. driver as consumers’ preference shift
Our presence across the entire supply The connectivity between markets is towards better quality and healthier food.
chain from cultivation, processing, crucial for the success of a global business. Africa, the world’s second fastest growing
merchandising to manufacturing of a wide It not only allows our products to reach region, will be another key growth area.
range of branded consumer products is customers efficiently, it gives us access We are present in 16 African countries
what sets us apart from our competitors. to market information and business and we will continue to strengthen our
We benefit from operational synergies opportunities. manufacturing base in Africa.
and pass on cost efficiencies to our
customers. Furthermore, the resilience Wilmar’s evolution from a palm company
of our business model has enabled the to a global integrated agribusiness will
Group to weather macroeconomic continue well into the future. Food
headwinds and stabilise earnings amid is the biggest business in Asia, if not
volatile commodities cycles. the world, and our footprint spanning

OUR GLOBAL OPERATION
Over
900 United States of America


manufacturing plants in
32  Mexico
countries and regions*
Guatemala 
 Brazil
Extensive distribution network in

China, India, Indonesia
and some
50
other countries and regions
#1 PLAYER IN CHINA
• Largest edible oils refiner and specialty fats and oleochemicals
manufacturer
Multinational workforce of about • Leading oilseed crusher, producer of branded consumer pack
90,000 oils, rice and flour

• One of the largest flour and rice millers
staff globally
INDONESIA & MALAYSIA

• One of the largest oil palm plantation owners and the largest
palm oil refiner, palm kernel and copra crusher, flour miller,
specialty fats, oleochemicals and biodiesel manufacturer
• Largest producer of branded consumer pack oils in Indonesia
* Including plants owned or operated by subsidiaries,
joint ventures and associates
 Russia
United Kingdom

Netherlands   Poland
 Germany
 Ukraine
 Italy
Spain 
 China  Japan
Morocco 
 Pakistan
Bangladesh

  Myanmar
India  Laos
 Senegal Thailand   Vietnam
Ivory Coast  Djibouti Cambodia 
 Nigeria  Philippines
  Ghana  Ethiopia 
Sri Lanka
Liberia  Malaysia
Uganda 
 Kenya Singapore 
Indonesia 
 Tanzania  Papua New Guinea
Zambia 
 Mozambique
 Mauritius  Fiji
 Zimbabwe

 Australia New Caledonia
 South Africa
New Zealand

AFRICA INDIA
• One of the largest oil palm plantation owners, edible • Largest branded consumer pack oils, specialty fats
oil refiners and producers of consumer pack oils, soaps and oleochemicals producer and edible oils refiner
and detergents • Leading oilseed crusher
• Third largest sugar producer • Leading sugar miller and refiner
AUSTRALIA
• Largest raw sugar producer and refiner RUSSIA
• Leading consumer brands in sugar and sweetener market • Largest manufacturer of consumer pack margarine
• Top 10 global raw sugar producer and mayonnaise
EUROPE UKRAINE
• Leading refiner of tropical oils • Largest edible oils refiner and specialty fats producer

OUR CORE VALUES
INNOVATION
SAFETY
We value innovative
We pay careful TEAMWORK
efforts, ideas
consideration to the We work as one
and methods to
health and safety of team to achieve our
continually improve
our employees at the corporate goals.
our business
workplace.
processes.
CORE VALUES
In our commitment to
excellence, we are guided by
a set of values that defines
who we are and the
way we work.
INTEGRITY EXCELLENCE PASSION

We value honesty, We strive for excellent We are passionate
trustworthiness performance in about growing our
and high ethical everything we do. business globally.
standards.
PERFORMANCE OVERVIEW
US$1.29 b US$1.26 b
NET PROFIT CORE NET PROFIT
US$42.64 b US$3.02 b
REVENUE EBITDA
US$47.05 b 20.4 US CENTS

TOTAL ASSETS EARNINGS PER SHARE
US$2.64 S$0.125
NET ASSET PER SHARE DIVIDEND PER SHARE

FINANCIAL HIGHLIGHTS
FY2019 FY2018 FY2017 FY2016 FY2015

Income Statement (US$ million)*
Revenue 42,641 44,498 43,574 41,402 38,777
EBITDA 3,024 2,937 2,615 2,244 2,101
Profit before tax from continuing operations 1,698 1,612 1,563 1,300 1,379
Net profit – including discontinued operations 1,293 1,125 1,196 972 1,023
Earnings per share – fully diluted (US cents) – 20.4 17.8 18.9 15.4 16.1
including discontinued operations
Dividend per share (Singapore cents) 12.5 10.5 10.0 6.5 8.0
Dividend payout ratio on net profit (%)# 45 43 39 31 36
Cash Flow (US$ million)*

Operating cash flows before working capital changes 2,894 1,956 2,513 2,020 2,042
Capital expenditure 1,813 1,325 938 777 865

Working capital changes 1,098 149 (1,728) (523) 398
Investment in subsidiaries, joint ventures and 129 417 132 145 511
associates
Balance Sheet (US$ million)+

Shareholders’ funds 16,763 16,046 15,964 14,435 14,394
Total assets 47,049 45,713 40,933 37,032 36,926
Total liabilities 29,172 28,938 23,947 21,653 21,625
Net loans and borrowings 13,219 13,460 12,596 11,692 11,817
Net gearing (x) 0.79 0.84 0.79 0.81 0.82

Net asset value per share (US cents) 264.4 253.6 252.4 228.5 227.8
Net tangible assets per share (US cents) 179.4 182.8 183.0 159.4 158.6
PROFIT BEFORE TAX BY BUSINESS SEGMENT

9%
17%
4%
0.2%
1% 32%
Tropical Oils 1% Tropical Oils
Oilseeds & Grains Oilseeds & Grains
FY2019 49% Sugar FY2018+ Sugar

Others Others
Associates and Joint Ventures Associates and Joint Ventures
38%
49%
Note:
Segmental breakdown calculation excludes unallocated expenses, gains/loss from biological asset revaluation and impairment of goodwill and property,
plant and equipment.
* FY2017 figures were restated upon adoption of SFRS (I) 9 Financial Instruments, SFRS (I) 15 Revenue from Contracts with Customers and IFRS
Convergence. FY2018 figures were restated subsequent to the finalisation of purchase price allocation exercise for the acquisition of Shree Renuka
Sugars Limited (“SRSL”) and its subsidiaries.
# FY2019 dividend payout ratio on net profit is estimated based on number of shares outstanding as at 31 January 2020.
+ FY2018 figures were restated subsequent to the finalisation of purchase price allocation exercise for the acquisition of Shree Renuka Sugars Limited
(“SRSL”) and its subsidiaries.
REVENUE* SALES VOLUME
44,498 Tropical Oils1 Oilseeds & Grains Sugar2

43,574
42,641
41,402
38,777
37,179
36,787
33,295
29,529
28,706
25,581
24,275
23,500
23,368
23,163
13,636
13,544
13,118
11,742
10,974
FY2015 FY2016 FY2017 FY2018 FY2019 FY2015 FY2016 FY2017 FY2018 FY2019 FY2015 FY2016 FY2017 FY2018 FY2019 FY2015 FY2016 FY2017 FY2018 FY2019
1 Excludes plantation volume

2 Sugar volume was restated for FY2017 upon adoption of SFRS(I) 15 Revenue from Contracts with Customers.
NET PROFIT* EARNINGS PER SHARE* RETURN ON AVERAGE DIVIDEND PAYOUT RATIO
EQUITY (%)* ON NET PROFIT (%)#
1,293
45
7.9
7.9
43
20.4
1,196
18.9
1,125
39
7.0
7.0
17.8
6.7
36
1,023
972
16.1
15.4
31
FY2015 FY2016 FY2017 FY2018 FY2019 FY2015 FY2016 FY2017 FY2018 FY2019 FY2015 FY2016 FY2017 FY2018 FY2019 FY2015 FY2016 FY2017 FY2018 FY2019

WHAT WE DO
VERTICALLY INTEGRATED BUSINESS MODEL

Wilmar’s strategy is to build an integrated model
encompassing the entire value chain of the agricultural
commodity business, from origination to processing,
trading, merchandising branded products and distribution.
TROPICAL OILS
OR IGINAT ION
MANUFACTURING
Consumer PLANTATION AND
Bulk Pack
Edible Oils Edible Oils MERCHANDISING
Raw & Oilseeds

Refined Meal
Sugar One of the largest Largest global
listed palm plantation processor and
companies in the world merchandiser of palm
Specialty PROC E SSIN G Rice & and lauric oils with
Fats Flour distribution network in
more than 50 countries
Biodiesel Oleochemicals
FFB Volume
3.9m MT 25.6m MT
T R A D I NG, ME RC HAN DISING
& DIST RIBUT ION
Revenue
US$15.54b
RESULTS
US$841.6m
C USTOME RS
OILSEEDS AND GRAINS SUGAR OTHERS
MILLING,
Fertiliser
MERCHANDISING,
CONSUMER
MANUFACTURING REFINING AND
PRODUCTS Shipping
CONSUMER
PRODUCTS
Largest soybean World’s largest Largest raw sugar

crusher in China and producer of consumer producer and refiner
one of the largest flour pack edible oils with in Australia and
mills globally leading positions in leading sugar refiner in
many Asian and African Indonesia
countries
Leading consumer
pack sugar
manufacturer in
Australia and
New Zealand
Volume Volume Volume Revenue

30.4m MT 6.4m MT 13.6m MT US$2.15b
Revenue Revenue Revenue
US$14.45b US$7.07b US$4.71b
RESULTS RESULTS RESULTS

US$636.9m US$2.6m US$74.9m

OPERATIONS REVIEW
TROPICAL OILS (PLANTATION, plantations are at the prime production Tropical Oils (Manufacturing and
MANUFACTURING AND age of seven to 18 years and 29% are at Merchandising)
MERCHANDISING) age six years and below. We process and merchandise palm
and lauric oils, sourced from our own
The Tropical Oils segment comprises plantations, smallholders and third-party
the Group’s entire value chain from Plantations Age Profile suppliers, into refined palm oil, specialty
plantations and palm oil mills to as at 31 December 2019 fats, oleochemicals and biodiesel.
processing, merchandising, branding
and distribution of palm oil and 15%
17% Through economies of scale and
laurics related products including commitment to best practices in
oleochemicals, specialty fats and production, we have been able to
biodiesel. 14% sustain as one of the most cost-
11%
efficient producers in the industry.
Tropical Oils (Plantation) This efficiency is complemented by
As at 31 December 2019, our total our strategically located facilities found
planted area stands at 232,940 hectares near the coastal areas of both origin
(ha). Through joint ventures, we own and destination markets, which enable
plantations in Uganda and West Africa us to manage transport, logistic and
of approximately 46,000 ha. Wilmar 43% operational costs effectively. Together
also directly manages 35,391 ha under with an extensive distribution network
0-3 years 4-6 years 7-14 years
smallholder schemes in Indonesia and sales touchpoints spanning more
15-18 years >18 years
and Africa, and another 157,515 ha than 50 countries and regions, Wilmar is
under smallholders schemes through well-positioned to capitalise on market
associates in Africa. intelligence acquired throughout the
Sustainability entire supply chain to meet the ever-
Sustainability is an integral part of changing demands of our customers.
Plantations Geographic Locations our business and operations. Since
as at 31 December 2019 announcing our No Deforestation, No Within the Tropical Oils segment, our
9%
Peat, No Exploitation (NDPE) policy in activities also include manufacturing,
December 2013, we have continued merchandising and distribution of
to further our commitment to drive consumer pack branded tropical oils.
sustainable practices and encourage We are the leading producer and seller
26% collective action to accelerate supply in markets such as India, Indonesia,
chain transformation. Vietnam, Bangladesh, Sri Lanka and
several African countries. In the key
In November 2019, we published locations of India and Indonesia, we
65% an updated NDPE policy following have market shares of around 20% and
an extensive consultation process 35% respectively.
with stakeholders including non-
Indonesia
governmental organisations (NGOs) During the year, we completed the
Malaysia Africa
and subject matter experts. The updated purchase of Cargill Palm Products Sdn.
policy is better aligned with globally Bhd’s edible oil facilities in Kuantan,
In recent years, we took the opportunity recognised frameworks and guidance, Malaysia. We have also started on the
of the relatively low palm oil prices to and incorporates our commitments to process of building an edible oil refinery
step up our re-planting programme health and safety, human rights and and specialty fats processing facility
and thus maintaining the average whistleblowing. in Port Klang, Malaysia. In 2019, our
age of our plantations at a relatively consumer packaging plant in Thilawa,
young 11 years. This will support the For more information on our Myanmar, commenced operations. It is
medium to long-term growth of our sustainability efforts, please refer to the largest edible oil packaging plant in
plantation operations. Around 54% of the the Sustainability chapter. the country.
As at 31 December 2019, the Group has plants located in the following countries: in 2018, boosted by good performance
REFINERY OLEOCHEMICALS SPECIALTY BIODIESEL from merchandising activities and
FATS downstream processing margins.
Subsidiaries
Indonesia 26 4 4 11 In Plantations, production yield
Malaysia 16 3 1 2 decreased by 7% to 20.1 MT per ha
China 54 10 7 0 in 2019 from 21.6 MT per ha in 2018,
Vietnam 4 0 2 0 impacted by the Group’s younger
Europe 0 1 0 0 plantation age profile due to its recent
Africa 2 0 2 0 replanting activities and unfavourable
Others 4 0 1 0 weather conditions. This resulted in a
Total no. of plants 106 18 17 13 7% decrease in total fresh fruit bunches
Total capacity 32 2 2 3 production to 3,914,613 MT for the year.
(million MT p.a)
Associates Supported by strong sales volume in
India 49 3 6 0 the first nine months of the year, overall
China 7 1 3 0 sales volume for the manufacturing and
Russia 4 0 1 0 merchandising businesses increased by
Ukraine 2 0 1 0 5% to 25.6 million MT in 2019. However,
Malaysia 3 0 0 0 weaker commodity prices in the current
Africa 10 0 6 0 year led overall segment revenue to
Bangladesh 2 0 0 0 decrease by 9% to US$15.54 billion in
Europe 6 1 1 0 2019 from US$17.06 billion in 2018.
Indonesia 0 0 0 1
Singapore 0 0 1 0 Outlook and Strategy
Total no. of plants 83 5 19 1 Global palm oil production is expected
Total capacity 15 <1 <1 <1 to decrease marginally to 76.3 million MT
(million MT p.a) for the marketing period from October
2019 to September 2020. Expectations
Note: Refinery capacity includes palm oil and soft oils
of lower production in 2020 are due
to the lagged impact of dry weather
Industry Trend in 2019 conditions and the reduction of fertiliser
In 2019, global palm oil production Crude palm oil (CPO) prices were on
application when CPO prices were low
grew 2% from 74.2 million MT in 2018 a downward trend in the first half of
in the first half of 2019.
to 75.7 million MT. The two largest 2019 due to subdued demand and
producing countries, Indonesia and higher-than-expected production
Demand is expected to sustain as
Malaysia, accounted for about 84% of output. Prices started to recover in the
Indonesia implemented the B30
global palm oil production. Indonesia’s third quarter of 2019 and surged in the
biodiesel programme in January 2020.
production increased 1% to 43.3 million fourth quarter on the back of higher
Furthermore, with the resumption
MT and Malaysia’s production grew 3% demand anticipated from the expanded
of the CPO export levy in Indonesia
to 20.0 million MT. Indonesian biodiesel programme (B30),
starting January 2020, we are optimistic
stronger uptake from China due to
about the outlook of our downstream
Global demand for palm oil grew 9% the prevalence of ASF and concerns
businesses in Indonesia. However, the
to 77.9 million MT in 2019. Demand in over a supply shortfall due to slower
outbreak of the 2019 novel coronavirus
Indonesia increased 20% to 14.5 million production output growth. CPO prices
(Covid-19) may have some short-term
MT mainly due to the B20 biodiesel closed at RM3,052 at the end of 2019,
impact on our operations in China.
mandate. Demand in India increased up 41% from RM2,166 at the beginning
Nonetheless, we remain positive about
10% to 10.3 million MT as edible oil of the year.
the long-term prospects of palm oil
consumption grew. Demand in China with the rise of global demand for our
increased 27% to 6.9 million MT as a Our Performance
food and non-food applications such
result of a reduced supply of substitute In 2019, pre-tax profit for the Tropical
as oleochemicals and specialty fats.
products such as soybean oil and lard Oils segment increased by 54% to
due to the African Swine Fever (ASF). US$841.6 million from US$546.1 million

OPERATIONS REVIEW
OILSEEDS AND GRAINS India, Vietnam, Malaysia, Russia, Ukraine, Consumer Products
(MANUFACTURING & CONSUMER Zimbabwe, Zambia, Tanzania and South Our portfolio of consumer products
PRODUCTS) Africa. We crush a wide range of oilseeds include edible oils, rice, flour, noodles,
including soybean, rapeseed, groundnut, sauces and condiments and are
The Oilseeds and Grains segment sunflower seed, sesame seed and cotton manufactured in China, Indonesia,
consists of the processing, seed into protein meals and edible oils. India, Vietnam, Bangladesh, Sri Lanka
m e rc h a n d i s i n g , b r a n d i n g a n d The protein meals produced are mainly and several African countries. Over
distribution of non-palm and lauric sold to the animal feed industry while the years, we have established a
edible oils, oilseeds, flour and rice as the oils are largely sold to the Group’s comprehensive sales and distribution
well as downstream products such as Consumer Products business. network reaching out to traditional retail
wheat and rice noodles in consumer outlets, supermarkets, convenience
pack, medium pack and in bulk. Our operations include flour and rice stores and hypermarts. Our consumer
milling as well as the production of rice brands are renowned for their quality,
Manufacturing bran oil. We are one of the largest wheat having won numerous product awards
We are a leading player in oilseed and rice millers in China and own flour in their respective markets. In China,
crushing with extensive presence in mills through joint ventures in Malaysia, we have a substantial market share of
various parts of the world such as China, Indonesia, India, Vietnam and Thailand. around 45% for edible oils, helmed by
our flagship Arawana brand of products.
As at 31 December 2019, the Group has crushing plants and flour and rice mills Leveraging the extensive distribution and
located in the following countries: brand awareness from the consumer
CRUSHING FLOUR MILLING RICE MILLING edible oils and food staples, we have also
Subsidiaries diversified into the consumer pack flour
and rice businesses in China, Indonesia
China 57 21 20
and Papua New Guinea and rice in
Malaysia 1 0 0
Ghana, Bangladesh and Zimbabwe as
Vietnam 3 0 0 well as flour in Vietnam, New Caledonia,
Africa 1 0 0 Thailand, India and Malaysia.
Indonesia 0 2 1
Myanmar 0 1 0 Industry Trend in 2019
Papua New Guinea 0 2 0 In 2019, trade tensions between the
United States (US) and China continued
New Caledonia 0 1 0
to have an impact on soybean trade
Total no. of plants 62 27 21
flows. Soybean imports in China
Total capacity 27 8 4 declined significantly from a peak of 95.5
(million MT p.a) million MT in 2017 to 88.0 million MT in
Associates 2018 and remained largely unchanged
China 16 1 2 at 87.5 million MT in 2019, with the
India 19 2 2 bulk of the supply coming from South
Russia 2 0 0 America. While Brazil’s overall exports
of soybeans decreased 12% in 2019 to
Ukraine 1 0 0
73.5 million MT, Argentina’s soybean
Vietnam 1 4 1
exports increased substantially to 10.2
Malaysia 0 9 0 million MT in 2019 due to a better
Indonesia 0 2 0 harvest. US soybean exports increased
Others 4 1 1 10% to 51.3 million MT in 2019 as trade
Total no. of plants 43 19 6 negotiations progressed during the year.
Total capacity 14 3 <1
China remained the top importer of
(million MT p.a)
soybeans, accounting for approximately
58% of the world’s demand in 2019.
Note: Crushing capacity includes oilseeds crushing and rice bran extraction
Nonetheless, total volume of soybeans Our Performance monitor key developments including
crushed in China decreased 11% from In 2019, the Oilseeds and Grains any impact on food supply and food
93.0 million MT in 2018 to 82.9 million segment achieved a pre-tax profit of consumption in China as well as other
MT in 2019 due to the lingering effects US$636.9 million, a 27% decrease from major markets. Soybean imports into
of the US-China trade tensions and US$875.0 million in 2018 as overall crush China are forecast to recover by 3%
the African Swine Fever (ASF) outbreak. volume and margins for the year were to around 85.0 million MT for the
As a result, both soybean meal and impacted by the ASF outbreak in the marketing period of October 2019 to
soybean oil saw lower consumption first half of 2019. September 2020.
in 2019. Soybean meal consumption
in China decreased 11% to 65.5 million Consumer products sales volume In the Consumer Products business, we
MT while soybean oil consumption in improved by 7% from 6.0 million MT will continue to benefit as consumers’
China decreased 4% to around 16.0 to 6.4 million MT as a result of the earlier preferences shift from unpackaged
million MT in 2019. Chinese Spring Festival in January 2020. to quality branded consumer pack
products. We will also continue to
On the supply side, good weather in Outlook and Strategy strengthen our brand reputation while
Argentina led to a rebound in soybean The 2019 novel coronavirus (Covid-19) improving our distribution networks,
production and crop yields after a outbreak has brought volatility to research and development as well as
drought battered its crops in 2018. the commodity markets and further expanding our portfolio of products
However, dry weather conditions during challenges our operating environment, to grow our market presence globally.
the start of the harvesting season in Brazil especially in China. At the moment,
resulted in a slightly lower production. we do not expect a major impact
to our businesses as we are mainly
In the Consumer Products business, operating in the food products industry.
we continued to benefit from healthy Nevertheless, a prolonged outbreak of
demand for branded consumer pack Covid-19 may have a greater impact
food staples across the countries in on our operations. We will continue to
which we operate.

OPERATIONS REVIEW
SUGAR (MILLING, In Morocco, we own a block of 29.9% We have also expanded our sugar
MERCHANDSING, REFINING & (as at December 2019) in Cosumar S.A. operations to Inner Mongolia, China,
CONSUMER PRODUCTS) (Cosumar) which operates one refinery where our activities include the purchase
and seven sugar beet/cane mills as well and processing of sugar beet, the sale of
Wilmar operates an integrated sugar as the sugar brands Al Kasbah, La Gazelle sugar beet and its by-products as well
business across the entire value chain and El Bellar. Cosumar is the sole sugar as the production and sale of sugar and
from sugarcane in Australia and beet producer in Morocco and the third sugar products.
plantations in Morocco to retail products largest in the African continent, with a
marketed under leading brands such as strong distribution network that includes Sugar Developments
CSR, Chelsea, Al Kasbah and Madhur. exporting refined sugar to neighbouring In 2019, we consolidated our operations
In between, we operate sugar mills, countries around the Mediterranean Sea worldwide and improved the integration
cogeneration plants, ethanol distilleries, and West Africa. between refineries and marketing. We
and sugar refineries across the globe, set up a white sugar marketing desk
linking key origins and destinations In India, we are the majority controlling in Dubai that centralises white sugar
through a market-leading merchandising shareholder with 58% of Shree Renuka distribution from our refineries.
team headquartered in Singapore and Sugars Limited (SRSL), the leading sugar
supported by key strategic partnerships, company in India. SRSL’s business In Australia, we have integrated our
such as the joint venture with the leading comprises seven mills with a total cane refinery operations and marketing desk
sugar and ethanol producer, Raízen crushing capacity of 8.4 million MT per with the operations of Goodman Fielder
Energia S.A. in Brazil. We trade over annum, two port-based refineries - which is now a wholly-owned subsidiary
12.0 million MT of raw and white sugar one each in Kandla and Haldia - with of the Group.
globally. a combined capacity of 1.8 million MT
per annum, a cogeneration capacity of Industry Trend in 2019
In Australia, our sugar business involves 584 MW as well as the leading sugar World sugar price was under pressure
sugarcane cultivation, milling and brand Madhur. for most of 2019, trading down to a low
refining to produce white sugar, brown of 10.50 US cents per pound and mostly
sugar, caster sugar and syrups. We also In Myanmar, we have a majority 55:45 traded below 12.50 US cents per pound
produce ethanol as well as fertiliser. joint venture with Great Wall Food Stuff due to massive exports from India, which
Industry Company Limited, the leading further added to an already oversupplied
We produce around 60% of Australia’s sugar company. The joint venture market. Thailand had another bumper
raw sugar and our 75%-owned refinery operates two sugar mills with a total crop and sugar was delivered for the first
joint venture supplies about 75% of sugar production of 1.4 million MT, a bio- time in many years against the July New
Australia’s and New Zealand’s refined ethanol plant and an organic compound York and August London quotations.
sugar requirements and also exports fertiliser plant.
to many Asia Pacific markets. We are
also Australia’s largest generator of
renewable electricity from biomass.
We own leading sugar brands CSR in
Australia and Chelsea in New Zealand.
To complement our diversified product
and brand portfolio, we also distribute
the Equal range of sweeteners.
In Indonesia, we operate two refineries

in Java with a refining capacity of about
700,000 MT.
Our Performance
In 2019, the Sugar division reported
a pre-tax profit of US$2.6 million
compared to a pre-tax loss of US$128.2
million in 2018. The better performance
was due to the absence of a non-cash
impairment charge of US$138.6 million
recognised in 2018 relating to the milling
operations in Australia.
Overall sales volume for the segment

increased by 16% from 11.7 million MT
in 2018 to 13.6 million MT in 2019.
Correspondingly, revenue increased
by 17% from US$4.01 billion in 2018 to
US$4.71 billion in 2019.
Outlook and Strategy

The weather in Asia was generally dry
in 2019 and this is expected to result
in lower crop production across the
region in 2020. In Thailand, due to
unfavourable weather conditions, cane
production could be reduced as much
as 40.0 million MT removing about 5.0
million MT of sugar in one year, while MILLING REFINING
China, Indonesia and the Philippines are Subsidiaries
expected to import larger quantities of Australia 8 2
sugar. At the same time, US beet and
New Zealand 0 1
cane crops were negatively affected by
bad weather, therefore also increasing Indonesia 0 2
its import requirements. The European India 7 2
crop is also down drastically, leaving Myanmar 2 0
limited availability for export. However, China 2 0
we can expect a good crop from India
Total no. of mills/plants 19 7
with another export quota anticipated.
Total capacity 28 4
In 2020, the new Cosumar refinery, (million MT p.a)
named Durrah and located in Yanbu, Associate
Saudi Arabia, will start operations with Morocco 7 1
a capacity of 850,000 MT/year. Total no. of mills/plants 7 1
Total capacity 4 1
Our Sugar division is well placed to
(million MT p.a)
capture the higher white premium
(difference between London white
market and New York raw market) and
the positive outlook in the Far East
business.

OPERATIONS REVIEW
FERTILISER
The bulk of the Group’s fertiliser business
operation and market is in Indonesia.
With an average annual sales volume
of about 2.0 million MT, we are one of
the largest fertiliser players in Indonesia.
In addition to having production lines

focusing on nitrogen, phosphorus and
potassium (NPK) compound fertilisers,
we also engage in the trading and
distribution of potash, phosphate and
nitrogen fertilisers as well as secondary
nutrients and trace element products.
Supported by extensive logistics
networks, the Group has been able
to maintain substantial market shares fertiliser consumption in Indonesia SHIPPING
of both potash and NPK in Indonesia, and Malaysia declined by an estimated
particularly in the oil palm sector. 25-30% in volume. The decline in As part of the Group’s integrated business
Customers of our fertiliser business volume was mainly contributed by model, we own a fleet of liquid and dry
are also our suppliers of fresh fruit the continued downward pressure on bulk carriers to support our shipping
bunches, crude palm oil and palm global commodity prices, especially requirements. This fleet of vessels
kernel, enabling us to tap this captive palm oil, for the most part of 2019. gives our operations greater flexibility
market and minimise credit risk. This in turn dampened demand and and efficiency. Additional shipping
buying sentiment throughout the year, requirements not served by this fleet are
At present, Wilmar’s total installed with some plantations using less or met by chartering-in third-party vessels.
capacity of NPK compound in Indonesia even skipping some fertiliser application
is 1.2 million MT per annum, with a period. On top of a challenging first half In 2019, the total volume of liquid bulk
further 100,000 MT per annum capacity of the year, the market suffered further and dry bulk shipped saw a marginal
in Sabah to complement the Group’s in the second half where fertiliser prices increase compared to the previous year.
activities in East Malaysia. We are also saw declines across the industry. Despite Despite challenging market conditions,
the appointed distributor of Canadian the decline in annual sales volume and the shipping unit also maintained a
potash, Peruvian rock phosphate and challenging market conditions in 2019, respectable profit for the year.
USA borate in Indonesia. the Group’s fertiliser business delivered
a better profitability overall compared In line with the Group’s long-term
Industry Trend and Our to 2018, mainly attributed to timely strategy, we will continue to seek good
Performance purchase of raw materials as well as a opportunities to expand our fleet with
Despite the long-term prospects, more stable currency market. more cost-effective vessels to support
2019 proved to be a difficult year for the needs of our logistics operations.
the fertiliser industry, where regional Outlook and Strategy
The Group continues to remain positive As at 31 December 2019, the Group
on the long-term outlook for the region’s owned and controlled tankers / dry bulk
agricultural sector, given the positive vessels with a total tonnage of about
sentiment in oil palm. We aim to focus 2.5 million MT.
on markets where we have a significant
presence and competitive advantage
to ensure achievable and sustainable
growth. We are also actively exploring
other growing markets for fertiliser and
capitalising on local channels as well
as global networks that the Group has.
RESEARCH AND DEVELOPMENT
Wilmar’s research and development
(R&D) activities support our business
operations by improving manufacturing
processes, developing new innovative
products as well as ensuring the
consistency and enhancing the quality of
existing products. Our R&D work is being
carried out by around 600 scientists
and researchers in various locations
worldwide, including Singapore, China,
Indonesia, India, Malaysia, Australia and
New Zealand. In line with the Group’s
integrated approach, our R&D teams
engage in cross-border collaborations
as well as with external organisations to
share knowledge and resources, and
to enhance the collective R&D effort.
In 2019, our R&D teams focused on the • Developed slowly digestible (low Feed Ingredients
following areas: glycemic index) noodles using wheat • Continued effort in microbes
flour and ultrafine wheat bran. screening and collection for
Functional Foods fermentation and improvement of
• Collaborated with the National Plant-Based Protein feed ingredients.
University of Singapore in the • Established a new research team • Developed and launched fermented
WIL@NUS Corporate Lab to in Singapore to study plant-based soybean meal to eliminate
carry out clinical trials to identify meat analogues. undesirable factors in soybean meal.
food ingredients that can better o Developed plant-based meat The product is especially suited for
contribute to healthy living and analogues using natural young animals and pets and has
promote healthy ageing. ingredients. The new products been well-received by the feed
• C o m p l e t e d a G o v e r n m e n t - have improved nutritional profile, industry for its quality.
funded human clinical trial in New such as reduced sugar and
Zealand to assess a prototype meal sodium content. Environmentally Sustainable
replacement drink for sarcopenia • Completed the construction of a Processing Solutions
(muscle loss) including Goodman protein application laboratory in • Development and application of
Fielder’s dairy and Wilmar’s soy Shanghai. Prototypes such as high- enzymes to provide environmentally
protein. The project involved end meat products, surimi products sustainable solutions to our
input from Wilmar researchers in and meat analogues are being food processing industry and
Singapore and Shanghai as well as prepared in this laboratory which oleochemicals production.
knowledge transfer and support to also carries out customer projects • Developed and commercialised a
the Singapore team in planning for and provides technical training. chemical catalyst-free and green
subsequent sarcopenia clinical trials • Developed a new technology that process of producing natural vitamin
focusing on plant protein. produces soy protein to replace egg E with high yield and improved
• Developed and launched active albumin for a wide range of uses in quality, and less effluent.
fermented porous noodles using food, especially in bakery products. • Developed a solution to recycle
patented low-fermentation • Developed a variety of Chinese waste hydrochloride from certain
technology. Naturally active yeast dishes using texturised vegetable oleochemical processes, thereby
imparts on the noodles a unique protein. eliminating waste.
porous structure and makes them
easier to cook, digest and absorb.

OPERATIONS REVIEW
• Developed and launched soaps and • New range of high protein/low fat Other Activities
detergents using our vegetable- Greek yoghurt in New Zealand. • Launch of the China National
based surfactant which are more • Launch of first low glycemic index Nutrition Science Research Grant.
consumer, fabric and environmentally white bread in Australia. Made with o Wilmar has committed to
friendly. unique ingredients for longer lasting providing a 10-year grant of
• Spent-bleaching earth revitalisation energy, it was the highest selling new RMB10 million a year which
to minimise waste and increase product in the supermarket aisle loaf will fund clinical studies on the
sustainability of palm oil production. category in 2019. elderly, diabetics and patients
in cancer rehabilitation as well
Food Quality Control Upstream Activities as improving the Chinese food
• Integrated photonic analysis with • Production of plant growth promoter database and nutrition status
artificial intelligence for detection of (probiotics) and biofungicides of school-age children in poor
oil adulteration, assessing of frying (biocontrol) for sustainable oil palm areas.
oil quality and achieving optimal cultivation. • Research on ingredients in infant
blending of frying oil. • Genetic improvement of elite oil formula.
• Developed rice variety detection palm through precision molecular o Collaboration with the Chinese
methods based on genomic breeding. Nutrition Society and various
bioinformatic analysis. These • Genetic improvement of Indonesia universities to investigate the
methods for on-site evaluation elite rice cultivar to increase its composition of human milk fat
of rice grains, raw material purity fragrance flavour. which resulted in a patented
detection and product quality human milk fat substitute (OPO).
control have been rolled out in
some of our plants and will enhance
our ability to provide high quality
products to our customers.
New Products and Product

Improvements
• Launched seven new functional and
flavoured soymilk powder products.
• Arawana soybean curd powder
was awarded the second prize in
science and technology progress
by the China National Light Industry
Council.
• Collaboration between R&D teams
in New Zealand, Shanghai and
Singapore to reformulate whipping
cream product.
INVESTOR RELATIONS
Wilmar’s Investor Relations (IR) team We continue to build on the relationships No Deforestation, No Peat and No
strives to provide timely updates on the with sell-side research analysts and have Exploitation (NDPE) policy refresh
Group’s financial performance, strategic 16 analysts providing regular coverage and progress on labour matters. The
direction and business developments on Wilmar. event was warmly received by over 100
through multiple channels to assist bankers, analysts and portfolio managers
existing and potential investors make IR RESOURCES in attendance.
informed investment decisions. With The IR website is a key resource for
regular engagement, we aim to build corporate and stock information, financial ENHANCING SHAREHOLDER VALUE
long-term relationships with our data, policies, quarterly financial results, Our investment in key growth areas such
stakeholders in the financial community. annual reports and significant business as consumer products, rice and flour
developments. All disclosures submitted businesses will continue to enhance
EFFECTIVELY ENGAGING to the Singapore Exchange (SGX) are long-term shareholder value. The
STAKEHOLDERS uploaded to the Investors & Media Group’s resilient integrated business
During the year, management and the IR section of the Group’s corporate website model has proven to be effective
team engaged with over 150 investors (http://ir-media.wilmar-international. amidst macroeconomic uncertainty and
via various channels including one-on- com) in a timely and consistent manner. commodity prices decline in recent years.
one meetings, group meetings, local Members of the investment community
and overseas investor conferences, can also subscribe to our e-mail alerts In July 2019, we announced that the China
results briefings, analyst meetings, and request for information through Securities Regulatory Commission has
teleconferences and roadshows. These the website. accepted Yihai Kerry Arawana Holdings
events provide existing and potential Co., Ltd’s (YKA) application for its proposed
investors access to senior management ESG INVESTING listing on the Shenzhen Stock Exchange.
to discuss the Group’s strategic direction, In recent years, we have seen an YKA is a 99.99%-owned subsidiary of
industry trends and financial performance. increasing focus on environmental, social Wilmar, incorporated in the People’s
We also ensure that immediate concerns and governance (ESG) issues amongst Republic of China. Wilmar will retain
raised by investors who do not attend investors. The IR team works closely majority control in YKA post listing and
these conferences are addressed via with the Group’s Sustainability team for the foreseeable future. The Proposed
e-mails, meetings or conference calls to ensure that stakeholders are kept IPO is also expected to unlock shareholder
in a timely and accurate manner. updated on our sustainability endeavours. value for Wilmar. There will be no change
Resource materials such as sustainability to Wilmar’s SGX-ST mainboard listing
Held on 24 April 2019, the Group’s briefs on various programmes, the status as part of the Proposed IPO and
Annual General Meeting (AGM) was annual sustainability report as well as in the foreseeable future.
well-attended by over 250 shareholders. important updates on sustainability-
An update on the Group’s progress and related topics are made available on We remain optimistic about the future
financial highlights in the past year the Group’s Sustainability Dashboard of Asia. Our investment in growth
was presented by the Chief Financial (http://www.wilmar-international.com/ opportunities will continue to align with
Officer. This was followed by a series sustainability). the objective of creating long-term value
of TV commercials of some of our for shareholders. We are proposing a total
consumer products from various key In addition, we held a sustainability cash dividend of 12.5 Singapore cents
markets. The Board of Directors as event to provide key updates on our per share for the year, representing the
well as the Senior Management were sustainability programme, including highest cash dividend declared by the
in attendance to address any queries details on our supplier reporting tool, Group since listing.
and concerns raised by shareholders.
As in past AGMs, we showcased our
INVESTOR CALENDAR
new and flagship consumer pack oils,
flour, rice and other products from key February FY2018 Results Briefing (Singapore)
countries to keep investors updated on March Credit Suisse 22nd Asian Investment Conference (Hong Kong)
our product offerings. April Annual and Extraordinary General Meeting (Singapore)
Our efforts to reach out to the retail May 1QFY2019 Analyst Meeting (Singapore)
investing community also include a June Citi ASEAN C-Suite Investor Conference (Singapore)
long-term sponsorship of the Securities August 2QFY2019 Results Briefing (Singapore)
Investors Association (Singapore) (SIAS).
Macquarie ASEAN Conference (Singapore)
This sponsorship helps to support a
wide variety of programmes such as November 3QFY2019 Analyst Meeting (Singapore)
investor education, corporate actions Sustainability Event
and membership drive. Morgan Stanley 18th Asia Pacific Summit 2019 (Singapore)

HUMAN CAPITAL MANAGEMENT
Being Asia’s leading agribusiness group, We aim to build a valuable talent pool yoghurt product and made it the most
good talent, teamwork and a strong through our management trainee popular flavour in its range.
corporate culture continue to be key outreach programmes. In China, our
priorities for our Human Resources (HR) subsidiary Yihai Kerry has launched a CHARITY & VOLUNTEERING WORK
teams as the Group grows and evolves. At new training institution “Academy of Lending a helping hand to the less
the same time, we remain grounded in our Success” where high-potential new fortunate is a deeply ingrained value in
belief that Wilmar’s employees give back recruits undergo a 42-month structured our corporate culture. This stems from
to the communities in which we operate. training programme designed to groom our belief in sharing the benefits of our
future leaders. During the training business success with the communities
DIVERSITY phase, the candidates are constantly around us.
As an international organisation with assessed on their performance and
over 90,000 employees in 36 countries, capability potential. In Ghana, we continue to support the
we also strongly believe in creating an “Operation Smile Ghana” initiative which
inclusive and diverse workplace. For Wilmar supports and strongly encourages provides free reconstructive facial surgery
instance, women constitute 24% of employees to upskill and reskill to grow to correct cleft lips and cleft palate. We
our entire workforce and 57% of the in tandem with the business. In Wilmar also provide food for impoverished
Group’s headquarters with 24% in the Myanmar, a Burmese/Chinese language families during their stay at the surgical
senior management team. training course was held to improve centre while awaiting surgery. To date,
communication and work efficiency more than 1,200 children and adults have
TEAMWORK between the locals and expatriates. benefited from this initiative.
Among Wilmar’s six core values are
excellence and teamwork. As our INNOVATION
business expands globally, it becomes Innovation is another core value of
increasingly important that all country Wilmar’s. We embrace innovation across
teams work together and towards all operations to continually improve
the Group’s goals. Employees are our processes and products.
encouraged to form cross-border
collaborations in generating new and Yihai Kerry introduced a reward scheme
diverse ideas aimed at improving business to promote innovation and recognise
and operational efficiency. For example, outstanding innovation projects.
a collaboration between the research This encourages employees from
and development (R&D) teams from various business units and functional Wilmar CLV (Cambodia, Laos and
departments to interact and exchange Vietnam) organised a fundraising run in
China, Malaysia, Indonesia and India Ton Duc Thang University for students
has resulted in the successful launch of ideas that will ultimately improve from low-income families.
a healthier and low saturated version of the profitability and efficiency of
confectionary fat. The R&D team from our business. Our subsidiary Wilmar CLV (Cambodia,
India also leveraged the knowledge and Laos & Vietnam) partnered with both
expertise of the Malaysia’s R&D team to local communities and non-profit
normalise its production of cocoa butter organisations such as World Chef
using local ingredients. Without Borders to provide humanitarian
assistance. Over 2,000 charity meals
In July 2019, a knowledge-sharing were provided to the needy families at the
session was held in Shanghai with Can Tho Central General Hospital. Baking
the objective of deepening regional and cooking classes were conducted
engagements. Dialogues were focused for disabled children while financial aid
Yihai Kerry, Wilmar’s subsidiary in China,
on HR best practices which included for renovation projects in orphanages
introduced a reward scheme to encourage
future development plans and corporate innovation and exchange of ideas between were also undertaken in Vietnam. The
social responsibility programmes. business units. company also organised a run to raise
funds for Ton Duc Thang University
TRAINING & DEVELOPMENT Another example is Goodman Fielder, students from low-income families.
In our key emerging markets, there is a our subsidiary in New Zealand, which
race for talents. We will continue to work capitalised on the trend of salted caramel
with internal and external stakeholders to flavour by overcoming the challenge of
establish Wilmar as the choice employer combining contrasting pH levels into a
in the industry.
INFORMATION TECHNOLOGY
Wilmar’s Information Technology (IT) BECOMING AN INTELLIGENT the right technologies, data, resources
team strives to deliver value-added ENTERPRISE and mindset to deliver desired business
services to all business functions With our products reaching billions of outcomes and enable the Group to
through creating a secured yet flexible consumers globally, it is our priority be more agile in a fast-evolving
and agile IT landscape. We continue to improve customer experience environment.
to build on the digital technologies and be more responsive to market
adopted over the past few years by demand. We have developed key IT BOOSTING OUR DIGITAL DEFENCE
upgrading and enhancing our existing initiatives such as a central sourcing As Wilmar progresses on the digitalisation
platforms. Concurrently we evaluate and procurement platform, digital sales journey, we are mindful of cybersecurity
and implement new technologies to dashboard, sales force automation and threats and vulnerabilities that have
ensure the Group adapts quickly to consumer ordering mobile applications, evolved from traditional viruses and
the fast-evolving business landscape factory processes information systems malware to more sophisticated hacking,
and requirements. and logistics digital platform to rapidly impersonation and phishing attacks. We
transform data into insights about our continuously review and strengthen our
STRATEGIC INTEGRATION OF operations, market environment and cyber defence programmes to ensure
IT AND BUSINESS customers. their effectiveness in protecting our
In line with the Group’s integrated networks and systems.
business model, the IT team works As we move towards a data-driven
in close collaboration with global economy, we will continue to focus
business teams to ensure there is an on enhancing our core capabilities with
integrated planning platform across the
entire supply chain from operations,
production, sales and marketing,
logistics to finance.
With the Group’s international footprint,

we recognise the importance of
implementing holistic end-to-end
solutions swiftly and securely across
various platforms to protect the Group
from IT security threats.
IT GOVERNANCE
A robust IT governance framework
plays a pivotal role in ensuring that
IT investments and resources are
effectively utilised to support the
Group’s business goals.
Leveraging technologies can yield

potential benefits for businesses,
however there are risks associated with
new and disruptive technologies such as
robotic process automation and As-a-
Service architectures and solutions. We
use Control Objectives for Information
and Related Technology (COBIT), a
globally recognised framework for IT
governance and management, to deliver
value to business units while adopting
better risk management practices.

AWARDS & ACCOLADES
CORPORATE AWARDS 益海嘉里(哈尔滨)粮油食品工业有限公司 Xay Lua Mi Viet Nam (VFM)

Wilmar International Limited Yihai Kerry (Harbin) Oils, Grains and • Vietnamese High Quality Goods Award
Ranked 258th Foodstuffs Industries Co., Ltd. Business Research Centres and
Fortune Global 500 • 农业产业化为国家级重点龙头企业 Business Support (BSA)
Fortune Magazine 国家农业产业化部际联席会议九部门
Vinh Phat Wilmar Rice Corporation
Ranked 3rd 益海(周口)粮油工业有限公司 • Vietnamese High Quality Products -
World’s Most Admired Company, Yihai (Zhoukou) Oils and Grains Global Integration Standard
in Food Production Industry Industries Co., Ltd. Business Research Centres and
Fortune Magazine • 全国放心粮油示范工程示范加工企业 Business Support (BSA)
中国粮食行业协会
Ranked 425th Nam Duong International Foodstuff
Forbes Global 2000: The World’s 益海嘉里食品营销有限公司 Corporation
Biggest Public Companies Yihai Kerry Food Marketing Co., Ltd • Vietnamese High Quality Goods
Forbes • 中餐标准化金鼎奖,中国国家烹饪队全 Business Research Centres and
球商业合作伙伴,中国国家烹饪队训练 Business Support (BSA)
Ranked 3rd By Sales, 36th By Net 比赛用粮油 • Vietnamese High Quality Products -
Income and 33rd By Market Value 中国烹饪协会 Global Integration Standard
Forbes Asia 200 Best Over A • 2019年零售品牌最快成长品牌 Business Research Centres and
Billion List 京东商城 Business Support (BSA)
Forbes • “益海嘉里水稻循环经济模式及金龙鱼
大米产业链创新技术”第二届ICC亚太 ZIMBABWE
Ranked 5th 区国际粮食科技大会“科技创新奖” Olivine Industries (Private) Limited
Top 100 Singapore Brands 国际谷物科技协会(ICC) • Quality Award 1st Runner Up 2019
BrandFinance® • 2019年OLIVINUS阿根廷国际橄榄油大 BUY Zimbabwe
赛金奖
Ranked 24th OLIVINUS大赛委员会 Surface Wilmar
Top 50 Food Brands • Quality Award 2nd Runner Up 2019
BrandFinance® 丰益（上海）生物技术发中心有限公司 BUY Zimbabwe
Wilmar (Shanghai) Biotechnology
Ranked 1st Research and Development Center SUSTAINABILITY AWARDS
Singapore International 100 Award – • 2019年上海市专利工作示范企业称号 Singapore
Overseas Turnover Excellence • Ranked 1st for Human Rights Disclosure
DP Information Group with Ernst & INDIA in ASEAN (Singapore Listed Companies)
Young as Co-Producer, supported by Adani Wilmar Limited and 2nd in the Combined Overall ASEAN
ACRA, IE Singapore, SPRING, IDA and • Best Workplace in Manufacturing Category based on the United Nations
Singapore Business Federation 2019 Guiding Principles on Business and
Great Place to Work® Institute India Human Rights
Ranked 32nd • Globoil Megastar of the Year ASEAN CSR Network together with
out of 578 companies on the Singapore GLOBOIL India the Institute of Human Rights & Peace
Governance and Transparency Index • Manufacturing Excellence Studies, Mahidol University (Thailand)
The Business Times and the Centre Achievement using Lean Six Sigma and Article 30
for Governance, Institutions and Quality Circle Forum of India • Human Rights and Labour Initiative –
Organisations RSPO Excellence Award
VIETNAM RSPO
CHINA Cai Lan Oils & Fats Industries
益海嘉里金龙鱼粮油食品股份有限公司 Company Ltd Australia
Yihai Kerry Arawana Holdings Co., Ltd. • Vietnamese High Quality Goods Wilmar Sugar Australia Limited
• 2019上海企业100强第10名 Award • Heart of Hinchinbrook Community
上海市企业联合会/上海市企业家协会/ Business Research Centres and Spirit Award
上海市经济团体联合会 Business Support (BSA) Hinchinbrook Chamber of Commerce
• 2019上海制造业企业100强第3名 • Top 10 Food and Beverage Business Awards
上海市企业联合会/上海市企业家协会/ Companies and Top 10 Retail
上海市经济团体联合会 Companies in Vietnam
Vietnam Report in collaboration with
Vietnamnet Newspaper
China India
深圳南天油粕工业有限公司 Adani Wilmar
Shenzhen Nantian Oil and Meals • Dainik Jagran CSR Award for Contribution in Health
Industry Co., Ltd Category (SuPoshan Project)
• 全国优秀外商投资企业“安全环保鼓励奖” Dainik Jagran CSR Awards 2019
中国外商投资企业协会、深圳外商投资企业协会
Vietnam
益海(周口)粮油工业有限公司 Cai Lan Oils & Fats Industries Company Ltd
Yihai (Zhoukou) Oils and Grains Industries Co., Ltd. • Enterprise of Efficient Energy Usage
• 周口市“十大爱心企业”荣誉称号 Quang Ninh Provincial People’s Committee
上海市慈善基金会
CONSUMER PRODUCT AWARDS

BRAND AWARD BRAND AWARD
China Ivory Coast
金龙鱼珍香小农粘 • 2019世界高端米品鉴大赛优质籼米品 Dinor Olein Oil • Product of the Year
牌银奖 The Label of African Consumers
2019世界高端米业大会大米组委会 Uganda
金龙鱼阳光鲜榨原 • 国际产品创新大奖 White Star Bar • Best Laundry Soap
香葵花仁油国际葵花籽油协会 People’s Choice Quality Awards
金龙鱼乳玉皇妃五 • 2019世界高端米品鉴大赛优秀品质奖 Magic Detergent • Best Detergent
常稻花香 2019世界高端米业大会大米组委会 People’s Choice Quality Awards
金龙鱼谷维多稻 • 2019尼尔森全球包装创新大奖 • Platinum Award Winner, Best
米油尼尔森 Washing Detergent 2019
金龙鱼小鲜米 • 第十七届中国国际粮油产品及设备技 Consumer’s Choice Awards
术展示交易会金奖 Fortune Butto • Best Oil
食品世界品质评鉴大会 People’s Choice Quality Awards
• 2019世界高端米品鉴大赛优秀香味 • Gold Award Winner, Best Cooking
大米 Oil 2019
2019世界高端米业大会大米组委会 Consumer’s Choice Awards
金味高级液态酥油 • 第二十二届中国国际焙烤展览会产品 Vietnam
创新奖（原料） Neptune Gold • Vietnam Top 20 Golden Products
中国焙烤食品糖制品工业协会 Vietnam Intellectual Property
花旗 • 品牌获评第十六届深圳知名品牌年中 Association (VIPA) in cooperation
国调味品产业口感最佳调味品 with Vietnam Intellectual Property
深圳市总工会 Research Institute
Indonesia Kiddy • Vietnam Trust & Use Award
Sania (General) • Superbrand (Cooking Oil Category) Vietnam Economic Times
Superbrands Indonesia Simply • Vietnam Top 50 Trademarks
• Sania Marketing Award, Best Vietnam Intellectual Property
Marketing Campaign Association (VIPA) in cooperation
Majalah Marketing with Vietnam Intellectual Property
• Indonesia WOW Brand 2019, Bronze Research Institute (VIPRI)
Champion (Cooking Oil Category) Zimbabwe
MarkPlus, Inc. Buttercup • Superbrands Winner 2019 (Spreads
• Top Brand Award (Cooking Oil Margarine Category)
Category) Superbrands
Frontier Consulting Group and • Product of the Year 2019
Majalah Marketing BUY Zimbabwe
Fortune • Fortune Marketing Award, Best Puredrop • Superbrands 1st Runner Up 2019
Marketing Campaign Cooking Oil (Cooking Oil Category)
Majalah Marketing Superbrands

SUSTAINABILIT Y
The Wilmar Women’s Charter signifies a commitment to respect women’s rights while
ensuring a fairer and more inclusive workplace for women in our workforce.
Sustainability continues to play an was first established in December 2013. Health and Safety, Human Rights and
integral role in our business strategy Following an extensive consultation Whistleblowing as well as those outlined
and operations. Our unwavering process with stakeholders including in our Joint Statement published in
commitment to our NDPE policy non-governmental organisations December 2018 are now incorporated
precedes our efforts in 2019 to (NGOs) and subject matter experts, the into the revised NDPE policy, which
continuously improve and strengthen updated NDPE policy was published in also includes our public commitment
our sustainability-related initiatives, November 2019. to adopt a conversion cut-off date of
approaches and responsibilities. 31 December 2015.
Our NDPE policy is now better aligned
We endeavour to fortify our policies, with globally recognised frameworks and Managing Grievances
procedures and engagements guidance, including the United Nations We reviewed our existing grievance
surrounding our third-party suppliers Food and Agriculture Organisation (FAO) mechanisms, in consultation with
in an effort to monitor, support and Voluntary Guidelines on Responsible stakeholders including NGOs and
ensure their ongoing compliance to our Governance on Tenure (VGGT), United subject matter experts, to identify areas
NDPE policy. This is part of our enduring Nations Global Compact, International for improvement. We are now better
commitment and collective effort Labour Organisation (ILO) conventions aligned with a stronger commitment
towards building a more sustainable and as well as the Roundtable on Sustainable towards the protection of human rights
responsible supply chain and industry. Palm Oil (RSPO) guidance pertaining defenders, whistleblowers, complainants
to peat and the integrated High and community spokespersons, while
JOURNEY OF CONTINUOUS Conservation Value (HCV) and High ensuring a provision of anonymity
IMPROVEMENT Carbon Stock (HCS) assessments for for whistleblowing and reporting of
Strengthening our NDPE Policy new plantings. grievance cases.
Working with technical and
implementation partners, we reviewed Our many other sustainability- Wilmar, together with RSPO, trialled
and updated our NDPE policy which related policies and commitments on a mobile telephone-based grievance
reporting tool called Ulula across our temporary to permanent, conforming We also collaborated with Earthworm
estates in 2019. The tool allows workers to minimum wage for workers in the Foundation (EF), Archer Daniels Midland
to anonymously raise concerns, make oil palm sector as well as provision of Company (ADM), Avon and Nestlé to
enquiries or provide feedback related to subsidies in addition to their wages. develop a directory of social services
working conditions directly to the RSPO. in an effort to guide the private sector
Protecting Children in Plantations in improving the education, health
Strengthening Human and With over 12,000 children living and safety of children living in or near
Labour Rights with their parents in Wilmar-owned plantations.
Our employees form the backbone of plantations, we place great emphasis on
our operations and prioritising them is protecting and safeguarding their right Managing Resources Efficiently
essential in building a foundation for a to education and a secure childhood. We Goodman Fielder, a subsidiary of
sustainable and responsible business. firmly believe that the opportunity for Wilmar, is a leading food company
children to grow up in a safe and thriving across Australia, New Zealand and Asia
In May 2019, we launched our Human environment is pivotal to building stable Pacific. One of its key focus areas for
Rights Framework for implementation and healthy families. sustainability in 2019 was to manage
throughout Wilmar’s supply chain. natural resources more efficiently
Developed based on the United Nations Following the development and and this involved implementing active
Guiding Principles on Business and implementation of our Child Protection programmes to reduce water, waste,
Human Rights, the framework comprises Policy in 2017, we collaborated with energy and greenhouse gas emissions
the three key elements of Protect, global non-profit organisation, Business across their operations, with annual
Respect and Remedy while advocating for Social Responsibility (BSR), to improvement targets for every
human rights. establish a specific programme aimed manufacturing site. By actively engaging
at further protecting the rights of operational staff to drive improvements,
Concurrently, we set out the Women’s children living in oil palm plantations. Goodman Fielder successfully identified
Charter for our operations to ensure The programme, which also involves potential annual savings of 18 million
that women in our workforce have a Colgate-Palmolive, Nestlé, PepsiCo as litres of water, 380 tonnes of waste and
fairer and more inclusive workplace. well as Procter and Gamble, among 435 MWh of energy.
The charter reflects our commitment others, will run until the end of 2020.
to respect women’s rights while
ensuring that their welfare as well as
their families and those they care for
are well-protected.
We have also invested significant time

and resources in further improving
labour conditions while addressing
systemic issues in the Indonesian
palm oil industry. Working with Verité
Southeast Asia, our technical partner
and expert over the past three years, we
have developed and are implementing
robust solutions to labour issues in
our operations while equipping our
employees with the tools and knowledge
to raise awareness on human rights and
labour concerns in plantations.
Wilmar is also working closely with

labour unions in Indonesia to improve
our workers’ quality of life through
initiatives that include conversion
It is our priority to protect and safeguard the right of children living with their
of workers’ status from casual or parents in Wilmar-owned plantations to education and a safe environment.

