DIB strengthens global agri-financing with participation in landmark $1.85bln facility for Olam Agri
Dubai, UAE – DIB, the world's first Islamic bank and the largest in the UAE, has announced its participation, alongside a group of international lenders, in a landmark US$1.85 billion syndicated dual-tranche financing facility extended to Olam Agri, a leading global agri-business.
DIB acted as the Senior Mandated Lead Arranger and Investment Agent for the Islamic tranche, reinforcing its role as a leading provider of Shariah-compliant cross-border financing for high-impact sectors. The three-year facility will be used for general corporate purposes and reflects the continued growth of values-driven finance in global markets.
Olam Agri is majority-owned by Singapore's Olam Group with a significant minority stake held by the Saudi Agricultural and Livestock Investment Company (SALIC), a wholly owned subsidiary of the Public Investment Fund (PIF). The company plays a critical role in enhancing food security and supply chain resilience across global markets.
The transaction adds to DIB's growing portfolio of Islamic syndications across emerging sectors, demonstrating the bank's ability to channel Islamic capital into industries of global significance.
Ali Ahmad, Chief of Investment Banking at DIB, commented: 'We are really pleased to have closed our first deal with Olam Agri. This transaction is a clear reflection of the growing global demand for Islamic liquidity — not as an alternative, but as a core instrument for financing the real economy. DIB's role in leading the Islamic tranche demonstrates our ability to bring structure, scale, and certainty to complex, cross-border mandates.
Beyond its economic contributions, Agri-finance is essential to building resilient food systems and strengthening supply chains. By supporting this sector through a Shariah-compliant framework, we reinforce our belief that Islamic finance has a central role to play in addressing global sustainability challenges. This includes advancing inclusive economic growth, promoting responsible resource use, and fostering innovation across industries.
At DIB, we view Islamic finance as a forward-driving force — one that is not just aligned with global capital markets, but actively shaping their future through values-led structures and real-economy outcomes.'
The transaction also reflects DIB's commitment to supporting the United Nations Sustainable Development Goals (SDGs), particularly those focused on inclusive economic growth, sustainable infrastructure, and global partnerships. By financing companies that integrate sustainability and innovation into their core operations, DIB continues to advance its mission of enabling long-term, ethical impact through Islamic finance.
About DIB:
Established in 1975, DIB is the largest Islamic bank in the UAE by assets and a public joint stock company listed on the Dubai Financial Market. Spearheading the evolution of the global Islamic finance industry, DIB is also the world's first full service Islamic bank and amongst the largest Islamic banks in the world. With Group assets now exceeding USD95 billion and market capitalisation of more than USD 14bln, the group operates with a workforce of more than 10,000 employees and around 500 branches in its vast global network across the Middle East, Asia and Africa. Serving over 5 million customers across the Group, DIB offers an increasing range of innovative Shariah-compliant products and services to retail, corporate and institutional clients.
In addition to being the first and largest Islamic bank in the UAE, DIB has a significant international presence as a torchbearer in promoting Shariah-compliant financial services across a number of markets worldwide. The bank has established DIB Pakistan Limited, a wholly owned subsidiary which is the first Islamic bank in Pakistan to offer Priority & Platinum Banking, The launch of Panin Dubai Syariah Bank in Indonesia early marked DIB's first foray in the Far East, with a stake of nearly 25% stake in the Indonesian bank. Additionally, DIB was given the licence by the Central Bank of Kenya (CBK) to operate its subsidiary, DIB Kenya Ltd. DIB has been designated as D-SIB (Domestic Systemically Important Bank) in UAE. The acquisition of Noor Bank has solidified its position as a leading bank in the global Islamic finance industry. Recently, DIB has successfully acquired minority stake of 25% of T.O.M. Group which provides digital banking services in Türkiye.
