Nature's ROI - Anzania's investment opportunity

I N V E S T M E N T

NATURE'S ROI

ANZANIA'S INVESTMENT OPPORTUNITY

Anzania is a strategically located leisure, conservation and education destination situated on the outskirts of Nairobi, within the Swara Plains Conservancy,

Anzania offers a unique blend of outdoor activities, including playgrounds, a botanical garden, and educational programs, catering to families, schools, and corporate clients.

Leveraging the natural beauty and ecological significance of the location, Anzania will capitalise on the growing demand for family-oriented leisure experiences and eco tourism.

Our diverse offerings, combined with conference facilities and event spaces, create multiple revenue streams, making Anzania a solid business i i h i l f fi bili d

TARGET AUDIENCE

The park's development will involve the transformation of a 60-acre abandoned quarry into a thriving Eco Park. This revitalization project presents a unique opportunity to create a highimpact, visually appealing destination that will attract visitors and generate significant revenue.

By combining leisure, education, and conservation, the park will appeal to a wide audience and generate consistent revenue through admissions, food and beverage, retail, events, and corporate bookings.

EXECUTIVE SUMMARY

1.1 CONCEPT

1.2 MARKET OPPORTUNITY

1.3 OUR APPROACH

1 4 A VISION FOR SUSTAINABLE FAMILY ENTERTAINMENT

RKETING STRATEGY SUMMARY

QUIREMENTS SUMMARY

1.1 CONCEPT

A world-class Eco Park set in a 20,000 acre conservancy & wildlife corridor, strategically located along the Mombasa Highway, just 30 mins from Nairobi CBD.

A unique blend of leisure, conservation and education.

Featuring East Africa's largest playground, outdoor art, botanical gardens, adventure paths, and later on a Natural Future Museum. Reconnect with nature: Offering families, schools, and tourists a fun and educational experience through play, discovery, and immersion in the natural world

Sustainable business model: Generating revenue through diverse streams including leisure, food and beverage, retail, events, and educational programs.

A restored landscape: Transforming a former quarry into a thriving habitat, showcasing the resilience of nature and the power of humannature collaboration. This inspiring story of restoration is at the heart of Anzania.

1.2 MARKET OPPORTUNITY

Nairobi and its surrounding areas experience a significant gap in familyoriented leisure activities. With a burgeoning middle class and a youthful population comprising 40% of Kenyans under 14, there is a pressing demand for engaging and enjoyable experiences tailored to families. The current landscape lacks diverse and exciting options to cater to the needs of families seeking quality time together. The tourism sector, aiming to diversify offerings, also presents a promising avenue.

Anzania will capitalize on this gap by providing innovative, eco-friendly leisure options that cater to families and contribute to Kenya's sustainable tourism goals.

1.3 OUR APPROACH

Anzania will operate as a family-oriented entertainment and education centre, offering a unique blend of fun, learning, and environmental awareness. Our core offerings include:

Thrilling Outdoor Playground: A vast, interactive space designed to cater to diverse age groups, featuring a variety of physical and mental challenges.

Immersive Educational Experiences: Engaging activities and programs that teach children about the interconnectedness of life on earth.

Food and Beverage: A diverse food court offering healthy and delicious options to cater to different tastes.

Event and Conference Facilities: Versatile spaces for corporate events, birthday parties, and other gatherings.

Retail: A gift shop featuring eco-friendly products and souvenirs.

By combining these elements, Anzania will create a compelling destination for families seeking entertainment, education, and a memorable experience.

Our focus on environmental sustainability will differentiate us from competitors and appeal to a growing market of eco-conscious consumers

Revenue Generation

Anzania's business model is designed to achieve strong financial performance and sustainability and will generate revenue through:

Admission Fees: Charging entrance fees for individuals and groups.

Food and Beverage Sales: Profiting from food and beverage purchases within the park.

Event and Conference Rentals: Generating income from hosting various events and conferences.

Retail Sales: Selling merchandise and souvenirs at the gift shop.

Additional Paid Activities: Offering supplementary activities such as ziplining, bike rentals, and a butterfly house for an extra fee.

By diversifying revenue streams, Anzania will ensure financial stability and growth.

1.4 A VISION FOR SUSTAINABLE FAMILY ENTERTAINMENT

Anzania is poised to become a leading visitor destination in Kenya, addressing the growing demand for family-friendly leisure activities while maintaining a strong environmental focus.

Our business model is founded on the belief that financial success and social impact can coexist. Anzania is committed to operating profitably while contributing to the well-being of our community and the planet.

Sustainability is at the core of Anzania. We adhere to a triple bottom line ethos, balancing financial, social, and environmental goals. Our pursuit of B-Corp certification underscores our dedication to sustainability and social responsibility.

Our Sustainability Policy is available and part of the investment documentation.

Anzania is more than just an entertainment venue; it's a hub for the eco-minded,whether aspiring or existing We combine fun outdoor experiences with immersive nature-based learning in an inspiring setting. Anzania is destined to become a world-class, must-see destination

KEY INVESTMENT OPPORTUNITY 1.5 FUNDING REQUIRMENTS

Anzania's financial projections demonstrate a strong trajectory of growth and profitability. Revenue is anticipated to increase steadily, from zero in 2025 surging to $2.15 million by 2029. Net revenue will closely follow this trend, starting at $261,175 in 2026 and reaching $2.01 million by 2029, reflecting a healthy profit margin after accounting for direct costs.

A significant milestone is the projected positive EBITDA in 2027, reaching $530,652 and climbing to $1.49 million by 2029. This indicates a positive cash flow trend, signaling the project's growing financial strength.

Free Cash Flow is also expected to improve dramatically, jumping from a negative $512K in 2025 to a positive $1.13 million in 2029. This positive cash flow trend demonstrates Anzania's ability to generate cash and fund future growth.

Anzania requires a total investment of $ 2.0 million to bring its vision to life. This is in addition to the over $700K of shareholder, family/friends and grants already received. The shareholder continues to inject capital into the business, showing key support for Anzania; we are all fully committed and directly tied to its success.

We expect to raise this funding in 2 tranches - in April 2025 (once we start major capital expenditures), and again in August 2025 to continue operations and further capital outlays. We have positioned this investment in 2 tranches to reduce risk to the investors, while showing progress along the way.

The overall project is projected to generate a return of 39% IRR, although the financial model presented is fully dynamic so one can review key assumptions and stress test any and all figures The 2 financial return scenarios presented below for investors range in returns from 31% (ongoing cash interest payments) to 46% (convertible note).

By combining private investments, grants, debt, and concessional funding, we aim to create a solid financial foundation for the project while delivering exceptional value to our investors. This strategic approach will ensure that Anzania not only achieves its goals but also offers a compelling investment opportunity.

1.6 SALES & MARKETING STRATEGY

Target Audience:

Primarily families with children, schools, corporate groups for teambuilding events, and international tourists seeking unique experiences.

Positioning: Anzania will be positioned as a world-class Eco Park offering a unique blend of leisure, education, and conservation. It will be marketed as a must-see destination for families and a platform for corporate social responsibility initiatives.

MARKETING CHANNELS

Digital Marketing: Leveraging social media platforms, SEO, and content marketing to reach a wide audience and build brand awareness.

Public Relations: Building strong relationships with media outlets, influencers, and key opinion leaders to generate positive press coverage.

Experiential Marketing: Organizing events, competitions, and partnerships to create memorable experiences and customer engagement.

Partnerships: Collaborating with schools, travel agencies, and corporate organisations for mutually beneficial partnerships.

SALES CHANNELS

Direct Sales: Offering ticket sales, group bookings, and event packages through the Anzania website and on-site ticketing.

Partnerships: Working with travel agents, tour operators, and corporate event planners to generate group bookings.

Corporate Sales: Developing tailored packages for corporate events, team-building activities, and CSR initiatives.

KEY MESSAGING

By effectively combining the following elements, Anzania will create a strong brand identity and drive customer acquisition and retention:

Anzania is more than just a park; it's a transformative experience.

A unique blend of leisure, education, and conservation.

Discover, learn, and connect with nature through immersive experiences.

A perfect day out for families, an educational adventure for schools, and a unique venue for corporate events.

2. A VISION FOR SUSTAINABLE

FAMILY ENTERTAINMENT

2.1 MARKET OPPORTUNITY

2.2 SITE & LOCATION

2 3 VISITOR EXPERIENCE

PERATIONS

ROWTH STRATEGY

RE-LAUNCH ACTIVITIES

UTREACH PROGRAM

2.1 MARKET OPPORTUNITY

From 2020 to 2023, Anzania undertook a comprehensive market assessment, scrutinising the pricing, availability, and visitor numbers within Kenya's leisure market. This analysis also included an evaluation and comparison of relevant international offerings.

Our extensive research underscores a market gap for high-quality, family-oriented leisure activities catering to both local audiences and tourists. Nairobi currently lacks sufficient family-friendly options, and our data reveals a willingness among people to pay for activities and experiences

Nairobi's leisure market presents a clear opportunity for engaging, family-centric experiences. While the global market offers a variety of cultural and leisure options, Kenya and East Africa do not offer many dedicated children's activities Anzania aims to fill this gap by providing a vibrant location where families can explore, play, and learn together. Our unique blend of educational and recreational offerings will transform Nairobi into a hub for family-oriented cultural and educational adventures.

Anzania recognizes the opportunity to upgrade the Nairobi leisure scene by introducing an unparalleled blend of 'fun and action' that is integrated with 'educational and environmental content.'

Kenya’s culture and heritage sites received a total of 856,604 visitors in 2022 and the National Museum in Nairobi received 275.000 visitors in 2023. The Nairobi Arboretum Forest, is currently recording 25.000 visitors monthly while Karura forest has 70.000 visitors each month.

Understanding our core market

Families and children represent a large market segment in Kenya, especially in and around Nairobi. Not only are 40% of Kenyans under the age of 14, but also Kenya has a large and growing middle class, with a strong appetite for leisure activities. There remains a largely untapped market segment with huge potential for leisure activities.

Kenyans are becoming more aware about their environment and many indicators show that conservation and environmental protection will be central to the post Covid-19 global economy.

Beyond Kenyan citizens and residents, international visitors and tourists represent a significant target market for Kenya's growing leisure sector. Renowned for its diverse national parks teeming with wildlife and its well-developed coastal region, Kenya is a major international tourist destination. The Kenyan travel sector has demonstrated remarkable resilience, recovering up to 90% from the impacts of Covid-19. In 2022, the country welcomed close to 1.5 million visitors, generating USD 1.9 billion for the Kenyan economy

The top two visit purposes are holidays (37%) and visiting friends and family (28%). Official tourism data does not disaggregate visitor numbers by age groups. But classified as ‘ one of the most accessible countries in Africa’, it can be assumed that family travel makes up a considerable part of Kenya’s visitor numbers.

The vast majority of visitors arrives by air at Nairobi’s Jomo Kenyatta International Airport (JKIA), which is less than 20 minutes drive from Anzania.

NUMBER OF FOREIGN TOURIST, MEASURED AND PROJECTED

Source: Annual sector tourism Performance Report 2022 - Feb 2023 - Kenyan Ministry of Tourism, Wildlife & Heritage - Kenyan Tourism Research Institute

In Kenya, a common pricing structure involves tiered rates for citizens, residents, and visitors, adopted by many leisure destinations. This tiered system allows us to generate a significant portion of our revenue from foreign visitors, even though they may not constitute the majority of our visitors.

By year three, we estimate that on average 26% of our visitors will be foreigners, representing 33% of ticket sales revenues, emphasising the lucrative potential in catering to the international tourist segment.

