The World

of Olam
 Like all of you, Today, we are recognised on the global stage
as serious contenders in the agri-sector, having
I feel extremely achieved leadership positions in the majority of
our platforms. This remarkable success in a strongly
proud to work contested industry did not come from following
a conventional approach. At Olam, we do things
for Olam  differently from our peers and have succeeded
in disrupting the status quo.
We believe that giving our people ownership to deliver has been key
to our success.
Having passed our 25th anniversary milestone, we need to ensure that we
maintain this level of momentum for the next quarter century and beyond, by
being clear about who we are our spirit and culture, what we stand for and
what we do (and equally important, what we do not do).
I hope you will find this booklet, The World of Olam, useful for your own
reference and as a helpful guide for your team and prospective employees.

Introduction 1-6
The Olam Way 7 - 20
The Olam Brand 21 - 25 Sunny Verghese
Co-Founder, Group Managing Director and CEO
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Our Name  Our Business 

There are two meanings for the word Olam Olam is a leading agri-business operating from
transcending boundaries and everlasting, enduring seed to shelf, supplying food and industrial raw
materials worldwide
transcending boundaries

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From a small start-up in one product in one country
and in one part of the value chain to now an
enterprise with 44 agri-products in 70 countries
across all four parts of the value chain.
agri-products
everlasting, enduring
We are leading and managing the business
to achieve long-term sustainable success.
agri-business

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We operate mainly in one commodity asset class,
namely agriculture (e.g. not metals, energy etc.).

seed to shelf
We are selectively integrated in the agri-supply
chain. Olam manages 2.1 million hectares of land
for farming, plantations and forestry and we
countries operate 140 processing facilities.

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Our Portfolio 
We are present in 5 segments, 16 platforms and
44 agri-products, supplying to over 14,000 customers

Edible Nuts, Confectionery Food Staples & Industrial Commodity

Spices & Vegetable Ingredients & Beverage Ingredients Packaged Foods Raw Materials Financial Services
Almonds, Cashews, Hazelnuts, Cocoa, Coffee Dairy, Grains, Ag Logistics & Infrastructure, Market Making & Risk
Peanuts, Pistachios, Walnuts, Packaged Foods, Fertilisers, Cotton, Rubber, Management Solutions,
Sesame, Spices and Vegetable Palm, Rice, Wood Products Fund Management
Ingredients Sugar and
Sweeteners

#2 #1 #2 #2
global almond
grower
#1 global cocoa trader
and exporter
#2
global rice
supplier
global cotton
merchant #1
global FSC

#1
global dehydrated
global coffee certified contiguous
onion and garlic
supplier tropical forestry
supplier
concessions
global cashew
supplier

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Our Value Chain  The Olam Way

1. Selective
Upstream
Perennial tree crops,
Broadacre row crops,
Dairy farming,
Forest concessions

2. Supply Chain
Global origination & sourcing,
Primary processing,
Inland & marine logistics,
Merchandising, Trading,
Value-added solutions & services,
Risk management
3. & 4. Selective
Mid/Downstream
Value-added/manufacturing,
Branding & distribution
(Africa)

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Our Governing Objective 
To maximise long-term intrinsic value for
our continuing shareholders
long-term
Our strategy and investment choices
focus on the long-term.
continuing
We always put ourselves in the shoes
of our continuing shareholders and
develop long-term strategy, make
investment choices and capital allocation
decisions that will maximise their
long-term intrinsic value.
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Our Vision 
To be the most differentiated and valuable
global agri-business (by 2040)
differentiated
We believe in first differentiating our business
before scaling it and have differentiated
ourselves in six areas, creating a focused
and defensible portfolio.
valuable
+10%
We aim to grow Total Shareholder Returns (TSR)
by 10% Compound Annual Growth Rate (CAGR)
over the next 25 years.
CAGR in 25 years
Our Purpose 
Our Purpose of Growing Responsibly describes how we
do business. We ensure profitable growth is achieved in
an ethical, socially responsible and environmentally
sustainable manner. This is integral to our business model.
Our Spirit 
Our Spirit is to be an insurgent in our industry.
We are not afraid to disrupt the status quo.
We are pioneers, inventing and innovating to
create solutions for our suppliers and customers.

ethical inventing and innovating

Strong governance, transparency, reliable We are creative and resourceful, and develop
systems and risk management. new services and products, finding original ways
of competing and succeeding. creative
socially responsible
Improving the livelihoods of those
solutions innovative
communities where we work. Providing a fair, We offer solutions and services along
safe and healthy workplace for our people. with the physical products that we supply
to our customers.
environmentally sustainable pioneering
Being good stewards of the environment
and protecting the natural capital essential
to our business.