The bank's ultimate goal is to make Islamic finance the norm, rather than an alternative to conventional banking worldwide. DIB has won a range of accolades that are testament to these efforts across diversified areas, including retail, corporate and investment banking, as well as CSR and consultancy services. DIB has been named the 'Best Islamic Bank' in various prestigious ceremonies marking the bank's leadership position in the Islamic finance sector. As a progressive Islamic financial institution, DIB embraces the opportunities and challenges associated with integrating sustainability into its business by delivering sustainable products and services and by advancing the green and social composition. 2025 marked DIB Golden Jubilee, with a Bold New Vision for the Future to be prepared to meet the challenges ahead and continue building a legacy of success for the years to come.
For more information, please visit us at www.dib.ae
About Olam Agri
Olam Agri is a market leading, differentiated food, feed and fibre agri-business with a global origination footprint, processing capabilities and deep understanding of market needs built over 35 years. With a strong presence in high-growth emerging markets and products across grains & oilseeds, wheat milling & pasta, rice, edible oils, specialty grains & seeds, animal feed & protein, cotton, wood products, rubber, sugar & bioenergy and risk management solutions, Olam Agri is at the heart of global food and agri-trade flows with 45.1 million MT in volume handled in 2024. Focused on transforming food, feed and fibre for a more sustainable future, it aims at creating value for customers, enable farming communities to prosper sustainably and strive for a food-secure future. Olam Agri Holdings Limited, which holds the Olam Agri business, is a 64.6% owned subsidiary of Olam Group. 35.4% of Olam Agri Holdings is owned by SALIC International Investment Company, a wholly owned subsidiary of Olam Agri's strategic partner The Saudi Agricultural and Livestock Company. For more information and to subscribe to news alerts, please visit https://www.olamagri.com/.
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
The National
2 hours ago
- The National
Money & Me: ‘Starting a company helped me attain financial independence'
Deepika Nahata became an entrepreneur when she identified a pain point for many working households: doing the laundry. Partnering with a close relative, she launched WashOn Laundry as a family business in Dubai just before the Covid-19 pandemic. The company caters to individuals and businesses such as hotels, salons and gyms, and offers additional services such as shoe cleaning, bag restoration, cleaning of carpets, curtains and sofas. She credits running the business for five years with giving her financial independence and more autonomy in taking decisions on money matters. 'We initially thought we had taken the wrong decision, but consistency and attention to customers' requirements are the only secret to success,' says Ms Nahata, 36, who is from the north-eastern Indian state of Assam. WashOn, which is based in Dubai Investment Park, has now grown to 100 employees. Ms Nahata has been living in Dubai for the past 10 years and currently lives in Murooj Al Furjan with her husband, who is a software engineer, two sons aged 10 and 2, and her in-laws. She is a commerce graduate and holds a chartered accountant internship. Did wealth feature in your childhood? What did you learn from it? I was raised as a saver. Whenever I asked for pocket money, my mother would advise me to separate my needs from my wants. I didn't realise it then, but that simple lesson has changed the way I think about money. The habit of saving has helped me tide over emergencies. Saving and reinvesting our profits back into the laundry business have helped us to enhance our way of working by updating equipment and expanding our service offering. I only choose to spend on things that add value and offer me something in return. How did you first earn? The first income I earned was for my CA internship, making 5,000 Indian rupees ($57.8) per month in 2012. Following the internship, my employer shifted me to a full-time role on a monthly pay of 20,000 rupees. Any early financial jolts? I remember one time when I had started working in India and my parents travelled out of town. The washing machine in my house broke down and I had no money to pay the technician. I had to borrow money from my neighbour. That was a wake-up call because I had no savings and was spending all my income going out with friends. How do you grow your wealth? Through reinvesting profits back into my business. I am a smart spender and only invest in things that add value. I don't spend lavishly on parties or luxuries, instead I'm focused on doing things that add value to my working life. Have you been wise with money? Yes, it's been five years since we founded WashOn. The time, care and effort we have put into growing it are paying us back, not just in terms of revenue but also in terms of the experience and lessons from running the business. What has been your best investment? Building our business. We started the venture from scratch. But now we are able to provide employment to 100 people and sustain their livelihoods. That gives us pride and joy. Any cherished purchases? Only the new equipment that we have purchased to improve efficiencies and add value to our laundry business. Any financial advice for your younger self? Don't wait to be financially ready. Whenever you feel like starting a business or doing something on your own, start small but at least make a start. When my co-founder and I decided to start the business, we had a lot of doubts, but we didn't want to be financially dependent on someone else. There were many financial challenges as well and the prospect of taking risk. I am quite risk averse. But we decided to take the plunge. As it's a family business and we didn't want to take on loans, we tapped into family savings. We started with five to six employees and today we have more than 100 workers and there's been a huge increase in our business revenue. Any key financial milestones? Running the business has helped us gain financial independence and also given us decision-making powers. Earlier, we had to take our husbands' consent on important financial matters. Now, my co-founder and I are financially savvy and take crucial decisions ourselves. What luxuries are important to you? Spending quality time with family. What are your financial goals? I want to grow WashOn to a level where we can provide our services all over the UAE. Currently, we are focused on Dubai only.
