
"Sector" = median of Consumer Defensive across 72 companies
Savola Group is a leading Saudi Arabian conglomerate primarily focused on the packaged foods sector, with significant operations in the retail and food service industries. The company is best known for its flagship brand, Afia, which produces edible oils, as well as its extensive portfolio of food products including sugar, pasta, and frozen foods. Savola also operates a major retail chain, Panda, and has investments in the food service sector through subsidiaries like Almarai (dairy) and Herfy (fast food). The group's strategy revolves around vertical integration and diversification within the consumer defensive space, aiming to capture value across the food supply chain.
Savola generates revenue from three main segments: Retail (hypermarkets and supermarkets under Panda), Food (edible oils, sugar, and other packaged foods), and Food Service (fast food restaurants and catering). The Retail segment is the largest contributor, accounting for over half of total sales, followed by the Food segment. The company's business model focuses on high-volume, low-margin products, leveraging its strong distribution network and brand recognition across the Middle East and North Africa (MENA) region. Revenue is primarily derived from Saudi Arabia, but the company also has operations in Egypt, Turkey, and other regional markets.
Savola operates in the highly competitive packaged foods and retail industries within the consumer defensive sector. Its main competitors include other regional food conglomerates such as Almarai, Saudia Dairy & Foodstuff Company (SADAFCO), and international players like Nestlé and Unilever. Savola's competitive positioning is strengthened by its diversified business model, strong brand portfolio, and extensive distribution network. The company benefits from its vertical integration, controlling key aspects of production and retail, which helps manage costs and margins. However, it faces challenges from intense price competition, fluctuating commodity prices, and changing consumer preferences.
Savola's target audience includes a broad demographic of consumers across the MENA region, ranging from households purchasing everyday food items to individuals dining at its fast-food outlets. The company's retail chain, Panda, caters to middle- and lower-income families seeking affordable groceries, while its food brands like Afia target health-conscious consumers. Key geographic markets are Saudi Arabia, which accounts for the majority of revenue, followed by Egypt, Turkey, and other Gulf Cooperation Council (GCC) countries. The company's extensive distribution network ensures its products are widely available in both urban and rural areas.
An auto-generated descriptive profile based on company data, for informational purposes only.
No 24-hour summary has been generated yet.
Latest saved period: March 2026 · 2026-03-31
Cash dividends by ex-date, not an investment recommendation.
| Ex-date | Amount | Payment date | Period |
|---|---|---|---|
| May 11, 2023 | 1.46 SAR | — | — |
| May 17, 2022 | 0.44 SAR | — | — |
| Apr 29, 2021 | 1.66 SAR | — | — |
| Apr 30, 2020 | 0.66 SAR | — | — |
| May 28, 2018 | 2.21 SAR | — | — |
| Oct 24, 2016 | 0.55 SAR | — | — |
| Aug 1, 2016 | 0.55 SAR | — | — |
| Apr 24, 2016 | 0.55 SAR | — | — |
| Apr 20, 2016 | 1.11 SAR | — | — |
| Oct 25, 2015 | 1.11 SAR | — | — |
| Aug 3, 2015 | 1.11 SAR | — | — |
| Apr 22, 2015 | 1.11 SAR | — | — |
| Oct 27, 2014 | 1.66 SAR | — | — |
| Jul 24, 2014 | 1.11 SAR | — | — |
| Apr 22, 2014 | 1.11 SAR | — | — |
| Oct 29, 2013 | 1.11 SAR | — | — |
| Jul 22, 2013 | 1.11 SAR | — | — |
| Apr 20, 2013 | 1.11 SAR | — | — |
| Apr 18, 2013 | 1.11 SAR | — | — |
| Mar 17, 2013 | 1.11 SAR | — | — |
| Oct 23, 2012 | 0.66 SAR | — | — |
| Jul 28, 2012 | 0.66 SAR | — | — |
| Jul 26, 2012 | 0.66 SAR | — | — |
| Apr 28, 2012 | 0.66 SAR | — | — |
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When available, the page shows quarterly and annual statements plus ratios such as PE, price to book, profit margin, and free cash flow. Latest financial period shown: March 2026.
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