Kenya’s National Tourism Strategy

Anzania’s vision aligns with the Kenyan National Tourism Strategy, the Machakos County Development plan, and reinforces many of the objectives of the Ministry of Environment Climate Change Policy as well as the Ministry of Education learning targets These strategic alignments demonstrate Anzania's commitment to supporting Kenya's objectives in sustainability leadership.

Kenya's Tourism Strategy outlines a comprehensive plan to position the country as a premier destination and attract a diverse range of audiences. At the heart of this strategy is a commitment to sustainable tourism practices, emphasising conservation efforts to protect the country's rich biodiversity and cultural heritage. Kenya aims to enhance its global image by focusing on responsible and eco-friendly tourism, appealing to environmentally conscious travellers.

To attract new and diverse audiences, Kenya is aiming to diversify its tourism offerings beyond traditional wildlife safaris The strategy emphasises the development of niche tourism products, including adventure tourism, cultural experiences, and beach destinations.

To revitalise Kenya's tourism sector, the government introduced the New Tourism Strategy for Kenya 2021-2025. This comprehensive plan aims to transform the industry by extending tourism beyond the traditional peak seasons, diversifying offerings to cater to a wider audience, and rebranding Kenya as a sustainable destination.

By implementing these strategic shifts, the government seeks to position Kenya as a year-round tourist hotspot, known for its diverse experiences and commitment to environmental conservation.

Anzania aligns seamlessly with all of these strategic objectives.

FAST FACTS ON KENYA TOURISM SECTOR (PRE-COVID)

FX Contribution making it the 2nd largest earner

Inbound visitors of Kenya

4.4% 126B 8.7% 2.04M 1.5M 4.4%

Visitors citing holiday as primary reason for entry to Kenya

Estimated Direct GDP Contribution of the sector (9.3% total contribution)

Total contribution to employment (1.08M people) Most outside of the main urban areas

TOURISM SECTOR PERFORMANCE REPORT 2018-2020 KTSA

Share of international tourism out of total tourism

KENYA

2.2 SITE & LOCATION

Location

The Swara Plains Conservancy is located approximately 35 km southeast of Nairobi, along the Mombasa highway and spans 20,000 acres. It is famous for its natural beauty and wildlife, featuring vast African savannah grasslands, striking yellow bark Acacia trees, abundant freeroaming game such as wildebeest and giraffe, and a rich bird population of around 320 species.

Swara Plains is formally registered as a wildlife Conservancy. In 2020, it was partially integrated with the Nairobi National Park (NNP), solidifying its significance in protecting and preservin ecological treasures. I

Swara Plains is one of 12 conservancies within the wid ecosystem, spanning over 20,000 square kilometers, T ecosystem plays a crucial role in supporting wildlife po as a vital migratory corridor for species moving betwe National Park and and Amboseli, Tsavo, and Serengeti

This is recognised by Kenya’sVision 2030 through whi as one of the 5 vital migratory corridors of kenya and highly protected status. Anzania’s location inside a wi area, echoes our connection to nature and our dedicat preservation.

Quarries are everywhere, the construction industry’s insatiable need for sand, gravel, and stone for roads, buildings, and landscaping keeps the extraction industry constantly digging holes in the ground and taking huge bites out of landscapes. Once extraction ceases, these sites often become forgotten industrial scars.

However, in recent years, a growing recognition of their potential has led to a surge in quarry redevelopment projects. By transforming these underutilised spaces into vibrant community assets, cities and towns can revitalise neighbourhoods, boost local economies, and enhance quality of life. These redeveloped quarries offer a unique opportunity to create sustainable and engaging public spaces, as with Anzania

stern edge of the Swara Conservancy lies an abandoned t of some 40 acres. Once a source of sand and gravel for road on, it now stands depleted and lifeless, reduced to dry dust

.

cted landscape serves as the ideal backdrop for a remarkable nsformation. From a barren wasteland to a vibrant centre of nd adventure: Anzania

ransformation of this neglected area into a thriving Eco Park ase the resilience of nature, and deliver a powerful message of hope

The journey to revitalise the degraded quarry into a thriving eco park is a detailed and methodical process. By introducing nutrient-rich soil, implementing advanced irrigation systems, and strategically planting thousands of trees and plants, we will transform the barren site into a thriving ecosystem.

Meticulous landscaping and careful planning will ensure the creation of a visually stunning and ecologically balanced space. As the park matures, the landscape will evolve, offering visitors an ever-changing and beautiful experience.

2.3 VISITOR EXPERIENCE

The modern child's world is increasingly dominated by urban living and digital technology, leading to a growing disconnect with nature. This shift presents an opportunity for Anzania

By creating an immersive landscape that blends natural elements with stimulating play experiences, Anzania offers a compelling value proposition for parents and teachers seeking enriching experiences for their children. Anzania goes beyond a traditional playground, offering a comprehensive family-oriented experience. Our Eco Park features immersive playgrounds, botanical gardens, adventure activities, a butterfly house, artworks and interactive workshops. Combined with a diverse food offering, Anzania provides a full-day destination for families seeking wholesome fun and education.

By combining an inspiring natural environment with imaginative play spaces, Anzania creates a dynamic learning environment that stimulates children's senses and encourages exploration.

Natural Playground

Azania is an immersive play environment that reconnects children with nature and wonder. At Azania, play revitalizes and transforms the space around us, connecting us to nature and the joy within. It pushes boundaries, teaches and interweaves us. It is a dynamic, living and sensory experience that prompts exploration and imaginative change. Anzania is more than just play equipment. It’s a carefully curated play ecosystem, set within a rich tapestry of plant life. This diverse botanical palette enhances the overall experience, creating a visually stunning and ecologically rich environment.This immersive environment encourages children to explore, learn and connect with nature. Our vision is to design a play space that inspires both physical and mental exploration, cultivating a relationship between children and the natural world.

The playground will feature a variety of distinct play areas, each with its own unique planting scheme and focus. From a discovery forest inviting exploration to a towering timber treehouse, a water play zone, and a balance challenge area, every corner of Anzania will spark imagination and curiosity.

Botanical Gardens and Butterfly House

Anzania will redefine the botanical garden experience. By showcasing Kenya's rich biodiversity in a dynamic and engaging way, we aim to challenge the perception of botanical gardens as static and uninteresting. Featuring a diverse collection of indigenous plants, including succulents, aloes, orchids, and an array of grasses, our gardens will offer visitors a unique opportunity to appreciate Kenya’s natural beauty in a fresh and exciting way.

Free access to the botanical gardens will encourage a wider audience to explore and connect with nature and simultaneously enhance the overall visitor experience across the ages.

The Anzania Butterfly House will be a paid attraction, offering a captivating and learning experience. Visitors will have the opportunity to immerse themselves in a vibrant ecosystem teeming with diverse butterfly species.

Beyond its aesthetic appeal, the butterfly house serves as a symbol of transformation, mirroring Anzania's journey from a barren quarry to a thriving Eco Park. This thematic connection reinforces the park's commitment to environmental stewardship and inspires visitors to embrace positive change.

Anzania Art Collection

Anzania will curate a dynamic and thought-provoking art collection that complements our environmental mission. By partnering with local artists, we aim to create installations that reflect the themes of environmental degradation, extraction, restoration and renewal The use of recycle materials will be highly encouraged. These artworks wi visual narratives, set within a beautiful outdoor landscape.

To ensure a continually evolving and enriching experience, Anzania ai house curator. Our curator will oversee the selection and installation that the collection remains relevant and engaging. In addition to cont

Anzania will feature replicas of ancient rock art.

These historical artefacts offer a glimpse into the past, highlighting th humans once held for nature. By juxtaposing ancient and modern pers inspire reflection on our relationship to the natural world.

Food & Beverage

Anzania will feature a vibrant food court concept, offering a diverse range of culinary options Inspired by the successful models of food parks and container villages, our food court will be home to a variety of vendors operating from converted shipping containers. Our food court model will provide a platform for local entrepreneurs to showcase their culinary talents. Vendors will operate their businesses within these pre-designed container units, paying a service charge to Anzania and sharing a portion of their revenue. This collaborative approach will stimulate the local market and offer opportunities for aspiring food entrepreneurs.

The food court will be designed to provide a relaxing and informal dining experience for families and visitors of all ages. With shaded seating areas integrated throughout the park, customers can enjoy their meals in a comfortable and scenic setting.

Our focus will be on offering high-quality, healthy food at reasonable prices. By encouraging vendors to serve seasonal menus, prioritise organic options, and source local produce, we aim to promote sustainable and ethical food practices Anzania's catering facilities will be plastic-free and committed to waste minimization.

Anzania's food court will be a key revenue driver, offering a diverse range of culinary options and contributing to the overall visitor experience. By ensuring families have a memorable time at the park, we can encourage extended stays and increased spending on food and beverages.

To maintain a high standard of service and cater to evolving customer preferences, Anzania will employ a flexible vendor model.

Vendors who do not meet performance expectations can be replaced, ensuring that the food court consistently offers a variety of high-quality options that meet customer demand. This approach will not only drive revenue but also maintain a dynamic atmosphere for visitors. This, in turn, will contribute to increased revenue from food and beverage sales, making it a significant component of Anzania's overall business model.

Conferencing

Anzania offers two state-of-the-art conference rooms, each accommodating up to 25 people, providing a modern and inspiring setting for meetings and events Surrounded by our park's natural beauty, these spaces offer a unique and productive environment. By offering exceptional conference facilities, Anzania aims to diversify its visitor base and generate consistent revenue throughout the week. While leisure activities often peak on weekends, our conference spaces ensure a steady flow of visitors during weekdays, optimizing resource utilization and financial performance.

Our unique venue, combining modern amenities with a natural ambiance, addresses a gap in the market for innovative and environmentally focused conference spaces. By attracting corporate clients and business groups, Anzania can position itself as a versatile destination for both leisure and professional activities.

In 2023, Shamba Cafe, a restaurant located on the outskirts of Nairobi, launched 'Shamba Events,' a venue sprawled over 3 acres. This venue caters to private functions, conferences, corporate events, craft festivals, festivals, and team-building activities.

Nestled amidst lush greenery and offering views of wetlands abundant with birdlife and some of Nairobi's last coffee plantations, the venue has experienced significant demand since its inauguration. The conference facilities have a 75% occupation rate.

Workshops & Events

Anzania will offer a diverse calendar of -educational- programs, workshops, and events designed to engage audiences of all ages. From children's eco themed workshops to adult-focused li h i programming will cater to a wide range of interests and knowledge levels. By hosting festivals, movie nights, concerts andgatherings, Anzania will posit eco-hub. These events will attract new audiences, and stimulate a growing co These programs and events will be offered at an additional fee, providing an park This will contribute to the overall financial sustainability of Anzania wh high-quality, informative experiences.

The projected revenues from these events have not been incorporated into t

Gift Shop

Anzania's gift shop will serve as a vital component of the overall visitor experience. Similar to many global cultural institutions and attraction parks, where gift shops often even outperform ticket sales, our shop will offer a curated selection of products that align with Anzania's mission.

To reflect our commitment to sustainability, the gift shop will feature a range of eco-friendly products, including bamboo toothbrushes, reusable bottles, and upcycled toys Additionally, we will offer a carefully curated collection of children's books, toys, and games that promote environmental awareness.

We will also showcase and sell handcrafted products from local artisans, supporting the community and promoting sustainable livelihoods. By offering a unique blend of eco-friendly merchandise and locally produced goods, Anzania's gift shop will become a destination in itself, attracting visitors and generating additional revenue.

Gift Shop Revenue

The gift shop's potential revenue has not been factored into this business model and, consequently, is not reflected in our final EBITDA projections. To streamline operations and maximise efficiency, we propose outsourcing the daily management of the gift shop to a third-party provider. This arrangement would involve establishing guidelines for permitted sales and negotiating a revenue-sharing agreement.

