• The assets and business model must be both economically and environmentally and socially sustainable in product and operation
  • The assets must be strategic in nature within the supply chain or industry and our investment a strategic interest
  • A clearly articulated strategy and pathway to enable growth and create value
  • Capable and experienced operational management team and a healthy relationship with employees
  • A track record of income distribution (dividends) and capability
  • An attractive valuation at point of entry of investment
  • Equity or quasi-equity in listed public companies and co-operatives
  • Equity or shares in unlisted public companies and co-operatives
  • Equity in private companies with public company governance standards
  • Convertible Bonds and Pure Debt with Equity style returns
  • Direct asset ownership
  • No Derivatives, Futures, Exchanged Traded Funds or Synthetic instruments
  • Funding the growing “Capital Gap” in Australian Agriculture in both production and the route to export markets, as the sector grows to meet global demand
  • Owning real assets with strategic positions within supply chains which act as natural barriers to entry and disruption
  • Capturing and creating both vertical and horizontal consolidation opportunities within supply chains, as these operations are very fragmented in ownership
  • Increasing capacity utilisation of fixed assets to drive value uplift
  • Taking advantage of the opportunities presented by the deep cyclical nature of soft commodities prices and weather patterns
  • Working with investment partners with aligned goals including supplier and grower owned organisations
  • Unlocking trapped value from and within complex capital structures