SUSTAINABILIT Y
In New Zealand, Goodman Fielder is Appropriate animal welfare standards

collaborating with the Energy Efficiency are also adopted in its supply chain
and Conservation Authority to help through collaborations with animal
drive further greenhouse gas emission welfare organisation and suppliers,
reductions from our operations and where suppliers are supported in the
distribution activities. transition of farming practices.
RESPONSIBLE SOURCING Packaging plays a critical role in

Our sustainability endeavours go reducing food waste, maintaining
beyond our own operations as product integrity and safety while
we continuously work towards communicating with consumers.
strengthening our supply chain to Goodman Fielder is committed to
ensure that our suppliers comply with deliver these outcomes in more
our NDPE policy. To this end, Wilmar sustainable ways by recognising the
has been implementing initiatives to need for circular economy outcomes.
complement and further strengthen
our processes and procedures relating In 2019, Goodman Fielder developed
We leverage technology to gain clearer
to supplier monitoring and compliance. data-driven actionable insights and
a sustainable packaging framework
provide instant feedback to suppliers in focusing on three pillars: using less
Supply Chain Transformation order to address issues as they arise. material and from sustainable sources,
Engagement with our third-party achieving best functionality with the
suppliers is important in ensuring that our Supplier Compliance and least impact and to actively drive the
NDPE policy is implemented effectively. Engagement circular economy for used packaging.
To enable better assessment of our We monitor our supply chain via the Through projects delivered in Australia
suppliers’ progress and implementation supplier group compliance programme. and New Zealand, Goodman Fielder has
of the NDPE policy, we developed and Through this programme, we have avoided the use of 184 tonnes of plastic
launched the Supplier Reporting Tool excluded 17 supplier groups at a group- for packaging, transitioned 54 tonnes
(SRT) in 2017. The SRT is an online self- level for non-compliance to our NDPE of packaging out of non-recyclable
reporting tool that allows suppliers to policy. This represents over 1.02 million materials, reduced cardboard use by
report their current compliance to hectares removed from our supply chain. 100 tonnes and eliminated over 100
environmental and social risk-related However, in order to lead our suppliers truck movements by optimising pallet
issues within our supply chain. towards more sustainable practices, efficiency.
we continue to provide guidance and
The SRT allows us to collate reports on support to suppliers facing suspension Through the Redcycle scheme in
specific NDPE-related criteria as reported so they may close the gaps and comply Australia, Goodman Fielder collected
by each supplier mill. Based on the reports, with our NDPE policy. over 12 million bread bags for recycling
we are able to utilise the SRT to identify in 2019. Similarly, Goodman Fielder
potential risks within our direct mill Sustainable Sourcing and Packaging supports the New Zealand Soft Plastic
suppliers. The SRT results are integrated By adopting the broader Wilmar Recycling Scheme in 2019.
with risk assessment scores to determine NDPE policy, Goodman Fielder further
if a site assessment is necessary. strengthened its approach towards a KEEPING THINGS SWEET:
deforestation-free supply chain, while OUR SUGAR BUSINESS
Site assessments are carried out with the implementing a commitment to 100 Wilmar is among the world’s top ten
help of a digital mobile audit tool called percent Certified Sustainable Palm raw sugar producers, with a global
Nimbly. Nimbly is an online form and Oil (CSPO) under the Mass Balance footprint that includes India’s leading
platform that generates an automated supply chain across Australia and New sugar company, Shree Renuka Sugars
action plan for the mill and plantation, Zealand. This commitment involves the (SRS) Ltd, acquired in 2018. Given
which ensures that the suppliers receive certification of 21 facilities and over 100 the significant presence and role we
feedback and assessment results different ingredients for our downstream play in the sugar industry, we strive to
immediately with minimal lag time. operations. continue improving ourselves as well
as to endeavour towards becoming a
more responsible industry player.
Health and Safety
Health and safety continue to be a top
priority in our operations, including our
1,600km rail network in Australia that
transports our cane and sugar. We stage
mock rail incidents annually in all four
of our Queensland milling regions to
better prepare crews for emergency
situations. One of our new initiatives
involves using GPS technology to further
improve response times for emergency
services. A mock railway incident in
the Herbert region conducted in 2019
A mock railway incident in the Herbert region was conducted to
enabled us to trial Wilmar’s new track
ensure cane train crews are sufficiently prepared for emergencies.
layer over the Google Earth system,
which provided the police, fire and
ambulance crews with the exact GPS carried out through meetings, workshops education programmes targeted
coordinates of the training incident, thus and demonstrations among farmers. at children and safety awareness
enabling the fastest possible emergency campaigns for the community. We also
response. Wilmar continues to develop, In the state of Karnataka, there is a provide ongoing support to community
empower and strengthen our biggest high demand but limited supply for festivals, events and sports endeavours
asset, which is our employees. Wilmar electricity, which sugar cane farmers through sponsorships and donations.
Sugar Australia continues to support require for irrigation of crops especially
the national ‘R U OK?’ initiative through during the summer. This often affects Improving Productivity
our own efforts to raise awareness of their productivity and consequently In a cross-border effort to embrace
mental health among employees and their profitability. To assist farmers to technology and increase efficiency,
to encourage them to identify, reach overcome this challenge, we introduced our Information Technology teams in
out and support colleagues who may solar-powered pumping systems. Australia and Singapore co-developed
have personal struggles. a customised reporting app for sugar
In Australia, we developed a more mills, farms and bioethanol operations
Supplier and Community cohesive relationship between in Australia. Using the app, we can
Engagement Efforts sugarcane growers and Wilmar, being quickly and easily report issues and
We continue to recognise the important millers. Emphasis is placed on improving concerns identified on-site, together
role our stakeholders play towards communications through dialogues and with supporting photographs. The
supporting and ensuring the success regular updates, which include bi-annual innovation eliminates the need for a
of our commercial and sustainability newsletters, weekly mill production paper-based reporting process while
endeavours. Our sugar division channels reports and timely engagements to enabling quicker resource allocation
significant effort and resources into address operational or cane supply to resolve the issues.
strengthening our ties with our suppliers issues.
and the communities surrounding our Wilmar invests significantly in research
operations. We also conduct frequent face-to- and development efforts aimed
face sessions with growers which at increasing farm productivity in
In India, Wilmar continues to raise include tours of sugar terminals and our milling regions and the broader
awareness on sustainable sugar cane mills, information sharing on innovative Australian sugar industry. Our current
among farmers aside from sharing pricing and pooling options as well as research focuses on developing
best management practices to further workshops by subject matter experts to guidelines for the use of mill mud and
enhance the productivity and quality discuss current and anticipated trends in ash, being sugar milling by-products.
of cane, which include the adoption of the sugar market, among others. The research is being conducted on
wide-row planting, promoting in-situ 13 trial sites across Australia, making
mulching and advising against burning We strive to be an exemplary corporate it one of our biggest trials, to test the
of trash, among others. These awareness citizen in the communities in which best ways to apply mill mud and ash to
and capacity building programmes are we operate. Wilmar advocates safety reduce the potential loss of nutrients

SUSTAINABILIT Y
from farms while potentially increasing

the profits of sugarcane growers, who
are our suppliers.
CARING CORPORATE CITIZEN

Beyond our commitments to sustainable
business practices, we also strive to be a
responsible and caring corporate citizen.
Wilmar allocates approximately US$10
million annually towards corporate
responsibility and philanthropic
efforts. This budget is in addition to the
building and improvement of housing,
infrastructure and facilities for our
workers and surrounding communities.
Education
Wilmar believes that access to education
is the catalyst to poverty alleviation,
especially for rural families. We continue The newly redeveloped Yihai elementary school caters
to children from three villages in Shandong, China.
to manage or support over 70 schools
where we operate, comprising 33 in
China, 15 in Indonesia, 19 in Malaysia In India, the free basic medical care those affected by forest fires in Shanxi
and six in Africa. and treatment for employees have and tornado victims in Liaoning.
been extended to communities as well.
Underprivileged students with academic We also established an immunisation We also readily provided in-kind
potential continue to receive scholarships programme for the community while contributions for disaster relief
and bursaries from Wilmar. About supporting efforts to raise awareness efforts in Australia which included the
US$400,000 was offered in scholarships on polio. unprecedented floods that occurred
for tertiary education in China. in North Queensland in February 2019.
Community Welfare
Health & Well-being In China, our third orphanage opened In India, Wilmar contributed close to
Wilmar continues to aid and support in Hebei, bringing the total number US$50,000 to flood relief efforts. We
those in need of medical attention, of children under our care to 182. In also mobilised aid and support for
especially cataract operations and 2019, over US$800,000 went towards flood victims in Karnataka including
prosthetic limb surgeries, as we strive to the development and upkeep of the sugar cane farmers and their families.
provide them with the means to improve orphanages. We also continue to support In addition to food supplies, we
their quality of life. the elderly and physically disabled in contributed over US$5,000 to the
China through nursing homes that we Karnataka state government in support
In China, we have funded over 27,000 establish and manage. We completed of flood relief efforts.
cataract operations and over 1,000 the development of another nursing
prosthetic limb surgeries to date, of home in Shandong, which commenced In Uttarakhand, India, where the Munoli
which close to 1,000 cataract operations operations in January 2020. village was hit by unprecedented floods,
and over 340 prosthetic limb surgeries we provided the villagers with food,
were conducted in 2019. In Indonesia, Wilmar contributed about drinking water as well as shelter during
US$313,000 for community welfare, the time of need. We have also been
empowerment and development consistently supplying drinking water
initiatives ranging from donations, to the Munoli community, contributing
disaster relief efforts, scholarships overhead tanks to store drinking water
to festive contributions. Wilmar also and donating a reverse osmosis plant.
contributed US$110,000 in 2019 to
disaster relief efforts in China to help
In Australia, we continue to support ASEAN’. The study measured the top
the initiatives by our charity partner, 50 publicly listed companies across
Foodbank Australia, through Wilmar Indonesia, Malaysia, the Philippines,
Sugar Australia (WSA) and Goodman Singapore and Thailand against the
Fielder. In preparation for the seasonal UN Guiding Principles on Business and
festivities, volunteers from WSA helped Human Rights (UNGPs) and the Global
pack close to 400 grocery hampers Reporting Initiatives (GRI) standards. We continue to manage or
which equated to about 8,300 meals Key focus areas of the study included support over
for the less fortunate while Goodman
Fielder donated about 1.5 million meals.
company commitments and policies
related to safeguarding human rights as 70
well as its implementation, engagement, schools
Goodman Fielder also provided monetary monitoring and resolution efforts.
and product donations to support
orphanages and nursing homes in Fiji. In Wilmar was also recognised by Swedish
2019, this expanded to include providing non-profit foundation Global Child
food to the families participating in the Forum (GCF) as among the top global
Solo Moms Project, which is a three- achievers in creating a positive impact
month training programme on life skills on children’s rights in an independent
for single mothers with no sustainable 2019 report titled ‘The State of Children’s To date, we have funded over
economic source to support their
families.
Rights and Business: From Promise to
Practice’. The report was published 27,000
following an extensive assessment cataract operations and over
1,000
Goodman Fielder encourages the of performance by private sector in
pursuit of tertiary education and integrating children’s rights into their
professional careers of indigenous operations while evaluating their prosthetic limb surgeries
youths in Australia by supporting the relations with communities.
Career Trackers programme. Goodman
Fielder also received the Career Trackers During the inaugural RSPO Excellence
Co-Chair’s Award for supporting the Awards held in Bangkok in November
expansion of the programme to Papua 2019, Wilmar emerged as the winner
New Guinea. for the ‘Human Rights and Labour
Initiative’ for our efforts related to human
RECOGNITION FOR OUR EFFORTS rights, protection and rights of women
We received several accolades in 2019 and children in oil palm plantations, Wilmar contributed
in recognition of our sustainability
initiatives, particularly those related to
strengthening labour rights and for
improving the welfare of workers in oil US$110,000
improvements made in human rights, palm plantations. in 2019 to disaster relief
labour and children’s protection. efforts in China
We were honoured to be recognised
Wilmar ranked first among Singapore- at the inaugural Hinchinbrook Business
listed companies and second in the Awards where we received the ‘Heart of
overall ASEAN category in a collaborative Hinchinbrook Community Spirit Award
study by the ASEAN CSR Network, 2019’ for our commitment to the local
Mahidol University in Thailand and Article community and the contribution made
30, titled ‘Human Rights Disclosure in to the social fabric of the region.
In Indonesia, Wilmar
contributed about
US$313,000
for community welfare,
empowerment and
development initiatives

SUSTAINABILIT Y
SUSTAINABILITY PERFORMANCE
To effectively evaluate our performance against measurable targets, we monitor key performance indicators pertaining to
the environment, social as well as supply chain.
Note: Sustainability performance indicators have not undergone limited assurance engagement at the time of printing.
ENVIRONMENT
Certifications
Targets:
• To complete Roundtable on • To attain Malaysian Sustainable • To complete Indonesian
Sustainable Palm Oil (RSPO)* Palm Oil (MSPO) certification for Sustainable Palm Oil (ISPO)
certification for all Wilmar mills all Wilmar mills and estates in audits for 10 stand-alone mills in
by 2023. Malaysia by 2019. Indonesia by 2025.
Mills certified (%) Mills certified (%) Mills certified (%)
69% 89% 0%
RSPO MSPO ISPO
72% 100% 10%
2018 2019 2018 2019 2018 2019
* Independent mills are not subjected to RSPO requirements for time-bound plan
Fire monitoring in Indonesia*

3,052 3,159 2,956
2,439 2,490
414
167
23 23 64
2,034
954
423
311
84
2015 2016 2017 2018 2019
Affected area (ha) No. of fires within concessions Average rainfall (mm)
Note:
The fire incidences and affected area were higher in 2019 due to the lower rainfall. Comparing with 2015 which had similar rainfall conditions, the number of
fires in 2019 were much lower and can be attributed partly to the successful implementation of fire prevention and monitoring system put in place by Wilmar.
* No fires were detected in our operations in Malaysia, Nigeria and Ghana in 2019.
Biological Oxygen Demand (BOD) Levels - Mills
BOD is the amount of oxygen used when organic matter undergoes decomposition by microorganisms. Testing for BOD
is done to assess the amount of organic matter in water.
River discharge BOD levels by region (mg/L) Land application BOD levels by region (mg/L)
89 87 1,278
1,052 982
934
58 52
566
32 28
17 19 312
175 150
Sabah Sarawak West Sumatra Central West Sumatra Ghana

(land irrigation) Kalimantan Kalimantan Kalimantan
2018 2019 2018 2019
Notes:
1. The mill in Nigeria is new hence there is sufficient pond capacity to contain all effluent without land discharge.
2. BOD level legal limits of the respective regions for river discharge:
• Sabah: 20/50/100 mg/L, depending on the year the mill is built
• Sarawak: 50 mg/L
• Indonesia: 100 mg/L
3. BOD level legal limits of the respective regions for land application:
• Indonesia: 5,000 mg/L
• Ghana: The first effluent discharge standard (developed based on existing guidelines) was gazetted and promulgated to Wilmar in August 2019
with a limit of 50 mg/L for the Oil & Fat Processing Sector (regardless of river discharge or land application). We are currently in discussion with the
local authority to set a standard specifically for the palm oil sector.
SOCIAL
Access to education
Target:
All children living in Wilmar's oil palm plantations and of compulsory school-going age to attend full-time education
programmes by 2030.
INDONESIA MALAYSIA GHANA NIGERIA
Total number of children of compulsory school-going age 6,599 2,054 551 344
living in Wilmar plantations
Children of compulsory school-going age living in Wilmar
plantations who attend:
Wilmar schools 46% 98% 31%
94%
Government schools 39% 2% 69%
Total school attendance rate 94% 85% 100% 100%
Minimum wage
We are committed to paying fair wages to all employees to ensure their incomes always meet at least the legal minimum
wage while our median wages paid are always above the minimum rates by respectable margins.
How much Wilmar median wage is above minimum wage (%)

507
194
164
127 115 129
86 91 103 89
54
13
Australia China Ghana# India Indonesia* Malaysia Myanmar* New Zealand Nigeria* South Africa Sri Lanka* Vietnam
Note: Ethiopia has been excluded as there is no minimum wage.

* Median wage calculations for Indonesia, Myanmar, Nigeria and Sri Lanka do not include the management level.
# Ghana’s median wage is aligned with the local palm oil industry standard which is significantly above the minimum wage.

SUSTAINABILIT Y
SOCIAL
Lost Time Incident Frequency Rate (LTIFR)
Target:
To minimise the lost time incident frequency rate through intensified efforts in health and safety awareness and training
programmes.
LTIFR - Plantations LTIFR - Mills

(per 200,000 working hours) (per 200,000 working hours)
3.44 3.86
2.89
1.67 2.04 1.93 1.87

1.37 1.60
1.21 1.34
1.13
0.48 0.38
0.17 0.30 0.12 0.30
0 0 0 0.10 0 0.10 0.10 -
Indonesia Malaysia Ghana Nigeria Australia Myanmar Indonesia Malaysia Ghana Nigeria Australia Myanmar India*
2018 2019 2018 2019
LTIFR - Downstream Operations

(per 200,000 working hours) The LTIFR for downstream operations is aggregated from the
0.23
data entered in our global reporting platform - Enablon. Since
0.18
2017 when Enablon was first implemented, we have been
continuously developing an open and transparent reporting
culture across all regions. There has been significant uptake
noted, allowing us to investigate, take action and learn
from lost time injuries to ultimately achieve a downward
2018 2019 trend in future.
Fatalities Number of work-related fatalities in

Every unfortunate fatality is followed by a thorough review Downstream Operations
of cause and actions to prevent recurrence. The reviews are 2018 2019
reinforced with continued efforts in training and protective
Australia 0 0
equipment use to minimise, if not eliminate, risks.
China 1 1
The dataset below is for employees only and contractors Ethiopia 0 0
data would be included in future versions. Ghana 0 0
India* - 1
Number of work-related fatalities in Indonesia 0 0
Upstream Operations Malaysia 0 0
2018 2019 Netherlands 0 0
Indonesia 5 3 New Zealand 0 0
Malaysia 0 3 Philippines 0 0
Ghana 0 0 Poland 0 0
Nigeria 1 0 South Africa 0 0
Australia 0 0 Sri Lanka 0 0
Myanmar 0 0 USA 0 0
India* - 0 Vietnam 0 0
* Shree Renuka Sugars Limited was not in the reporting scope prior to 2019.
SUPPLY CHAIN
Target:
We will continue to monitor all of our third-party suppliers for compliance to our NDPE policy.
Traceability
Traceability analysis and summary data continued to be collected across Wilmar’s global operations throughout the year.
As of 30 September 2019, we have achieved 96.3% traceability to mills for our global operations.
Traceability (%) from October 2018 to September 2019

99.08% 99.10% 99.85% 98.05% 97.41% 99.92% 99.98%
91.90%
71.60% 71.20%
Indonesia Malaysia India, China - China - Europe Ghana, Nigeria, Vietnam Ukraine United States of
Bangladesh and Specialty Fats Oleochemicals South Africa, America
Sri Lanka Ivory Coast,
Uganda &
Zambia
Supplier Group Compliance (SGC) Total hectarage (ha) of suppliers’ area monitored under
Since the launch of our NDPE policy in 2013, we have been SGC programme implemented by Aidenvironment
engaging Aidenvironment to conduct proactive mapping 20.2m
and monitoring of geospatial information using regular
14.8m
satellite updates of at-risk areas.
The SGC programme entails a more efficient mapping and

monitoring process and helps to strengthen our suppliers’
commitment and compliance to our NDPE policy.
2018 2019
The current scope includes 509 parent groups with more
than 3,000 plantation units spanning Indonesia, Malaysia,
Papua New Guinea, Cambodia, Myanmar and Thailand to
ensure a comprehensive coverage for our monitoring. For
instance, in 2019, our monitoring covered about 70% of
the total oil palm concession area in Indonesia.

BOARD OF DIRECTORS
KUOK KHOON HONG PUA SECK GUAN TEO LA-MEI

Chairman and Chief Operating Officer and Executive Director, Group Legal
Chief Executive Officer Executive Director Counsel and Company Secretary
Mr Kuok Khoon Hong, 70, is the Chairman Mr Pua Seck Guan, 55, oversees and Ms Teo La-Mei, 60, is responsible for
and Chief Executive Officer (“CEO”) of manages the business divisions of the overseeing the Group’s legal and corporate
the Group. He is overall in charge of the Group and assists CEO Mr Kuok Khoon secretarial functions. She has been the
management of the Group with a particular Hong in the development of new Group Legal Counsel and Company
focus on new business development. He businesses. Concurrently, he is the CEO Secretary of the Company since August
has extensive experience in the industry and Executive Director of Perennial Real 2009. Ms Teo was the Company Secretary
and has been involved in the grains, edible Estate Holdings Limited, an integrated real and Legal Counsel for the Shangri-La
oils and oilseeds businesses since 1973. estate and healthcare company listed on Hotel Limited Group of companies from
Mr Kuok has completed many projects the Singapore Exchange (“SGX”). Mr Pua August 1988 to December 2018. Ms Teo
involving the establishment of oil palm has over 30 years of real estate experience is a director of Shangri-La Hotel Limited, a
plantations in Asia and Africa, as well as in property investment, development and position she has held since June 2001. She
the processing of grains, edible oils and management across various asset classes, holds a Bachelor of Laws (Honours) degree
oilseeds. Mr Kuok graduated from the then as well as in the creation and management from the National University of Singapore
University of Singapore with a Bachelor of both private and listed real estate funds. and is a member of the Corporate
of Business Administration degree. Mr Widely regarded as a Real Estate Investment Governance & Regulatory Interest Group
Kuok was appointed to the Board on 24 Trust (“REIT”) pioneer in Singapore, Mr Pua of the Singapore International Chamber
March 2006 and was last re-elected on was instrumental in establishing REITs of Commerce. Ms Teo was appointed to
24 April 2019. listed on the SGX such as CapitaMall Trust the Board on 21 February 2019 and was
and CapitaRetail China Trust. Earlier, Mr Pua re-elected on 24 April 2019.
Wilmar Board Committees served on: held concurrent positions as the CEO of
Chairman: CapitaLand Retail Limited, CapitaMall Trust
• Executive Committee
Management Pte. Ltd., and CapitaLand
• Share Purchase Committee
Financial Limited. He holds a Master of
Member: Science degree in Civil Engineering from
• Nominating Committee the Massachusetts Institute of Technology,
• Risk Management Committee USA and a Bachelor of Science degree
in Building (First Class Honours) from
the National University of Singapore. Mr
Pua was appointed to the Board on 1
January 2016 and was last re-elected on
24 April 2019.
Wilmar Board Committees served on:

Member:
• Executive Committee
• Share Purchase Committee
KUOK KHOON EAN KUOK KHOON HUA RAYMOND GUY YOUNG
Non-Executive and Non-Executive and Non-Executive and
Non-Independent Director Non-Independent Director Non-Independent Director
Mr Kuok Khoon Ean, 64, is the Chairman Mr Kuok Khoon Hua, 41, is the Chairman Mr Raymond Guy Young, 58, is Executive
of Kuok (Singapore) Limited and Vice- of Kerry Holdings Limited, the main Vice President and Chief Financial Officer
Chairman of Kerry Group Limited and Kuok investment holding company of the (“CFO”) of Archer Daniels Midland
Brothers Sdn Berhad. He is also a Director Kuok Group in Hong Kong. He is also Company (“ADM”) (listed on the NYSE), and
of Kerry Holdings Limited as well as the a director of Kerry Group Limited and a member of ADM’s Executive Council. He
Chairman and Non-Executive Director Kuok (Singapore) Limited; the Executive joined ADM in November 2010 following
of PACC Offshore Services Holdings Ltd. Chairman of Kerry Logistics Network a 24-year tenure with General Motors
Mr Kuok holds a Bachelor of Economics Limited and the Vice Chairman and CEO where he last served in Shanghai as Vice
degree from Nottingham University, UK. of Kerry Properties Limited (the latter two President of GM International Operations.
of which are companies listed on the Hong In 2008 and 2009, he was CFO of General
Mr Kuok was appointed to the Board on
Kong Stock Exchange) and an Independent Motors. Between 2004 and 2007, he was
2 July 2007 and was last re-elected on
Director of Sea Limited (a company listed the President and Managing Director of GM
25 April 2018.
on the New York Stock Exchange (“NYSE”)). do Brasil and Mercosur Operations, based
Mr Kuok holds a Bachelor’s degree in in São Paulo. Mr Young holds a Bachelor’s
Economics from Harvard University. Mr degree in Business Administration from
Kuok was appointed to the Board on 1 July The Ivey School of Business, University
2016 and was re-elected on 26 April 2017. of Western Ontario, in London, Canada,
as well as an MBA from the University of
Chicago. Mr Young serves on the Boards of
Directors of International Paper Company
(listed on NYSE) and the US-China Business
Council. He is a member of the Board of
Directors of the American Cancer Society
Illinois Division and the CFO Advisory
Board of the University of Chicago
Booth School of Business. Mr Young was
previously Alternate Director to Mr Juan
Ricardo Luciano on the Wilmar Board from
3 November 2017 to 28 December 2018.
He was appointed as a Non-Executive and
Non-Independent Director on the Wilmar
Board on 28 December 2018 and was
re-elected on 24 April 2019.

BOARD OF DIRECTORS
LIM SIONG GUAN TAY KAH CHYE

Non-Executive and Lead Independent Director Non-Executive and Independent Director
Mr Lim Siong Guan, 72, is a Professor at the Lee Kuan Yew Mr Tay Kah Chye, 73, is currently the Executive Chairman of CLMV
School of Public Policy at the National University of Singapore Consult Net Private Limited, a regional consulting company
and a Senior Fellow of the Singapore Civil Service College. He is headquartered in Singapore and the Chief Executive Officer of
a member of the Board of Trustees of the Singapore University the PATA Group (comprising PATA Consultancy Private Limited
of Technology and Design. He chairs the Board of Directors of and PATA International Enterprise Private Limited). He has served
Swiss Re Asia Ltd. and is a member of the International Board as the Honorary Advisor of ASEAN Bankers Association, a regional
of the stars Foundation, a Swiss not-for-profit organisation that banking industry group from 2008 to 2010. Prior to his retirement
promotes development of next generation leaders. He also chairs on 31 December 2007, Mr Tay was the President and Chief
the Board of Directors of Honour (Singapore), a charity that seeks Executive Officer of ASEAN Finance Corporation Limited, a
to promote a culture of honour and honouring. In September regional merchant bank based in Singapore and owned by
2017, Mr Lim was named the Institute of Policy Studies’ fourth various leading banks and financial institutions in ASEAN since
SR Nathan Fellow for the Study of Singapore. Mr Lim was the 1991. Mr Tay has vast experience in banking and finance. Mr Tay
Group President of GIC from 2007 to 2016 and a former Head of was with Citibank N.A. Singapore Branch, where he started his
the Singapore Civil Service from 1999 to 2005. He was the first banking career in 1973. His last held position in Citibank was Vice
Principal Private Secretary to Singapore’s founding Prime Minister, President and Head of its Corporate Marketing Group. During
Mr Lee Kuan Yew, and was also the Permanent Secretary in the his 18 years with Citibank, he held various positions in banking
Ministries of Defence, Education, Finance, and the Prime Minister’s operations, credit management and marketing. Mr Tay was a
Office. Mr Lim has chaired the Singapore Economic Development director of Cambodia Mekong Bank Public Limited from 2003
Board, the Inland Revenue Authority of Singapore, the Accounting to 2012 and his last held position was Chairman of the Board
and Corporate Regulatory Authority and, the Central Provident of Directors. He is the Independent Non-Executive Chairman
Fund Board. Mr Lim graduated with First Class Honours in of Asiatic Group (Holdings) Limited and the Lead Independent
Mechanical Engineering from the University of Adelaide and Director of Asiatravel.com Holdings Ltd (both of which are listed
has a Postgraduate Diploma in Business Administration from on the SGX). Mr Tay holds a Bachelor of Social Sciences degree
the National University of Singapore. Mr Lim was appointed in Economics from the then University of Singapore. Mr Tay was
to the Board on 1 January 2018 and was re-elected on appointed to the Board on 14 July 2006 and was last re-elected
25 April 2018. on 26 April 2017.
Wilmar Board Committees served on: Wilmar Board Committees served on:
Chairman: Chairman:
• Risk Management Committee • Audit Committee
Member: Member:
• Audit Committee • Nominating Committee
• Nominating Committee • Remuneration Committee
• Remuneration Committee • Risk Management Committee
KWAH THIAM HOCK KISHORE MAHBUBANI
Non-Executive and Independent Director Non-Executive and Independent Director
Mr Kwah Thiam Hock, 73, sits on the boards of various companies Mr Kishore Mahbubani, 71, has had a long career in diplomacy
including Excelpoint Technology Ltd and Teho International Inc and academia, and is a prolific writer and speaker on global issues
Ltd, both of which are listed on the SGX. He started his career in and public policy. He was with the Singapore Foreign Service for
1964 with the Port of Singapore Authority. From 1969 to 1970, he 33 years (1971-2004), during which he has served in Cambodia,
was an Assistant Accountant with the Singapore Textile Industries Malaysia, Washington D.C. and New York, where he served
Limited. Subsequently, he served as the Secretary and Assistant twice as Singapore’s Ambassador to the UN and as President
Accountant in Singapore Spinners Private Limited from 1970 to of the UN Security Council in January 2001 and May 2002. He
1973 and later in 1974, he moved on to become the Regional was Permanent Secretary at the Foreign Ministry from 1993 to
Accountant and Deputy Manager of its related company, IMC 1998. He was the Founding Dean of the Lee Kuan Yew School
(Singapore). Mr Kwah left to join ECICS Holdings Ltd in 1976 and of Public Policy, National University of Singapore (“NUS”), from
rose to become its President and CEO. He stepped down from 2004 to 2017 and a Professor in the Practice of Public Policy
ECICS Holdings Ltd in 2003 to assume the position of Principal from 2006 to 2019. Currently, he is a Distinguished Fellow at the
Officer and CEO of ECICS Limited, a wholly-owned subsidiary Asia Research Institute at NUS. In 2019, he was elected to the
of IFS Capital Limited (listed on the SGX). Mr Kwah retired from American Academy of Arts and Sciences, which has honoured
ECICS Limited in December 2006 but he remained as advisor distinguished thinkers and leaders, including several of America’s
of ECICS Limited until April 2019. He is a Fellow, Certified Public founding fathers and presidents, since 1780. Mr Mahbubani
Accountant of Australia, ISCA and ACCA. He graduated from has been a member of the Boards of Zurich Insurance Group
the then University of Singapore in 1973 with a Bachelor of Ltd (listed on the SIX Swiss Exchange) and of Zurich Insurance
Accountancy degree. Mr Kwah was appointed to the Board on Company Ltd since April 2015. He has also taken the role of Non-
14 July 2006 and was last re-elected on 26 April 2017. Executive Chairman and Non-Executive Director of Aggregate
Asset Management since September 2017. Mr Mahbubani
Wilmar Board Committees served on: was appointed to the Board on 1 January 2016 and was last
Chairman: re-elected on 24 April 2019.
• Nominating Committee
• Remuneration Committee
Member:
• Audit Committee

BOARD OF DIRECTORS
WEIJIAN SHAN TEO SIONG SENG

Non-Executive and Independent Director Non-Executive and Independent Director
Mr Weijian Shan, 66, is Chairman and CEO of PAG Group. He was Mr Teo Siong Seng, 65, is the Executive Chairman and Managing
Co-Managing Partner of Newbridge Capital, and, after Newbridge’s Director of Pacific International Lines (Private) Limited (“PIL”), one
integration with TPG, Co-Managing Partner of TPG Asia. of the top containership operators in the world and the largest
Prior to TPG, Mr Shan was a Managing Director of JP Morgan. shipowner in South East Asia. He is also the Chairman and CEO
He previously was an Assistant Professor at the Wharton School of Singamas Container Holdings Ltd, a subsidiary of PIL, listed
of the University of Pennsylvania. His other former employers on the Hong Kong Stock Exchange and an Independent Director
include the World Bank and Graham & James Law Firm. Mr Shan of Keppel Corporation Limited, listed on the SGX. Mr Teo holds
graduated from Beijing Institute of Foreign Trade (now known as various other appointments including Chairman of the Singapore
Beijing University of International Business and Economics) and Business Federation, Honorary President of the Singapore Chinese
received his PhD and Master of Arts from University of California, Chamber of Commerce and Industry, Director of Business China,
Berkeley and an MBA from the University of San Francisco. Mr Honorary Consul of the United Republic of Tanzania in
Shan was appointed to the Board on 1 January 2018 and was Singapore, Board Member of Enterprise Singapore, Member
re-elected on 25 April 2018. of the Singapore Future Economy Council and Pro-Chancellor
of NUS. He was also a Nominated Member of Parliament
from 2009 to 2014, representing the business sector and
the Chinese community. Mr Teo graduated with First Class
Honours in Naval Architecture and Ocean Engineering from
Glasgow University in UK. Mr Teo was appointed to the Board on
1 May 2019.
SOH GIM TEIK JUAN RICARDO LUCIANO
Non-Executive and Independent Director Alternate Director to Mr Raymond Guy Young
Mr Soh Gim Teik, 65, is a Partner at Finix Corporate Advisory Mr Juan R. Luciano, 58, is the Chairman of the Board of Directors,
LLP, which is involved in advising organisations on Board and President and CEO of Archer Daniels Midland Company (“ADM”),
directorship matters in the areas of strategic management, listed on the NYSE. ADM is one of the world’s leading agricultural
corporate restructuring, finance and corporate governance. processors and food ingredient providers. Mr Luciano joined
He is the Lead Independent Director at KS Energy Limited and ADM in 2011 as Executive Vice President and COO. He was
an Independent Director of BBR Holdings (S) Ltd, both of which named President of ADM in February 2014, and was appointed
are listed on the SGX. Mr Soh holds various other appointments CEO in January 2015. He became Chairman of the Board of
including Audit Committee Chairman, Governing Council of the ADM in January 2016. Mr Luciano previously spent 25 years at
Singapore Institute of Directors, Member of the SGX Disciplinary The Dow Chemical Company, where he last served as Executive
Committee, Independent Director of National Healthcare Group Vice President and President of the Performance division.
Pte Ltd, Independent Director and Executive Committee member Mr Luciano serves as Lead Director of Eli Lilly and Company (listed
of EDBI Pte Ltd (a government-linked global investor) and Board on the NYSE), where he chairs the Finance Committee and a
Deputy Chairman of the Singapore Science Centre. He is also Director of Intersect Illinois, a non-profit economic development
currently a Member of the Advisory Committee on Accounting organisation created by former Illinois Governor Bruce Rauner. He
Standards for Statutory Boards with the Accountant-General’s is a member of the Economic Club of Chicago and the Commercial
Office. Mr Soh was Executive Director and CFO of then SGX- Club of Chicago. He also serves on the Global Advisory Board of
listed Sincere Watch Limited and its group of companies from the Kellogg School of Management at Northwestern University.
1993 to 2008. Mr Soh holds a Bachelor of Accountancy degree He holds an industrial engineering degree from the Buenos Aires
from the then University of Singapore. He was appointed to the Institute of Technology. Mr Luciano served as a Non-Executive
Board on 1 December 2019. and Non-Independent Director on the Wilmar Board from 20
June 2012 to 28 December 2018. He was appointed Alternate
Director to Mr Raymond Guy Young on the Wilmar Board on
28 December 2018.

BOARD OF DIRECTORS
The principal commitment and listed company directorships (present and past 5 years) of each director are set out below:
NAME OF PRESENT PRINCIPAL COMMITMENTS PAST (FIVE YEARS) PRINCIPAL
DIRECTOR (including Listed Directorships) COMMITMENTS*
(including Listed Directorships)
Executive Directors
KUOK Khoon Hong Principal Commitments –
Wilmar International Limited and its group of companies
Listed Directorships
1. Wilmar International Limited
Chairman & Chief Executive Officer
2. Perennial Real Estate Holdings Limited
Chairman & Non-Independent
Non-Executive Director
3. Shree Renuka Sugars Limited (BSE Limited and
National Stock Exchange of India)
PUA Seck Guan Principal Commitments Listed Directorships
1. Perennial Real Estate Holdings Limited and its group United Engineers Limited
of companies
2. Wilmar International Limited and its group of
companies
3. Member of Singapore-China Business Council of
Singapore Business Federation
4. Member of Singapore-Sichuan Trade and Investment
Committee
5. Member of Singapore-Guangdong Collaboration
Council
Chief Operating Officer & Executive Director
2. Perennial Real Estate Holdings Limited
Chief Executive Officer & Executive Director
TEO La-Mei Principal Commitments Principal Commitments
Wilmar International Limited and its group of companies Company Secretary & Legal Counsel for
the Shangri-La Hotel Limited group of
Listed Directorships companies
Wilmar International Limited
Non-Executive and Non-Independent Directors
KUOK Khoon Ean Principal Commitments Listed Directorships
1. Kuok (Singapore) Limited 1. IHH Healthcare Bhd (Bursa Malaysia)
Chairman 2. The Bank of East Asia, Limited (HKSE)
2. Kerry Group Limited 3. PACC Offshore Services Holdings Ltd
Vice-Chairman (Delisted)
3. Kuok Brothers Sdn Berhad
Vice-Chairman
4. PACC Offshore Services Holdings Ltd
Chairman & Non-Executive Director
5. Kerry Holdings Limited
Director
Non-Executive and Non-Independent Directors (continued)
KUOK Khoon Hua Principal Commitments Principal Commitments
1. Kerry Group Limited Kerry Wines Limited
2. Kerry Holdings Limited
Chairman
3. Kerry Logistics Network Limited
Executive Chairman
4. Kerry Properties Limited
Vice Chairman & Chief Executive Officer
5. Kuok (Singapore) Limited
2. Kerry Logistics Network Limited (HKSE)
3. Kerry Properties Limited (HKSE)
4. Sea Limited (NYSE)
Raymond Guy Principal Commitments –
YOUNG Archer Daniels Midland Company
Executive Vice President & Chief Financial Officer
2. International Paper Company (NYSE)
Non-Executive and Lead Independent Director
LIM Siong Guan Principal Commitments Principal Commitments
1. Professor in the Practice of Public Policy - Lee Kuan Advisor to Group Executive Committee of
Yew School of Public Policy, National University of GIC Pte Ltd
Singapore (“NUS”)
2. Swiss Re Asia Pte. Ltd.
Chairman
3. Honour (Singapore) Ltd.
Chairman
Non-Executive and Independent Directors
TAY Kah Chye Principal Commitments Principal Commitments
1. CLMV Consult Net Private Limited Cam Box Private Limited
Executive Chairman
2. PATA Consultancy Private Limited Listed Directorships
Chief Executive Officer Chemical Industries (Far East) Ltd
3. PATA International Enterprise Private Limited
Chief Executive Officer
2. Asiatic Group (Holdings) Limited
Independent Non-Executive Chairman
3. Asiatravel.com Holdings Ltd
Lead Independent Director

BOARD OF DIRECTORS

Non-Executive and Independent Directors (continued)
KWAH Thiam Hock Principal Commitments Principal Commitments
1. PM Shipping Pte Ltd 1. Northern Star Shipping Pte Ltd
2. Phillip Ventures Enterprise Fund 6 Ltd. 2. ECICS Limited
Listed Directorships Listed Directorships

1. Wilmar International Limited 1. IFS Capital Limited
2. Excelpoint Technology Ltd 2. Select Group Limited
3. Teho International Inc Ltd
Kishore Principal Commitments Principal Commitments
MAHBUBANI Distinguished Fellow at the Asia Research Institute at NUS 1. Professor in the Practice of Public
Policy, Lee Kuan Yew School of Public
Listed Directorships Policy, NUS
1. Wilmar International Limited 2. Senior Advisor at the University Global
2. Zurich Insurance Group Ltd (Six Swiss Exchange) Relations Office, NUS
Weijian SHAN Principal Commitments Listed Directorships
Chairman & CEO of PAG and its group of companies 1. Bank of China (Hong Kong) Limited
(HKSE)
Listed Directorships 2. TCC International Holdings Limited
Wilmar International Limited (Delisted)
TEO Siong Seng Principal Commitments –
1. Pacific International Lines (Private) Limited and its
group of companies including Singamas Container
Holdings Ltd
Executive Chairman & Managing Director
2. Singapore Business Federation
Chairman
3. Business China
Director
4. Enterprise Singapore
Board member
5. COSCO Shipping Holding Co Ltd
Independent Director
6. Honorary Consul of the United Republic of Tanzania
2. COSCO Shipping Holding Co Ltd (HKSE)
3. Keppel Corporation Limited
4. Singamas Container Holdings Ltd (HKSE)
Non-Executive and Independent Directors (continued)
SOH Gim Teik Principal Commitments Principal Commitments
1. Finix Corporate Advisory LLP 1. WWF-World Wide Fund for Nature
Partner (Singapore) Limited
2. The Farrer Park Company Pte Ltd Independent Director
Independent Director 2. Focus on the Family Singapore Limited
3. Farrer Park Hospital Pte Ltd Independent Director
Independent Non-Executive Chairman
4. Singapore Institute of Directors Listed Directorships
AC Chairman, Governing Council 1. Craft Print International Limited
5. National Healthcare Group Pte Ltd 2. QAF Limited
Independent Director 3. UMS Holdings Limited
6. EDBI Pte Ltd
Independent Director
7. Singapore Science Centre
Board Deputy Chairman
8. Singapore Clinical Research Institute Pte Ltd
Independent Director & AC Chairman
2. BBR Holdings (S) Ltd
3. KS Energy Limited
Alternate Director to Mr Raymond Guy Young
Juan Ricardo Principal Commitments –
LUCIANO Archer Daniels Midland Company
Chairman & Chief Executive Officer
2. Archer Daniels Midland Company (NYSE)
3. Eli Lilly and Company (NYSE)
Lead Director
Notes:
1. “Principal Commitments” has the same meaning as defined in the Code of Corporate Governance 2018.
2. Information on Board of Directors as at 20 February 2020.
3. Unless otherwise stated, the listed companies mentioned in the abovementioned table are listed on the Singapore Exchange.
* Principal Commitments over the past five years (from 21/2/2015 to 20/2/2020)

KEY MANAGEMENT TEAM
MR KUOK KHOON HONG MR JEAN-LUC ROBERT BOHBOT

Chairman & Chief Executive Officer Group Head, Sugar
MR PUA SECK GUAN MR RAHUL KALE

Chief Operating Officer & Executive Director Group Head, Oleochemicals & Biofuels
MS TEO LA-MEI MR HOR KOK CHING

Executive Director, Group Legal Counsel and General Manager, Oilseeds & Grains
Company Secretary
PROFESSOR CHUA NAM-HAI
MR MU YANKUI Chief Scientific Advisor
Executive Vice Chairman, China
MR HO KIAM KONG
MR NIU YU XIN Chief Financial Officer
General Manager, China (Date of cessation: 31 May 2020)
MR YEE CHEK TOONG MR CHARLES LOO CHEAU LEONG

Country Head, Malaysia Chief Financial Officer
(Date of appointment: 1 June 2020)
MR DARWIN INDIGO
Country Head, Indonesia MS SNG MIOW CHING
Group Financial Controller
MR MATTHEW JOHN MORGENROTH
Group Technical Head MR JEREMY GOON
Chief Sustainability Officer
CAPTAIN KENNY BEH HANG CHWEE
Group Head, Shipping MR PATRICK TAN SOO CHAY
Group Head, Internal Audit
MR THOMAS LIM KIM GUAN
Group Head, Edible Oils MR JEREMY TAN KOK LIANN
Group Head, Human Resources
MR TAN KAH CHAI

Chief Information Officer
Please visit the Key Management Team page on our website for individual profiles.
CORPORATE INFORMATION
BOARD OF DIRECTORS SHARE PURCHASE COMMITTEE

KUOK Khoon Hong (Chairman) KUOK Khoon Hong (Chairman)
PUA Seck Guan PUA Seck Guan
TEO La-Mei
KUOK Khoon Ean EXECUTIVE RISK COMMITTEE
KUOK Khoon Hua KUOK Khoon Hong
Raymond Guy YOUNG* PUA Seck Guan
LIM Siong Guan Charles LOO Cheau Leong
TAY Kah Chye Thomas LIM Kim Guan
KWAH Thiam Hock
Kishore MAHBUBANI CAPITAL APPROVAL COMMITTEE
Weijian SHAN KUOK Khoon Hong
TEO Siong Seng (Appointed on 1 May 2019) PUA Seck Guan
SOH Gim Teik (Appointed on 1 December 2019) Charles LOO Cheau Leong
Matthew John MORGENROTH
* Juan Ricardo LUCIANO is alternate to Raymond Guy YOUNG
LEAD INDEPENDENT DIRECTOR

EXECUTIVE COMMITTEE LIM Siong Guan
KUOK Khoon Hong (Chairman) Email: siongguan.lim@sg.wilmar-intl.com
PUA Seck Guan
COMPANY SECRETARY
AUDIT COMMITTEE TEO La-Mei
TAY Kah Chye (Chairman)
KWAH Thiam Hock REGISTERED OFFICE
LIM Siong Guan 56 Neil Road
Singapore 088830
NOMINATING COMMITTEE Telephone: (65) 6216 0244
KWAH Thiam Hock (Chairman)
KUOK Khoon Hong SHARE REGISTRAR
TAY Kah Chye Tricor Barbinder Share Registration Services
LIM Siong Guan 80 Robinson Road #02-00
Singapore 068898
REMUNERATION COMMITTEE Telephone: (65) 6236 3333
KWAH Thiam Hock (Chairman) Fax: (65) 6236 3405
TAY Kah Chye
LIM Siong Guan AUDITOR
Ernst & Young LLP
RISK MANAGEMENT COMMITTEE One Raffles Quay
LIM Siong Guan (Chairman) North Tower, Level 18
KUOK Khoon Hong Singapore 048583
TAY Kah Chye Partner-in-Charge: LIM Tze Yuen
(With effect from financial year ended 31 December 2019)
Information as at 6 March 2020

