Based on the identified objectives and our analysis of the context, for each of our businesses we mapped the profit pool between the upstream, origination, midstream and downstream segments. Having determined the size of the opportunity in each of these segments, we looked at our winnability in selectively integrating into the more attractive parts of the profit pool where excess return opportunities exist.

In the last strategic planning exercise carried out in 2009 for the two consecutive three-year periods ending 2015, we developed five key strategic thrusts:

1. Pursue global integrated value chain leadership

2. Selectively expand into value chain adjacencies

3. Optimise and extract full value from Olam’s core – origination

4. Grow into new adjacent businesses building on the latent assets and capabilities that we have

5. Downsize/exit/prune unattractive businesses, origins, profit centres and activities