By Simon Siburat and Asrif Mahmud
Mechanisation is often misunderstood as a means to replace people with machines. In reality, it is about empowering our workers to do more – safely, skilfully and sustainably.
For decades, the palm oil industry has depended on intense, manual labour, from field maintenance to harvesting and crop evacuation. In Malaysia, many of these 4D (dirty, difficult, dangerous, demeaning) roles continue to rely heavily on migrant workers. As recently as 2025, the Malaysian government recorded over 210,000 migrant workers in plantations nationwide – a stark reflection of how deeply labour dependency is built into current operating models.
This reliance is becoming increasingly untenable. Younger jobseekers are gravitating towards careers that offer progression, digital relevance, skills development and physical comfort. While some still consider plantation work, their motivations are often linked to family circumstances and economic necessity[1] rather than ambition. To attract new generations, estate careers must be repositioned as technical, professional pathways rather than being a last-option livelihood.
Regionally, the challenge is compounded by rising economic opportunities in Indonesia and intensifying operational demands across Southeast Asia, which have reduced the mobility of experienced workers into Malaysia. The industry is confronting a structural shift in labour supply, and it is one that will not reverse.
Driving mechanisation in Malaysia
In response to the shift in labour trends, Wilmar launched the Total Transformation Programme in 2017 to ensure we continue to stay at the forefront of the industry and become an employer of choice. We elevated field standards, improved administrative systems, and invested in schools, healthcare and housing.
Mechanisation quickly became a cornerstone of this transformation – which was accelerated during the Covid-19 pandemic, beginning with the mechanisation of in-field FFB evacuation, EFB application and fertiliser distribution. These efforts were critical to sustaining strong productivity during and after the pandemic, despite the severe labour shortages faced by the industry.
The impact of mechanisation has been both tangible and measurable. In selected operations, manpower requirements have reduced by up to 80 per cent, depending on equipment deployed and workflow. Yet mechanisation alone does not guarantee progress. Success hinges on a combination of machine suitability, field accessibility, operator discipline, workshop capabilities and strong supplier support.
Building careers, not just capacity
As machines take on heavy and repetitive tasks such as field evacuation and bunch loading, workers are stepping into higher-skilled roles – from data-driven supervisors, machine operators and maintenance technicians. Many now prefer mechanised assignments not only because they are safer, but because they offer technical training, better professional progression and higher earning potential.
To support this transition, our operations in Sabah introduced a structured workforce development pathway, which includes:
- Operator competency assessments prior to machine deployment
- Technical training for operation, inspection and deployment
- Safety training and certification
- Daily productivity tracking and productivity-linked remuneration systems
- Upgraded workshops tailored to mechanised operations
- Centralised spare parts inventory and cleaning facilities
This has helped cultivate a workforce that is more skilled, more confident and more engaged - and one that views a plantation career as a technical profession rather than hard labour.
Futureproofing the Indonesian plantation workforce
The workforce dynamics in Indonesia mirror Malaysia’s but with an accelerating generational shift. Millennials now make up over 84 per cent of our Indonesian workforce. They identify with high-tech integration, purpose-driven work and seek innovation, diversity and opportunities in the workplace. Meanwhile, the proportion of Gen Z remains the smallest – underscoring the need for the industry to adapt quickly to evolving expectations.
Mechanisation and digitalisation speak directly to these expectations. Across our estates, technology has become integral to our daily operations – from drone-enabled spraying and remote-controlled grass cutters to automated fertiliser spreaders, touchscreen-operated mechanical grabbers and air-conditioned tractors equipped with autopilot consoles. These tools reduce physical strain, minimise operational risks and support higher productivity and income generation. The result is a leaner and more efficient workforce.
An industry in transition
For mechanisation to succeed at scale, infrastructure must keep pace.
New field designs, replanting strategies and road quality all form part of the mechanisation blueprint, ensuring the terrain accessibility for machine movement and optimising equipment lifespan.
Machine selection is equally critical. Matching equipment to different terrains and environments – crawlers for peatlands, mini-tractor grabbers for taller palms on mineral soils and so on – is key to boosting productivity and protecting capital investments.
However, even the best machinery will falter without the right culture. A mechanised plantation requires disciplined operators, capable technicians and a strong preventive maintenance mindset. Skilled and experienced mechanics, both workshop-based and in the field, follow a rigorous daily routine of machinery inspection, care and maintenance, ensuring reliability and uptime.
Mechanisation also delivers a strong social dividend: workers in mechanised roles typically earn 20 per cent to 30 per cent more while gaining transferable technical skills that enhance long-term employability.
From labour to leadership
The future of plantations will not be defined by machines alone. It will be built by people – a higher-skilled workforce empowered by technology.
Mechanisation marks the beginning of a new estate model – one that is more resilient, precise and innovative. It is a model that can attract new generations, elevate the perception of plantation work and position the industry for long-term competitiveness.
For the sector, the direction is clear: move away from dependence on manual labour and invest in capability, technology and opportunities. Estates that make this shift early will not only benefit from higher productivity – they will redefine what a modern plantation career can be.
[1]Youth’s Motivation Towards a Career in Malaysian Oil Palm Plantation - Oil Palm Industry Economic Journal Vol. 23 (2), September 2023, pp. 82-95. https://opiej.mpob.gov.my/youths-motivation-towards-a-career-in-malaysian-oil-palm-plantation/
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