RISK MANAGEMENT
BOARD-LEVEL RISK MANAGEMENT COMMITTEE (RMC)

• Chaired by Lead Independent Director
• Reviews overall risk management guidelines/framework,
policies and systems
• Reviews and recommends risk limits
INDEPENDENT MIDDLE OFFICE

• Captures and measures
EXECUTIVE RISK COMMITTEE (ERC)
Groupwide risks
• Comprises Chairman and CEO, COO, CFO and Group
• Monitors limit breaches
Head, Edible Oils
• Submits daily risk exposure
• Monitors and improves overall effectiveness of risk
report to ERC
management system
• Triggers risk alert to
• Reviews trade positions and limits
merchandising team, ERC
and/or RMC when necessary
OPERATING UNITS
• Monitors respective risks
• Ensures compliance to trading policies and limits
OVERVIEW demographic changes and competition elsewhere are denominated in the

We have a robust risk management from substitute products. In sourcing respective local currency. We manage
framework in place to identify, measure, raw materials and selling manufactured our foreign currency risk through
monitor and manage the critical risks we outputs, we are exposed to price executing hedges in the over-the-
face. The framework, including policies fluctuations in the commodities counter foreign exchange market,
and procedures, is regularly reviewed markets because the sale and purchase product pricing and structuring natural
and enhanced in response to changes in commitments do not typically match at hedges in our business where possible.
the external environment and business the end of each business day. To manage These strategies mitigate the adverse
processes. such price risks, we carefully monitor impact of foreign exchange volatility
and manage our open commodity on our financial position.
We proactively evaluate our risks and positions by using forward physical
ensure coverage against our exposure. contracts and/or derivatives. INTEREST RATE RISK
Our strategic and operational decision- A substantial portion of our borrowings
making process continues to be FOREIGN EXCHANGE RISK is in the form of trade finance and short-
strengthened through transparent Our reporting currency is U.S. Dollars term banking facilities. These are used
communication and risk awareness (USD). The Group operates in both to fund operations and are transaction-
across the organisation, while ongoing developed and emerging markets and related. Interest expense arising from
compliance with risk management is exposed to foreign exchange risk in such financing is subject to the stock
processes is regularly reviewed. our normal course of business. In our holding period assumed at the time of
larger markets, exports from Indonesia entering into the transaction versus the
COMMODITY PRICE RISK and Malaysia are mostly denominated actual time taken to deliver the physical
Agricultural commodities prices are very in USD while imports into China are product and realise the proceeds of sale
volatile, and are affected by factors such denominated in either USD or Renminbi. from the end-customer. Consequently,
as weather, government policies, global The majority of our expenses and sales interest expense is dependent on the
volume of transactions and the cash RISK GOVERNANCE team and the Executive Risk Committee
conversion cycle, and it is subsequently Our risk governance structure comprises when risk exposure is seen to be nearing
priced into the products. As such, the Risk Management Committee at trigger levels.
short-term interest rate movements the Board level, the Executive Risk
do not have a significant impact on Committee and risk management by the The documented risk management
the net contribution margin. We also respective operating units. The Board- policy, which is regularly reviewed,
obtain term loans from banks to fund level Risk Management Committee, clearly defines the procedures for
our capital expenditures and working chaired by the Lead Independent monitoring, controlling and reporting
capital requirements. Interest rate risk Director, oversees the Executive Risk risk in a timely and accurate manner. We
arising from floating rate exposure is Committee, reviews the overall risk have in place an overall risk tolerance
managed through the use of financial management guidelines/framework, threshold recommended by the Risk
instruments, such as futures and swaps, reviews and recommends risk limits Management Committee and approved
with the objective of limiting the adverse as well as assesses the adequacy and by the Board. The risk tolerance threshold
impact from a rise in interest rates. effectiveness of the risk management refers to the maximum potential loss
policies and systems. of all open exposures across major
CREDIT RISK products and geographical regions
The majority of our sales are export The Executive Risk Committee at any given time. The risk tolerance
sales in bulk, for which documentary comprises the Group’s Chairman & threshold is determined after taking
credit from customers are required. For Chief Executive Officer (CEO), Chief account of the Group’s equity strength
domestic sales in China, we may grant Operating Officer (COO), Chief Financial and profitability as well as our overall
our more substantial customers credit Officer (CFO) and Group Head, Edible production capacity, price trends of
terms while requiring cash on delivery Oils. Its responsibilities include, amongst raw materials, management’s overall
or advance payment for others. others, the monitoring and improvement view of the market, track record of
of the overall effectiveness of its risk the management of risk exposure in
New customers’ credit worthiness is management system, the review of trade the prior period and financial budgets
evaluated by considering their financial positions and limits to manage overall including projected sales volumes and
standings and operating track records risk exposure. turnover.
as well as conducting background
checks through industrial contacts. The heads of operating units are
In this regard, we benefit from the responsible for monitoring their
experience and local knowledge of respective risks and adherence to
our wide manufacturing base and trading policies and limits set by the Risk
distribution network. Actual credit terms Management Committee and the Board.
and limits to be granted are decided
based on the information obtained, To achieve effective governance and
and revised according to economic oversight by ensuring proper segregation
or market conditions. As a practice, of duties, we have a Middle Office which
we will usually require documentary is independent of the front and back
credit or advance payments for sales office. The Middle Office is responsible
to new customers. for the tracking and measurement of
Group-wide risks as well as monitoring
Credit facilities granted to existing adherence to limits. The Middle Office
customers are also reviewed periodically. circulates a daily risk exposure report,
A customer’s current financial strength, which is reviewed by the Executive
payment history, transaction volume Risk Committee for any significant risk
and duration of business relationship issues. The Middle Office also sends out
with us are taken into consideration. regular risk alerts to the merchandising

CORPORATE GOVERNANCE
WILMAR GOVERNANCE FRAMEWORK
Board of Directors
Board/Group Secretary
Chairman & CEO
COMMITTEE COMMITTEE MEMBERS KEY RESPONSIBILITIES

Executive Chairman • General management and operational matters
Committee Kuok Khoon Hong • Monitoring Group performance
Member • Business development of the Group
Pua Seck Guan
Capital Members • Review and approve capital expenditure for projects to be undertaken by
Approval • Kuok Khoon Hong the Group
Committee • Pua Seck Guan • Ensure funds invested realize their best return (Internal Rate of Return/
• Charles Loo Cheau Leong Return on Investments) for the Group
• Matthew John Morgenroth
Audit Chairman • Assists the Board in discharging its statutory and other responsibilities
Committee Tay Kah Chye • Oversees financial reporting, internal control and risk management systems,
Members internal and external audit process, interested person transactions, IT and
• Kwah Thiam Hock whistleblowing matters
• Lim Siong Guan
Risk Chairman • Review overall risk management policies/ guidelines/ framework including
Management Lim Siong Guan environmental sustainability issues
Committee Members • Review and recommend risk limits
• Kuok Khoon Hong • Determines risk tolerance level for the Group
• Tay Kah Chye • Review major non-compliance with risk policies
Executive Risk Members • Monitors and improves overall effectiveness of risk management system
Committee • Kuok Khoon Hong • Review trade positions and limits of forward purchase and sale
• Pua Seck Guan • Provides risk management oversight on market risk exposures on
• Charles Loo Cheau Leong commodities and currencies
• Thomas Lim
Nominating Chairman • Review all Board appointments, re-appointment and retirement of Directors
Committee Kwah Thiam Hock • Review the independence of Directors
Members • Review succession plans for the Board and Management
• Kuok Khoon Hong • Review and recommend appropriate performance benchmarks for
• Tay Kah Chye monitoring the share performance of Wilmar, relative to its peers in the
• Lim Siong Guan same industry
• Conduct assessments of the effectiveness of Board, Board Committees
and Directors
Remuneration Chairman • Review and recommend a framework of remuneration for the Board and
Committee Kwah Thiam Hock senior management
Members • Study market trends relating to incentives in remunerating employees and
• Tay Kah Chye determine performance measures criteria
• Lim Siong Guan • Administration of the Company’s share options scheme
Share Chairman • Decide on the terms and all matters for effecting share buyback by way
Purchase Kuok Khoon Hong of on-market purchase(s) or off-market purchase(s)
Committee Member
Pua Seck Guan
Independent Directors Executive Directors/Key Management
Wilmar International Limited (the “Company” or “Wilmar” and together with its subsidiaries, the “Group”) affirms its commitment
to upholding a high standard of corporate governance to safeguard the interests of all its stakeholders. This report sets
out the Company’s corporate governance practices and activities in 2019, with specific reference to the guidelines of the
Singapore Code of Corporate Governance 2018 (the “Code”). The Company has complied in all material aspects with the
principles and provisions of the Code. In so far as any provision has not been complied with, the rationale for varying from
the provision is set out in this report.
A. BOARD MATTERS
Principle 1: The Board’s Conduct of Its Affairs
The primary role of the Board is to provide entrepreneurial leadership and set the overall business direction of the Group.
The Board constantly seeks to protect long-term shareholder value and enhance the returns to the Company. The Board is
committed to continually sustain value creation and broaden the Group’s revenue stream. This is done through diversification
into new businesses which are complementary to Wilmar’s core businesses as well as expansion of existing businesses
with good prospects for long-term growth. In addition, the Board sets the tone for the Group in respect of ethics, conduct,
regulatory compliance and desired organisational culture through the adoption of various Group policies endorsed by the
Board.
The Board’s principal duties and responsibilities (besides statutory responsibilities) are to:
1. Set strategic goals (with focus on value creation, innovation and sustainability) of the Group and ensure that the
necessary financial and human resources are in place for the Group to meet its objectives;
2. Decide on matters in relation to the Group’s operations which are of a significant nature, consistent with medium and
long-term goals to achieve sustainable business performance, taking into account stakeholders’ interests;
3. Oversee the process for evaluating the adequacy of internal controls, risk management, financial reporting and
compliance;
4. Review the performance of Management who are responsible for ensuring the timely and effective execution of
business strategies and running operations; and
5. Consider sustainability issues, in particular environmental, social and governance factors, in the formulation of the
business strategies and corporate policies of the Group.
Matters Requiring Board Approval

Matters that require the Board’s decision and approval include:
1. Strategies and major business proposals of the Group;

2. Acquisitions and disposals of investments, businesses and assets exceeding authorisation limits granted to the Executive
Committee (“Exco”);
3. New lines of businesses which complement the core business activities of the Group;
4. Loans and credit lines from banks and financial institutions and market fund-raising exercises for amounts exceeding
authorisation limits granted to the Exco;
5. Group written policies (including policies which set out authorisation limits) and terms of reference of the various
Board Committees; and
6. Share issuances, interim dividends and other returns to shareholders.
All Directors are expected to objectively discharge their duties and responsibilities as fiduciaries in the best interest of the
Company. Directors are updated on the latest relevant statutory and legal requirements from time to time to enable them
to discharge their responsibilities effectively and be familiar with current corporate governance best practices to ensure
proper accountability within the Company.
Delegation of duties by the Board

To assist the Board in the execution of its duties, the Board has delegated specific authority to the following Board Committees,
which function within the respective terms of reference approved by the Board.

Executive Committee (“Exco”)

The Exco is made up of two Executive Directors namely, Mr Kuok Khoon Hong (Chairman and Chief Executive Officer)
(“CEO”) and Mr Pua Seck Guan (Chief Operating Officer) (“COO”). The Exco oversees the management of the business and
affairs of the Group and its duties and responsibilities include the following:
1. Evaluate new business opportunities and submit strategic business proposals, with due consideration given for value
creation and upholding sustainability, for approval by the Board;
2. Recommend proposed acquisitions and disposals of investments, businesses and assets, which are not within Exco’s
authorisation limits, for approval by the Board;
3. Ensure that the Group operates within the approved budgets, business direction and the approved internal controls
put in place by the Group;
4. Formulate the Company’s core values, mission and culture to ensure that obligations to stakeholders are understood
and met;
5. Set the direction for key management personnel to manage engagements with key stakeholder groups and recognise
and mitigate adverse perceptions which would affect the Company’s business and reputation;
6. General management and operational matters; and
7. Monitoring Group performance.
Other than the Exco, the following Board Committees, which are made up of Independent Directors or a majority of
Independent Directors, provide further safeguards to prevent an uneven concentration of power, authority and decision
in a single individual:
1. Audit Committee (“AC”) - (Principle 10)

2. Risk Management Committee (“RMC”) - (Principle 9)
3. Nominating Committee (“NC”) - (Principle 4)
4. Remuneration Committee (“RC”) – (Principle 6).
Details of these Board Committees are set out further below in this report.
Key features of board processes

The Board conducts regular scheduled meetings on a quarterly basis. Ad-hoc meetings are convened, if requested by
the Board or if warranted by circumstances deemed appropriate by the Board. All Board and Board Committee meetings
are planned and scheduled well in advance, in consultation with the Directors. In between scheduled meetings, matters
that require the Board’s approval, are circulated to all Directors for their consideration and decision. As provided for in the
Company’s Constitution, Directors may also participate in Board meetings by tele-conferencing and/or video-conferencing.
Four Board meetings were held in the financial year ended 31 December 2019 (FY2019).
As part of good corporate governance, all Directors are invited to attend meetings held by the AC and the RMC. For the
RC and NC meetings, these are attended only by Independent Directors but with the Board Chairman/CEO participating
by invitation for the RC and as a member of the NC. All written resolutions passed and minutes of meetings held by these
various Board Committees are circulated to the Board for information and review, including all appropriate recommendations
for approval by the Board.
Attendance at Board and Board Committee Meetings
The attendance of Directors at the Board and Board Committee meetings held in FY2019 is as follows:
BOARD OF AUDIT RISK REMUNERATION NOMINATING

DIRECTORS COMMITTEE MANAGEMENT COMMITTEE COMMITTEE
COMMITTEE
No. of meetings held 4 4 4 1 2
Name of Director Member Member Member Member Member
Attendance Attendance Attendance Attendance Attendance
Executive Directors
Kuok Khoon Hong 4/4 – 4/4 – 2/2
Pua Seck Guan 4/4 – – – –
Teo La-Mei (Note 1) 3/3 – – – –
Non-Executive and Non-Independent Directors
Kuok Khoon Ean (Note 2) 3/4 – – – –
Kuok Khoon Hua 4/4 – – – –
Raymond Guy Young 4/4 – – – –
(or in his absence,
Juan Ricardo Luciano)
Yeo Teng Yang (Note 3) 1/1 1/1 1/1 1/1 1/1
Lim Siong Guan (Note 3)
4/4 3/3 3/3 – 1/1
Tay Kah Chye 4/4 4/4 4/4 1/1 2/2
Kwah Thiam Hock 4/4 4/4 – 1/1 2/2
Kishore Mahbubani 4/4 – – – –
Weijian Shan 4/4 – – – –
Teo Siong Seng (Note 4)
3/3 – – – –
Soh Gim Teik (Note 5) – – – – –
Note 1: Ms Teo La-Mei was appointed as an Executive Director of Wilmar on 21 February 2019.
Note 2: Mr Kuok Khoon Ean did not attend one of the board meetings due to a prior engagement.
Note 3: Mr Yeo Teng Yang retired from the Board at the conclusion of the AGM held on 24 April 2019 (“2019 AGM”). Mr Lim Siong Guan replaced Mr Yeo
as Lead Independent Director, Chairman of the Risk Management Committee and a member of the AC, RC and NC on the same day (See details
under Principle 2).
Note 4: Mr Teo Siong Seng was appointed as a Non-Executive and Independent Director of Wilmar on 1 May 2019.
Note 5: Mr Soh Gim Teik was appointed as a Non-Executive and Independent Director of Wilmar on 1 December 2019.
Board Orientation and Training

All newly appointed Directors receive a formal letter from the Company setting out the roles and responsibilities of a Director
of the Company and a set of guidance notes which explain the duties and obligations of a director under the Singapore
Companies Act, the Listing Manual of the Singapore Exchange Securities Trading Limited (“SGX-ST”) and the Securities &
Futures Act. Arrangements are made for new Directors who have no prior experience as a director of an issuer listed on the
SGX-ST to undergo mandatory training in his or her roles and responsibilities as prescribed by SGX-ST. Newly appointed
Directors are also briefed by Management on the business, operations and financial performance of the Group, including
corporate governance practices such as disclosure of interests in securities, prohibitions on dealings in the Company’s
securities and restrictions on disclosure of price and trade sensitive information.

The Company encourages Directors to participate in seminars, conferences and training programmes which are relevant to
their role as directors. Such programmes are funded by the Company. The professional development programmes attended
by some Directors in the course of FY2019, as well as in-house briefings organised by the Company Secretary for Board
members, include the following:
1. AC Seminar 2019 jointly organised by the Accounting and Corporate Regulatory Authority (“ACRA”), Singapore Exchange
(“SGX”) and Singapore Institute of Directors (“SID”);
2. Regulatory Symposium 2019 organised by SGX;
3. Listed Entity Director Programme organised by SID;
4. Sustainability Updates by Wilmar’s Sustainability General Manager;
5. Directors’ Conference 2019 organised by SID;
6. Cybersecurity and Digital Disruption briefing by Ernst & Young LLP (“EY”); and
7. Anti-Money Laundering briefing by EY.
The Board is briefed on the strategic and business development of the Group at each quarterly board meeting by the
CEO. The Board is also briefed on changes to the accounting standards and regulatory updates by the external auditor,
Management and the Company Secretary. The Company also organises on-site visits to the Group’s key operating facilities
overseas for Directors from time to time so as to enable them to have a better understanding of the Group’s businesses.
As part of the Company’s continuing efforts to share relevant business updates with the Directors, the Company’s Corporate
Communications Department circulates to the Board a daily Media Monitoring featuring news articles and reports relevant
to the Group’s businesses to keep Directors updated on current industry trends and issues. News releases and newsletters
issued by the SGX-ST, the Monetary Authority of Singapore, ACRA, the Company’s external auditor and advisors, which are
relevant to Directors, are also circulated to the Board.
Access to complete, adequate and timely information

The Board receives complete and adequate reports and discussion papers about a week before scheduled Board meetings
as well as the AC and RMC meetings and on an on-going basis, enabling them to make timely and informed decisions to
discharge their duties and responsibilities effectively. Amongst other reports, the Board is also provided with reports from
the internal and external auditors and the Risk Management teams. These reports include key findings arising from interim
and completed financial, operations and information technology (“IT”) audits and risk assessment reports on key businesses
of the Group for review and evaluation.
In addition to members of the Board being briefed by the CEO at every Board meeting, relevant Management personnel are
required to attend meetings of the Board and Board Committees to provide insight into matters being discussed at these
meetings and to respond to any questions that the Directors may have.
The Board has direct, independent and unrestricted access to Management of the Group, including the Chief Financial
Officer (“CFO”), Group Financial Controller, Group Treasurer and Company Secretary at all times. The Board is kept updated
on changes to the Management organisation structure and contact details of all key management staff are furnished to the
Directors to ensure direct access to Management to promote and facilitate good information flow between the Board and
Management. Requests for information from the Board are dealt with promptly by Management. To enable Directors to
discharge their duties effectively, they are free to seek independent professional advice, if necessary, at the Group’s expense.
The Company Secretary is responsible for, among other things, ensuring that board procedures are observed and that
the Company’s Constitution and applicable rules and regulations are complied with. The Company Secretary assists the
Chairman of the Company in ensuring good information flows within the Board and its Board Committees and between
Management and Non-Executive Directors. The approval of the Board is required in respect of the appointment and removal
of the Company Secretary pursuant to the Company’s Constitution and in accordance with provision 1.7 of the Code.
Principle 2: Board Composition and Guidance
Board Size and Board Composition
The Board, through regular reviews by the NC, seeks to ensure an appropriate balance of experience, competencies and
knowledge among the Directors to provide effective entrepreneurial leadership to the Company.
The Company has in place a Board Diversity Policy (a copy of which is posted on the Company’s website), which advocates
meritocracy and endorses the principle of having a board with the appropriate and right balance of skills, knowledge,
experience and diversity of perspectives which can contribute effectively to the strategy and growth of the Company. In
reviewing Board composition and succession planning, the NC considers the benefits of all aspects of diversity, including
diversity of skills, age, experience, gender and knowledge of the Company. A key requirement is that only individuals with
broad based experiences and right skills set will be appointed to the Board.
In line with the objectives of the Board Diversity Policy, the Company refreshed the Board through the following changes
during FY2019:
1. Ms Teo La-Mei was appointed as an Executive Director on 21 February 2019. She was the first female director appointed
to the Board.
2. Mr Yeo Teng Yang retired from the Board on 24 April 2019 after a nearly 13-year tenure and was replaced by Mr Lim
Siong Guan, who was appointed to the Board on 1 January 2018, as Lead Independent Director, Risk Management
Committee Chairman and a member of the AC, NC and RC.
3. Mr Teo Siong Seng was appointed as a Non-Executive and Independent Director on 1 May 2019.
4. Mr Soh Gim Teik was appointed as a Non-Executive and Independent Director on 1 December 2019.
As at the date of this report, the Board now comprises 13 Directors – 12 males and one female Director and a male Alternate
Director. Taking into account the complex nature and wide scope of the Group’s business and operations, the Board considers
a board size of 13 members as appropriate.
The Board is made up of Directors of different nationalities and races, with a wide range in age and skills, experience and
qualifications, ranging from banking, finance, insurance, accounting, legal and risk management expertise to industry
knowledge, entrepreneurial and management experience relevant to the Group’s business. Reflecting the global reach of the
Group’s business, most of Wilmar’s Directors have extensive experience in jurisdictions outside Singapore. Their collective
diverse experience and in-depth knowledge of the Group’s business operations enable Wilmar to continue to meet the
challenges and demands of the global markets in which it operates.
Key information on current Directors is presented in the section entitled “Board of Directors” in the Company’s Annual
Report 2019 (“Annual Report”).
The following charts set out the diversity and balance in the composition of the Wilmar Board as at the end of FY2019:
Board Independence Age Spread Nationality Spread

8% 8%
23% 8%
31%
23%
8%
54%
23%
77%
38%
Executive Directors Age 41-50 Age 51-60 Singapore USA
Non-Executive and Non-Independent Directors Age 61-70 Age 71 and above Malaysia PRC
Note: The above charts do not include the Alternate Director.

Non-Executive Directors make up a majority of the Board. With their knowledge and competency in their respective fields,
Non-Executive Directors have provided constructive advice and good governance guidance for the Board to discharge
its principal functions effectively. During the year, some Independent Directors discussed company matters without key
management being present and provided feedback to the Board Chairman after such discussions.
Board Independence
The NC evaluates the independence of all Independent Directors annually based on Provision 2.1 of the Code and the
relevant SGX listing rules. For the year under review, all seven Independent Directors, namely Messrs Lim Siong Guan, Tay
Kah Chye, Kwah Thiam Hock, Kishore Mahbubani, Weijian Shan, Teo Siong Seng and Soh Gim Teik completed a declaration
of independence form (“Declaration Form”), whereby they were required to assess their independence according to the
requirements of the Code and submit to the NC for review.
In addition, the NC has in place a rigorous process for reviewing the independence of Independent Directors who have served
on the Wilmar Board for more than nine years. Based on the assessment (which includes separate assessments by each NC
member) of the long serving Independent Directors’ performance for FY2019, the NC is satisfied that the two Independent
Directors, namely Mr Kwah Thiam Hock and Mr Tay Kah Chye, who have served on the Wilmar Board since its inception on
14 July 2006, have continued to maintain independence in their oversight role. Each of the two Independent Directors has
recused himself in the determination of his own independence in this review. The Board has collectively taken the view that
the abovementioned two Independent Directors, are independent, notwithstanding that they have served more than nine
years, as they have demonstrated strong independence in judgment and professionalism, as well as displayed objectivity in
their conduct over the years in the discharge of their duties and responsibilities as Independent Directors of the Company.
Under the Code, an independent director is one who is independent in conduct, character and judgment, and has no
relationship with the Company, its related corporations, its substantial shareholders or its officers, that could interfere,
or be reasonably perceived to interfere, with the exercise of the director’s independent business judgement in the best
interests of the Company. Besides the Code, the NC has also taken into account the guidance provided by the Corporate
Governance Practice Guidance 2018 (“CGPG”) in its determination of the independence of Wilmar Independent Directors.
Wilmar Independent Directors are required to disclose to the Wilmar Board their relationships with the Company, its related
corporations, its substantial shareholders or its officers, if any, which may affect their independence. If the Board, having
taken into consideration the views of the NC, determines that such directors are still independent, notwithstanding the
existence of such relationships, it will disclose the reasons for maintaining its view.
This was done in the case of Mr Teo Siong Seng (“Mr Teo”) who is the Executive Chairman and Managing Director of Pacific
International Lines (Private) Limited (“PIL”), a container shipping company offering container liner service. Together with his
immediate family members, Mr Teo holds a 94.01% shareholding interest in PIL. In his annual Declaration Form, he declared
that PIL has offered shipping services to Raffles Shipping International Pte. Ltd. (“RSI”), an indirect wholly-owned Wilmar
subsidiary and that all contracts were negotiated independently. For FY2018 and FY2019, PIL received freight charges
amounting to US$7.4 million and US$4.2 million respectively from RSI.
In assessing Mr Teo’s independence, the NC has taken into consideration CGPG’s guidance and took into account the fact that:
(a) there is an adequate internal control process in place to appoint the most suitable container liner for the business
of RSI in particular and Wilmar in general and all liner services booked by RSI (including PIL) are transacted on arm’s
length terms and at market price; and
(b) Mr Teo is not involved in any way in the decisions by RSI or Wilmar to use PIL or for that matter, any container liner
company for the shipping of the Wilmar Group’s products.
The NC is of the view that Mr Teo should be considered independent, notwithstanding that the value of the transactions
between RSI and PIL exceeds S$200,000 over any financial year.
The Board concurred with NC’s view that Mr Teo be considered as independent. The Board, having considered the conduct of
Mr Teo in the discharge of his duties and responsibilities as a Director, agreed that the existing business relationship between
RSI and PIL would not interfere with the exercise of Mr Teo’s independent business judgement in the best interest of Wilmar.
Taking into account the above, the Board concurred with the NC that all seven Independent Directors are considered as
independent.
As the number of Independent Directors of the Company made up more than half of the Board composition, this provides
a strong and independent element on the Board which facilitates the exercise of independent and objective judgment on
its corporate affairs. This is in line with the Code which prescribes that, where the Chairman of the Board is also the CEO,
the independent directors should make up a majority of the Board.
The Board is satisfied that in FY2019, all Directors exercised independent judgment and made decisions objectively in the
best interests of the Group.
Principle 3: Chairman and Chief Executive Officer

The Chairman and CEO, Mr Kuok Khoon Hong, provides strong leadership to the Group and has been instrumental in
transforming Wilmar into one of Asia’s largest agribusiness groups. Mr Kuok is overall in charge of the management and
strategic direction of the Group while Mr Pua Seck Guan, the COO, oversees and manages the business divisions of the
Group and assists Mr Kuok in the development of new businesses.
The Chairman and CEO leads all Board meetings and sets the agenda. He ensures that Board members receive accurate and
timely information to enable them to be fully cognizant of the affairs of the Group. He also promotes a culture of openness
and solicits contributions from the Board members to facilitate constructive discussions.
All strategic and major decisions relating to the business and management of the Group are jointly and collectively made
by the Board. As such, there is a balance of power and authority and no one individual controls or dominates the decision-
making process of the Company.
The role of the Chairman and CEO is not separate as there is adequate accountability and transparency reflected by internal
controls established within the Group as well as the fact that the majority of the Board comprise independent directors,
which adds a greater element of independence to board decisions. The combined role provides the Group with a consistently
strong leadership, accelerates decision-making and allows greater flexibility in seizing good growth opportunities ahead
of its competition.
Mr Lim Siong Guan, the Lead Independent Director who took over the role from Mr Yeo Teng Yang when Mr Yeo retired on
24 April 2019, avails himself to address stakeholders’ concerns through his email address published in the Annual Report for
circumstances in which contact through the normal channels of communication with the Chairman and Management are
inappropriate or inadequate. Mr Lim also acts as a counter-balance on management issues in the decision-making process.
The Board is of the opinion that there is sufficient independence in its exercise of objective judgment on business affairs
of the Group and no one individual has unfettered powers of decision-making, notwithstanding that the roles of Chairman
and CEO not being separate.
Principle 4: Board Membership

The members of the NC are:
1. Mr Kwah Thiam Hock (NC Chairman) – Non-Executive and Independent Director;

2. Mr Kuok Khoon Hong – Executive Director;
3. Mr Tay Kah Chye – Non-Executive and Independent Director; and
4. Mr Lim Siong Guan – Non-Executive and Lead Independent Director.

The NC met twice in 2019. The NC’s role is set out in its written terms of reference. The functions of the NC include the
following:
1. Review and recommend to the Board all appointments, re-appointments and retirement of Directors (including
alternate directors, if applicable);
2. Determine annually, and as and when circumstances require, the independence of its Independent Directors;
3. Review the balance and mix of relevant experience, knowledge, skills as well as attributes of the Directors as well as
the size and composition of the Board to meet the business and governance needs of the Group;
4. Evaluate whether or not a Director is able to and has been adequately carrying out his or her duties as a Director of
the Company when he or she holds multiple listed company board representations and other principal commitments;
5. Develop a process to conduct formal assessments of the effectiveness of the Board, the Board Committees and
Directors;
6. Review and recommend training needs (including professional development programmes) for the Board and its
directors;
7. Review the succession plans for the Board and key management personnel; and
8. Review and recommend to the Board the appropriate performance benchmarks for monitoring the share performance
of Wilmar, relative to its peers in the same industry and movements in the Singapore Straits Times Index.
Directors’ time commitment and multiple directorships

In determining annually whether Directors who hold other non-Group Board appointments are able to carry and have
adequately carried out their duties as Directors of the Company, the NC takes into account the results of the assessment
of the competencies, commitment and contributions of the individual Director. The NC and the Board are satisfied that in
FY2019, each of the Directors was able to give sufficient attention to the affairs of the Company and has adequately carried
out his or her duties as a Director of the Company.
While the Board acknowledges that setting a prescriptive limit on listed company board representations may help to address
the issue of competing time commitments of Directors, no limit has been set as the Board is of the opinion that a more
meaningful measure is the quality of time spent on the Company’s matters and the ability to contribute effectively to the
Board. The Board is satisfied that each of the Directors is able to carry and has diligently discharged his or her duties as a
Director of the Company.
Succession planning
The Board embraces the philosophy that a good Board needs the support of a strong and effective key management team.
As part of the process of succession planning, the Company, which is supportive of gender and workforce diversity, will
continually train and groom capable staff to fill key positions to bolster the overall strength and depth of the key management
team for the Group’s global operations.
Process for selection and nomination of new Directors

In line with the NC’s guiding principle of selecting the most suitable persons for Director appointments, the NC taps on
its network of contacts and recommendations from Directors and/or may engage external professionals to assist with
identifying and short-listing the most competent individuals who are capable of contributing to the success of the Group.
In the selection process for the appointment of new Directors, the NC also takes into consideration, the diversity in skills,
experience, gender, age and industry knowledge as well as the desired competencies of the potential candidate. The objective
is to boost the Board’s competency in its leadership strength and to add diversity of skills to the existing attributes of the
Board. The NC then submits its recommendations to the Board for approval.
Rotation and Re-election of Directors
In accordance with the Constitution of the Company and in compliance with Listing Rule 720(5), one-third of the Directors
who have been longest in office since their last re-election, are required to retire by rotation at least once every three years.
These Directors are eligible for re-election, subject to approval by the shareholders at the annual general meeting (“AGM”).
New Directors will hold office only until the next AGM following their appointments and they will be eligible for re-election.
Such Directors are not taken into account in determining the number of Directors who are to retire by rotation.
The NC has, in its deliberations on the re-appointment of existing Directors, taken into consideration the relevant Director’s
contribution and performance. The assessment parameters include attendance record and degree of participation at meetings
of the Board and Board Committees as well as the quality of participation and contributions.
The Board has accepted the NC’s recommendation to seek approval from shareholders at the forthcoming AGM to re-elect
the following Directors, who will be retiring under the respective provisions of the Constitution of the Company and are
eligible for re-election:
1. Mr Kwah Thiam Hock (retiring under Article 105);

2. Mr Tay Kah Chye (retiring under Article 105);
3. Mr Kuok Khoon Hua (retiring under Article 105);
4. Mr Kuok Khoon Ean (retiring under Article 105)
5. Mr Teo Siong Seng (retiring under Article 106); and
6. Mr Soh Gim Teik (retiring under Article 106).
Principle 5: Board Performance

The NC conducts formal assessments of the effectiveness of the Board, Board Committees and the contributions of Directors
on an annual basis. The NC also reviews the objective performance criteria such as comparison of key performance indicators
of the Company with its peers and the Company’s share price performance vis-à-vis the Singapore Straits Times Index.
Board assessment is done on a collective basis by requiring each Director to complete an electronic evaluation form
which covers areas such as Board processes, Board accountability, Board knowledge of key risk management and internal
control issues as well as guidance to Management. The assessment of the effectiveness of Board Committees is done by
the respective Board Committee members. As for the appraisal of the contributions of Directors, the evaluation is done
collectively based on several factors including Directors’ effective contributions and their knowledge of the Group’s business
operations and regulatory requirements. The reason for adopting a collective evaluation instead of peer evaluation by each
Director is to maintain and promote unity amongst board members through constructive communication within the Board.
The assessment of the Board Chairman is done through assessment of him in his concurrent role as CEO. The purpose of
the annual evaluation is to seek the respective views of the Directors on various aspects of the Board’s performance and
effectiveness of the contributions of directors. The responses to the assessment factors are discussed at the NC meeting and
the summarized results are presented to the Board for review and decision to implement appropriate actions to enhance
key areas (if any) that have been identified for improvement.
The NC, having assessed the performance of the Board and Board Committees and the contributions of Directors for FY2019,
is pleased to report that there were no significant issues that warrant the Board’s attention. The results of the assessments
were satisfactory and accepted by the Board.

B. REMUNERATION MATTERS
Principle 6: Procedures for Developing Remuneration Policies
The Remuneration Committee (“RC”) assists the Board to ensure competitive compensation policies and packages are put in
place. The scope of the RC covers review of remuneration packages for individual Directors and key management personnel,
and also share option plans. The RC is chaired by Mr Kwah Thiam Hock and its members comprise Mr Tay Kah Chye and Mr
Lim Siong Guan. All RC members are Independent Directors and no Director is involved in deciding his own remuneration.
In accordance with the RC’s terms of reference, the RC’s responsibilities are to:
1. Review and recommend to the Board, a framework of remuneration for the Board and key management personnel.
The framework covers all aspects of remuneration, including but not limited to Directors’ fees, salaries, allowances,
bonuses, grant of shares and share options and benefits-in-kind;
2. Review and determine the specific remuneration packages for each Director as well as for the key management
personnel;
3. Implement and administer the Company’s share options plan;
4. Review the Group’s obligations arising in the event of termination of the Executive Directors’ and key management
personnel’s contracts of service, to ensure that such contracts of service contain fair and reasonable termination
clauses; and
5. Review the development of senior staff and assess their strengths and development needs based on the Group’s
leadership competencies framework, with the aim of building talent and maintaining strong and sound leadership for
the Group.
RC members are assisted by the Company’s Human Resources (“HR”) Head, who would provide useful input on publicly
available surveys conducted by independent HR Consultants on market expectation of salary increments and bonuses for
senior executives. The HR Head also provides benchmarks of remuneration packages paid by comparable companies in
various industries so as to ensure that Wilmar’s remuneration packages remain competitive and are in line with market
rates and terms.
Principle 7: Level and Mix of Remuneration

The Group’s remuneration philosophy is aimed at attracting, retaining and motivating Executive Directors and key management
personnel of the highest calibre through a framework which aligns rewards with the performance and the achievement of
strategic objectives.
The framework consists of a fixed and a variable component. The variable component includes an annual bonus tied to
the performance of the individual and the Company, as well as short and long-term incentives in the form of share options
designed to strengthen the pay-for-performance framework which serves to reward and recognise key executives’ contributions
to the growth of the Company. The RC seeks to ensure that key criteria, namely, company profitability, competitiveness,
reasonableness as well as linkage to performance and value creation are satisfied for the executives’ remuneration packages.
The fixed component is determined by benchmarking against similar industries, taking into consideration the individual’s
responsibilities, performance, qualification and experience. This fixed base may be presented in a combination of cash and
non-cash benefits, at the Group’s discretion. With greater stabilisation in the Group’s business, RC will consider in future
some tweaking of the ratio between fixed and variable components of the remuneration package.
These benefits aim to directly align the interests of Directors, senior management and key executives with the interests of
shareholders, to improve performance and achieve sustainable growth for the Company and to strengthen the ownership
culture among its senior management and key executives in times of rapid globalisation.
Non-Executive Directors and Independent Directors of the Company do not receive any salary. They receive annual
Directors’ fees, which are subject to the approval of shareholders at the Company’s AGM. To align the interests of Non-
Executive Directors and Independent Directors with the interests of shareholders, they also participate in the Company’s
share option scheme. The RC ensures that the Independent Directors are not over-compensated to the extent that their
independence may be compromised.
The structure of Directors’ fees for FY2019 is as follows:
Fee Structure for Directors’ Fees for FY2019

1. A single base fee of S$80,000 for serving as Non-Executive Director;
2. Additional fee of S$20,000 for serving as Lead Independent Director; and
3. Additional fee for serving as Chairman/Member on the following Board Committees:
Chairman’s Fee
NAME OF COMMITTEE FY2019
S$
Audit Committee 40,000
Risk Management Committee 40,000
Remuneration Committee 20,000
Nominating Committee 20,000
Member’s Fee
NAME OF COMMITTEE FY2019
S$
Audit Committee 20,000
Risk Management Committee 20,000
Remuneration Committee 10,000
Nominating Committee 10,000
To drive management behaviour and performance as well as to reflect the Company’s commitment to protecting shareholder
value and to ensure accountability for actions, the remuneration of the key management team and selected senior executives
is subject to a clawback scheme which was implemented in May 2014. The clawback scheme allows the Company to
reclaim, in exceptional circumstances, the incentive components of the remuneration from these key employees, where
negligence, misconduct or fraud has resulted in financial or reputational loss to the Company. The list of key executives
subject to the clawback scheme is reviewed from time to time.

Principle 8: Disclosure on Remuneration

The breakdown of the remuneration of the Directors and the top five Key Executives of the Company for FY2019 is as follows:
AMORTISATION
PROPOSED OF SHARE
DIRECTORS’ OPTION VARIABLE
NAME OF DIRECTORS FEE SALARY** BENEFITS EXPENSES* BONUS TOTAL
Executive Directors S$ S$ S$ S$ S$ S$
Kuok Khoon Hong NIL 1,003,650 56,790 293,715 6,000,000 7,354,155
Pua Seck Guan (part-time) NIL 542,940 39,341 170,310 1,600,000 2,352,591
Teo La-Mei NIL 625,260 600 146,858 1,000,000 1,772,718
Non-Executive Directors
Kuok Khoon Ean 80,000 – – 95,000 – 175,000
Kuok Khoon Hua 80,000 – – 95,000 – 175,000
Raymond Guy Young (Note 1) 80,000 – – 95,000 – 175,000
Juan Ricardo Luciano (Note 2) – – – – – –
Lim Siong Guan (Note 3) 148,563 – – – – 148,563
Yeo Teng Yang (Note 4) 56,592 – – 114,000 – 170,592
Tay Kah Chye 160,000 – – 95,000 – 255,000
Kwah Thiam Hock 140,000 – – 95,000 – 235,000
Kishore Mahbubani 80,000 – – 95,000 – 175,000
Weijian Shan 80,000 – – – – 80,000
Teo Siong Seng (Note 5) 53,334 – – – – 53,334
Soh Gim Teik (Note 6) 6,667 – – – – 6,667
Note 1 – Fee is payable to Archer Daniels Midland Company.

Note 2 – No fee is payable.
Note 3 – Mr Lim Siong Guan was appointed as Lead Independent Director on 24 April 2019.
Note 4 – Mr Yeo Teng Yang retired as a Wilmar Director on 24 April 2019.
Note 5 – Mr Teo Siong Seng was appointed as a Non-Executive and Independent Director on 1 May 2019.
Note 6 – Mr Soh Gim Teik was appointed as a Non-Executive and Independent Director on 1 December 2019.
Top 5 Key Executives
AMORTISATION
OF SHARE
OPTION VARIABLE REMUNERATION
NAME SALARY** BENEFITS EXPENSES* BONUS TOTAL BAND
Mu Yankui 21% – – 79% 100% S$2,750,000 to
S$3,000,000
Rahul Kale 26% – 6% 68% 100% S$2,500,000 to
S$2,750,000
Matthew John Morgenroth 27% 3% 6% 64% 100% S$2,250,000 to
S$2,500,000
Thomas Lim Kim Guan 27% – 6% 67% 100% S$2,250,000 to
S$2,500,000
Niu Yu Xin 26% – – 74% 100% S$2,000,000 to
S$2,250,000
The aggregate remuneration of the top five key executives is S$12,477,474. The remuneration of the Company’s top five
key executives takes into account the pay and employment conditions within the industry and is largely performance-
related. The Company is of the opinion that it is not in the best interest of the Company to disclose the exact details of
their remuneration due to the competitiveness of the industry for key talent.
Notes:
* The fair values of the options are estimated at the respective grant dates using trinomial option pricing in the Bloomberg Executive Option Valuation
Module and binomial options pricing model respectively.
** The remuneration reported includes all forms of remuneration from the Company and its subsidiaries. Save as disclosed, they do not receive any other
remuneration from the Company and its subsidiaries.
Remuneration of Immediate Family Member(s) of Director(s)

Ms Kuok Yit Li, the sister of Mr Kuok Khoon Hong, Wilmar’s Chairman and CEO, is employed as an Executive in the Finance
Department. Her remuneration is in the range of S$50,000 to S$100,000 for FY2019. Mr Kuok Meng Yuan, an Executive in
the Trading Department, is the son of Mr Kuok Khoon Hong, Wilmar’s Chairman and CEO. His remuneration for FY2019
was less than S$50,000.
Save as disclosed, there were no other immediate family members of the Directors employed by the Company.
C. ACCOUNTABILITY & AUDIT

Principle 9: Risk Management and Internal Controls
The Board, with the assistance from the RMC and AC, is responsible for the governance of risk by ensuring that Management
maintains a sound system of risk management and internal controls to safeguard shareholders’ interests and the Group’s
assets, and determines the nature and extent of the significant risks which the Board is willing to take in achieving strategic
objectives.
The RMC assists the Board in overseeing the market, credit and operational risk governance in the Company to ensure that
Management maintains a sound system of risk management to safeguard shareholders’ interests and the Group’s assets.
It also determines and proposes to the Board, the nature and extent of the significant risks which the Board is willing to
take in achieving its strategic objectives. Details on risk governance are found in the Risk Management Report on Page 54
of this Annual Report.
The RMC is chaired by Mr Lim Siong Guan, the Lead Independent Director, who is also a member of the AC, NC and RC.
The RMC comprises two other Board members, namely Mr Kuok Khoon Hong (Executive Director) and Mr Tay Kah Chye
(Non-Executive and Independent Director), who is also the Chairman of the AC. The RMC meets no less than four times a
year and also holds informal meetings, as and when the need arises.

The objectives of the RMC include the following:
1. Review the overall risk management policy/guidelines/framework including environmental and social sustainability
issues;
2. Review and recommend risk limits;
3. Determines risk tolerance level for the Group; and
4. Review major non-compliance with risk policies.
In carrying out its duties, the RMC is currently assisted by the Executive Risk Committee (“ERC”). The ERC comprises, Mr
Kuok Khoon Hong (CEO), Mr Pua Seck Guan (COO), Mr Charles Loo Cheau Leong (Deputy CFO) and Mr Thomas Lim Kim
Guan (Group Head, Edible Oils). The principal duties of the ERC are as follows:
1. Responsible for the monitoring and improvement of the overall effectiveness of the Group’s risk management policies
and systems;
2. Review and oversee the implementation of trade positions and limits to manage the Group’s overall market, credit
and operational risk exposures;
3. Provide risk management oversight on market risk exposures on commodities and currencies; and
4. Establish the principal considerations in relation to the type of trading partners/customers of the Group and other
merchandising policies (with due consideration given to the prevailing environmental sustainability policies mandated
by the Company) to ensure that business activities are within the risk tolerance thresholds approved by the Board.
Assurance from the CEO and CFO in respect of FY2019 financial statements and records
The AC reviews the significant financial reporting issues and judgements so as to ensure the integrity of the financial
statements of the Company. In addition, the AC has received and reviewed a formal assurance from the CEO and CFO that
the financial records of the Group have been properly maintained and the financial statements in respect of FY2019 give a
true and fair view of the Group’s operations and finances.
Opinion on the adequacy and effectiveness of internal control and risk management systems
The Board has also received assurance from the CEO and CFO that the system of risk management and internal controls in
place within the Group is adequate and effective in addressing the material risks faced by the Group in its current business
and operating environment, including material financial, operations, compliance and IT risks.
Internal control processes are regularly strengthened to take into account changes to the business needs of the Group. Audit
checks are performed by the internal and external auditors while regular reviews are done by Management, the Board and
relevant Board Committees. On these bases, the Board, with the concurrence of the AC, is of the opinion that the Group’s
internal control and risk management systems were adequate and effective as at 31 December 2019 to address financial,
operations, IT and compliance risks which are relevant and material to the Group’s operations.
The Board notes that the system of internal controls provides reasonable, but not absolute assurance that the Group will
not be affected by any event that could be reasonably foreseen as it strives to achieve its business objectives. Further, the
Board also notes that no system can provide absolute assurance against the occurrence of material errors, poor judgment
in decision-making, human error, fraud or other irregularities.
Dealings in Securities
The Group has in place a set of procedures to advise on the prohibition of dealings in securities by all Directors of Wilmar
and employees of the Company and its subsidiaries, which include the following:
1. All Wilmar Directors and employees of the Group are prohibited from dealing in the Company’s securities during the
period commencing two weeks prior to the announcement of the Group’s quarterly results and one month prior to
the announcement of the Group’s full year results.
2. To further prevent insider trading of Wilmar securities, the quarterly trade blackout periods will be extended by two
weeks for certain Management staff, who by virtue of their positions or job functions, may have access to confidential,
unpublished information on the Group’s financial results. Thus, Management Staff will be prohibited from dealing in
Wilmar securities during the period commencing four weeks (instead of two weeks) prior to the announcement of
the Group’s quarterly results and one month plus two weeks (instead of one month) prior to the announcement of
the Group’s full year results.
3. The prohibition of dealings by Wilmar Directors and employees of the Group extends to the Company’s securities
and securities of other companies while they are in possession of price or trade sensitive information or have access
to unpublished price or trade sensitive information relating to such securities.
The Company has adopted a written Securities Trading Policy approved by the Board to formalize the above procedures
on the dealings in securities by Directors and staff of the Group. A copy of the aforesaid policy is posted on the Company’s
intranet portal.
Directors and employees are reminded on a quarterly basis to refrain from dealing in the Company’s securities on short-
term considerations and to observe insider trading laws at all times, even when dealing in securities during the permitted
trading period. A set of guidance notes on laws against insider trading is made available to employees of the Group through
various communication channels, including dissemination by internal circulars and posting on the Company’s intranet portal.
These procedures are reviewed and updated from time to time and further strengthened for good corporate governance.
Principle 10: Audit Committee

The AC comprises three Independent Directors, namely Mr Tay Kah Chye (Chairman), Mr Kwah Thiam Hock and Mr Lim
Siong Guan, all of whom have accounting or financial management qualifications, expertise and experience. None of the
AC members were previous partners or directors of EY, the Company’s external auditor and they do not hold any financial
interest in EY.
The Board is of the view that members of the AC have the appropriate qualifications and the relevant accounting, finance,
business management and risk management expertise and experience to collectively discharge the AC functions competently.
During FY2019, the AC was briefed regularly by the external auditor on changes in Financial Reporting Standards which are
relevant to the Group’s businesses.
The main responsibilities of the AC are to assist the Board in discharging its statutory and other responsibilities in overseeing
four main areas, namely financial reporting, internal control and risk management systems, internal and external audit
processes and Interested Person Transactions (“IPTs”).

The operations of the AC are regulated by the AC Terms of Reference. The duties of the AC include the following:
1. Review significant financial reporting issues and judgments so as to ensure the integrity of the financial statements of
the Group and any formal announcements relating to the Group’s financial performance before their submission to
the Board;
2. Review and report to the Board at least annually on the adequacy and effectiveness of the Group’s risk management
systems and internal controls to address financial, operations, IT and compliance risks which are relevant to the Group’s
operations;
3. Review the adequacy, effectiveness and independence of the Group’s IA function at least annually, including the
adequacy of IA resources and its appropriate standing within the Group, as well as the scope and the results of the IA
procedures;
4. Review terms of engagement, the scope and results of the external audit work, the cost-effectiveness of the audit,
and the independence and objectivity of the external auditor;
5. Recommend to the Board the appointment, re-appointment, remuneration and removal of the external auditor to be
approved by the shareholders of the Company;
6. Review the Whistleblowing Policy and arrangements by which staff of the Group and any other persons may, in
confidence, raise concerns about possible improprieties in matters of financial reporting or other matters and ensure
that arrangements are in place for such concerns to be raised and independently investigated and for appropriate
follow up actions to be taken; and
7. Review IPTs in accordance with the requirements of the SGX-ST Listing Manual and the mandate for IPTs approved
by the shareholders of the Company (“IPT Mandate”).
The AC has the explicit authority to investigate any matter within its terms of reference and is at liberty to obtain independent
professional advice. It has full access to and has the co-operation of Management, as well as reasonable resources to enable
it to discharge its duties properly. It also has full discretion to invite any Director or executive officer or any other person
to attend its meetings.
The principal activities of the AC during FY2019 are summarised below.
Financial reporting
All Directors (who are not AC members) and external auditor are invited to attend AC meetings. Various members of the
Management team are required to attend AC meetings, as appropriate, to present reports or answer queries.
The AC met four times during FY2019 to review, inter alia, the following:
1. The financial statements of the Company and the Group before each of the announcements of the Company’s
quarterly and annual results as well as the auditor’s report on the annual financial statements. During the process,
the AC reviewed, among other things, the key areas of management judgment applied for adequate provision and
disclosure, critical accounting policies and any significant changes made that would have an impact on the financial
statements; and
2. The external auditor’s plans for the purpose of discussing the scope of the audit and reporting obligations before the
audit commences. All significant audit findings and recommendations made by the external auditor were discussed,
and where appropriate, implementation of such recommendations was followed up with Management.
In the review of the financial statements for FY2019, the AC has discussed with Management, the accounting principles
that were applied and their judgment of items that might affect the integrity of the financial statements. The following
key audit matters impacting the financial statements were discussed with Management and the external auditor and were
reviewed by the AC:
KEY AUDIT MATTERS HOW AC REVIEWED THESE MATTERS AND WHAT DECISIONS WERE MADE
Impairment assessment The AC considered the approach and methodology applied to the valuation model in goodwill
on goodwill and brands and brands impairment assessment.
The AC reviewed the reasonableness of cash flow forecasts, the long-term growth rate and
discount rate.
The impairment review was also an area of focus for the external auditor. The external auditor
has included this item as a key audit matter in its audit report for FY2019. Refer to page 92 of
this Annual Report.
Accounting for The AC considered and reviewed the methodology and assumptions applied to the valuation
derivative transactions of the derivative transactions.
The accounting for derivative transactions was also an area of focus for the external auditor.
The external auditor has included this item as a key audit matter in its audit report for FY2019.
Refer to page 93 of this Annual Report.
Following the review and discussions on the financial statements, the AC recommended to the Board to approve the full
year financial statements.
During FY2019, the AC had one meeting with the external auditor and internal auditor separately, without the presence of
Management. Such meetings enable the external auditor and Group Head of IA to raise issues encountered in the course
of their work directly with the AC, in a free and frank manner.
External audit processes

The AC manages the relationship with the Group’s external auditor, on behalf of the Board. During FY2019, the AC carried
out its annual assessment of the cost-effectiveness of the audit process, together with external auditor’s approach to audit
quality and transparency. The AC concluded that the external auditor demonstrated appropriate qualifications and expertise
and that the audit process was effective.
The AC has recommended to the Board, the re-appointment of EY, a firm registered with ACRA, as the Company’s external
auditor at the forthcoming AGM.
The Board and AC have reviewed and are satisfied that the appointment of different audit firms for certain subsidiaries and
associated companies would not compromise the standard and effectiveness of the audit of the Group. Accordingly, the
Company has complied with Rule 712 and Rule 715 (read with Rule 716) of the SGX-ST Listing Manual.

