30 years of ORIOR! The anniversary is celebrated with an amazing Food Festival featuring products from all ORIOR units. At the beginning of the year ORIOR implements climate-neutral operations in Switzerland and the goal for all of ORIOR is to reach net zero by 2050. Together with 27 other companies and associations from the Swiss food sector, ORIOR signs a cross-industry agreement against food waste with the Federal Office of Environment. Casualfood opens three more locations at Berlin Brandenburg Airport, strengthening the International business segment. ORIOR is ranked first in the corporate governance rating.
ORIOR achieves its best operating result to date despite the still difficult requirements due to the corona pandemic, thanks in part to the "ORIOR New Normal" initiative. In terms of sustainability, the 2025 climate target of switching to hydroelectricity at all Swiss competence centres is achieved and even significantly exceeded. ORIOR is investing in the expansion of production capacities for vegetarian and vegan specialities in Switzerland in order to ensure sustainable supply availability for the fast-growing plant-based products.
The corona pandemic has a strong impact on ORIOR, with regard to the implementation of comprehensive measures to protect employees, a strong overperformance in retail, a temporary slump in food service and the virtual standstill of Casualfood.
With the Strategy 2025, ORIOR presents its strategic direction for the next five years with a focus on agility, powerful leadership and overarching initiatives. And with the Albert Spiess web shop, the first ORIOR online shop ever goes live. ORIOR quietly celebrates its 10th anniversary on the stock exchange.
In the fall of 2019 ORIOR has increased its interest in Casualfood to 70%, which further strengthens its broader strategic footprint by adding a new centre of competence specialised in small scale food islands in the fast-growing food service to-go market. Casualfood has been integrated into the ORIOR International segment as an independent centre of competence.
In spring 2018, ORIOR acquires the pioneer Thurella AG, specialised in organic vegetable and fruit juices and strengthens its position beyond the traditional food sector in a growing premium niche of organic beverages in Switzerland and abroad. In autumn ORIOR acquires an interest in Casualfood, giving it a strong foothold in a highly specialised niche of the fast-growing food service to-go market. Casualfood is a creative company with proprietary brand concepts that pioneered the introduction of small scale food islands and mobile carts offering fresh prepared quality food to-go for travellers.
ORIOR celebrates its anniversary and honors the unique story with pride and gratitude. 25 years young, and so many fantastic people and events that have made ORIOR what it is today. Anniversary celebrations at the competence centres, a big event and other festive activities frame the year.
In August 2016 ORIOR acquires the Belgian Culinor Food Group. This acquisition marks another step forward with the ORIOR 2020 strategy and strengthens ORIOR’s core competence in the growing premium fresh convenience food market beyond the Swiss border and into the greater European market. The Culinor Food Group is a leading producer of ready-made meals and meal components serving retailers and food service providers throughout the Benelux region. Operating out of Benelux, the innovative group also sells its products in Continental Europe.
ORIOR’s new management launched a fourmonth, comprehensive strategy process headlined "ORIOR 2020" in May 2015. Consisting of five key pillars House of Innovation, Brand strengthening and expansion, Agility and cost efficiency, The ORIOR responsibility and We are ORIOR, the new strategy lays the foundation for the continuation of ORIOR’s success story; This is the road map for the coming years.
In May ORIOR sells Lineafresca, its transport services unit, to Murpf Group in order to concentrate on its core business of fresh convenience foods and refined meats. The successful existing partnership with Murpf is maintained and deepened within a strategic alliance. May also sees ORIOR acquiring organic tofu specialist Noppa AG, based in Rüti (ZH). This addition to ORIOR's portfolio further increases its competence in the vegetarian market.
After two years of development work, ORIOR launched the world's first gluten-free, lactose-free fresh pasta.
ORIOR acquires the company Möfag, a well-known producer of Fürstenländer meat specialities (Mostbröckli, ham, etc.) in March 2012. The family business has strong roots in eastern Switzerland and supplies both the food service and the retail channels.
In January Salumeria Keller SA, a producer of Ticino specialities based in Maroggia (TI), is acquired. The small, traditional company produces high quality Ticinese charcuterie specialities under its own "Val Mara" brand. It is a valuable addition to the Rapelli competence centre and has considerable growth potential. In addition, Bernatur, the leading Swiss tofu producer, based in Mels (SG) is acquired in April.
In April 2010, ORIOR makes an Initial Public Offering and thus becomes listed on the main board of the SIX Swiss Exchange. In addition to its main sales channel, retail, ORIOR further expands its food service (restaurants and catering) division, in particular by developing successful concepts for staff restaurants and schools.
2008 – 2009
The ORIOR Group takes over the renowned, tradition-steeped company, Albert Spiess Holding AG, located in the canton of Graubünden. With the acquisition of this first-class product group, ORIOR completes its portfolio in Switzerland. In 2009 ORIOR / Spiess Europe in Haguenau (F) becomes the Group's European export platform, supplying the German and French markets.
Management buyout. The long-standing principal shareholder, Pargesa Holding SA, sells its entire share capital to the management and to the Swiss private equity firm Capvis Equity Partners AG.
2004 – 2005
ORIOR reduces its activities in China. One year later the launch of the "Hungry Eyes" growth initiative follows. This focuses on projects relating to developments in the spheres of food service, export and acquisitions.
1998 – 2002
The new Rapelli factory is opened in Stabio (TI). The Group is given a clearer management structure. The five pillars are defined as Rapelli, Fredag, Le Patron, Pastinella and Lineafresca. In 2000 ORIOR fully owns all of its companies. Integration of the various production sites into the modernised main facilities during 2001 and 2002.
Foundation and construction of Fresico in China (poultry convenience food). Concentration of logistics for the entire Group in Langenthal (BE) and foundation of Lineafresca Logistic AG.
Purchase of further well-established companies, such as Le Patron (pâtés and convenience foods), Pastinella (pasta) and Catering (supplying food to airlines). With the acquisition of Traiteur Seiler (fresh pasta), a major traditional brand joins the alliance.
1992 – 1993
Rinsoz & Ormond Holding SA is renamed ORIOR Holding SA. The company's mandate is to strategically gear itself exclusively to the food sector. Several firms from the premium convenience food sector are integrated into the Group. Participation in the Rapelli Group (Italian charcuterie) and acquisition of Trinca (pasta).
1852 – 1991
Louis Ormond founds the first tobacco factory in Vevey. Focusing on cigars the company very quickly makes a name for itself. In 1903, Louis Rinsoz sets up a cigarette factory in Vevey. Inspired by the success of cigars, he sets out to create something new besides cigarettes – and the worldfamous Meccarillos are born. Ormond and Rinsoz join forces in 1930 to form Rinsoz & Ormond S.A., which operates numerous tobacco factories in Switzerland. Over the next decades, the company becomes one of the best-known Swiss manufacturers and distributors of cigarettes. At the same time, it diversifies by becoming involved in the distribution of food products for the hotel and restaurant trade. It acquires Regina Culinaire as well as stakes in the Fredag Group and other companies. The Board of Directors becomes increasingly concerned about the long-term future of the tobacco industry, and in 1992 decides to reorient the company.