Odu’a Investment Company Limited has unveiled a new strategic roadmap, SRC 2.0 (2026–2030), setting an ambitious target of N1 trillion in total assets, N50 billion in group revenue, and N30 billion in profit before tax by the end of the decade.
The strategy was presented at the company’s 2026 annual directors’ meeting held at Lagos Airport Hotel, where Group Chairman Bimbo Ashiru highlighted the organisation’s evolution and the need to build a resilient enterprise capable of sustaining long-term growth.
Ashiru explained that the board is transitioning from last year’s focus on creating a “Future-Ready Board” to a broader theme of “Fostering a Resilient Organisation,” signalling a shift from governance fine-tuning to strengthening operational endurance across the conglomerate.
“Our responsibility is to provide not just oversight, but insight and foresight. We must challenge assumptions, validate strategies, and ensure that every investment, risk mitigation effort, and opportunity aligns with our shared goal of building an organisation destined to succeed,” he said.
He added that resilience goes beyond survival, stressing that organisations must be equipped to absorb shocks, transform challenges into innovation, and emerge stronger and more sustainable.
Group Managing Director Abdulrahman Yinusa noted that 2025 was defined by deliberate strategic choices aimed at outperforming expectations.
“We chose to exceed targets rather than merely meet them,” Yinusa said, adding that the company intends to pursue expansion across seven priority sectors while developing a revenue architecture that combines core income streams with new high-yield engines.
He revealed that proceeds from recent divestments have been reinvested in healthcare, energy, and agribusiness—identified as major growth drivers under the group’s long-term strategy.
The firm also plans to boost operational excellence and target a five percent rental yield to ensure optimal asset performance.
The meeting featured expert sessions covering 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 urged the company to establish an enterprise-wide artificial intelligence readiness framework to remain competitive in an increasingly digital economy.
Organisational development strategist Banwo Adeosun emphasised that corporate culture is a leading indicator of execution speed rather than a soft variable, while risk and strategy specialist Wale Fawehinmi encouraged the institutionalisation of “red-team” reviews for major capital commitments.
Tax and fiscal policy advisor Tayo Ogungbenro also examined the potential impact of Nigerian tax reforms on holding company structures, dividend flows, and real estate investment vehicles.
The unveiling of SRC 2.0 underscores the conglomerate’s determination to accelerate growth, optimise its portfolio, and strengthen governance as it positions itself for long-term competitiveness.
