Olam - Investor Presentation - April 2016olamgroup.com/.../2016/04/Olam-InvestorPresentation-April2016.pdf · Core supply chain capabilities built over 26 years 12 ... (UK: Britannia)

Olam International Limited

Investor PresentationApril 2016

Cautionary note on forward-looking statement

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This presentation may contain statements regarding the business of Olam International Limited and its subsidiaries (‘Group’) that are of a forward looking nature and are therefore based on management’s assumptions about future developments.

Such forward looking statements are intended to be identified by words such as ‘believe’, ‘estimate’, ‘intend’, ‘may’, ‘will’, ‘expect’, and ‘project’ and similar expressions as they relate to the Group. Forward-looking statements involve certain risks and uncertainties because they relate to future events. Actual results may vary materially from those targeted, expected or projected due to several factors.

Potential risks and uncertainties includes such factors as general economic conditions, foreign exchange fluctuations, interest rate changes, commodity price fluctuations and regulatory developments. The reader and/or listener is cautioned to not unduly rely on these forward-looking statements. We do not undertake any duty to publish any update or revision of any forward-looking statements.

An overview

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• In 26 years , we have grown from a single product exporter, to a global

agri-business leader, operating from seed to shelf

• Operating in 70 countries

• Portfolio of 16 platforms organised into 5 business segments with

selective operations across 4 value-chain activities

• Headquartered in Singapore and listed on the mainboard of Singapore

Exchange (SGX)

• Over 26,300 full-time employees catering for 16,200 customers

worldwide

• Direct buying links with 4 million farmers

• 199 processing facilities globally

• 2.6 million hectares of land under Olam management

Our 26-year history

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Edible Nuts & Spices

Food Staples & Packaged Foods

Industrial Raw Materials

1989 2001 2015

Products

Countries

Revenue

Employees*

1 10 47

Nigeria SEAsia Europe and

Russia1 20 70

26,3002 1,500

S$2M S$19.1BS$1.6B

* full-time employees

Our shareholdersA diversified, supportive shareholder group with long-term investment horizon

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TemasekHoldings

Olam’s Management

~ 51.4% 20.0% ~ 6.4%

Mitsubishi Corporation

Other Institutional and Public

~ 17.4%

Shareholding Structure* Shareholding Structure*

Kewalram Chanrai GroupKewalram Chanrai GroupTemasek HoldingsTemasek Holdings

• Kewalram Chanrai Group established Olam in 1989

• A widely diversified conglomerate with interests in manufacturing, agro commodities, international trade and property development

• One of the largest investment companies in the world (rated AAA/Aaa) with a net portfolio value of S$266bn

• Temasek invested S$437.5mn in Olam in June 2009

• Participated in a Preferential Offering and subscribed additional shares in June 2011

• Increased stake via open market purchases in 2012/13

• Became a Controlling Shareholder of Olam post voluntary general offer in 2014

Olam’s ManagementOlam’s Management

• Including stock options & warrants, Olam’s management’s share in the company will be about 8%

* Based on 2,773,449,142 shares (excluding treasury shares)

Kewalram ChanraiGroup

~ 4.8%

Mitsubishi CorporationMitsubishi Corporation

• A global integrated business enterprise with over 200 offices and subsidiaries in approximately 90 countries

• Revenues of US$63.0 billion and Net Income of US$3.3 billion, with total assets of US$140.0 billion

• Clear vision of the long term value drivers and growth potential of the agri industry

• Strategic direction of “Doubling earnings in non-resources sector by 2020” and goal of creating long term intrinsic value for its stakeholders

Our purpose, governing objective and vision

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Our Governing Objective is to maximise long-term intrinsic value for our continuing shareholders.

Our Vision is to be the most differentiated and valuable global agri-business (by 2040)

We believe in first differentiating our business before scaling it and have differentiated ourselves in 6 areas, creating a focused and defensible portfolio.

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.

