OLAM SOUTH AFRICA
Commodity in Umhlanga

Issue 1/2017: Scaling and transforming Olam Cocoa to spur growth One year on: transforming a global cocoa business. Extracting value from bean to product Optimising our manufacturing capabilities. Cross-country synergies: driving efficiency with strong business processes. Making strategic choices: where we choose to play in soluble coffee. Operations: competitiveness through cost savings and efficiency. Palm cultivation in Gabon: Making progress Training and development from day one. More than a social licence: taking the lead in sustainable palm practices. Issue 2/2015: Transforming Rusmolco into a modern, reliable supplier of high quality milk and agricultural crops Russian Dairy: taking a long position in a short market. The almond water footprint in California: myths and realities. Stimulating the rural agri economy through training and land tenure. We are a leading agri-business operating from seed to shelf in 70 countries, supplying food and industrial raw materials to over 23,000 customers worldwide. We grow, source, process, manufacture, transport, trade and market 47 different agri-products. Our team of 70,000 full-time, seasonal, contract and temporary employees work to bring essential agricultural products to homes around the globe everyday. Established in 1989, trading cashew from Nigeria to India, today we have built a global leadership position in many of our businesses such as Edible Nuts, Cocoa, Spices and Vegetable Ingredients, Coffee and Cotton. We ensure profitable growth is achieved in an ethical, socially responsible and environmentally sustainable manner. Only by ensuring this is an integral part of our business model can we deliver long-term value for all stakeholders. Olam’s initiatives in rural communities are one aspect of this, and in 2010 The Olam Livelihood Charter (OLC) was launched to set a benchmark for projects that incorporate all 8 charter Principles of finance, improved yield, labour practices, market access, quality, traceability, social investment and environmental impact. Today we manage 44 OLC initiatives and another 160 beyond the programme, from rural electrification and water facilities to building health centres and schools. Over the last 27 years, we have stayed focused on a single asset class, agri commodities, and within that, built a diversified and relatively recession resistant portfolio, largely comprising food raw materials and ingredients. Our business model is based on adjacency expansion to create systematic, repeatable organic and inorganic growth initiatives around our core supply chain business. We have grown by taking advantage of adjacent opportunities in businesses, which share geographies, channels, costs, suppliers and customers, and acquiring new businesses and competencies. Largest independent peanut blancher and ingredient manufacturer in USA.