To increase revenue, we will include our own merchandise at the ticket shop upon arrival This ensures that all sales revenue from Anzania Branded goods and materials directly benefits Anzania

2.4 OPERATIONS

Seasonality and Operating Hours

Anzania will be open throughout the year, on a 6-days a week basis from Tuesday to Sunday. Weekdays, we will be open for the public and school visits from 9am to 5pm. Weekend opening hours will be from 9am to 6pm for visitors.

Event spaces will be open for lectures and seminars until 9pm on weekdays and at the weekend based on demand and bookings. Once a membership model is established, members can g rights beyond the core opening hours.

Booking System

Anzania will work with established software providers to paperless booking system integrated with Anzania’s web seamless booking experience to the customer.

The software will also integrate booking systems for scho conferencing facilities and accommodation. However, the likely also require the option of email and phone booking optimal and personal customer experience.

Anzania Illustrative Pricing

Prices at Anzania are structured on a tiered system, whic whether individuals are Kenyan citizens, residents, or no id i g the highest fees. This inclusive pric ds, where pricing gradients are base

SubsidizedSchoolChld-200Ksh

SchoolChid -500Ksh

Ctizens -120000Ksh

Resdents-1500Ksh

NonResdent- 1800Ksh

Accessibility

Anzania is conveniently located within the Swara Plains Conservancy, approximately 35 kilometres southeast of Nairobi, along Mombasa highway. Given Kenya's limited public transportation options, most (paying) visitors will likely arrive by car.

The newly completed Nairobi Expressway, a 27-kilometre toll road connecting Jomo Kenyatta International Airport to Westlands, significantly reduces travel time to reach Anzania.

Ticket Sponsorship

At entry, visitors will be presented with an option to sponsor a visit for a schoolchild from a informal settlement. To sponsor a child costs 200 Ksh.

Using the Expressway, Anzania is a mere 10-minute drive from the ney time from Westlands area is . Anzania offers ample parking for both cars ial to expand parking facilities in the future.

nd promote sustainability, Anzania is h local electric bus companies to provide

2.5 GROWTH STRATEGY

To ensure long-term success and continued visitor interest, Anzania will imple a dynamic growth strategy. By introducing new and exciting attractions on an annual basis, we aim to maintain a fresh and engaging experience for returning guests.

These additions may include innovative playground equipment, temporary exhibits, or paid activities. This commitment to evolution will solidify Anzania's position as a leading family-friendly destination and will keep visitors returning to discover what's new at Anzania

Natural Future Museum

A cornerstone of Anzania's long-term vision is the development of a groundbreaking Natural Future Museum. This unique facility will offer a captivating exploration of the natural world, combining cutting-edge technology with immersive storytelling The NFM will redefine the Kenyan visitor experience, exploring not only Kenya's natural heritage but also its potential for a sustainable future.

By creating a world-class museum, Anzania aims to position itself as a leading cultural destination in Africa.

The museum will feature a series of interconnected pavilions, each dedicated to a specific environmental theme. By tailoring content to different age groups, we aim to create a dynamic learning environment that inspires and informs. Our exhibits will focus on fostering a deep connection between visitors and the natural world. By highlighting the interconnectedness of ecosystems, the impact of climate change, and the importance of sustainable consumption, we will empower individuals to become agents of change. Our storytelling approach will be grounded in local context, drawing on Kenya's rich cultural heritage and environmental challenges.

life.Visitors will have the opportunity to explore biodiversity, understand the significance of the Athi Kapiti ecosystem, and learn about the urgent need for sustainable energy solutions. By showcasing success stories and inspiring visions of the future, we aim to create a sense of hope and optimism.

Collaborating with global museum design experts and local cultural specialists, Anzania will develop a world-class facility that resonates with the Kenyan audience While specific funding strategies will be developed in further detail, it is anticipated that a blended approach will be employed. This model will incorporate philanthropic support, impact investments, and potentially public-private partnerships to ensure the successful realisation of this ambitious project.

Accommodation

At launch, Anzania will not offer on-site accommodation. However, given the park's strategic location within the Swara Plains Conservancy, ample accommodation options are available nearby.

Acacia Bush Camp, offering 20 double rooms and 5 family suites, is situated just five minutes away and provides comfortable and affordable lodging. Additionally, the Small World Country Club, a threestar hotel offering family-friendly rooms, is also within close proximity. Anzania plans to collaborate with these establishments to develop attractive accommodation packages for visitors

The possibility of offering on-site accommodation in the future is under consideration.

This expansion would involve the construction of approximately 20 safari tents, providing a range of room types to cater to different guest needs. These glamping-style accommodations would be located adjacent to the botanical gardens, offering guests a unique and immersive experience. Potential target markets for on-site accommodation include international tourists and corporate groups there for the conferencing facilities.

er feasibility studies and

2.6 PRE-LAUNCH ACTIVITIES

To generate anticipation and engage the community before the official opening, Anzania will host a series of events and activities within the partially restored quarry. These initiatives will showcase the park's transformation and provide a glimpse into the future.

Educational Outreach: Anzania will collaborate with local schools to organise educational programs focused on environmental restoration and sustainability These initiatives will engage students in hands-on activities and foster a sense of ownership in the park's development

Community Events: The outdoor amphitheatre will serve as a venue for outdoor movie screenings, theatre performances, and community gatherings. These events will provide opportunities for social interaction and entertainment, drawing the community to the site.

Sculpture Garden: Anzania will create temporary sculpture exhibits . his artistic showcase will not only enhance the visual appeal of the site but also provide a platform for emerging artists to engage with a wider audience. These limited-time sculpture garden exhibits will offer an early glimpse of Anzania's commitment to environmental stewardship and cultural enrichment

Through pre-launch activities, Anzania aims to build excitement, cultivate community engagement, and showcase the park's potential as a cultural and educational destination.

2.7 SCHOOL OUTREACH PROGRAMME

Anzania is committed to ensuring that children from underserved communities have the opportunity to enjoy a visit to our park. To achieve this, we will implement a dedicated outreach program funded by a portion of our profits. Additionally, we will offer visitors the option to "sponsor a child," allowing them to directly support a child's visit to Anzania.

Our school outreach program, managed by Anzania's non-profit arm, aims to provide equal educational opportunities for all children, regardless of economic background or school affiliation In collaboration with Wildlife Clubs of Kenya, we offer discounted rates for WCK member schools to come to Anzania. This ensures that our outreach efforts effectively reach underserved communities and provide meaningful learning experiences for every child.

3. OUR MARKET

3.1 MARKET SIZE & SEGMENTATION

3.2 MARKET ASSESSMENT & VISITOR PROJECTIONS

3.3 EXISTING MARKET OFFERING NAIROBI

3.4 GLOBAL COMPARABLE MARKET

3.5 SALES & MARKETING STRATEGY

3.1 MARKET SIZE & SEGMENTATION

By 2050, one in four people globally will be African Presently, Kenya's population exceeds 54 million, with 40% under the age of 14. By 2050 1 in 4 of the global population will be African, and 1 in 3 is youth.

Nairobi, the capital and the largest city in the country and region, is home to over 5 million people. Projecting these figures underscores the significance of engaging youth in environmental matters, recognizing their growing importance both as a demographic force and a market.

By 2100, almost half of the world youth will be African

In Nairobi County child population, (0-14 year olds) constitute 31% The county also has a high youthful population where 15-34 year olds constitute 49% of the total population.

African share of the worlds youth

Source: Africa Ahead : the next 50 years, 2013 Ibrahim Forum Facts & Figures (Youth population refers to the population between 15-24)

Nairobi’s Population 1950-2030

Anzania is designed as an inclusive experience for all ages, with a particular focus on children aged six to fourteen. Whether visiting as part of a family outing or a school excursion, our activities are crafted to engage and entertain children. At the same time, we recognize the importance of creating an enjoyable experience for accompanying adults, including parents, guardians, teachers, and grandparents. By offering a diverse range of activities and attractions, Anzania aims to be a destination for the entire family.

Kenyan Family Market

Nairobi is currently witnessing an increase in its urban middle-class population as economic opportunities expand. This shift is characterised by improved income levels and increased purchasing power among residents, reshaping consumer behaviour and preferences.

In 2022, Kenya's personal disposable income hit a record high of over KES 12,000 billion, a 12% increase from the previous year. This rise is driven by a burgeoning population and an expanding middle-class with greater purchasing power, posing notable environmental and social challenges

This demographic change is creating a demand for a diverse range of goods and services. Businesses that can comprehend and cater to the evolving needs of this burgeoning urban middle-class are strategically positioned to capitalise on the dynamic economic landscape of the city.

This growing affluent middle-class Kenyan family market, plays a crucial role in driving commerce at all-day attractions, including Anzania.

Consumers are increasingly willing to take personal action on sustainability, emphasising employee welfare, sustainable and durable products, and community support Kenyan youth are also actively seeking opportunities to engage on climate change and contribute to solutions.

Families with Children

Expats

Nairobi hosts a substantial expatriate community, comprising business professionals and families affiliated with multinationals, companies, nongovernmental and international agencies. This dynamic segment of the population contributes significantly to Kenya's diverse cultural landscape. According to IOM data from 2020 nearly 600,000 international migrants were living in Ke refugees). The expat population, including professional and retirees, adds to the country's cultural richness.

With a high turnover of expats, often on 2-4 year contr demographic continually evolves, providing a continuou growing market for Anzania.

Categorising expats by income levels reveals a spectrum income earners influencing luxury markets to mid-range impacting various sectors. The unique spending pattern of this expat demographic present lucrative opportunit businesses. This demographic not only contributes to th vibrancy but equally is a a key commercial driver for th including Anzania.

International tourists

Foreign tourists are an important target audience for A Kenya welcomed over 2 million international visitors, w percentage coming for tourism According to the Kenya projections indicate a noteworthy surge, with expectati million international tourists by 2030

Professional groups & organisations

Anzania aspires to become the go-to location for company conferences and outings with an environmental theme, positioning itself as the eco hub of East Africa. This vision extends to targeting local companies and employers as a key market for conferencing and event spaces, with a specific focus on organisations exhibiting a strong environmental or impact focus.

If Anzania were to welcome only 5% of these foreign tourists, they would account for 200.000 visitors by 2030. This market segment holds significant importance, particularly during peak travel seasons such as Christmas, Easter, and June-August. The majority of international tourists arrive in Nairobi, often planning 1-2 days to explore city attractions before or after travelling onward for safari or coastal adventures

Our accommodation facilities (phase 2) strategically target this tourist demographic, with a focus on mid-market family holidaymakers.

Nairobi, home to international organisations such as the UNEP headquarters and a high number of impact-focused businesses and environmental NGOs, provides an ideal setting for Anzania to serve as a premier destination for eco-conscious professional groups and organisations

Schools

According to the 2014 school census, there were approximately 4,000 primary schools in the Nairobi metropolitan area, serving a student population of over 1.4 million children aged 6-14. While more recent data is unavailable, it is reasonable to assume that this number has grown significantly over the past decade.

Despite the demand for engaging educational experiences, current school trip options in Nairobi are limited and often repetitive. Anzania aims to differentiate itself by offering a high-quality, enjoyable, learning ary school itineraries.

dren, we will implement a rovide opportunities for

3.2 MARKET ASSESMENT & VISITOR PROJECTIONS

Our projections for visitor numbers draw insights from an array of sources. We have compared visitor statistics from attractions such as KWS Safari Walk and National Parks, the National Museum of Kenya, and Karura Forest, utilising reports from Kenya Wildlife Service (KWS) and Kenya Forest Service (KFS)

Additionally, we considered data gathered from various privately operated attractions in the city, including ziplining, attraction parks, water parks, go-karting, among others

Estimating our trajectory, we anticipate attracting approximately 635 children a day on weekends by the second year of operations. This forecast translates to an impressive 130 000 visitors by year 4

Our projections reflect a continuous rise in visitor numbers, aligning with the growth of our experience, capacity, and reputation.

