Africa Outlook - Issue 72

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AFRICA

ISSUE 72

As Zambia bids to fulfil its food production potential, Hybrid Poultry Farm continues to provide an affordable, high-quality and customer-focused solution for retailers and QSR operators

FACEBOOK 10 Empowering non-profits through digital mapping

BUSINESS TRAVEL GUIDE 22 Sierra Leone: West Africa’s kaleidoscope of nature and culture

KENYA POWER 78 Electrifying economic activity in line with Vision 2030

DMJ ARCHITECTS 100 Setting the standard for architectural practice across Kenya and beyond

ALSO FEATURING: K Y O G A H A U L I E R S | A T L A S E N E R G Y L I M I T E D | D T D O B I E

BUSINESS TRAVEL GUIDES A complete guide to Africa’s leading business travel destinations

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Sierra Leone Blessed with one of the world’s largest natural harbours at its capital, Sierra Leone is looking forwards once more as a go-to destination for its alluring mix of nature and cultures Writer: Tom Wadlow | Project Manager: Joe Palliser

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IN 1462 PORTUGUESE explorer Pedro de Sintra became the first European to sight and map Freetown harbour.

In awe of the terrain surrounding what he had discovered, Sintra coined the name Serra Lyoa, Portuguese for lion mountains and a name which has stuck to this day.

The country is recovering from a decade-long civil war which ended just after the turn of the millennium, the years since seeing a growth in the nation’s tourism sector either side of the 2014-15 Ebola outbreak.

And it is easy to see why. Sierra Leone

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FACTS & FIGURES

Capital: Languages: Area: Population (2018): GDP (2017): Currency: Time zone: Dialling code: Internet TLD: Climate:

Freetown English, Krio 71,740 km² 7,705,000 $3.82 billion Sierra Leonean leone Greenwich Mean Time +232 .sl Tropical

is dubbed West Africa’s secret beach destination, while the Loma Mountains and slew of national parks and nature reserves in the east make this a destination for outdoor lovers – indeed, it is one of few homes to endangered species such as the pygmy hippo.

The country’s 7.7 million population is made up of an extraordinary diversity of ethnic groups and cultures, another draw for visitors looking to embrace themselves in the varied traditions and customs. Sierra Leoneans are also known for their love of music, which is part of the fabric of everyday life.

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See page

22 Our Business Travel section not only gives executives the complete guide to the world’s most popular and populous locations, but also gives said locations the perfect opportunity to showcase their own businesses, events, venues and services to a truly international audience and readership of more than 185,000 each month.

To share in this unrivalled exposure and to put your own offering on our map, then please contact our Sales Managers, Joe Palliser, Jordan Levey or Matt Cole-Wilkin to find out more. joe.palliser@outlookpublishing.com

+44 (0)1603 959 676

jordan.levey@outlookpublishing.com

+44 (0)1603 959 668

matt.cole-wilkin@outlookpublishing.com

+44 (0)1603 959 669

W E L C O M E EDITORIAL Editorial Director: Tom Wadlow tom.wadlow@outlookpublishing.com Deputy Editor: Jonathan Dyble jonathan.dyble@outlookpublishing.com

PRODUCTION Art Director: Stephen Giles steve.giles@outlookpublishing.com Senior Designer: Devon Collins devon.collins@outlookpublishing.com Junior Designer: Matt Loudwell matt.loudwell@outlookpublishing.com

BUSINESS Managing Director: Ben Weaver ben.weaver@outlookpublishing.com Sales Director: Nick Norris nick.norris@outlookpublishing.com Operations Director: James Mitchell james.mitchell@outlookpublishing.com PROJECT DIRECTORS Joshua Mann joshua.mann@outlookpublishing.com Tom Cullum tom.cullum@outlookpublishing.com HEAD OF PROJECTS Callam Waller callam.waller@outlookpublishing.com Joe Palliser (Business Travel) joe.palliser@outlookpublishing.com TRAINING & DEVELOPMENT DIRECTOR Eddie Clinton eddie.clinton@outlookpublishing.com SALES MANAGERS Jordan Levey (Business Travel) jordan.levey@outlookpublishing.com Matt Cole-Wilkin (Business Travel) matt.cole-wilkin@outlookpublishing.com PROJECT MANAGERS Ashley Parfitt ashley.parfitt@outlookpublishing.com Donovan Smith donovan.smith@outlookpublishing.com Josh Hyland josh.hyland@outlookpublishing.com Krisha Canlas krisha.canlas@outlookpublishing.com Lewis Bush lewis.bush@outlookpublishing.com Vivek Valmiki vivek.valmiki@outlookpublishing.com

ADMINISTRATION Finance Director: Suzanne Welsh suzanne.welsh@outlookpublishing.com Administrative Assistant: Sophia Curran sophia.curran@outlookpublishing.com Office Manager: Daniel George daniel.george@outlookpublishing.com Digital & IT: Hamit Saka Helpdesk: James Le-May CONTACT Africa Outlook East Wing, Ground Floor, 69-75 Thorpe Road, Norwich, Norfolk, NR1 1UA, United Kingdom.

Sales: +44 (0) 1603 959 652 Editorial: +44 (0) 1603 959 657 SUBSCRIPTIONS Tel: +44 (0) 1603 959 657 Email: tom.wadlow@outlookpublishing.com

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AFRICA

Self-Sustaining Africa’s rising population is a much cited and researched topic of discussion.

A common forecast is that 2.4 billion people will be calling the continent home by 2050, almost double the 1.3 billion people that inhabit the region today according to United Nations estimates.

The need for Africa to move towards food self-sufficiency is therefore an urgent one and Zambia, with its 40 million hectares of arable land, abundance of water resources, fertile soils and a low population density, has an important role to play.

“Greater development in agriculture would not only provide the muchneeded diversification of the economy, but also position the country better to tackle the great stress that will be placed on global food supplies due to climate change, urbanisation, and soil degradation,” Richard Keeley, CEO of Hybrid Poultry Farm, tells us.

The focus of this issue’s cover story, Hybrid Poultry Farm is a leading light in Zambia’s competitive poultry market, supplying the food industry with products for more than five decades. Seen as an affordable, accessible protein source, the development of this sector could be critical in Africa reaching a level of selfsustainability in years to come.

Food production also forms the focus of a Q&A with Andre Laperriere, CEO of Global Open Data for Agriculture & Nutrition, while Facebook’s use of digital mapping is further evidence of the role that technology can play in boosting agricultural productivity on the continent. Here we speak to James Gill, a Software Engineer involved in the implementation of several data-driven programmes.

From technology to textiles, we explore two companies at the heart of their industry in Ethiopia and Kenya in the form of respective interviews with Kanoria Africa Textile and Thika Cloth Mills. The latter is a particularly emotive story, its MD Tejal Dodhia taking over her father’s business which has overcome a great many challenges during its long existence.

Our other exclusive insights come from a wide variety of sectors, from construction and supply chain through to energy and transport.

We also have three countries forming the focus of our business travel section, looking into the tourist offerings of Sierra Leone, The Gambia and Ethiopia.

Finally, look out for our new addition at the back of the magazine, The Final Word. Here we compile the views of several of our contributing executives on a particular topic.

Tom Wadlow

Editorial Director, Outlook Publishing

Enjoy the issue!

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In this issue...

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NEWS

Around Africa in seven stories

EXPERT EYE

ENGIE subsidiary Fenix International on the importance of energising the continent

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TECHNOLOGY The Surveyor of Humanitarian Success Facebook’s empowerment of non-profits through digital mapping

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AGRICULTURE Data: Africa’s Critical Cash Crop

SHOWCASING LEADING COMPANIES Tell us your story and we’ll tell the world

A G R I C U L T U R E

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HYBRID POULTRY FARM Securing SelfSufficiency A key contributor to Zambia’s bid to boost food production

ENERGY & UTILITIES

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KENYA POWER Kenya’s Critical Connector

Electrifying economic activity in line with Vision 2030

A Q&A with Andre Laperriere, CEO of Global Open Data for Agriculture & Nutrition

TOPICAL FOCUS

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INFRASTRUCTURE PROJECTS Financing Foundations African Infrastructure Investment Managers on the region’s growing infrastructure challenge

BUSINESS TRAVEL

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SIERRA LEONE

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THE GAMBIA

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ETHIOPIA

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West Africa’s kaleidoscope of nature and culture A small yet humble nation of touristic promise Africa’s area of outstanding natural beauty

F O O D & D R I N K

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HARISS INTERNATIONAL LIMITED Proudly Ugandan Setting new standards in the food and beverage industry

AFRICA MANUFACTURING

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KANORIA AFRICA TEXTILE PLC The Textile Transformer

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BAJ FREIGHT & LOGISTICS Ghana’s Logistics Flagship

A decade of driving up standards in Ghanaian supply chain services

THIKA CLOTH MILLS Bringing Textiles Home Investing in modernisation to strengthen Kenyan industry

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DT DOBIE Kenya’s Adaptable Auto Dealer

Driving up standards as a reliable, agile OEM partner in East Africa

Upholding Ethiopia through the medium of manufacturing

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Expansion through optimised operations and an admirable outlook

ATLAS ENERGY LIMITED The Petroleum Patron

A look inside Gambia’s foremost oil and gas entity

HUNGRY LION The Continent’s Progressive QSR Player

E V E N T

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F O C U S

5TH ANNUAL UPSTREAM WEST AFRICA SUMMIT 2019

Developing the deep-water hydrocarbon potential of West Africa

CONSTRUCTION

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DMJ ARCHITECTS Design Durability

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Setting the standard for architectural practice across Kenya and beyond

RAINOIL The Pride of Nigerian Petroleum A humble corporate citizen with ambitious downstream aspirations

A E R O S P A C E

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DRC MINING WEEK

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AFRICA’S BIG 7

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FUTURE OF MINING EMEA 2019

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AFFORDABLE HOUSING INVESTMENT SUMMIT

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NIGERIA OIL & GAS CONFERENCE & EXHIBITION

FLIGHTLINK Flying High

Transforming travel in Tanzania

The nation’s largest mining and industrial platform Connecting food and beverage sector leaders and innovators

Discussing six key pillars of the mining industry

Promoting meaningful dialogue among key industry stakeholders

Future perspectives of the oil & gas industry

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C H A I N

KYOGA HAULIERS Going the Extra Mile

Embodying progress against an optimistic East African backdrop

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4TH GLOBAL DAIRY CONGRESS AFRICA 2019 Putting African dairy on the global investment map

THE FINAL WORD

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What does the future of your industry look like?

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Around Africa in seven stories…

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F1 in talks with Marrakesh and Kyalami for Africa race

Microsoft to invest $100 million in new African technology development sites Technology giant Microsoft has revealed that it will be looking to expand its presence in Africa with the inauguration of technology development centres in Kenya and Nigeria by 2024.

This will be accompanied by the creation of 100 additional jobs in each of the two countries, the firm looking to hire engineers to customise its existing applications and ready them for the African market, as well as developing and

launching new ones using artificial intelligence, mixed reality and machine learning technologies.

