ORIOR’s decentralised business model allows each competence centre to maintain their specific culture and identity tailored to their employees and customers and to create unique product, brand and concept worlds. These high levels of identification and personal responsibility at the competence centres combined with strategic development and directionsetting at Group level make us resilient and unique. The ORIOR Strategy 2025 is built around five strategic pillars. Additional, shared potential will be unlocked by the three Group-wide key strategic initiatives. Steady value creation for all stakeholders remains our goal and ambition.
In autumn 2020, ORIOR presented its strategic road map for the next five years. The ORIOR 2025 Strategy marks the evolution of the previous, successful strategy and is also characterised by the Groupwide initiative, “ORIOR New Normal”. The previous strategic pillars were honed in terms of content and more broadly underpinned by the involvement of in-house teams of specialists. Inputs were also given by senior staff and specialists from throughout the Group in the course of interactive workshops. This common understanding of the way forward provides a firm foundation for the successful implementation of the ORIOR 2025 Strategy.
Innovation is firmly anchored in our corporate culture. Inspired by trends, our understanding and feel for the market, and the passion we have for our culinary craft and traditions, we create deliciously unique experiences for all our consumers with joy and pride.
We view ourselves as a creative workshop for our brands, products and services, and we are constantly developing culinary worlds for our own brands and the brands of our customers. That and our passion for what we do is how we delight consumers time and again.
We are working hand in hand to further strengthen the financial and operational foundations of the Group. Our decentralised business model keeps us close to the market. At the same time, the Groupʼs broad portfolio enables us to capture value creation synergies between the competence centres and share know-how.
Sustainable business practices form the basis for Excellence in Food. Every day we strive to improve our performance across the entire value chain in keeping with our clearly formulated sustainability strategy and the objectives contained therein.
"We are ORIOR” is based on common corporate values, open and direct communication, and ethical and respectful business conduct. We support and promote cultural diversity, and we provide our employees with opportunities for growth and development in their day-to-day work.
Key strategic initiatives
The intradisciplinary Champion Model is a network for knowledge transfer and staff development that brings together specialists from different competence centres. This exchange of expertise and experience acts as a catalyst for creating value added across the Group.
ORIOR Bridge-building comprises direct links between specific units or segments on a situational basis. The objective of our bridge-building efforts is to capture new sales potential by expanding successful existing product concepts, brands or specialised expertise to encompass other business units.
ORIOR New Normal refers to activities that are high on our list of priorities. This is our instrument for addressing new opportunities in a structured, systematic and focused manner and for generating value added.