Disposable income

Disposable income in Kenya has steadily increased, reaching a record high of KSh12.45 trillion in 2022. This upward trend is particularly evident in urban centres like Nairobi, where a 2021 survey revealed a significant population of approximately 360,000 individuals earning over KSh100,000 per month.

While the national per capita spending on culture and recreation is estimated at US$31.50, it's important to note that this figure may not accurately reflect spending patterns in urban areas with higher disposable incomes, such as Nairobi.

Given the concentration of wealth and a growing appetite for leisure activities in these regions, there is a substantial opportunity for businesses like Anzania to capture a significant share of this market.

This growing middle class with substantial disposable income represents a key target market for businesses like Anzania. With a projected household disposable income of KSh13.13 trillion in 2024, there is considerable potential for increased consumer spending on leisure and entertainment.

Visitors projections according to visitor type

Tourists Residents Citizens

School children

Car ownership as an indicator

Car ownership in Kenya is a key indicator of economic growth, urbanisation, and (disposable) income. While the overall rate remains relatively low compared to the Global North, the steady increase in car ownership reflects a burgeoning middle class with growing purchasing power.

Notably, 7.7% of Kenyans own cars, translating to approximately 3.9 million car owners nationwide. This statistic, coupled with the higher car ownership rate in urban centers like Nairobi, underscores the potential market for leisure and entertainment activities like Anzania. As disposable income rises, consumers are increasingly seeking out quality recreational experiences, making car ownership a relevant metric for assessing the market for family-oriented entertainment destinations

Specifically, in Nairobi, with a population of nearly 5 million, approximately 15% of households own cars, equating to around 750,000 car-owning households. This concentration of car ownership in the city highlights the potential customer base for Anzania.

Population & distance as indicator

Anzania's location within the Swara Plains Conservancy offers unparalleled accessibility to Nairobi's affluent demographics. While areas such as Westlands, Lavington, Kilimani, Kileleshwa, Muthaiga, and Gigiri have historically housed high-income residents, the construction of the expressway has significantly improved connectivity to these neighborhoods

Anzania is located within a 30-minute drive for 2 8 million people Within a 45-minute radius, this figure expands to cover 54% of the metropolitan area, reaching 9.4 million potential visitors. Expanding the catchment area to a 60-minute drive includes an additional 7.8 million people, bringing the total accessible population to approximately 17 million.

Moreover, the rapid growth of residential areas along the Syokimau and Athi River corridor has created a new market segment of middle-class families with increasing disposable income.

This demographic is particularly attractive due to its proximity to Anzania, allowing for more frequent visits compared to those residing further away.

Considering the data that demonstrated 15% car ownership our potential market of car owners that can reach Anzania in under an hour is approximately 2.5 million. This prime location, coupled with the growing affluence of surrounding neighbourhoods, positions Anzania as an exceptional opportunity to capture a significant share of the leisure and entertainment market.

30 min catchment area

Anzania Catchment Area

3.3 EXISTING MARKET

OFFERING NAIROBI

Nairobi's current landscape offers limited options for family-oriented cultural, educational or recreational experiences.

Traditional museums often focus on historical artefacts and adult audiences, while outdoor activities for children primarily centre around wildlife encounters.

This gap in the market highlights the need for engaging experiences that combine fun with learning. While some facilities offer outdoor recreational activities, such as the Forest Adventure Centre, their educational components are minimal.

Anzania stands out by offering a unique blend of leisure and learning, addressing a critical market need for wholesome family time. By providing immersive, nature based experiences for the whole family, we aim to create a truly distinctive destination..

Existing Leisure Activities: often located inside existing shopping malls throughout the city;

Indoor Play Parks for children aged 6+: E.g. Ozone Trampoline Park15,000 sq ft trampoline park for children, teens and adults; Jump

Extreme with trampolines, obstacle course, zipline, climbing wall; Climb BlueSky indoor wall obstacle climbing;

Softplay Areas for toddlers: E.g. Space Kids Park with foam pits, donut slide, shooting gun, trampoline park; Bounce & Play Westlands with trampoline, foam pits, climbing wall

Maji Magic: A water based activity centre offering water slides, stand up paddle boarding, kayaking, blaster boats

Go Karting: E.g. Madmax Karting in Two Rivers; GP Karting

Cultural & Educational Activities in and around Nairobi;

Nairobi National Museum & Snake Park: A museum which informs visitors on Kenya’s rich heritage and culture. The snake park has a variety of snakes, a tortoise pen and a crocodile enclosure

Karen Blixen Museum: A museum that offers info about the life of Karen Blixen, a Danish author, best known for her book “Out of Africa”

Railway Museum: A museum about the history of railways Presenting locomotives and displays from East African Railways

Safari Walk: A landscaped zoo with animal species living in Kenya

Giraffe Sanctuary: A nature sanctuary where visitors can learn about and feed Rothchild giraffes

Sheldrick Wildlife Trust: Orphan elephant rescue and rehabilitation centre which allows visitors to see young elephants play and be fed

Adventure Farm Karen: A farm with crops and livestock where children can pet rabbits, feed the fish, cows and pigs, also offering garden and orchard tour

Mlango Farm: Organic vegetable farm that offers visits where people can pick their own vegetables, and feed a small range of farm animals

Karura, Arboretum, Ngong Road Forest: National forest with educational walks, picnics spots & small playgrounds. 35

3.4 GLOBAL COMPARABLE MARKET

Internationally, there is a growing array of Eco Parks, n t b d recreational sites and Future-Oriented Museums, shar vision with Anzania. This demonstrates market demand commercial viability for such offerings, underscoring A position as part of a global trend where the convergenc sustainability, and immersive experiences is increasing

Parks & Gardens

Xcaret in Mexico

Xcaret is a renowned eco-archaeological park spanning Cancun, Mexico. This privately owned and operated re blends adventure, culture, and nature. As a self-describ destination, Xcaret offers a diverse range of attraction water parks, theme parks, and animal encounters. Its ju setting provides a captivating backdrop for exploring t numerous offerings With over 3 7 million annual visito leading example of a successful eco-tourism model.

Explora Park in Colombia

Parque Explora is an interactive science museum loose y after San Francisco's Exploratorium. It houses South America's largest freshwater aquarium. The museum contains over 300 interactive attractions, as well as a 3D auditorium, planetarium, television studio, and vivarium.

Terra Botanica in France

Kew Gardens in the UK

Kew Gardens is a stunning botanical sanctuary less than 30 minutes from central London. It houses the "largest and most diverse botanical and mycological collections" globally, and is one of London's most popular attractions with a visitor number totalling 2.3m in 2022–23.

Gardens by the Bay in Singapore

Gardens by the Bay is a nature park spanning 101 hectares in the Central Region of Singapore. It is designed as a series of large tropical leaf-shaped gardens, each with its own specific landscaping design, character and theme. The Children's Garden opened in January 2014 and has a treehouse and adventure trail. The Gardens received 9 million visitors from all over the world in 2023.

Brooklyn Botanic Garden in the US

Brooklyn Botanic Garden (BBG) is a botanical garden in New York City. It occupies 52 acres in central Brooklyn, close to the Brooklyn Museum. BBG holds over 14,000 taxa of plants and has over 800,000 visitors each year. It includes a number of specialty gardensand plant collections. BBG hosts numerous educational programs, plant-science and conservation, and community horticulture initiatives.

ARTIS-Groote Museum in the Netherlands

ARTIS Amsterdam Royal Zoo is the historical zoo in Amsterdam. It shares a site with The Groote Museum and the Micropia museum. All together it has become a place to explore your connection with yourself and all other life on Earth. When the museums opened in 2022, the zoo transitioned to an educational institution In 2022 they received 1 25 million visitors

Nyandungu Eco-Park Kigali - Rwanda

The “extraordinary gardens” of TerraBotanica in France, are aimed to preserve plant biodiversity, with 11 hectares of gardens and greenhouses that are home to plant species from every continent Shows, didactic activities and children’s attractions complete the offer of the eco theme park, which also organises conferences and meetings on the preservation of the world’s plant heritage.

A remarkable urban wetland ecosystem located in Kigali, Rwanda, covering 120 hectares, the park was restored from a degraded wetland, showcasing the power of environmental conservation. Visitors can explore lush greenery, diverse flora and fauna, and enjoy recreational activities amidst a serene setting. Nyandungu Eco-Park exemplifies how urban spaces can be transformed into thriving ecosystems, promoting biodiversity and providing a peaceful retreat for residents and tourists alike.

Quarry Restoration Sites

Eden Project, UK

Eden Project transformed a former china clay pit in Cornwall into a thriving visitor destination, cultural venue, and global garden. It showcases our reliance on plants and demonstrates landscape and livelihood regeneration. Since its 2001 opening, Eden Project has welcomed over 25 million visitors, boosting Cornwall's economy by £1.7 billion and creating hundreds of jobs. The project is expanding into new restored landscapes in Wales, Scotland, and China.

Butchard Gardens, Canada

The Butchard Gardens in British Columbia is masterpiece transformed from an abandone desolate pit, it now boasts stunning floral di water features. Butchard Gardens is a world

Chiang Mai Water Park, Thailand

A former granite quarry in Chiang Mai has b park. This innovative project transformed a recreational hub, offering water slides, lazy pools. The water park has become a popular contributing to the local economy and provi opportunities.

Quarry Golf Course, San Antonio, Texas, US

A disused limestone quarry in Texas has bee course. The dramatic topography of the form incorporated into the course design, creatin

Turn Park in Pittsfield, Massachusetts, US

Turn Park Offers a compelling example of ur and nature. Once an industrial site, the park now features a blend of natural landscapes and art installations. By incorporating art into the design, Turn Park has become a popular cultural destination for art connaisseurs.

Brownstone Exploration and Discovery Park, Portland, Maine, US Brownstone Exploration and Discovery Park is an adventure-seeker's paradise, built within a former quarry. This privately operated park offers a wide range of activities, including cliff jumping, rock climbing, and water sports. The park has successfully leveraged the unique topography of the quarry to create an unforgettable outdoor experience.

Quarry Gardens, Singapore

Singapore's Quarry Gardens is a stunning example of urban greening. A former granite quarry has been transformed into a lush oasis featuring cascading waterfalls, lush vegetation, and walking trails. The park has become a popular destination for locals and tourists alike, offering a peaceful retreat from the bustling city.

Quarry Amphitheatre, St. Louis, Missouri, US

The Quarry Amphitheatre in St. Louis, Missouri, is a unique outdoor concert venue carved into a former limestone quarry. This stunning natural setting provides a dramatic backdrop for music performances, attracting large crowds and boosting the local economy. The amphitheater has become a beloved landmark and a testament to the creative reuse of industrial sites.

Quarry Park, Perth, Australia

Perth's Quarry Park is a multi-functional space that combines nature, recreation, and culture. The former quarry has been transformed into a park featuring walking trails, playgrounds, a lake, and an outdoor amphitheater. The park has become a community hub, hosting various events and festivals throughout the year

Thorpe Park, UK

Thorpe is a theme park located in Chertsey, Surrey, was built in 1979 on the site of a gravel pit which was partially flooded with the intention of creating a water-based theme for the park.

Future-Oriented Museums

Futurium in Germany

Futurium is a museum with futuristic exhibitions and a laboratory in Berlin, which opened in 2019. Everything revolves around the question: how do we want to live? In the exhibition, visitors can discover many possible futures; in the Forum, they can participate in open discussions; and, in the Futurium Lab, they can try out their own ideas

Museum of the Future in Dubai

Founded by the Dubai Future Foundation and launched in February 2022, the museum explores how society could evolve in the coming decades using science and technology. Termed a 'living museum', it incorporates elements of traditional exhibits, immersive theatre and themed attractions, so visitors can look beyond the present and towards the future's limitless possibilities.