Jaime Galvis, Microsoft’s COO and CMO for the Middle East and Africa, stated: “From a dollar standpoint we are talking about $100 million in investment, between infrastructure and people. But the most important part is not about that, it is the ripple effect we will create in the ecosystem, with universities, with governments and with startups.”

FOOD & DRINK

AB InBev to invest $400 million in Nigerian brewery The world’s largest beer maker, Anheuser-Busch InBev (AB InBev), has revealed that it will spend approximately $400 million on the development of its brewery in Sagamu, Nigeria.

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Formula One is reportedly eyeing a return to Africa, with the Kyalami Racing Circuit in South Africa and Marrakesh in Morocco both keen, according to Sean Bratches, the company’s Commercial Managing Director.

Kyalami previously hosted F1 races 20 times between 1967 and 1993, but the sport has not been held in Africa for almost three decades, making it the last of the world’s five major continents that doesn’t currently feature the sport.

Formula-E already takes place in Marrakesh, the Moroccan government viewing motorsports as a key driver of tourism and economic growth.

The existing $250 million facility is already operational, with the funding set to expand its capacity during multiple phases.

“Nigeria is becoming a more and more important market as we grow,” said company CEO Carlos Brito.

“We’re growing double digits – we didn’t grow in the past as fast because we were lacking capacity, and now that we have capacity, strong brands and a great group of people, we’re challenging the status quo there.”

GO TO WWW.AFRICAOUTLOOKMAG.COM/NEWS FOR ALL OF THE LATEST NEWS FROM AFRICA

FINANCE

OIL & GAS

Eni extends Algeria gas contract to 2027

Nigerian Central Bank head to serve second five-year term Nigerian Central Bank Governor Godwin Emefiele has secured a second five-year term in office, recently winning a unanimous vote of confidence in national parliament.

This latest wave of support comes off the back of his initial tenure which substantially aided the naira, the organisation having pumped billions of dollars into the foreign exchange market to bolster the country’s local currency.

“The nominee has performed

MINING

De Beers, Namibia to build new $468 million diamond mining ship Anglo American, the parent company of De Beers, has announced that its subsidiary will be investing in the creation of a new $468 million offshore diamond mining ship in a

credibly in his first tenure which resulted in the exit of the nation out of economic recession,” the Senate’s committee report said. joint venture with the Namibian government.

The ship, set to be ready for use by 2022, will be used off the country’s coast and will provide an anticipated annual capacity increase of 500,000 carats.

It will be the seventh vessel to join the Debmarine Namibia joint venture fleet that mines diamonds from the ocean floor using highly advanced surveying technologies.

Italian oil and gas group Eni has announced the signing of a renewed agreement with Algeria’s Sonatrach, the former set to import Algerian gas into Italy until 2027.

According to Eni, which has a number of production and exploration assets in Algeria, the contract has a potential two-year extension clause that, if activated, would take the collaboration up until 2029.

It is estimated that the latest agreement will account for almost 15 percent of Italy’s entire imported gas supply.

“I am particularly pleased with the renewal of the gas supply contract and the level of the strategic partnership with Sonatrach,” said Eni CEO Claudio Descalzi.

FOOD & DRINK

Coca-Cola drops plans to refranchise African bottling business Globally renowned beverage brand Coco-Cola has delayed plans to refranchise Coca-Cola Beverages Africa (CCBA), its African bottling business, instead opting to retain its majority stake for the short-term.

The refranchising plans had been initially unveiled as part of the company’s global ambitions to divest its manufacturing and distribution operations in order to focus on bolstering margins in its main beverage business.

“While we remain committed to the refranchising process, we believe it’s in the best interests of all involved for Coca-Cola to continue to hold and operate CCBA,” the company said, according to Reuters.

GO TO WWW.AFRICAOUTLOOKMAG.COM/NEWS FOR ALL OF THE LATEST NEWS FROM AFRICA

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Solar: Powering Africa’s Energy Upheaval More than 600 million people across Africa don’t have access to power, but off-grid solar solutions have the potential to change this. ENGIE subsidiary Fenix International discusses Written by: Junior Kwebiiha, Chief Commercial Officer, Fenix International

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any African countries still face the very real threat of an energy crisis. Energy development in rural regions has not kept pace with the growing demand across the continent.

However, there are organisations out there working to improve the lives of African people through smart, unique, inclusive initiatives.

I recently joined Fenix International as Chief Commercial Officer, championing the company’s march towards not only empowering rural communities with clean energy, but providing the unbanked with access to reliable, fit for purpose financial services.

The potential and challenges

Currently more than 600 million people in Africa do not have access to power.

In Sub-Saharan Africa alone, two in every three people lack access to electricity. The majority of this area needs clean energy for basic needs such as lighting, powering radios and mobile phones to have access to the rest of the world. A lack of clean, safe and affordable light in off-grid homes negatively affects health, education and local business.

Africa is currently undergoing a huge upheaval in terms of technological advancement, population growth and improvement to cultural richness.

Infrastructure is getting better and better, and this is a really exciting time for next-generation energy companies.

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ABOUT THE EXPERT Kwebiiha has over 10 years of commercial experience in mobile money, digital financial services and building sustainable businesses that transform communities and change the lives of those at the bottom of the pyramid. Prior to joining Fenix, Kwebiiha served as a Digital Financial Services Expert at the United Nations Capital Development Fund (UNCDF) in Zambia. At UNCDF, his work with partners was instrumental in increasing the proportion of adults using digital financial services from eight percent to over 24 percent in two years.

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Inevitably there are both challenges and opportunities in delivering clean, affordable energy to people across the continent.

One of the challenges we address is in ensuring our customers’ existing energy budgets are utilised appropriately, and that they are able to deal with any negative financial changes.

Another challenge comes in the form of climate change, as this affects the income of farmers who form the majority of our clientele. Moreover, there is a poor perception of solar energy across the continent, a lack of adequate road infrastructure to facilitate the distribution of our kits and poor financial infrastructure in rural areas to support customer repayments.

We believe it is possible to address these issues with the internet services provided, and to this end we’ve built the ideal product for our customers.

This consists of an energy source capable of powering two lights, but customers can scale this up or down to meet their needs. They can upgrade this basic kit by adding larger batteries and more solar panels – this allows households the flexibility they need to match their home solar system to their budget.

Furthering a mandate

At Fenix, it’s our goal to bring affordable energy and other lifechanging products to the millions of

people currently living off-grid. We shall continue to listen to our customers to get a better understanding of their needs and work to continuously build an affordable solution to meet their needs and aspirations that delivers an exceptional customer experience.

We also need to continue to build the infrastructure to reach the last mile. This includes both improving

the distribution of our solar kits but also the repayment systems for customers so they can easily access our products and also make repayments. We work with our customers to build the right lifechanging product bundles for them which will positively impact their household incomes and productivity.

Our short-term goal is to expand into 10 countries, creating a business model which can be adopted across the entire continent. We’ll achieve this by continuing to invest in a high-performing team who love what they do and take ownership in

their decisions and work, ensuring customers are treated with respect and dignity.

We’re committed to delivering lifechanging products, and my significant experience in building distribution models that have delivered products to people in rural areas will play a particular role in achieving this mission.

Financial services are a key component of the product offering and will be critical to support Fenix’s effort to service existing and new customers.

This combination will position us perfectly to counter the challenges we face and allow us to make real headway in bringing affordable, clean energy for all across Africa.

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F A C E B O O K

James Gill, Software Engineer, Facebook

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The Surveyor of Humanitarian Success Leveraging world-leading digital population density mapping technologies, Facebook is empowering non-profits with data-driven insights Writer: Jonathan Dyble

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eliable, informed and timely data is cited as the key unlocking Africa’s potential by the African Development Bank (AfDB), and rightly so.

Powering good governance, accountability and accurate policy making decisions to name just a fraction of its applications, data has become one the most valuable tools of the 21st century.

Having contributed $100 million to improving the continent’s data quality, reliability and cross-country comparison, the AfBD has been able to successfully help address a number of institutional, infrastructural and legal-capacity changes.

But the AfDB is not the only one.

Facebook, a company renowned as a global cultural phenomenon since its foundation in 2004, is equally looking to play its part in transforming social development through the use of data on the continent.

“Facebook’s mission is to give people the power to build communities and bring the world closer together. And our mission in Africa is no different,” James Gill, Software Engineer at Facebook states. “We achieve our goals by investing in communities such as startups, developers, and agencies around the continent.”

With more than 139 million people across Sub-Saharan Africa directly familiar with the social media

stalwart’s platform, the firm has used its reach and reputation to champion a multitude of progressive programmes.

From its #SheMeansBusiness community empowerment programme and partnership with the Nelson Mandela Foundation in raising awareness about genderbased violence, to operating both the Facebook Community Challenge programme that supports social development and the Facebook Challenge at Loeries, an effort to facilitate digital opportunities, the company has become renowned as a sound corporate citizen in recent years.

Its latest development, however, is arguably the most impactful to date.

Combatting continental challenges

Combining world-leading computing power with extensive data science skills and expertise in machine learning and artificial intelligence, Facebook has created the world’s most accurate population density maps.

Three times more detailed than any other such technology, the company’s team was able to accurately map 110 million buildings across Africa after scanning 11.5 billion images in just a few days.

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F A C E B O O K

THE POWER OF COLLABORATION Facebook’s digital mapping technology was developed in partnership with Columbia University’s Center for International Earth Science Information Network (CIESIN), ensuring that its efforts leverage the best administrative data available for all countries involved.

Housing experts on demography and population statistics, CIESIN provides often more accurate population estimates than national censuses that allow Facebook’s population density maps to rely on the best available source.

“We believe that cross-sector collaborations like ours are critical to the success of research and humanitarian assistance projects because they allow each organisation to contribute their unique strengths and talents to solve a problem,” Gill reveals.

“On the technical side, we’ve developed spatial algorithms that work with interesting computation graph topologies, novel labeling techniques, and applied state-of-the-art research in machine learning that collectively stand this technology apart,” Gill reveals.

It is on the impact side, however, that the technology is expected to plant its most sizable, positive footprint.

Gill continues: “When we talked with humanitarian organisations about their technical challenges, it became clear that obstacles that were insurmountable to them could be done on Facebook infrastructure in a month.

By leveraging our skills and resources, we’ve been providing these groups with the information that lets them focus on what they do best: helping the world.”

“In this case, Facebook is contributing its AI capabilities and compute power and Columbia is contributing its expertise on demography and mapping.”

Weakly supervised labeling approach

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This in mind, Facebook has been working with key non-profit and research partners, using its population density maps to help address large-scale social, health and infrastructure challenges across the subcontinent.

Orchestrating action

Having already been deployed in a host of different ways, the world’s fourth most valuable brand has a range of case studies to showcase this technology’s success.

Working with the Democratic Republic of Congo, for example, the Gates Foundation has been using it to improve the way health workers are able to reach households with information about forthcoming

An example of Facebook’s population density map (top right in the Philippines) compared to another third party dataset at lower resolutions (bottom left in Malaysia)

vaccine distributions and verify young children, allowing them to receive vaccinations.