Auditor independence
In order to maintain the independence of the external auditor, the Group has a specific policy which governs the conduct
of non-audit work by the external auditor. This policy prohibits the external auditor from:
1. Performing services which would result in the auditing of their own work;
2. Participating in activities normally undertaken by Management; and
3. Acting as advocate for the Group.
The AC undertook a review of the independence and objectivity of the external auditor through discussions with the external
auditor as well as reviewing the non-audit fees paid to the external auditor. An analysis of fees paid in respect of audit
and non-audit services provided, by breakdown for the past two years, is disclosed in note 10 of the notes to the financial
statements found in this Annual Report.
Having undertaken a review of the non-audit services provided during the year, the AC remains confident that the objectivity
and independence of the external auditor are not in any way impaired by reason of the non-audit services which they provide
to the Group. The AC is also satisfied that these services were provided efficiently by the external auditor as a result of their
existing knowledge of the business.
Internal audit
The IA Department conducts audit of companies within the Wilmar Group and oversees the work being carried out in the
respective key operational jurisdictions by the local IA department. The IA is an independent function within the Group. The
Group Head of IA reports directly to the AC functionally.
The IA function adopts the International Standards for the Professional Practice of Internal Auditing (the IIA Standards) issued
by the Institute of Internal Auditors.
The AC approves the hiring, removal, evaluation and compensation of the Group Head of IA. The scope of authority and
responsibility of the IA function is defined in the AC Terms of Reference.
The primary role of IA function is to assist the Board and Management to meet the strategic and operational objectives of
the Group, by providing an independent and objective evaluation of the adequacy and effectiveness of risk management,
controls and governance processes. The Group’s IA approach is aligned with its risk management objectives by focusing on
key financial, operations, compliance and IT risks. The annual IA plan is established in consultation with, but independent of,
Management. The annual IA plan is reviewed and approved by the AC. Significant IA findings, recommendations and status
of remediation, are circulated to the AC, the Board, the external auditor and relevant Management members.
The Group Head of IA presents the IA findings to the AC and the Board at the AC and Board meetings on a half yearly basis.
The AC meets with the Group Head of IA once a year, without the presence of Management. The internal auditors have
unfettered access to all the Group’s documents, records, properties and personnel, including the AC.
The AC reviewed the adequacy of the IA function and is satisfied that the IA team is effective and adequately resourced.
Interested person transactions

The AC reviewed the Group’s IPTs for FY2019 to ensure that the transactions were carried out on normal commercial terms
and are not prejudicial to the interests of the Company or its non-controlling shareholders. On a quarterly basis, Management
reports to the AC, the Group’s IPTs in accordance with the IPT Mandate.
The Group Head of IA informed the AC that the internal control procedures for determining the transaction prices of IPTs
have not changed since the date of the 2019 AGM, at which the IPT Mandate was last renewed.
The AC is satisfied that the internal controls in respect of the identification, evaluation, review, approval and reporting of
IPTs are effective.
The aggregate value of transactions entered into by the Group with interested persons as defined in the SGX-ST Listing
Manual for FY2019 is as follows:
Aggregate value of all Interested Aggregate value of

Person Transactions during all Interested Person
the financial year under review Transactions conducted
(excluding transactions less than under shareholders’
S$100,000 and transactions mandate pursuant to Rule
Name of Interested conducted under shareholders’ 920 (excluding transactions
Person Nature of relationship mandate pursuant to Rule 920) less than S$100,000)
FY2019 FY2019
US$’000 US$’000
Archer Daniels Controlling shareholder NIL 1,480,128
Midland Group and its associates
Associates of Associates of Directors 259 8,141
Kuok Khoon Ean &
Kuok Khoon Hua#
Kuok Khoon Hong’s Associates of Director 3,613 6,347
Associates
PPB Group Berhad Controlling shareholder 141,031 NIL
and its associates and its associates
# The IP associates for Mr Kuok Khoon Ean and Mr Kuok Khoon Hua are substantially the same and are not disclosed separately to avoid duplication.
Whistleblowing policy
The Company has in place a Whistleblowing Policy which covers employees and external parties including customers,
suppliers, contractors and anyone who is a stakeholder of the Group. The objective of the Whistleblowing Policy is to provide
an avenue for employees and external parties to raise concerns about dishonesty, fraudulent acts, corruption and improper
conduct that may cause financial or non-financial loss to the Group, with the assurance that they will be protected from
reprisals or victimisation for whistleblowing in good faith. Where whistleblowing results in prevention or recovery of what
would otherwise have been monetary damage to the Company, the whistle-blower may be given a reward.
Whistleblowing cases reported were objectively assessed and investigation and appropriate remedial measures were taken
where warranted, and if substantiated, they were reported to the AC in accordance with the guidelines set out in the
Company’s Whistleblowing Policy.
The implementation of the Whistleblowing Policy has been communicated to employees of the Group. The Whistleblowing
Policy is also posted on the Company’s website. On an ongoing basis, the Whistleblowing Policy is covered during staff
training as part of the Group’s efforts to promote awareness of possible corporate improprieties.
Compliance-related policies
In addition to the Whistleblowing Policy, the Company has in place other compliance-related policies including Code of
Conduct, Code of Ethics and Anti-Fraud Policy, which set out the principles and standards of behaviour that are expected
of employees of the Group when dealing with customers, suppliers, business associates and colleagues as well as how the
Company deals with fraud incidents. These compliance-related policies also cover the Anti-Bribery and Anti-Corruption
policy of the Company.
These policies have been communicated to employees of the Group and are also available on the Company’s website.
To ensure compliance with these policies, compulsory refresher sessions on compliance-related topics are organised for
employees on a regular basis via an e-learning application developed by the Company’s HR Department.

D. SHAREHOLDERS’ RIGHTS AND ENGAGEMENT

Principle 11: Shareholder Rights and Conduct of General Meetings
Shareholder Rights
The Company is committed to treating all shareholders fairly and equitably to facilitate the exercise of their ownership rights
and to provide them with adequate, timely and sufficient information pertaining to changes in the Group’s business which
could have a material impact on the Company’s share price.
All shareholders receive the Company’s annual report and notice of AGM as well as Letter to Shareholders and notice(s) of
extraordinary general meeting(s) (“EGMs”) (where applicable) within the prescribed notice periods set out in the Company’s
Constitution and the prevailing laws and regulations. The notices are also released via SGXNet and published in local
newspapers, as well as uploaded on the Company’s website.
Besides exercising their voting rights at the general meetings convened by the Company, shareholders are encouraged to
participate actively and also voice their concerns on any matters relating to the Company and the Group.
Conduct of Shareholders’ Meetings

The Board supports and encourages active shareholder participation at shareholders’ meetings. Shareholders are informed of
the shareholders’ meetings through notices of shareholders’ meetings, releases via SGXNet, publication in local newspapers,
as well as postings on the Company’s website. The shareholders’ meetings provide shareholders the opportunity to share
their views, meet the Board and senior management, and to interact with them.
As part of the Company’s commitment towards more environmentally-friendly and sustainable practices, it discontinued
the practice of mailing out CD-ROMS for its annual reports and circulars in 2018. The Company will continue to notify
shareholders on how they can access the electronic versions of these reports on the Wilmar website. Physical copies of
the Company’s annual reports and circulars will continue to be made available upon request.
The Constitution allows a shareholder who is a relevant intermediary (as defined in the Singapore Companies Act), which
includes bank nominees, licensed custodians and the Central Provident Fund (“CPF”) Board, to appoint more than two
proxies to attend and vote on its behalf at shareholders’ meetings. This enables indirect investors including shareholders,
who hold the Company’s shares through the CPF Investment Scheme and the Supplementary Retirement Scheme, to attend
and vote at shareholders’ meetings in person. Shareholders who are not relevant intermediaries are allowed to appoint up
to two proxies to attend and vote on their behalf at shareholders’ meetings.
As the authentication of shareholder identity information and other related security issues remain a concern, voting in
absentia by mail, email or fax has not been implemented.
In compliance with the Companies Act, all resolutions tabled at the Company’s shareholders’ meetings are separate and
voted on individually. The Company has implemented poll voting for all shareholders’ resolutions since 2016. All shareholders
present are briefed on the voting procedures before the start of the meeting. The voting process is conducted in the presence
of an independent scrutineer. Prior to the start of the shareholders’ meetings, the scrutineer will review the proxies and the
electronic poll voting system.
For the 2019 AGM and EGM held on the same day, all Directors (except Mr Kuok Khoon Hua) and senior management of the
Company, external legal advisors and auditor were present at the AGM and EGM held by the Company to address queries
from shareholders who attended the meetings. At the start of the AGM, Wilmar’s CFO presented an update on the Group’s
progress and financial highlights. The presentation is available on the websites of SGX and the Company for the benefit of
shareholders who were unable to attend the AGM. All resolutions were put to vote by poll. The results of the poll voting
were published instantaneously at the AGM and EGM and announced via the SGXNet after the conclusion of the AGM and
EGM. Minutes of general meetings which include relevant and substantial comments from shareholders relating to the
agenda of the meetings and responses from Directors are also available on the Company’s website.
Dividend policy
The Company has been declaring dividends twice a year to its shareholders at half-year and year-end since 2008. In
considering the level of dividend payments, the Board takes into account various factors including but not limited to the
projected levels of capital expenditure and other investment plans, as well as the Group’s working capital requirements
and general financial condition. For FY2019, the Board has recommended a final dividend of S$0.095 per ordinary share,
bringing the total dividend for the year to S$0.125 per share, representing a dividend payout of around 45% of its net profits.
Principle 12: Engagement with Shareholders

Communication with Shareholders
Disclosure of information on a timely basis

The Company is committed to maintaining high standards of corporate disclosure and transparency. The Company has
an Investor Relations Policy (a copy of which is posted on the Company’s website) to ensure that all material information
is disclosed in a comprehensive, accurate and timely manner through the release of announcements and media releases
posted on the SGX website. Shareholders and the investing public can access the Company’s announcements, media
releases, presentation materials disseminated at briefings and other corporate information that have been uploaded on its
website www.wilmar-international.com. The website provides an effective method of reaching a wide audience and also
allows users to sign up for alerts to such disclosures, providing an easy and timely way to stay updated on the Company’s
latest corporate developments.
To ensure a level playing field and provide confidence to shareholders, unpublished price and trade sensitive information
is not selectively disclosed. In the event that unpublished material information is inadvertently disclosed to a select group
in the course of the Group’s interactions with the investing community, a media release or announcement will be released
to the public via SGXNet.
Interaction with shareholders

The Group has a dedicated investor relations (IR) team which focuses on facilitating communications with shareholders and
analysts on a regular basis and attending to their queries or concerns in a timely manner. The Company’s website provides
contact details for investors to submit their feedback and raise any questions.
The IR team participates in investor seminars and conferences both locally and overseas, together with key management
personnel, to keep the market and investors apprised of the Group’s corporate developments and financial performance.
During FY2019, the IR team, together with senior management, engaged with over 150 Singapore and foreign investors at
conferences, roadshows as well as one-on-one and group meetings. The aim of such engagements is to:
1. Provide shareholders and investors with relevant information promptly, to enable them to have a better understanding
of the Group’s businesses and performance; and
2. Solicit feedback from the investment community, including shareholders, on a range of strategic and topical issues.
Such engagements provide invaluable insights to the Board and Management on investors’ views and concerns. It
also helps the Group to identify areas of improvement for investor communication.

E. MANAGING STAKEHOLDERS RELATIONSHIPS

Principle 13 – Engagement with Stakeholders
The Board has adopted an inclusive approach by balancing the needs and interests of material stakeholders, beyond
shareholders. This is done through the following methods:
a) identifying and managing relationships with material stakeholder groups;

b) delineation of key focus areas in relation to management of stakeholder relationships; and
c) maintaining a current corporate website to communicate and engage with stakeholders.
How the engagement with stakeholders is undertaken and executed is described in the following summary table:
INTERESTS/ KEY
CONCERNS OF METHODS OF
STAKEHOLDERS STAKEHOLDERS WILMAR’S RESPONSE ENGAGEMENT
Employees • Fair workplace • User-friendly internal platform to promote • Employee Learning &
practices employees’ welfare Development Programmes
• Career advancement • Reward for performance • Health and Wellness
• Learning and • Wilmar Equal Opportunity policy sets out its activities publicised on the
development commitment to provide equal opportunity in Company’s Intranet portal
• Instilling Wilmar core all aspects of employment. • Company- and
values and sense of • Provide opportunity for career development Department-wide social
belonging and advancement and team-building
• Women • Employee engagement initiatives and events activities
empowerment & • The Wilmar Women’s Charter defines the • Announcements and
equitable employment Women’s Committee structure which provides memos from HR and
• Health and safety an avenue to address issues specific to management where
• Welfare of families and women in the workforce, and for these to be appropriate
children raised with management in a comprehensive • In the countries where
• Education for children manner. Wilmar operates, the
• Better direct • Wilmar has a Health & Safety policy across HR Department has
communication with all operations. This ensures a safe working relationships with unions
management environment in workplaces as well as other and has regular meetings
areas under Wilmar’s management, such with local union chapters
as workers’ housing and Wilmar’s facilities and their members within
including schools and clinics. In addition, Wilmar’s operations.
many of Wilmar’s own operations are Health • Women’s Committees
& Safety certified, or certified to sustainability meet once a quarter to
production standards which include specific discuss issues specific to
requirements for Health & Safety. their operations.
• In Wilmar’s oil palm plantation and mill • Wilmar organizes a
operations, housing (with electricity and variety of employee
running water) is provided to all workers and gatherings in all operations
their families. This includes access to schools throughout the year.
supported by Wilmar, creche services for This provides a direct
children under school-going age, school bus avenue for engagement
services and access to playground facilities. between employees and
• Wilmar has in place grievance procedures at management.
each workplace. For the plantation operations,
Wilmar partnered with Roundtable on
Sustainable Palm Oil (“RSPO”) to pilot “Ulula”
in 2019, a phone-based system for workers to
raise grievances directly to management.
• Wilmar has a whistleblowing policy where
employees of the Wilmar Group may, in
confidence, raise concerns about possible
corporate improprieties.
INTERESTS/ KEY
Shareholders • Accurate and timely • Practise good corporate governance, • Annual General Meeting
and the updates on company’s transparency and disclosure • Quarterly updates on
Investing strategy, business and • Provide accurate and timely updates via financial results
financial performance SGXNet, the Company’s website and regular • Participation in investor
Public
• Business outlook meetings with the investing community conferences and meetings
• Annual sustainability
update sessions
• Responding to investor/
shareholder queries via
email and telephone
• Corporate website –
including dedicated
sections for Investors &
Media and Sustainability
as well as functions to
subscribe for email alerts
to the latest corporate
developments and to
request for information.
Customers • Quality of products, • Group Quality Control system and regular • Online Customer Response
food safety audit and training System for feedback on
• Customer’s • Company to comply with customer’s quality and service
sustainability policy sustainability policy • Regular direct
• Supply chain • Ensure smooth and timely supply of products engagement between
management Group Commercial and
Sustainability teams and
customers
• Integrated supply chain
planning
Suppliers • Support for • Wilmar engages constructively with all • Proactive engagement
sustainability suppliers for sustainability improvement. through local offices and in
requirements under This engagement with suppliers is built into collaboration with NGOs
No Deforestation, No the process of supplier monitoring for NDPE • Online sustainability
Peat, No Exploitation policy compliance and has been in place since reporting
(“NDPE”) policy 2014. • Wilmar has regular
• Balancing • Wilmar’s updated NDPE policy contains sessions and workshops
development needs elements of how smallholders and local with suppliers to explain
and no deforestation communities can be engaged in various sustainability requirements
requirements respects to meet Wilmar’s sustainability and to share Wilmar’s own
requirements. In addition, Wilmar continues to knowledge and examples
engage with Non-Government Organisations on sustainability.
(“NGOs”) to discuss cases that are linked to • Wilmar’s membership in
community and smallholder development. trade associations and
sustainable production
roundtables ensures
Wilmar is in constant
interface with suppliers on
relevant issues.
Government/ • Social responsibility • All business is done according to local laws. • Comply with existing laws
Regulators/ • Require Wilmar to through implementing
Associations comply with local policies, guidelines and
regulations procedures to ensure
adherence and continuous
sustainability of business

INTERESTS/ KEY
Civil society Environmental NGOs • Wilmar has a comprehensive NDPE policy • Wilmar regularly meets
• Deforestation which represents requirements for Wilmar’s with NGOs several times
• Loss of wildlife and own operations as well as that of its suppliers. a year to discuss updates
their habitat In 2019, the NDPE policy was updated to on Wilmar’s sustainability
• Contribution of include more specifics on a deforestation commitments.
agriculture to climate cut-off date of 31 December 2015 (requiring • Wilmar consults across civil
change recovery plans for land clearing after this society in the development
• Transparency of date), and adoption of approach where of key policies and
concession maps verified actual deforestation or peat procedures linked to
development after 1 January 2019 will sustainability.
Social NGOs have direct consequence on the business • As members of the RSPO,
• Livelihood of relationship. The No Exploitation component European Palm Oil Alliance
smallholders and local of the policy incorporates respect of Free, (EPOA), Roundtable on
communities Prior and Informed Consent (FPIC), as well as Responsible Soy (RTRS),
• Respect of customary respect for labour rights. The principle of FPIC Bonsucro (the global
lands & restitution is that a community has the right to give or sugarcane platform) and
• Human Rights for withhold their consent to operations on lands Tropical Forest Alliance
communities and which they hold. (TFA), Wilmar interfaces
employees • Wilmar has a comprehensive Human Rights with many NGOs and other
• Women’s Framework; Child Protection Policy; Women’s civil society in dialogue.
empowerment & Charter; and Whistleblowing Policy. • Wilmar respects the right
equitable employment • All Wilmar’s employees are covered with to collective bargaining
• Protecting Children’s clear employment terms & conditions, and and as a result, it has
Rights these terms spell out work conditions. In local chapters of unions
• Protection of Human countries where Wilmar has active labour in its operations. Wilmar
Rights Defenders unions, the terms & conditions are negotiated maintains open and
with the unions. Where unions are restricted constructive dialogue with
Labour Unions by regulation, Wilmar provides alternative various trade and workers
• Fair wages avenues for workers to organise and unions, as well as union
• Human Rights for collectively bargain. confederations.
employees
• Safe working
conditions
• Improvement of
industrial relations
MATERIAL CONTRACTS
During the financial year, there were no material contracts entered into by the Company or any of its subsidiaries involving
the interests of any Director or a controlling shareholder of the Company, except for those IPTs announced via SGXNet
from time to time in compliance with the SGX-ST Listing Manual.
Save as mentioned above, there are no other material contracts entered into by the Company or any of its subsidiaries
involving the interest of the Director or controlling shareholder, which are either subsisting at the end of FY2019 or, if not
then subsisting, entered into since the end of the previous financial year ended 31 December 2018.
Dated: 13 March 2020
FINANCIAL 82
86
Financial Review
Directors’ Statement
STATEMENTS 92 Independent Auditor’s Report
95 Consolidated Income Statement
96 Consolidated Statement of Comprehensive Income
97 Balance Sheets
99 Statements of Changes in Equity
102 Consolidated Cash Flow Statement
104 Notes to the Financial Statements
188 Statistics of Shareholdings

FINANCIAL REVIEW
CAPITAL STRUCTURE
Our efficient capital structure continues to support our business operations and maximise returns to shareholders while
preserving the strength of our balance sheet. As at 31 December 2019, shareholders’ funds improved by US$716.7 million
to US$16.8 billion while net loans and borrowings (net of cash, bank deposits and other deposits with financial institutions)
improved by US$241.6 million to US$13.2 billion, bringing net debt to equity ratio to 0.79x as at 31 December 2019
(31 December 2018: 0.84x).
Our investments in property, plant and equipment are funded through cash flows generated from operations while working
capital requirements and investments in subsidiaries, joint ventures and associates are predominately funded through
loans and borrowings. We continued to invest in our business expansion plans and recorded higher capital expenditures
(including advances paid) at US$1.8 billion for the year. For FY2019, we recorded strong cash inflow from operating
activities of US$3.3 billion, resulting in free cash flow of US$2.1 billion.
Given the nature of our business, the level of financing for our working capital requirements fluctuates in accordance
with prices of agricultural commodities and business volume, and a significant proportion of our borrowings are used
for such working capital financing. Our working capital comprise very liquid or near cash assets like inventories and trade
receivables. Inventories are primarily agricultural commodities with a ready market, while trade receivables have short
turnover period and are substantially supported by documentary credit. Taking the above into consideration, our net debt
to equity ratio would be much lower at 0.36x after adjusting net debt level for liquid working capital.

As at 31 December 2019 2018*
US$ million US$ million
Shareholders’ funds 16,762.5 16,045.8

Net loans and borrowings 13,218.7 13,460.3
Net debt to equity 0.79x 0.84x
Liquid working capital:

Inventories (excluding consumables) 7,556.0 7,502.3
Trade receivables 4,251.6 4,349.1
Less: Current liabilities+ (excluding loans and borrowings) (4,707.2) (3,817.2)
7,100.4 8,034.2
Net loans and borrowings (excluding liquid working capital) 6,118.3 5,426.1

Adjusted net debt to equity 0.36x 0.34x
+ Excluding liabilities directly associated with disposal group classified as held for sale
* FY2018 figures were restated subsequent to the finalisation of purchase price allocation exercise for the acquisition of Shree Renuka Sugars Limited
("SRSL") and its subsidiaries.
CAPITAL MANAGEMENT AND TREASURY POLICIES
Net Debt
Our total net debt of US$13.2 billion comprised:
As at 31 December 2019 2018

Short term loans and borrowings 18,288.1 17,821.2

Long term loans and borrowings 5,419.3 5,523.4
23,707.4 23,344.6

Cash and bank balances 4,045.9 3,369.5
Other deposits with financial institutions 6,442.8 6,514.8
10,488.7 9,884.3
Net loans and borrowings 13,218.7 13,460.3
Our net debt decreased by US$241.6 million to US$13.2 billion, resulting from strong cash inflow generated from our
operating activities. More than 86% of short-term loans and borrowings were trade financing lines with minimal refinancing
risks as they were backed by trade flows and were self-liquidating. Long-term loans and borrowings comprised of
committed loans, due from 2021 onwards. Our loans and borrowings were predominantly on floating rates.
Majority of our loans and borrowings were denominated in United States Dollar (US$) while the balance represented
borrowings in the local currencies of the countries where our subsidiaries operate in. This mainly comprised loans and
borrowings denominated in Chinese Renminbi (RMB), Indonesian Rupiah (IDR) and Australian Dollar (AUD).
Financial risk management

We operate in several countries and are exposed to a variety of financial risks including credit risk, liquidity risk, interest rate
risk, foreign currency risk, commodity price risk and market price risk. Risk management is discussed in greater detail under
“Risk Management” and “Notes to the Financial Statements” sections, and has been summarised as follows:
• Credit risk. Majority of our export sales require documentary credits from customers. Our domestic sales are
executed on cash terms or where appropriate, credit terms are granted. We conduct thorough credit assessments
before granting credit terms and limits to our customers, who are then monitored closely for adherence. The terms
and limits are reviewed periodically and revised where necessary, taking into account customers’ credit worthiness
and market conditions.
• Liquidity risk. We maintain sufficient liquidity by monitoring our cash flow closely and maintaining sufficient credit
facilities, including the use of trade financing for our raw material purchases. We also aim to maintain flexibility in
funding by having available credit facilities with different banks in various countries.
• Interest rate risk. We have minimal exposure to interest rate risk as most of our loans and borrowings are
short-term and trade related, with interest cost typically priced into our products and passed on to customers.
For long-term borrowings, we may use financial instruments such as interest rate swaps to hedge or minimise the
interest rate risk.
• Foreign currency risk. Currency risk arises as entities in the Group regularly transact or borrow in currencies other
than their respective functional currencies, including US$, RMB, IDR, MYR, INR and AUD. We seek to manage our
currency risk by constructing natural hedges where sales and purchases matches in the same currency or through
financial instruments, such as foreign currency forward contracts. We are also exposed to currency translation
risk arising from our net investments in foreign operations, which are not hedged as these currency positions are
considered long-term in nature and the cost of hedging is higher than its benefits.

FINANCIAL REVIEW
• Commodity price risk. The prices of agricultural commodities can be very volatile, exposing us to commodity price
risk as our sale and purchase commitments do not usually match at the end of each business day. We use forward
physical and/or derivative contracts to mitigate such risk.
• Market price risk. Market price risk is the risk that the fair value or future cash flows of our financial instruments will
fluctuate because of changes in market prices (other than commodity price, interest or exchange rates). We are
exposed to equity price risk arising from our investment securities.
CASH FLOW, FUNDING AND LIQUIDITY

Cash flow
Net cash flows generated from operating activities in FY2019 more than doubled to US$3.3 billion, compared to
US$1.5 billion in FY2018, due to strong operating performance and lower working capital requirements during the year. As
a result, the Group recorded strong free cash flow of US$2.1 billion for FY2019.
FY2019 FY2018
Total cash and bank balances 4,045.9 3,369.5

Less: Fixed deposits pledged for bank facilities (957.6) (1,264.0)
Less: Other deposits with more than 3 months maturity (975.2) (455.0)
Less: Bank overdrafts (64.2) (55.0)
Cash and cash equivalents 2,048.9 1,595.5
Net cash flows generated from operating activities 3,337.6 1,501.1

Net cash flows used in investing activities (1,686.7) (1,369.6)
Net cash flows (used in)/generated from financing activities (1,197.5) 28.8
Net increase in cash held 453.4 160.3
Turnover days:
Inventories 71 73
Trade receivables 34 34
Trade payables 14 13
Note: Turnover days are calculated by averaging the monthly turnover days. Monthly turnover days are computed using revenue and cost of sales for the month.
Other major applications and source of funds in FY2019 were as follows:
• US$1.8 billion was used to fund our capital expenditure for plantations development, property, plant and equipment
(FY2018: US$1.3 billion). Major additions of property, plant and equipment during the year included refineries,
oilseeds crushing, flour and rice milling plants in China and Indonesia, as well as for the construction of new vessels.
• US$1.2 billion was used in financing activities, mainly from higher deposits with maturity more than 3 months and
fixed deposits pledged with financial institutions.
Cash and cash equivalents were held in US$ and the local currencies of the respective countries where we operate in, most
notably in RMB.
Funding and liquidity
As at 31 December 2019, total short-term debt stood at US$18.3 billion. Our liquid assets consisting cash, bank and
structured deposits, marketable securities, receivables and inventories amounted to US$17.9 billion, which included
cash and bank balances of US$2.1 billion. In addition, we have committed undrawn credit facilities of US$1.6 billion and
approximately US$18.4 billion of uncommitted trade financing and short-term loan facilities available. Therefore, we do
not foresee any problem in meeting our maturing short-term debt obligations.
Our capital expenditure for FY2020 is expected to be met mainly by internal resources.
Operationally, assuming no major fluctuations in the prices of agricultural commodities, our funding requirements coincide
with the seasonality of sales. Our seasonal peak sales typically occurs in the second half of the year. The additional funding
requirements in this period would be met by our healthy liquidity position.
Our covenants with lenders are not restrictive on our ability to utilise additional credit facilities.
SHAREHOLDERS’ RETURNS AND SHARE BUY-BACKS

For FY2019, our Board of Directors has proposed a final dividend of 9.5 Singapore cents per share. Together with the interim
dividend of 3.0 Singapore cents per share paid on 30 August 2019, total dividend for FY2019 will amount to 12.5 Singapore
cents per share (FY2018: 10.5 Singapore cents per share). This will result in a dividend payout ratio of approximately 45%
of net profit (FY2018: 43% of net profit).
We have been declaring dividends at our half-year and year-end periods to our shareholders. In considering the level of
dividend payments, our Board takes into account various factors including but not limited to the projected levels of capital
expenditure and other investment plans; as well as our working capital requirements and general financing condition. The
dividend declared in FY2019 will be our highest dividend declared since listing.
Currently, we have a share buy-back mandate which will be expiring on the earlier of (i) the date of the forthcoming
Annual General Meeting; (ii) the date by which the next Annual General Meeting is required by law to be held; or (iii)
the date on which the purchase of shares by the Company pursuant to the mandate is carried out to the full extent
mandated. Shareholders’ approval for the proposed renewal of the mandate will be sought at the forthcoming Annual
General Meeting. Share purchases would only be made when it is in the best interests of the Company and in appropriate
circumstances which will not materially and adversely affect the liquidity and orderly trading of the Company’s shares,
including the working capital requirements and gearing level of the Group.”
During the year, the Company has re-issued approximately 13.9 million treasury shares pursuant to the employee share
option plans.
ACCOUNTING POLICIES
Our financial statements have been prepared in accordance with Singapore Financial Reporting Standards (International)
“SFRS(I)”. The preparation of our financial statements also requires management to exercise judgements and use estimates
and assumptions. Significant accounting judgements, estimates and assumptions, which are discussed in greater detail
under “Notes to the Financial Statements”, include:
• Assessment for impairment of goodwill and brands which requires an estimate of the expected future cash flows
from cash-generating units and a suitable discount rate for present value calculation.
• Depreciation of property, plant and equipment and bearer plants which is based on management’s estimates of
the assets’ useful lives. Changes in the expected level of usage and technological developments could affect the
economic useful lives and residual values of these assets. Therefore, future depreciation charges could be impacted.
• Provision for income taxes and deferred taxes involves significant judgement as there are transactions and
computations for which the ultimate tax determination is uncertain during the ordinary course of business. Where
the final tax outcome is different, such differences will impact the income tax and deferred tax provisions in the
period in which such determination is made.

DIRECTORS’ STATEMENT
The directors are pleased to present their statement to the members together with the audited consolidated financial
statements of Wilmar International Limited (the “Company” or “Wilmar”) and its subsidiaries (collectively, the “Group”) and
the balance sheet and statement of changes in equity of the Company for the financial year ended 31 December 2019.
OPINION OF THE DIRECTORS

In the opinion of the directors,
(i) the consolidated financial statements of the Group and the balance sheet and statement of changes in equity of the
Company are drawn up so as to give a true and fair view of the financial position of the Group and of the Company as
at 31 December 2019 and the financial performance, changes in equity and cash flows of the Group and changes in
equity of the Company for the year ended on that date; and
(ii) at the date of this statement, there are reasonable grounds to believe that the Company will be able to pay its debts as
and when they fall due.
DIRECTORS
The directors of the Company in office at the date of this statement are:
KUOK Khoon Hong

PUA Seck Guan
TEO La-Mei (appointed on 21 February 2019)
KUOK Khoon Ean
KUOK Khoon Hua
Raymond Guy YOUNG
LIM Siong Guan
TAY Kah Chye
KWAH Thiam Hock
Kishore MAHBUBANI
Weijian SHAN
TEO Siong Seng (appointed on 1 May 2019)
SOH Gim Teik (appointed on 1 December 2019)
Juan Ricardo LUCIANO is alternate to Raymond Guy YOUNG
ARRANGEMENTS TO ENABLE DIRECTORS TO ACQUIRE SHARES AND DEBENTURES

Except as disclosed in this statement, neither at the end of nor at any time during the financial year was the Company a
party to any arrangement whose objects are, or one of whose object is, to enable the directors of the Company to acquire
benefits by means of the acquisition of shares or debentures of the Company or any other body corporate.
DIRECTORS’ INTERESTS IN SHARES AND DEBENTURES
The following directors, who held office at the end of the financial year, had, according to the register of directors’
shareholdings, required to be kept under section 164 of the Singapore Companies Act, Chapter 50, an interest in shares
and share options of the Company and its related corporations (other than wholly-owned subsidiaries) as stated below:
Direct Interest Deemed Interest

As at As at
1.1.19 1.1.19
or date of or date of
appointment As at As at appointment As at As at
Name of Director (if later) 31.12.19 21.1.20 (if later) 31.12.19 21.1.20
Company
(Ordinary Shares)
Kuok Khoon Hong 995,000 2,495,000 2,495,000 793,431,935 793,431,935 793,431,935

Pua Seck Guan – – – 200,000 200,000 200,000
Teo La-Mei* 132,000 702,000 702,000 – – –
Kuok Khoon Ean – – – 53,467,479 53,467,479 53,467,479
Kuok Khoon Hua 680,000 680,000 680,000 52,970,221 52,970,221 52,970,221
Tay Kah Chye – 100,000 – 100,000 100,000 100,000
Kwah Thiam Hock – 100,000 100,000 100,000 100,000 100,000
Kishore Mahbubani – – – 10,000 10,000 10,000
Teo Siong Seng# 20,000 20,000 20,000 – – –

(Share options exercisable at S$3.05 per share)
Kuok Khoon Hong 1,005,000 – – – – –

Teo La-Mei* 650,000 – – – – –
Kuok Khoon Ean 400,000 400,000 400,000 – – –
Tay Kah Chye 400,000 300,000 300,000 – – –
Kwah Thiam Hock 400,000 300,000 300,000 – – –
(Share options exercisable at S$3.04 per share)
Kuok Khoon Hong 1,500,000 1,005,000 1,005,000 – – –

Pua Seck Guan 1,000,000 1,000,000 1,000,000 – – –
Teo La-Mei* 750,000 750,000 750,000 – – –
Kuok Khoon Ean 500,000 500,000 500,000 – – –
Kuok Khoon Hua 500,000 500,000 500,000 – – –
Tay Kah Chye 500,000 500,000 500,000 – – –
Kwah Thiam Hock 500,000 500,000 500,000 – – –
Kishore Mahbubani 500,000 500,000 500,000 – – –
* Ms Teo La-Mei was appointed as Director of the Company on 21 February 2019.
# Mr Teo Siong Seng was appointed as Director of the Company on 1 May 2019.
Except as disclosed in this statement, no director (including alternate director) who held office at the end of the financial
year had interests in shares, share options, warrants or debentures of the Company, or of related corporations, either at
the beginning of the financial year or as at the date of appointment (whichever is later) and at the end of the financial year.

SHARE OPTION SCHEMES

Wilmar Executives Share Option Scheme 2009 (“Wilmar ESOS 2009”)
The Wilmar ESOS 2009 was approved by shareholders on 29 April 2009 to replace the share option scheme known as
Wilmar ESOS 2000 which was terminated on 29 April 2009.
No options had been granted in 2019 under the Wilmar ESOS 2009 which expired on 28 April 2019. For the entire duration
of the Wilmar ESOS 2009, the Company has granted options for a total of 221,555,000 shares in accordance with the rules
of the aforesaid scheme. As at 31 December 2019, options for a total of 27,382,900 shares had been exercised and a total
of 150,285,000 shares had lapsed/expired under the aforesaid scheme.
As at 31 December 2019, outstanding options granted in 2015 and 2017 under the Wilmar ESOS 2009 for a total of
43,887,100 shares remain valid until their respective expiry dates. The details of these grants are set out as follows:
2015 Grant
On 18 June 2015, the Company granted options to subscribe for a total of 52,400,000 ordinary shares at S$3.05 per share
(at a 7.63% discount to the Market Price) to directors and executives of the Group. No options were granted to controlling
shareholders (and their associates) of the Company. As at 31 December 2019, the number of outstanding ordinary shares
that were not exercised under this option grant was 12,687,000.
2017 Grant
On 8 September 2017, the Company granted options to subscribe for a total of 62,585,000 ordinary shares at S$3.04
per share (at a 7.32% discount to the Market Price) to directors and executives of the Group. No options were granted
to controlling shareholders (and their associates) of the Company. As at 31 December 2019, the number of outstanding
ordinary shares that were not exercised under this option grant was 31,200,100 (including the retention of the outstanding
option to subscribe for 600,000 ordinary shares granted to Mr Yeo Teng Yang, the former Lead Independent Director of the
Company who retired on 24 April 2019. This option continues to be valid till its expiry date).
All options granted under the 2015 Grant and 2017 Grant are valid for a term of five years from the dates of their respective
grants and are exercisable in the following manner:
For Executive Directors and Executives

• After 2nd anniversary of the date of grant – 33% of options granted
• After 3rd anniversary of the date of grant – 33% of options granted
• After 4th anniversary of the date of grant – 34% of options granted
For Non-Executive Directors

All options are exercisable after 2nd anniversary of the date of grant.
On 24 April 2019, a new share option scheme known as “Wilmar Executives Share Option Scheme 2019” (“Wilmar ESOS
2019”), the rules of which were set out in a circular to shareholders dated 4 April 2019, was approved by the shareholders
of the Company. This new scheme was adopted in substitution of the Wilmar ESOS 2009 which expired on 28 April 2019.
Under the Wilmar ESOS 2019, the option entitles eligible participants to subscribe for ordinary shares in the Company at
a price equal to the average of the closing prices of the Company’s shares traded on the Singapore Exchange Securities
Trading Limited (“SGX-ST”) for a period of five consecutive market days immediately preceding the date of the grant of the
option (“Market Price”) or at a discount to the Market Price (up to a maximum of 20%).
The maximum number of ordinary shares (in respect of the options) that may be granted under the Wilmar ESOS 2019,
after taking into account of (i) the total number of new ordinary shares issued and issuable in respect of all other share-
based incentive schemes of the Company; and (ii) the number of treasury shares and subsidiary holdings delivered in
respect of options granted under all other share-based incentive schemes of the Company, shall not exceed 15% of the
total issued ordinary shares of the Company on the date immediately preceding the relevant date of grant.
SHARE OPTION SCHEMES (CONTINUED)
Wilmar Executives Share Option Scheme 2019 (“Wilmar ESOS 2019”) (continued)
Controlling shareholders and associates of controlling shareholders will not be eligible to participate in the Wilmar ESOS
2019.
There is no restriction on the eligibility of any participant to participate in any other share options or share incentive
schemes implemented by the Company or any of its subsidiaries or by any associated company or otherwise.
The Wilmar ESOS 2019 is administered by the Remuneration Committee (“RC”). The members of the RC are Mr Kwah Thiam
Hock (RC Chairman), Mr Tay Kah Chye and Mr Lim Siong Guan (who was appointed as an RC member on 24 April 2019), all
of whom are independent directors. The RC is authorised to determine, inter alia, the persons to be granted options, the
number of options to be granted, whether the options continue to be valid in the event of cessation of employment (as
provided under the rules of Wilmar ESOS 2019), the exercise price (including any adjustments thereto) and to recommend
modifications to the Wilmar ESOS 2019 (if deemed appropriate).
There were no options granted in 2019 under the Wilmar ESOS 2019 which was approved at the Company’s Extraordinary
General Meeting held on 24 April 2019.
SHARE OPTIONS EXERCISED

Options for a total of 13,904,150 ordinary shares were exercised by option holders during the financial year pursuant to
Wilmar ESOS 2009.
UNISSUED SHARES UNDER OPTION

As at the end of the financial year, unissued ordinary shares of the Company under options were as follows:
No. of
options No. of
As at lapsed/ options As at Exercise Exercise
Date of Grant 1.1.19 expired exercised 31.12.19 Price Period
Wilmar ESOS 2009
18.06.15 14,193,622 (5,756,108) (3,727,550) 4,709,964 S$3.05 19.06.2017 to 18.06.2020

18.06.15 13,674,172 (5,756,108) (4,634,500) 3,283,564 S$3.05 19.06.2018 to 18.06.2020
18.06.15 14,371,206 (5,930,534) (3,747,200) 4,693,472 S$3.05 19.06.2019 to 18.06.2020
Sub-total 42,239,000 (17,442,750) (12,109,250) 12,687,000
08.09.17 22,571,800 (8,601,450) (1,794,900) 12,175,450 S$3.04 09.09.2019 to 08.09.2022

08.09.17 17,971,800 (8,601,450) – 9,370,350 S$3.04 09.09.2020 to 08.09.2022
08.09.17 18,516,400 (8,862,100) – 9,654,300 S$3.04 09.09.2021 to 08.09.2022
Sub-total 59,060,000 (26,065,000) (1,794,900) 31,200,100
Grand Total 101,299,000 (43,507,750) (13,904,150) 43,887,100

UNISSUED SHARES UNDER OPTION (CONTINUED)

The information on Directors participating in the Wilmar ESOS 2009 is as follows:
Aggregate Aggregate Aggregate
options options options
Aggregate granted exercised lapsed/expired
options since since since
granted commencement commencement commencement Aggregate
during the of the option of the option of the option options
financial schemes to schemes to schemes to outstanding as at
Name of Directors year 31.12.19 31.12.19 31.12.19 31.12.19
Kuok Khoon Hong – 6,500,000 2,495,000 3,000,000 1,005,000
Pua Seck Guan – 1,000,000 – – 1,000,000
Teo La-Mei* – 1,400,000 650,000 – 750,000
Kuok Khoon Ean – 1,900,000 – 1,000,000 900,000
Kuok Khoon Hua – 500,000 – – 500,000
Tay Kah Chye – 1,900,000 200,000 900,000 800,000
Kwah Thiam Hock – 1,900,000 200,000 900,000 800,000
Kishore Mahbubani – 500,000 – – 500,000
Total – 15,600,000 3,545,000 5,800,000 6,255,000
* Ms Teo La-Mei was appointed as Director of the Company on 21 February 2019.
Except as disclosed above, since the commencement of the Wilmar ESOS 2000^, Wilmar ESOS 2009 and Wilmar ESOS
2019 (“Option Schemes”) until the end of the financial year under review:
• Except for options granted on 21 May 2009 to Mr Kuok Khoon Hong (for 1,000,000 ordinary shares under option)
and former Wilmar director Mr Martua Sitorus (for 800,000 shares under option), who were controlling shareholders
on the date of grant, which have expired, no options have been granted to controlling shareholders of the Company
and their associates;
• No participant has received 5% or more of the total number of options available under the Option Schemes;
• No options that entitle the holders to participate, by virtue of the options, in any share issue of any other corporation
have been granted;
• No options have been granted to directors and employees of the parent company and its subsidiaries as the
Company does not have a parent company; and
• No options have been granted at a discount except for the options under the 2015 Grant and the 2017 Grant.
^ From 14 July 2006 (completion of reverse takeover) and has terminated on 29 April 2009.
AUDIT COMMITTEE
The Audit Committee (“AC”) members at the date of this statement are Mr Tay Kah Chye (AC Chairman), Mr Kwah Thiam
Hock and Mr Lim Siong Guan (who was appointed as an AC member on 24 April 2019).
The AC performs the functions specified in section 201B(5) of the Singapore Companies Act, Chapter 50, the Listing Manual
of the SGX-ST, the Singapore Code of Corporate Governance 2018 and the revised Guidebook for Audit Committees in
Singapore issued in 2014.
The principal responsibility of the AC is to assist the Board of Directors in fulfilling its oversight responsibilities. The
operations of the AC are regulated by its terms of reference. The Board is of the opinion that the members of the AC have
sufficient accounting, financial and management expertise and experience to discharge their duties.
Notwithstanding that the Group has appointed different auditors for certain subsidiaries and associated companies, the
Board and AC are satisfied that such appointments do not compromise the standard and effectiveness of the audit of the
Group.
AUDIT COMMITTEE (CONTINUED)
During the year, the AC met four times to review, inter alia, the scope of work and strategies of both the internal and external
auditors, and the results arising therefrom, including their evaluation of the system of internal controls. The AC also reviewed
the assistance given by the Company’s officers to the auditors. The financial statements of the Group and the Company were
reviewed by the AC prior to submission to the Board of Directors of the Company for adoption. The AC also met with the
internal and external auditors, without the presence of the Company’s Management, to discuss issues of concern to them.
The AC has, in accordance with Chapter 9 of the Listing Manual of the SGX-ST, reviewed the requirements for approval and
disclosure of interested person transactions, reviewed the procedures set up by the Group and the Company to identify
and report and where necessary, seek approval for interested person transactions and, with the assistance of the internal
auditors, reviewed interested person transactions.
The AC was satisfied that proper risk management procedures were in place and will consider regularly the need to
conduct independent risk management reviews.
The AC, having reviewed all non-audit services provided by Ernst & Young LLP, the external auditor of the Group, was
satisfied with the independence and objectivity of the external auditor and has nominated Ernst & Young LLP for re-
appointment as auditor of the Company at the forthcoming Annual General Meeting.
Further details regarding the AC, including the AC’s commentary on key audit matters, are disclosed in the Corporate
Governance Report.
AUDITOR
Ernst & Young LLP have expressed their willingness to accept re-appointment as auditor.
On behalf of the Board of Directors
Kuok Khoon Hong Pua Seck Guan

Director Director
13 March 2020

INDEPENDENT AUDITOR’S REPORT
TO THE MEMBERS OF WILMAR INTERNATIONAL LIMITED
REPORT ON THE AUDIT OF THE CONSOLIDATED FINANCIAL STATEMENTS

OPINION
We have audited the financial statements of Wilmar International Limited (the “Company”) and its subsidiaries (collectively,
the “Group”), which comprise the balance sheets of the Group and the Company as at 31 December 2019, the statements
of changes in equity of the Group and the Company and the consolidated income statement, consolidated statement of
comprehensive income and consolidated cash flow statement of the Group for the year then ended, and notes to the
financial statements, including a summary of significant accounting policies.
In our opinion, the accompanying consolidated financial statements of the Group, the balance sheet and the statement
of changes in equity of the Company are properly drawn up in accordance with the provisions of the Companies Act,
Chapter 50 (the Act) and Singapore Financial Reporting Standards (International) (SFRS(I)) so as to give a true and fair view
of the consolidated financial position of the Group and the financial position of the Company as at 31 December 2019 and
of the consolidated financial performance, consolidated changes in equity and consolidated cash flows of the Group and
changes in equity of the Company for the year ended on that date.
BASIS FOR OPINION

We conducted our audit in accordance with Singapore Standards on Auditing (SSAs). Our responsibilities under those
standards are further described in the Auditor’s Responsibilities for the Audit of the Financial Statements section of our
report. We are independent of the Group in accordance with the Accounting and Corporate Regulatory Authority (ACRA)
Code of Professional Conduct and Ethics for Public Accountants and Accounting Entities (ACRA Code) together with the
ethical requirements that are relevant to our audit of the financial statements in Singapore, and we have fulfilled our other
ethical responsibilities in accordance with these requirements and the ACRA Code. We believe that the audit evidence we
have obtained is sufficient and appropriate to provide a basis for our opinion.
KEY AUDIT MATTERS

Key audit matters are those matters that, in our professional judgement, were of most significance in our audit of the
financial statements of the current period. These matters were addressed in the context of our audit of the financial
statements as a whole, and in forming our opinion thereon, and we do not provide a separate opinion on these matters.
For each matter below, our description of how our audit addressed the matter is provided in that context.
We have fulfilled our responsibilities described in the Auditor’s Responsibilities for the Audit of the Financial Statements
section of our report, including in relation to these matters. Accordingly, our audit included the performance of procedures
designed to respond to our assessment of the risks of material misstatement of the financial statements. The results of
our audit procedures, including the procedures performed to address the matters below, provide the basis for our audit
opinion on the accompanying financial statements.
Impairment assessment on goodwill and brands

(Refer to Note 15 to the financial statements)
As at 31 December 2019, the Group recorded goodwill and brands of US$5.4 billion, which represents approximately 30%
of the Group’s net assets. We considered the audit of management’s annual goodwill and brands impairment assessment
to be a key audit matter because the assessment process involves management exercising significant judgement and
making assumptions of future market and economic conditions.
As disclosed in Note 15, the goodwill and brands are allocated to individual cash-generating units (“CGU”) which are also
the reportable segments for impairment testing. The recoverable amounts of the CGUs have been determined based
on value in use calculations using cash flow projections approved by management. The cash flow projections include
assumptions of profitability and growth rates. Based on the impairment assessment, management has concluded that the
goodwill and brands are not impaired. We checked that the cash flows were based on approved management forecasts,
and evaluated management’s forecasting process by comparing previous forecasts to actual results. We evaluated the
assumptions used by comparing them to historical data as well as recent trends and market outlook. We also evaluated the
discount rates used to determine the present value by comparing them to external comparable data. Our internal valuation
specialists assisted us in performing some of these procedures. Finally, we reviewed the adequacy of the disclosures made
on the goodwill and brands impairment assessment in Note 15.
Accounting for derivative transactions
(Refer to Note 20 and Note 34(a) to the financial statements)
The Group uses derivative financial instruments such as forward currency contracts, cross currency interest rates swaps
and various commodity futures, options and swap contracts to hedge its risks associated with interest rates, foreign
currency and commodity price fluctuations.
At 31 December 2019, the Group’s total derivative financial instruments that were carried at fair value comprised financial
assets and financial liabilities of US$355.6 million (current: US$339.0 million) and US$403.3 million (current: US$370.8
million) respectively.
We considered the audit of this to be a key audit matter due to the volume of trades entered into. Our audit procedures
included, amongst others, understanding the Group’s overall commodity trading process and testing management’s
controls around the origination and maintenance of complete and accurate information relating to the recording of the
derivative contracts. For firm commitment contracts, we checked management’s process to derive the market prices and
recomputed the unrealized gains/losses on the contracts. For the other types of derivatives, we independently obtained
statements from banks and other financial institutions to compare against the fair values of the derivatives recorded, and
to verify the existence and ownership of the derivatives. We involved our internal valuation specialists in assessing the
reasonableness of the fair values of derivatives.
We also assessed the adequacy of the related disclosures in the Notes 20 and 34(a) to the financial statements.
OTHER INFORMATION
Management is responsible for other information. The other information comprises the information included in the annual
report, but does not include the financial statements and our auditor’s report thereon.
Our opinion on the financial statements does not cover the other information and we do not express any form of assurance
conclusion thereon.
In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so,
consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained
in the audit or otherwise appears to be materially misstated. If, based on the work we have performed, we conclude that
there is a material misstatement of this other information, we are required to report that fact. We have nothing to report
in this regard.
RESPONSIBILITIES OF MANAGEMENT AND DIRECTORS FOR THE FINANCIAL STATEMENTS

Management is responsible for the preparation of financial statements that give a true and fair view in accordance with
the provisions of the Act and SFRS(I), and for devising and maintaining a system of internal accounting controls sufficient
to provide a reasonable assurance that assets are safeguarded against loss from unauthorised use or disposition; and
transactions are properly authorised and that they are recorded as necessary to permit the preparation of true and fair
financial statements and to maintain accountability of assets.
In preparing the financial statements, management is responsible for assessing the Group’s ability to continue as a going
concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting
unless management either intends to liquidate the Group or to cease operations, or has no realistic alternative but to do so.
The directors’ responsibilities include overseeing the Group’s financial reporting process.
AUDITOR’S RESPONSIBILITIES FOR THE AUDIT OF THE FINANCIAL STATEMENTS

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from
material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable
assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with SSAs will always
detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if,
individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on
the basis of these financial statements.