Museum of Tomorrow in Brazil

Fundesplai in Spain

Fundesplai is a not-for-profit organisation that aims to transform society based on education for coexistence and sustainability. The organisation offers several projects and activities in the areas of school educational leisure, environmental and emotional education, programmes for early childhood development, social and youths programmes, and holiday activities.

The Museum of Tomorrow is a science museum in the city of Riode Janeiro, Brazil. The main exhibition takes visitors through five main areas: Cosmos, Earth, Anthropocene, Tomorrow, and Us via a number of experiments and experiences. The museum mixes science with an innovative design to focus on sustainable cities and an ecological world

The Klimahaus in Germany

The Klimahaus Bremerhaven is a unique world of weather, climate and climate-change knowledge and experience. Guests can visit the different climate zones, experience the connection between weather and climate, and investigate the causes of climate change. In an exciting and impressive way, the Klimahaus demonstrates how each individual can contribute to climate protection.

The Climate Museum in the US

The Climate Museum in New York is the first museum in the US dedicated to the climate crisis. The museum is creating a culture for action on climate, inviting people from all walks of life into the conversation and building community around just solutions.

Museum of Climate Change in Hong Kong

The Jockey Club Museum of Climate Change was established in December 2013. It offers an interactive, multimedia exhibition that showcases collections and information about climate change. It invites the public, especially students and teachers, to champion the cause of environmental stewardship and keep themselves abreast of the latest developments on environmental conservation and sustainability.

Climate Museum in the UK

Climate Museum UK is an experimental museum that curates and gathers responses to the Earth crisis. Founded by a collective of creatives from across the UK, it organises activations in different places with local partners to help people play, create, and talk about the crisis.

Museum of the Future Dubai

3.5 SALES & MARKETING STRATEGY

Anzania will use customised communications tailored for our target groups, aiming to attract customers as wel as drive action on environmental issues.

Anzania's strategic positioning centers around the transformative journey of our "Eco Park" in a restored quarry. This compelling, hopeful narrative of ecological restoration sets us apart, offering a unique and positive story that resonates with audiences.

To engage our followers, we utilise social media platforms to document our restoration progress in real-time. By sharing visuals, behind-thescenes footage, and informative updates, we aim to create a sense of connection and investment in our journey. By sharing the restoration process step-by-step, we build a connection with our audience, allowing them to witness the transformation firsthand, and a desire to see the project's outcomes. This will help us cultivate a community, building a network of Anzanians even before we open our doors.

Our communications plan details our strategies and channels to effectively reach our target audience and customers.

Marketing Channels

Digital Marketing: Leveraging social media platforms, SEO, and content marketing to reach a wide audience and build brand awareness.

Public Relations: Building strong relationships with media outlets, influencers, and key opinion leaders to generate positive press coverage

Experiential Marketing: Organizing events, competitions, and partnerships to create memorable experiences and customer engagement.

Partnerships: Collaborating with schools, travel agencies, and corporate organisations for mutually beneficial partnerships.

Social Media

Social media will be a core part of the marketing strategy to drive demand. We already use Facebook, Instagram, LinkedIn, and Twitter to share content with our audience. We currently have about 800 followers across the channels and we are beginning to roll out a thorough content strategy, which already shows growing engagement numbers.

We create content for which we monitor uptake and engagement to adjust and tailor our future strategy This is also a chance to engage with our community by responding to queries and questions about our project. In addition, it helps us build our database of interested parties.

This activity will continue but be honed around customer acquisition as well as retaining an online culture around young changemakers. Social media will be a key tool to make people aware of our events agenda and potentially advertise offers to attract people during quieter times.

International Sales & Marketing

To attract international family travellers, Anzania aims to establish itself as a must-visit destination on the Nairobi tourist circuit. Our strategy involves tailored google ad-campaigns emphasising family-friendly experiences, showcasing the park's unique blend of eco-adventures and cultural immersion. Partnerships with travel agencies and publications in travel magazines will amplify our reach.

By offering engaging activities for all age groups, promoting our ecofriendly initiatives, and highlighting the convenience of a short visit (including the option to stay the night), we aim to position Anzania for families exploring Nairobi for 1-2 days on arrival or departure. Through these efforts, we seek to not only capture the attention of international tourists but also become a memorable and integral part of their Nairobi travel itinerary.

Sales Channels:

Direct Sales: Offering ticket sales, group bookings, and event packages through the Anzania website and on-site ticketing.

Partnerships: Working with travel agents, tour operators, and corporate event planners to generate group bookings.

Corporate Sales: Developing tailored packages for corporate events, team-building activities, and CSR initiatives

Paid Advertising

Prior to opening, and after launch, digital advertising on platforms such as Facebook, Instagram, Twitter, LinkedIn and Google helps our information reach our core audience interested in environmental education work.

ollaborations

like-minded organisations allows us to leverage existing ill also work with community groups through co-creation mini exhibitions at our museum. Partnerships with schools will offer the opportunity to feature the work of young ers who have done work in their environments around

g ring partnerships and sponsorships with like-minded boost visitor engagement. Alongside collecting email data n-ups, we may consider renting email lists from th aligned values. This enables us to send targeted eholders, including schools, institutions, and media, via ers and at key milestones.

4.1 LEGAL STRUCTURE

Legal Structure

Anzania is a commercially driven enterprise with a strong social conscience. We believe that profitability and purpose can coexist. In line with this, Anzania is a multifaceted organisation where goverance & business model comprises two interconnected entities: the Anzania Eco Park, a social enterprise generating revenue, and Anzania Impact Hub, a non-profit focused on outreach and community engagement. Together they are dedicated to reconnecting people with nature.

The Eco Park, a restored quarry, serves as the heart of our operations, attracting visitors and generating revenue. A portion of these proceeds will be reinvested into Anzania Impact Hub to expand our reach and impact.

Anzania's Eco Park is owned and managed by Anzania Projects Limited. Anzania Projects Ltd is the entity that will own and operate the Eco Park, and will trade as Anzania®. Anzania Projects Ltd owns the Anzania® brand, which has been trademarked and registered as Anzania online and on social media channels.

Anzania Impact Hub, our not-for Profit is registered in Kenya as a CLG (company Limited by Guarantee), is dedicated to providing memorable learning experiences for children about our planet and ways in which they can help protect it. We actively explore innovative approaches to reconnect children to the natural world, even before the official launch of the Eco Park. Anzania Impact Hub has been registered as a 501(c)3 in the US & has ANBI Status in the Netherlands to support with international fundraising.

At the Eco Park, Anzania Impact Hub will implement our school outreach program, ensuring that all children, regardless of income, location, or school affiliation, have the opportunity to visit Anzania.

We are inviting investment into Anzania Projects Ltd, a venture w Company Limited by Guarantee retains 5% stake, guaranteeing t remains embedded within our governance framework. This owne reinforces our commitment to driving sustainable impact and alig with our long-term vision for positive change.

4.2 PROPERTY & PLANNING

Location

Swara Plains is formally registered as a wildlife Conservancy and is situated along the Mombasa highway, a major route connecting Nairobi to Mombasa. In 2020, it was partially integrated with the Nairobi National Park (NNP), solidifying its significance in protecting and preserving the region's ecological treasures. Swara Plains shares its borders with the ILRI an 80,000-acre conservancy.

The Swara Plans Wildlife conservancy It is pa Plains, which comprises 18 conservancies, in community-owned, and government-owned e

Quarry restoration

Anzania’s commitment to nature is demonstr a quarry on the Western border of the conse restoration process aims to recreate, initiate recovery of an ecosystem that has been distu resources. The journey to revitalise the degr thriving Eco Park is a meticulous process, inc replenish the barren land, implementing com systems to sustainably nurture plant life, and diverse array of vegetation.

Anzania’s transformation of this neglected ar Park will showcase the resilience of nature, a message of hope.

Site Development

Anzania conducted extensive site assessment and development activities in 2023 and 024 to lay the groundwork for restoration and development.

Multiple topographical surveys were undertaken to assess the site's terrain and identify suitable areas for restoration.

Site planning surveys were conducted to determine the most effective use of the land, considering factors such as accessibility, infrastructure, and environmental constraints

Development Plan

Anzania's development plan for the quarry is divided into three distinct sections. The implementation of these sections may be phased or partially simultaneous, depending on planning approvals and funding.

In the initial phase, we will focus on restoring approximately 10 acres of the quarry. Led by our non-profit arm, this restoration will transform the area into a beautiful garden space, complete with botanical gardens, pathways, and areas for leisurely walks.

The second phase will involve developing the Eco Park and leisure facilities, including our playgrounds and a food court. The remaining 15 acres will be left unrestored to showcase the contrast between the natural landscape and the revitalised areas. This approach will provide visitors with a unique perspective and highlight the effectiveness of our restoration efforts. The unrestored section can also be utilised for recreational activities like biking until future development phases are realised.

PHASE 1

Restoration area

PHASE 2

Park

PHASE 3

Natural Future Museum

Land Terms

The lease for the quarry site within the conservancy is a key asset in our investment portfolio. Covering 60 acres, it's secured for 35 years, with the option for renewal. In exchange for site usage and restoration efforts, we've agreed to a peppercorn rent. Additionally, we've committed to supporting the conservancy financially. This involves a tiered percentage of revenue share linked to visitor numbers, ensuring a proportional contribution to conservation efforts. This s alignment reflects our dedication to responsible busines maximising economic benefits.

Land Deal

Land in Athi River has increased in value over recent yea have been multiple instances of illegal land grabbing in t However, it's crucial to note that our specific land is offi and gazetted under Kenyan law as a natural protected ar a conservancy under a single title with the Kenya Wildlif our land is safeguarded against fragmentation or unauth acquisition of smaller sections.

The legal status of our land as a recognized natural and p endorsed by both the lands office and KWS, provides a r for our project's security. Surrounded by protected cons likelihood of encroachment is minimal. This legal framework ensures the integrity and stability site, mitigating potential risks associated with illegal lan

Sustainable Design Features

With this, Anzania is not simply positioned in nature but rather nature is part of our design scheme. We weave ourselves between the elements reflecting in our architectural language how we are interconnected to our environment.

Sustainable practices have been incorporated in the design and construction of the park, including:

Our site design & buildings reflect our core principle: harmony with nature. We therefore aim to blend the built and natural environments seamlessly. The design serves as a teaching tool for green construction, emphasising reduced environmental impact and circularity.

ts will be drawn from renewable energy , electricity from the Kenya Power & only act as a backup facility. ystems will be installed where possible on ater source demands and maximise on the s to be used on site to support water

uction techniques and measures use green luding, Leadership in Energy and LEED), Green Star and EDGE (Excellence in ciencies).

o green building materials including lowserve as educational showcases of green prioritised materials include wood, crossoo, and straw, reflecting our dedication to bility. avated area, is exposed to flooding risk. To aborated with hydrologists to assess the y elop appropriate remedial measures.

These include creating retention banks, gullies, swales, and ponds. In addition, we are currently exploring ways to manage rainwater and surface runoff at the quarry, aiming to improve site condition and implement erosion control methods. These strategies will help reduce flooding risks and enhance the overall ecological health of the site.

Licensing & Approvals

Environmental & Social Impact Assessment (ESIA)

Anzania has engaged a licensed National Environment Management Authority (NEMA) Lead Expert to conduct a comprehensive ESIA to document the current environmental and social legal baseline conditions of the quarry and potential positive and negative impacts of the project. The assessment will identify potential environmental and social risks and provide a foundation for an environmental and social management plan.