Meanwhile, cooperating with Humanitarian OpenStreetMap and the Reiner Lemoine Institut, Facebook’s population density maps were combined with detailed data on settlement structures to help identify and prioritise prime locations for offgrid energy solutions.

The Missing Maps Project in Malawi also used the population density technology to filter our 97 percent of the country’s uninhabited terrain, helping to coordinate the efforts of 3,000 Red Cross volunteers in visiting roughly 100,000 houses in just three days to educate people about measles and rubella vaccines.

“A number of our partners are equally currently using the density maps to better respond to the Cyclone Idai and better understand the potential spread of disease in Mozambique,” Gill explains. “Similarly, we have teams looking at population density maps in parts of Equatorial Guinea to better inform malaria eradication models, as well as groups interested in using our maps for solar projects in Ethiopia.”

Now a core part of Facebook’s Data for Good portfolio that aims to build privacy-preserving products to help solve some of the world’s biggest problems, the firm is expecting its impact to be widespread throughout the coming years.

Gill concludes: “We believe when data is shared responsibly with the groups that need it, it improves how non-profits do their work, how researchers learn, and how policies are developed. Given that this release just took place, we anticipate there will be extensive scale and impact, not only this year but into the future as we look to roll it out over new countries and continents.”

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G O D A N

Data: Africa’s Critical Cash Crop The time to act is now. In the coming decades, the food system in Africa will experience a further strain as a projected rise by 1.3 billion will hit Africa’s population. Food security issues will only grow if technological innovations are not adopted, and climate change will further intensify these challenges.”

For Andre Laperriere, the need to modernise food production in Africa is an imperative one.

As CEO of Global Open Data for Agriculture & Nutrition (GODAN), he works first-hand with governments and businesses in several countries, helping to drive the uptake of digital techniques in a bid to boost productivity.

We asked him a series of questions about this work and the wider context of technology in African agriculture.

Africa Outlook (AfO): What is your take on the level of innovation and implementation of technology into agricultural practices across Africa?

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Andre Laperriere, CEO of Global Open Data for Agriculture & Nutrition, on why access to information is fundamental to farming progress Writer: Tom Wadlow

Andre Laperriere (AL): While the level of innovation and technology implementation has developed in recent years within agricultural practices across Africa, there is still substantial ground to cover.

Today, over 333 million people across Africa still do not have access to enough food to live a healthy and sustainable life and food security issues remain a significant problem.

Farming industries across the continent continue to suffer due to the lack of access to relevant data with most small-scale isolated farmers in rural Africa missing out on new and improved methods and best practices.

AfO: How important generally is technology and data to boosting agricultural productivity?

AL: Technology and its ongoing developments could be a gamechanger in terms of its potential to transform agricultural productivity and sustainability in a resilient manner.

Open data and its capabilities to gather and streamline incredible

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amounts of data has developed alongside technological advancements throughout the years. However, its potential impact on the agricultural space has rarely been considered a key solution to solving the food crisis. The potential for the use of open data to combat food issues can and should no longer be ignored; not only because of the relevant historical data that open data can harbour, but also its potential to help increase production of crops. Further, with increased access and sharing of data, farmers will be enabled to harness the data for practical uses such as monitoring water supplies and anticipating changes in the weather.

Through the use of satellite data, remote sensing and mapping, farmers, businesses and consumers in the agricultural industry in Africa can harness the most relevant and useful information to improve and adapt practices, make better decisions and ensure sustainability. Increasing access will trigger innovations that will bring both agriculture and nutrition to the next, higher level of impact, improving efficiency, yields, competitiveness and ultimately increasing food security not only in Africa but on a global scale.

AfO: Why was GODAN established in 2012?

AL: The GODAN initiative was established in 2012 following G-8 Summit discussions in 2012 and 2013 where it was emphasised how opening up access to data is important both for combating food insecurity and malnutrition, as well as laying the groundwork for a sustainable agricultural system in the future.

The initiative was launched to pioneer the proactive sharing of open data to make information about agriculture and nutrition available, accessible and usable to the public to deal with the urgent challenge of ensuring world food security.

GODAN focuses on building high-

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level support among governments, policymakers, international organisations and business in both the public and private sectors all over the globe. In turn this promotes the collaboration and cooperation among stakeholders in the agriculture sector, harnesses the growing volume of data generated by new technologies to solve long-standing problems and benefits farmers and the health of consumers.

AfO: What inspired you to join the organisation in 2015?

AL: Having held previous positions within the United Nations, focussing on the design and implementation

of reforms across a number of developing countries in the Americas, the Caribbean, Africa, Europe and the Middle East, I was exposed to the detriment caused to many societies by the lack of food and ongoing food security issues experienced, with these issues still preventing these countries from achieving their full development potential.

It was through my experience working across the globe, that I began to realise how food security has become a world security issue, and one of international collaboration. It was no longer just a matter of national security and commercial competition.

CASE STUDY ESOKO, GHANA “In partnership with the Ghana-based organisation, Esoko, GODAN enables farmers and their buyers in the region access to open data through mobile phone technology to both obtain and share information relevant to the markets to encourage fairer pricing based on shared feedback,” explains Laperriere.

“Through utilising open data to collect this data on a national scale, TradeNet allows farmers to both share and access information. This data included the prices of seeds and fertilisers, shared via SMS amongst and with their customers, collected through both existing channels such as weather data channels and other basic technology, to enable a self-sustainable business model combining data, farmers, customers, markets/dealers and phone companies on an open system, improving the livelihoods of hundreds and thousands of families.

“Today, more than 350,000 farmers have joined the Esoko platform in 10 countries in Africa and it is continuing to expand.”

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Additionally, the next 50 years would bring the need to produce 70 percent more food than at present. I recognised that in order to meet this challenge, we would need to change our collective thinking, do things differently, and innovate.

AfO: Tell us about GODAN’s presence in Africa. Summarise the work you are carrying out on the continent.

AL: GODAN has held a significant presence in Africa to date. We currently have over 250 partners across the continent including Chad, Ghana, Nigeria and Zimbabwe and we are working with multiple governments, organisations and businesses across the public and private sector to transform the farming and agriculture industry by working tirelessly to advocate the usage of open data.

We continue to work on the ground with farmers and organisations to enable access to open data and demonstrate the benefits through first-hand experience. Not only this,

but we understand the importance of government support in pioneering for open data, so we also participate in a number of high-profile summits and conferences in not only Africa but all over the globe.

AfO: How should governments, NGOs and private enterprise collaborate to build a better agricultural sector across the continent?

AL: In order for open data access to be successfully adopted, it is essential that cross sector collaboration and the sharing of knowledge is pushed to the top of the agenda.

The Horizon 2020 programme in Europe is a prime example of a

“Cross-sharing data and knowledge between governments, NGOs, businesses and enterprises must be a priority�

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working collaboration. Launched in 2014, the largest EU research and innovation programme is combining the knowledge of multiple sectors and industries to tackle societal challenges. The EURAKNOS thematic network in particular, is making major breakthroughs in the agri-food and forestry data space. As part of the Horizon 2020 programme, this network is further developing the compilation of knowledge by intensifying interactions between industry leaders and government bodies to share best practices, methodologies and tools used to develop the agriculture industry of multiple nations.

This is a perfect example of how cross-sector collaboration can develop the agricultural sector and tackle societal challenges. A similar programme needs to be developed across the continents in Africa to a similar effect. Cross-sharing data and knowledge between governments, NGOs, businesses and enterprises must be a priority.

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that until recently were limited to the large industrialised farms.

CASE STUDY UNIVERSITY OF CAPE TOWN, SOUTH AFRICA “In South Africa, GODAN collaborated with the University of Cape Town to co-design a suite of mobile accessible apps to support and improve the small-scale fisheries industry,” says Laperriere.

“This included a free Abalobi Fisher downloadable app providing valuable information about the weather and climate from open sources, plus recording data about fishing practice and catch information relevant to the different areas across South Africa.

“The fishermen demonstrated how the data received through the app identified the likes of wave height, so the fishermen knew when the right and safest time to catch and sell fish was, making processes more organised and efficient by cutting down paperwork and time, improving the economic aspects and improving their livelihoods.”

AfO: What are your priorities for GODAN for the rest of 2019 and beyond?

AL: GODAN is constantly looking at ways to encourage and promote the sharing of open data on a global basis.

Innovation is key to this and we are shifting our focus to ways in which the agricultural and farming landscapes can be changed for the better.

Granted, this is not something that will be achieved overnight, but GODAN has earmarked 2019 as a crucial year in making great strides forward as we look to end world hunger.

As already touched upon, GODAN will be involved in a number of programmes and initiatives such as EURAKNOS in order to help strive this technological revolution. However, we will also be in attendance at key events and summits around the world in which we will be showcasing initiatives and advocating for further use of open data.

More fundamentally, we will continue to press towards the elimination of the ‘digital divide’, obstacles that still prevent African farmers, especially small farm holders, to benefit from the technical advances

AfO: Are you optimistic for the future development of a productive, sustainable food production process in Africa?

AL: I will always be optimistic because that is one of the key ingredients for success. Africa has already been turning to open data to help improve and enhance a sustainable food production process model. Granted, it has a long way to go, but it has shown its success over time. The case studies in Ghana and South Africa have been testament to this development and what it has done for the countries economically has been instrumental, as many of these nations rely on food for trade and not just domestic use.

Africa is possibly the richest continent in terms of agriculture potential. Furthermore, we see across the continent a new generation of educated, innovative and passionate young entrepreneurs, eager to tap into this potential and drive their economies forward. These are the key ingredients to success: potential, talent, and eagerness to go forward.

This is why Africa will succeed.

Governments are key in encouraging the use of open data, and Africa has had a history of governments being very resistant to such a vast access of information, but with the economic impact being the driving force, this could soon change. However, the role of the public and its many innovators will also be important as they hold the key which can ultimately unlock a number of opportunities. They can come from all over the globe and share information with one another at just the click of a button; this could help reach communities and businesses in far corners. Such communication can provide a platform for Africa to excel and as a result, flourish in the not too distant future.

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P R O J E C T S

FINANCING

FOUNDATIO As Africa’s infrastructure deficit continues to rise, it is more important than ever for organisations such as AIIM to expand their portfolio of investments across the continent Writer: Tom Wadlow

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ore than 12 million young people join Africa’s workforce every year.

On track to reach a population of 2.4 billion by 2050 and an overall quadrupling of inhabitants in just 90 years, the continent’s need to industrialise and provide employment for these citizens is more pressing than ever.

This means substantiated development of infrastructure.

New estimates by the African Development Bank suggest that the region’s infrastructure needs amount to between $130 and 170 billion a year, with a financing gap in the range of $68 to $108 billion.

“The deficit remains and is probably growing,” comments Ashwin West,

Investment Director for African Infrastructure Investment Managers (AIIM).