INDEPENDENT AUDITOR’S REPORT
TO THE MEMBERS OF WILMAR INTERNATIONAL LIMITED
AUDITOR’S RESPONSIBILITIES FOR THE AUDIT OF THE FINANCIAL STATEMENTS (CONTINUED)

As part of an audit in accordance with SSAs, we exercise professional judgement and maintain professional scepticism
throughout the audit. We also:
• Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error,
design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and
appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from
fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions,
misrepresentations, or the override of internal control.
• Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are
appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the
Group’s internal control.
• Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and
related disclosures made by management.
• Conclude on the appropriateness of management’s use of the going concern basis of accounting and, based
on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast
significant doubt on the Group’s ability to continue as a going concern. If we conclude that a material uncertainty
exists, we are required to draw attention in our auditor’s report to the related disclosures in the financial statements
or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence
obtained up to the date of our auditor’s report. However, future events or conditions may cause the Group to cease
to continue as a going concern.
• Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and
whether the financial statements represent the underlying transactions and events in a manner that achieves fair
presentation.
• Obtain sufficient appropriate audit evidence regarding the financial information of the entities or business activities
within the Group to express an opinion on the consolidated financial statements. We are responsible for the
direction, supervision and performance of the group audit. We remain solely responsible for our audit opinion.
We communicate with the directors regarding, among other matters, the planned scope and timing of the audit and
significant audit findings, including any significant deficiencies in internal control that we identify during our audit.
We also provide the directors with a statement that we have complied with relevant ethical requirements regarding
independence, and to communicate with them all relationships and other matters that may reasonably be thought to bear
on our independence, and where applicable, related safeguards.
From the matters communicated with the directors, we determine those matters that were of most significance in the
audit of the financial statements of the current period and are therefore the key audit matters. We describe these matters
in our auditor’s report unless law or regulation precludes public disclosure about the matter or when, in extremely rare
circumstances, we determine that a matter should not be communicated in our report because the adverse consequences
of doing so would reasonably be expected to outweigh the public interest benefits of such communication.
REPORT ON OTHER LEGAL AND REGULATORY REQUIREMENTS

In our opinion, the accounting and other records required by the Act to be kept by the Company and by those subsidiary
corporations incorporated in Singapore of which we are the auditors have been properly kept in accordance with the
provisions of the Act.
The engagement partner on the audit resulting in this independent auditor’s report is Lim Tze Yuen.
Ernst & Young LLP

Public Accountants and Chartered Accountants
Singapore
13 March 2020
CONSOLIDATED INCOME STATEMENT
For the financial year ended 31 December 2019
Note 2019 2018

US$'000 US$'000
Restated*
Revenue 4 42,640,519 44,497,706
Cost of sales 5 (38,154,443) (40,107,267)
Gross profit 4,486,076 4,390,439
Other items of income

Net gain/(loss) arising from changes in fair value of biological assets 18,126 (16,322)
Finance income 6 475,820 467,338
Other operating income 7 259,473 197,054
Other items of expense

Selling and distribution expenses (1,899,891) (1,901,352)
Administrative expenses (774,218) (733,048)
Other operating expenses 7 (142,493) (146,535)
Finance costs 8 (892,423) (819,439)
Non-operating items 9 15,013 (136,247)
Share of results of joint ventures 76,642 67,189
Share of results of associates 76,354 243,088
Profit before tax from continuing operations 10 1,698,479 1,612,165

Income tax expense 11 (371,533) (349,793)
Profit from continuing operations, net of tax 1,326,946 1,262,372
Profit/(loss) from discontinued operations, net of tax 16 43,545 (43,367)
Profit for the year 1,370,491 1,219,005
Attributable to:
Owners of the Company
Profit from continuing operations, net of tax 1,267,992 1,150,253
Profit/(loss) from discontinued operations, net of tax 25,404 (25,300)
1,293,396 1,124,953
Non-controlling interests
Profit from continuing operations, net of tax 58,954 112,119
Profit/(loss) from discontinued operations, net of tax 18,141 (18,067)
77,095 94,052
Earnings per share from continuing operations attributable to

owners of the Company (US cents per share)
– Basic 12 20.0 18.2
– Diluted 12 20.0 18.2
Earnings per share attributable to owners of the Company

(US cents per share)
– Basic 12 20.4 17.8
– Diluted 12 20.4 17.8
* In accordance with SFRS(I) 3, the Group has restated the prior year’s figures subsequent to the finalisation of purchase price allocation exercise for the
acquisition of Shree Renuka Sugars Limited (“SRSL”) and its subsidiaries
The accompanying accounting policies and explanatory notes form an integral part of the financial statements.

CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME
2019 2018
US$'000 US$'000
Restated*
Profit after tax 1,370,491 1,219,005
Other comprehensive income:
Items that will not be reclassified subsequently to income statement

Fair value adjustment on investment securities at fair value through other
comprehensive income (23,845) (34,605)
Gain on disposal of investment securities at fair value through other
comprehensive income 1,400 4,766
Net surplus on revaluation of investment properties – 5,514
(Loss)/gain on remeasurements of defined benefit plan (10,906) 34,160
(33,351) 9,835
Items that may be reclassified subsequently to income statement

Foreign currency translation (75,672) (648,210)
Fair value adjustment on cash flow hedges (73,434) (372)
Fair value adjustment on forward elements of forward contracts 30,684 (44,093)
Share of changes in equity transaction reserve of a joint venture – 250
(118,422) (692,425)
Other comprehensive income from continuing operations, net of tax (151,773) (682,590)
Other comprehensive income from discontinued operations, net of tax 474 (999)
Total comprehensive income for the year 1,219,192 535,416
Attributable to:
Owners of the Company 1,142,816 497,973
Non-controlling interests 76,376 37,443
1,219,192 535,416
Attributable to:
Owners of the Company
Total comprehensive income from continuing operations, net of tax 1,117,135 523,856
Total comprehensive income from discontinued operations, net of tax 25,681 (25,883)
1,142,816 497,973
BAL ANCE SHEETS
As at 31 December 2019
Group Company
Note 2019 2018 2019 2018
US$'000 US$'000 US$'000 US$'000
Restated*
ASSETS
Non-current assets
Property, plant and equipment 13 11,244,998 9,345,149 63,599 43,543
Investment properties 13 33,181 21,782 – –
Bearer plants 14 690,640 676,570 – –
Intangible assets 15 5,384,405 4,482,449 – –
Investment in subsidiaries 16 – – 10,033,212 9,093,313
Investment in joint ventures 17 552,001 1,092,207 21,508 124,230
Investment in associates 17 2,551,179 2,622,953 13,677 36,644
Investment securities 18 566,654 573,188 – –
Deferred tax assets 19 244,040 330,979 – –
Derivative financial instruments 20 16,585 7,012 – –
Other financial receivables 21 132,017 197,760 284,673 369,799
Other non-financial assets 21 58,619 72,481 – –
21,474,319 19,422,530 10,416,669 9,667,529
Current assets
Inventories 22 7,960,753 7,911,302 – –
Trade receivables 23 4,251,589 4,349,147 – –
Other financial receivables 21 7,278,153 7,519,130 5,476,380 4,259,606
Other non-financial assets 21 1,383,400 1,467,301 7,102 5,543
Investment securities 18 315,518 326,164 – –
Other bank deposits 24 1,932,754 1,719,077 – –
Cash and bank balances 24 2,113,139 1,650,478 344,605 1,848
25,574,287 25,467,588 5,828,087 4,266,997
Assets of disposal group

classified as held for sale 16 – 822,816 – –
25,574,287 26,290,404 5,828,087 4,266,997
TOTAL ASSETS 47,048,606 45,712,934 16,244,756 13,934,526
EQUITY AND LIABILITIES

Current liabilities
Trade payables 25 1,690,698 1,441,729 – –
Other financial payables 26 1,858,588 1,509,637 5,613,964 3,492,000
Other non-financial liabilities 26 590,872 404,201 – –
Loans and borrowings 27 18,288,112 17,821,225 – 72,110
Tax payables 196,301 139,746 – –
22,995,324 21,638,395 5,613,964 3,564,110
Liabilities directly associated with disposal

group classified as held for sale 16 – 1,201,904 – –
22,995,324 22,840,299 5,613,964 3,564,110
NET CURRENT ASSETS 2,578,963 3,450,105 214,123 702,887

BAL ANCE SHEETS
As at 31 December 2019
Group Company
Note 2019 2018 2019 2018
US$'000 US$'000 US$'000 US$'000
Restated*
Non-current liabilities
Other financial payables 26 258,288 75,851 – –
Other non-financial liabilities 26 178,082 126,329 – –
Loans and borrowings 27 5,419,323 5,523,374 242,628 244,015
Deferred tax liabilities 19 288,919 339,392 – –
6,177,164 6,097,619 242,628 244,015
TOTAL LIABILITIES 29,172,488 28,937,918 5,856,592 3,808,125
NET ASSETS 17,876,118 16,775,016 10,388,164 10,126,401
Equity attributable to owners

of the Company
Share capital 28 8,458,995 8,458,995 8,895,134 8,895,134
Treasury shares 28 (122,579) (153,315) (122,579) (153,315)
Retained earnings 10,113,650 9,303,827 1,381,856 1,161,712
Other reserves 29 (1,687,557) (1,563,731) 233,753 222,870
16,762,509 16,045,776 10,388,164 10,126,401
Non-controlling interests 1,113,609 729,240 – –

TOTAL EQUITY 17,876,118 16,775,016 10,388,164 10,126,401
TOTAL EQUITY AND LIABILITIES 47,048,606 45,712,934 16,244,756 13,934,526
STATEMENTS OF CHANGES IN EQUITY
Attributable to owners of the Company

Equity
attributable
to owners
of the Non-
Share Treasury Retained Other Company, controlling Equity
capital shares earnings reserves total interests total
US$'000 US$'000 US$'000 US$'000 US$'000 US$'000 US$'000
2019
GROUP
Opening balance at
1 January 2019, as
previously reported 8,458,995 (153,315) 9,306,876 (1,563,731) 16,048,825 717,747 16,766,572
Adjustments from
finalisation of purchase
price allocation for
acquisition of SRSL* – – (3,049) – (3,049) 11,493 8,444
Opening balance at 1
January 2019, as restated 8,458,995 (153,315) 9,303,827 (1,563,731) 16,045,776 729,240 16,775,016
Profit for the year – – 1,293,396 – 1,293,396 77,095 1,370,491
Other comprehensive
income – – 1,400 (151,980) (150,580) (719) (151,299)
Total comprehensive
income for the year – – 1,294,796 (151,980) 1,142,816 76,376 1,219,192
Grant of equity-settled
share options – – – 10,535 10,535 – 10,535
Share capital contributed
by non-controlling
shareholders – – – – – 29,088 29,088
Reissuance of treasury
shares pursuant to
exercise of share options – 30,736 – 348 31,084 – 31,084
Dividends on ordinary
shares – – (461,833) – (461,833) – (461,833)
Dividends paid to non-
controlling shareholders
by subsidiaries – – – – – (92,900) (92,900)
Net transfer to other
reserves – – (23,140) 23,140 – – –
Total contributions by and
distributions to owners – 30,736 (484,973) 34,023 (420,214) (63,812) (484,026)
Acquisition of subsidiaries – – – – – 68,065 68,065
Acquisition of additional
interest in subsidiaries – – – (5,872) (5,872) (10,694) (16,566)
Disposal/liquidation of
subsidiaries – – – – – 314,437 314,437
Dilution of interest in a
subsidiary – – – 3 3 (3) –
Total changes in ownership
interests in subsidiaries – – – (5,869) (5,869) 371,805 365,936
Closing balance at
31 December 2019 8,458,995 (122,579) 10,113,650 (1,687,557) 16,762,509 1,113,609 17,876,118

STATEMENTS OF CHANGES IN EQUITY

Equity
attributable
to owners
of the Non-
Share Treasury Retained Other Company, controlling Equity
capital shares earnings reserves total interests total
US$'000 US$'000 US$'000 US$'000 US$'000 US$'000 US$'000
2018
GROUP
Opening balance at 1
January 2018 8,458,995 (156,209) 8,680,262 (950,738) 16,032,310 1,021,507 17,053,817
Profit for the year – – 1,124,953 – 1,124,953 94,052 1,219,005
Other comprehensive
income – – 4,766 (631,746) (626,980) (56,609) (683,589)
Total comprehensive
income for the year – – 1,129,719 (631,746) 497,973 37,443 535,416
Grant of equity-settled
share options – – – 10,864 10,864 – 10,864
Share capital contributed by
non-controlling
shareholders – – – – – 28,597 28,597
Reissuance of treasury
shares pursuant to
exercise of share options – 2,894 – 15 2,909 – 2,909
Dividends on ordinary
shares – – (494,889) – (494,889) – (494,889)
Dividends paid to non-
controlling shareholders
by subsidiaries – – – – – (37,406) (37,406)
Net transfer to other
reserves – – (11,265) 11,265 – – –
Total contributions by and
distributions to owners – 2,894 (506,154) 22,144 (481,116) (8,809) (489,925)
Acquisition of subsidiaries* – – – – – (310,343) (310,343)
Acquisition of additional
interest in subsidiaries – – – (3,502) (3,502) 3,118 (384)
Disposal/liquidation of
subsidiaries – – – – – (14,511) (14,511)
Dilution of interest in a
subsidiary – – – 111 111 835 946
Total changes in ownership
interests in subsidiaries – – – (3,391) (3,391) (320,901) (324,292)
Closing balance at 31
December 2018 8,458,995 (153,315) 9,303,827 (1,563,731) 16,045,776 729,240 16,775,016
Equity
attributable
to owners
of the
Share Treasury Retained Other Company,
capital shares earnings reserves total
US$'000 US$'000 US$'000 US$'000 US$'000
2019
COMPANY
Opening balance at 1 January 2019 8,895,134 (153,315) 1,161,712 222,870 10,126,401
Profit for the year – – 681,977 – 681,977
Total comprehensive income for
the year – – 681,977 – 681,977
Grant of equity-settled share options – – – 10,535 10,535
Reissuance of treasury shares pursuant
to exercise of share options – 30,736 – 348 31,084
Dividends on ordinary shares – – (461,833) – (461,833)
Total transactions with owners
in their capacity as owners – 30,736 (461,833) 10,883 (420,214)
Closing balance at 31 December 2019 8,895,134 (122,579) 1,381,856 233,753 10,388,164
2018
COMPANY
Opening balance at 1 January 2018 8,895,134 (156,209) 1,544,230 211,991 10,495,146
Profit for the year – – 112,371 – 112,371
Total comprehensive income for
the year – – 112,371 – 112,371
Grant of equity-settled share options – – – 10,864 10,864
Reissuance of treasury shares pursuant
to exercise of share options – 2,894 – 15 2,909
Dividends on ordinary shares – – (494,889) – (494,889)
Total transactions with owners
in their capacity as owners – 2,894 (494,889) 10,879 (481,116)
Closing balance at 31 December 2018 8,895,134 (153,315) 1,161,712 222,870 10,126,401

CONSOLIDATED CASH FLOW STATEMENT
2019 2018
US$'000 US$'000
Restated*
Cash flows from operating activities
Profit before tax from continuing operations 1,698,479 1,612,165
Profit/(loss) before tax from discontinued operations 43,545 (43,367)
Profit before tax, total 1,742,024 1,568,798
Adjustments for:
Net (gain)/loss arising from changes in fair value of biological assets (18,126) 16,322
Depreciation of bearer plants 58,853 54,349
Depreciation of property, plant and equipment 816,935 776,540
Increase in fair value of investment properties (2,782) –
Gain on disposal of investment in associates (2,232) (1,732)
Fair value gain arising from changes of interest in joint ventures resulting in change of control (66) (1,144)
Fair value gain arising from changes of interest in associates resulting in change of control (907) (125)
Amortisation of intangible assets 2,635 1,378
Loss on disposal of property, plant and equipment 11,689 3,068
Loss on disposal of biological assets 34 49
(Gain)/loss on disposal/liquidation of subsidiaries (96,302) 633
Gain on disposal of investment securities at fair value through profit or loss (2,408) (7,180)
Impairment loss on goodwill – 108,208
Grant of share options to employees 10,535 10,864
Net fair value loss/(gain) on derivative financial instruments 178,956 (353,292)
Net fair value loss on investment securities at fair value through profit or loss 6,610 79,038
Foreign exchange differences arising from translation (59,795) (288,972)
Investment income from investment securities (45,437) (84,404)
Interest expense 922,669 851,212
Interest income (475,820) (467,338)
Share of results of joint ventures (76,642) (67,189)
Share of results of associates (76,354) (243,088)
Operating cash flows before working capital changes 2,894,069 1,955,995
Changes in working capital:
Decrease in inventories 241,221 449,452
Decrease/(increase) in receivables and other assets 496,566 (134,060)
Increase/(decrease) in payables 360,345 (166,033)
Cash flows generated from operations 3,992,201 2,105,354
Interest paid (861,011) (655,012)
Interest received 453,515 438,218
Income taxes paid (247,154) (387,486)
Net cash flows generated from operating activities 3,337,551 1,501,074
2019 2018
US$'000 US$'000
Restated*
Cash flows from investing activities
Net cash flow on acquisition of subsidiaries (86,995) (236,608)
(Increase)/decrease in plasma investments (1,858) 1,195
Decrease in investment securities at fair value through profit or loss 6,750 36,686
Increase in other non-financial assets – (3,901)
Payments for property, plant and equipment (1,741,488) (1,259,343)
Payments for bearer plants (71,415) (66,101)
(Increase)/decrease in investment securities at fair value through
other comprehensive income (16,300) 20,635
Investment income from investment securities 45,437 84,404
Payments for investment in joint ventures (13,929) (21,977)
Payments for investment in associates (11,728) (157,903)
Payments for intangible assets (312) –
Dividends received from joint ventures 46,456 26,899
Dividends received from associates 91,932 109,243
Proceeds from disposal of property, plant and equipment 52,312 63,778
Proceeds from disposal of intangible assets – 57
Proceeds from disposal/liquidation/dilution of interest in associates 14,057 15,455
Net cash flow from disposal/liquidation of subsidiaries 422 17,907
Net cash flows used in investing activities (1,686,659) (1,369,574)
Cash flows from financing activities

Increase in net amount due from related parties (26,924) (10,862)
(Increase)/decrease in net amount due from joint ventures (104,254) 67,872
Increase in net amount due from associates (39,846) (53,178)
Increase/(decrease) in advances from non-controlling shareholders 14,676 (63,233)
Proceeds from loans and borrowings 793,955 818,979
(Increase)/decrease in fixed deposits pledged with financial institutions for bank facilities (658,786) 1,993,221
Increase in other financial receivables (102,724) (2,426,308)
(Increase)/decrease in other deposits with maturity more than 3 months (520,183) 238,607
Interest paid (42,295) (36,102)
Payments for acquisition of additional interest in subsidiaries (16,566) (384)
Dividends paid by the Company (461,833) (494,889)
Dividends paid to non-controlling shareholders by subsidiaries (92,900) (37,406)
Proceeds from dilution of interest in a subsidiary – 946
Proceeds from reissuance of treasury shares by the Company 31,084 2,909
Proceeds from issue of ordinary shares by subsidiaries to non-controlling shareholders 29,088 28,597
Net cash flows (used in)/generated from financing activities (1,197,508) 28,769
Net increase in cash and cash equivalents 453,384 160,269

Cash and cash equivalents at the beginning of the financial year 1,595,494 1,435,225
Cash and cash equivalents at the end of the financial year 2,048,878 1,595,494

NOTES TO THE FINANCIAL STATEMENTS
1. CORPORATE INFORMATION
Wilmar International Limited (the “Company”) is a limited liability company, incorporated in Singapore and is listed
on the Singapore Exchange Securities Trading Limited (“SGX-ST”).
The registered office and principal place of business of the Company is located at 56 Neil Road, Singapore 088830.
The principal activities of the Company are those of investment holding and the provision of management services
to its subsidiaries, joint ventures and associates. The principal activities of the significant subsidiaries are disclosed
in Note 39 to the financial statements.
2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES

2.1 Basis of preparation
The consolidated financial statements of the Group and the balance sheet and statement of changes in equity
of the Company have been prepared in accordance with Singapore Financial Reporting Standards (International)
(“SFRS(I)”).
The financial statements have been prepared on the historical cost basis, except as disclosed in the accounting
policies below. The financial statements are presented in US Dollars (“USD” or “US$”), which is also the parent
company’s functional currency, except when otherwise indicated. All values in the tables are rounded to the nearest
thousands (US$’000) except when otherwise indicated.
2.2 Changes in accounting policies

(i) Adoption of new and revised SFRS(I)
The accounting policies adopted are consistent with those of the previous financial year except that in the
current financial year, the Group has adopted all the new and revised standards that are effective for annual
financial periods beginning on or after 1 January 2019 and early adopted the Amendments to SFRS(I) 9,
SFRS(I) 1-39 and SFRS(I) 7 Interest Rate Benchmark Reform. The amendments provide relief which allow
entities to assume that the uncertainty arising from the Interbank Offered Rates (IBOR) reform does not
affect hedge relationships to the extent that they must be discontinued. Except for the adoption of SFRS(I)
16 Leases, the adoption of these standards did not have any material effect on the financial performance or
position of the Group and the Company.
SFRS(I) 16 Leases
SFRS(I) 16 requires lessees to recognise most leases on balance sheets. The standard includes two recognition
exemptions for lessees – leases of ‘low value’ assets and short-term leases which the Group has elected to
use. SFRS(I) 16 is effective for annual periods beginning on or after 1 January 2019. At commencement
date of a lease, a lessee will recognise a liability to make lease payments (i.e. the lease liability) and an asset
representing the right to use the underlying asset during the lease term (i.e. the right-of-use asset). Lessees
will be required to separately recognise the interest expense on the lease liability and the depreciation
expense on the right-of-use asset.
The Group has adopted SFRS(I) 16 retrospectively with the cumulative effect of initially applying the standard
as an adjustment to the opening retained earnings at the date of initial application, 1 January 2019.
Upon adoption of SFRS(I) 16, the Group recognised right-of-use assets and lease liabilities for those leases
previously classified as operating leases, except for short-term leases and leases of low-value assets. The
right-of-use assets were recognised based on the amount equal to the lease liabilities, adjusted for any
related prepaid and accrued lease payments previously recognised. Lease liabilities were recognised based
on the present value of the remaining lease payments, discounted using the incremental borrowing rate at
the date of initial application.
2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)
2.2 Changes in accounting policies (continued)
(i) Adoption of new and revised SFRS(I) (continued)
SFRS(I) 16 Leases (continued)
In addition, the Group has applied the following practical expedients:
• not to reassess whether a contract is, or contains a lease at the date of initial application and to apply
SFRS(I) 16 to all contracts that were previously identified as leases
• excluded the initial direct costs from the measurement of the right-of-use assets at the date of initial
application
• relied on its assessment of whether leases are onerous immediately before the date of initial application
• applied the exemption not to recognise right-of-use assets and lease liabilities to (i) leases for which
the lease term ends within 12 months of the date of initial application and (ii) leases of low value assets
• applied a single discount rate to a portfolio of leases with reasonably similar characteristics
• used hindsight in determining the lease term where the contract contained options to extend or
terminate the lease

The effects on adoption of SFRS(I) 16 as at 1 January 2019 are set below:
US$’000
Increase / (decrease)
Right of use assets 1,085,361
Lease liabilities 130,800
Land and land rights (935,654)
Prepayments (18,907)
The lease liabilities as at 1 January 2019 can be reconciled to the operating lease commitments as of
31 December 2018, as follows:
US$’000
Operating lease commitments as at 31 December 2018 139,336
Weighted average incremental borrowing rate as at 1 January 2019 5%
Discounted operating lease commitments as at 1 January 2019 132,369
Less:–
Commitments relating to short-term leases (23,976)
Commitments relating to leases of low-value assets (507)
Add:–
Lease payments relating to renewal periods not included in operating lease
commitments as at 31 December 2018 22,914
Lease liabilities as at 1 January 2019 130,800


2.3 Standards issued but not yet effective
The Group has not adopted the following standards applicable to the Group that have been issued but not yet
effective:
Effective for annual periods
Description beginning on or after
Amendments to References to the Conceptual Framework in 1 January 2020

SFRS(I) Standards
Amendments to SFRS(I) 3 Definition of a Business 1 January 2020
Amendments to SFRS(I) 1-1 and SFRS(I) 1-8 Definition of Material 1 January 2020
SFRS(I) 17 Insurance Contracts 1 January 2021
Amendments to SFRS(I) 10 and SFRS(I) 1-28 Sale or Contribution of
Assets between an Investor and its Associate or Joint Venture Date to be determined
The directors expect that the adoption of the standards above will have no material impact on the financial
statements in the year of initial application.
2.4 Basis of consolidation and business combinations

(a) Basis of consolidation
The consolidated financial statements comprise the financial statements of the Company and its subsidiaries
as at the end of the reporting period. The financial statements of the subsidiaries used in the preparation of
the consolidated financial statements are prepared for the same reporting date as the Company. Consistent
accounting policies are applied to like transactions and events in similar circumstances.
All intra-group balances, income and expenses and unrealised gains and losses resulting from intra-group
transactions and dividends are eliminated in full.
Subsidiaries are consolidated from the date of acquisition, being the date on which the Group obtains
control, and continue to be consolidated until the date that such control ceases.
Losses within a subsidiary are attributed to the non-controlling interest even if that results in a deficit balance.
(b) Business combinations

With the exception of business combinations involving entities under common control, acquisitions of
subsidiaries are accounted for by applying the acquisition method. Identifiable assets acquired and liabilities
and contingent liabilities assumed in a business combination are measured initially at their fair values at the
acquisition date. Acquisition-related costs are recognised as expenses in the periods in which the costs are
incurred and the services are received.
When the Group acquires a business, it assesses the financial assets and liabilities assumed for appropriate
classification and designation in accordance with the contractual terms, economic circumstances and
pertinent conditions as at the acquisition date. This includes the separation of embedded derivatives in host
contracts by the acquiree.
Any contingent consideration to be transferred by the acquirer will be recognised at fair value at the
acquisition date. Subsequent changes to the fair value of the contingent consideration which is deemed to
be an asset or a liability, will be recognised in the income statement.
In business combinations achieved in stages, previously held equity interests in the acquiree are remeasured
to fair value at the acquisition date and any corresponding gain or loss is recognised in the income statement.
2.4 Basis of consolidation and business combinations (continued)
(b) Business combinations (continued)
The Group elects for each individual business combination, whether non-controlling interest in the acquiree
(if any) that are present ownership interests and entitle their holders to a proportionate share of net assets in
the event of liquidation, is recognised on the acquisition date at fair value, or at the non-controlling interest’s
proportionate share of the acquiree’s identifiable net assets. Other components of non-controlling interests
are measured at their acquisition date fair value, unless another measurement basis is required by another
SFRS(I).
Any excess of the sum of the fair value of the consideration transferred in the business combination, the
amount of non-controlling interest in the acquiree (if any), and the fair value of the Group’s previously held
equity interest in the acquiree (if any), over the net fair value of the acquiree’s identifiable assets and liabilities
is recorded as goodwill. The accounting policy for goodwill is set out in Note 2.14(a). In instances where
the latter amount exceeds the former, the excess is recognised as gain on bargain purchase in the income
statement on the acquisition date.
Business combinations involving entities under common control are accounted for by applying the pooling-
of-interest method. The assets and liabilities of the combining entities are reflected at their carrying amounts
reported in the consolidated financial statements of the controlling holding company. No adjustments are
made to reflect the fair values on the date of combination, or recognise any new assets or liabilities. No
additional goodwill is recognised as a result of the combination. Any difference between the consideration
paid and the share capital of the acquired entity is reflected within equity as equity transaction reserve. The
income statement reflects the results of the combining entities for the full year, irrespective of when the
combination takes place. Comparatives are presented as if the entities had always been combined since the
date the entities had come under common control.
2.5 Transactions with non-controlling interests

Non-controlling interest represents the equity in subsidiaries not attributable, directly or indirectly, to owners of the
Company.
Changes in the Company owners’ ownership interest in a subsidiary that do not result in a loss of control are
accounted for as equity transactions. In such circumstances, the carrying amounts of the controlling and non-
controlling interests are adjusted to reflect the changes in their relative interests in the subsidiary. Any difference
between the amount by which the non-controlling interest is adjusted and the fair value of the consideration paid
or received is recognised directly in equity as equity transaction reserve and attributed to owners of the Company.
2.6 Foreign currency

Transactions in foreign currencies are measured in the respective functional currencies of the Company and its
subsidiaries and are recorded on initial recognition in the functional currencies at exchange rates approximating
those ruling at the transaction dates. Monetary assets and liabilities denominated in foreign currencies are translated
at the rate of exchange ruling at the end of the reporting period. Non-monetary items that are measured in terms of
historical cost in a foreign currency are translated using the exchange rates as at the dates of the initial transactions.
Non-monetary items measured at fair value in a foreign currency are translated using the exchange rates at the date
when the fair value was determined.
Exchange differences arising on the settlement of monetary items or on translating monetary items at the end of
the reporting period are recognised in the income statement except for exchange differences arising on monetary
items that form part of the Group’s net investment in foreign operations, which are recognised initially in other
comprehensive income and accumulated under foreign currency translation reserve in equity. The foreign currency
translation reserve is reclassified from equity to the income statement of the Group on disposal of the foreign
operation.


2.6 Foreign currency (continued)
For consolidation purpose, the assets and liabilities of foreign operations are translated into USD at the rate of
exchange ruling at the end of the reporting period and their income statements are translated at the weighted
average exchange rates for the reporting period. The exchange differences arising on the translation are recognised
in other comprehensive income. On disposal of a foreign operation, the component of other comprehensive
income relating to that particular foreign operation is recognised in the income statement.
In the case of a partial disposal without loss of control of a subsidiary that includes a foreign operation, the
proportionate share of the cumulative amount of the exchange differences are re-attributed to non-controlling
interest and are not recognised in the income statement. For partial disposals of associates or jointly controlled
entities that are foreign operations, the proportionate share of the accumulated exchange differences is reclassified
to the income statement.
2.7 Subsidiaries
A subsidiary is an investee that is controlled by the Group. The Group controls an investee when it is exposed, or has
rights, to variable returns from its involvement with the investee and has the ability to affect those returns through
its power over the investee.
In the Company’s separate financial statements, investment in subsidiaries is accounted for at cost less impairment
losses.
2.8 Joint Arrangements

A joint arrangement is a contractual arrangement whereby two or more parties have joint control. Joint control is
the contractually agreed sharing of control of an arrangement, which exists only when decisions about the relevant
activities require the unanimous consent of the parties sharing control.
A joint arrangement is classified either as joint operation or joint venture, based on the rights and obligations of the
parties to the arrangement.
To the extent the joint arrangement provides the Group with rights to the assets and obligations for the liabilities
relating to the arrangement, the arrangement is a joint operation. To the extent the joint arrangement provides the
Group with rights to the net assets of the arrangement, the arrangement is a joint venture.
a) Joint operations
The Group recognises in relation to its interest in a joint operation:
a) Its assets, including its share of any assets held jointly;
b) Its liabilities, including its share of any liabilities incurred jointly;
c) Its revenue from the sale of its share of the output arising from the joint operation;
d) Its share of the revenue from the sale of the output by the joint operation; and
e) Its expenses, including its share of any expenses incurred jointly.
The Group accounts for the assets, liabilities, revenues and expenses relating to its interest in a joint
operation in accordance with the accounting policies applicable to the particular assets, liabilities, revenues
and expenses.
b) Joint ventures
The Group recognises its interest in a joint venture as an investment and accounts for the investment using
the equity method. The accounting policy for investment in joint venture is set out in Note 2.9.
2.9 Associates and joint ventures
An associate is an entity over which the Group has the power to participate in the financial and operating policy
decisions of the investee but does not have control or joint control of those policies.
The Group’s investment in associates and joint ventures is accounted for using the equity method. On acquisition
of the investment, any excess of the cost of the investment over the Group’s share of the net fair value of the
investee’s identifiable assets and liabilities is accounted as goodwill and is included in the carrying amount of the
investment and is neither amortised nor tested individually for impairment. Any excess of the Group’s share of net
fair value of the associate’s or joint venture’s identifiable assets, liabilities and contingent liabilities over the cost of
the investment is excluded from the carrying amount of the investment and is recognised as income as part of the
Group’s share of results of the associate or joint venture in the period in which the investment is acquired.
Under the equity method, the investment in associates or joint ventures are measured in the balance sheet at cost
plus post-acquisition changes in the Group’s share of net assets of the associates or joint ventures. The Group’s
profit or loss reflects its share of the associates’ or joint ventures’ profit or loss after tax and non-controlling interests
in the subsidiaries of associates or joint ventures. Distributions received from associates or joint ventures reduce the
carrying amount of the investments. Where there has been a change recognised in other comprehensive income
by the associates or joint ventures, the Group recognises its share of such changes in other comprehensive income.
Unrealised gains and losses resulting from transactions between the Group and the associates or joint ventures are
eliminated to the extent of the interest in the associates or joint ventures.
When the Group’s share of losses in an associate or joint venture equals or exceeds its interest in the associate
or joint venture, the Group does not recognise further losses once its interest in the associate or joint venture is
reduced to zero, unless it has incurred obligations or made payments on behalf of the associate or joint venture. If
the associate or joint venture subsequently reports profits, the Group resumes recognising its share of those profits
only after its share of the profits equals the share of losses not recognised.
After application of the equity method, the Group determines whether it is necessary to recognise an additional
impairment loss on the Group’s investment in its associates or joint ventures. The Group determines at the end
of each reporting period whether there is any objective evidence that the investment in the associate or joint
venture is impaired. If this is the case, the Group calculates the amount of impairment as the difference between
the recoverable amount of the associate or joint venture and its carrying value and recognises the amount in the
income statement.
The most recent available audited financial statements of the associated companies or joint ventures are used
by the Group in applying the equity method. Where the dates of the audited financial statements used are not
co-terminous with those of the Group, the share of results is arrived at from the last audited financial statements
available and unaudited management financial statements to the end of the accounting period. Where necessary,
adjustments are made to bring the accounting policies in line with those of the Group.
Upon loss of significant influence or joint control over the associate or joint venture, the Group measures and
recognises any retained investment at its fair value. Any difference between the carrying amount of the associate
or joint venture upon loss of significant influence or joint control and the fair value of the aggregate of the retained
investment and proceeds from disposal is recognised in the income statement.
If the Group’s ownership interest in an associate or a joint venture is reduced, but the Group continues to apply the
equity method, the Group reclassifies to the income statement the proportion of the gain or loss that had previously
been recognised in other comprehensive income relating to that reduction in ownership interest if that gain or loss
would be required to be reclassified to the income statement on the disposal of the related assets or liabilities.
In the Company’s separate financial statements, investments in associates or joint ventures are carried at cost less
accumulated impairment loss.


2.10 Property, plant and equipment
All items of property, plant and equipment are initially recorded at costs. Such costs include the cost of replacing
parts of the property, plant and equipment and borrowing costs that are directly attributable to the acquisition,
construction or production of a qualifying property, plant and equipment. The cost of an item of property, plant and
equipment is recognised as an asset if, and only if, it is probable that future economic benefits associated with the
item will flow to the Group and the cost of the item can be measured reliably.
Subsequent to recognition, all items of property, plant and equipment, except for freehold land, are measured at
cost less accumulated depreciation and accumulated impairment losses. Freehold land has an unlimited useful life
and therefore is not depreciated.
Depreciation of an asset begins when it is available for use and is computed on a straight-line basis over the
estimated useful life of the asset as follows:
Buildings – 10 to 40 years
Plant and machineries – 2 to 40 years
Furniture, fittings and office equipment – 2 to 20 years
Vessels – 5 to 30 years
Motor vehicles, trucks and aircrafts – 4 to 15 years
The cost of construction-in-progress represents all costs, including borrowing costs, incurred on the construction
of the assets. The accumulated costs will be reclassified to the appropriate property, plant and equipment account
when the construction is completed. No depreciation is provided on construction-in-progress as these assets are
not yet available for use.
Interest on borrowings to finance the construction of property, plant and equipment is capitalised during the period
of time that is required to complete and prepare each asset for its intended use. All other borrowing costs are
expensed.
Repairs and maintenance costs are taken to the income statement during the financial period in which they are
incurred. The cost of major renovations and restorations is included in the carrying amount of the asset when it is
probable that future economic benefits in excess of the originally assessed standard of performance of the existing
asset will flow to the Group, and is depreciated over the remaining useful life of the asset.
The carrying values of property, plant and equipment are reviewed for impairment when events or changes in
circumstances indicate that the carrying value may not be recoverable.
The residual values, useful life and depreciation method are reviewed at each financial year end to ensure that the
amount, method and period of depreciation are consistent with previous estimates and the expected pattern of
consumption of the future economic benefits embodied in the items of property, plant and equipment.
An item of property, plant and equipment is derecognised upon disposal or when no future economic benefits are
expected from its use or disposal. Any gain or loss arising on derecognition of the asset is included in the income
statement in the year the asset is derecognised.
2.11 Investment properties
Investment properties are properties that are either owned by the Group or leased under a finance lease that
are held to earn rentals or for capital appreciation, or both, rather than for use in the production or supply of
goods or services, or for administrative purposes, or in the ordinary course of business. Investment properties
comprise completed investment properties and properties that are being constructed or developed for future use
as investment properties. Properties held under operating leases are classified as investment properties when the
definition of an investment property is met.
Investment properties are initially measured at cost, including transaction costs.
Subsequent to initial recognition, investment properties are measured at fair value. Gains or losses arising from
changes in the fair values of investment properties are included in the income statement in the year in which they
arise.
Investment properties are derecognised either when they have been disposed of (i.e., at the date the recipient
obtains control) or when they are permanently withdrawn from use and no future economic benefit is expected
from their disposal. The difference between the net disposal proceeds and the carrying amount of the asset is
recognised in the income statement upon derecognition. In determining the amount of consideration from the
derecognition of investment property, the Group considers the effects of variable consideration, existence of a
significant financing component, non-cash consideration, and consideration payable to the buyer (if any).
Transfers
Transfers are made to (or from) investment property only when there is a change in use. For a transfer from investment
property to owner-occupied property, the deemed cost for subsequent accounting is the fair value at the date of
change in use. If owner-occupied property becomes an investment property, the property is remeasured to fair
value. Any gain arising on remeasurement is recognised in income statement to the extent that it reverses a previous
impairment loss on the specific property, with any remaining gain recognised in other comprehensive income and
presented in the asset revaluation reserve in equity. Any loss is immediately recognised in the income statement.
2.12 Bearer plants and biological assets

Bearer plants are living plants used in the production or supply of agricultural produce; are expected to bear produce
for more than one period; and have a remote likelihood of being sold as agricultural produce, except for incidental
scrap sales.
Bearer plants mainly include mature and immature oil palm plantations. Immature plantations are stated at acquisition
cost which includes costs incurred for field preparation, planting, fertilising and maintenance, capitalisation of
borrowing costs incurred on loans used to finance the developments of immature plantations and an allocation of
other indirect costs based on planted hectares. Mature plantations are stated at acquisition cost less accumulated
depreciation and impairment. Mature plantations are depreciated on a straight line basis and over its estimated
useful life of 20-25 years, upon commencement of commercial production.
In general, oil palms are considered mature 30 to 36 months after field planting.
Interest on borrowings to finance the acquisition and construction of bearer plants is capitalised during the period
of time that is required to complete and prepare the bearer plant for its intended use. All other borrowing costs are
expensed.
The carrying values of bearer plants are reviewed for impairment when events or changes in circumstances indicate
that the carrying value may not be recoverable. The residual values, useful life and depreciation method are
reviewed at each financial year end to ensure that the amount, method and period of depreciation are consistent
with previous estimates and the expected pattern of consumption of the future economic benefits.


2.12 Bearer plants and biological assets (continued)
A bearer plant is derecognised upon disposal or when no future economic benefits are expected from its use or
disposal. Any gain or loss arising on derecognition of the bearer plant is included in the income statement in the
year the bearer plant is derecognised.
Produce that grows on mature plantations are measured at fair value less estimated point-of-sale costs. Point-of-
sale costs include all costs that would be necessary to sell the produce.
2.13 Plasma investments

Costs incurred during the development phase up to the conversion of the plasma plantation are capitalised as
plasma investments. The development of the plasma oil palm plantations is financed by plasma loans, which was
received by the plasma farmers (represented by “Cooperatives”), plus additional funding by the Group, should bank
financing not be adequate to finance the development costs. Accumulated development costs are presented net of
the plasma loans and are presented as “Plasma investments”.
When the carrying amount of the plasma investments is higher than its estimated recoverable amount, it is written
down immediately to its recoverable amount. The difference between the accumulated development costs of
plasma plantations and their conversion value is charged to the income statement.
2.14 Intangible assets

(a) Goodwill
Goodwill acquired in a business combination is initially measured at cost. Following initial recognition,
goodwill is measured at cost less accumulated impairment losses. Goodwill is reviewed for impairment
annually or more frequently if events and circumstances indicate that the carrying value may be impaired.
For the purpose of impairment testing, goodwill acquired in a business combination is, from the acquisition
date, allocated to each of the Group’s cash-generating units, or groups of cash-generating units, that are
expected to benefit from the synergies of the combination, irrespective of whether other assets or liabilities
of the acquiree are assigned to those units or groups of units.
A cash-generating unit (or group of cash-generating units) to which goodwill has been allocated is tested
for impairment annually and whenever there is an indication that the cash-generating unit may be impaired,
by comparing the carrying amount of the cash-generating unit, including the goodwill, with the recoverable
amount of the cash-generating unit. Where the recoverable amount of the cash-generating unit (or group
of cash-generating units) is less than the carrying amount, an impairment loss is recognised in the income
statement. Impairment losses recognised for goodwill are not reversed in subsequent periods.
Where goodwill forms part of a cash-generating unit (or group of cash-generating units) and part of
the operation within that cash-generating unit (or group of cash-generating units) is disposed of, the
goodwill associated with the operation disposed of is included in the carrying amount of the operation
when determining the gain or loss on disposal of the operation. Goodwill disposed of in this circumstance
is measured based on the relative fair values of the operations disposed of and the portion of the cash-
generating unit (or group of cash-generating units) retained.
(b) Other intangible assets

Intangible assets acquired separately are measured initially at cost. The cost of intangible assets acquired
in a business combination is their fair values as at the date of acquisition. Following initial acquisition,
intangible assets are measured at cost less any accumulated amortisation and accumulated impairment
losses. Internally generated intangible assets, excluding capitalised development assets, are not capitalised
and expenditure is reflected in the income statement in the period in which the expenditure is incurred.
The useful lives of intangible assets are assessed as either finite or indefinite.
2.14 Intangible assets (continued)
(b) Other intangible assets (continued)
Intangible assets with finite useful lives are amortised over their estimated useful lives and assessed for
impairment whenever there is an indication that the intangible asset may be impaired. The amortisation
period and the amortisation method are reviewed at least once at each financial year end. Changes in the
expected useful life or the expected pattern of consumption of future economic benefits embodied in the
asset is accounted for by changing the amortisation period or method, as appropriate, and are treated as
changes in accounting estimates. The amortisation expense on intangible assets with finite lives is recognised
in the income statement in the expense category consistent with the function of the intangible asset.
Intangible assets with indefinite useful lives or not yet available for use are tested for impairment annually
or more frequently if events and circumstances indicate that the carrying value may be impaired either
individually or at the cash-generating unit level. Such intangible assets are not amortised. The useful life of
an intangible asset with an indefinite useful life is reviewed annually to determine whether the useful life
assessment continues to be supportable, if not the change in useful lives from indefinite to finite is made on
a prospective basis.
Gains or losses arising from the derecognition of an intangible asset are measured as the difference between
the net disposal proceeds and the carrying amount of the asset and are recognised in the income statement
when the asset is derecognised.
(i) Brands
The brands were acquired in business combinations. The useful lives of the brands are estimated to
be indefinite because based on the current market share of the brands, management believes there
is no foreseeable limit to the period over which the brands are expected to generate net cash inflows
for the Group.
(ii) Trademarks & licenses and others

Trademarks & licenses and others acquired are initially recognised at cost and are subsequently
carried at cost less accumulated amortisation and accumulated impairment losses. These costs are
amortised to the income statement using the straight line method over 3 to 20 years.
2.15 Financial assets

Initial recognition and measurement
Financial assets are recognised when, and only when the entity becomes party to the contractual provisions of the
instruments.
At initial recognition, the Group measures a financial asset at its fair value plus, in the case of a financial asset not at
fair value through profit or loss, transaction costs that are directly attributable to the acquisition of the financial asset.
Transaction costs of financial assets carried at fair value through profit or loss are expensed in income statement.
Trade receivables are measured at the amount of consideration to which the Group expects to be entitled in
exchange for transferring promised goods or services to a customer, excluding amounts collected on behalf of
third party, if the trade receivables do not contain a significant financing component at initial recognition.


2.15 Financial assets (continued)
Subsequent measurement
Investments in debt instruments
Subsequent measurement of debt instruments depends on the Group’s business model for managing the asset and
the contractual cash flow characteristics of the asset. The three measurement categories for classification of debt
instruments are:
(i) Amortised cost

Financial assets that are held for the collection of contractual cash flows where those cash flows represent
solely payments of principal and interest are measured at amortised cost. Financial assets are measured
at amortised cost using the effective interest method, less impairment. Gains and losses are recognised in
income statement when the assets are derecognised or impaired, and through amortisation process.
(ii) Fair value through other comprehensive income (FVOCI)

Financial assets that are held for collection of contractual cash flows and for selling the financial assets, where
the assets’ cash flows represent solely payments of principal and interest, are measured at FVOCI. Financial
assets measured at FVOCI are subsequently measured at fair value. Any gains or losses from changes in fair
value of the financial assets are recognised in other comprehensive income, except for impairment losses,
foreign exchange gains and losses and interest calculated using the effective interest method are recognised
in the income statement. The cumulative gain or loss previously recognised in other comprehensive income
is reclassified from equity to income statement as a reclassification adjustment when the financial asset is
de-recognised.
(iii) Fair value through profit or loss (FVPL)

Assets that do not meet the criteria for amortised cost or FVOCI are measured at fair value through profit or
loss. A gain or loss on a debt instruments that is subsequently measured at fair value through profit or loss
and is not part of a hedging relationship is recognised in the income statement in the period in which it arises.
Investments in equity instruments

On initial recognition of an investment in equity instrument that is not held for trading, the Group may irrevocably
elect to present subsequent changes in fair value in OCI. Dividends from such investments are to be recognised
in the income statement when the Group’s right to receive payments is established. For investments in equity
instruments which the Group has not elected to present subsequent changes in fair value in OCI, changes in fair
value are recognised in the income statement.
Derivatives
Derivatives are initially recognised at fair value on the date a derivative contract is entered into and are subsequently
remeasured to their fair value at the end of each reporting period. Changes in fair value of derivatives are recognised
in the income statement.
Derecognition
A financial asset is derecognised where the contractual right to receive cash flows from the asset has expired or
the Group has transferred its right to receive cash flows from the asset and either has transferred substantially all
the risks and rewards of the asset, or has neither transferred nor retained substantially all the risks and rewards of
the asset, but has transferred control of the asset. On derecognition of a financial asset in its entirety, the difference
between the carrying amount and the sum of the consideration received and any cumulative gain or loss that had
been recognised in other comprehensive income for debt instruments is recognised in the income statement.
2.16 Impairment of financial assets
The Group recognises an allowance for expected credit losses (ECLs) for all debt instruments not held at fair value
through profit or loss and financial guarantee contracts. ECLs are based on the difference between the contractual
cash flows due in accordance with the contract and all the cash flows that the Group expects to receive, discounted
at an approximation of the original effective interest rate. The expected cash flows will include cash flows from the
sale of collateral held or other credit enhancements that are integral to the contractual terms.
ECLs are recognised in two stages. For credit exposures for which there has not been a significant increase in credit
risk since initial recognition, ECLs are provided for credit losses that result from default events that are possible
within the next 12-months (a 12-month ECL). For those credit exposures for which there has been a significant
increase in credit risk since initial recognition, a loss allowance is recognised for credit losses expected over the
remaining life of the exposure, irrespective of timing of the default (a lifetime ECL).
For trade receivables and contract assets, the Group applies a simplified approach in calculating ECLs. Therefore, the
Group does not track changes in credit risk, but instead recognises a loss allowance based on lifetime ECLs at each
reporting date. The Group has established a provision matrix that is based on its historical credit loss experience,
adjusted for forward-looking factors specific to the debtors and the economic environment.
The Group considers a financial asset to be in default when internal or external information indicates that the
Group is unlikely to receive the outstanding contractual amounts in full before taking into account any credit
enhancements held by the Group. A financial asset is written off when there is no reasonable expectation of
recovering the contractual cash flows.
2.17 Impairment of non-financial assets

The Group assesses at each reporting date whether there is an indication that an asset may be impaired. If any such
indication exists, or when annual impairment testing for an asset is required, the Group makes an estimate of the
asset’s recoverable amount.
An asset’s recoverable amount is the higher of an asset’s or cash-generating unit’s fair value less costs of disposal
and its value in use and is determined for an individual asset, unless the asset does not generate cash inflows that
are largely independent of those from other assets. Where the carrying amount of an asset exceeds its recoverable
amount, the asset is written down to its recoverable amount.
Impairment losses are recognised in the income statement except for assets that are previously revalued where
the revaluation was taken to other comprehensive income. In this case, the impairment is also recognised in other
comprehensive income up to the amount of any previous revaluation.
A previously recognised impairment loss is reversed only if there has been a change in the estimates used to
determine the asset’s recoverable amount since the last impairment loss was recognised. If that is the case, the
carrying amount of the asset is increased to its recoverable amount. That increase cannot exceed the carrying
amount that would have been determined, net of depreciation, had no impairment loss been recognised previously.
Such reversal is recognised in the income statement unless the asset is measured at revalued amount, in which case
the reversal is treated as a revaluation increase.
2.18 Cash and cash equivalents

Cash and cash equivalents comprise cash at bank and on hand, demand deposits, and short-term, highly liquid
investments that are readily convertible to known amounts of cash and which are subject to an insignificant risk
of changes in value and have a short maturity of generally within three months when acquired. These also include
bank overdrafts that form an integral part of the Group’s cash management. The accounting policy for this category
of financial assets is stated in Note 2.15, under amortised cost.