Following the approval of our restoration and development plan by the National Environment Management Authority (NEMA), we will proceed to submit our building permit application to Machakos County. This step will pave the way for the construction of our Eco Park and associated facilities.

Concurrently we will apply for the necessary licences and permits de permits related to will ensure that n provide a safe and

4.3 SUSTAINABILITY

The name Anzania is derived from Swahili where Anza m and “Nia” means means purposes. Our name reflects our our journey begins with purpose, and the destination is a harmonious tomorrow.

At Anzania, we strive to lead by example and are commi a culture of sustainability in all aspects of our operation demonstrate this commitment by integrating sustainabil actions and decisions. Whether through significant initia everyday choices, Anzania conveys a message to our visi action plays a crucial role in creating a healthier and cle all.

The following guiding principles guide our commitment t our actions are ecologically sustainable, socially respons economically viable:

The focus areas of our sustainability strategy are (1) operate sustainably, (2) Inclusive and empowering, and (3) System Change. Operating Sustainably

Anzania’s ambition is to become Kenya’s first eco-positive leisure venue This entails that our site, buildings, location and activities promote sustainability and nurture a connection between visitors and nature. To achieve this, our focus is on a number of key topics: restoration of degraded land and local biodiversity, eco-friendly design and material usage, powering the museum’s operations with selfsustaining sources of energy, sustainable sourcing, and implementing waste management strategies across all Anzania’s programs and activities.

Inclusive & empowering

Reduced environmental footprint and circularity are part of our every consideration for all Anzania’s site, programmes and projects 1.

We are dedicated to nature preservation and boosting biodiversity 2. Anzania will serve as an eco-hub fostering innovation and knowledge exchange 3.

We champion unique Kenyan perspectives and try incorporate local knowledge into our gardens and programs a 4.

Anzania is a place of inspiration and possibilities: everyone can be a changemaker 5.

Local and sustainable sourcing is at the heart of our procurement. 6.

Our sustainability strategy is divided into three sustainability related focus areas, each containing distinctive environmental- and social impact targets.

By engaging in transparent dialogues and inclusive public discourse on our common concerns, we show how leisure and culture can also be a catalyst for change. We do that by promoting participatory learning, designing the Eco Park to be inclusive and accessible, encouraging community engagement and actively engaging with our stakeholders

Systems change

We aim to inspire, educate and engage with visitors and encourage their role as environmental stewards.

Implementation of our Strategy

To actualize our sustainability strategy, we implement and embody our strategy from the onset and throughout. We do this as we are driven by a long-term perspective on our impact, as well as for the benefit of future generations. By contributing to a culture of sustainability and integrating environmental, social, and governance priorities into all aspects of our operations, Anzania strives to be a role model to our visitors and the community

Sustainability Strategy | Certifications

To showcase our commitment and our approach towards sustainability, we strive to become certified according to the following two standards:

LEED Certification

Building according to the LEED (Leadership in Energy and Environmental Design) certification provides a framework for a healthy, highly efficient, and costsaving green buildings, which subsequently offers environmental, social and governance benefits

Anzania is committed to achieving B Corp certification, a prestigious designation recognizing businesses that meet high standards of social and environmental performance, accountability, and transparency. By becoming a B Corp, Anzania will demonstrate its dedication to sustainability and ethical business practices. This certification will enhance our credibility, attract like-minded partners, and inspire other businesses to adopt similar standards. Furthermore, B Corp certification can provide competitive advantages, such as improved access to capital and talent.

ESG Reporting

At Anzania we regularly assess our ecological impact and publish an annual sustainability report for public transparency. Through the report we aim to demonstrate our willingness to review our actions and our openness to welcoming ideas for improvement. We continuously strive to do better and by communicating transparently, we hope to welcome new ideas that help us improve.

As we are committed to integrating ESG principles into our business operations, we adhere to the GRI Standards (General Reporting Initiative) for comprehensive ESG reporting. We report on the GRI Standards in our Annual Report and we publish a standalone sustainability report on our website - updated quarterly. By using storytelling to contextualise ESG performance data, we strive to increase engagement both internally and externally. We do this by creating narratives that connect employees and stakeholders to Anzania’s mission, values and ESG strategies.

4.4 CONSTRUCTION PLAN

RIBA stages

The project is following the standard RIBA Plan of Work methodology and, to date, we have prtially completed Stage 1 “Preparation and Briefing” stage, whereby the project outcomes and spatial requirements are completed alongside the project budget and a timeline for the project.

Project Manager

Managing a project such as Anzania requires the right mix of experience, specialist knowledge and attention to detail. Anzania intends to engage an experienced Project Manager who has managed larger projects on time and on budget.

Construction Contractors

Once Stage 3 (Developed Design) is complete, the process to appoint construction partners will begin to gather initial proposals from local groundworks and civil engineering firms. This will help to determine a more accurate costing quotation for funding purposes, before going to a full tender process, once funding is secured.

Management Contracting

In order to minimise the overall cost and ensure full control of the project, the Eco PArk will be constructed using the Management Contracting Procurement methodology The design team appointments will remain direct with Anzania Ltd., as will the construction contract.

Landscaping

Anzania will prioritise a natural and immersive experience. By utilising existing landscape features and native plants, we'll create pathways and waterways that blend seamlessly with the environment.

While we have engaged with landscape designers to explore initial concepts, the final selection and implementation will be contingent upon investment. Our goal is to create a landscape that balances ecological beauty with visitor experience and financial considerations

In the initial phase, Anzania will focus on restoring a portion of the quarry, leaving a section unrestored to showcase the contrast between the natural landscape and the revitalised areas. This approach will provide visitors with a unique perspective and highlight the impact of our restoration efforts. The unrestored section can also be utilised for recreational activities, such as biking, until future phases of development are realised.

Construction Schedule

In order to de-risk the project for investors as much as possible, Anzania’s team have reduced the initial capital expenditure by staging certain developments.

The construction plan outlines a 8 months build plan to opening, which includes a 2 week commissioning and testing phase, although we have planned this to be longer to ensure we have excellent operational understanding prior to opening fully to the public.

Capital Expenditure and Phasing

The total capital expenditure for the entire development is estimated at $1.35 million. Ongoing commercial negotiations may enhance the projected payment schedule. We anticipate securing favourable financing arrangements with key suppliers, and initial discussions have been promising. However, finalizing these agreements will require secured funding to maximize negotiating leverage..

4.5 ANZANIA MANAGEMENT & OPERATIONS TEAM

The core team brings a diverse skill set in project management, research, and design, united by a passion for environmental sustainability.

Evy van Weezendonk - Chief Imagineer

As the Executive Manager and founder of Anzania, provi leadership and strategic direction. With her background experienced entrepreneur and project manager, Evy pos to navigate the complexities of executing large-scale ini passion for environmental sustainability and youth emp as the driving force behind the project, ensuring commit its mission.

Adam Camenzuli - Chief Finance officer

An experienced finance professional and social entrepre on real estate development in Kenya and Malawi. He is a Charterholder, CAIA Charterholder and Chartered Busin (CBV) and he has an International BBA degree from the of Business, York University (Canada). Adam is a Fellow Society of Arts, his work has been featured in Forbes Af Globe and Mail, and the CBC.

Marie Williams - Chief of Play.

A passionate advocate and engineer, she's dedicated to play spaces for all children. As founder of Dream Networks, Marie has pioneered child-centered play design globally. Her work combines academic research, including a PhD from UCL, with practical implementation. A recognized expert, she's committed to making play accessible and joyful for every child.

Wangui Mwangi - Ecosystem Restoration and Partnerships Lead

Brings over 16 years of experience to the table. Her expertise spans renewable energy building & construction, and environmental mic background (MSc. Project Planning & tal Conservation) combined with her reen Star, EDGE Expert, NEMA Lead to lead Anzania's restoration efforts and gner er Nduta, plays a critical role in experiences. Her expertise in user t the initiatives developed by Anzania are ially accessible to our different target

earch Lead hropology to bridge the gap between mental conservation. His experience with Museum of Kenya allow him to develop ch for Anzania.

ns Manager

Oversees our external communication, including social media and website. She will play an important role in the success of Anzania, by driving our communication efforts for outreach, marketing, and public relations - engaging our stakeholders effectively and inspiring their engagement with the projects’ activities.

e

structure comprises four key divisions, each led by o the CEO:

to-day operations, customer experience, and development, programs and partnerships,

Finance: Manages HR, legal and compliance, fundraising, accounting, procurement, and ticketing

Sustainability: Focuses on all sustainability and impact aspects, with support from an Impact Assistant.

Recognizing the importance of experienced leadership in managing high-volume visitor destinations, the project has identified the need for an Operations Director/General Manager. This role will be crucial in ensuring smooth operations and exceptional customer experiences. Recruitment for this position is planned to commence prior to the completion of the construction phase.

In the first year, Anzania's workforce will consist of at least 40 employees across these divisions Third-party entities will provide additional staff for functions such as restaurant services, security, and cleaning

4.6 ANZANIA PROJECTS LTD BOARD OF DIRECTORS

Evy van Weezendonk - Founding Director and Chief Imagineer

Evy is a dynamic Executive Manager known for her entrepreneurial expertise, adept project management, and strategic acumen As a fervent environmentalist and advocate for empowering the next founded Anzania, with a vision to redefine the cultural la Kenya as a way to engage young people in critical enviro and promote sustainability.

Zahra Kassam - Innovation & Entrepreneurship | Urban Design

Zahra Kassam, is an innovation, entrepreneurship and le specialist, with a background in urban planning and desig As an urban planner, she is passionate about engaging co keen advocate for encouraging participation from stakeh levels. As an entrepreneur, she has worked with CBO's, N private sector and the government to create award-winn interventions in Kenya and abroad.

Maggie Hobbs - Director Tambuzi | Co-Founder Mawingu

Maggie Hobbs is British by origin, Kenyan by choice. She Kenya in 1993, and spent the last 25 years helping start Kenya’s vibrant economy. Starting with websites and TV the early 90s, Maggie then built flower farming business then other business interests include a County newspape flower retail business in the UK and Kenya’s first TV Wh Internet business, Mawingu Networks. Maggie sits on various Boards including WTS and Shujaaz.

Anthony Havelock - Commercial real estate Advisor

Anthony Havelock, a seasoned professional at Knight Frank Kenya, is a key player in Kenya's real estate sector known for his strategic insights and client-focused approach. With expertise in commercial real estate consulting, land acquisition, financing, and investment strategies, he takes a seat on the Anzania Board, where his wealth of experience positions him to provide valuable advisory support to the company. Anthony's skills in financing and real estate investments make him a Board.

Stage Investor er in London's tech scene, leveraged his NGOs to launch Playfair Capital in 2013. sts in innovative companies across various sion for fostering entrepreneurial growth. mpions environmental causes, as evidenced groundbreaking Eco Park project.

LG Board representative tors

ur investors can contribute to the strategic rstanding the potential desire of our te in shaping Anzania's future, we have s specifically for investors and donors.

4.7 ANZANIA IMPACT HUB

BOARD OF DIRECTORS

(COMPANY LIMITED BY GUARANTEE

Dr. Mwangi Njagi - Professor of African Hi African University AU

Dr. Mwangi Njagi, our history expert and ed an integral part of Anzania since its onset. A our AU Nairobi programs, he brings extensi development and teaching. With a PhD in A research interests revolve around educatio post-colonial Kenya. His expertise in Africa adds depth to our initiatives.

Elizabeth Munyefu - People and Culture Ex Elizabeth Munyefu plays a crucial role in co stewardship with people, leveraging her ex diversity, employee engagement, change ma inclusion. Her focus on honoring all stakeho initiatives are inclusive and impactful, cont immersive experience.

Kaluki Paul - Youth Activits and founder K

Mr. Kaluki Paul Mutuku is a Kenya-based young climate advocate and an environmental defender, working to champion meaningful youth engagement for Climate action. His background is in Environmental Conservation and Natural Resource Management from the University of Nairobi, Kenya.