“The rate of new infrastructure projects being brought to market and closed is too slow, unfortunately. What I often tell people at conferences is not that there is a lack of capital, but rather a lack of good, bankable projects.

“Tender processes run by governments can also go awry, which is another contributing factor to the deficit.”

However, as a latecomer to infrastructure development, Africa can exploit the advances in technology, construction techniques and falling prices of clean power, learning from the experiences of other regions to ensure it builds sound projects from the outset.

This is where financiers such as AIIM come to the fore.

As a private equity investor, the group is a prime example of how the private sector can contribute to closing Africa’s infrastructure gap.

Indeed, the Infrastructure Consortium for Africa finds that just 2.8 percent of investment channeled into such development comes from private sources, with 42.1 percent deriving from national governments, 23.8 percent from China, and 24.1 percent from bilateral donors.

It is a figure which AIIM is determined to increase, and for West the opportunity to combine financing and on-the-ground experience was too good to turn down.

“I originally trained as a scientist and worked in the UK for Thames Water before returning to South Africa and joining a consulting engineering company,” he recalls.

“My focus here was helping to get projects off the ground in the power and water sectors, so I spent a lot of time advising developers on issues from choosing where to base projects to securing permits and licenses.

Sometimes we would work on the

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P R O J E C T S

sequencing of projects, identifying what should be done and when to ensure a development comes to fruition.

“It got to the point where I wanted to do more, so I went back to university and completed an MBA and focused on strategy and finance. It was at this stage around nine years ago that I came across AIIM. It struck me as the ideal organisation where I could impart my practical experience with the financial and strategic knowledge I had acquired.”

West joined the organisation in 2010 just after its second fund was raised, an event which marked the beginning of a drive to venture beyond South Africa’s borders.

AIIM’s 19-year history makes it one of if not the most experienced private investor in African infrastructure. So far it has raised more than $2.1 billion in equity across seven funds which has led to over 50 investments in 15 countries.

ABOUT AIIM Set up in 2000, African Infrastructure Investment Managers develops and manages private equity infrastructure funds which are designed to invest long-term institutional unlisted equity in African infrastructure projects.

“Being able to see a project through from start to finish and witness the benefits it has on society is incredibly satisfying,” says Ashwin, who goes on to explain some of the criteria AIIM assesses when choosing what projects to finance.

“The first port of call is to make sure a project fits our mandate. While this is fairly broad and sounds simple, it must be an infrastructure project on the African continent. The second criteria centres around fitting in with our existing portfolio and making sure it remains diverse.”

Further, any investment must carry with it what West describes as a compelling rationale.

“Does it make sense to add another hydropower station when the country already generates 90 percent of its power from this source?” he continues.

“Those are the sorts of questions we ask.”

Sustainability in many guises – namely social, environmental and financial – rounds off the AIIM thought process.

On the social and environmental side, it has a team of dedicated employees who assess projects against stringent international standards, the group not afraid to reject investments on these grounds.

Does it make sense to add another hydropower station when the country already generates 90 percent of its power from this source?... Those are the sorts of questions we ask” Ashwin West, Investment Director for African Infrastructure Investment Managers (AIIM).

It is a subsidiary of Old Mutual Alternative Investments and has offices across South Africa, Nigeria, Kenya and Cote d’Ivoire.

Over the years it has built key relationships with commercial lenders, development finance institutions and investors, its portfolio spanning more than 50 investments.

Sustainability is an important consideration in AIIM’s decision making process

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The power plant project in Mali has been a hallmark success for AIIM

“Finally, there are financial factors to do with making a return and sustainability long-term,” adds West.

“It must be viable over a 20-25-year period. For example, we would red flag a case where power from the project was being sold at well over the standard tariff for the country.

Infrastructure is very capital intensive, so to make it affordable the financing must be carried out over a long period of time.”

Asked to identify a particularly prideinducing project, West points to the successful completion of a landmark

power station development in western Mali, near the Senegalese border.

An eight-year programme, AIIM’s involvement came in the final 18 months, securing financial close in 2017 which prompted the site’s construction. In October 2018 the 90 MW HSO-fired power station was completed and has since been contributing enormously to the country’s energy generation capacity.

“This is a particularly interesting one for us because it was our first in Francophone Africa and the first independent power producer (IPP)

project in Mali,” West says.

“It was a pathfinder project and has opened the door for other IPPs to enter the country, and one other has closed since. More importantly, it added significant capacity to the Malian grid, expanding it by about a quarter which is phenomenal.”

West also highlights the structure of the financing as a first for AIIM. “We used euro debt as well as local currency debt, and used traditional libor-type financing in tandem with Islamic finance for the first time as an organisation,” he explains. “The result was a competitive rate and wellexecuted project.”

The development didn’t stop there.

Several corporate social investments ran alongside the power station construction, including the refurbishment and expansion of a medical clinic in a nearby town, and installation of clean running water facilities in the closest village, part of wider masterplan to upgrade water provision across the municipal area.

This example, one of many West could have drawn on, is a template for how private equity can increase its share in the African infrastructure financing realm. If the aforementioned 2.8 percent figure is to travel upwards as it urgently needs to, more Maliinspired projects need to achieve lift off and be seen through to closure.

For West this is a major priority.

Citing aims to grow AIIM’s assets and diversify its portfolio in a responsible manner, the Investment Director ends on an upbeat note.

“Am I an optimist? Yes, absolutely.

These projects take a long time and one has to be confident that they will close, and that Africa’s infrastructure deficit will be reduced as a result.”

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Sierra Leone Blessed with one of the world’s largest natural harbours at its capital, Sierra Leone is looking forwards once more as a go-to destination for its alluring mix of nature and cultures Writer: Tom Wadlow | Project Manager: Joe Palliser

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IN 1462 PORTUGUESE explorer Pedro de Sintra became the first European to sight and map Freetown harbour.

In awe of the terrain surrounding what he had discovered, Sintra coined the name Serra Lyoa, Portuguese for lion mountains and a name which has stuck to this day.

The country is recovering from a decade-long civil war which ended just after the turn of the millennium, the years since seeing a growth in the nation’s tourism sector either side of the 2014-15 Ebola outbreak.

And it is easy to see why. Sierra Leone

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Capital: Languages: Area: Population (2018): GDP (2017): Currency: Time zone: Dialling code: Internet TLD: Climate:

Freetown English, Krio 71,740 km² 7,705,000 $3.82 billion Sierra Leonean leone Greenwich Mean Time +232 .sl Tropical

is dubbed West Africa’s secret beach destination, while the Loma Mountains and slew of national parks and nature reserves in the east make this a destination for outdoor lovers – indeed, it is one of few homes to endangered species such as the pygmy hippo.

The country’s 7.7 million population is made up of an extraordinary diversity of ethnic groups and cultures, another draw for visitors looking to embrace themselves in the varied traditions and customs. Sierra Leoneans are also known for their love of music, which is part of the fabric of everyday life.

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The Business End SIERRA LEONE’S RECENT economic story is one of extreme ups and downs. Between 2003 and 2014 GDP grew by an average of 7.8 percent but plunged 21 percent in 2015 following the devastating outbreak of Ebola.

Growth rebounded to 6.4 percent in 2016 and has been in positive figures since, registering respective rates of 3.8 percent and 3.7 percent in 2017 and 2018.

Much of Sierra Leone’s workforce is engaged in agricultural activity, which along with mining form the backbone of the country’s economy. The nation is rich in minerals, including diamonds, gold, bauxite, rutile and iron ore.

The same pattern of growth and decline can be applied to Sierra Leone’s tourist industry, especially when looking at arrival numbers. The few years leading up to 2014 saw visitor levels more than double from 39,000 in 2010 to 81,000 in 2013.

While this height has not been reached since, arrivals are showing signs of recovery, with 2017’s figure of 51,000 markedly above the 24,000 seen just two years previously. It is very much hoped that the growth trend seen pre-2014 will return, making tourism an important economic contributor to Sierra Leone’s future development.

‘Much of Sierra Leone’s workforce is engaged in agricultural activity, which along with mining form the backbone of the country’s economy’

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Farm workers in Yongoro

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In Focus Freetown BOASTING ONE OF the largest natural harbours in the world, Freetown is Sierra Leone’s capital and largest city.

Its deep-water docking facilities at the Queen Elizabeth II Quay form an important export hub for products such as palm oil and kernels, cocoa, coffee, ginger, and kola nuts, while the city is also the country’s major transport centre.

Freetown’s former name derives itself from somewhat distressing roots. The local name before European settlers arrived was Romarong, or place of the wailers, because of the sound of screaming people who were

after caught up in storm surges and cross current accidents at the mouth of the Sierra Leone River.

Today the city is awash with colourful markets and enticing streets packed with charm and delicious food and drink options. Freetown is also home to an increasing number of well-rated hotels and accommodation choices offering various levels of service and facilities.

The wider peninsula surrounding Freetown is the poster child for Sierra Leone’s tourist industry. From white beaches surrounding a picturesque lagoon to the forest-clad mountains behind, there is much to see in a relatively small area. Further afield, the Banana Islands offer a perfect escape and ample opportunities to snorkel, fish, and relax.

‘Today the city is awash with colourful markets and enticing streets packed with charm and delicious food and drink options’

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Shine On and Stay is an intimate, elegant hotel experience that is known as Kono’s Treasure! Shine On & Stay has been thoughtfully renovated into 26 design-forward comfortable rooms, illuminating Sierra Leonean’s rich artistry and natural, local materials. The experience is enhanced by a beautiful swimming pool and outdoor lounge. It’s pride, Chop Restaurant, is known as the best cuisine in Kono!

And above all, a percentage of all profits benefit education in Kono ~ ~We honor discounts for Community Enhancing NGO’s~

SHINEONANDSTAY.COM|299MASSINGBERD|076.565.241

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Outlook Recommends “For the traveller, Sierra Leone is still West Africa’s secret beach destination. Sweet sands rise from the soft waters of the Atlantic, with the backdrop dressed in sun-stained hues, rainforest green and the red, red roads of the north” – Lonely Planet

HOTELS AND RESORTS Radisson Blu Sierra Leone Featuring 171 rooms, Radisson Blu’s Blu Mammy Yoko Hotel in Freetown is the place to stay for coastal views. It is sat next to Lumley Beach, one of Sierra Leone’s best-known beaches and a great place to swim, relax, and fish.

Hotel Cabenda Based in Freetown, Hotel Cabenda lies around three miles for the Sierra Leone National Museum. The hotel features an outdoor swimming pool, garden, bar and shared longue, with all rooms fitted with air conditioning and a private bathroom.

The Place Resort Billed as Sierra Leone’s premier beach resort, The Place at Tokeh Beach is the ideal retreat offering luxurious suites and a beach-side restaurant. The site also houses a conference centre to meet the needs of business users.

The Country Lodge Hotel Sierra Palms Resort 28

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The Place Paradise Starts Here

The Place at Tokeh Beach is Sierra Leone’s Premier Beach Resort, offering the perfect location for a weekend getaway, memorable wedding or a group retreat.