• Population growth increasing demand for food

• Increased per capita food consumption driven by rising incomes and urbanisation

• Dietary shift towards protein and fats in developing countries resulting in multiplier impact on demand for food and feed raw materials

• Biofuels increasing demand for food and feed raw materials

• Growing scarcity of arable land due to urbanisation, soil erosion, soil degradation and related factors

• Slowing rate of agricultural productivity improvement

• Water scarcity due to climate change, and other environmental degradation

• Logistical inefficiencies and storage bottlenecks

Market contextAttractive agri-sector with favourable long-term dynamics

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Demand factors Supply factors

Our business model Focused, differentiated and defensible

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1. Focused on niche commodities and niche businesses with leadership positions (e.g. Edible Nuts, Cocoa, Coffee, Spices and Vegetable Ingredients, Cotton, Rice, Packaged Foods, Rubber)

2. Adopt defensible niche strategies in mainstream commodity categories (e.g. Grains: Africa Milling; Sugar: Indonesia Refining, India Milling; Palm: leadership in West Africa)

3. Unique African footprint and operating capabilities (Direct presence in 24 countries in Africa)

4. Out-origin our competition – buying from growers and village level agents at the farmgate

5. Provide value added solutions and services to customers (Traceability guarantees, sustainable and certified raw materials, vendor managed inventory solutions, risk management solutions and proprietary market intelligence)

6. Uniquely shaped portfolio – selective and diversified upstream participation across products and geographies

Our business modelAgri-focused portfolio but broadly diversified across 16 platforms

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1. Edible Nuts(Almonds, Cashews, Hazelnuts, Peanuts, Pistachios, Walnuts, Sesame)

2. Spices and Vegetable Ingredients (SVI)

3. Cocoa4. Coffee

5. Dairy6. Grains7. Packaged

Foods (PFB)8. Palm9. Rice10. Sugar and

Sweeteners

11. Cotton12. Wood

Products13. Rubber14. Fertiliser15. Agri Logistics

& Infrastructure

16. Commodity Financial Services (Market Making and Risk Management Solutions and Fund Management)

Edible Nuts, Spices and Vegetable

Ingredients

Confectionery and Beverage

Ingredients

Food Staples and Packaged

Foods


Commodity Financial Services

Our business modelLeadership positions across diverse platforms

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#1 global dehydrated onion and garlic supplier

#1 global cashew supplier

#2 global almond grower

#1 global cocoa trader and exporter

#2 global coffee supplier

#2 global rice supplier

#1 global FSCcertified contiguous tropical forestry concessions

#2 global cotton merchant

Edible Nuts, Spices and Vegetable

Ingredients

Confectionery and Beverage

Ingredients


Foods


Commodity Financial Services

Our business modelDefensible and differentiated portfolio

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Platform Olam ADM Bunge Cargill Dreyfus Glencore COFCO Wilm arNo. of Major Competitors

Edible Nuts 1Spices & Vegetable Ingredients

None

Coffee 2

Cocoa 2

Dairy None

Rice 2

Grains 7

Sugar/Sweeteners 6

Palm 3

Packaged Foods 1

Cotton 4

Wood Products None

Rubber 1

Fertiliser None

CFS 3

SEZ None

Presence in products (#)

16 4 2 6 7 3 5 5

Our business modelCore supply chain capabilities built over 26 years

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GlobalOrigination& Sourcing

PrimaryProcessing

Inland & Marine Logistics

Trading

Value Added Services

RiskManagement

OlamSupply Chain >16,200

customers> 4 M

growers

(examples)

Our business modelSelective value-chain participation

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• Perennial tree crops• Broadacre row crops• Dairy farming• Forest concessions

• Global origination and sourcing

• Primary processing Inland and marine logistics

• Merchandising• Trading• Value-added solutions

and services• Risk Management

• Value-added/ manufacturing

• Branding and distribution (Africa)

Selective upstream

Core supply chain

Selective mid/downstream

Our business modelUniquely shaped portfolio: Well-diversified across value-chain participation

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Supply chain Mid/downstreamUpstream

Edible Nuts, Spices & Vegetable Ingredients

Confectionery & Beverage Ingredients

Food Staples &PackagedFoods

IndustrialRaw Materials

Commodity FinancialServices

20162016

Edible Nuts

CFS

Spices & Veg. Ingredients

Coffee

Cocoa

Dairy

Grains/Rice

Sugar/Sweeteners

Palm

Packaged Foods

Cotton

Wood Products

Rubber

Fertiliser

Ag Logistics & Infrastructure

Our business modelSignificant investments made to build portfolio

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Supply chainUpstream Mid/downstreamSupply chainUpstream Mid/downstream




Foods


Foods

Edible Nuts, Spices & Vegetable

Ingredients

Edible Nuts, Spices & Vegetable

Ingredients



• Almond orchards (Australia, US)

• Pistachio orchards (US)

• Peanut farming (Argentina)

• Tomato, Garlic, Onion (US)

• Almond orchards (Australia, US)

• Pistachio orchards (US)

• Peanut farming (Argentina)

• Tomato, Garlic, Onion (US)

