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### Viewing cable 03HARARE468, Heinz subsidiary barely weathering the storm

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Reference ID | Created | Released | Classification | Origin
--- | --- | --- | --- | ---
03HARARE468 | 2003-03-05 12:28 | 2011-08-24 16:30 | UNCLASSIFIED//FOR OFFICIAL USE ONLY | Embassy Harare

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    This record is a partial extract of the original cable. The full text of the original cable is not available.

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    UNCLAS SECTION 01 OF 03 HARARE 000468

    SIPDIS

    SENSITIVE

    STATE FOR AF/S
    NSC FOR SENIOR AFRICA DIRECTOR JFRAZER

    ¶E. O. 12958: N/A
    TAGS: EAGR ETRD ECON ZI
    SUBJECT: Heinz subsidiary barely weathering the storm

    ¶1. SENSITIVE BUT UNCLASSIFIED -- NOT FOR INTERNET POSTING

    (SBU)  Summary:  A recent visit to an American company in
    Zimbabwe shows that no strategy is too insignificant for a
    local branch of a multinational to consider in its efforts
    to stay afloat in the current economy.  Despite crippling
    price controls, soaring input costs, and severe labor force
    pressures, Olivine -- which is locally based and has no
    ability to relocate outside of Zimbabwe -- is limping along.
    Survival strategies include the usual:  decreasing
    production, or rebranding, reformulating, and resizing its
    products to avoid government-mandated prices that recover
    barely a quarter of production costs.  Olivine has even
    inquired whether it can refine relief oil provided by food
    donors in order to earn some reasonable income.  Recognizing
    the surreal environment in which they operate, Olivine's
    managers are attempting to keep their business afloat -- for
    their employees as well as for their bottom line -- until
    some long-hoped-for economic solution appears. End summary.

    ¶2. (SBU)  Laboff and Econ chief visited Olivine, a former
    Zimbabwean company now jointly owned by American
    multinational Heinz and the GOZ, in order to assess the
    impact of the current economy on an "American" company.
    Olivine was sold by its local founders to Heinz, which
    purchased the company in a cooperative venture with the GOZ,
    in the early 1980s.  The deal actually took several years to
    complete, since the GOZ originally demanded 51% ownership.
    Heinz, which refused to buy in unless it retained majority
    status and control of management, finally prevailed and
    Heinz formally purchased the company in 1984.  Olivine's
    primary businesses include processing oilseeds and producing
    edible and industrial oils, manufacturing soaps,
    manufacturing margarine, bakers' fats and other vegetable
    spreads, and preparing and packaging Heinz branded products
    such as catsup, condiments and canned goods.

    -----------------------
    Operational Constraints
    -----------------------

    ¶3. (SBU)  The current economic climate has been devastating
    to Olivine.  Many of its products -- cooking oil, soap,
    margarine, bakers' fats and some canned goods -- are
    considered "essential," and have been subjected to price
    controls.  In some cases, the government-mandated prices are
    barely one-quarter of the cost of production.  Additionally,
    since the majority of Olivine's products are intended for
    the domestic market, the company cannot benefit from export-
    directed economic strategies, such as the ability to retain
    forex.  Olivine is also subject to increased constraints due
    to its American-based legal obligations; in a post-Enron
    environment, Olivine is precluded from taking advantage of
    some less-than-forthright tactics which are supporting its
    Zimbabwean competitors (with the sole exception of
    purchasing necessary forex on the parallel market, see
    below).

    ¶4. (SBU)  Labor concerns remain a constant headache for
    Olivine's management.  The brain-drain has had a massive
    negative impact on Olivine's skilled workforce:  Olivine has
    lost 11 of 31 journeyman-level craftsmen to emigration
    within the last year.  HIV/Aids has also taken its toll; the
    manager of the cotton seed processing unit died the day
    before our visit after a three-year battle with Aids, and
    attendance of his co-workers at his funeral actually closed
    the processing unit for the day.  Finally, the hyper-
    inflationary pressures on Olivine's 2000-plus workforce have
    erupted into several major labor confrontations, culminating
    in an episode in which Olivine managers were besieged and
    held hostage in their offices by an angry mob of workers
    demanding higher wages.  Currently, management is conducting
    a last-ditch negotiating marathon with the Works Council in
    an attempt to formalize a wage increase by the end of
    February and ahead of a GOZ-imposed six-month wage freeze.

    ¶5. (SBU)  Additionally, as an agro-industrial company
    dependent upon agricultural produce, Olivine has been
    particularly hard hit by the reduction of Zimbabwe's
    agricultural productivity as it is forced to search farther
    afield for its inputs.  Olivine has traditionally processed
    about 75% of the soybeans produced by Zimbabwe farmers.
    While an average year would see an annual yield of 120 to
    130 thousand kgs of soybeans, forecasts for this year are
    indicating a total crop of less than 60 thousand kgs.
    Olivine must necessarily make up the difference by
    purchasing imported inputs -- at real-world prices -- if it
    intends to even approach current production rates.