Our range of luxurious suites, beach side restaurant and fully equipped conference centre ensure that all needs are catered for at The Place at Tokeh Beach.

Address: Peninsula Road, Tokeh Beach Sales Office at 83 Wellington Street, Freetown +23299604002, +23299604000, +23275600405, welcome@stayattheplace.com

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Outlook Recommends TRANSPORT

NATIONAL PARKS

Flash Vehicles

Gola Rainforest National Park

Outamba-Kilimi National Park

Western Area Forest Reserve

Loma Mountains Forest Reserve

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SOCIAL ENTERPRISE Shine On Sierra Leone

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Shine On Sierra Leone funds and develops vital social projects across the country, focussing in particular on education and healthcare initiatives.

The organisation began in 2006 and is the inspiration of founder Tiffany Persons.

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Hotel Cabenda

Hotel Cabenda is a spectacular luxurious resort located in the Western area of Freetown, Hotel Cabenda is just ten (10) minutes drive from the city Centre.

14B SIGNAL HILL ROAD | Freetown, Sierra Leone | Call +232 78 822202 WWW.AFRICAOUTLOOKMAG.COM

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National Tourist Board of Sierra Leone THE NATIONAL TOURIST Board (NTB) of Sierra Leone was setup as a semi-autonomous body through the enactment of the Tourism Development Act 1990.

Today, the organisation operates with the mandate to promote and develop all aspects of tourism in Sierra Leone, its activities including the implementation of government tourism policies; developing and promoting sustainable tourism; facilitating private investment in the tourism industry; and classification, registration and licencing of all tourist establishments in Sierra Leone.

Lucy Kay, Marketing Manager for NTB, took time out to answer our questions.

Africa Outlook (AfO): Since inception, how has the National Tourist Board developed and progressed in terms of its key objectives and the messages it tries to get across?

Lucy Kay (LK): Over the years, the National Tourist Board had thrived through it all. The Lumley Beach Development Project has been partly implemented and there is still room for more improvements and development.

The marketing and promotion of the destination is still ongoing, and we

are even exploring new markets every year. As stated in the Manifesto of the New Direction, the tourism industry has been given a chance to be one of the leading sectors after agriculture and fisheries. The messages are very positive in manner as interest in the sector is on the rise.

AfO: How would you say Sierra Leone has developed in recent years as a business travel hub and what are the key reasons behind its growing appeal?

LK: Business travel is on the rise, evidenced by the fact that the statistics of arrivals into the country for business travel by air, land and sea is increasing. The border point by road is open and visas can be attained on arrival. For air travel, the purpose of travel for business since 2016 to date has increased drastically.

AfO: Why, in your opinion, should someone visit Sierra Leone?

LK: Sierra Leone is definitely an ideal place to visit because it is a winter sun destination. It is approximately six hours away from Europe, we experience blue skies with no rain at all for almost six months of the year, and the people are warm and friendly

NTB’S MISSION AND VISION MISSION STATEMENT: The board must develop and promote quality tourism through the implementation of government’s policies and to encourage the active participation of the private sector with a view to enhance socio-economic development and poverty alleviation.

STRATEGIC VISION: To develop and promote sustainable and responsible tourism in Sierra Leone that will foster viable socioeconomic growth.

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and are always ready and willing to help strangers.

In terms of the nature and beauty of the landscape, the country has abundant wildlife, flora and fauna, lush vegetation, and a 400-kilometre stretch of beautiful coastlines, as well as rich cultural heritage. I can say Sierra Leone has it all, and it’s definitely the ideal place to visit.

AfO: Are there any specific attractions, landmarks or places to eat and drink that you would recommend?

LK: There are a series of attractive places to visit in Sierra Leone, it all depends on what you want to see and do.

If you love to see a bit of wildlife whilst in the city, you can visit the Tacugama Chimp Sanctuary, and the River No. 2 Forest Reserve also offers you a bit of bird watching. Tiwai Island further south is also a place to visit.

If you are a lover of the sea, you can immerse yourself in some scuba diving, snorkelling and fishing with a visit to Banana Island. If you are a lover of surfing, Sierra Leone’s

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After successfully emerging from a challenging period in its history, this fascinating West African country has a host of delightful surprises - stunning yet deserted tropical beaches on turquoise seas; bustling towns full of vibrant colour and vitality; captivating cultural festivals; historical slavery sites and wonderful wildlife including chimpanzees, Pygmy hippos and stunning birds. Make it a voyage of discovery. Visit sierraleonenationaltouristboard.com

ST IA ENRZRAAN IL AE O N E

biggest secret is Bureh Town Beach – the waves are gorgeous. For cultural and historic trips, the ruins of Bunce Islands, the Cotton Tree in Freetown city centre and the National Museum are places you should go and research for all information about the Atlantic Slave Trade.

Local dishes and the Star beer (Salone brewed) can be found in almost all the local bars and restaurants. For fine dining, most of the top hotels offer those services.

AfO: What are the best ways of getting around the country?

LK: There are several ways to get around the country, but a popular way is by taxis – either you charter for yourself or you join others to get to your destination.

The ‘Keke’ is another popular way of going around the cities. Motorbikes, commonly called ‘Okada’, is another quicker way to get to non-motorable destinations around the country.

Bureh Beach

to have fun or just to relax. All of our programmes and events are sent out on WhatsApp groups, Facebook, Twitter and Instagram for quicker responses and feedback.

AfO: How do you see Sierra Leone developing as a business travel hub over the next year to two years?

LK: Sierra Leone is developing very fast and in the coming years more and more infrastructure will be available across the country.

New hotels are coming up, and activities that are more social are popping up as well – very soon the Cultural and Entertainment Commission under the Ministry of Tourism and Cultural Affairs will kick start operations. A new cultural village will be opened and, of course, more activities will be available.

AfO: What trends are transforming the tourism industry in Sierra Leone at present? How are you responding to these trends?

LK: Social media is one trend that the tourism industry in Sierra Leone is using to promote the beauty of the country.

Sierra Leone is also using more of WhatsApp to pass on information easily. Photos are mostly used to communicate to the locals and in AfO: Are there any plans or recent years, more people are trooping projects in the pipeline that you to popular places along the Lumley wish to highlight?

Beach end of Freetown, for instance, LK: Under the New Direction and

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the leadership of the Ministry of Tourism and Cultural Affairs, there are plans to have visa on arrival at every border crossing point. Plans are also in place to reduce taxes at Sierra Leone airports so that the cost of air tickets to Sierra Leone are reduced.

AfO: Are you optimistic about the future of the tourism industry in Sierra Leone?

LK: Yes, I am very optimistic about the future of the tourism industry in Sierra Leone. I can feel it in the atmosphere that this is the time for tourism. Let us give tourism a chance in our country.

Lumley Beach Road, Lumley Beach, Freetown Tel: +232 88 867663 info@sierraleonenationaltouristboard.com www.sierraleonenationaltouristboard.com

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Transport Links

Freetown’s ferry caters for all kinds of passengers

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Motorcycles and scooters are very popular means of transportation in the country

the 1970s. Boats known as pam-pahs operate between several towns, while minibus services link most major cities.

The compact size of Sierra Leone makes cycling a viable option, although it is advised that major tarmacked roads are avoided due to risk of accidents.

Car hire is another avenue, although

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PHOTO: PASCAL KOBEH

ALL INTERNATIONAL FLIGHTS land at Freetown’s Lungi International Airport, which is served by a few European airlines such as Brussels Airlines and KLM. Visitors from London generally have to travel via Casablanca, while Air France flies from Paris via Abidjan.

The other way of getting into Sierra Leone is by road through land borders with Guinea and Liberia, which can be crossed by public bus or private vehicles.

Once in the country, road and waterways are the only way to get around, for there is no domestic air coverage and rail transport ceased in

this can be expensive especially when travelling north as driver expenses can tally up – however, there are several reputed companies operating such services which are recommended by tourist boards.

In Freetown, taxis can be hired at reasonable rates which can usually be negotiated prior to travel.

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Landmark Attractions

Tiwai Island

“As one of the last remaining tracts of Upper Guinean Congolese Rainforest, Tiwai is a wildlife sanctuary of profound ecological importance. Established in 1979 as a research centre by leading primatologist, John Oates, Tiwai is increasingly sited as a place with terrific ecotourism potential” – Visit Sierra Leone

Tacugama Chimpanzee Sanctuary

“In the dense rainforest of Western Area National Park, Sri Lankan founder Bala created Tacugama Chimpanzee Sanctuary, a leafy, waterfall-framed hideaway set up with the purpose of rescuing and rehabilitating endangered primates” – Lonely Planet

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State House

“The State House was built in 1895 and was initially referred to as Fort Thornton. The State House is the principal workplace of the President of Sierra Leone… located at State Avenue, Tower Hill, in central Freetown” – statehouse.gov

Sierra Leone National Museum

IMAGE: DANBJOSEPH @ MAPILLARY.COM

“Sierra Leone’s National Museum is located at the centre of Freetown under the branches of the city’s famous Cotton Tree. It is the hub of many cultural activities in Freetown and holds an important collection of Sierra Leonean artefacts and artworks” – sierraleoneheritage.org

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hile The Gambia might be known as the smallest nation on the African mainland, it has equally developed a reputation as one of the continent’s most tourist-friendly

countries.

An obvious draw is its promise of warm weather, yet The Gambia is so much more. Home to everything from quiet tropical beaches and colonial architecture to an abundance of flora

and fauna that is perfect for wildlife enthusiasts, it’s nothing less than a hidden gem along the West African shoreline.

The landscape is largely comprised of forests and marshland that surround

THE GAMBIA

From golden sands and palm trees on tropical beaches to more than 500 species of bird, The Gambia is proof that good things come in small packages Writer: Jonathan Dyble | Project Manager: Jordan Levey

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the River Gambia, a 1,120-kilometrelong waterway that runs through the heart of the country and into Senegal and Guinea.

Further, the City of Banjul, formerly known as Bathurst, is the country’s

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northern capital and the most densely populated metropolitan area.

However, it must be noted that it is only the country’s fourth largest city.

With Brikama to the west and Bakau to the south and a thriving traditional,

cultural and ecotourism scene spanning across the eastern reaches of the country, there is something for everyone when it comes to exploring The Gambia.

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The Business End CO CO ONED BY SENEGAL, The Gambia’s economic epicentre can be found on its western seafront, the country home to a 60-kilometre stretch of Atlantic coastline.

As such, re-export trade constitutes a large part of the nation’s economic activity, while rain-dependent agricultural activities are also a significant contributor and employ approximately 75 percent of the country’s entire labour force.

In more recent times, however, tourism has equally come to account for increasingly large proportions of GDP, owed to the three strands it is able to provide: traditional sun seeking holidays, culture trips and

nature-centric excursions.

In fact, the number of international arrivals rose to 225,000 last year, surpassing the 171,000 tourism-related visitors recorded in 2017, helping to set the World Bank’s latest forecast that expects the country’s economy to grow by 5.4 percent this year and maintain similar growth through 2020.