2.19 Inventories
(a) Physical inventories, futures and other forward contracts
Physical inventories of palm based products, oilseeds and grains products, consumer products, sugar and
other agricultural commodities are valued at the lower of cost and spot prices prevailing at the end of the
reporting period. Cost is determined using the weighted average method.
The Group has committed purchases and sales contracts for palm oil and other agricultural commodities
that are entered into as part of its merchandising and processing activities. The prices and physical delivery
of the sales and purchases are fixed in the contracts. For committed purchases and sales contracts that are
entered into for own use, the contracts are not recognised in the financial statements until physical deliveries
take place. For committed purchases and sales contracts that are entered into as part of the merchandising
activities, the fair value arising from the contracts are recognised in the financial statements until physical
deliveries take place.
The Group also enters into non-physical delivery forward contracts and commodity derivatives to manage
the price risk of its physical inventory and to hedge against fluctuations in commodity prices. Commodity
derivatives include futures, options and swap contracts on palm oil and palm based products, soybeans and
other non-palm products.
Gains or losses arising from matched forward and derivative contracts are recognised immediately in the
income statement. Any difference arising from the fair value assessment will be recognised in the financial
statements. Unrealised losses arising from the valuations are set off against unrealised gains on an aggregated
basis.
The outstanding forward and derivative contracts are valued at their fair value at the end of the reporting
period against quoted market prices. Where the quoted market prices are not available, the fair values are
based on management’s best estimate and are arrived at by reference to the market prices of another
contract that is substantially similar. The notional principal amounts of the outstanding forward and futures
contracts are off-balance sheet items.
(b) Other inventories

Other inventories are stated at the lower of cost and net realisable value. Cost is determined using the
weighted average method. Net realisable value is the estimated selling price less the costs of completion
and selling expenses.
2.20 Financial liabilities

Initial recognition and measurement
Financial liabilities are recognised when, and only when, the Group becomes a party to the contractual provisions
of the financial instrument. The Group determines the classification of its financial liabilities at initial recognition.
All financial liabilities are recognised initially at fair value plus in the case of financial liabilities not at fair value
through profit or loss, directly attributable transaction costs.
Subsequent measurement
After initial recognition, financial liabilities that are not carried at fair value through profit or loss are subsequently
measured at amortised cost using the effective interest method. Gains and losses are recognised in income
statement when the liabilities are derecognised, and through the amortisation process.
Derecognition
A financial liability is derecognised when the obligation under the liability is discharged or cancelled or expires. On
derecognition, the difference between the carrying amounts and the consideration paid is recognised in income
statement.
2.21 Borrowings
Borrowings are presented as current liabilities unless the Group has an unconditional right to defer settlement for at
least twelve months after the end of the reporting period.
Borrowings are initially recognised at fair value (net of transaction costs) and subsequently carried at amortised
cost. Any difference between the proceeds (net of transaction costs) and the redemption value is recognised in the
income statement over the period of the borrowings using the effective interest method.
2.22 Borrowing costs

Borrowing costs are recognised in the income statement as incurred except to the extent that they are capitalised.
Borrowing costs are capitalised as part of the cost of a qualifying asset if they are directly attributable to the
acquisition, construction or production of the qualifying asset. Capitalisation of borrowing costs commences when
the activities to prepare the asset for its intended use or sale are in progress and the expenditures and borrowing
costs are being incurred. Borrowing costs are capitalised until the assets are ready for their intended use or sale.
Borrowing costs consist of interest and other costs that an entity incurs in connection with the borrowing of funds.
2.23 Provisions
Provisions are recognised when the Group has a present obligation (legal or constructive) as a result of a past event,
it is probable that an outflow of economic resources will be required to settle the obligation and the amount of the
obligation can be estimated reliably.
Provisions are reviewed at each end of the reporting period and adjusted to reflect the current best estimate. If it is
no longer probable that an outflow of economic resources will be required to settle the obligation, the provision
is reversed. If the effect of the time value of money is material, provisions are discounted using a current pre-tax
rate that reflects, where appropriate, the risks specific to the liability. When discounting is used, the increase in the
provision due to the passage of time is recognised as a finance cost.
2.24 Employee benefits

(a) Defined contribution plans
The Group participates in the national pension schemes as defined by the laws of the countries in which it has
operations. In particular, the Singapore companies in the Group make contributions to the Central Provident
Fund scheme in Singapore, a defined contribution pension scheme. Contributions to defined contribution
pension schemes are recognised as an expense in the period in which the related service is performed.
(b) Employee share option plans

Employees of the Group receive remuneration in the form of share options as consideration for services
rendered. The cost of these equity-settled share based payment transactions with employees is measured
by reference to the fair value of the options at the date on which the options are granted which takes into
account market conditions and non-vesting conditions. This cost is recognised in the income statement,
with a corresponding increase in the employee share option reserve, over the vesting period. The cumulative
expense recognised at each reporting date until the vesting date reflects the extent to which the vesting
period has expired and the Group’s best estimate of the number of options that will ultimately vest. The
charge or credit to the income statement for a period represents the movement in cumulative expense
recognised as at the beginning and end of that period.
No expense is recognised for options that do not ultimately vest, except for options where vesting is
conditional upon a market condition or non-vesting condition, which are treated as vested irrespective of
whether or not the market condition or non-vesting condition is satisfied, provided that all other performance
and/or service conditions are satisfied. In the case where the option does not vest as the result of a failure to
meet a non-vesting condition that is within the control of the Group or the employee, it is accounted for as
a cancellation. In such case, the amount of the compensation cost that otherwise would be recognised over
the remainder of the vesting period is recognised immediately in the income statement upon cancellation.
The employee share option reserve is transferred to retained earnings upon expiry of the share options. When
the options are exercised, the employee share option reserve is transferred to share capital if new ordinary
shares are issued, or to treasury shares if the options are satisfied by the reissuance of treasury shares.


2.24 Employee benefits (continued)
(c) Provision for employee service entitlements
For certain companies in Indonesia, the Group recognises a provision for employee service entitlements
in accordance with Labour Law No. 13/2003 dated 25 March 2003. The provision is based on an actuarial
calculation by an independent actuary using the “Projected Unit Credit Method”.
The cost of providing benefits under the defined benefit plans is determined separately for each plan using
the projected unit credit method.
Defined benefit costs comprise the following:

• Service cost;
• Net interest on the net defined benefit liability or asset; and
• Remeasurements of net defined benefit liability or asset.
Service costs which include current service costs, past service costs and gains or losses on non-routine
settlements are recognised as expense in the income statement. Past service costs are recognised when plan
amendment or curtailment occurs.
Net interest on the net defined benefit liability or asset is the change during the period in the net defined
benefit liability or asset that arises from the passage of time which is determined by applying the discount
rate based on high quality corporate bonds to the net defined benefit liability or asset. Net interest on the net
defined benefit liability or asset is recognised as expense or income in the income statement.
Remeasurements comprising actuarial gains and losses, return on plan assets and any change in the effect
of the asset ceiling (excluding net interest on defined benefit liability) are recognised immediately in other
comprehensive income as general reserve in the period in which they arise. Remeasurements are recognised
in general reserve within equity and are not reclassified to the income statement in subsequent periods.
2.25 Leases
The Group assesses at contract inception whether a contract is, or contains, a lease. That is, if the contract conveys
the right to control the use of an identified asset for a period of time in exchange for consideration.
Group as a lessee
The Group applies a single recognition and measurement approach for all leases, except for short-term leases and
leases of low-value assets. The Group recognises lease liabilities representing obligations to make lease payments
and right-of-use assets representing the right to use the underlying assets.
i) Right-of-use assets
The Group recognises right-of-use assets at the commencement date of the lease (i.e., the date the underlying
asset is available for use). Right-of-use assets are measured at cost, less any accumulated depreciation and
impairment losses, and adjusted for any remeasurement of lease liabilities. The cost of right-of-use assets
includes the amount of lease liabilities recognised, initial direct costs incurred, an estimate of costs to dismantle
and remove the underlying asset or restore the underlying asset or the site on which it is located, and lease
payments made at or before the commencement date less any lease incentives received. Right-of-use assets
are depreciated on a straight-line basis over the shorter of the lease term and the estimated useful lives of the
assets, as follows:
Land and land rights – 3 to 90 years

Buildings – 2 to 20 years
Plant and machineries – 2 to 30 years
Furniture, fittings and office equipment – 2 to 5 years
Vessels – 2 to 9 years
Motor vehicles, trucks and aircrafts – 2 to 10 years

If ownership of the leased asset transfers to the Group at the end of the lease term or the cost reflects the
exercise of a purchase option, depreciation is calculated using the estimated useful life of the asset.
2.25 Leases (continued)
Group as a lessee (continued)
ii) Lease liabilities
At the commencement date of the lease, the Group recognises lease liabilities measured at the present value
of lease payments to be made over the lease term. The lease payments include fixed payments (including
in-substance fixed payments) less any lease incentives receivable, variable lease payments that depend on
an index or a rate, and amounts expected to be paid under residual value guarantees. The lease payments
also include the exercise price of a purchase option reasonably certain to be exercised by the Group and
payments of penalties for terminating the lease, if the lease term reflects the Group exercising the option
to terminate. Variable lease payments that do not depend on an index or a rate are recognised as expenses
(unless they are incurred to produce inventories) in the period in which the event or condition that triggers
the payment occurs.
In calculating the present value of lease payments, the Group uses its incremental borrowing rate at the
lease commencement date because the interest rate implicit in the lease is not readily determinable. After
the commencement date, the amount of lease liabilities is increased to reflect the accretion of interest and
reduced for the lease payments made. In addition, the carrying amount of lease liabilities is remeasured if
there is a modification, a change in the lease term, a change in the lease payments (e.g., changes to future
payments resulting from a change in an index or rate used to determine such lease payments) or a change
in the assessment of an option to purchase the underlying asset.
iii) Short-term leases and leases of low-value assets

The Group applies the short-term lease recognition exemption to its short-term leases (i.e., those leases
that have a lease term of 12 months or less from the commencement date and do not contain a purchase
option). It also applies the lease of low-value assets recognition exemption to leases that are considered
to be low value. Lease payments on short-term leases and leases of low-value assets are recognised as
expense on a straight-line basis over the lease term.

Group as a lessor
Leases in which the Group does not transfer substantially all the risks and rewards incidental to ownership of
an asset are classified as operating leases. Rental income arising is accounted for on a straight-line basis over
the lease terms. Initial direct costs incurred in negotiating and arranging an operating lease are added to the
carrying amount of the leased asset and recognised over the lease term on the same basis as rental income.
Contingent rents are recognised as rental income in the period in which they are earned.
2.26 Revenue
Revenue is measured based on the consideration to which the Group expects to be entitled in exchange for
transferring promised goods or services to a customer, excluding amounts collected on behalf of third parties.
Revenue is recognised when the Group satisfies a performance obligation by transferring a promised good or service
to the customer, which is when the customer obtains control of the good or service. A performance obligation
may be satisfied at a point in time or over time. The amount of revenue recognised is the amount allocated to the
satisfied performance obligation.
(a) Sale of goods

Revenue from sales arising from the physical delivery of palm based products, oilseeds and grains products,
consumer products, sugar and other agricultural commodities is recognised when goods are delivered to
the customer and all criteria for acceptance have been satisfied.
(b) Ship charter income

Revenue from time charters is recognised on a time apportionment basis.


2.26 Revenue (continued)
(c) Interest income
Interest income is amortised using the effective interest method.
(d) Dividend income

Dividend income is recognised when the Group’s right to receive payment is established.
2.27 Taxes
(a) Current income tax
Current income tax assets and liabilities for the current and prior periods are measured at the amount
expected to be recovered from or paid to the taxation authorities. The tax rates and tax laws used to compute
the amount are those that are enacted or substantively enacted by the end of the reporting period, in the
countries where the Group operates and generates taxable income.
Current income taxes are recognised in the income statement except when they relate to items recognised
outside the income statement, either in other comprehensive income or directly in equity.
(b) Deferred tax

Deferred income tax is provided using the liability method on temporary differences at the end of the
reporting period between the tax bases of assets and liabilities and their carrying amounts for financial
reporting purposes.
Deferred tax liabilities are recognised for all temporary differences, except:
• where the deferred income tax liability arises from the initial recognition of goodwill or of an asset or
liability in a transaction that is not a business combination and, at the time of the transaction, affects
neither accounting nor taxable profit or loss; and
• in respect of taxable temporary differences associated with investments in subsidiaries, associates and
joint ventures, where the timing of reversal of the temporary differences can be controlled and it is
probable that the temporary differences will not reverse in the foreseeable future.
Deferred income tax assets are recognised for all deductible temporary differences, carry forward of unused
tax credits and unused tax losses, to the extent that it is probable that taxable profit will be available against
which the deductible temporary differences, and the carry forward of unused tax credits and unused tax
losses can be utilised except:
• where the deferred income tax asset relating to the deductible temporary difference arises from the
initial recognition of an asset or liability in a transaction that is not a business combination and, at the
time of the transaction, affects neither accounting profit nor taxable profit or loss; and
• in respect of deductible temporary differences associated with investments in subsidiaries, associates

and joint ventures, deferred income tax assets are recognised only to the extent that it is probable
that the temporary differences will reverse in the foreseeable future and taxable profit will be available
against which the temporary differences can be utilised.
The carrying amount of deferred tax asset is reviewed at the end of each reporting period and reduced to
the extent that it is no longer probable that sufficient taxable profit will be available to allow all or part of the
deferred tax asset to be utilised. Unrecognised deferred tax assets are reassessed at each end of the reporting
period and are recognised to the extent that it has become probable that future taxable profit will allow the
deferred tax asset to be utilised.
2.27 Taxes (continued)
(b) Deferred tax (continued)
Deferred tax assets and liabilities are measured at the tax rates that are expected to apply to the year when
the asset is realised or the liability is settled, based on tax rates and tax laws that have been enacted or
substantively enacted at the end of the reporting period.
Deferred income tax relating to items recognised outside the income statement is recognised outside the
income statement. Deferred tax items are recognised in correlation to the underlying transaction either in
other comprehensive income or directly in equity and deferred tax arising from a business combination is
adjusted against goodwill on acquisition.
Deferred income tax assets and deferred income tax liabilities are offset, if a legally enforceable right exists to
set off current income tax assets against current income tax liabilities and the deferred income taxes relate
to the same taxable entity and the same taxation authority.
Tax benefits acquired as part of a business combination, but not satisfying the criteria for separate recognition
at that date, would be recognised subsequently if new information about facts and circumstances changed.
The adjustment would either be treated as a reduction to goodwill (as long as it does not exceed goodwill) if
it is incurred during the measurement period or recognised in the income statement.
(c) Sales tax

Revenues, expenses and assets are recognised net of the amount of sales tax except:
• where the sales tax incurred on a purchase of assets or services is not recoverable from the taxation
authority, in which case the sales tax is recognised as part of the cost of acquisition of the asset or as
part of the expense item as applicable; and
• receivables and payables that are stated with the amount of sales tax included.
The net amount of sales tax recoverable from, or payable to, the taxation authority is included as part of
receivables or payables in the balance sheet.
2.28 Derivative financial instruments and hedging activities

The Group uses derivative financial instruments such as forward currency contracts, cross currency interest rates
swaps, forward freight agreements and various commodities futures, options and swap contracts to hedge its risks
associated with interest rates, foreign currency, freight charges and commodity price fluctuations. Such derivative
financial instruments are initially recognised at fair value on the date on which a derivative contract is entered into,
and are subsequently re-measured at fair value.
Any gains or losses arising from changes in fair value on derivatives that do not qualify for hedge accounting are
taken directly to the income statement.
The fair value of forward contracts is determined by reference to current forward prices for contracts with similar
maturity profiles. The fair value of forward freight agreements, futures, options and swap contracts is determined
by reference to available market information and option valuation methodology. The fair value of interest rate swap
contracts is determined by reference to market values for similar instruments. Where the quoted market prices are
not available, the fair values are based on management’s best estimate and are arrived at by reference to the market
prices of another contract that is substantially similar.


2.28 Derivative financial instruments and hedging activities (continued)
The Group applies hedge accounting for certain hedging relationships which qualify for hedge accounting. At the
inception of a hedge relationship, the Group formally designates and documents the hedge relationship to which
the Group wishes to apply hedge accounting and the risk management objective and strategy for undertaking the
hedge. The documentation includes identification of the hedged item or transaction, the hedging instrument, the
nature of the risk being hedged and how the entity will assess the hedging instrument’s effectiveness in offsetting
the exposure to changes in the hedged item’s (or transaction’s) cash flows attributable to or fair values of the
hedged risk. Such hedges are expected to be highly effective in achieving offsetting changes in cash flows or fair
value, and are assessed on an ongoing basis to determine that they have been highly effective throughout the
financial reporting periods for which they are designated.
Hedges which meet the criteria for hedge accounting are accounted for as follows:
Fair value hedges

The change in the fair value of the hedging instrument is recognised in the income statement. The change in the
fair value of the hedged item attributable to the risk hedged is recorded as a part of the carrying value of the hedged
item and is also recognised in the income statement.
Cash flow hedges

The effective portion of the gain or loss on the hedging instrument is recognised initially in other comprehensive
income and accumulated under the hedging reserve, while the ineffective portion is recognised immediately in the
income statement.
Amounts recognised in other comprehensive income are transferred to the income statement when the hedged
transaction affects the income statement, such as when the hedged financial income or financial expense is
recognised or when a forecast sale occurs. Where the hedged item is the cost of a non-financial asset or non-
financial liability, the amounts recognised as other comprehensive income are transferred to the initial carrying
amount of the non-financial asset or liability.
If the forecast transaction or firm commitment is no longer expected to occur, the cumulative gain or loss previously
recognised in equity are transferred to the income statement. If the hedging instrument expires or is sold, terminated
or exercised without replacement or rollover, or if its designation as a hedge is revoked, any cumulative gain or loss
previously recognised in equity remains in equity until the forecast transaction or firm commitment affects the
income statement.
Forward elements of forward contracts

When forward contracts are used to hedge forecast transactions, the Group designates only the spot element of the
forward contracts as the hedging instrument.
The Group elects for each hedge designation, whether the change in the fair value of the forward elements of forward
contracts that relate to the hedge item are recognised directly in income statement, or in other comprehensive
income with the cumulative change in fair value accumulated in equity being subsequently recognised:
– as initial cost or carrying amount of the asset or liability if the hedged item subsequently results in the
recognition of a non-financial asset or a non-financial liability, or a firm commitment for a non-financial
asset or a non-financial liability for which fair value hedge accounting is applied; or
– as a reclassification adjustment to the income statement when the hedged expected future cash flows affect
the income statement.
2.29 Segment reporting
For management purposes, the Group is organised into operating segments based on their products and services
which are independently managed by the respective segment managers responsible for the performance of the
respective segments under their charge. The segment managers report directly to the management of the Company
who regularly review the segment results in order to allocate resources to the segments and to assess the segment
performance. Additional disclosures on each of these segments are shown in Note 37, including the factors used to
identify the reportable segments and the measurement basis of segment information.
2.30 Share capital and treasury shares

Proceeds from issuance of ordinary shares are recognised as share capital in equity. Incremental costs directly
attributable to the issuance of ordinary shares are deducted against share capital.
The Company’s own ordinary shares, which are reacquired by the Company and held as treasury shares, are
recognised at cost and deducted from equity. No gain or loss is recognised in the income statement on the purchase,
sale, reissuance or cancellation of treasury shares. Any difference between the carrying amount of treasury shares
and the consideration received, if reissued, is recognised directly in equity (“General Reserves”) as gain or loss on
reissuance of treasury shares.
2.31 Contingencies
A contingent liability is:
(a) A possible obligation that arises from past events and whose existence will be confirmed only by the
occurrence or non-occurrence of one or more uncertain future events not wholly within the control of the
Group; or
(b) A present obligation that arises from past events but is not recognised because:
(i) It is not probable that an outflow of resources embodying economic benefits will be required to settle
the obligation; or
(ii) The amount of the obligation cannot be measured with sufficient reliability.
A contingent asset is a possible asset that arises from past events and whose existence will be confirmed only by
occurrence or non-occurrence of one or more uncertain future events not wholly within the control of the Group.
Contingent liabilities and assets are not recognised on the balance sheet of the Group, except for contingent
liabilities assumed in a business combination that are present obligations and which the fair values can be reliably
determined.
2.32 Government grants

Government grants are recognised at their fair value where there is reasonable assurance that the grant will be
received and all attaching conditions will be complied with. Where the grant relates to an asset, the fair value
is recognised as deferred capital grant on the balance sheet and is amortised to the income statement over the
expected useful life of the relevant asset by equal annual instalments. Where the grant relates to an expense item, it
is recognised in the income statement over the period necessary to match them on a systematic basis to the costs
it is intended to compensate. Grants related to income are presented as a credit under other operating income.


2.33 Related parties
A related party is defined as follows:
(a) A person or a close member of that person’s family is related to the Group and Company if that person:
(i) Has control or joint control over the Company;
(ii) Has significant influence over the Company; or
(iii) Is a member of the key management personnel of the Group or Company or of a parent of the
Company.
(b) An entity is related to the Group and the Company if any of the following conditions applies:
(i) The entity and the Company are members of the same group (which means that each parent,
subsidiary and fellow subsidiary is related to the others);
(ii) One entity is an associate or joint venture of the other entity (or an associate or joint venture of a
member of a group of which the other entity is a member);
(iii) Both entities are joint ventures of the same third party;
(iv) One entity is a joint venture of a third entity and the other entity is an associate of the third entity;
(v) The entity is a post-employment benefit plan for the benefit of employees of either the Company or
an entity related to the Company. If the Company is itself such a plan, the sponsoring employers are
also related to the Company;
(vi) The entity is controlled or jointly controlled by a person identified in (a); or
(vii) A person identified in (a) (i) has significant influence over the entity or is a member of the key
management personnel of the entity (or of a parent of the entity).
2.34 Non-current assets held for sale and discontinued operations

Non-current assets and disposal groups classified as held for sale are measured at the lower of their carrying
amount and fair value less costs to sell. Non-current assets and disposal groups are classified as held for sale if their
carrying amounts will be recovered principally through a sale transaction rather than through continuing use. A
component of the Group is classified as a ‘discontinued operation’ when the criteria to be classified as held for sale
have been met or it has been disposed of and such a component represents a separate major line of business or
geographical area of operations or is part of a single coordinated plan to dispose of a separate major line of business
or geographical area of operations.
Property, plant and equipment and intangible assets once classified as held for sale are not depreciated or amortised.
3. SIGNIFICANT ACCOUNTING JUDGEMENT AND ESTIMATES

The preparation of the Group’s financial statements requires management to make judgements, estimates and
assumptions that affect the reported amounts of revenues, expenses, assets and liabilities, and the disclosure of
contingent liabilities at the reporting date. However, uncertainty about these assumptions and estimates could
result in outcomes that could require a material adjustment to the carrying amount of the asset or liability affected
in the future.
Key sources of estimation uncertainty

The key assumptions concerning the future and other key sources of estimation uncertainty at the balance sheet
date, that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities
within the next financial year are disclosed below.
(a) Impairment of goodwill and brands

The Group determines whether goodwill and brands are impaired on an annual basis. This requires an
estimation of the value in use of the cash-generating unit (or group of cash-generating units) to which the
goodwill and brands are allocated. Estimating the value in use requires the Group to make an estimate of
the expected future cash flows from the cash-generating unit (or group of cash-generating units) and also
to choose a suitable discount rate in order to calculate the present value of those cash flows. The carrying
amount of the Group’s goodwill and brands as at 31 December 2019 were approximately US$3,950,261,000
(2018: US$3,359,099,000) and US$1,407,037,000 (2018: US$1,113,154,000) respectively.
3. SIGNIFICANT ACCOUNTING JUDGEMENT AND ESTIMATES (CONTINUED)
Key sources of estimation uncertainty (continued)
(b) Depreciation of plant and equipment and bearer plants
The cost of plant and equipment and bearer plants are depreciated on a straight line basis over their
estimated useful lives. Management estimates the useful lives of these plant and equipment and bearer
plants to be within 2 to 40 years. These are common life expectancies applied in the industry. Changes in
the expected level of the usage and technological developments could impact the economic useful lives
and the residual values of these assets, therefore, future depreciation charges could be revised. The carrying
amounts of the Group’s plant and equipment and bearer plants as at 31 December 2019 were approximately
US$4,660,537,000 (2018: US$4,174,082,000) and US$690,640,000 (2018: US$676,570,000), respectively.
(c) Income and deferred taxes

The Group has exposure to income taxes in various jurisdictions. Significant judgement is involved in
determining the Group-wide provision for income taxes. There are certain transactions and computations
for which the ultimate tax determination is uncertain during the ordinary course of business. The Group
recognises liabilities for expected tax issues based on estimates of whether additional taxes will be due.
Where the final tax outcome of these matters is different from the amounts that were initially recognised,
such differences will impact the income tax and deferred tax provisions in the period in which such
determination is made. The carrying amounts of the Group’s income tax payable, deferred tax assets and
deferred tax liabilities as at 31 December 2019 were approximately US$196,301,000 (2018: US$139,746,000),
US$244,040,000 (2018: US$ 330,979,000) and US$288,919,000 (2018: US$339,392,000) respectively.
4. REVENUE
Group
2019 2018
US$'000 US$'000
Sales of agricultural commodities and consumable products 42,150,173 44,116,476
Ship charter income 298,807 275,115
Others 191,539 106,115
42,640,519 44,497,706
5. COST OF SALES
Group
2019 2018
US$'000 US$'000
Restated*
Cost of inventories recognised as expense – physical deliveries 32,892,494 34,804,938
Labour and other overhead expenses 5,459,043 5,643,982
Net gain on fair value of derivative financial instruments (197,094) (341,653)
38,154,443 40,107,267
* Prior year’s figures were restated subsequent to the finalisation of purchase price allocation exercise for the acquisition of Shree Renuka Sugars
Limited (“SRSL”) and its subsidiaries

6. FINANCE INCOME
Group
2019 2018
US$'000 US$'000
Finance income:
– From associates 10,390 8,386
– From bank balances 27,897 14,375
– From fixed deposits 104,022 79,287
– From joint ventures 4,191 12,338
– From other deposits with financial institutions 315,191 330,884
– From other sources 8,161 15,766
– From related parties 988 896
– Late interest charges pertaining to trade receivables 4,980 5,406
475,820 467,338
7. OTHER OPERATING INCOME

OTHER OPERATING EXPENSES
The following items have been included in arriving at other operating income/(expenses):
Group
2019 2018
US$'000 US$'000
Amortisation of intangible assets (2,635) (1,378)
Bad debts recovered 18 2,771
Bad debts written off (non-trade) (278) (587)
Compensation/penalty (expenses)/income (147) 11,037
Energy/power/steam income 57,404 51,776
Fair value gain arising from changes of interest in joint ventures
resulting in change of control 66 1,144
Fair value gain arising from changes of interest in associates
resulting in change of control 907 125
Fair value gain of derivative financial instruments 7,560 5,862
Foreign exchange loss, excluding net foreign exchange
gain/(loss) on shareholders' loans to subsidiaries (24,176) (28,151)
Gain on disposal of investment in associates 2,232 1,732
Gain/(loss) on disposal/liquidation of subsidiaries 96,302 (633)
Government grants/incentive income 34,690 41,237
Grant of share options to employees (10,535) (10,864)
Income from sales cancellation 1,236 1,182
Inventories written off (1,195) (2,047)
Loss on disposal of property, plant and equipment (11,689) (3,068)
Pre-operating expenses (6,984) (6,403)
Processing fee income/tolling income 480 1,631
Project expenses (976) (5,260)
Rental and storage income 18,108 12,192
Scrap sales 14,567 13,604
Service fees/management fees/commission income 16,701 11,386
Write back of allowance for expected credit losses 996 395
Impairment on property, plant and equipment (1,299) (36,612)
The Group has received government grants of different nature during the reporting periods, among them are grants
in relation to the investment and development of plants and machineries, technical skill transformation and value
added tax/business tax/corporate income tax subsidy for quality enterprise.
Government grants received for which related expenditure has not yet been undertaken are included in deferred
income in the Balance Sheet. There are no unfulfilled conditions or contingencies relating to these grants.
8. FINANCE COSTS
Group
2019 2018
US$'000 US$'000
Interest expense:
– Loans and borrowings 784,417 690,834
– Loans from associates 163 642
– Loans from joint ventures 1,508 859
– Loans from related parties 213 218
– Interest rate swaps 16,350 8,432
– Amortisation of forward elements of forward currency contracts 64,005 99,539
– Interest on lease liabilities 5,544 –
– Others 32,272 23,243
904,472 823,767
Less: Amount capitalised
– Bearer plants (995) (374)
– Property, plant and equipment (11,054) (3,954)
892,423 819,439
9. NON-OPERATING ITEMS
Group
2019 2018
US$'000 US$'000
Net foreign exchange gain/(loss) on shareholders' loans to subsidiaries 1,242 (8,811)
Finance costs on bank borrowings for acquisition of Wilmar
Sugar Australia Limited & its subsidiaries (30,246) (31,774)
Gain on disposal of investment securities at FVPL 2,408 7,180
Investment income from investment securities 45,437 84,404
Net fair value loss on investment securities at FVPL (6,610) (79,038)
Impairment loss on goodwill – (108,208)
Net gain from fair value adjustment of investment properties 2,782 –
15,013 (136,247)
10. PROFIT BEFORE TAX FROM CONTINUING OPERATIONS

The following items have been included in arriving at profit before tax from continuing operations:
Group
2019 2018
US$'000 US$'000
Restated*
Audit fees paid to:
– Auditor of the Company 614 667
– Other auditors 4,798 5,062
Non-audit fees paid to:

– Auditor of the Company 34 33
– Other auditors 1,985 690
Depreciation of property, plant and equipment 815,636 739,928

Depreciation of bearer plants 61,326 56,514
Less: Amount capitalised as part of costs of bearer plants (2,473) (2,165)
Add: Impairment loss 1,299 36,612
Depreciation and impairment loss of property, plant and equipment
and bearer plants – net 875,788 830,889
Employee benefits expense 1,432,886 1,310,184

Operating lease expense – 75,785

11. INCOME TAX EXPENSE

(a) Major components of income tax expense
The major components of income tax expense for the financial years ended 31 December 2019 and 31
December 2018 are:
Group
2019 2018
US$'000 US$'000
Restated*
Consolidated Income Statement
Current income tax – continuing operations
Current year 369,833 272,036
(Over)/under provision in respect of previous years (3,365) 15,009
366,468 287,045
Deferred income tax – continuing operations
Origination and reversal of temporary differences 6,867 66,216
Over provision in respect of previous years (1,802) (3,468)
Income tax expense recognised in the income statement 371,533 349,793
Deferred income tax related to other comprehensive income:

Net tax charges/(credit) in fair value of derivative financial
instruments designated as cash flow hedges and others 18,866 (7,707)
(b) Relationship between tax expense and accounting profit

The reconciliation between tax expense and the product of accounting profit multiplied by the applicable
corporate tax rates for the financial years ended 31 December 2019 and 31 December 2018 are as follows:
Group
2019 2018
US$'000 US$'000
Restated*
Profit before tax from continuing operations 1,698,479 1,612,165
Profit/(loss) before tax from discontinued operations 43,545 (43,367)
Accounting profit before income tax 1,742,024 1,568,798
Tax calculated at tax rate of 17% (2018: 17%) 296,144 266,696

Adjustments:
Effect of different tax rates in other countries 73,877 45,057
Effect of tax incentives (44,287) (76,393)
Income not subject to taxation (13,619) (11,156)
Non-deductible expenses 82,978 73,032
Deferred tax assets not recognised 28,690 89,234
(Over)/under provision in respect of previous years (5,167) 11,541
Share of results of joint ventures and associates (31,209) (41,389)
Utilisation of previously unrecognised tax losses/capital allowances (16,379) (3,514)
Others 505 (3,315)
Income tax expense recognised in the consolidated income statement 371,533 349,793
* Prior year’s figures were restated subsequent to the finalisation of purchase price allocation exercise for the acquisition of Shree Renuka
Sugars Limited (“SRSL”) and its subsidiaries
12. EARNINGS PER SHARE
(a) Basic earnings per share
Basic earnings per share amounts are calculated by dividing net profit for the year attributable to owners
of the Company by the weighted average number of ordinary shares outstanding (exclude treasury shares
outstanding) during the financial year.
Group
2019 2018
Restated*
Profit for the year attributable to owners of the Company (US$'000) 1,293,396 1,124,953
Add back: (Profit)/loss from discontinued operations, net of tax,
attributable to owners of the Company (US$'000) (25,404) 25,300
Profit from continuing operations, net of tax, attributable
to owners of the Company (US$'000) 1,267,992 1,150,253
Weighted average number of ordinary shares ('000) 6,330,102 6,326,387
Basic earnings per share (US cents per share) 20.4 17.8
Basic earnings per share from continuing operations (US cents per share) 20.0 18.2
(b) Diluted earnings per share

Diluted earnings per share amounts are calculated by dividing net profit for the year attributable to owners of
the Company by the weighted average number of ordinary shares outstanding during the financial year plus
the weighted average number of ordinary shares that would be issued on the conversion of all the dilutive
potential ordinary shares into ordinary shares.
Group
2019 2018
Restated*
Profit for the year attributable to owners of the Company (US$'000) 1,293,396 1,124,953
Add back: (Profit)/loss from discontinued operations, net of tax,
attributable to owners of the Company (US$'000) (25,404) 25,300
Profit from continuing operations, net of tax, attributable
to owners of the Company (US$'000) 1,267,992 1,150,253
Weighted average number of ordinary shares ('000) 6,330,102 6,326,387

Effects of dilution
– Grant of equity-settled share options ('000) 9,025 1,172
Weighted average number of ordinary shares for
diluted earnings per share computation ('000) 6,339,127 6,327,559
Diluted earnings per share (US cents per share) 20.4 17.8
Diluted earnings per share from continuing operations (US cents per share) 20.0 18.2
There are no share options (2018: 59,060,000) granted to employees (including directors) under existing
employee share option plans that have not been included in the calculation of diluted earnings per share for
the financial years ended 31 December 2019 and 31 December 2018 because they are anti-dilutive.

13. PROPERTY, PLANT AND EQUIPMENT

INVESTMENT PROPERTIES
RIGHT-OF-USE ASSETS
Property, plant and equipment
Motor
Furniture, vehicles,
fittings trucks
Land and Plant and and office and Construction
land rights Buildings machineries equipment Vessels aircrafts in-progress Total
US$'000 US$'000 US$'000 US$'000 US$'000 US$'000 US$'000 US$'000
Group
Costs
At 1 January 2018 1,216,053 3,265,869 7,237,994 234,068 767,960 328,564 532,589 13,583,097
Finalisation of purchase
price allocation* 12,792 6,999 16,565 – – – – 36,356
Acquisition of
subsidiaries 45,900 128,741 477,714 2,116 – 1,695 14,752 670,918
Disposal of
subsidiaries (6,341) (17,657) (38,624) (648) (13,616) (3,558) (1,486) (81,930)
Additions 62,870 26,241 39,962 17,525 94,773 21,140 903,584 1,166,095
Disposals (1,554) (8,588) (77,261) (7,859) (45,687) (7,818) (554) (149,321)
Transfers 19,958 84,411 349,612 11,188 29,493 2,212 (496,874) –
Transfer to investment
properties – (21,088) – – – – – (21,088)
Reclassifications – (980) 1,789 102 – 320 (1,231) –
Currency translation
differences (46,423) (136,945) (410,249) (11,788) (2) (10,210) (48,700) (664,317)
At 31 December 2018,
as restated and
1 January 2019 1,303,255 3,327,003 7,597,502 244,704 832,921 332,345 902,080 14,539,810
Adjustment for
adoption of SFRS(I) 16 (1,123,899) – – – – – – (1,123,899)
At 1 January 2019,
as restated 179,356 3,327,003 7,597,502 244,704 832,921 332,345 902,080 13,415,911
Acquisition of
subsidiaries 83 298,962 528,128 1,893 – 1,168 41,962 872,196
Disposal of
subsidiaries – (3,576) (5,655) (391) – (29) – (9,651)
Additions 88 19,057 69,317 19,052 59,013 20,308 1,366,559 1,553,394
Disposals – (8,758) (57,132) (7,217) (27,804) (58,772) (421) (160,104)
Transfers 200 328,811 588,945 15,056 17,318 3,623 (953,953) –
Transfer to investment
properties – (9,606) – – – – – (9,606)
Reclassifications (42,002) 161,977 (165,405) 38,424 – 2,079 4,927 –
differences (1,923) (30,707) (61,720) (3,291) – (5,566) (8,961) (112,168)
At 31 December 2019 135,802 4,083,163 8,493,980 308,230 881,448 295,156 1,352,193 15,549,972
Limited ("SRSL") and its subsidiaries
RIGHT-OF-USE ASSETS (CONTINUED)
Property, plant and equipment (continued)
Motor
Furniture, vehicles,
fittings trucks
Land and Plant and and office and Construction
land rights Buildings machineries equipment Vessels aircrafts in-progress Total
US$'000 US$'000 US$'000 US$'000 US$'000 US$'000 US$'000 US$'000
Group
Accumulated depreciation and impairment loss
At 1 January 2018 171,235 931,068 3,215,506 177,598 164,756 167,008 – 4,827,171
Finalisation of purchase
price allocation* – 175 734 – – – – 909
Disposal of
subsidiaries (526) (5,124) (21,341) (428) (532) (2,426) – (30,377)
Depreciation charge
for the year 23,541 144,251 473,707 24,867 48,588 24,065 – 739,019
Disposals (15) (2,994) (48,170) (7,400) (16,716) (7,180) – (82,475)
Impairment loss 1,284 2,299 28,080 – – 4,949 – 36,612
Transfer to
investment properties – (6,658) – – – – – (6,658)
Reclassifications – 5,460 (5,385) (125) – 50 – –
differences (7,274) (45,222) (219,711) (9,469) (1) (7,863) – (289,540)
At 31 December 2018,
as restated and
1 January 2019 188,245 1,023,255 3,423,420 185,043 196,095 178,603 – 5,194,661
Adjustment for
adoption of SFRS(I) 16 (188,245) – – – – – – (188,245)
At 1 January 2019,
as restated – 1,023,255 3,423,420 185,043 196,095 178,603 – 5,006,416
Disposal of
subsidiaries – (1,151) (3,535) (346) – (29) – (5,061)
Depreciation charge
for the year – 141,945 496,145 27,252 62,591 22,148 – 750,081
Disposals – (4,250) (39,100) (7,151) (16,084) (31,951) – (98,536)
Impairment loss – (75) 1,374 – – – – 1,299
Transfer to
investment properties – (722) – – – – – (722)
Reclassifications – (4,718) (21,303) 25,385 2 634 – –
differences – (8,957) (23,558) (2,882) – (4,087) – (39,484)
At 31 December 2019 – 1,145,327 3,833,443 227,301 242,604 165,318 – 5,613,993
Net carrying amount

At 31 December 2018 1,115,010 2,303,748 4,174,082 59,661 636,826 153,742 902,080 9,345,149
At 31 December 2019 135,802 2,937,836 4,660,537 80,929 638,844 129,838 1,352,193 9,935,979


Property, plant and equipment (continued)
Furniture,
fittings
and office Motor Construction
equipment vehicles in-progress Total
US$'000 US$'000 US$'000 US$'000
Company
Costs
At 1 January 2018 7,331 658 – 7,989
Additions 2,353 – 39,600 41,953
Disposals (42) – – (42)
At 31 December 2018 and 1 January 2019 9,642 658 39,600 49,900
Additions 2,122 203 19,633 21,958
Disposals (1,245) (183) – (1,428)
At 31 December 2019 10,519 678 59,233 70,430
Accumulated depreciation
At 1 January 2018 4,560 166 – 4,726
Depreciation charge for the year 1,606 66 – 1,672
Disposals (41) – – (41)
At 31 December 2018 and 1 January 2019 6,125 232 – 6,357
Depreciation charge for the year 1,783 67 – 1,850
Disposals (1,236) (140) – (1,376)
At 31 December 2019 6,672 159 – 6,831
Net carrying amount

At 31 December 2018 3,517 426 39,600 43,543
At 31 December 2019 3,847 519 59,233 63,599
Capitalisation of borrowing costs

The Group’s property, plant and equipment include borrowing costs arising from bank term loans borrowed
specifically for the purpose of the construction of plants. During the financial year, the borrowing costs capitalised
as cost of plant and machineries amounted to approximately US$11,054,000 (2018: US$3,954,000).
Assets pledged as security

Certain property, plant and equipment of the Group amounting to approximately US$382,723,000 (2018:
US$351,336,000) are pledged as security for bank borrowings.
Investment properties
Group
2019 2018
US$'000 US$'000
Balance sheet
At 1 January 21,782 –
Transfer from property, plant and equipment 8,884 14,430
Net gain from fair value adjustment recognised in
asset revaluation reserve – 7,352
Net gain from fair value adjustment recognised in profit or loss 2,782 –
Currency translation differences (267) –
At 31 December 33,181 21,782
Income statement
Rental income from investment properties
– Minimum lease payments 1,155 –
1,155 –
Direct operating expenses arising from:

– Rental generating properties 174 –
– Non-rental generating properties 55 –
229 –
The Group has no restrictions on the realisability of its investment properties and no contractual obligations to
purchase, construct or develop investment property or for repairs, maintenance or enhancements.
Valuation of investment properties

Investment properties are stated at fair value, which has been determined based on valuations performed as at
31 December 2019. The valuations were performed by Beijing Zhuoxin Dahua Appraisal Co., Ltd., an independent
valuer with a recognised and relevant professional qualification and with recent experience in the location and
category of the properties being valued.
The investment properties held by the Group as at 31 December 2019 are as follows:
Description and location Existing use Tenure Unexpired lease term

8/25/26/33 Hua Neng Union Tower, Shanghai, China Office Leasehold 24 years
Floor 1-3, C 118 Gaodong Road, Shanghai, China Industrial Plant Leasehold 34 years
8 Yihai Avenue, Zhangpu Town, Kunshan, Jiangsu, China Industrial Plant Leasehold 40 years


Right-of-use assets
Furniture, Motor
fittings vehicles,
Land and Plant and and office trucks and
land rights Buildings machineries equipment Vessels aircrafts Total
US$'000 US$'000 US$'000 US$'000 US$'000 US$'000 US$'000
Group
Costs
At 31 December 2018
and 1 January 2019 – – – – – – –
Adjustment for
adoption of SFRS(I) 16 964,024 29,445 20,695 13,242 51,928 6,027 1,085,361
At 1 January 2019,
as restated 946,024 29,445 20,695 13,242 51,928 6,027 1,085,361
Acquisition of
subsidiaries 43,678 53,349 5 373 – 2,310 99,715
Disposal of
subsidiaries (476) – – – – – (476)
Additions 149,835 21,133 493 4,547 16,633 5,894 198,535
Disposals (3,916) – – – (66) – (3,982)
differences (5,719) 197 (366) (107) – 82 (5,913)
At 31 December 2019 1,147,426 104,124 20,827 18,055 68,495 14,313 1,373,240
At 31 December 2018
and 1 January 2019 – – – – – – –
Disposal of
subsidiaries (97) – – – – – (97)
Depreciation charge
for the year 35,069 12,551 1,477 1,156 11,967 3,335 65,555
Disposals (1,483) – – – (66) – (1,549)
differences (172) 472 (56) 19 – 49 312
At 31 December 2019 33,317 13,023 1,421 1,175 11,901 3,384 64,221
Net carrying amount

At 31 December 2018 – – – – – – –
At 31 December 2019 1,114,109 91,101 19,406 16,880 56,594 10,929 1,309,019
14. BEARER PLANTS
BIOLOGICAL ASSETS
Group
2019 2018
Bearer plants US$'000 US$'000
Group
Costs
At 1 January 1,156,989 1,182,827
Additions 70,132 64,771
Disposals (290) (10,538)
Disposal of a subsidiary – (48,490)
Capitalisation of interest 995 374
Capitalisation of depreciation 2,473 2,165
Capitalisation of employee benefits 1,283 1,330
Written off (19,967) (24,852)
Currency translation differences 5,391 (10,598)
At 31 December 1,217,006 1,156,989
At 1 January 480,419 460,630
Depreciation charge for the year 61,326 56,514
Disposals (70) (3,359)
Written off (17,222) (22,580)
Currency translation differences 1,913 (809)
At 31 December 526,366 480,419
Net carrying amount

At 31 December 690,640 676,570
Group
2019 2018
Biological assets US$'000 US$'000
At 1 January 20,631 39,363
Fair value gain/(loss) of biological assets 18,126 (16,322)
Currency translation differences (116) (78)
At 31 December 38,641 20,631
(a) Analysis of oil palm production

During the financial year, the Group harvested approximately 3,915,000 metric tonnes (2018: 4,190,000 metric
tonnes) of FFB, which had a fair value less estimated point-of-sale costs of approximately US$382,531,000
(2018: US$447,468,000). The fair value of FFB was determined with reference to their monthly average
market prices during the year.

14. BEARER PLANTS

BIOLOGICAL ASSETS (CONTINUED)
(b) Analysis of bearer plants
At the end of the financial year, the Group’s total planted area and related value of mature and immature
plantations are as follows:–
Group
Area 2019 2018
Hectares Hectares
Planted area:
– Mature 199,980 (1) 196,756 (1)
– Immature 38,228 38,916
238,208 235,672
Group
Value 2019 2018
US$'000 US$'000
Planted area:
– Mature 541,789 (1) 539,582 (1)
– Immature 148,851 136,988
690,640 676,570
(1) Mature planted areas include sugar cane plantations.
(c) The interest capitalised is actual interest incurred on the bank borrowings to finance the development of oil
palm plantations.
(d) The fair value of biological assets has been determined based on the market price and the estimated yield of
FFB, net of maintenance and harvesting costs, overhead costs and estimated cost to sell. The estimated yield
is dependent on the age of the oil palm trees, the location of the plantations, soil type and infrastructure.
The market price of the FFB is largely dependent on the prevailing market prices of crude palm oil and palm
kernel. Point-of-sale costs include all costs that would be necessary to sell the assets.
The following table shows the key unobservable inputs used in the valuation models:
Inter-relationship between key unobservable inputs

Key unobservable inputs and fair value measurement
FFB average selling price of US$83 to US$134 The estimated fair value increases as the estimated selling
(2018: US$73 to US$98) per metric tonne price of FFB increases.
Average yield (annual) is 20.1 (2018: 21.6) metric The estimated fair value increases as the estimated
tonne per hectare average yield increases.
15. INTANGIBLE ASSETS
Trademarks
& licenses
Goodwill and others Brands Total
US$'000 US$'000 US$'000 US$'000
Group
Cost
At 1 January 2018 3,277,193 13,986 1,098,767 4,389,946
Additions – 15 – 15
Acquisition of subsidiaries 238,140 4,491 – 242,631
Finalisation of purchase price allocation* (27,934) – 15,298 (12,636)
Disposal of subsidiaries (1,876) (2,963) – (4,839)
Disposals – (57) – (57)
Currency translation differences (19,675) (450) (911) (21,036)
At 31 December 2018, as restated and
1 January 2019 3,465,848 15,022 1,113,154 4,594,024
Additions – 3,312 – 3,312
Acquisition of subsidiaries 598,061 15,921 293,955 907,937
Disposal of subsidiaries (6,609) – – (6,609)
Currency translation differences (1,153) 334 (72) (891)
At 31 December 2019 4,056,147 34,589 1,407,037 5,497,773
Accumulated amortisation
At 1 January 2018 – 5,036 – 5,036
Amortisation during the year – 1,378 – 1,378
Impairment charge 108,208 – – 108,208
Disposal of subsidiaries – (1,398) – (1,398)
Currency translation differences (1,459) (190) – (1,649)
At 31 December 2018 and
1 January 2019 106,749 4,826 – 111,575
Amortisation during the year – 2,635 – 2,635
Currency translation differences (863) 21 – (842)
At 31 December 2019 105,886 7,482 – 113,368
Net carrying amount

At 31 December 2018 3,359,099 10,196 1,113,154 4,482,449
At 31 December 2019 3,950,261 27,107 1,407,037 5,384,405
Amortisation expense
The amortisation of trademarks & licenses and others is included in other operating expenses in the consolidated
income statement.
Brands
Brands includes ‘Arawana’ and ‘CSR’ brand names that were acquired in 2007 and 2010 respectively. During the year,
upon finalisation on the purchase price allocation exercise for the acquisition of Shree Renuka Sugars Limited and
its subsidiaries, US$15,298,000 was allocated to the “Madhur” brand. In addition, the Group also acquired various
brands in December 2019 upon the acquisition of Wilmar GF Singapore Holdings Pte. Ltd. (formerly known as FPW
Singapore Holdings Pte. Ltd.) and its subsidiaries. As explained in Note 2.14(b)(i), the useful lives of the brands are
estimated to be indefinite.

15. INTANGIBLE ASSETS (CONTINUED)

Impairment testing of goodwill and brands
Goodwill arising from business combinations and brands have been allocated to individual cash-generating units
(“CGU”) which are also the reportable operating segments for impairment testing.
The carrying amounts of goodwill and brands allocated to each CGU are as follows:
Oilseeds and
Tropical Oils Grains Sugar Others Total
US$'000 US$'000 US$'000 US$'000 US$'000
2019
Goodwill 2,228,628 1,355,834 349,109 16,690 3,950,261
Brands – 1,383,201 23,836 – 1,407,037
2018, as restated*
Goodwill 2,219,119 771,851 350,678 17,451 3,359,099
Brands – 1,089,247 23,907 – 1,113,154
The recoverable amounts of the CGUs have been determined based on value in use calculations using cash flow
projections from financial budgets approved by management covering a five or ten years period for tropical oils,
oilseeds and grains and sugar segments. The pre-tax discount rate applied to the cash flow projections and the
forecasted growth rates used to extrapolate cash flow projections beyond the five-year or ten-year period are as
follows:–
Tropical Oils Oilseeds and Grains Sugar

% % % % % %
2019 2018 2019 2018 2019 2018
Terminal growth rates 2.0 – 3.0 2.0 – 3.0 3.0 3.0 1.0 – 2.0 2.0
Pre-tax discount rates 12.0 12.0 – 14.0 12.0 – 14.0 12.0 – 14.0 9.5 – 12.0 11.0 – 12.0
These assumptions were used for the analysis of each CGU within the business segment. Management determined
budgeted profit margin based on past performance and its expectations of the market development. The discount
rates used were pre-tax and reflected specific risks relating to the relevant segments. The forecasted growth rates
were based on published industry research and did not exceed the long term average growth rate for the industries
relevant to the CGU.
16. INVESTMENT IN SUBSIDIARIES
Company
2019 2018
US$'000 US$'000
Unquoted equity shares, at cost 10,033,212 9,093,313
Details of the list of significant subsidiaries are included in Note 39.
Acquisition of subsidiaries
The Group acquired the following subsidiaries during the financial year:
Equity interest
acquired Consideration Month of
Name of subsidiaries acquired % US$'000 acquisition
Kuching Palm Oils Industries Sdn Bhd
(formerly known as Assar Refinery Services Sdn. Bhd.) 51 –* Jan 2019
Wilmar Greenfarm Food Industries Sdn. Bhd.
(formerly known as Greenfarm Food Industries Sdn Bhd) 70+ 6,884 Jan 2019
Inner Mongolia Hol-Wilmar Agriculture Co., Ltd 11 7,455 Feb 2019
Origin of Tea (Shanghai) Co., Ltd 100 –* Feb 2019
Yihai Kerry Foodstuffs (Kunshan) Co., Ltd
(formerly known as CJ-Yihai (Kunshan) Foodstuffs Co., Ltd) 50 6,105 Apr 2019
Shanxi Liangfen Arawana Vinegar Co., Ltd
(formerly known as Shanxi Liangfen Vinegar Co., Ltd) 39 15,391 Sep 2019
Wilmar Alcohol Industries (Lianyungang) Co., Ltd
(formerly known as Sasol Wilmar Alcohol
Industries (Lianyungang) Co., Ltd) 50 16,960 Dec 2019
Wilmar GF Singapore Holdings Pte. Ltd.
(formerly known as FPW Singapore Holdings Pte. Ltd.)^ 50 180,000 Dec 2019
232,795
+ Rounded to the nearest whole % as indicated.

