Goodman Fielder, one of Australasia’s leading listed food companies, has a product offering that is supported by a large scale distribution network which enables delivery of the company’s products to over 30,000 New Zealand and Australian outlets every day, including supermarkets, route outlets and food service customers. Headquartered in Sydney, the company employs more than 7000 people across Australasia and the Pacific Islands.
The organisation has battled financial woes since the GFC, with reports of merger interest or acquisition in its future. As recently as February, the company was in the midst of cutting more jobs across the ANZ region. Reports also surfaced in February that minority shareholder Wilmar International had proposed a bid for a 10 per cent stake in Goodman Fielder.
In September 2011, Goodman Fielder informed investors of plans through its programme Project Renaissance to cut costs. It identified annual savings of $15 million in New Zealand, which at the time it expected to achieve within two years. Overall, the plan seeks to reduce the company’s cost base by A$100 million by 2015, with A$40 million of that saving to be delivered in the 2012/2013 financial year.
Sydney-based Robert Hilditch, CIO since 2008, lists IT strategy/business alignment and IT cost management as two of his specialties on his LinkedIn bio. He was unavailable to comment on how the cost cutting measures will affect ICT budgets, programmes and plans, though Gen-i reported in March this year that Goodman Fielder was among its many Australasian business customers to have re-signed managed services contracts.