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Business Description

We are an agro-industrial organization dedicated to the responsible processing of sugar cane for the production of sugar, molasses, alcohols and energy.

Our team of more than +17,600 employees in Mexico, Guatemala, Nicaragua and the United States, contributes to reach an annual production of 1.089 million tons of sugar and by-products.

As a group, we are leaders in Central America in sugar production and are also positioned as the leading sugar producer in Latin America (excluding Brazil). Globally, we are among the twelve largest producers in the world. Our products serve both local and international markets, with exports to over 40 countries, where we supply the food industry and refineries.

tons of sugar and by-products.

Our purpose is to promote development, transforming resources responsibly.

By the year 2030, we will be one of the ten leading sugar and sugar-related businesses in the world.

Since our beginnings in 1849 until now, we have fostered a culture based on values, ethical principles, trust and respect for human dignity.

Growth with Experience.

Our operations began in the mid-19th century on the South Coast of Guatemala. Throughout our history of more than 175 years, we have been recognized internationally for our high standards in our products´ value chain.

Pantaleon was born on August 8, 1849, under the enterprising vision of Manuel María Herrera when he bought the Pantaleon and San Gregorio estate, between Siquinalá and Santa Lucía Cotzumalguapa, Escuintla, Guatemala.

Manuel María Herrera converted flat and uncultivated land into the Pantaleon estate, building within it the Pantaleon sugar mill.

Manuel María Herrera establishes Herrera & Company with his two elder children: Francisco Herrera Moreno and Carlos Herrera Luna. In 1880, Pantaleon produced 40,000 25-pound sacks of sugar.

After the death of his father, Carlos Herrera Luna takes over the company and begins to expand the capacity of the sugar mill, making it the largest producer of sugar in Guatemala. Carlos Herrera Luna incorporated advanced techniques in agriculture that he observed in other countries, from where he brought machinery and agricultural implements.

The building of the Pantaleon train station began, which led trains from the sugar mill to Puerto San José, Guatemala, making the transport of sugar to the port more efficient and facilitating its exportation.

Carlos Herrera Dorion continues his father´s vision and encourages sugar exports to international markets.

Julio Herrera is named General Manager and the company changes its name to become Pantaleon, S.A. In the 1974/75 harvest, the production of sugar exceeded one million quintals of sugar.

Pantaleon assumes the administration of Concepción sugar mill in Guatemala, thus enlarging its sugar operations.

Continuing with the business vision of transforming resources responsibly, Pantaleon begins the cogeneration of electric energy based on the cane bagasse, contributing to sustainable energy generation in Guatemala.

Pantaleon Foundation is created by members of the family, seeking to promote the social and economic development of the communities surrounding the operations.

The Monte Rosa sugar mill is acquired, located in western Nicaragua, which has become the second largest producer in the country.

Taking advantage of the resources of the cane, a distillery is built at Pantaleon sugar mill to produce ethanol and other related molasses products.

In partnership with the UNIALCO Group of Brazil and Manuelita of Colombia, Vale Do Paraná sugar mill is acquired in Brazil, reaching a greater territorial expansion, opening new opportunities.

Pantaleon acquires La Grecia sugar mill in Honduras.

Since its inception, Pantaleon has maintained a firm commitment to the success of the people related to the operations of the organization. For this reason, since 1868 Pantaleon established a school within the facilities. Currently, Pantaleon has four schools, two in Guatemala and two in Nicaragua, where all students receive a scholarships by the organization. In 2010, a new school facility was built in Siquinala, Guatemala, creating a space that fosters an integral education.

With the vision of becoming one of the ten most important sugar organizations in the world, participation in Vale do Paraná society is increased, the capacity of the Bio Ethanol distillery in Guatemala is augmented and Pánuco sugar mill is acquired in Veracruz, Mexico.

The group achieves a production of 1 million tons of sugar.

Vale do Paraná Mill in Brazil starts producing sugar.

Under the strategic vision of strengthening Pantaleon´s position, the decision of selling the shares of Ingenio La Grecia in Honduras was made.

Pantaleon celebrates its 170th milling season.

Pantaleon Commodities Corp. is established in the United States.

Pantaleon consolidates its operations in Guatemala.

Pantaleon acquires El Mante mill in Tamaulipas, Mexico.

After a historic harvest, Panuco Mill becomes the number one sugar producer in Mexico.

Our Mexican operations increase their production substantially due to improved yields following the acquisition and expansion of El Mante Mill and the increase in Panuco Mill’s milling capacity.

Under the strategic vision of strengthening Pantaleon’s position, the decision is made to sell the shares of Vale do Paraná Mill in Brazil.

With more than 175 years of operation, Pantaleon continues as a family business and has become one of the most respected conglomerates in Latin America.

Celebrating 175 Years of History That Transcends!

Founded in 1849, Grupo Pantaleon has evolved from the Pantaleon and San Gregorio estate in Escuintla, Guatemala, into a global conglomerate with operations in six countries and over 18,000 employees.

Our success lies in a commitment to innovation, continuous improvement, and dedication to its employees and communities.

Throughout 175 years, Grupo Pantaleon has promoted responsible development in more than 200 communities across Guatemala, Nicaragua, and Mexico.

We are proud of our history and are ready to continue building the future of Grupo Pantaleon with the same values, visionary leadership and teamwork that have guided us during these 175 years of history.

A commitment to the world.

Sustainability is a key pillar for us, thus we work under what we call Responsible Development. This term refers to our commitment to execute a business strategy that incorporates the integral wellbeing of people, the environment and our surroundings.

Responsible Development is part of our culture and business strategy. It means ensuring our long-term success and fulfilling our vision of creating a better world. We ensure the welfare of our people, promote development, care for the environment, and produce quality products.

Learn more about each of our operations

Filter the information for each of our operations, or view the data together.

North America
Mexico
United States

Central America
Guatemala
Nicaragua

Statistics of all our sugar mills

Harvest Season 2022 / 2023

Harvest Season 2022 / 2023

Acquisition date: 2011

Harvest Season 2022 / 2023

Acquisition date: 2020

United States – Pantaleon Commodities Corp (PCC)

Located in Florida, PCC is the commercial headquarters in charge of sales and centralizing logistics and customer services.

Guatemala – Pantaleon sugar mill

Acquisition date: 1849

Harvest Season 2022 / 2023

We are part of Azúcar de Guatemala which is formed by 11 sugar mills affiliated with the Guatemalan Sugar Association. -Asazgua-.

Nicaragua – Monte Rosa sugar mill

Business Overview

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BIO ETHANOL, SOCIEDAD ANONIMA offers a broad range of raw materials including sweet corn, wheat, potato, sorghum, and barley — all key feedstocks for ethanol production. This variety allows buyers to source multiple crops in one order, improving supply chain flexibility. The lack of verified work email, phone number, and business documents raises concerns about the company's legitimacy and ability to handle large or long-term contracts. Without verified contact details or official documents, buyers should request additional proof before placing any significant orders. While the product range is strong, the absence of revenue, team size, and verification signals makes it harder to assess reliability or operational capacity. Buyers should treat this profile with caution and verify the company's identity independently before engaging.

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