Creating Trust. Delivering Value. 
The core principles and pillars on which the IFFCO brand has been built is reflected in our vision statement,
“The Preferred Provider of Essential and Value Added Foods for Everyone, Everywhere & Everyday” 
We aim to fructify this vision by satisfying our consumers’ requirements through innovation and excellence. We create value for our customers by continually improving our brands and services, enhancing their quality and by investing in our relationships with business associates.
Organization's Commitment 
  • Ensure diversity and equal opportunity by nurturing a multi cultural, multinational and gender diverse work force. 
  • Ensure meritocracy and to this end select, develop and promote employees on the basis of competence and capabilities. 
  • Provide opportunities and forums for two way communication to improve work performance and environment. 
  • Legislate safe, hygienic and healthy working conditions. 
  • Provide for a healthy work - life balance by defining time boundaries, meeting time commitments and punctuality.
Organization’s Expectations 
  • Employees shall treat their colleagues with respect, dignity, empathy and fairness. 
  • Managers shall build an enabling and supportive work environment that allows for a free exchange of ideas and views. 
  • Managers shall ensure transparency of employee related policies and its equitable application.
  • Managers shall make and honour commitment to employees in consonance with policy. 
  • Employees shall be mobile across geographies and businesses to develop capabilities for future company roles.
Personal Integrity 
  • Present information in a factual manner that is neither opinionated nor meant to drive a premeditated outcome. 
  • Be courageous in speaking the truth and not be fearful of consequences. 
  • Evaluate all sides of an issue to arrive at a fair and just solution. Do not rush to conclusions based on half truths, hear say or parochial considerations. 
  • Open and candid feedback dignifies people and creates room for improvement. Complaining, criticizing, gossiping and back biting creates conflicts and damages relationships irretrievably.
  • Loyalty to Company is best displayed when responsibilities are discharged in an unbiased, professional and ethical manner.  
  • Make commitments that can be honoured and honour all commitments that are made. 
System Integrity 
  • Policies, systems and procedures need to be published for the sake of transparency and uniform applicability. 
  • Compliance to policies, systems and procedures promotes order and ease of administration. Not reporting a known violation would mean complicity in violating Company policy.  
  • Ensure security of Company information. Disclose to relevant people only on ‘a need to know’ basis.
Fiscal Integrity 
  • Use prudence, thrift and cost consciousness in the deployment of Company’s assets, materials and money. 
  • Wrongful claims, authorizations and representations on financial matters will amount to fraud and embezzlement. 
  • Choose suppliers, partners, agents and employees on capability, cost and merit. Selection on any other basis will lead to compromised outcomes and will be construed as a breach of trust. 
  • Comply with the laws of the land. 
  • Receiving or giving money, gifts or favours of any kind from or to business associates is tantamount to a bribe and an unethical act. 
  • Continuously benchmark all our policies, processes and systems internally to drive efficiencies and obtain standardization across business units and geographies. 
  • Continuously benchmark with ‘Best in Class’ approaches and companies in order to build and surpass global standards of quality, cost and performance. 
  • Ensure that sufficient dialogue and understanding exists across the business units and geographies on issues of change management in order that there is sufficient cooperation and collaboration in building sustainable policies, processes and systems. 
  • Focus on continuous improvement, doing things right the first time and eliminate wastages in the buy, make and deliver work flow processes. 
  • Passionately encourage newer and innovative ways of doing work, creating products and services and delivering value to consumers. 
  • CONSUMER is the reason for us being in business and it is the consumer who creates wealth for the Company. 
  • Our CONSUMERS reside directly across the markets in MENA and indirectly in many other parts of the world. Delivery mechanisms must ensure a continuous flow and availability of our products and services. 
  • We must bring to bear our intelligence, capabilities, insights, innovation and energies to create high quality products and services that delight the CONSUMER. 
  • Our work in the company begins and ends with the CONSUMER. Feedback from the consumer shall be a critical ingredient in the design of products and services. 
  • Work processes should seamlessly focus on the CONSUMER despite departmental boundaries. We will use the question, “Does this benefit the CONSUMER”? to keep the focus of our decisions and actions.
  • Market leadership is a measure of:
    • the value we add to the CONSUMER.
    • the extent to which the CONSUMER trusts our brands.
    • the degree of distance from the competition.
    • the margins we realize from our brands. 
  • We recognize the importance of our partners in the market (distributors, agents, wholesalers and key accounts) in stocking, delivering, displaying and making available our products to the CONSUMER. Policies and programs directed at our partners must eventually also be responsive to the needs of consumers. 
  • A large multi product, multi national corporation such as ours can be successful and sustainable only when
    • employees display:
    • a spirit of ownership... “this is mine”.
    • take responsibility and initiative and not wait to be told.
    • view people, capital and assets entrusted as one’s own.
    • find innovative ways to reduce costs and increase revenues.
    • tirelessly exercise imagination to deliver synergy and optimal returns.
    • evaluate all options and downsides in making sound decisions.
    • when required take calculated risks that enhance business, wealth and value. 
  • Entrepreneurial leadership also involves:
    • building teams and committees and imbuing them with a sense of purpose and mission.
    • setting stretch goals, creating agreement and inspiring teams for performance.
    • inspiring people and teams to focus on the consumer and not on departmental and company boundaries.
    • creating and leading forums for continuous reviews, information sharing, goal congruence and coaching for performance.
    • challenge the way things are to develop newer and more effective ways of working together.
    • recognizing, rewarding, retaining and exciting meritorious performers.