• Coffee plantations (Laos, Tanzania,

Ethiopia, Zambia, Brazil)

• Cocoa plantations (Indonesia)

• Coffee plantations (Laos, Tanzania,

Ethiopia, Zambia, Brazil)

• Cocoa plantations (Indonesia)

• Dairy farming (Uruguay: NZFSU,

Russia: Rusmolco)

• Palm plantations (SIFCA, Gabon)

• Grains farming (Russia: Rusmolco)

• Rice Farming (Nigeria)

• Dairy farming (Uruguay: NZFSU,

Russia: Rusmolco)

• Palm plantations (SIFCA, Gabon)

• Grains farming (Russia: Rusmolco)

• Rice Farming (Nigeria)

• Coffee new sourcing origins (Mexico, Guatemala, Nicaragua)

• Coffee new sourcing origins (Mexico, Guatemala, Nicaragua)

• Cotton (Australia, US, Africa)

• Wood Products sourcing (Panama/Costa Rica)

• Cotton (Australia, US, Africa)

• Wood Products sourcing (Panama/Costa Rica)

• Sugar refinery (Indonesia: PT DUS)

• Sugar milling (India: GSIL/Hemarus)

• Wheat milling (Nigeria, Ghana, Senegal, Cameroon)

• Dairy/Juice/Biscuits (W.Africa: Kayass, Titanium)

• Dairy processing (Malaysia)

• Palm refining (East Africa)

• Animal Feed (Nigeria)

• Sugar refinery (Indonesia: PT DUS)

• Sugar milling (India: GSIL/Hemarus)

• Wheat milling (Nigeria, Ghana, Senegal, Cameroon)

• Dairy/Juice/Biscuits (W.Africa: Kayass, Titanium)

• Dairy processing (Malaysia)

• Palm refining (East Africa)

• Animal Feed (Nigeria)

• Argentina shelling and blanching expansion

• Argentina shelling and blanching expansion

• Grains sourcing and elevation (Australia: Mitsubishi JV , Russia: Azov)

• Grains sourcing and elevation (Australia: Mitsubishi JV , Russia: Azov)

• Timber forestry concession (Republic of Congo)

• Rubber plantations (Gabon, SIFCA)

• Timber forestry concession (Republic of Congo)

• Rubber plantations (Gabon, SIFCA)

• Cashew mechanisation (India, Cote d’Ivoire)

• Hazelnut processing (Turkey: Progida)

• Peanut processing (US: UB, McCleskey Mills)

• Almond processing (Australia)

• SVI (US: Gilroy/VKL, Egypt: Dehydro, Peru)

• Sesame hulling (Nigeria)

• Cashew mechanisation (India, Cote d’Ivoire)

• Hazelnut processing (Turkey: Progida)

• Peanut processing (US: UB, McCleskey Mills)

• Almond processing (Australia)

• SVI (US: Gilroy/VKL, Egypt: Dehydro, Peru)

• Sesame hulling (Nigeria)

• Fertiliser manufacturing (Gabon)

• Agri logistics and infrastructure (SEZ, general cargo and mineral port, Gabon)

• Fertiliser manufacturing (Gabon)

• Agri logistics and infrastructure (SEZ, general cargo and mineral port, Gabon)

• Soluble coffee manufacturing. (Vietnam, Spain)

• Cocoa specialty fats (UK: Britannia)

• Cocoa processing (IVC, Spain, Nigeria, Ghana, Germany, Netherlands, Singapore, Canada)

• Soluble coffee manufacturing. (Vietnam, Spain)

• Cocoa specialty fats (UK: Britannia)

• Cocoa processing (IVC, Spain, Nigeria, Ghana, Germany, Netherlands, Singapore, Canada)

Our financialsDiversified across products and regions

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Sales revenue by segmentSales revenue by segment Sales revenue by regionSales revenue by region Sourcing volume by regionSourcing volume by region

Total = S$19,053m Total = 12.51 MMTTotal = S$19,053m

Highly diversified product portfolio providing stab ility to earnings and cash flows with strong presen ce in growth markets in Asia, Africa and Latin America

Confectionery & beverage ingredients36%

Confectionery & beverage ingredients36%

Edible nuts, spices & vegetable ingredients22%

Edible nuts, spices & vegetable ingredients22%

Food staples & packaged foods28%

Food staples & packaged foods28%

Industrial raw materials%14

Industrial raw materials%14

Asia and Middle East39%


Africa13%Africa13%

Europe27%Europe27%

Americas%21

Americas%21



Americas24%Americas24%

Europe30%Europe30%

Africa13%Africa13%

>85% of the portfoloio is related to food and food products

Strong focus on emerging marketsBalanced portfolio across countries and both hemispheres