* The consideration is less than US$1,000.
^ In accordance with SFRS(I) 3, the management is required to identify the fair value of the identifiable assets, liabilities and contingent liabilities
at the date of acquisition. The final allocation of the purchase price to the identifiable assets, liabilities and contingent liabilities assumed in the
business combination is currently being determined and has not been completed as at 31 December 2019.

16. INVESTMENT IN SUBSIDIARIES (CONTINUED)

Acquisition of subsidiaries (continued)
The fair values of the identifiable assets and liabilities of the subsidiaries acquired and the effect thereof as at the
date of above acquisition were as follows:
Fair value recognised
on acquisition
US$'000
Property, plant and equipment 971,911
Intangible assets 309,876
Investment in associates 8,549
Inventories 276,997
Trade receivables and other assets 301,794
Cash and cash equivalents 139,067
2,008,194
Trade and other payables (including provision for employee gratuity) 1,284,849
Loans and borrowings 756,646
Deferred tax liabilities 19,945
2,061,440
Net identifiable liabilities (53,246)

Less: Non-controlling interests measured at the non-controlling
interest's proportionate share of net identifiable assets (68,065)
Identifiable net liabilities acquired (121,311)
Less: Transfer from investment in joint ventures (200,729)
Less: Transfer from investment in associates (42,253)
(364,293)
Positive goodwill arising from acquisition recognised as part
of intangible assets 598,061
Fair value gain arising from changes of interest in a joint venture
resulting in change of control (66)
Fair value gain arising from changes of interest in an associate
resulting in change of control (907)
Total consideration for acquisition 232,795
Total cost of business combination

The total cost of the business combination is as follows:
Cashflow on
acquisition
US$'000
Consideration for acquisition 232,795
Less: Advance for acquisition (6,733)
Consideration for acquisition – cash paid 226,062
The effects of acquisition on cash flow are as follows:

Consideration settled in cash 226,062
Less: Cash and cash equivalents of subsidiaries acquired (139,067)
Net cash outflow on acquisition 86,995
Impact of acquisitions on consolidated income statement
From the respective dates of acquisition, the acquirees have contributed additional revenue and net profit of
approximately US$596,586,000 and US$1,733,000 respectively for the financial year ended 31 December 2019.
If the combinations had taken place at the beginning of the financial year, the Group’s revenue would have been
approximately US$44,422,809,000 and net profit would have been approximately US$1,263,042,000.
Acquisition of non-controlling interests

During the year, the Group acquired additional interests in the following subsidiaries from the existing non-
controlling shareholders:
Proportion
of
ownership
interest Premium
after arising
Additional additional Consideration / Book from
interest acquisition (Proceeds) value acquisition Month of
Acquirer Acquiree % % US$'000 US$'000 US$'000 acquisition
Wilmar Africa Equatorial Africa 18 + 100 19,228 16,193 3,035 Jan 2019
Resources Pte. Ltd. Pte. Ltd.
(formerly (formerly known
known as Wilmar as Equatorial
Resources Pte. Ltd.) Trading Limited)
Wilmar Africa Skye Africa 10 60 51 (769) 820 Feb 2019
Resources Pte. Ltd. Investments
(formerly Pte. Ltd.
known as Wilmar
Resources Pte. Ltd.)
Yihai Kerry Arawana Wilmar Oleo 1 80 825 676 149 Jul 2019
Holdings Co., Ltd (Lianyungang)
(formerly known Co., Ltd
as Yihai Kerry
Arawana Oils, Grains
& Food Co., Ltd)
Yihai Kerry Arawana Yihai (Lianyungang) 1 80 1,163 710 453 Jul 2019
Holdings Co., Ltd Oils & Grains
(formerly known Industries
as Yihai Kerry Co., Ltd
& Food Co., Ltd)
Yihai Kerry Arawana Yihai (Yantai) 1+ 80 535 379 156 Jul 2019
& Food Co., Ltd)
Yihai Kerry Arawana Yihai (Zhoukou) 5 94 3,083 1,333 1,750 Jul 2019
& Food Co., Ltd)


Acquisition of non-controlling interests (continued)
Proportion
of
ownership
interest Premium
after arising
Additional additional Consideration / Book from
interest acquisition (Proceeds) value acquisition Month of
Acquirer Acquiree % % US$'000 US$'000 US$'000 acquisition
Yihai Kerry Arawana Wilmar Yuanda 20 100 404 377 27 Aug 2019
Holdings Co., Ltd BioTech
(formerly known (Lianyungang)
& Food Co., Ltd)
PT Sentratama Niaga PT Pratama 44 95 (2,827) (2,772) (55) Sep 2019
Indonesia Prosentindo
PT Sentratama Niaga PT Putra 44 95 (5,302) (5,047) (255) Sep 2019
Indonesia Indotropical
Yihai Kerry Arawana Yihai Kerry (Fuyu) 1 100 –* (10) 10 Oct 2019
Holdings Co., Ltd Energy Co., Ltd
(formerly known
as Yihai Kerry
& Food Co., Ltd)
PT Sentratama Niaga PT Bumipratama 51 + 95 (7,204) (6,570) (634) Dec 2019
Indonesia Khatulistiwa
Yihai Kerry Arawana Jiangxi Yichun 20 100 6,610 6,194 416 Dec 2019
Holdings Co., Ltd Yuanda
(formerly known Chemical
& Food Co., Ltd)

* The consideration is less than US$1,000.
Disposal of interests in subsidiaries without loss of control

During the year, the Group disposed the interests in the following subsidiaries without loss of control:
Increase
Proportion in equity
of attributable
ownership to the
Disposal interest owners of
of after Book the
Immediate Name of interest disposal Proceeds value Company Month of
holding company subsidiary % % US$'000 US$'000 US$'000 disposal
Wilmar International Wilmar Riceland Trading 40 60 –* –* – Mar 2019
Limited Pte. Ltd. (formerly known
as Wilmar-Agro Holdings
Pte. Ltd.)
Yihai Kerry Arawana Wilmar (Panjin) Vanilin 7 44 –* (3) 3 Dec 2019

Holdings Co., Ltd Co., Ltd
(formerly known
as Yihai Kerry
& Food Co., Ltd)
* The consideration and book value are less than US$1,000.
Disposal of subsidiaries
During the year, the interests in the following subsidiaries were disposed:
Equity interest
disposed Proceeds Month of
Name of subsidiaries disposed % US$'000 disposal
Beijing Jiahemei International Trading Co., Ltd 100 –* Mar 2019
Wilmar Spring Fruit Nutrition Products (Jiangsu) Co., Ltd 95 490 Jun 2019
Shree Renuka Global Ventures Ltd 83 + 21 Sep 2019
Ersun Kimya Sanayi Dis Ticaret Limited Sirketi 100 –* Dec 2019

* The proceeds is less than US$1,000.
The carrying amounts of assets and liabilities of the subsidiaries disposed and the effect thereof as at date of
disposal were as follows:
Cashflow on
disposal
US$'000
Property, plant and equipment 4,969
Intangible assets 6,609
Trade receivables and other assets 4,712
Inventories 113
Cash and cash equivalents 89
16,492
Trade and other payables (including provision for employee gratuity) 10,230
10,230
Net carrying amounts of assets disposed 6,262

Less: Non-controlling interest (233)
Net assets disposed 6,029
Net assets disposed 6,029

Add: Foreign currency translation reserve realised upon disposal of subsidiaries 50
Loss on disposal* (5,589)
Sales proceeds, net 490
Less: Cash and cash equivalents of subsidiaries disposed (89)
Net cash inflow on disposal of subsidiaries 401
* Exclude gain on disposal from discontinued operations of US$101,891,000.
Discontinued operations and disposal group classified as held for sale

In June 2018, the Group obtained control of Shree Renuka Sugars Limited (“SRSL”), including its Brazilian operations, as
part of an Open Offer for all the shares of SRSL, a listed Indian company. The management of SRSL did not intend to
continue the Brazilian operations and had planned for their disposal. Consequently, the Brazilian operations, held via
subsidiaries in Brazil had been classified as discontinued operations and disposal group held for sale since June 2018.
From the perspective of the Group, the subsidiaries in Brazil were acquired exclusively with a view to sale and as
such, the assets and liabilities of the subsidiaries in Brazil had been presented in the balance sheet as “Assets of
disposal group classified as held for sale” and “Liabilities directly associated with disposal group classified as held
for sale”. The results of the subsidiaries in Brazil, which were consolidated in the Group’s financial statements were
presented separately in the income statement as “Loss from discontinued operations, net of tax”.


Discontinued operations and disposal group classified as held for sale (continued)
During the year and before the disposal of its subsidiaries in Brazil, the Group recorded a loss of US$58,346,000, net
of tax, from its discontinued operations. In September 2019, SRSL disposed 82.9% of its interest in the subsidiaries
in Brazil to a third party for a cash consideration of US$21,000. Following the disposal, the Group’s effective interest
in the subsidiaries in Brazil has been reduced to 9.98%. A gain of US$101,891,000 was recorded from the disposal
and recorded under “Profit/(loss) from discontinued operations, net of tax” in the income statement.
17. INVESTMENT IN JOINT VENTURES

INVESTMENT IN ASSOCIATES
The Group’s investment in joint ventures are summarised below:
Group Company
2019 2018 2019 2018
US$'000 US$'000 US$'000 US$'000
Adani Wilmar Limited 176,467 149,836 – –
Other joint ventures 375,534 942,371 21,508 124,230
Investment in joint ventures 552,001 1,092,207 21,508 124,230
Details of the list of significant joint ventures are included in Note 40.
The summarised financial information of material joint venture is as follows:

Adani Wilmar Limited
2019 2018
US$'000 US$'000
Assets and liabilities:
Current assets 1,022,918 1,100,428
Non-current assets 588,966 506,264
Total assets 1,611,884 1,606,692
Current liabilities 1,065,482 1,243,543

Non-current liabilities 225,631 96,989
Total liabilities 1,291,113 1,340,532
Shareholders' equity 319,078 265,816

Proportion of the Group's ownership interest 50% 50%
Group's share 159,539 132,908
Goodwill on acquisition 16,928 16,928
Carrying amount of the investment 176,467 149,836
Revenue 3,151,039 3,002,975

Profit for the year 64,971 37,416
Other comprehensive income (95) (29)
Total comprehensive income 64,876 37,387
Cash and cash equivalents 9,440 5,175

Current financial liabilities (excluding trade and other payables and provisions) 211,387 63,799
Non-current financial liabilities (excluding other payables and provisions) 179,684 57,920
Depreciation and amortisation 25,024 18,040
Finance income 9,703 10,860
Finance expense 52,762 47,222
Income tax expense 20,253 21,158
INVESTMENT IN ASSOCIATES (CONTINUED)
The activities of Adani Wilmar Limited is strategic to the Group’s activities. No dividends were received during the
financial year ended 31 December 2019 (2018: Nil).
Aggregate information about the Group’s shares in joint ventures that are not individually material are as follows:
Group
2019 2018
US$'000 US$'000
Share of the joint ventures’ profit for the year 44,156 48,481
Share of the joint ventures’ total comprehensive income 44,156 48,481
The Group’s investment in associates are summarised below:

Group Company
2019 2018 2019 2018
US$'000 US$'000 US$'000 US$'000
COFCO East Ocean Oils & Grains Industries
(Zhangjiagang) Co., Ltd 563,289 608,422 – –
Cosumar S.A. 328,230 335,985 – –
Other associates 1,659,660 1,678,546 13,677 36,644
Investment in associates 2,551,179 2,622,953 13,677 36,644
Fair value of investment in associates for

which there are published price quotations
(Level 1 in the fair value hierarchy) 823,199 708,626 13,857 13,142
Details of the list of significant associates are included in Note 40.
The summarised financial information of material associates are as follows:

COFCO East Ocean
Oils & Grains Industries
(Zhangjiagang) Co., Ltd Cosumar S.A.
2019 2018 2019 2018
US$'000 US$'000 US$'000 US$'000
Assets and liabilities:
Current assets 557,785 622,220 630,634 603,499
Non-current assets 235,311 233,993 564,380 540,744
Total assets 793,096 856,213 1,195,014 1,144,243
Current liabilities 213,155 173,136 569,920 487,345

Non-current liabilities 1,574 2,034 118,772 125,122
Total liabilities 214,729 175,170 688,692 612,467
Shareholders' equity 564,760 667,335 505,634 531,147

Proportion of the Group's ownership interest 44% 44% 30%+ 30%+
Group's share 248,494 293,627 153,687 161,442
Goodwill on acquisition 314,795 314,795 174,543 174,543
Carrying amount of the investment 563,289 608,422 328,230 335,985
Revenue 2,222,426 2,307,819 834,785 813,352

(Loss)/profit for the year (21,748) 73,979 78,086 100,109
Total comprehensive income (21,748) 73,979 78,086 100,109
+ The effective interest of the Group has been rounded to the nearest whole % as indicated


INVESTMENT IN ASSOCIATES (CONTINUED)
The activities of COFCO East Ocean Oils & Grains Industries (Zhangjiagang) Co., Ltd and Cosumar S.A. are strategic
to the Group’s activities. Dividends of approximately US$34,125,000 (2018: US$53,252,000) and US$29,992,000
(2018: US$20,212,000) were received from COFCO East Ocean Oils & Grains Industries (Zhangjiagang) Co., Ltd and
Cosumar S.A. respectively during the financial year ended 31 December 2019.
Aggregate information about the Group’s shares in associates that are not individually material is as follows:
Group
2019 2018
US$'000 US$'000
Share of the associates’ profit for the year 62,189 180,111
Share of the associates’ total comprehensive income 62,189 180,111
18. INVESTMENT SECURITIES

Group
2019 2018
US$'000 US$'000
At fair value through other comprehensive income
Non-current:
Quoted equity instruments * 256,185 247,577
Unquoted equity instruments 152,522 155,237
Investment funds 157,947 170,374
566,654 573,188
At fair value through profit or loss
Current:
Quoted equity instruments 315,518 326,164
315,518 326,164
* Included in the quoted equity instruments is an investment in shares quoted on National Stock Exchange of Australia. As the sale and purchase
of this investment is restricted, the valuation is determined using discounted cash flow projections.
Investments in equity instruments designated at fair value through other comprehensive income
The fair value of each of the investments in equity instruments designated at fair value through other comprehensive
income at the end of the reporting period is as follows:
Group
2019 2018
US$'000 US$'000
At fair value through other comprehensive income
Preference shares issued by financial institutions in China 210,737 206,863
Perennial Shenton Investors Pte Ltd 95,946 96,010
Primavera Capital (Cayman) Fund I L.P. 81,187 89,951
Others 178,784 180,364
566,654 573,188
The Group has elected to measure these investment securities at FVOCI due to the Group’s intention to hold these
equity instruments for long-term appreciation.
During the year, the group recognised investment income of US$45,437,000 (2018: US$84,404,000) from its
investment securities at FVOCI.
19. DEFERRED TAX
Group
Consolidated Consolidated
balance sheet income statement
2019 2018 2019 2018
US$'000 US$'000 US$'000 US$'000
Deferred tax assets:
Provisions 87,221 86,632 2,012 (22,799)
Unutilised tax losses 125,665 131,550 4,179 (5,150)
Timing differences for tax purposes 146,055 67,473 (78,442) 19,331
Fair value adjustments on derivatives
classified as cash flow hedges 4,463 39,425 – –
Other items 425 5,899 28,601 21,864
363,829 330,979
Less: Deferred tax liabilities:

Timing differences for tax purposes 277,199 193,054 55,854 52,191
Fair value adjustments on acquisition of
subsidiaries 29,107 35,913 (7,217) (3,287)
Fair value adjustments on derivatives
classified as cash flow hedges 9,113 21,672 – –
Fair value adjustments on biological assets 8,192 2,439 4,467 (2,924)
Undistributed earnings 68,963 74,763 (5,800) 1,627
Other items 16,134 11,551 1,411 1,895
408,708 339,392
(44,879) (8,413)
Deferred income tax charge 5,065 62,748
Deferred tax assets and liabilities are offset when there is a legally enforceable right to offset current tax assets
against current tax liabilities and when the deferred taxes relate to the same fiscal authority. The following amounts,
determined after appropriate offsetting, were shown in the statements of financial position:
Group
2019 2018
US$'000 US$'000
Deferred tax assets 244,040 330,979
Deferred tax liabilities (288,919) (339,392)
(44,879) (8,413)
Unrecognised tax losses

At the balance sheet date, the Group has tax losses of approximately US$930,799,000 (2018: US$873,860,000)
that are available for offset against future taxable profits of the companies in which the losses arose, for which no
deferred tax asset is recognised due to the uncertainty of its recoverability. The use of these tax losses is subject to
the agreement of the tax authorities and compliance with certain provisions of the tax legislation of the respective
countries in which the companies operate.
Unrecognised temporary differences relating to investments in subsidiaries

At the balance sheet date, no deferred tax liability (2018: Nil) has been recognised for taxes that would be payable
on the undistributed earnings of certain of the Group’s subsidiaries as the Group has determined that undistributed
earnings of its subsidiaries will not be distributed in the foreseeable future.
Such temporary differences for which no deferred tax liability has been recognised aggregate to approximately
US$5,769,774,000 (2018: US$5,389,574,000). The deferred tax liability is estimated to be approximately
US$440,438,000 (2018: US$400,170,000).

20. DERIVATIVE FINANCIAL INSTRUMENTS

Group
2019 2018
Contract/ Contract/
Notional Notional
amount Assets Liabilities amount Assets Liabilities
US$'000 US$'000 US$'000 US$'000 US$'000 US$'000
Forward currency contracts,
options and cross currency
interest rate swaps 14,905,072 139,720 136,558 15,393,392 280,606 129,039
Futures, options and swap
contracts 8,870,689 172,571 235,098 8,180,777 190,545 181,959
Interest rate swap 4,427,580 1,304 13,805 3,983,525 2,500 2,522
Fair value of firm
commitment contracts 3,520,943 41,971 17,844 3,941,352 58,350 41,010
Total derivative financial
instruments 355,566 403,305 532,001 354,530
Less: Current portion (338,981) (370,753) (524,989) (321,857)
Non-current portion 16,585 32,552 7,012 32,673
The Group classifies derivative financial instruments as financial assets/liabilities at fair value through profit or loss.
The Group does not apply hedge accounting, except for those designated as hedges of commodity products,
Medium Term Notes and foreign exchange risk.
Certain derivative transactions that are not transacted on an exchange are entered into under International Swaps
and Derivatives Association (ISDA) Master Netting Agreements and Long Form Confirmations. In general, the
amounts owed by each counterparty that are due on a single day in respect of all transactions outstanding in
the same currency under the agreement are aggregated into a single net amount being payable by one party to
the other. In certain circumstances, for example when a credit event such as a default occurs, all outstanding
transactions under the agreement are terminated, the termination value is assessed and only a single net amount is
due or payable in settlement of all transactions.
Cash flow hedges

The Group enters into various commodities futures, options, swap and forward currency contracts in order to
hedge the financial risks related to the purchases and sales of commodity products. The Group has applied cash
flow hedge accounting to these derivatives as they are considered to be highly effective hedging instruments. A
net fair value loss of approximately US$50,789,000 (2018: gain of US$22,502,000), with related deferred tax charge
of approximately US$645,000 (2018: tax charge of US$3,132,000), is included in the hedging reserve in respect of
these contracts.
The cash flows arising from these derivatives are expected to occur and enter into the determination of profit or
loss during the next two financial years as follows: (US$50,839,000) and US$50,000 (2018: US$22,452,000 and
US$50,000).
Fair value changes to the forward elements of forward currency contracts not designated as hedging instruments are
accounted for as cost of hedging. A net fair value loss of approximately US$4,174,000 (2018: loss of approximately
US$30,845,000), with related deferred tax credit of approximately US$1,391,000 (2018: tax credit of approximately
US$10,282,000), is included in the cost of hedging reserve in respect of these contracts.
20. DERIVATIVE FINANCIAL INSTRUMENTS (CONTINUED)
Fair value hedges
The Group enters into commodities future contracts to hedge the financial risk related to the carrying value of
commodity products. A net fair value loss of approximately US$6,194,000 (2018: gain of US$6,496,000) is recognised
in the income statement and offset with a similar gain on the inventory.
The Group also enters into cross currency interest rate swaps to hedge the financial risk related to Medium Term
Notes issued by the Company. A net fair value gain of approximately US$36,000 (2018: loss of US$388,000) is
recognised in the income statement and offset with a similar increase in the loans and borrowings.
21. OTHER FINANCIAL RECEIVABLES

OTHER NON-FINANCIAL ASSETS
Group Company
2019 2018 2019 2018
US$'000 US$'000 US$'000 US$'000
Restated*
Non-current:
Other non-trade receivables 22,722 18,888 19 18
Amounts due from subsidiaries – non-trade – – 229,560 316,302
Amounts due from joint ventures – non-trade 21,904 22,654 – –
Amounts due from associates – non-trade 65,100 136,023 55,094 53,479
Amounts due from related parties – non-trade 22,291 20,195 – –
Other financial receivables 132,017 197,760 284,673 369,799
Current:
Deposits 68,681 128,247 290 5
Loans to non-controlling shareholders
of subsidiaries 1,214 53,062 – –
Other non-trade receivables 298,783 306,763 13,915 8,345
Other deposits with financial institutions 6,442,865 6,514,776 – –
Amounts due from subsidiaries – non-trade – – 5,450,276 3,833,511
Amounts due from joint ventures – non-trade 125,246 332,905 1,487 408,353
Amounts due from associates – non-trade 248,788 175,892 10,412 9,392
Amounts due from related parties – non-trade 92,576 7,485 – –
Other financial receivables 7,278,153 7,519,130 5,476,380 4,259,606
Non-current:
Prepayments 42,961 58,969 – –
Plasma investments 15,658 13,512 – –
Other non-financial assets 58,619 72,481 – –
Current:
Prepayments and other non-financial assets 178,612 143,236 7,102 5,543
Biological assets (note 14) 38,641 20,631 – –
Tax recoverables 157,268 211,073 – –
Advances for property, plant and equipment 403,879 277,388 – –
Advances for acquisition of subsidiaries – 6,733 – –
Advances to suppliers 605,000 808,240 – –
Other non-financial assets 1,383,400 1,467,301 7,102 5,543

21. OTHER FINANCIAL RECEIVABLES

OTHER NON-FINANCIAL ASSETS (CONTINUED)
Amounts due from subsidiaries, joint ventures, associates and related parties (non-current)
Other than the non-current non-trade receivables from joint ventures, associates and related parties, which bear
interest rates ranging from 2.5% to 7.7% (2018: 2.5% to 6.6%) per annum, the remaining amounts are interest-free,
unsecured and have no fixed terms of repayment. These balances are not expected to be repaid within the next
twelve months and are expected to be settled in cash.
As at 31 December 2019, the Company has provided impairment for amounts due from subsidiaries amounting to
approximately US$32,526,000 (2018: US$32,526,000).
Amounts due from subsidiaries, joint ventures, associates and related parties (current)
The current non-trade receivables from subsidiaries, joint ventures, associates and related parties are unsecured,
non-interest bearing and repayable on demand except for amounts due from joint ventures and associates of
approximately US$51,219,000 (2018: US$206,498,000) and US$139,469,000 (2018: US$98,486,000) respectively,
which bear interest ranging from 1.5% to 9.5% (2018: 1.5% to 9.0%) per annum. These balances are expected to be
settled in cash.
As at 31 December 2019, the Company has provided impairment for amounts due from subsidiaries amounting to
approximately US$77,439,000 (2018: US$77,439,000).
Loans to non-controlling shareholders of subsidiaries

The current loans to non-controlling shareholders of subsidiaries are non-interest bearing and have no fixed
repayment dates except for loan amounting to US$51,014,000 in December 2018, which beared interest ranging
from 3.5% to 9.7% per annum and are expected to be settled in cash.
Other deposits with financial institutions

Other deposits with financial institutions are deposits placed with banks with high credit ratings and no history of
default. The interest rates range from 3.3% to 4.5% (2018: 3.9% to 5.4%) per annum.
The Group has pledged other deposits with financial institutions amounting to approximately US$2,809,422,000
(2018: US$2,475,509,000) as security for bank borrowings.
22. INVENTORIES
Group
2019 2018
US$'000 US$'000
Balance Sheet
At cost:
Raw materials 2,676,678 2,314,352
Consumables 398,670 405,964
Finished goods 3,220,375 2,507,279
Stock in transit 694,795 390,003
6,990,518 5,617,598
At net realisable value:

Raw materials 430,079 893,919
Consumables 6,043 3,041
Finished goods 534,113 1,396,744
970,235 2,293,704
7,960,753 7,911,302
Income Statement
Inventories recognised as an expense in cost of sales 32,892,494 34,804,938
Inclusive of the following charge:
– (Write back) / Provision for net realisable value (35,849) 83,666
23. TRADE RECEIVABLES
Group
2019 2018
US$'000 US$'000
Trade receivables 2,903,339 2,749,578
Notes receivables 204,085 198,885
Value added tax recoverable 875,987 803,445
Amounts due from joint ventures – trade 206,261 531,735
Amounts due from associates – trade 115,531 102,621
Amounts due from related parties – trade 2,562 2,495
4,307,765 4,388,759
Less: Allowance for expected credit losses (56,176) (39,612)
4,251,589 4,349,147
Trade receivables, including amounts due from joint ventures, associates and related parties, are non-interest
bearing and the average turnover is 34 days (2018: 34 days). They are recognised at their original invoice amounts
which represent their fair values on initial recognition. Notes receivables are non-interest bearing and have a
maturity period ranging from 1 to 180 days for the financial years ended 31 December 2019 and 31 December 2018.
The Group has pledged trade receivables amounting to approximately US$84,978,000 (2018: US$40,754,000) as
security for bank borrowings.
Trade receivables that are impaired

The Group’s trade receivables that are impaired at the balance sheet date and the movement of the allowance for
expected credit losses of trade receivables are as follows:
Movement in allowance account:

Group
2019 2018
US$'000 US$'000
At 1 January (39,612) (18,072)
Additional allowance during the year (26,433) (3,757)
Acquisition of subsidiaries (3,447) (18,929)
Bad debts written off against allowance 13,179 866
Currency translation differences 137 280
At 31 December (56,176) (39,612)
Financial assets carried at amortised cost

Group Company
2019 2018 2019 2018
US$'000 US$'000 US$'000 US$'000
Restated*
Trade receivables 4,251,589 4,349,147 – –
Other financial receivables
– current 7,278,153 7,519,130 5,476,380 4,259,606
Other financial receivables
– non-current 132,017 197,760 284,673 369,799
Total cash and bank balances 4,045,893 3,369,555 344,605 1,848
Total financial assets carried at amortised cost 15,707,652 15,435,592 6,105,658 4,631,253

24. OTHER BANK DEPOSITS

CASH AND BANK BALANCES
Group
2019 2018
US$'000 US$'000
Fixed deposits pledged with financial institutions for bank facilities 957,591 1,264,097
Other deposits with maturity more than 3 months 975,163 454,980
Other bank deposits 1,932,754 1,719,077
Group Company
2019 2018 2019 2018
US$'000 US$'000 US$'000 US$'000
Cash at banks and on hand 1,724,149 1,262,491 344,605 1,848
Short term and other deposits 388,990 387,987 – –
Cash and bank balances 2,113,139 1,650,478 344,605 1,848
Cash at banks earns interest at floating rates based on daily bank deposit rates. Short-term deposits are made for
varying periods of between one day and three months depending on the cash requirements of the Group and the
Company, and earn interests at the respective short-term deposit rates. The weighted average effective interest rate
of the Group is 3.2% (2018: 2.4%) per annum.
Group Company
2019 2018 2019 2018
US$'000 US$'000 US$'000 US$'000
Other bank deposits 1,932,754 1,719,077 – –
Cash and bank balances 2,113,139 1,650,478 344,605 1,848
Total cash and bank balances 4,045,893 3,369,555 344,605 1,848
For the purpose of the consolidated cash flow statement, cash and cash equivalents comprise the following at the
balance sheet date:
Group
2019 2018
US$'000 US$'000
Cash and bank balances 2,113,139 1,650,478
Bank overdrafts (64,261) (54,984)
Cash and cash equivalents 2,048,878 1,595,494
25. TRADE PAYABLES

Group
2019 2018
US$'000 US$'000
Trade payables 1,533,660 1,298,064
Value added tax payable 17,018 33,684
Amounts due to joint ventures – trade 46,630 31,976
Amounts due to associates – trade 41,500 48,474
Amounts due to related parties – trade 51,890 29,531
1,690,698 1,441,729
Trade payables, including amounts due to joint ventures, associates and related parties, are non-interest bearing
and the average turnover is 14 days (2018: 13 days).
25. TRADE PAYABLES (CONTINUED)
Financial liabilities carried at amortised cost
Group Company
2019 2018 2019 2018
US$'000 US$'000 US$'000 US$'000
Restated*
Trade payables 1,690,698 1,441,729 – –
Other financial payables – current 1,858,588 1,509,637 5,613,964 3,492,000
Other financial payables – non-current 258,288 75,851 – –
Loans and borrowings 23,707,435 23,344,599 242,628 316,125
Total financial liabilities carried at amortised cost 27,515,009 26,371,816 5,856,592 3,808,125
26. OTHER FINANCIAL PAYABLES

OTHER NON-FINANCIAL LIABILITIES
Group Company
2019 2018 2019 2018
US$'000 US$'000 US$'000 US$'000
Restated*
Current:
Advances from non-controlling
shareholders of subsidiaries 25,119 19,583 – –
Accrued operating expenses 942,173 906,604 16,562 13,896
Amounts due to subsidiaries – non-trade – – 5,596,444 3,476,533
Amounts due to joint ventures – non-trade 41,221 21,185 – 45
Amounts due to associates – non-trade 19,199 30,842 – –
Amounts due to related parties – non-trade 7,069 130 89 89
Deposits from third parties 258,792 157,483 – –
Payable for property, plant and equipment 156,702 82,298 – –
Other tax payables 11,083 11,274 – –
Lease liabilities 39,296 – – –
Other payables 357,934 280,238 869 1,437
Other financial payables 1,858,588 1,509,637 5,613,964 3,492,000
Non-current:
Advances from non-controlling
shareholders of subsidiaries 66,076 52,504 – –
Due to associates – non-trade 2,924 2,436 – –
Lease liabilities 171,532 – – –
Other payables 17,756 20,911 – –
Other financial payables 258,288 75,851 – –
Current:
Advances from customers and others 590,872 404,201 – –
Other non-financial liabilities 590,872 404,201 – –
Non-current:
Provision for employee gratuity 131,340 93,531 – –
Deferred income – government grants 46,742 32,798 – –
Other non-financial liabilities 178,082 126,329 – –

26. OTHER FINANCIAL PAYABLES

OTHER NON-FINANCIAL LIABILITIES (CONTINUED)
The current amounts due to subsidiaries by the Company and the current amounts due to associates, joint
ventures and related parties by the Group are unsecured, non-interest bearing and repayable on demand except for
amounts due to associates of approximately US$801,000 (2018: US$1,752,000) and amounts due to joint ventures
of approximately US$25,949,000 (2018: US$17,919,000), which bear interest ranging from 3.5% to 6.4% (2018: 4.2%
to 7.4%) per annum. These balances are expected to be settled in cash.
The advances from non-controlling shareholders are unsecured and non-interest bearing except for amounts of
approximately US$49,071,000 (2018: US$25,333,000), which bear interest rate at 2.5% to 7.2% (2018: 2.5% to 8.1%)
per annum. These balances are expected to be settled in cash.
There are no unfulfilled conditions or contingencies attached to the deferred government grants.
27. LOANS AND BORROWINGS

Weighted
average
interest rate Group Company
Note Maturity 2019 2018 2019 2018 2019 2018
% % US$'000 US$'000 US$'000 US$'000
Current:
Bank term loans (a) 2020 3 4 2,529,914 1,219,189 – –
Short term/pre
-shipment loans (a) 2020 3 4 8,382,364 8,849,017 – –
Trust receipts/bill discounts (a) 2020 2 3 7,306,311 7,621,898 – –
Bank overdrafts (b) 2020 6 7 64,261 54,984 – –
Medium term notes (c) – – 4 – 72,110 – 72,110
Debentures (d) 2020 12 12 5,262 4,027 – –
18,288,112 17,821,225 – 72,110
Non-current:
Bank term loans (a) 2021-2029 5 6 5,068,343 5,138,734 – –
Medium term notes (c) 2021-2022 2 2 242,628 244,015 242,628 244,015
Debentures/redeemable
preference shares/
optionally convertible
preference shares (d) 2021-2037 12 13 108,352 140,625 – –
5,419,323 5,523,374 242,628 244,015
Total loans and borrowings 23,707,435 23,344,599 242,628 316,125
27. LOANS AND BORROWINGS (CONTINUED)
The terms and conditions and securities for interest bearing loans and borrowings are as follows:
(a) Bank term loans/short term/pre-shipment loans/trust receipts/bill discounts

A portion of the Group’s loans is secured by a pledge over property, plant and equipment, fixed deposits,
trade receivables, other deposits with financial institutions and corporate guarantees from the Company and
certain subsidiaries.
(b) Bank overdrafts

Certain bank overdrafts are secured by corporate guarantees from the Company.
(c) Medium term notes

The Company issued the following notes:
– on 17 April 2014, a 7-year Medium Term Note of HK$300 million at a fixed rate of 4.70% per annum;
– on 17 July 2014, a 7-year Medium Term Note of Euro 100 million at a fixed rate of 3.03% per annum;
and
– on 26 April 2017, a 5-year Medium Term Note of Japanese Yen 10 billion at a fixed rate of 0.58% per
annum.
(d) Debentures/redeemable preference shares/optionally convertible preference shares

The debentures are secured by certain immovable and movable properties and current assets of a subsidiary.
Non-convertible debentures are repayable in 12 equal quarterly instalments from 30 June 2024, bearing
effective interest rate of 12.9%. Non-convertible debentures issued to Life Insurance Corporation of India
(“LIC”) are repayable in 20 quarterly instalments from 30 June 2019, bearing effective interest rates between
11.3% to 11.7%.
The redeemable preference shares bear effective interest rate of 12.9% and are redeemable in 40 quarterly
instalments from 30 June 2027.
The optionally convertible preference shares bear effective interest rate of 12.9% and are to be converted
before 31 March 2029.
(e) The bank facilities, up to a limit of approximately US$9,987,102,000 (2018: US$10,588,651,000), are
guaranteed by the Company and certain subsidiaries.
(f) The Group has bank loans and other bank deposits amounting to approximately US$1,692,423,000 (2018:
US$495,379,000), disclosed off-balance sheet for the financial year ended 31 December 2019 as the Group
has transferred substantially all the risks and rewards of the cash flows arising from the deposits and have
also legally been released from the responsibility for the loans.

28. SHARE CAPITAL

TREASURY SHARES
(a) Share capital
Group Company
Number Number
of shares of shares
'000 US$'000 '000 US$'000
At 1 January 2018, 31 December 2018,
1 January 2019 and 31 December 2019 6,403,402 8,458,995 6,403,402 8,895,134
The holders of ordinary shares, except for treasury shares, are entitled to receive dividends as and when
declared by the Company. All ordinary shares, except for treasury shares, carry one vote per share without
restrictions. The ordinary shares have no par value. All the above issued ordinary shares are fully paid.
The Company has granted options to both directors and executives of the Group to subscribe for the
Company’s ordinary shares.
(b) Treasury shares

Group and Company
Number
of shares
'000 US$'000
At 1 January 2018 (77,714) (156,209)
Reissued pursuant to employee share option plans:
– For cash on exercise of employee share options 1,281 2,909
– Transferred from employee share option reserve – 553
– Transferred to general reserve on reissuance of treasury shares – (568)
1,281 2,894
At 31 December 2018 and 1 January 2019 (76,433) (153,315)
Reissued pursuant to employee share option plans:
– For cash on exercise of employee share options 13,904 31,084
– Transferred from employee share option reserve – 5,853
– Transferred to general reserve on reissuance of treasury shares – (6,201)
13,904 30,736
At 31 December 2019 (62,529) (122,579)
Treasury shares relate to ordinary shares of the Company that are held by the Company.
No shares (2018: Nil) had been acquired during the financial year.
Options for a total of 13,904,150 ordinary shares (2018: 1,281,150) were exercised during the financial year
pursuant to Wilmar ESOS 2009.
29. OTHER RESERVES
(a) Composition:
Group Company
2019 2018 2019 2018
US$'000 US$'000 US$'000 US$'000
Capital reserve 145,383 145,383 145,379 145,379
Merger reserve (1,929,314) (1,929,314) – –
Foreign currency translation reserve (156,377) (85,410) – –
General reserve 359,282 340,685 17,039 10,838
Equity transaction reserve (241,115) (235,246) – –
Hedging reserve (50,789) 22,502 – –
Employee share option reserve 71,335 66,653 71,335 66,653
Fair value reserve 112,698 136,347 – –
Asset revaluation reserve 5,514 5,514 – –
Cost of hedging reserve (4,174) (30,845) – –
Total other reserves (1,687,557) (1,563,731) 233,753 222,870
(b) Movements:
(i) Capital reserve
Group Company
2019 2018 2019 2018
US$'000 US$'000 US$'000 US$'000
At 1 January and 31 December 145,383 145,383 145,379 145,379
Capital reserve includes both ordinary shares granted to employees and the equity component of
convertible bonds.
Capital reserve arising from granting of ordinary shares to employees represents the difference
between the market price and the settlement price on ordinary shares which were transferred from
Wilmar Holdings Pte Ltd (“WHPL”), former holding company of the Company, to employees of the
Wilmar group of companies as a reward for their service with the Group.
Equity component of convertible bonds represents the residual amount included in shareholders’
equity in capital reserve.
(ii) Merger reserve

Group
2019 2018
US$'000 US$'000
At 1 January and 31 December (1,929,314) (1,929,314)
Merger reserve represents the difference between the consideration paid and the share capital of the
subsidiaries under the acquisition of all WHPL interests in its subsidiaries and associated companies,
save for its interests in the Company, and shares owned by Archer Daniels Midland Asia-Pacific
Limited (“ADM”) and/or its affiliated companies (“ADM Group”) in companies where ADM Group holds
shares with WHPL, together with non-controlling interests held by WHPL in certain subsidiaries of
the Company (“IPT Assets”). The above transaction was accounted for using the pooling-of-interest
method in 2007.

29. OTHER RESERVES (CONTINUED)

(b) Movements (continued)
(iii) Foreign currency translation reserve
Group
2019 2018
US$'000 US$'000
At 1 January (85,410) 511,966
Currency translation differences of foreign operations (71,017) (596,080)
Disposal of subsidiaries 50 (1,296)
At 31 December (156,377) (85,410)
(iv) General reserve

Group Company
2019 2018 2019 2018
US$'000 US$'000 US$'000 US$'000
At 1 January 340,685 295,880 10,838 10,270
Transferred from retained earnings 23,140 11,265 – –
Gain on reissuance of treasury shares 6,201 568 6,201 568
(Loss)/gain on remeasurement
of defined benefit plan (10,744) 32,972 – –
At 31 December 359,282 340,685 17,039 10,838
(a) In accordance with the “Law of the People’s Republic of China on Joint Ventures Using
Chinese and Foreign Investment” and the Group’s China subsidiaries’ Articles of Association,
appropriations from net profit should be made to the Reserve Fund and the Enterprise
Expansion Fund, after offsetting accumulated losses from prior years, and before profit
distributions to the investors. The percentage to be appropriated to the Reserve Fund and the
Enterprise Expansion Fund are determined by the board of directors of the China subsidiaries.
For the China subsidiaries that are not governed under the above law, the entities are required
to appropriate not less than 10% of the net profits to the Reserve Fund, as long as the Reserve
Fund is below 50% of registered capital.
(b) In accordance with “The Law of Republic of Indonesia” No. 40/2007 concerning Limited
Liability Companies, a company must allocate a portion of its net profits in each year as
reserves. Allocation of net profit shall be made until the reserves have aggregated at least 20%
of the issued capital and paid up capital.
(c) Gain or loss on remeasurement of defined benefit plan arises from remeasurements of defined
benefit plan. Remeasurements comprising actuarial gains and losses, return on plan assets and
any change in the effect of the asset ceiling (excluding net interest on defined benefit liability)
are recognised immediately in other comprehensive income as general reserve in the period
in which they arise. Remeasurements are recognised in retained earnings within equity and are
not reclassified to income statement in subsequent periods.
(v) Equity transaction reserve
Group
2019 2018
US$'000 US$'000
At 1 January (235,246) (232,105)
Share of changes in equity transaction reserve of a joint venture – 250
Acquisition of additional interest in subsidiaries (5,872) (3,502)
Dilution of interest in subsidiaries 3 111
At 31 December (241,115) (235,246)
(vi) Hedging reserve

Group
2019 2018
US$'000 US$'000
At 1 January 22,502 22,173
Fair value adjustment on cash flow hedges (61,845) (9,634)
Recognised in the income statement on derivatives contracts realised (11,446) 9,963
At 31 December (50,789) 22,502
Hedging reserve represents the cumulative fair value changes, net of tax, of the derivatives contracts
designated as cash flow hedges.
(vii) Employee share option reserve

Group and Company
2019 2018
US$'000 US$'000
At 1 January 66,653 56,342
Grant of equity-settled share options 10,535 10,864
Reissuance of treasury shares pursuant to exercise of equity
-settled share options (5,853) (553)
At 31 December 71,335 66,653
Employee share option reserve represents the equity-settled share options granted to employees
(including directors) (Note 31). The reserve is made up of the cumulative value of services received
from employees recorded over the vesting period commencing from the grant date of equity-settled
share options, and is reduced by the expiry or exercise of the share options.
(viii) Fair value reserve

Group
2019 2018
US$'000 US$'000
At 1 January 136,347 171,683
Fair value adjustment on investment securities at FVOCI (23,649) (35,336)
At 31 December 112,698 136,347
Fair value reserve represents the cumulative fair value changes, net of tax, of investment securities at
FVOCI until they are disposed or impaired.


(ix) Asset revaluation reserve
Group
2019 2018
US$'000 US$'000
At 1 January 5,514 –
Surplus on revaluation of investment properties, net of tax – 5,514
At 31 December 5,514 5,514
(x) Cost of hedging reserve

Group
2019 2018
US$'000 US$'000
At 1 January (30,845) 7,254
Fair value adjustment on forward elements of forward contracts 26,671 (38,099)
At 31 December (4,174) (30,845)
30. PROVISION FOR EMPLOYEE GRATUITY

The estimated liabilities for employee gratuity based on the actuarial report have been determined using the
following assumptions:
Group
2019 2018
Discount rate 8.25 % per annum 8.85 % per annum
Wages and salaries increase 10% per annum 10% per annum
Retirement age 57 years of age in 2019 57 years of age in 2019
and increase by 1 year for each 3 year and increase by 1 year for each 3 year
thereafter until reach 65 years of age thereafter until reach 65 years of age
Mortality rate TMI 2011 TMI 2011
Method Projected unit credit Projected unit credit
The details of the employee gratuity expense recognised in the income statement are as follows:
Group
2019 2018
US$'000 US$'000
Current service costs 10,536 16,777
Adjustment of new entrant employees/transfers 896 401
Interest costs 8,007 8,952
Curtailment loss – (108)
Past service costs (315) (83)
19,124 25,939
The details of the provision for employee gratuity at the balance sheet date are as follows:
Group
2019 2018
US$'000 US$'000
Present value of benefit obligation 131,340 93,531
Provision for employee gratuity 131,340 93,531
30. PROVISION FOR EMPLOYEE GRATUITY (CONTINUED)
Movements in provision for employee gratuity are as follows:
Group
2019 2018
US$'000 US$'000
At 1 January 93,531 125,610
Acquisition of subsidiaries 4,273 2,039
Provision made for the year 19,124 25,939
Payments during the year (2,898) (5,542)
Currency translation differences 2,836 (7,953)
Disposal of a subsidiary – (980)
Remeasurements of defined benefit plan during the year 14,474 (45,582)
At 31 December 131,340 93,531
31. EMPLOYEE BENEFITS

Group
2019 2018
US$'000 US$'000
Employee benefits expense (including directors):
Salaries and bonuses 1,165,541 1,054,001
Defined contribution plans 139,244 123,351
Share-based payments 10,535 10,864
Other short term benefits 99,316 98,934
Other long term benefits 19,533 24,364
1,434,169 1,311,514
Less: Amount capitalised as bearer plants (1,283) (1,330)
1,432,886 1,310,184

The Wilmar ESOS 2009 was approved by shareholders on 29 April 2009 to replace the share option scheme known
as Wilmar ESOS 2000 which was terminated on 29 April 2009.
No options had been granted in 2019 under the ESOS 2009 which expired on 28 April 2019. For the entire duration
of the Wilmar ESOS 2009, the Company has granted options for a total of 221,555,000 shares in accordance with
the rules of the aforesaid scheme. As at 31 December 2019, options for a total of 27,382,900 shares had been
exercised and a total of 150,285,000 shares had lapsed/expired under the aforesaid scheme.
As at 31 December 2019, outstanding options granted in 2015 and 2017 under the Wilmar ESOS 2009 for a total of
43,887,100 shares remain valid until their respective expiry dates. The details of these grants are set out as follows:
2015 Grant
On 18 June 2015, the Company granted options to subscribe for a total of 52,400,000 ordinary shares at S$3.05
per share (at a 7.63% discount to the Market Price) to directors and executives of the Group. No options were
granted to controlling shareholders (and their associates) of the Company. As at 31 December 2019, the number of
outstanding ordinary shares that were not exercised under this option grant was 12,687,000.
2017 Grant
On 8 September 2017, the Company granted options to subscribe for a total of 62,585,000 ordinary shares at S$3.04
per share (at a 7.32% discount to the Market Price) to directors and executives of the Group. No options were
granted to controlling shareholders (and their associates) of the Company. As at 31 December 2019, the number of
outstanding ordinary shares that were not exercised under this option grant was 31,200,100 (including the retention
of the outstanding option to subscribe for 600,000 ordinary shares granted to Mr Yeo Teng Yang, the former Lead
Independent Director of the Company who retired on 24 April 2019. This option continues to be valid till its expiry
date).

31. EMPLOYEE BENEFITS (CONTINUED)

All options granted under the 2015 Grant and 2017 Grant are valid for a term of five years from the dates of their
respective grants and are exercisable in the following manner:
For Executive Directors and Executives

• After 2nd anniversary of the date of grant – 33% of options granted
• After 3rd anniversary of the date of grant – 33% of options granted
• After 4th anniversary of the date of grant – 34% of options granted
For Non-Executive Directors

All options are exercisable after 2nd anniversary of the date of grant.
As at 31 December 2019, the total number of ordinary shares exercisable under the options granted pursuant to the
Wilmar ESOS 2009 was 43,887,100 ordinary shares (2018: 101,299,000 ordinary shares).
Options
Opening cancelled/ Options Closing Exercise Exercise
Date of grant balance lapsed exercised balance price period
2019
Wilmar ESOS 2009
18.06.2015 14,193,622 (5,756,108) (3,727,550) 4,709,964 S$3.05 19.06.2017 to 18.06.2020

18.06.2015 13,674,172 (5,756,108) (4,634,500) 3,283,564 S$3.05 19.06.2018 to 18.06.2020
18.06.2015 14,371,206 (5,930,534) (3,747,200) 4,693,472 S$3.05 19.06.2019 to 18.06.2020
42,239,000 (17,442,750) (12,109,250) 12,687,000
08.09.2017 22,571,800 (8,601,450) (1,794,900) 12,175,450 S$3.04 09.09.2019 to 08.09.2022

08.09.2017 17,971,800 (8,601,450) – 9,370,350 S$3.04 09.09.2020 to 08.09.2022
08.09.2017 18,516,400 (8,862,100) – 9,654,300 S$3.04 09.09.2021 to 08.09.2022
59,060,000 (26,065,000) (1,794,900) 31,200,100
Total 101,299,000 (43,507,750) (13,904,150) 43,887,100
2018
Wilmar ESOS 2009
13.11.2013 13,767,400 (13,767,400) – – S$3.44 14.11.2014 to 13.11.2018

13.11.2013 11,629,900 (11,629,900) – – S$3.44 14.11.2015 to 13.11.2018
13.11.2013 12,790,200 (12,790,200) – – S$3.44 14.11.2016 to 13.11.2018
38,187,500 (38,187,500) – –
18.06.2015 15,955,050 (754,628) (1,006,800) 14,193,622 S$3.05 19.06.2017 to 18.06.2020

18.06.2015 14,703,150 (754,628) (274,350) 13,674,172 S$3.05 19.06.2018 to 18.06.2020
18.06.2015 15,148,700 (777,494) – 14,371,206 S$3.05 19.06.2019 to 18.06.2020
45,806,900 (2,286,750) (1,281,150) 42,239,000
08.09.2017 23,634,400 (1,062,600) – 22,571,800 S$3.04 09.09.2019 to 08.09.2022

08.09.2017 19,034,400 (1,062,600) – 17,971,800 S$3.04 09.09.2020 to 08.09.2022
08.09.2017 19,611,200 (1,094,800) – 18,516,400 S$3.04 09.09.2021 to 08.09.2022
62,280,000 (3,220,000) – 59,060,000
Total 146,274,400 (43,694,250) (1,281,150) 101,299,000
No options had been granted during the financial year ended 31 December 2019 and 31 December 2018.
Options for a total of 13,904,150 ordinary shares (2018: 1,281,150 ordinary shares) were exercised during the
financial year pursuant to Wilmar ESOS 2009.
31. EMPLOYEE BENEFITS (CONTINUED)
The weighted average share price at the date of exercise of the options during the financial year was S$3.85
(2018: S$3.20).
The range of exercise prices for options outstanding at the end of 31 December 2019 and 31 December 2018 were
from S$3.04 to S$3.05. The weighted average contractual life for these options was 2.1 years (2018: 2.8 years).