    --------------------------------------------
    Coping Mechanisms While Waiting for a Change
    --------------------------------------------

    ¶6. (SBU)  As with most other manufacturers, Olivine is
    simply trying to maintain its positions while hoping for a
    political change which will bring economic relief.  Despite
    the legal and ethical implications which constrict American-
    related businesses, Olivine has been reduced to sourcing its
    forex on the parallel market -- an illegal necessity which
    has had direct impact on its bottom line.  Its most recent
    purchase of parallel-market forex was in November, at a
    1600:1 rate.  That translated directly into price increases
    in mid-November, at about the time the new budget was
    announced.  When the GOZ noticed the "unapproved" price
    increases, it quickly slapped price controls on many of
    Olivine's products -- and back-dated the price controls to
    the beginning of November.

    ¶7. (SBU) Olivine has reduced its production to a bare
    minimum in efforts to keep its plant operational without
    being so unprofitable that it must close down.  It has laid
    off its seasonal complement of 300-400 contract workers, and
    management sees no possibility of re-hiring them for the
    next production period.  The soybean oil refining plant is
    running at 30% of capacity.  Where it used to produce ten
    types of soap, Olivine now produces three.  Ironically,
    because of the skewed exchange rate, Olivine's "official"
    profits (at the fictitious 55:1 official rate) would make it
    appear to be one of the best-performing Heinz facilities
    worldwide.  Olivine's managers have consequently refused to
    calculate its profits at the official rate, and Olivine
    therefore shows no profit at all in Heinz's international
    figures.

    ¶8. (SBU)  Olivine has also resorted to many of the coping
    mechanisms of other Zimbabwean manufacturers: rebranding,
    reformulating, and repackaging.  Although its economy-line
    soap is price controlled at an unrealistically low retail
    level, Olivine has simply changed the color of the soap from
    blue to brown, and increased the price of its "new" product
    to a sustainable level.  Similarly, it has changed the
    moisture content of its margarine in order to produce a new
    "spread" which is not price-controlled and allows them to
    keep operating.  Although the 750 ml size bottle of cooking
    oil is price-controlled, the 50-liter drum of "industrial"
    oil is not controlled -- despite the fact that it is exactly
    the same product.  To be sure, the GOZ is aware of some of
    these coping mechanisms, and Olivine has been warned not to
    divert too much product to the "industrial" packaging, under
    the threat of having that, too, slapped with price controls.
    Olivine has cut production to a mere trickle, which is not
    sustainable but which allows them to at least stay in
    business, in hopes of economic changes.  However, faced with
    the prospect of shutting down completely -- and putting two
    thousand employees, some of them 30-year veterans, out on
    the street -- Olivine simply plows ahead, making management
    decisions on a daily, ad hoc basis.

    --------------------------------------
    Positioning for the Hoped-For Recovery
    --------------------------------------

    ¶9. (SBU)  However, Olivine -- like most other Zimbabwean
    businesses -- tries to prepare for a better economic
    environment in a post-Mugabe economy.  For instance, cotton
    is one of the few crops actually predicted to do well in the
    short term.  In an attempt to facilitate its handling of an
    increased cotton crop, Olivine has made plans to increase
    capacity in its cottonseed production unit should the
    promise be fulfilled.  Olivine is also trying to maintain
    its permanent workforce so that it can ramp up production
    with a minimum of delay should the situation improve.  At
    significant cost, Olivine continues to subsidize a canteen
    for its lowest-grade employees, and often provides the only
    meal many of its employees get each day.  Olivine has also
    approached the Embassy with the request to refine any relief
    oil provided by international donors, and hopes thereby to
    utilize some of its excess capacity and earn some badly-
    needed revenue.

    -------
    Comment
    -------

    ¶10. (SBU)  Olivine is admittedly only one of the
    manufacturers struggling in Zimbabwe today.  However, its
    status as an American business offers both provocation and
    protection.  The only canned goods in Zimbabwe subject to
    price controls are Heinz brands; Olivine's CEO, while he is
    aware of this anomaly, has not ascribed it too much meaning
    -- yet.  Due to its position as the largest refiner of
    edible oils in Zimbabwe, Olivine is an attractive target to
    certain elements in the GOZ, which believe that if an
    "essential" business cannot compete under price controls, it
    should be given to somebody who can make it.  Although the
    GOZ would reportedly like to "indigenize" Olivine,
    contractual obligations require that its 49% stake be
    offered to Heinz on a first-refusal, sweetheart-deal basis.
    Only if Heinz refuses to buy, can the GOZ offer its shares
    to an indigenous businessman -- and then at a higher price
    than that offered to Heinz.

    ¶11. (SBU) The alternative, of course, is for the GOZ to
    nationalize the entire business.  Olivine's CEO is keenly
    aware of that possibility, which is another reason he
    attempts to carefully balance his operation in order to
    simultaneously avoid bankruptcy and avoid being declared an
    "economic saboteur."  Such a declaration, of course, would
    open the door (under the current political reality) for a
    takeover which would destroy the company -- and which could
    not effectively be resisted by management, American business
    or not.

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