Our financialsStrong track record of growth and profitability

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13,92515,542

14,02212,507

2012 2013 2014 2015

SalesSales

EBITDAEBITDA Invested Capital (excluding GFC & Long Term Investm ent)Invested Capital (excluding GFC & Long Term Investm ent)

Sales volumeSales volume

Selective investments to back future growth

18,967

20,04019,772

19,053

2012 2013 2014 2015

1,063

1,200

1,107 1,123

2012 2013 2014 2015

10,866 11,412 11,557

14,430

2012 2013 2014 2015

In S$mIn S$mIn ’000MTIn ’000MT

In S$mIn S$m In S$mIn S$m

Our customersDiversified base with long-term relationships

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6,500

10,620 11,100

11,600 12,300

13,600 13,800

16,200

2008 2009 2010 2011 2012 2013 2014 2015

Number of customersNumber of customers Strong and reputable customer baseStrong and reputable customer base

More than 16,200 customers worldwide including seve ral leading global brands

2014-2016 goalsFour priorities and six pathways established

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Accelerate free cash flow generation

Accelerate free cash flow generation

Reduce gearingReduce gearing Reduce complexityReduce complexity

Promote better under-

standing of Olam’sbusiness

Promote better under-

standing of Olam’sbusiness

Recalibrate pace of investments

Optimise Balance SheetPursue opportunities for unlocking Intrinsic Value

Reshape portfolio and reduce complexity

Improve operating efficiencies

Enhance stakeholder communication

11 22 33 44

6 pathways to realise these 4 priorities:

1 2 3

4 5 6

2013 Strategy Review and stakeholders consultation established 4 priorities:

Results achievedImpact of strategic initiatives

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• Decline in overall sales volume mainly due to discontinued / restructured lower margin businesses

• EBITDA growth of 1.5% to S$1,122.8 million driven by strong results from Edible Nuts & SVI, Confectionery & Beverage Ingredients and CFS, partly offset by underperformance in Food Staples & Packaged Foods and Industrial Raw Materials segments

• Lower net finance costs, offset by higher depreciation, amortisation and tax as compared to 12M 2014

• Operational PATMI up 20.1% while Reported PATMI registered a loss of S$64.3 million due to exceptional items

P&L analysis

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EBITDA and invested capital

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• The almonds business continued its strong performance , aided by favourable market conditions & A$depreciation. MMI contributed to growth in EBITDA, partially offset by underperformance in theArgentinean Peanut business. Hazelnuts, cashews and the SVI business in the US performed well.

• Invested capital increased by S$124.3 mn as compared to end-Dec 2014 due to the acquisition ofMMI, investment in increased acreage of almond and pistachio plantations in the US and higherinventories of almonds & cashews due to increased prices

Edible Nuts, Spices & Vegetable Ingredients

EBITDA 11.0% 10.4% 9.6% 11.4%/Avg IC

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• EBITDA growth driven by increased contribution from the Coffee platform and the ADM Cocoaacquisition, partly offset by a lower contribution from the Cocoa supply chain business

• Invested capital in the segment increased by S$2,468.3 mn as compared to end-Dec 2014 primarilyon account of the acquisition of ADM Cocoa


EBITDA 18.5% 12.6% 9.9% 7.2%/Avg IC

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• EBITDA growth from the Grains and Rice businesses was offset by reduced volumes from discontinuedoperations, continued underperformance of Dairy farming operations in Uruguay, adverse impact ofcurrency devaluation on our Palm refining operations in Mozambique and the Packaged Foods businessin Africa and a lower contribution from Sugar and Palm trading

• Invested capital increased by S$156.0 mn as compared to end-Dec 2014 due to higher working capitaldeployed in this segment

Food Staples & Packaged Foods

EBITDA 9.4% 10.4% 8.8% 6.7%/Avg IC

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• EBITDA growth from the Cotton and Wood Products businesses was offset by a reduced contribution from the SEZ business as compared to 12M 2014

• Invested capital increased marginally by S$45.5 mn compared to end-Dec 2014 due to investments in upstream Rubber plantations and SEZ in Gabon


EBITDA 6.5% 10.8% 11.6% 9.8%/Avg IC

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• EBITDA growth due to increased contribution from almond and coffee plantations, partly offset by lower contribution from the Dairy farming operations in Uruguay