This in mind, while economic development is still required, both in the way of diversification and infrastructure developments if the country is to make real progress, there has certainly been an air of optimism surrounding the country in recent times.

City of Banjul, formerly known as Bathurst, is the country’s northern capital

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FACTS & FIGURES

Languages: Area: Population (2016): GDP (2017): Currency: Time zone: Dialling code: Internet TLD: Climate: Highest recorded temperature:

English 11,295 km² 2.1 million $1 billion Gambian dalasi GMT +220 .gm Sub-tropical 45°C

“Kololi Beach Resort, is the perfect holiday location on the Smiling Coast of West Africa ... where time stands still.”

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Golf course

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l 1 & 2 Bedroom self-catering villas and apartments l All year round accommodation l Renting or buying has never been easier l Superb payment plans l 18 Hole / Par 3 Golf course

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For more information Telephone: 00 220 222 2242 Email: bookings@kololi.com Facebook: Kololi Beach Resort Instagram: KololiBeachResort(Gambia) Website: kololi.com

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G A M B I A

Gambia Hotel Association ONE ORGANISATION THAT has been paramount to the furthering of Gambia’s tourism ambitions is the Gambia Hotel Association (GHA).

Initially set up in 1973 with a modest membership of just three hotels, the organisation has expanded rapidly to encompass over 40 hotels today, comprised of two-star to five-star hotels.

Speaking with Bunama Njie, the association’s current General Manager, we discussed the forecast for the country’s tourism industry, looking at some of the most exciting prospects that are set to transform both the MICE scene and the wider leisure segment.

Africa Outlook (AfO): Can you firstly talk me through the origins of the Gambia Hotel Association, how it came about, and its initial vision?

Bunama Njie (BN): Since its inception in the 70s, the core function of the GHA has been to serve as an advocacy body for its members, facilitate networking and collaborate with the tourism sector and other tourism stakeholders including the Ministry of Tourism and culture and other various agencies.

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Given the exceptional growth of tourism, the role and functions of the GHA include influencing policy in critical areas of hospitality development; proactive marketing and promotion of members products through joint marketing with other stakeholders such as the Gambia Tourism Board; capacity building programmes for members to keep abreast of new trends and encourage high standards of service delivery; and enhance partnership and networking amongst the growing membership and other organisations, share best practices, experiences and more.

AfO: How would you say Gambia has developed in recent years as a business travel hub and what are the key reasons behind its growing appeal?

BN: Owed to a change in government in 2017, we have rejoined the Commonwealth and cemented our dented relations with the EU where roughly 60 percent of our tourists come from.

We’ve also enhanced relations from other international communities such as the UK and USA, while tireless marketing efforts from the Ministry

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of Tourism and Culture, the Gambia Tourism Board, the Gambia Hotels Association, the travel and Tourism of the Gambia and the Association of Small Scale enterprise in responsible Tourism has paid dividends.

AfO: Why, in your opinion, should someone visit Gambia?

BN: When it comes to choosing the best destination to enjoy your leisure in Africa, Gambia tops the list in terms of memorable places to enjoy and get the best African experience.

You won’t experience any jet lag from the six-hour flight to most destinations that often feature gorgeous long sandy beaches, glorious winter sun and the vibrant, exotic culture and legendry hospitality of the local people. This is not to mention the abundance of exquisite and trendy resorts, the related complimentary facilities and a great ecosystem epitomised by the majestic Gambia River.

Alongside this, you can expect the best local and international cuisines and different daily activities such as river cruising, fishing events, adventure and village tours, cultural orientation, and sporting activities.

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AfO: Are there any specific attractions, landmarks or places to eat and drink that you would recommend?

BN: There are many restaurants to eat from but topping all the clusters is the Senegambia Strip where there are more than 20 restaurants. I would specifically recommend the Senegambia Beach Hotel Domorr Dula international restaurant and African Buffet daily, Reo’s, Three Chicks, Al Rauche Lebanese restaurant, Scala restaurant, El Sol, Gustov Italian BN: The Gambia is fast developing restaurant, African Queen International as a business hub, as we are now very and African, Darboes Gambian Dishes, much focused on the MICE business.

Tao Asian and many more!

More conference facilities are being built, three new hotels have been AfO: What are the best ways of opened this year alone with over a getting around the country? capacity of 500 new beds, and another BN: There are organised and five new hotels are under construction, tailored tours offered by the Tourism expected to be operational in and Travel Association (TTAG) of the 2020/2021 and provide an additional Gambia, or organised tourist guides 1,000 beds. if you’re looking for a more personal and local touch. Alternatively, you AfO: Are there any plans or can hop in a taxi and explore what projects in the pipeline that you Gambia has to offer, such as Makasutu wish to highlight?

Cultural Forest, Renowned ROOTS, BN: Gambia will host the 2021 Kunta Kinteh Island, wildlife and bird Organisation of Islamic Cooperation watching.

(OIC) conference, and currently a new international conference centre is AfO: How do you see Gambia being built in the famous Senegambia developing as a business travel Area in readiness for the forthcoming hub over the next year to two years? event. Further, there is also a new 400-

room hotel, VIP lounge at the Banjul International Airport, a 22-kilometre express way and a 50-kilometre feeder road under construction. We’re also investing in a water and electricity supply project, estimated to cost $222.5 million.

AfO: Are you optimistic about the future of the tourism industry in Gambia?

BN: We’re very optimistic. The Gambia is one of the most sought-after tourism destinations in the sub-region, as are its exquisite hotels and resorts that overshadow the popularity of others in this part of Africa. Similarly, there is a rapid increase in investments to renovate and construct ultramorden hotels and resorts across the country, something that will serve to further this reputation.

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Out & About WHEN TRAVELLING AROUND Gambia’s coastal regions, typical beach-related activities such relaxation and water sports are expectantly popular. Home to a coastline that is rarely overcrowded and features golden sands, numerous palm trees and reliable weather forecasts, it’s no surprise that the country has been described as a beach lover’s paradise.

Some of the most highly recommended locations include Kotu Beach, Brufut and Kololi, each providing idyllic, serene settings.

Meanwhile, national parks and nature reserves are a particular highlight as you head further inland, showcasing the 500-plus species

of bird that inhabit the country, alongside monkeys, crocodiles, hippos and a number of other exotic animals. Intrepid travellers often work their way along the River Gambia, partaking in a number of excursions, while budding birders generally head for the Bao Bolon Wetland Reserve.

When considering local cuisine, street food is often unbeatable and readily provides a cheap and often cheerful authentic experience. Must try dishes include chicken yassa, m’bahal rice and a number of afra dishes that place a local twist on barbecuing. It must be noted, however, that vegetarians and vegans may struggle to get by with local cooking.

Xxxxxx Beach

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" The Gambia- Today's Gateway into Africa"

Commercial Office Buildings High Quality Infrastructure Network Airport Business Hotel Light Goods Manufacturing High Quality constant energy supply

Redistribution Hubs On-site Integrated Leisure Center Multiple Retail Centres High-Speed Telecommunication Internet Services Eco Friendly Buildings

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Outlook Recommends “The Gambia may be the smallest country on the continent, but its captivating array of attractions belies its tiny size” – Lonely Planet

HOSPITALITY

TOURS

Kololi Beach Club Limited Kololi Beach Resort is a prestigious resort for the discerning holiday maker and holiday homeowner, ideal for those who prefer guaranteed luxury when staying away from home. Set within 24 acres of lush gardens and situated along a stunning beach front location, Kololi Beach is perfect for relaxation in stunning, natural surroundings.

NATIONAL PARKS

River Gambia National Park

TAF Gambia Tours

Kiang West National Park Abuko Nature Reserve MUSEUMS

Gambia National Museum White Horse Residence Ocean Bay Hotel & Resort 48

Gambia Tours Arch Tours

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Tanje Village Museum Stone Circles Site Museum

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We provide many services for both the local community and tourists traveling from all over the world. Among these are Hotel Reservations, Airport Transfers, Flights to Europe and a wide selection of excursions around the Gambia and Senegal, which allow you to enjoy the culture, food and the general atmosphere of this wonderful country.

Bijilo, Off the bertil Harding Highway, P.O.Box 217, Banjul, The Gambia, West Africa +220 4462601 / 2 | info@gambiatours.gm | www.gambiatours.gm GambiaToursLimited

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A Luxury Island of Recreation

The White Horse Residence Batokunku E-Mail: info@whitehorseresidence.com Phone: +220 360 1111

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T H E

G A M B I A

Transport Links BANJUL INTERNATIONAL AIRPORT, also known as Yundum International, is the country’s only international airport. Located approximately 15 kilometres south from the northern coast, a short taxi or bus journey is required to get to the city centre, costing around D300-400, or roughly $8.

Domestic flights aren’t an option within Gambia itself, so a combination of taxis, buses and/or car hire are

recommended for getting around.

The country’s Gambia Transport Service Company (GTSC) bus service, inaugurated in 2013, continues to launch new routes and expand its reach and has transformed the country’s public transport network.

Navigating The Gambia does pose some challenges, however, owed to poorly maintained roads, a lack of streetlamps and more. The country has 4,000 kilometres of road, but just

750 kilometres of these are paved, for example.

This in mind, four-wheel drive vehicles are generally recommended where possible.

Otherwise, for short distances, bicycles can be the best way of getting around. These are often available to hire at hotels and resorts and can be a cheap and convenient way of exploring on a day-to-day basis.

Banjul International Airport

IMAGE BY KARTE: NORDNORDWEST, LIZENZ: CREATIVE COMMONS BY-SA-3.0 DE, CC BY-SA 3.0 DE

Typical West African bushtaxi waiting for passengers

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Landmark Attractions Fort Bullen

“It was built by the British in 1826 to thwart the efforts of some European slave traders. In the early 1970s it was declared a National Monument, and in 2003, along with the Six-Gun Battery in Banjul, was inscribed as a UNESCO World Heritage Site” – Access Gambia

Makasutu Culture Forest

“Like a snapshot of The Gambia, Makasutu Culture Forest bundles the country’s array of landscapes into a dazzling 1,000-hectare package. The setting is stunning, comprising palm groves, wetlands, mangroves and savannah plains, all inhabited by plenty of animals, including baboons, monitor lizards and hundreds of bird species” – Lonely Planet

Arch 22

Wassu Stone Circles

“The site consists of four large groups of stone circles that represent an extraordinary concentration of over 1,000 monuments in a band 100 kilometres wide along some 350 kilometres of the River Gambia. It reflects a prosperous, highly organised and lasting society” – UNESCO

PHOTO BY ATAMARI, CC BY-SA 3.0

“The Arch 22 is an impressive monument and one of the tallest structures in the country at about 114 feet. The off-white coloured gateway arch which spans Independence Drive was built to commemorate the July 22 coup of 1994” – Afro Tourism

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E T H I O P I A

ETHIOPIA

From stunning national parks and mountain ranges to an enormous array of cultural landmarks and traditions which survive to this day, Ethiopia is a gem of a destination Writer: Tom Wadlow | Project Manager: Joe Palliser

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pic landscapes, historical wonders and a severely underrated wildlife scene, Ethiopia is a destination which has it all.

