SHAPING OUR PORTFOLIO OF THE FUTURE
Informed by our capital allocation model, we have identified categories within which we have a competitive advantage (core) and those which are not considered core to the future competitiveness of Tiger Brands (non-core).
OPTIMISING OUR PRODUCT PORTFOLIO
We have applied both strategic and financial rationale in assessing our portfolio of the future. From a strategic perspective, we conducted a detailed review of the South African FMCG market, key consumer trends, emerging categories and competitive positioning.
Our capital allocation model then informed our financial analysis, identifying categories which reached our return on invested capital hurdle rates within our strategic period. Those which met both our financial and strategic criteria were classified as core, and these are the categories where we will drive growth and margin expansion.
We believe there are compelling opportunities for growth within our core categories, by investing behind our core brands and driving further, process efficiencies, innovating and expanding capacity. Within our business units, the core categories we have identified are:
Over the past 18 months, we have successfully concluded the disposal of Baby Wellbeing, non-core HPC brands, our deciduous canned fruit business (Langeberg & Ashton Foods) and our 24.4% stake in Chilean food producer Empresas Carozzi. We have made significant progress with the disposal of our Randfontein mill (including maize meal under the Ace brand and a wheat mill), and signed a sale and purchase agreement (SPA) in September 2025 for the disposal of our subsidiary in Cameroon (Chococam). The Beacon chocolate division and our King Food business (sorghum) remain non-core, however, until such a time where options are concluded, we are committed to continuing to drive growth and margin expansion within these divisions.