• Fixed capital increased on account of higher fixed capital invested in almond, coffee, palm and rubber plantations and rice farming

Upstream

EBITDA 8.7% 8.2% 6.6% 6.5%/Avg IC

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• EBITDA decline due to reduced volume from lower margin or discontinued operations and lower contribution from Sugar and Palm trading and the Cocoa supply chain business

• Invested capital in the segment reduced by S$84.5 million, despite an increase in fixed capital due to lower average commodity prices

Supply Chain

EBITDA 12.4% 13.9% 12.5% 12.3%/Avg IC

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• Strong growth in EBITDA from wheat milling (Africa), soluble coffee processing (Vietnam, Spain), sugar refining (India), SVI and peanut businesses (US) and the cocoa processing business (IVC, ADM Cocoa)

• Invested capital increased by S$2,654.1 million during the period, mainly due to the MMI and ADM Cocoa acquisitions

Midstream/Downstream

EBITDA 9.0% 8.2% 8.2% 6.5%/Avg IC

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Upstream Mid/DownstreamSupply Chain

Expected EBITDA/IC at steady state: 15-18%

Expected EBITDA/IC at steady state: 13-16%

Expected EBITDA/ICat steady state: 10-13%

EBITDA/ Avg IC7%

-1%

2%

14%

EBITDA/ Avg IC12%

12%

EBITDA/ Avg IC7%

1%

10%

Gestation mix

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• Generated positive net operating cash flow of S$154.9 million in 12M 2015

• FCFF for 12M 2015 was negative S$2,062.6 million primarily from the acquisitions of MMI and ADM Cocoa for S$1,855.4 million

Free cash flow

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• Net gearing of 1.94 times at December 31, 2015 was higher than 1.85 times as at December 31, 2014 due to the acquisition of ADM Cocoa

• Gearing level remains in line with our 2016 objective of at or below 2.0 times

*RMI: inventories that are liquid, hedged and/or so ld forward

Gearing remains in line with 2016 objective

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*RMI: inventories that are liquid, hedged and/or so ld forward

• Available liquidity sufficient to cover all repayment and Capex obligations

• Borrowing mix currently weighted towards medium and long term

• Continue to optimise debt tenor and cos t

S$ Mn as on 31 Dec 2015

Ample liquidity

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2016-2021 strategic plan6 Criteria for portfolio prioritisation

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• Address areas where performance has been inconsistent or did not meet

expectations

• Double down on strong businesses to scale up and strengthen leadership

positions

• Be selective and focus new investments on areas where we have the

highest winnability and returns

• Further streamline our portfolio and release cash from divestments

• Find the right investment balance between contributing and gestating

businesses

• Assess and manage portfolio risks

2016-2021 strategic planPortfolio prioritisation

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2016-2021 strategic planPortfolio prioritisation (continued)

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Growing responsibly

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• Strong governance• Transparency• Reliable systems • Risk management

• Being good stewards of the environment

• Protecting the natural capital essential to our business

• Improving the livelihoods of those communities where we work

• Providing a fair, safe and healthy workplace for our people

Governance Environmental Social

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• Appointed to the Board in 2015

• Ms Teo is Senior Advisor and Partner at the Holdingham Group Ltd.

• She has over 20 years of investment experience, primarily with The Capital Group Companies where she focused on Asian banks and global emerging markets.

Marie Elaine TeoIndependent Director


• Mr Lim is Chairman of the Land Transport Authority of Singapore and Nomura Singapore Limited.

• He is a Director of Nomura Holdings Inc. (Japan).

Kwa Chong SengNon-ExecutiveChairman and Independent Director


• Mr Verghese was with the Kewalram Chanrai Group when he was mandated in 1989 to build an agricultural products business – now Olam – for the Group.

• He was named Ernst & Young Entrepreneur of the Year 2008 Singapore

Sunny George VergheseCo-Founder & Group CEO

Yutaka KyoyaNon-Executive Director


• Mr Kyoya is a Senior Vice President of Mitsubishi Corporation and COO of the company’s Living Essential Resources Division.

• He has played various roles in Mitsubishi Corporation, in Tokyo as well as in its overseas offices, including the US, Malaysia and Singapore.


• He is currently the Executive Director & Group COO, assist Co-Founder and Group CEO in overseeing all aspects of Olam’s business.

Shekhar AnantharamanExecutive Director


• Mr Misra is currently the Chairman of the Asia Pacific Advisory Board for Apollo Management and a director of Edelweiss Financial Services Ltd.

