Odu’a Investment Company Limited (OICL) unveiled its group’s new strategic roadmap, SRC 2.0 (2026–2030), anchored on the ambitious “30 by 2030” growth which targets by year 2030, N1 trillion in total assets, N50 billion in group revenue and N30 billion in profit before tax.
Presiding over the 2026 annual directors’ meeting held at the Lagos Airport Hotel, Ikeja, the group chairman, Bimbo Ashiru, reflected on the conglomerate’s evolution.
Last year’s theme, “A Future-Ready Board,” has given way to “Fostering a Resilient Organisation”, a deliberate pivot from governance calibration to enterprise-wide endurance.
“Our responsibility is to provide not just oversight, but insight and foresight. We must challenge assumptions, validate strategies, and ensure that every investment we approve, every risk we mitigate, and every opportunity we pursue is aligned with this shared and significant goal of creating an organisation built to last and destined to succeed.
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The group chairman noted that Resilience is not about mere survival, it is about having the capacity to absorb shocks, to transform challenges into catalysts for innovation, and to emerge from periods of stress not weakened, but stronger, smarter and more sustainable.
Ashiru, however, charged directors to provide not just oversight but insight and foresight, and to ensure that every investment, risk mitigation effort and opportunity aligns with the goal of creating an institution built to last and destined to excel.
Group Managing Director, OICL, Abdulrahman Yinusa, informed directors, subsidiary chief executives and invited guests that 2025 was a year in which the company made deliberate choices. “We chose to exceed targets rather than merely meet them,” he noted.
“Over the next five years, we will pursue growth across seven priority sectors. We will build a revenue architecture that balances our core streams with new, high-yield engines. We will drive operational excellence, target a 5% rental yield and ensure every asset works as hard as our people do. But strategy without execution is merely intention.
“We chose to strengthen our balance sheet and our reputation. We chose to act decisively on our portfolio.” He noted that proceeds from the divestments have been redirected into healthcare, energy and agribusiness—the three sectors identified as high-growth engines under the group’s new long-term strategy.
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The event featured expert sessions on artificial intelligence, organisational culture, enterprise risk management and Nigerian tax reforms, reinforcing the Group’s commitment to innovation, sound governance and sustainable growth.
Olayinka David-West of Lagos Business School facilitated a session on “Artificial Intelligence and Its Implications for the Business,” urging the group to develop an enterprise-wide AI readiness framework.
Banwo Adeosun, a renowned organisational development strategist, speaks on “What Does Culture Have to Do with It?” She stated that culture is not a soft variable but a leading indicator of execution velocity.
Wale Fawehinmi, a risk and strategy specialist, delivered a paper on “Integrated Risk Management: Red-Team Strategies for Decision-Making” He encouraged management to institutionalise “red-team” reviews for major capital commitments.
Tayo Ogungbenro, a tax and fiscal policy advisor, who addressed “Nigerian Tax Reforms: Implications for Business and Individuals,” analysed potential impacts on holding company structures, dividend flows and real estate investment vehicles.