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 Our Values 
Our six values and everyday behaviours build a distinctive
culture, shaping how we work and set the standard for what
it means to be part of Olam.

Entrepreneurship Stretch Mutual Respect Ownership Integrity Partnerships

We dare to dream.
& Ambition & Teamwork We strive to
We take responsibility We stay true to
Our passion for We treat each other as if we were what we believe, develop positive
doing more. the way we want the founders say and do. and long-term
to be treated. of the business. relationships with
our partners.
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Our Strategy 
The pathway to achieving our vision of becoming
the worlds most valuable global agri-business
rests on three elements of our Strategy:
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i) Competitive Strategy
At the grower end we out origin our competitors by buying from
the lowest level of aggregation possible. Today we source directly
from the farm-gate, originating crops from a network of four million
farmers, village level agents and farmer co-operatives.
At the customer end we offer value-added solutions and services in
order to gain stronger loyalty and command a premium. These services
include traceability, customised product grades and qualities, risk
management solutions, vendor-managed inventory solutions and 4 million
proprietary market intelligence. farmers
ii) Portfolio Strategy
We focus on building leadership positions in niche commodities.
We selectively integrate across the agricultural value chain. We are
one of the worlds largest farmers growing 21 crops in 26 countries
(upstream) and have invested in 140 processing facilities (mid-stream).
21
crops
We have a strong African footprint and operating capability. Our
on-the-ground assets, team and know-how across our 24 country
network on the Continent is unrivalled.
140
A combination of these elements has resulted in us having a uniquely
shaped portfolio.
processing
facilities
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iii) Growth Strategy
Our logic for growth is to find adjacent business opportunities closely
linked to our core business. We identify and expand into adjacent
opportunities that share customers, costs, capabilities and channels with
our existing businesses. For example, we started our Edible Nuts platform
by first trading cashews before expanding into other adjacent edible nuts
over time, including today, peanuts, almonds, pistachios and walnuts.

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Our Core Competencies 
We have built distinctive capabilities and
competencies in the following four areas:
i) Business specific skills in origination, trading, processing
and logistics.
ii) Growth enabling skills in people management, risk management,
mergers and acquisitions / divestures, and capital raising and
financing innovations.
iii) Privileged assets and networks, including sourcing network
of four million farmers, network of over 14,000 customers,
organisational presence in over 70 countries employing more
14,000
than 56,000 people and our extensive African footprint and
customers
operating capabilities.
iv) Effective stakeholder management with investors (equity and
debt investors), creditors, customers, suppliers, communities,
Governments and NGOs.

56,000
employees,
contract, seasonal &
temporary workers

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Our People  The Olam Brand
By living our values and being passionate, Our green symbol shows
responsive, reliable, ambitious, pioneering a plant growing out of
and innovative, we have built a true source nutritious soil, held in a circle
of competitive advantage. representing the world.

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Our Brand Strategy 
Our brand is our public face, our reputation
it is the sum of everything we do, every day.
It is also one of our most valuable assets.
Brand reputation is based on a combination of factors including our
visual presentation and messaging; our everyday behaviour and the
experience our customers and suppliers have with us; always living up to
our promises; our product quality and the accuracy of our market insight.
Consistency across every level of Olam is critical to our sustained success
and the achievement of our long-term goals. Our brand strategy is a
powerful enabler of collaboration and a key facilitator of future growth.

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Our Brand Positioning 
Our brand is confident in an understated way.
If we are all aligned, we will be remembered and
rewarded with trust by those that come into
contact with our unique organisation.

We want to be known
bla Know-how n
for these three things: Trail- zing Respo sive

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Website: olamgroup.com
Subscribe: olamgroup.com/news
Twitter: @olam
Intranet: olamconnect.com