Gulf Today
2 hours ago
- Gulf Today
ADFD attends opening of Jordan Digital Health Centre
In the presence of His Royal Highness Prince Al Hussein Bin Abdullah II, Crown Prince of the Hashemite Kingdom of Jordan, Abu Dhabi Fund for Development (ADFD), represented by Mohammed Saif Al Suwaidi, Director General, participated in the official inauguration of the Jordan Digital Health Centre, a pioneering virtual hospital initiative. This initiative is part of the UAE's broader grant, managed by ADFD, to enhance development projects aligned with Jordan's Economic Modernisation Vision 2023-2025, with a total funding of Dhs1.5 billion. These projects further contribute to Jordan's National Council for Future Technology agenda and reinforce the UAE's ongoing commitment to driving strategic development partnerships in the region. The Jordan Digital Health Centre aims to connect healthcare centres and create an integrated electronic medical records management system through a unified digital platform, to enhance Jordan's healthcare sector in delivering remote care services aligned with international standards. Executed through the support of UAE-based company 'Presight,' a leader in advanced technology and AI-driven digital solutions, in collaboration with Jordan's Ministry of Digital Economy and Entrepreneurship, this centre marks a strategic milestone in enhancing Jordan's digital health infrastructure. During the ceremony, Prince Al Hussein extended his appreciation to the UAE's leadership, President His Highness Sheikh Mohamed Bin Zayed Al Nahyan, and His Highness Sheikh Mohammed Bin Rashid Al Maktoum, Vice President, Prime Minister and Ruler of Dubai. He emphasised that this initiative underscores the enduring strategic ties between the two nations and their commitment to advancing sustainable development and economic integration across key sectors. He also praised ADFD's key role in supporting transformative development initiatives, as the Jordan Digital Health Centre serves as a model of cross-border institutional collaboration. WAM
The National
2 hours ago
- The National
Pictures of the week: From sunning carpets in Antalya to diving into the Euphrates
Micro-retirement is not a recognised concept or employment status under Federal Decree Law No. 33 of 2021 on the Regulation of Labour Relations (as amended) (UAE Labour Law). As such, it reflects a voluntary work-life balance practice, rather than a recognised legal employment category, according to Dilini Loku, senior associate for law firm Gateley Middle East. 'Some companies may offer formal sabbatical policies or career break programmes; however, beyond such arrangements, there is no automatic right or statutory entitlement to extended breaks,' she explains. 'Any leave taken beyond statutory entitlements, such as annual leave, is typically regarded as unpaid leave in accordance with Article 33 of the UAE Labour Law. While employees may legally take unpaid leave, such requests are subject to the employer's discretion and require approval.' If an employee resigns to pursue micro-retirement, the employment contract is terminated, and the employer is under no legal obligation to rehire the employee in the future unless specific contractual agreements are in place (such as return-to-work arrangements), which are generally uncommon, Ms Loku adds.
