Olam lays out 6-year strategy

Olam International’s strategy for 2019-2024 will reflect key trends such as the growing demand for healthy food, traceable and sustainable sourcing, e-commerce and the rise of “purpose” brands. The food and agri-business company said it would invest US$3.5 billion (including maintenance capex) in businesses with high growth potential and would release US$1.6 billion by divesting in some businesses.

Olam is a leading company in multiple speciality agri-products and food ingredients, with defensible strategies for more mainstream bulk products. Operations extend across the value chain, including buying from an extended network of 4.7 million farmers, managing orchards, plantations and farms, processing and ingredients innovation. This new strategy builds on the current business model which has yielded strong results and growth across Olam’s diversified portfolio. 

Co-founder and Group CEO, Sunny Verghese said: “With our focus on farm-gate origination, end-to-end traceability, sustainability, digital initiatives and innovations like AtSource¹, Olam is already primed to start capturing growth from this fast-changing landscape. Now, following a comprehensive review, our strategy is fully focused on harnessing these health and ethical sourcing trends, as well as changing consumer preferences. Crucially, our strategy will allow us to play a leading role in re-imagining global food and agri-supply chains for the better – sourcing raw materials within the earth’s capacity to regenerate and transforming those materials to deliver food, feed and fibre for a growing population.” 

The strategy sets out four pathways for growth: 

1. Strengthen, streamline and focus the business portfolio with a planned investment of US$3.5 billion (including US$1 billion maintenance capex) in 12 prioritised high potential growth businesses² and releasing US$1.6 billion from de-prioritising and divesting four businesses – Sugar, Rubber, Wood Products, Fertiliser – and other assets that no longer fit with Olam’s strategic priorities. The divestments will be completed in a responsible and orderly fashion during this plan period.
2. Drive margin improvement by enhancing cost and capital efficiency.
3. Generate additional revenue streams by offering differentiated products/services such as AtSource, risk management solutions, value-added services, ingredients and product innovation; and from both existing and new channels such as co-manufacturing, the food service sector and e-commerce for small and medium sized customers.
4. Explore partnerships and investments in new engines for growth by assessing opportunities to deliver to the consumers and farmers of tomorrow.

Investments will be made in high potential growth businesses including cocoa, edible nuts, rice, packaged foods, edible oils and other food products.

Olam has identified four enablers to execute these strategic pathways: 

1. Achieve operational excellence through tracking metrics that matter, digital dashboards and performance scorecards, execution discipline and continuous improvement.
2. Continue to keep sustainability at the heart of the business and re-generate food and farming landscapes while capitalising on changing consumer preferences (‘right-for-me’, ‘right-for-the-planet’, ‘right-for-the-producer’).
3. Lead the industry’s digital transformation and disruption by identifying, validating and deploying initiatives to capture and create value.
4. Attract, retain and inspire top talent by embedding Olam’s Purpose and investing in people development programmes.

Executive Director and Group COO, A. Shekhar said: “This is a pivotal moment for Olam to refocus on our strengths and capitalise on new opportunities. By executing on our refreshed strategic plan, we aim to be a global food and agri-business supporting our customers’ growing need for sustainable and transparent supply chains with a clear focus on tomorrow’s consumer preferences.” 

Chairman of the Board, Lim Ah Doo added: “The Board fully endorses this strategic plan that builds on Olam’s existing capabilities and sets a strong foundation for future growth. In addition, the Company is in the process of appointing financial advisors to explore various options to maximise value for shareholders. This exercise is expected to be completed by Q4 2019.” 

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^{1   AtSource™ is a comprehensive sustainable sourcing solution for agricultural raw materials and food ingredients. A digital dashboard provides instant access to rich data, advanced foot-printing and granular traceability. Highly targeted interventions can then improve economic, social and environmental factors – www.atsource.io} 

^{2 Edible Nuts, Cocoa, Grains & Animal Feed, Coffee, Cotton, Spices, Edible Oils, Infrastructure & Logistics, Dairy, Rice, Packaged Foods and Commodity Financial Services}