• He is also President of Phoenix Advisers Pte Ltd.Sanjiv MisraIndependent Director


• Mr Kaviratne is Chairman of Akzo Nobel India Limited and an Independent and Non-Executive Director of GlaxoSmithKline Pharmaceuticals Ltd, StarHub Ltd, SATS Limited, DBS Group Holdings Limited and DBS Bank Limited.


• Mr Pinard spent 17 years with IFC becoming the Director of Agricultural Department, responsible for managing IFC’s US$1.5bn portfolio of loan and equity investments in agribusiness and food industries.

Nihal KaviratneCBE Independent Director


• Mr Tomlin retired from UBS Investment Bank in 2009, having served as Vice Chairman, Asia and subsequently Senior Advisor, after spending 30 years with Schroder Group.

Jean-Paul PinardIndependent Director

Robert Michael TomlinIndependent Director

Michael Lim Choo SanIndependent Director

Katsuhiro ItoNon-Executive Director


• Mr Ito is a Senior Vice President of Mitsubishi Corporation.

• He has held senior positions within the Group in New York and other central functional roles in Tokyo.


• Mr Yap is Independent Chairman of CityNet Infrastructure Management and the lead Independent Director of Tiger Airways Holdings.

• He is also a board member of the Accounting and Corporate Regulatory Authority and a member of the Public Accountants Oversight Committee

Yap Chee KeongIndependent Director


• Mr Kwa is currently Chairman of Neptune Orient Lines Ltd, Singapore Technologies Engineering Ltd and Fullerton Fund Management Co. Ltd and non-executive director of Singapore Exchange Ltd and the Defence Science and Technology Agency.

GovernanceBoard of Directors

GovernanceStrong risk management systems

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As a general principle, Olam has appropriate polici es for risks that are insurable across products and geographies

Risks Mitigants

Issuer sovereign,

credit and

counterparty risk

• No single counterparty accounts for more than 5% of Olam’s sales

• No pre-finance crops. Advances given to the local agents only at the beginning of the crop

arrival season

• Political risk insurance cover provides the necessary safeguards against political and

sovereign events

Market risks • Hedging all physical trades with futures contract

• 75 – 85% of inventories are hedged or sold forward

• Do not use financial instruments to speculate

• Currency covers are taken on a transactional basis

Operational risks • Regular internal and external audits

• Insurable operational risks relating to inventories, transits, property are covered through

appropriate insurance policies

Information risks • Detailed IT policies and control procedures

• Disaster recovery plan for EDP Systems

Olam livelihood charter (OLC)

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Our purpose: To build sustainable smallholder supply chains

Eight principles:

• Finance

• Improved yield

• Labour practices

• Market access

• Quality

• Traceability

• Social investment

• Environmental impact

Benefit: Customers want reassurance of sustainable supply chains/traceability, but not necessarily 3rd party certification. OLC being externally verified, opens up joint partnerships (e.g. Nestlé, USAID).

Recognition

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• IR Magazine Awards Southeast Asia for Best in Sector (Consumer Staples) and Most Progress in IR in 2014 and Best Use of Technology and Best in Sector (Diversified Industrials) in 2013

• Singapore Business Federation Sustainability Award 2014

• Rainforest Alliance ‘Sustainable Standard-Setter’ Award 2013

• Guardian Sustainable Business Award, Society Category 2013

• Brendan Wood TopGun CEO Designation – Mr Sunny Verghese

• Forbes Asia's Fabulous 50, 2009, 2010 & 2012

• Best Annual Report (Bronze), Singapore Corporate Awards 2012

• Medium Cap Corporate of the Year Award (Asiamoney) 2012

• Asian Human Capital Award 2012

• 2011 Singapore Corporate Award winners for Best Managed Board and Best CEO – Sunny Verghese

• Grass Roots Asia Pacific Award for Best Reward & Recognition Strategies, Singapore HRM Awards 2011

• Medium-Cap Corporate of the Year (2010), Singapore by Asiamoney

• Best Executive in Singapore (2010) – Sunny Verghese, CEO, by Asiamoney

• Excellence in Innovation, Frost & Sullivan Growth Excellence Awards 2010

• Most Transparent Company (Commerce/Food & Beverages), SIAS Investors’ Choice Awards 2005-2014

Investor Presentation April 2016

Documents

Olam - Investor Presentation - April 2016olamgroup.com/.../2016/04/Olam-InvestorPresentation-April2016.pdf · Core supply chain capabilities built over 26 years 12 ... (UK: Britannia)