On 24 April 2019, a new share option scheme known as the “Wilmar Executives Share Option Scheme 2019” (“Wilmar
ESOS 2019”) was approved by the shareholders of the Company. This new scheme was adopted in substitution of
the Wilmar ESOS 2009 which expired on 28 April 2019. There were no options granted in 2019 under the Wilmar
ESOS 2019.
32. LEASES
COMMITMENTS AND CONTINGENCIES
The Group has entered into commercial leases on certain premises and equipment. The Group also has certain
leases with lease terms of 12 months or less and leases with low value, which the Group applied the recognition
exemptions for these leases.
Lease Liabilities
Group
2019
US$'000
Balance at beginning –
Adjustment for adoption of SFRS(I) 16 130,800
Currency translation differences 28
Acquisition of subsidiaries 63,266
Additions 50,125
Accretion of interest 5,544
Payments (38,935)
210,828
Lease liabilities – current 39,296

Lease liabilities – non-current 171,532
210,828
Amounts recognised in income statement

Group
2019
US$'000
Depreciation expense of right-of-use assets 65,555
Interest expense on lease liabilities 5,544
Expense relating to short-term leases 66,519
Expense relating to leases of low-value assets 9,539
Total amounts recognised in income statement 147,157

32. LEASES
COMMITMENTS AND CONTINGENCIES (CONTINUED)
Commitments and contingencies
(a) Capital commitments
Capital expenditure contracted for as at the balance sheet date but not recognised in the financial statements
are as follows:
Group
2019 2018
US$'000 US$'000
Capital commitments in respect of property, plant and equipment 1,159,221 932,429
(b) Commitments for sales and purchases contracts

The Group has the following committed sales and purchases contracts that are entered into for the use of
the Group. The contractual or underlying principal amounts of the committed contracts with fixed pricing
terms that were outstanding as at 31 December are as follows:
Group
2019 2018
US$'000 US$'000
Committed contracts
Purchases 5,490,290 4,808,595
Sales 5,788,704 6,082,573
(c) Corporate guarantees

The following are the corporate guarantees for the credit facilities extended by banks to:
Group Company
2019 2018 2019 2018
US$'000 US$'000 US$'000 US$'000
Subsidiaries – – 8,277,679 8,772,574
Joint ventures 70,166 81,592 70,166 81,592
Associates 272,767 287,486 272,767 287,486
342,933 369,078 8,620,612 9,141,652
33. RELATED PARTY DISCLOSURES
(a) Sale and purchase of goods and services
In addition to the related party information disclosed elsewhere in the financial statements, the following
significant transactions between the Group and related parties took place on terms agreed between the
parties during the financial year:
Group
2019 2018
US$'000 US$'000
Related Parties
Dividend income 834 721

Dividend paid 1,504 4,615
Freight charges 28,091 24,525
Interest expense 213 218
Interest income 988 896
Other income 1,686 1,005
Other expense 1,556 2,116
Purchase of goods 1,261,765 1,622,042
Sale of goods 276,085 648,696
Joint ventures
Dividend income 46,456 22,253

Interest expense 1,508 859
Interest income 4,191 12,338
Other expense 120 155
Purchase of goods 1,127,627 1,322,981
Sale of goods 1,611,355 1,536,199
Associates
Dividend income 91,932 113,889

Interest expense 163 642
Interest income 10,390 8,386
Other expense 47,597 27,264
Purchase of goods 708,596 531,294
Sale of goods 769,728 727,840

33. RELATED PARTY DISCLOSURES (CONTINUED)

(b) Compensation of key management personnel
Group
2019 2018
US$'000 US$'000
Defined contribution plans 169 204
Salaries and bonuses 25,063 21,868
Short term employee benefits (including grant of share options) 2,248 3,564
27,480 25,636
Comprise amounts paid to:

Directors of the Company 9,679 8,015
Other key management personnel 17,801 17,621
27,480 25,636
34. FAIR VALUE OF ASSETS AND LIABILITIES

(a) Fair value of assets and liabilities that are carried at fair value
The following table shows an analysis of assets and liabilities carried at fair value by level of fair value hierarchy:
Group
2019
US$'000
Quoted
prices
in active Significant
markets for other Significant
identical observable unobservable
instruments inputs inputs
(Level 1) (Level 2) (Level 3) Total
Assets measured at fair value
Financial assets:
Investment securities at FVOCI 11,582 368,557 186,515 566,654
Investment securities at FVPL 315,518 – – 315,518
Derivatives
– Forward currency contracts, options
and cross currency interest rate swaps – 139,720 – 139,720
– Futures, options, swap contracts, interest
rate swap and firm commitment contracts 154,054 61,792 – 215,846
At 31 December 2019 481,154 570,069 186,515 1,237,738
Non-financial assets:
Biological assets – – 38,641 38,641
Investment properties – – 33,181 33,181
– – 71,822 71,822
Liabilities measured at fair value

Financial liabilities:
Derivatives
At 31 December 2019 217,479 185,826 – 403,305
34. FAIR VALUE OF ASSETS AND LIABILITIES (CONTINUED)
(a) Fair value of assets and liabilities that are carried at fair value (continued)
Group
2018
US$'000
Quoted
prices
in active Significant
markets for other Significant
identical observable unobservable
instruments inputs inputs
(Level 1) (Level 2) (Level 3) Total
Assets measured at fair value
Financial assets:
Investment securities at FVOCI 6,434 377,237 189,517 573,188
Investment securities at FVPL 326,164 – – 326,164
Derivatives
At 31 December 2018 505,619 736,217 189,517 1,431,353
Non-financial assets:
Biological assets – – 20,631 20,631
Investment properties – – 21,782 21,782
– – 42,413 42,413
Liabilities measured at fair value

Derivatives
At 31 December 2018 136,376 218,154 – 354,530
Fair value hierarchy

The Group classifies fair value measurement using a fair value hierarchy that reflects the significance of the
inputs used in making the measurements. The fair value hierarchy has the following levels:
– Level 1 – Quoted prices (unadjusted) in active markets for identical assets or liabilities that the Group
can access at the measurement date,
– Level 2 – Inputs other than quoted prices included within Level 1 that are observable for the asset or
liability, either directly (i.e., as prices) or indirectly (i.e., derived from prices), and
– Level 3 – Inputs for the asset or liability that are not based on observable market data (unobservable
inputs).


Methods and assumptions used to determine fair values
The methods and assumptions used by management to determine fair values of assets and liabilities other
than those whose carrying amounts reasonably approximate their fair values as mentioned in Note 34(b),
are as follows:
Assets and liabilities Methods and assumptions

• Quoted equity instruments Other than the quoted equity instruments disclosed in level 3,
fair value is determined directly by reference to their published
market bid price at the balance sheet date.
• Investment funds The fair value is determined by reference to valuation provided

by non-related fund managers.
• Unquoted equity instruments The fair value is derived using a combination of valuation
methods like income capitalisation, direct comparison and
residual methods, performed by professional valuers.
• Forward currency contracts Fair value of forward currency contracts is calculated by

reference to current forward exchange rates for contracts with
similar maturity profiles.
• Futures, options and swap contracts, Where available, quoted market prices are used as a measure
interest rate swap and firm of fair values for the outstanding contracts. Where the quoted
commitment contracts market prices are not available, the fair values are based on
management’s best estimate and are arrived at by reference to
the market prices of another contract that is substantially similar.
• Biological assets Fair value of biological assets has been determined based on the
market price and the estimated yield of FFB, net of maintenance
and harvesting costs, overhead costs and estimated cost to sell.
Please refer to Note 14(d) for more details.
• Investment properties The fair value of investment property is based on current and
estimated future rental income generated from comparable
properties.
Movements in Level 3 assets and liabilities measured at fair value

The following table presents the reconciliation for all assets and liabilities measured at fair value based on
significant unobservable inputs (Level 3).
Group
US$'000
Investment Biological Investment
securities assets properties Total
At 1 January 2018 118,527 39,363 – 157,890
Total loss recognised in the income statement
– Net loss arising from changes in fair
value of biological assets – (16,322) – (16,322)
Acquisition of a subsidiary 5,255 – – 5,255
Disposal of a subsidiary – (2,332) – (2,332)
Transfer from property, plant and equipment – – 14,430 14,430
Total gain recognised in the other
comprehensive income
– Net gain arising from changes in fair value 68,718 – 7,352 76,070
– Foreign currency translation (2,983) (78) – (3,061)
At 31 December 2018 189,517 20,631 21,782 231,930
At 1 January 2019 189,517 20,631 21,782 231,930

Total gain recognised in the income statement
– Net gain arising from changes in fair
value of biological assets – 18,126 – 18,126
– Net gain from fair value adjustment of
investment properties – – 2,782 2,782
Additions 16,072 – – 16,072
Disposals (1,342) – – (1,342)
Transfer from property, plant and equipment – – 8,884 8,884
Total loss recognised in the other
comprehensive income
– Net loss arising from changes in fair value (17,248) – – (17,248)
– Foreign currency translation (484) (116) (267) (867)
At 31 December 2019 186,515 38,641 33,181 258,337
There has been no transfer from Level 1 and Level 2 to Level 3 for the financial years ended 31 December
2019 and 31 December 2018.


Impact of changes to key assumptions Level 3 fair value measurement of financial instruments
The following table shows the impact on Level 3 fair value measurement of financial instruments by using
reasonably possible alternative assumptions:
Group
2019 2018
US$'000 US$'000
Effect of Effect of
reasonably reasonably
possible possible
Carrying alternative Carrying alternative
amount assumptions amount assumptions
Investment securities
– Quoted equity instruments 33,993 (i) 34,280 (i)
– Unquoted equity instruments 152,522 (ii) 155,237 (ii)
(i) The fair value of the quoted equity instruments is estimated using a discounted cash flow model,
which includes some assumptions that are not supported by observable market data. The key inputs
used in determining the fair value include future rental income, capital expenditure and operating
expenses. Management believes that capital expenditure is the only assumption to which there is
a reasonably possible alternative. However, any significant capital expenditure above the estimated
level would be factored into any future rental negotiations. Therefore, no sensitivity of changes in this
input is undertaken.
(ii) Included in unquoted equity instruments is an amount of US$95,946,000 (2018: US$96,010,000)

based largely on the fair value of investment properties. The estimated fair value of the investment
properties is derived using a combination of valuation methods, namely income capitalisation,
direct comparison and residual methods. The capitalisation rates of the different components of the
investment properties range from 3.75% to 4.5% (2018: 3.9% to 4.75%). The estimated fair value of the
investment properties increases with decreases in the capitalisation rate.
(b) Fair value of financial instruments by classes that are not carried at fair value and whose carrying amounts
are reasonable approximation of fair value
Current trade and other financial receivables and payables, current and non-current loans and borrowings
at floating rate, other bank deposits and cash and bank balances
The carrying amounts of these financial assets and liabilities are a reasonable approximation of fair value,
either due to their short-term nature or that they are floating rate instruments that are re-priced to market
interest rates on or near the balance sheet date.
(c) Fair value of financial instruments by classes that are not carried at fair value and whose carrying amounts
are not reasonable approximation of fair value
The fair value of financial assets and liabilities by classes that are not carried at fair value and whose carrying
amounts are not a reasonable approximation of fair value are as follows:
Group
2019 2018
US$'000 US$'000
Carrying Fair Carrying Fair
amount value amount value
Financial assets:
Other financial receivables 132,017 # 197,760 #
Other financial payables 258,288 # 75,851 #
Company
2019 2018
US$'000 US$'000
Carrying Fair Carrying Fair
amount value amount value
Financial assets:
Other financial receivables 284,673 # 369,799 #
# Fair value information has not been disclosed for these financial instruments because fair value cannot be measured reliably.
35. FINANCIAL RISK MANAGEMENT OBJECTIVES AND POLICIES

The Group’s financial risk management policy seeks to ensure that adequate financial resources are available for the
development of the Group’s business whilst managing its credit, liquidity, interest rate, foreign currency, commodity
price and market price risk. The Group’s overall risk management strategy seeks to minimise adverse effects from
the unpredictability of financial markets on the Group’s financial performance. The Group uses relevant financial
instruments to hedge the risks of such commercial exposure. Such financial instruments are not held for trade
or speculative purposes. These market risk management activities are governed by its risk management system.
There has been no change to the Group’s exposure to these financial risks or the manner in which it manages and
measures the risks for the financial years ended 31 December 2019 and 31 December 2018.
To ensure a sound system of internal controls, the Board has established a risk management framework for the
Group. Wilmar’s risk governance structure comprises three levels:
• The Risk Management Committee at the Board level;
• The Executive Risk Committee; and
• Risk management by the respective operating units.
The Board-level Risk Management Committee is responsible for

• overseeing the Executive Risk Committee;
• reviewing the overall risk management guidelines/framework;
• reviewing and recommending risk limits; and
• assessing the adequacy and effectiveness of the risk management policies and systems.
The Executive Risk Committee comprises Senior Executives and its responsibilities include, amongst others, the
monitoring and improvement of the overall effectiveness of the risk management system and the review of positions
and limits to manage overall risk exposure.

35. FINANCIAL RISK MANAGEMENT OBJECTIVES AND POLICIES (CONTINUED)

(a) Credit risk
Credit risk refers to the risk that a counterparty will default on its contractual obligations resulting in financial
loss to the Group. The Group’s objective is to seek continual revenue growth while minimising losses incurred
due to increased credit risk exposure. For other financial assets (including investment securities, cash and
deposits and derivatives), the Group minimises credit risk by dealing with high credit rating counterparties.
For trade receivables, the Group adopts the policy of dealing with customers of appropriate credit history,
and obtaining sufficient security where appropriate to mitigate credit risk. For other financial assets, the
Group adopts the policy of dealing only with high credit rating counterparties.
It is the Group’s policy that all customers who wish to trade on credit terms are subject to credit verification
procedures. In addition, receivable balances are monitored on an on-going basis with the result that the
Group’s exposure to bad debts is not significant.
The Group considers the probability of default upon initial recognition of asset and whether there has been
a significant increase in credit risk on an ongoing basis throughout each reporting period. Financial assets
are written off when there is no reasonable expectation of recovery. Where financial assets are written off,
the Group continues to engage enforcement activity to attempt to recover the receivables due. Where
recoveries are made, these are recognised in the income statement.
Exposure to credit risk

At the balance sheet date, the Group’s maximum exposure to credit risk is represented by the carrying
amount of each class of assets recognised in the balance sheets, including derivatives with positive fair
values.
Credit risk concentration profile

The Group determines concentrations of credit risk by monitoring the country and segment profile of its
trade receivables on an on-going basis. The credit risk concentration profile of the Group’s trade receivables
(net of allowance for expected credit losses) at the balance sheet date is as follows:
Group
2019 2018
US$'000 % US$'000 %
By country:
People's Republic of China 1,382,865 33 1,447,800 33
South East Asia 1,409,481 33 1,254,024 29
Europe 256,526 6 263,131 6
Africa 216,642 5 211,037 5
Australia/New Zealand 205,013 5 122,012 3
India 141,842 3 440,699 10
Others 639,220 15 610,444 14
4,251,589 100 4,349,147 100
Group
2019 2018
US$'000 % US$'000 %
By segment:
Tropical Oils 1,991,870 47 2,237,637 52
Oilseeds and Grains 1,561,058 37 1,312,792 30
Sugar 449,767 11 489,340 11
Others 248,894 5 309,378 7
4,251,589 100 4,349,147 100
(a) Credit risk (continued)
Financial assets that are neither past due nor impaired
Trade and other receivables that are neither past due nor impaired are with creditworthy debtors with good
payment record with the Group. Cash and cash equivalents, investment securities at FVOCI/FVPL and
derivatives that are neither past due nor impaired are placed with or entered into with reputable financial
institutions or companies with high credit ratings and no history of default.
Financial assets that are impaired

Information regarding financial assets that are impaired is disclosed in Note 23.
(b) Liquidity risk

Liquidity risk is the risk that the Group will encounter difficulty in meeting financial obligations due to shortage
of funds. The Group maintains sufficient liquidity by closely monitoring its cash flow. Due to the dynamic
nature of its underlying business, the Group adopts prudent liquidity risk management policies in maintaining
sufficient credit facilities, including the use of trade finance for the Group’s raw material purchases. The
Group also aims at maintaining flexibility in funding by keeping credit facilities available with different banks.
Analysis of financial instruments by remaining contractual maturities

The table below summarises the maturity profile of the Group’s and the Company’s financial assets and
liabilities at the balance sheet date based on contractual undiscounted amounts.
2019 2018
US$'000 US$'000
Restated*
Less than 1 1 to 5 Over 5 Less than 1 1 to 5 Over 5
year years years Total year years years Total
Group
Financial assets:
Investment securities at
FVOCI – 566,654 – 566,654 – 573,188 – 573,188
Investment securities at FVPL 315,518 – – 315,518 326,164 – – 326,164
Trade and other financial
receivables 11,635,547 133,312 – 11,768,859 12,017,699 204,139 – 12,221,838
Derivative financial
instruments 338,981 16,585 – 355,566 524,989 7,012 – 532,001
Total cash and bank
balances 4,096,982 – – 4,096,982 3,427,051 – – 3,427,051
Total undiscounted
financial assets 16,387,028 716,551 – 17,103,579 16,295,903 784,339 – 17,080,242


(b) Liquidity risk (continued)
2019 2018
US$'000 US$'000
Restated*
Group
Financial
liabilities:
Trade and other
financial payables 3,563,550 209,075 70,822 3,843,447 2,952,958 75,966 – 3,028,924
Derivative financial
instruments 370,753 32,552 – 403,305 321,857 32,673 – 354,530
Loans and
borrowings 18,447,972 5,689,915 135,673 24,273,560 18,008,443 5,930,661 171,986 24,111,090
Total undiscounted
financial liabilities 22,382,275 5,931,542 206,495 28,520,312 21,283,258 6,039,300 171,986 27,494,544
Total net
undiscounted
financial liabilities (5,995,247) (5,214,991) (206,495) (11,416,733) (4,987,355) (5,254,961) (171,986) (10,414,302)
2019 2018
US$'000 US$'000
Company
Financial assets:
Other financial
receivables 5,480,100 284,673 – 5,764,773 4,265,111 370,310 – 4,635,421
Total cash and
bank balances 344,605 – – 344,605 1,848 – – 1,848
Total undiscounted
financial assets 5,824,705 284,673 – 6,109,378 4,266,959 370,310 – 4,637,269
Financial
liabilities:
Other financial
payables 5,807,697 – – 5,807,697 3,630,674 – – 3,630,674
Loans and
borrowings – 242,628 – 242,628 72,110 244,015 – 316,125
Total undiscounted
financial liabilities 5,807,697 242,628 – 6,050,325 3,702,784 244,015 – 3,946,799
Total net
undiscounted
financial assets 17,008 42,045 – 59,053 564,175 126,295 – 690,470
(b) Liquidity risk (continued)
The table below shows the contractual expiry by maturity of the Group’s and Company’s contingent liabilities
and commitments. The maximum amount of the financial guarantee contracts are allocated to the earliest
period in which the guarantee could be called.
2019 2018
US$'000 US$'000
Group
Financial guarantees 254,062 85,000 3,871 342,933 363,778 5,300 – 369,078
Company
Financial guarantees 3,673,854 4,900,788 45,970 8,620,612 3,681,212 5,460,440 – 9,141,652
(c) Interest rate risk

Interest rate risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate
because of changes in market interest rates. The Group’s exposure to interest rate risk arises primarily from
their loans and borrowings, interest-bearing loans given to joint ventures, associates, related parties and
non-controlling shareholders of subsidiaries and deposits with financial institutions.
At the balance sheet date, if the interest rates had been 50 (2018: 50) basis points lower/higher with all other
variables including tax rate held constant, the Group’s profit before tax will be higher/lower by approximately
US$52,777,000 (2018: US$56,085,000), as a result of lower/higher interest expense on these net borrowings.
As most of the Group’s borrowings are short-term and trade related, any interest rate costs are typically
priced into the respective trade transactions. Accordingly, the Group has minimum interest rate exposure
risk.
(d) Foreign currency risk

The Group operates in several countries with dominant operations in Singapore, People’s Republic of China,
Indonesia, Malaysia, Australia, Europe, Ghana, Nigeria, Vietnam, India and others. Entities in the Group
regularly transact in currencies other than their respective functional currencies (“foreign currencies”) such
as the United States Dollar (USD), Chinese Renminbi (RMB), Malaysian Ringgit (MYR), Indonesian Rupiah
(IDR), Indian Rupees (INR) and Australian Dollar (AUD).
Currency risk arises when transactions are denominated in foreign currencies. The Group seeks to manage
its foreign currency exposure by constructing natural hedges when it matches sales and purchases in any
single currency or through financial instruments, such as foreign currency forward exchange contracts. To
manage the currency risk, individual entities within the Group consult with Group Treasury to enter into
currency forwards, either in their respective countries or with Group Treasury itself. Group Treasury in turn
manages the overall currency exposure mainly through currency forwards.
The Group is also exposed to currency translation risk arising from its net investments in foreign operations,
including Malaysia, Indonesia, People’s Republic of China, Australia, Europe, Ghana, Nigeria, Vietnam, India
and others. The Group’s net investments in these countries are not hedged as currency positions in these
foreign currencies are considered to be long-term in nature.


(d) Foreign currency risk (continued)
Sensitivity analysis for foreign currency risk
A 5% (2018: 5%) strengthening of the United States dollar against the following currencies at the balance
sheet date would have (decreased)/increased profit before tax and equity by the amounts shown below. The
analysis assumes that all other variables, in particular interest rates, remain constant.
Group
Equity (Hedging Reserve
Profit before tax including cost of hedging)
2019 2018 2019 2018
US$'000 US$'000 US$'000 US$'000
Chinese Renminbi (31,468) (38,612) – –
Malaysian Ringgit (2,287) (425) (27,468) (6,014)
Indonesian Rupiah (328) 11,147 (9,762) (10,050)
Others (13,928) (15,838) (4,397) (1,431)
(e) Commodity price risk

The prices of agricultural commodities are subject to wide fluctuations due to unpredictable factors such
as weather, government policies, changes in global demand resulting from population growth and changes
in standards of living, and global production of similar and competitive crops. During its ordinary course of
business, the value of the Group’s open sales and purchases commitments and inventory of raw material
changes continuously in line with movements in the prices of the underlying commodities. To the extent
that its open sales and purchases commitments do not match at the end of each business day, the Group is
subjected to price fluctuations in the commodities market.
While the Group is exposed to fluctuations in agricultural commodities prices, its policy is to minimise its risks
arising from such fluctuations by hedging its sales either through direct purchases of a similar commodity
or through futures contracts on the commodity exchanges. The prices on the commodity exchanges are
generally quoted up to twelve months forward.
In the course of hedging its sales either through direct purchases or through futures, options and swap
contracts, the Group may also be exposed to the inherent risk associated with trading activities conducted
by its personnel. The Group has in place a risk management system to manage such risk exposure.
At the balance sheet date, a 1% (2018: 1%) increase/decrease of the commodities price indices, with all other
variables held constant, would have (decreased)/increased profit before tax and equity by the amounts as
shown below:
Group
2019 2018
US$'000 US$'000
Effect of increase in commodities price indices on
Profit before tax (977) (14,228)
Equity (hedging reserve) (2,372) (2,702)
Effect of decrease in commodities price indices on

Profit before tax 977 14,228
Equity (hedging reserve) 2,372 2,702
(f) Market price risk
Market price risk is the risk that the fair value or future cash flows of the Group’s financial instruments will
fluctuate because of changes in market prices (other than commodity price, interest or exchange rates). The
Group is exposed to equity price risk arising from its investment in equity instruments. These instruments are
classified as investment securities at FVPL or investment securities at FVOCI.
Sensitivity analysis for equity price risk

At the balance sheet date, if the market price had been 5% (2018: 5%) higher/lower with all other variables
held constant, the Group’s profit before tax would have been approximately US$15,776,000 (2018:
US$16,309,000) higher/lower, arising as a result of higher/lower fair value gains of investment securities, and
the Group’s other reserves in equity would have been approximately US$28,333,000 (2018: US$28,660,000)
higher/lower, arising as a result of an increase/decrease in the fair value of the investment securities.
36. CAPITAL MANAGEMENT

The primary objective of the Group’s capital management is to ensure that it maintains a strong credit rating and
healthy capital ratios in order to support its business and maximise shareholder value.
The Group manages its capital structure and makes adjustments to it, in light of changes in economic conditions. To
maintain or adjust the capital structure, the Group may adjust the dividend payment to shareholders, return capital
to shareholders or issue new ordinary shares. No changes were made in the objectives, policies or processes during
the financial years ended 31 December 2019 and 31 December 2018.
The Group monitors capital using net gearing ratio and adjusted net gearing ratio.
(a) Net gearing ratio

Net gearing ratio is net debt to equity, which equals net debt divided by total capital. The Group includes
within net debt, loans and borrowings less total cash and bank balances and other deposits with financial
institutions. Capital includes equity attributable to owners of the Company, i.e. shareholders’ funds.
Group
2019 2018
US$'000 US$'000
Restated*
Shareholders' funds 16,762,509 16,045,776
Loans and borrowings 23,707,435 23,344,599

Less: Cash and bank balances (4,045,893) (3,369,555)
Less: Other deposits with financial institutions – current (6,442,865) (6,514,776)
Net debt 13,218,677 13,460,268
Net gearing ratio (times) 0.79 0.84


36. CAPITAL MANAGEMENT (CONTINUED)

(b) Adjusted net gearing ratio
Adjusted net gearing ratio is adjusted net debt to equity, which equals adjusted net debt divided by total
capital. The Group includes within adjusted net debt, net debt less liquid working capital. Liquid working
capital includes inventories (excluding consumables) and trade receivables, less current liabilities (excluding
loans and borrowings). Capital includes equity attributable to owners of the Company, i.e. shareholders’
funds.
Group
2019 2018
US$'000 US$'000
Restated*
Shareholders' funds 16,762,509 16,045,776
Liquid working capital:

Inventories (excluding consumables) 7,556,040 7,502,297
Trade receivables 4,251,589 4,349,147
Less: Current liabilities+ (excluding loans and borrowings) (4,707,212) (3,817,170)
Total liquid working capital 7,100,417 8,034,274
Adjusted net debt 6,118,260 5,425,994
Adjusted net gearing ratio (times) 0.36 0.34
+ Excluding liabilities directly associated with disposal group classified as held for sale
37. SEGMENT INFORMATION

Reporting format
For the management purposes, the Group is organised into business units based on their products and services, and
has four reportable operating segments as follows:
Tropical Oils (Plantation and Manufacturing)

This segment comprises the Palm Plantation and Palm Oil Mill, processing, merchandising, branding and distribution
of palm oil and laurics related products including oleochemical, speciality fats and biodiesel.
Oilseeds and Grains (Manufacturing and Consumer Products)

This segment comprises the processing, merchandising, branding and distribution of a wide range of agricultural
products including non palm and lauric edible oils, oilseeds, flour and rice milling, corn processing and downstream
products like flour and rice noodles in consumer pack, medium pack and in bulk.
Sugar (Milling, Merchandising, Refining and Consumer Products)

This segment comprises sugar milling, refining, merchandising, branding and distribution of sugar and related
products.
Others
This segment includes the manufacturing and distribution of fertiliser products and ship-chartering services.
Except as indicated above, no operating segments have been aggregated to form the above reportable operating
segments.
Management monitors the operating results of its business units separately for the purpose of making decisions
about resource allocation and performance assessment. Segment performance is evaluated based on operating
profit or loss which in certain aspects, as explained in the table below, is measured differently from operating profit
or loss in the consolidated financial statements. Group income taxes are managed on a group basis and are not
allocated to operating segments.
37. SEGMENT INFORMATION (CONTINUED)
Allocation basis and transfer pricing
Segment results, assets and liabilities include items directly attributable to a segment as well as those that can be
allocated on a reasonable basis. Unallocated items comprise mainly income tax, deferred tax assets and liabilities,
loans and borrowings, assets and liabilities associated with disposal group classified as held for sale, corporate
assets and related expenses.
Inter-segment sales took place on terms agreed between the various business segments. Segment revenue,
expenses and results include transfers between business segments. These transfers are eliminated on consolidation.
2019
Per
Consolidated
Tropical Oilseeds Financial
Oils and Grains Sugar Others Eliminations Statements
US$'000 US$'000 US$'000 US$'000 US$'000 US$'000
Revenue:
Sales to external customers 15,424,901 21,509,226 4,706,040 1,000,352 – 42,640,519
Inter-segment 116,589 5,743 – 1,144,837 (1,267,169) –
Total revenue 15,541,490 21,514,969 4,706,040 2,145,189 (1,267,169) 42,640,519
Results:
Segment results 841,582 636,929 2,646 74,861 – 1,556,018
Share of results of joint ventures 77,938 2,078 5 (3,379) – 76,642
Share of results of associates (11,011) 64,437 22,825 103 – 76,354
Unallocated expenses (10,535)
Profit before tax from
continuing operations 1,698,479
Income tax expense (371,533)
Profit from continuing
operations, net of tax 1,326,946
Profit from discontinued
operations, net of tax 43,545
Profit for the year 1,370,491
Assets and Liabilities:

Segment assets 14,588,903 21,960,647 3,289,831 8,062,969 (4,358,232) 43,544,118
Investment in joint ventures 357,993 115,903 8,791 69,314 – 552,001
Investment in associates 297,120 1,455,495 328,230 470,334 – 2,551,179
Unallocated assets 401,308
Total assets 47,048,606
Segment liabilities 8,027,710 13,216,999 3,237,663 8,320,500 (4,358,232) 28,444,640

Unallocated liabilities 727,848
Total liabilities 29,172,488
Other segment information

Additions to non-current assets 562,603 2,596,637 253,674 292,307 – 3,705,221
Depreciation, impairment and
amortisation 353,804 264,622 147,787 112,210 – 878,423
Finance income 126,657 382,949 7,531 160,344 (201,661) 475,820
Finance cost (310,315) (533,671) (112,801) (167,543) 201,661 (922,669)#
# Including non-operating finance costs amounting to approximately US$30,246,000 on bank borrowings for acquisition of Wilmar Sugar Australia
Limited & its subsidiaries


2018
Per
Consolidated
Tropical Oilseeds Financial
Oils and Grains Sugar Others Eliminations Statements
US$'000 US$'000 US$'000 US$'000 US$'000 US$'000
Restated*
Revenue:
Sales to external customers 16,944,625 22,472,150 4,014,437 1,066,494 – 44,497,706
Inter-segment 114,052 5,184 1 1,230,252 (1,349,489) –
Total revenue 17,058,677 22,477,334 4,014,438 2,296,746 (1,349,489) 44,497,706
Results:
Segment results 546,125 874,957 (128,235) 19,905 – 1,312,752
Share of results of
joint ventures 34,290 25,550 5,349 2,000 – 67,189
Share of results of
associates 11,061 186,934 30,428 14,665 – 243,088
Unallocated expenses (10,864)
Profit before tax from
continuing operations 1,612,165
Income tax expense (349,793)
Profit from continuing
operations, net of tax 1,262,372
Loss from discontinued
operations, net of tax (43,367)
Profit for the year 1,219,005
Assets and Liabilities:

Segment assets 14,809,724 20,085,433 3,476,186 7,877,894 (5,616,331) 40,632,906
Investment in joint ventures 287,650 699,188 8,786 96,583 – 1,092,207
Investment in associates 332,434 1,452,159 335,985 502,375 – 2,622,953
Unallocated assets 1,364,868
Total assets 45,712,934
Segment liabilities 8,249,544 12,785,646 3,458,465 8,081,908 (5,634,812) 26,940,751

Unallocated liabilities 1,997,167
Total liabilities 28,937,918
Other segment information

Additions to non-current
assets 406,181 548,133 911,116 279,000 – 2,144,430
Depreciation, impairment
and amortisation 326,256 235,441 170,061 100,509 – 832,267
Finance income 128,547 383,695 4,640 156,262 (205,806) 467,338
Finance cost (307,399) (514,685) (81,775) (153,160) 205,806 (851,213)#
# Including non-operating finance cost amounting to approximately US$31,774,000 on bank borrowings for acquisition of Wilmar Sugar Australia
Limited & its subsidiaries
Notes: Nature of adjustments and eliminations to arrive at amounts reported in the consolidated financial statements
A Inter-segment revenues are eliminated on consolidation.
B The following item is deducted from segment results to arrive at “Profit before tax” presented in the
consolidated income statement:
2019 2018
US$'000 US$'000
Share-based payments (executive share options) (10,535) (10,864)
C Additions to non-current assets consist of additions to property, plant and equipment, right-of-use assets,
intangible assets and bearer plants.
D The following items are added to segment assets to arrive at total assets reported in the consolidated balance
sheet:
2019 2018
US$'000 US$'000
Restated*
Deferred tax assets 244,040 330,979
Tax recoverable 157,268 211,073
Assets of disposal group classified as held for sale – 822,816
401,308 1,364,868
E The following items are added to segment liabilities to arrive at total liabilities reported in the consolidated
balance sheet:
2019 2018
US$'000 US$'000
Restated*
Deferred tax liabilities 288,919 339,392
Tax payable 196,301 139,746
Medium term notes 242,628 316,125
Liabilities directly associated with disposal group classified as held for sale – 1,201,904
727,848 1,997,167
Sugars Limited ("SRSL") and its subsidiaries


Geographical information
Revenue and non-current assets information based on the geographical location of customers and assets
respectively are as follows:
Revenues Non-current assets
2019 2018 2019 2018
US$'000 US$'000 US$'000 US$'000
Restated*
South East Asia 7,383,781 7,560,170 7,893,050 7,131,169
People's Republic of China 23,796,938 24,993,221 8,004,090 6,958,432
India 1,155,387 1,279,880 979,069 962,858
Europe 2,049,410 2,519,685 335,712 275,474
Australia / New Zealand 819,037 764,478 1,843,150 1,707,296
Africa 2,854,497 2,472,632 1,045,004 1,090,463
Others 4,581,469 4,907,640 546,965 385,659
42,640,519 44,497,706 20,647,040 18,511,351
Non-current assets information presented above consists of property, plant and equipment, right-of-use assets,
investment properties, investment in joint ventures and associates, plasma investments, bearer plants, intangible
assets, other financial receivable and other non-financial assets as presented in the consolidated balance sheet.
38. DIVIDENDS
Group and Company
2019 2018
US$'000 US$'000
Declared and paid during the financial year:
Dividends on ordinary shares:

– Final tax-exempt (one-tier) dividend for 2018: S$0.070 (2017: S$ 0.070) per share 324,953 332,816
– Interim tax-exempt (one-tier) dividend for 2019: S$0.030 (2018: S$0.035) per share 136,880 162,073
461,833 494,889
Proposed but not recognised as a liability as at 31 December:
Dividends on ordinary shares, subject to shareholders' approval at the AGM:

– Final tax-exempt (one-tier) dividend for 2019: S$0.095 (2018: S$0.070) per share 442,045 323,087
39. SUBSIDIARIES OF THE GROUP
The following is the list of the significant subsidiaries of the Group.
Place of Proportion of
Name of subsidiaries incorporation Principal activities ownership interest
2019 2018
% %
Cai Lan Oils & Fats Industries Vietnam Manufacture and sale of vegetable oils 76 76
Company Ltd (3) and related products
Equatorial Africa Pte. Ltd. Singapore Investment holding and trading in 100 82+
(formerly known as Equatorial agri commodities
Trading Limited) (1) & its
subsidiaries
PGEO Group Sdn Bhd (2) Malaysia Investment holding, processing, 100 100
& its subsidiaries manufacturing and sale of edible oils
and related products, and trading and
manufacturing of vegetarian foods
PPB Oil Palms Berhad (2) Malaysia Investment holding and provision of 100 100
& its subsidiaries agricultural and technical advisory
services, oil palm cultivation,
operation of palm oil mills, cultivation
and sale of clonal plantlets
PT Sentratama Niaga Indonesia (2) Indonesia Management consulting company; 100 100
& its subsidiaries investment company; processing,
manufacturing and selling of edible
oils and its related products and other
consumer goods; oil palm cultivation
and palm oil milling; manufacturing
and selling of fertilisers; industrial
estate; manufacturing and selling of
biofuel and/or gasoline and related
products; rice milling and trading in
rice products; and warehousing
Shree Renuka Sugars Limited (2) India Refining of raw sugar, production of 58+ 58+
& its subsidiaries sugar and ethanol derived from
sugarcane, sale, distribution, trading
and/or branding of sugar and ethanol
and generation, distribution, sale
and trading of electricity/power
Wilmar Africa Limited (2) Ghana General trading in agricultural products, 72+ 72+
& its subsidiary oil palm plantations and
manufacturing of crude palm oil
Wilmar Sugar Australia Limited (2) Australia Investment holding, manufacturing and 100 100
& its subsidiaries merchandising of raw and refined
sugar products, molasses, co-
generated electricity, ethanol and
its by-products and distribution of
oleochemicals and a range of other
traded products

39. SUBSIDIARIES OF THE GROUP (CONTINUED)

The following is the list of the significant subsidiaries of the Group.
Name of subsidiaries incorporation Principal activities ownership interest
2019 2018
% %
Wii Pte. Ltd. (1) Singapore Finance and treasury centre 100 100
Yihai Kerry Arawana Holdings Co., People's Investment holding, processing, and 100+ 100+
Ltd (formerly known as Republic of merchandising of oilseeds, edible oils
Yihai Kerry Arawana Oils, China and grains
Grains & Food Co., Ltd) (2)
& its subsidiaries
Wilmar GF Singapore Holdings Singapore Investment holding, manufacturing, 100 50^

Pte. Ltd. (formerly known as FPW marketing and distribution of food
Singapore Holdings Pte. Ltd.) (1) ingredients and consumer branded
& its subsidiaries food, beverage and related products
Wilmar Europe Holdings B.V. (2) The Investment holding, manufacturing, 100 100
& its subsidiaries Netherlands trading, marketing and distribution of
edible oils, oleochemicals and
biodiesel
Wilmar Ship Holdings Pte. Ltd. (3) Singapore Investment holding, ship-owning, 100 100
& its subsidiaries ship chartering, ship brokering
and ship management
Wilmar Trading Pte Ltd (1) Singapore International trading in edible oils 100 100
and commodities
(1) Audited by Ernst & Young LLP, Singapore

(2) Audited by member firms of Ernst & Young Global in the respective countries
(3) Audited by other auditors
^ Wilmar GF Singapore Holdings Pte. Ltd. (formerly known as FPW Singapore Holdings Pte. Ltd.) was a joint venture of the Group in 2018
40. JOINT VENTURES AND ASSOCIATES OF THE GROUP
The following is the list of the significant joint ventures of the Group.
Name of joint ventures incorporation Principal activities ownership interest
2019 2018
% %
Adani Wilmar Limited (3) India Manufacturing and trading of edible 50 50
and non-edible oils and trading of
various agro based products like rice,
pulses, besan, nuggets, wheat flour,
etc.
Global Amines Company Pte. Ltd. (1) Singapore Investment holding and sale of fatty 50 50
amines and selected amine derivatives
Olenex Holdings B.V. (2) & The Investment holding and 63+ 63+
its subsidiaries Netherlands manufacturing, marketing and
distribution of edible oils
Raizen and Wilmar Sugar Pte. Ltd. (3) Singapore Trading in sugar and investment 42+ 42+
holding
Vietnam Agribusiness Singapore Investment holding 45 45

Holdings Pte. Ltd. (3)

40. JOINT VENTURES AND ASSOCIATES OF THE GROUP (CONTINUED)

The following is the list of the significant associates of the Group.
Name of associates incorporation Principal activities ownership interest
2019 2018
% %
Bidco Uganda Limited (3) Uganda Manufacture and sale of edible 39 39
vegetable oils, fats and soaps
Changshu Luhua Edible Oil People's Edible oils refining and packaging 33+ 33+
Co., Ltd (3) Republic of
China
COFCO East Ocean Oils & People's Oilseeds crushing, edible oils 44 44
Grains Industries Republic of refining, fractionation and
(Zhangjiagang) Co., Ltd (3) China packaging; flour and rice milling
and specialty fats processing
Cosumar S.A. (2) (3) Morocco Processing of sugarcane and sugar 30+ 30+
beet, refining of raw sugar, and
marketing, trading and distribution of
such products, creation and operation
of specialised laboratories and design
offices in the sugar industries
DelMar Pte. Ltd. (1) Singapore Investment holding 52+ 52+
FFM Berhad (2) Malaysia Investment holding, grains trading, 20 20
flour milling and feed milling
Josovina Commodities Pte Ltd (3) Singapore Investment holding and vegetable 50 50
oils trading
Kencana Agri Limited (3) Singapore Investment holding 20 20
Laiyang Luhua Fragrant Peanut People's Peanut crushing and edible 25+ 25+
Oil Co., Ltd (3) Republic of oils packaging
China
Murzah Wilmar East Africa Tanzania Manufacturers and traders of cooking 49 46+
Limited (2) oil, cooking fat, soaps & detergents,
plastic containers and furnitures
40. JOINT VENTURES AND ASSOCIATES OF THE GROUP (CONTINUED)
The following is the list of the significant associates of the Group.
Name of associates incorporation Principal activities ownership interest
2019 2018
% %
Perennial Real Estate Singapore Investment holding, real estate 20+ 20+
Holdings Limited (3) investment and development,
& its subsidiaries asset and property management
services, and healthcare services
Sethal Holdings Limited (3) Cyprus Investment holding 52+ 52+
Shandong Luhua Fragrant Peanut People's Peanut crushing and edible oils 25+ 25+
Oil Co., Ltd (3) Republic of packaging
China
Sifca SA (2) Ivory Coast Trading of agro and industrial products 27+ 27+
Xiang Yang Luhua Fragrant People's Peanut crushing and edible oils 33+ 33+
Peanut Oil Co., Ltd (3) Republic of packaging
China
Zhoukou Luhua Fragrant People's Peanut crushing and edible 49+ 49+
Peanut Oil Co., Ltd (3) Republic of oils packaging
China
41. AUTHORISATION OF FINANCIAL STATEMENTS

The financial statements for the financial year ended 31 December 2019 were authorised for issue in accordance
with a resolution of the directors on 13 March 2020.

STATISTICS OF SHAREHOLDINGS
SHARE CAPITAL
As at 4 March 2020
Number of shares (including treasury shares and subsidiary holdings) : 6,403,401,106

Number of shares (excluding treasury shares and subsidiary holdings) : 6,343,821,506
Number/percentage of treasury shares held : 59,579,600 (0.94%)
Number of subsidiary holdings : Nil
Class of shares : Ordinary shares (“Shares”)
Voting Rights : One vote per Share
DISTRIBUTION OF SHAREHOLDINGS
Number of
Range of Shareholdings Shareholders % Number of Shares %*
1 to 99 68 0.38 1,436 0.00
100 to 1,000 3,727 20.96 3,099,475 0.05
1,001 to 10,000 11,126 62.56 47,831,746 0.75
10,001 to 1,000,000 2,811 15.80 137,828,109 2.17
1,000,001 and above 53 0.30 6,155,060,740 97.03
Total 17,785 100.00 6,343,821,506 100.00
SUBSTANTIAL SHAREHOLDERS
As at 4 March 2020
(As recorded in the Register of Substantial Shareholders)
Name of Substantial Shareholders Direct Interest Deemed Interest Total Interest %*

Kuok Khoon Hong(1) 2,495,000 793,825,035 796,320,035 12.55
Longhlin Asia Limited(2) 69,009,921 455,423,071 524,432,992 8.27
Archer Daniels Midland Company(3) – 1,574,673,054 1,574,673,054 24.82
Archer Daniels Midland Asia-Pacific Limited(4) 843,311,484 731,361,570 1,574,673,054 24.82
ADM Ag Holding Limited 374,961,795 – 374,961,795 5.91
Global Cocoa Holdings Ltd 356,399,775 – 356,399,775 5.62
Kuok Brothers Sdn Berhad(5) 230,000 1,179,551,955 1,179,781,955 18.60
PPB Group Berhad 1,172,614,755 – 1,172,614,755 18.48
Kerry Group Limited(6) – 700,154,586 700,154,586 11.04
Kerry Holdings Limited(7) – 347,915,639 347,915,639 5.48
Notes:
1. Mr Kuok Khoon Hong is deemed to be interested in 1,000,000 Shares held by his spouse, 183,954,971 Shares held by Hong Lee Holdings (Pte) Ltd,
230,461,271 Shares held by HPR Investments Limited, 19,997,873 Shares held by HPRY Holdings Limited, 340,478,021 Shares held by Longhlin Asia
Limited, 6,650,932 Shares held by Pearson Investments Limited, 5,137,967 Shares held by Jaygar Holdings Limited, 144,000 Shares held by Kuok Hock
Swee & Sons Sdn Bhd and 6,000,000 Shares held through trust accounts controlled by him.
2. Longhlin Asia Limited is deemed to be interested in 271,468,100 Shares held in the names of nominee companies and 183,954,971 Shares held by Hong
Lee Holdings (Pte) Ltd.
3. Archer Daniels Midland Company is deemed to be interested in 843,311,484 Shares held by Archer Daniels Midland Asia-Pacific Limited (“ADMAP”),
374,961,795 Shares held by ADM Ag Holding Limited (“ADM Ag”) and 356,399,775 Shares held by Global Cocoa Holdings Ltd (“Global Cocoa”).
4. ADMAP is deemed to be interested in 374,961,795 Shares held by ADM Ag and 356,399,775 Shares held by Global Cocoa.
5. Kuok Brothers Sdn Berhad is deemed to be interested in 1,172,614,755 Shares held by PPB Group Berhad, 1,274,200 Shares held by Gaintique Sdn Bhd,
100,000 Shares held by Min Tien & Co Sdn Bhd, 23,000 Shares held by Hoe Sen (Mersing) Sdn Bhd, and 5,540,000 Shares held by Trendfield Inc.
6. Kerry Group Limited is deemed to be interested in 23,678,425 Shares held by Ace Time Holdings Limited, 14,966,453 Shares held by Alpha Model Limited,
500,000 Shares held by Athena Equities Holding Limited, 45,579,446 Shares held by Bright Magic Investments Limited, 593,899 Shares held by Crystal
White Limited, 31,335,900 Shares held by Dalex Investments Limited, 256,211,778 Shares held by Harpole Resources Limited, 23,188,079 Shares held by
Kerry Asset Management Limited, 20,617,169 Shares held by Macromind Investments Limited, 203,555 Shares held by Marsser Limited, 33,760,355 Shares
held by Natalon Company Limited, 246,600,000 Shares held by Noblespirit Corporation, 564,562 Shares held by Star Medal Limited and 2,354,965 Shares
held by Total Way Investments Limited.
7. Kerry Holdings Limited is deemed to be interested in 500,000 Shares held by Athena Equities Holding Limited, 31,335,900 Shares held by Dalex Investments
Limited, 256,211,778 Shares held by Harpole Resources Limited, 23,188,079 Shares held by Kerry Asset Management Limited, 33,760,355 Shares held by
Natalon Company Limited, 564,562 Shares held by Star Medal Limited and 2,354,965 Shares held by Total Way Investments Limited.
TWENTY LARGEST SHAREHOLDERS
As at 4 March 2020
(As shown in the Register of Members and Depository Register)
No. Name of Shareholders No. of Shares %*

1. PPB Group Berhad 1,172,614,755 18.48
2. Archer Daniels Midland Asia-Pacific Limited 843,311,484 13.29
3. Citibank Nominees Singapore Pte Ltd 683,857,648 10.78
4. DBS Nominees Pte Ltd 436,831,766 6.89
5. ADM Ag Holding Limited 374,961,795 5.91
6. Global Cocoa Holdings Ltd 356,399,775 5.62
7. Raffles Nominees (Pte) Limited 265,123,408 4.18
8. DBSN Services Pte Ltd 259,193,497 4.09
9. Kuok (Singapore) Limited 256,951,112 4.05
10. Harpole Resources Limited 256,211,778 4.04
11. Noblespirit Corporation 242,600,000 3.82
12. HSBC (Singapore) Nominees Pte Ltd 215,425,647 3.40
13. DB Nominees (Singapore) Pte Ltd 130,765,319 2.06
14. UOB Kay Hian Pte Ltd 99,427,100 1.57
15. Morgan Stanley Asia (Singapore) Securities Pte Ltd 79,233,985 1.25
16. Longhlin Asia Limited 69,009,921 1.09
17. United Overseas Bank Nominees (Private) Limited 47,750,109 0.75
18. Hong Lee Holdings (Pte) Ltd 36,204,971 0.57
19. Natalon Company Limited 33,760,355 0.53
20. Kefkong Limited 32,400,000 0.51
Total 5,892,034,425 92.88
* Based on 6,343,821,506 Shares (excluding Shares held as treasury shares) as at 4 March 2020.
SHAREHOLDING HELD BY THE PUBLIC

Based on the information available to the Company as at 4 March 2020, 27.99% of the issued ordinary shares of the
Company is held by the public and therefore, the Company has complied with Rule 723 of the SGX-ST Listing Manual.

This page has been intentionally left blank.
Lanscape_Line bw.pdf 1 8/31/12 10:26 AM
Wilmar International Limited is firmly committed to responsible corporate citizenship and we endeavour to do our part to
protect the environment. This publication is produced by a printer certified by the Forest Stewardship Council™ (FSC™)
and uses soy-based ink – a more environmentally responsible option than the traditionally used petroleum-based ink. It
does not have finishing processes like lamination and UV coating, and is printed on Green Forest Smooth paper, which is
certified to be environmentally friendly according to the FSC™ standard.
WILMAR INTERNATIONAL LIMITED
Co. Reg. No. 199904785Z
56 Neil Road
Singapore 088830
Tel: (65) 6216 0244
info@wilmar.com.sg
www.wilmar-international.com

Wilmar AR2019

Uploaded by

Copyright:

Available Formats

Wilmar AR2019

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Wilmar AR2019

Uploaded by

Copyright:

Available Formats

EVOLUTION

FROM A PALM COMPANY TO

4 The Evolution of Wilmar GOVERNANCE

Wilmar International Limited, founded in manufacturing plants and an extensive

ANNUAL REPORT 2019 1

FY2019 IN REVIEW 2019 HIGHLIGHTS include an integrated edible oils refinery

The Oilseeds and Grains segment

The Sugar segment registered a profit

Vietnam In the past year, we are heartened that DIVIDENDS

ANNUAL REPORT 2019 3

From a palm oil trading company to

Harvesting oil palm fruits in Sabah, Malaysia

Wilmar is one of the world’s largest oil palm

Sugarcane farm in North Queensland, Australia

An illustrative plan of the integrated manufacturing complex in Taizhou, China, TODAY

1 Including plants owned or operated by subsidiaries, joint ventures and associates

ANNUAL REPORT 2019 5

Production of Sania specialty fats in Indonesia

Unloading of soybeans in Qinhuangdao, China Flour mill in Quang Ninh, Vietnam

EXTENSIVE DISTRIBUTION NETWORK

ANNUAL REPORT 2019 7

Our consumer brands are renowned for their quality

Today our comprehensive product offering includes rice,

Over the years, we have established a comprehensive

To stay ahead of consumers’ evolving as designer cooking oils for elderly

A GLOBAL INTEGRATED AGRIBUSINESS

ANNUAL REPORT 2019 9

900 United States of America

Extensive distribution network in

90,000 oils, rice and flour

INDONESIA & MALAYSIA

ANNUAL REPORT 2019 11

INTEGRITY EXCELLENCE PASSION

US$47.05 b 20.4 US CENTS

ANNUAL REPORT 2019 13

FY2019 FY2018 FY2017 FY2016 FY2015

Cash Flow (US$ million)*

Capital expenditure 1,813 1,325 938 777 865

Balance Sheet (US$ million)+

Net gearing (x) 0.79 0.84 0.79 0.81 0.82

PROFIT BEFORE TAX BY BUSINESS SEGMENT

FY2019 49% Sugar FY2018+ Sugar

44,498 Tropical Oils1 Oilseeds & Grains Sugar2

1 Excludes plantation volume

ANNUAL REPORT 2019 15

VERTICALLY INTEGRATED BUSINESS MODEL

Raw & Oilseeds

Largest soybean World’s largest Largest raw sugar

Volume Volume Volume Revenue

RESULTS RESULTS RESULTS

ANNUAL REPORT 2019 17

ANNUAL REPORT 2019 19

ANNUAL REPORT 2019 21

In Indonesia, we operate two refineries

Overall sales volume for the segment

Outlook and Strategy

ANNUAL REPORT 2019 23

In addition to having production lines

ANNUAL REPORT 2019 25