One of the world’s oldest countries, it is also the only African nation to escape the clutches of European colonial rule, evidenced in its array of monuments dedicated to a great many other faiths and powers which have imparted their influence.

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A nation brimming with culture, ancient customs and traditions from the likes of the Surmi, Afar, Mursi, Karo, Hamer, Nuer and Anuak all remain intact and are cause for a great many spectacular festivals.

Ethiopia is also one of Africa’s most beautiful landmasses, housing the vertical extremes of the Simien and Bale mountains and the Danakil Depression, the lowest place on the continent. Couple this with an

abundance of wildlife, and the country is an ideal destination for those looking to explore the best of what the region has to offer in terms of the great outdoors.

Addis Ababa, Ethiopia’s capital, is among the safest places in Africa and is its fourth largest city. Home to some inspiring cuisine and thoughtprovoking museums, it is well worth a visit here to complement any ventures in Ethiopia’s natural landscape.

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E T H I O P I A

The Business End

FACTS & FIGURES ETHIOPIA’S ECONOMY HAS undergone marked changes over the decades, the communist Derg regime introducing nationalisation of all industries when it came to power in 1974.

Some liberalisation progress has been made since the 1990s, but the contentious question of land ownership remains and has hindered the development of commercial agriculture. However, the country’s farming land remains its most promising resource despite the damaging impact of soil erosion, deforestation and overgrazing.

Although agriculture contributes around half of Ethiopia’s GDP, the services sector is not far behind, generating approximately 40 percent of the nation’s income.

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A sizable proportion of this is derived from tourism, an industry which turned over $1.4 billion in the second half of 2018 according to the country’s Ministry of Culture. This is down on the $2.7 billion target, but nevertheless Ethiopia managed to welcome more than 380,000 tourists during the period in question.

Among the initiatives brought in by the government to boost tourist arrivals include a more liberal visa regime, with the issuance of e-visas seen as a catalyst for more visitors.

Indeed, Ethiopia’s Travel & Tourism economy grew by 48.6 percent through the whole of 2018, the largest of any country in the world, according to the World Travel & Tourism Council’s annual review of the economic impact and social importance of the sector.

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Capital: Area: Population (2018): GDP (2017): Currency: Time zone: Dialling code: Internet TLD:

Addis Ababa 1,063,652 km² 96,769,000 $77.3 billion birr East Africa Time +251 .et

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FOR THE TRAVEL ENTHUSIAST

ETHIOPIA TOURS AND TRAVELS An amazing travel experience into nature, history and culture.

Ethio Afro Tours has been providing quality service for leisure seeking tourists and business visitors to Ethiopia and it is an experienced private tour and travel agency providing quality service.

Staffed with a highly qualified team, Ethio Afro Tours specializes in coordinating tours for safaris, expeditions and birding throughout Ethiopia that are tailored to individuals or groups! Planning a vacation trip, that is unique and off the beaten track.

Well there is no other unique place like Ethiopia, a country with diverse landscape, 2,000 years civilization, unique wild life, various cuisine and welcoming people.

Visiting Ethiopia is lifelong dream for many people. If you ask around, it is most likely you will discover that others have the same interest in visiting Ethiopia as you do.

Just imagine sharing an incredible vacation with friends or family while traveling through some of the most breathtaking nature and a land of contrasts.

Ethiopia is Old, Old beyond all imagination. ‘Fair price, alwayss smiling, great service and hospitality. Please come and enjoy the spectacular sights Ethiopia has to offer-Afar, Lalibela, Simien Mountains,Tigray and more’

info@ethioafrotours.com www.ethioafrotours.com

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ETHIOPIA OFFERS BOUNDLESS opportunity to explore nature, and any visit to the country is not complete without a venture into Simien Mountains National Park in the north of the country. UNESCO-listed, it is one of Africa’s most stunning mountain ranges and perfect for those wanting a casual stroll or serious trek.

One will also be spoiled by the abundance of wildlife on offer, from elephants and crocodiles to hyenas and a tremendous variety of birdlife.

In terms of food, drink and entertainment, then Addis Ababa is a safe bet and where many visitors will set up basecamp for their stay.

The city is awash with restaurants

covering all cuisines, but it is particularly worth looking out for local-inspired food here, which is characterised by hearty stews, barbequed beef and fresh fish.

Addis Ababa is also home to many excellent museums, not least the National Museum of Ethiopia, which contains many precious local archaeological finds such as the fossilised remains of early hominids, the most famous being Lucy, the partial skeleton of a specimen of Australopithecus afarensis.

The Ethnological Museum, Holy Trinity Cathedral and Meskel Square are also worth a visit, especially if the latter has an event on.

Simien Mountains National Park

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PHOTO BY RICHARDAL - OWN WORK, CC BY-SA 3.0

Out & About

National Museum of Ethiopia, Addis Ababa

Holy Trinity Cathedral, Addis Ababa

E T H I O P I A

Addis Ababa Hotel Owners Trade Sectoral Association THE ADDIS ABABA Hotel Owners Association (AHA) was established in 1997 as a non-profit under the name of Ethiopian Hotels and Restaurants Employers Association. As Lude Abiy, the organisation’s General Manager explains, “the founders’ initial vision was to establish an association that would support the industry with the highest quality services and resources available.

“However, due to the enormous changes of the past decade, the association members felt the need for it to reform, anticipating and meeting the growing and changing needs of its members and the city. For this specific reason the association was rebranded in the year 2012 to Addis

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Ababa Hotels Owners Trade Sectoral Association.”

Abiy went on to answer our questions about AHA and the wider tourism scene in the city.

Africa Outlook (AfO): Since inception, how has the AHA developed and progressed in terms of its key objectives and the messages it tries to get across?

Lude Abiy (LA): AHA has developed greatly since its inception. There are many developments that have been accomplished by AHA, the first being the fact we have greatly grown our membership base.

The second major change is that we have started to work with government

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offices and other stakeholders to change policies which are not favouring the tourism sector, as well as fostering those that are promoting the sector. Thirdly, AHA has started to produce its own city hotel guide that shows the city capacity and its hotels. This enabled the association to promote members and the city throughout the world. AHA has also been offering training and workshops for members’ employees to develop the services and skills required to succeed. Further, we have created a platform/job fair and networking day that will be happening every year which enables member hotels to recruit qualified citizens who want to join the hospitality sector.

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AfO: How would you say Addis Ababa has developed in recent years as a business travel hub and what are the key reasons behind its growing appeal?

LA: Addis Ababa has developed in recent years specifically in regard to the number of hotels in the city as well as global international brands.

The number of rooms in the city has increased which means it is now possible for the city to host big conferences, expos and meetings. In addition, out of the 121 member hotels of the association, 95 of them have halls and function spaces to cater to business meetings and conferences.

Among these 95, there is a total of 293 halls varying in size to facilitate any event, boosting over 47,000 square meters of space. In addition to this, big convention halls are under construction which will make the city more preferable for many event hosts.

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Tomoca coffee house, Yod Abyssinia restaurant and Baata restaurant are well worth a try.

AfO: What trends are transforming the tourism industry in Addis Ababaat present? How are you responding to these trends?

LA: In my opinion the trends that are transforming the tourism industry in Addis Ababa at present are the growth AfO: Why, in your opinion, should of demand for a variety of services, someone visit Addis Ababa? and the attention of the government LA: In my opinion, Addis Ababa is a to the sector. great city for visitors in major ways.

The Association is responding to Just to mention some: one – it has the trends by giving more support to these best weather throughout the year; services, ensuring they are delivered as two – it has hotels for everyone, from smoothly as possible. small independents to big international Further, the arrival of more new hotels; three – the city has many global international and local hotels fantastic international restaurants, in the city and the completion of traditional restaurants, souvenir the convention centres that are houses, museums, and historical being constructed are positive places; and four – it is one the safest developments, and will be followed cities in Africa. by an increased number of events and expos being hosted by the city of Addis AfO: Are there any specific Ababa. attractions, landmarks or places to eat and drink that you would AfO: Are there any plans or recommend? projects in the pipeline that you LA: I recommend the Emperor wish to highlight?

Menelik II Palace-Entoto area, the LA: We have many projects in the National Museum, The Addis Ababa pipeline.

Museum, the Ethnographic Museum, One is to organise a hospitality Merkato Market and Shero Meda industry job fair and networking traditional cloth market, among other event that is being held every year – places. this is an event that gives a platform In terms of places to eat and drink, for unemployed people to be hired

“I am very optimistic about the future of the tourism industry in Addis Ababa, especially when it comes to MICE tourism” in member hotels in the fields they are qualified in. A second project is producing a hotel guide every year that can promote member hotels and the city, while another project involves establishing a tourism academy that will produce many professional citizens in the sector.

AfO: Are you optimistic about the future of the tourism industry in Addis Ababa?

LA: I am very optimistic about the future of the tourism industry in Addis Ababa, especially when it comes to MICE tourism. Addis Ababa has all the potential to host big exhibitions, meetings and conferences. Currently the city has more than 11,000 rooms and the biggest airline in Africa which gives us a great opportunity to work on MICE tourism. Moreover, it has conference halls such as the UNECA and AU and a big convention hall development on the horizon.

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E T H I O P I A

Outlook Recommends “Ethiopia is like nowhere else on the planet, a beautiful country blessed with a peerless history, fabulous wildlife and some of Africa’s most soulful peoples” – Lonely Planet

TRAVEL AND TOURS

Tropic Air Tropic Air, from its base at Nanyuki Airfield in the heart of Kenya, offers private flights and helicopter services.

The company has a strong East African footprint and 28 years of experience in the industry, offering heli-services and pioneering heli-safaris throughout the region, including Ethiopia.

A helicopter safari over Ethiopia is a highlight for any visitor, the trip exploring the medieval world of historical treasures and places of worship from above, as well as the high and low terrains found in the country.

FOOD & DRINK

Ethiopian Airlines

Bait Al Mandi

The national carrier of Ethiopia, Ethiopian Airlines has been operating for more than 70 years and manages a network covering east to west across the continent. The company also serves 100 international destinations on top of the 21 domestic routes.

HOTELS Delano Hotel, Bahir Dar Addis Regency Hotel

Yod Abyssinia

Agesha Tours

Capital Hotel and Spa

Abucci Restaurant

Ethio Afro Tours

Goha Hotel

2000 Habesha

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ETHIOder Tour and Travel Fax: (251-11)6631373 Tel: (251-11)6630363

www.ethioder.com

“Ethiopia - the best place to be…” explore it with ETHIODER TOUR AND TRAVEL.

NATIONAL PARKS

Simien Mountains National Park

T 251116630363 F:+251116631373 E logistics@ethioder.co | manager@ethioder.co

ZEIST LODGE is the first urban lodge in Addis Ababa CITY!

Mago National Park

“A LITTLE PARADISE IN A BIG CITY” comments from the guest’s side.