He has experience in community organizing, climate communication, campaign coordination, and environmental education among many other areas.

Lawyer

a seasoned lawyer with over a decade of experience in ong, and Kenya. He is a Director at Bowmans Kenya, M&A projects. Kendall holds qualifications from top has been recognized by Legal 500 as a Next Generation mercial, Corporate, and M&A in Kenya for two rs. Kendall also holds a position as Trustee on the Mara t.

ndonk - Founding Director and Chief Imagineer ate environmentalist and advocate for empowering the of changemakers. She founded Anzania in Kenya with a n, aiming to redefine the museum experience and inds in critical environmental issues while promoting vy's dedication lies in creating impactful, educational t inspire positive change for the environment and future

ons for Board membership

Anzania Company Limited by Guarantee is actively seeking applications for directorship positions, with a specific focus on individuals who can contribute expertise in education outreach programs and environmental sciences. We believe that a diverse board with varied skills and backgrounds is essential for driving our mission forward.

4.8 ADVISORY COUNCIL

Dr. Judy Omumbo, a Climate Change Specia African Academy of Sciences. Serving as the Manager for Postdoctoral Programmes, Aff Sciences, she plays a vital role in advising g change policy through her involvement in g committees.

Dr. Dino J. Martins, an entomologist and CE Institute, explores the intricate interaction environment, bringing a unique perspective biodiversity to enrich our exhibits.

Resson Kantai Duff, Portfolio Funding Dire Director of Ewaso Lions, is a leading force i empowering local communities and advocat conservation science narratives in Kenya.

Caitlin Southwick, Executive Director at Ki Sustainability advocate, holds a Professiona Conservation and Restoration. Her global e dedication to sustainability align with Anza

James Mitchell, Co-Founder & CEO at BuildX, an architect with a visionary approach to green building technology, strategically guides Anzania in integrating sustainable design methods, materials, and technology.

Craig Stoddart, a seasoned Leisure Entrepreneur and former CEO of The Wave in Bristol, brings decades of strategic expertise and commitment to positive change, aligning with Anzania's mission to create impactful experiences.

ungo, an archaeologist and former director of the m of Kenya, adds a wealth of knowledge to Anzania's particularly in supporting the return of stolen artifacts mbating illegal antiquities trade.

human rights lawyer, coordinator of the Stop EACOP cuses on energy, climate change, and environmental es in court includide the DeCoalanise Campaign in Lamu l society won against the GoK and Multinationals.

alackal, an Impact Strategist, co-founded the Love m and now leverages her 15+ years of experience to ct, business models, and teams for systemic change, nia's impact.

MBE, a renowned photographer and Rock Art Specialist, ise in Africa's cultural history and landscapes to uting to the preservation and valorization of Rock Art.

t, with a diverse career background, co-founded Peach for ethics and sustainability. His commitment to creating positive cultural experiences aligns with Anzania's mission, emphasizing sustainability and enjoyment.

4.9 COMMERCIAL & PROFESSIONAL ADVISORS

The management team is supported by specialists across all key areas, including Commercial Advisory, Planning & Design,Technology, Mechanical & Engineering Consultants, Renewable Energy, Legal,Tax & Accounting. A list of our key advisors and a brief description of their roles is shown in the appendices.

Bowmans

Bowmans Law is one of the largest and best-known corporate law firms in Kenya and serves as Anzania's legal advisory partner, offering expert guidance to ensure legal compliance. Their in-depth understanding of Kenyan legal frameworks and commitment to excellence make them a crucial ally in navigating complex legal landscapes for Anzania

Deloitte Kenya

Deloitte Kenya is supporting in Anzania's strategic development, providing support in refining our business model and guiding our fundraising and investment strategies.

Playfair Capital (Seed investors)

Playfair Capital is an early-stage fund that commits to companies early and with conviction. Based in London, Playfair combines the best aspects of angel investing with a focused fund, to invest in truly ambitious founders, wherever they are in the world. (playfaircapital.com)

Knight Frank Kenya (Real Estate & Commercialisation)

real estate services, assisting both national and ement, agency, valuation, project management, tise in global property markets aims to enhance and create value in their partnerships.

4.10 DESIGN & DEVELOPMENT PARTNERS

BuildX Studio (Design)

BuildX Studio is an award winning, Nairobi-based architec that is working towards a world where buildings are radic develop green buildings through exceptional human-centr solutions which prioritise natural local resources and com designs are net zero carbon BuildX Studio is the first arch engineering and construction company in Africa to becom certified. BuildX have been a key part of our design vision

Turner & Townsend (Quantity Surveyor)

Turner & Townsend is a global consultancy business servi real estate, infrastructure and natural resources sectors. 1987, the company has built up a reputation as the larges respected project and cost management consultancy in th

Arup (Engineers)

Arup is a British multinational professional services firm h in London that provides design, engineering, architecture advisory services across every aspect of the built environ Nairobi office serves as a base for working across the region, primarily Kenya, Uganda, Tanzania, Rwanda and South Sudan.

Urban Green Building Consultants Ltd

NorthernLight (Content Design)

NothernLight is a creative design agency based in Amsterdam NorthernLight creates transformative and purposeful experiences for paces. They provide services in visual strategy and planning consultancy. ved in the exhibit design for some of the ound the world and has experience in over n will allow us to blend local insight with exhibits are not only culturally relevant ational for children.

Advisor)

e experience with large-scale design transformed a quarry into an indoor and e Eden Project has generously agreed to be ding their time and expertise to support the upporting Anzania with technical advisory hese strategic international partnerships igning a truly fun and educational ya.

& Mapping) and is now the leading geospatial company in East Africa. From their Nairobi headquarters, the company operates in over 10 countries in the region, providing cutting-edge survey and mapping solutions to the private sector, Governmental and nonGovernmental organisations.

Urban Green Consultants (UGC) is as a prominent sustainability consultancy in Kenya, distinguishing itself with a specialisation in green buildings. Founded in 2015,

Rural Focus (Hydrological Surveys)

Rural Focus, Ltd. has drawn together Kenyan and International expertise to provide professional services covering the planning, technical, institutional and management aspects of water supply and sanitation, water resource management and environmental services.

4.11 OPERATING PARTNERS

Just DiggIt

Justdiggit is a renowned non-profit organisation dedicated to landscape restoration, climate action, and community empowerment in Africa. Founded on the principle of "regreening the planet," Justdiggit focuses on implementing innovative and scalable solutions to combat desertification, drought, and climate change At the heart of Justdiggit's approach is the belief in the power of landscape restoration to mitigate the effects of climate change while uplifting communities

University of Nairobi

ania has an existing Memorandum of Understanding (MOU) with the University of Nairobi The university has extensive experience in land restoration, particularly in rangeland ecosystems and production systems Anzania will collaborate with the Departments of Land Resources and Agricultural Technology (LARMAT) and Biological Sciences to leverage their expertise and research capabilities

National Musuems of Kenya

Anzania has an existing MOU with the National Museums of Kenya (NMK). NMK will contribute expertise in botany, zoology, and ecology to the project, drawing from their experience in natural heritage conservation and restoration. The East Africa Herbarium housed within NMK will provide valuable botanical expertise for the project, and play a key role in providing scientific guidance and support.

5. INVESTMENT OPPORTUNITY

5.1 GENERAL RISK FACTORS

5.2 KENYA’S MACROECONOMIC LANDSCAPE

5.3 SUMMARY OPERATING COSTS

5.4 INVESTMENT OPPORTUNITY

5.5 FINANCIAL ASSUMPTIONS

5.1 GENERAL RISK FACTORS

Cost Estimates

The costs of construction are based on the latest estimates from our quantity surveyor, partners and suppliers.These may move depending on market prices (including commodity prices and contractor costs), foreign exchange rate fluctuation and as a result of furthe negotiations at the time and finalisation of specifications.

Mitigation: On-going support by well qualified quantity su project manager, together with close management scrutin robust procurement of contract packages for management construction are intended to ensure tight cost managemen construction costing includes a contingency as advised by Surveyor.

Timescale

The construction schedule is based on the estimates by th professional consultants involved, such as the architects, e quantitative surveyors and project manager.There is a risk may be longer or shorter to deliver.

Mitigation: Engagement of experienced Anzania project ma consultant will help deliver the construction phase on time budget. Must have a strong track record of success in this

Land Deal

Land in Athi River has increased in value over recent years, and there have been multiple instances of illegal land grabbing in the area. However, it's crucial to note that our specific land is officially registered and gazetted under Kenyan law as a natural protected area. Operating as a conservancy under a single title with the Kenya Wildlife Service (KWS), our land is safeguarded against fragmentation or unauthorised acquisition of smaller sections.

This legal framework ensures the integrity and stability of our project site, mitigating potential risks associated with illegal land grabbing.

Operational Considerations

Anzania's operational landscape in Kenya is subject to various factors that may impact our activities. Unforeseen challenges such as changing licence requirements could pose operational hurdles.. Adherence to evolving government rules and regulations is crucial, as changes in compliance standards may affect our operations. These challenges could lead to various consequences, including business interruptions, financial losses, and potential legal obligations. Adverse weather conditions, including the risk of droughts and floods, are considerations for our operations

Mitigation: Recognizing and adapting to these factors are integral to navigating the dynamic operational environment in Kenya effectively, we will employe a internal compliance officer and ensure high level representation on our Board. A solid water management plan will prevent risks from floods and drought.

Business interruption

A major incident, such as a terrorist attack or pandemic outbreak of illness, severe weather or an event in Kenya which impacts Anzania’s systems, key central support functions or information technology systems could affect the Company’s ability to trade and have an adverse impact on its financial performance.

Mitigation: To mitigate the risk of business interruption, Anzania will implement a comprehensive business continuity plan, establish redundant systems, form a crisis management team, obtain insurance, diversify suppliers, and prioritise security measures. These strategies aim to minimise the impact of potential disruptions and ensure the company's continued operations.

The legal status of our land as a recognized natural and protected zone, endorsed by both the lands office and KWS, provides a robust foundation for our project's security. Surrounded by protected conservancy land, the likelihood of encroachment is minimal.

Third Party Risk

The construction process requires the involvement of a number of third parties, including technology, component and material suppliers and contractors. In some cases there may be no readily available alternative to the use of such suppliers. Financial failure, default or contractual non-compliance on the part of such third parties may have a material impact on the construction process, including deliverability, timing and costs. It is not possible for the Company to accurately predict or protect itself against all such risks.

Mitigation: Development of an appropriate security package, contingencies and robust management principles.

Insurance Risk

The Company may, where economically practicable and available, endeavor to mitigate some project and business risks by procuring relevant insurance cover. However, such insurance cover may not always be available or economically justifiable, or the policy provisions and exclusions may render a particular claim by the Company outside the scope of the insurance cover. While the Company will undertake all reasonable due diligence in assessing the creditworthiness of its the risk that an insurer defaults nder its insurance policies.

s or claims arising from on-site liability and third-party help safeguard the company ncidents.

Interface Risk

We intend to adopt a proactive approach to manage potential risks during the construction phase. Our strategy involves the deliberate procurement of a limited number of principal packages, ensuring that each risk aligns with the supplier best equipped to navigate and mitigate it effectively. While robust terms will be integrated into each package, we recognize the possibility of emerging risks that transcend individual packages.

Mitigation: Our intention is to develop a resilient legal contract structure. This framework is designed to minimize interfaces wherever possible, establishing remedies against all suppliers. Specific provisions will be included to address interface management and incorporate appropriate incentives. To bolster this initiative,our management team, supported by an experienced project management consultant, will be in place to proactively oversee and navigate any unforeseen challenges that may arise during the construction phase

5.2 KENYA’S

MACROECONOMIC

LANDSCAPE

Kenya features a diverse and dynamic economic landscape influenced by various factors across political, social, economic, technological, environmental, and legal dimensions.

Kenya's macroeconomic landscape, reveals a nation in tran navigating a complex interplay of factors. While political s economic growth present opportunities, challenges such a unemployment, income inequality, and environmental sust require strategic interventions The technological strides reforms demonstrate a commitment to progress, positioni key player in the East African region.

This PESTEL analysis provides a high level understanding o factors, exploring opportunities and challenges that may in projects’ implementation:

Political Factors:

Kenya has experienced relative political stability in recent fostering an environment conducive to economic growth a investment. The government's commitment to infrastructu development, evidenced by initiatives such as Vision 2030 to the nation's economic resilience However, political tra occasional disputes have the potential to impact stability. The government's policies, particularly related to trade and taxation, play a crucial role in shaping the economic landscape.

Legal Factors:

Social Factors:

The demographic landscape of Kenya is marked by a youthful population, presenting both opportunities and challenges. While a young workforce can be a demographic dividend, it also puts pressure on the education and employment sectors.

Technological Factors:

Kenya has witnessed a technology-driven transformation, particularly in the financial sector with innovations like mobile money (M-Pesa). The government's emphasis on digital infrastructure and innovation has positioned Kenya as a tech hub in the region.

Environmental Factors:

Kenya's economy is intricately connected to its environment, especially in sectors like agriculture and tourism. Climate change poses a threat to agricultural productivity, emphasizing the need for sustainable practices. The nation's commitment to environmental conservation, reflected in initiatives like geothermal energy projects, showcases a growing awareness of the importance of balancing economic development with environmental sustainability

Economic Factors:

The legal framework in Kenya plays a crucial role in shaping business operations and foreign investments. The country's commitment to legal reforms, as seen in initiatives like the ease of doing business reforms, enhances the business environment. However, challenges such as corruption and bureaucratic hurdles persist, necessitating ongoing efforts to improve the legal landscape.

Kenya has sustained steady economic growth, driven by sectors like agriculture, services, and a burgeoning technology industry. The country's diversified economy acts as a buffer against external shocks. Key economic indicators, including GDP growth rates and inflation, demonstrate positive trends. However, challenges such as unemployment and income inequality persist, requiring strategic economic policies to address them. Additionally, Kenya's reliance on a few key sectors makes it susceptible to fluctuations in global commodity prices.

5.3 SUMMARY OPERATING COSTS

There are a number of other key operating costs and resources that need to be managed when the facility opens. A detailed breakdown of projected direct costs and overheads has been set out in the financial model and can be seen in Appendix . The key areas are as follows;

Staffing

Anzania has a detailed staffing plan, which ta seasonality requirement, the operating hours requirements in all areas including Customer Maintenance, F&B, Retail, Conference etc. The exact roles and responsibilities will be sh Director on their appointment. The Board bel levels are in line with leisure industry standa

Energy

Anzania is exploring solar, mechanical, and el a robust power infrastructure that meets our conducted a thorough assessment of our elec anticipate that our actual usage will be lower Our commitment to 100% off-grid renewable We're currently evaluating the feasibility of i our car park. While our goal is to operate entirely off-grid, backup solution as a contingency.

Maintenance

Anzania will require comprehensive maintenance across the site, including buildings, playgrounds, landscaping, and other areas. Given the outdoor nature of our structures, weather-related maintenance will be a significant factor. We also anticipate breakages due to children's activities, particularly in playground areas.

Anzania's structures primarily utilize wood-based materials or bamboo, with some steel elements incorporated. This design approach prioritizes durability and safety, considering potential breakages and of our young visitors.

nance issues efficiently, we've implemented an inur on-site workshop and dedicated maintenance arpenter and maintenance officer, will handle repairs henever possible.

ServicesandConsulting Marketing

5.4 INVESTMENT OPPORTUNITY

Anzania requires a total investment of $2 million (250 million Kenya Shillings) to realize its vision.

This investment is expected to yield a substantial return, with a projected Internal Rate of Return (IRR) of 39% for the entire project.

For our investors, we anticipate generating a 25% return over the next 5-6 years. This attractive return demonstrates the project's strong investment potential.

We aim to finalize the fundraising process by the second quarter of 2025. This timeline will ensure that Anzania has the necessary financial resources to move forward with construction and operations.

Financial Return Scenarios

We are presenting 2 potential return scenarios for an investor to come in at this stage: 1) convertible note converting at Year 4, and 2) ongoing cash interest payments

Convertible Note

In this scenario, the investor invests with a 7.0% coupon rate that is paid monthly for 2 years, and converts into equity either directly, or in subsequent years (assumed here year 5) through an exit or further financing.

With this convertible note plan, the investor earns a 7% interest rate at the onset, and then an equity value at year 4. In our model, given the assumptions (which are dynamic in the model to test) of:

Interest rate: 7%

Company value at year 4: $10 million

Shares the investor receives: 20%

The investor would receive a return of 46% (note the equity value at year 4 is non-cash).

Ongoing Cash Interest Payments

In this scenario, the investor receives a set cash interest payment that is agreed upon at the onset of the loan with amortisation determined beforehand In our example, we have assumed an initial investment of $1 million dollars, and interest and principal payments of 5,000,000 KES (approx. $38,500) monthly for a set period of time. In our model, we have estimated 13 months with no payment (to allow the business to generate revenue and cash reserves), and start payments on the 14th month and continue for 69 subsequent months until June 2032. The investor would receive a return of 31% (note this is all cash on cash return for the investor).

We aim to finalise the fundraising process by the second quarter of 2025. This timeline will ensure that Anzania has the necessary financial resources to move forward with construction and operations.

Existing Funding

Anzania has successfully raised $700,000 to date through a combination of management investment, early-stage investors, and family and friends. These funds have been utilised to secure the land and cover initial setup and design costs.

Exit Strategy:

While the management team is committed to Anzania's long term success, we recognise the importance of provid viable exit strategy Once the operating model proven, we anticipate offering multiple exit op

Management Buy-Out (MBO): The managem about expanding the Anzania brand beyond partnering with investors who share this vi Strategic Investor Sale: Given the growth o and tourism industry, Anzania presents an a target for established hospitality or leisure diversification can enhance the value propo businesses seeking to expand their portfoli

These exit strategies demonstrate our commitm investors with a clear path to realise their retu Anzania's continued growth and development.

Exit Valuation

The value of the shares for an investor would depend on the exit valuation in the market at the time of the sale/larger-scale financing. At the above scenario for an investor for the convertible note, their investment would be 46% given a $10 million valuation at the point in time.

Given the multiples in the market, an EBITDA multiple of 5-10x would provide the investor with a return defined below. Given the assumptions in the model, we are projecting an EBITDA of approximately 240 million KES (which is approximately $1.85 million), this gives us a valuation of $9.25 million to $18.5 million.

Colliers International Destination Consulting assumes a 8 3x EBITDA ( multiple has been tested against relevant transactions by sure private equity group (who may provide an exit he opportunity and discussion for an equity investment which would provide a valuable exit opportunity and stment for the investor.

stment example for informational purposes and ssumptions with $1 million invested at 40% of the ompany at a $2.5 million value, would leave to the 3.7x return over the investment period with the 10x le (IRR dependent upon timeline for the exit at the le shown above).

ith our sustainability strategy and dedication to making ct, we have incorporated elements of stewardship governance at a strategic level. This involves allocating 5% of share options, non-dilutable to our sister company, Anzania CLG.

The remaining shares are currently under the ownership of the project's founder and will undergo dilution based on investment levels among shareholder investors up to a level that maintains ownership control for the founder.

Due Diligence

In preparation for detailed discussions with investors, we have all relevant legal, financial, commercial and technical information to support a proper due diligence process.

5.5 FINANCIAL ASSUMPTIONS

Headline Assumptions used in the Financial Model

This is intended to highlight some of the main assumptions that we have used in the model. This should not be viewed as an exhaustive list.

To understand all assumptions used, the financial model will be available for investors to review on request.

Construction assumptions

We have taken the assumptions for construction and land preparation from experts in the field.

Operational Assumptions

Key Drivers

We have used various assumptions as drivers for the usage, prices and economics of each revenue segment to determine the total costs and revenue independently.

Variable Expenses

To determine the profitability of each revenue stream, we have used the operational expenses directly attributable to those activities as variable expenses for the purposes of determining the gr

CAPEX and Depreciation

We have assumed that the useful life and the tax deducti depreciation align for our capital expenditures for ease o although those assumptions can be updated dynamically

Key Assumptions

We have taken weekday and weekends into account by applying a 50/50 or 70/30 breakdown and made the weekday assumption dynamic across various revenue segments (citizen/resident/tourist, morning/midday/afternoon, etc.) in order to estimate weekend figures and totaled to generate the respective revenue.

Food and Beverage

Given the potential for partnerships, we have assumed topline revenue figures for the various food and beverage providers and then chosen a royalty rate to apply to the various partners. This, in addition to the upfront costs required to set up the food and beverage capability, gives us an itemised and separate review of this revenue segmen.

Currencies

Most equipment is likely to be purchased in Kenyan Shillings, with some material requiring import. . We have assumed a rate of 130 KES to 1 US

Potential for business growth

Anzania® team have growth plans which could provide even higher levels of profitability and business growth. None of these plans have been factored into the current business model, however, the team feel these opportunities are achievable, realistic and can be developed as soon as appropriate.

Adjoining Land

We can negotiate Heads of Terms for additional neighbouring land for additional leisure activities. This could allow potential for further accommodation close to the site as well as delivering the additional school activities and extending the footprint of the development.

Grant funding

Anzania ® has previously been awarded a $ team are confident that funding in the form going forwards and if successful could be u repayments or used to grow the business a opportunities Due to the lengthy timescal current business model assumes no grant m

Events & Programming

Anzania's growth strategy for events and p creating a diverse and engaging range of o interests and age groups. We aim to positio destination for family-friendly celebration corporate gatherings, and eco-themed eve

Retail

Anzania believe there is huge potential to grow the retail offer both online and on site with a mix of branded and own brand products. The key to driving retail is around delivering an excellent customer experience and therefore the unique nature of Anzania ® offer is likely to drive associated sales.This is the reason why major lesiure brands are interested in the retail space on site Anzania is be able to capitalise on this the most whilst ensuring products sold fit within their ethical and environmental principles believes

Food and Beverage

ail, food and beverage is likely to be a very exciting m for Anzania® Anzania® will reduced the initial risk on bringing on a trusted partner as part of the catering ntually Anzania see an “ own brand” food offer developing rove the financial margins and brand value.

APPENDICES

This shows the revenue, operational expenses and free cash flow over time and where the cash flow becomes positive and when the project begins generating cash.

Profit and Loss & Cash Flow

All figures are for July-June annually below:

Breakeven monthly number of visitors: 3,733 people (June 2026, month 8 of operations)

Sensitivity analysis

We have run scenarios through our financial model to see what the impact of both reduced and increased prices (and therefore revenues) would have on EBITDA. The following graph shows decreases and increases of 20% the entry price paid for each segment (tourists, residents and citizens).

We have run scenarios through our financial model to see what the impact of both reduced and increased tax rates (and therefore revenues) would have on free cash flow. The following graph shows decreases and increases of 10% for the tax rate.

Revenue segmentation over the years

Here is the growth in various revenue segments over time after options, as you can see Entry revenue provides the majority of revenue, and from the sensitivity analysis, you can see how the growth is stable over time, and resilient against small prices increases/decreases.

OPEX (for total projected period up to June 2032)

Here is the total amount of operational expenses projected for each category, and below is the breakdown, as well as a pie graph to show the major cost centres.