T: +251 913 644 316 | +251 941 699 861 | +251 915 536 730 +251 939 509 105 | +251 116 262 639/42 E: belaynehzerihun1@gmail.com | info@zeistlodge.com

Omo National Park

www.zeistlodge.com

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E T H I O P I A

Transport Links

Bole International Airport

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Another popular means of exploring the country is by hiring a car with a driver, with costs starting at around $120 per day with anywhere between 50 and 75 kilometres offered for free before a charge kicks in.

For travelling within cities, most operate a minibus network which is a

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PHOTO: PASCAL KOBEH

BOLE INTERNATIONAL AIRPORT is Ethiopia’s only international air transit gateway, with airlines flying in and out of the country including Ethiopian Airlines, EgyptAir, Emirates, Kenya Airways, KLM, Lufthansa, Saudi Arabian Airlines, Sudan Airways, Turkish Airlines and Yemenia.

Once in the country, there are many ways to get around including a comprehensive domestic air transport network.

A solid long-distance bus network also covers much of Ethiopia, with new operators such as Selam Bus and Sky Bus offering a modern and comfortable service. Coupled with a growing network of paved roads, and travel by bus is becoming a more viable option for many visitors.

cheap and quick way of getting about, while taxis are another common mode of travel.

It is also worth mentioning the opportunities on offer for cyclists, although rough terrain and roads make taking spare parts and repair kits essential.

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Landmark Attractions

Northern Stelae Field

Bet Giyorgis

“When you think of Lalibela, you’re thinking of Bet Giyorgis. Resting off on its own, St George’s Church is Lalibela’s masterpiece. Representing the apogee of the rock-hewn tradition, it’s the most visually perfect church of all” – Lonely Planet

“Amazingly, about 90 percent of the field hasn’t yet been dug, so no matter where you walk, there’s a good chance there’s an undiscovered tomb with untold treasures beneath” – Lonely Planet

Debre Damo

“Debre Damo is magnificent in terms of its location and extensive collection of priceless manuscripts that have remained intact until today. It has become a prominent monastic and educational centre for the Ethiopian Orthodox Tewahedo Church” – Ethiopian Treasures

Bale Mountains National Park

“Located 400 kilometres southeast of Addis Ababa, Bale Mountains National Park contains a spectacularly diverse landscape. The high altitude, afromontane Sanetti Plateau rises to over 4,000 metres and includes the highest peak in the southern Ethiopia highlands” – balemountains.org

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With content compiled by our experienced editorial team, complemented by an in-house design and production team ensuring delivery to the highest standards, we look to promote the latest in engaging news, industry trends and success stories from the length and breadth of Africa.

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CA CA AFRIC

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Opportu ng nity

ISSUE 72

HYBRID

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SECURING

Self-Sufficiency As Zambia bids to fulfil its food production potential, Hybrid Poultry Farm continues to provide an affordable, high-quality and customer-focused solution for retailers and QSR operators Writer: Tom Wadlow | Project Manager: Lewis Bush

AFRICA H Y B R I D P O U LT R Y FA R M

A key contributor to Zambia’s bid to boost food production

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ambia has enormous (and Keeley, CEO of Hybrid Poultry Farm. largely untapped) potential to “Other benefits would include produce food. food self-sufficiency, significant Home to 40 million employment and the opportunity hectares of arable land, an abundance to export food products into the of water resources, fertile soils and a surrounding region.” low population density, the country Poultry is a vital component of is enviably-placed to contribute to Zambia’s food production ecosystem, seen as the most cost-effective and Africa’s food production needs. accessible form of protein for much However, the fact remains that agriculture contributes a little over of the country’s and wider continent’s eight percent of GDP despite the population. sector employing almost half Zambia’s population. The southern African nation is still reliant on copper mining, an industry which is subject to price volatility and provides employment to just two percent of citizens.

Richard “Greater development in Keeley, CEO agriculture would not only provide the much-needed diversification of the economy, but also position the country better to tackle the great stress that will be placed on global food supplies due to climate change, urbanisation, and soil degradation,” explains Richard

tion potential, fulfil its food produc uality As Zambia bids to e an affordable, high-q continues to provid s and QSR operators Hybrid Poultry Farm sed solution for retailer and customer-focu

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Self-Sufficiency As Zambia bids to fulfil its food production potential, Hybrid Poultry Farm continues to provide an affordable, high-quality and customer-focused solution for retailers and QSR operators Writer: Tom Wadlow | Project Manager: Lewis Bush

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Keeley, CEO of Hybrid Poultry Farm. ambia has enormous (and largely untapped) potential to “Other benefits would include produce food. food self-sufficiency, significant Home to 40 million employment and the opportunity hectares of arable land, an abundance to export food products into the of water resources, fertile soils and a surrounding region.” low population density, the country Poultry is a vital component of is enviably-placed to contribute to Zambia’s food production ecosystem, Africa’s food production needs. seen as the most cost-effective and However, the fact remains that accessible form of protein for much agriculture contributes a little over of the country’s and wider continent’s eight percent of GDP despite the population. sector employing almost half of Zambia’s population. The southern African nation is still reliant on copper mining, an industry which is subject to price volatility and provides employment to just two percent of citizens.

Richard “Greater development in Keeley, CEO agriculture would not only provide the much-needed diversification of the economy, but also position the country better to tackle the great stress that will be placed on global food supplies due to climate change, urbanisation, and soil degradation,” explains Richard

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THE HYBRID POULTRY FARM SETUP

C-LINES

Based in Kabwe, Hybrid Poultry Farm’s Grandparent operations are carried out on a highly isolated bio-secure facility with a parent hatchery.

-Lines, a French company known as a leader in prefabricated poultry housing, offers an innovative concept, flexible and adaptable with a complete service from the design stage to fully completed building, supplying turnkey solutions for your business.

The parent stock from this site supplies Hybrid’s own breeder farms, other local breeder companies and the East African market through exports to sister operations in Kenya (Kenchic Ltd) and Tanzania (Tanbreed Ltd). The Hybrid parent stock farms also house other genetics – the Hyline layer parent and the SASSO parent, both of which are imported directly from Europe.

The company has two commercial hatcheries (in Lusaka and Kitwe) from which fertilised eggs are used for production of broiler (meat), layer (table eggs producers) and village chicken day-old chicks.

These eggs are also exported to the surrounding countries in the region. The day-old chicks from the commercial hatcheries are sold to local farmers and feed the in-house broiler growing operation, as well as contracted farmers who grow broiler birds for the company’s abattoir.

The processed chicken and further processed chicken products from the abattoir are sold under the Country Choice Chicken and Eureka Chicken brands to major retailers and fast food outlets in Zambia.

For Keeley, entry into this sector was a natural step in terms of prior experience and his natural interests.

“I have had a passion for agriculture and the food industry since I can remember,” he says. “I was in the tea industry for about 12 years prior to joining Hybrid in 2003, where I was heavily involved in the commercial aspects of agriculture.

“However, I was always interested in getting involved in the production side as well, and I guess joining Hybrid was the pathway to a production and commercial oriented career as my tertiary education was focused on agriculture and business.”

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C-Lines designs, engineers and manufactures its own buildings, customising structures to fit specific client requirements and successfully operate in any geographic location.

All our buildings are designed and constructed to be durable and lasting, to turn customer investments into business in the long term. Our experience has led projects in over 60 countries.

C-Lines guarantees to exceed customers’ expectations in every location of the project, wherever it may be.

C-lines’ concept is more birds/m², a better effectiveness of your ventilation and less days to achieve market weight.

Our pre-engineered buildings greatly reduce construction time. Your return on investment is greatly increased over any local construction because our buildings strengthen your success.

C-Lines is the most powerful lane to implement your projects.

Built on knowledge

Hybrid Poultry Farm is based in the heart of the Zambian capital of Lusaka, its major operation revolving around the importation, hatching and rearing

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Hybrid Poultry Farm’s Grandparent operations are carried out on a highly isolated bio-secure facility with a parent hatchery

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T +27 82 609 3435 E d.rademeyer@c-lines.com

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LIVESTOCK BUILDINGS, STRUCTURES AND TURNKEY SOLUTIONS. WORLDWIDE. d.rademeyer@c-lines.com C-Lines South Africa (Pty) Ltd. | 16 Pomona Road, Pomona | Kempton Park, Gauteng, 1619 Tel.: +27 82 609 3435 www.c-lines.com

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PLASSON

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lasson was the very first South African poultry equipment supplier to design and build panel housing in South Africa and Africa, a venture that proved so successful that panel housing soon became the industry standard.

Plasson Livestock started off with the now globally well-known Plasson Bell Drinkers, later adding nipple drinkers and automatic feeding equipment and shortly after turning to supply complete packages of equipment, which include a complete solution for climate equipment with vast knowledge to suit any surrounding climate.

T +27 (0) 11 708 3094 E sales@plasson.co.za

www.plasson.co.za On-farm technical advice

of parent broiler stock from key supplier Cobb Europe.

“The poultry industry in Zambia is very competitive and we have seen two major players exit the sector in the last three years,” adds Keeley, who goes on to explain why he thinks Hybrid has been able to withstand such competition.

“Our company has been around for over 55 years and the wealth of knowledge and experience that we enjoy ensures that we provide quality products and services exceeding customer expectation at very competitive prices.

“We have a rich heritage of excellence in customer service that we endeavour to better in every succeeding year. We have established systems of tracking value throughout the production chain to ensure our esteemed clients get products that are fully traceable back to the grandparent stock and offer value for money.”

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This is reflected in the fact that Hybrid Poultry Farm’s bio-secure facility is rated in the top four in the world in terms of setup and biosecurity credentials.

Further, the company also provides laboratory and consultancy services, the former being a litmus test for the robustness and quality of its biosecurity procedures.

In the area of consultancy, Hybrid draws on a team of technical experts in poultry management which provides training and production advice to farmers all over Zambia.

They also contribute on a more academic level, delivering seminars to address issues such as winter brooding, disease management, feeding regimes and effective ventilation, issues which all have a significant impact on the bottom line for the farmers.

“Farming is not a hobby and we go the extra mile to ensure that the

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SARO AGRO INDUSTRIAL LTD

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aro Agro Industrial Ltd is a Zambian owned company and a leading importer, manufacturer and distributor of a wide range of industrial and agricultural equipment suitable for mining, construction and farming, among other industries.

Its product range encompasses tractors and agricultural equipment, pumps and irrigation equipment, and solar solutions and generators.

Saro is the leading supplier of Kirloskar generators to Hybrid Poultry Farm and is backing this up with strong aftersales service.

“We are proud to be associated with Hybrid and we look forward to continue offering a good service to its critical operations.”

T +260 (0) 21 138 7000 E saro@saroagri.co.zm

www.sarozambia.com

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Supply and servicing of feeding, drinking and climate control equipment for all poultry production operations.

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DELIVERING DEMAND Ensuring customers receive their products and services is a dedicated company fleet of more than 80 trucks that scale the Hybrid network up and down the country as demand dictates.

The fleet is operated using various technological tools, including fleet management software which ensures optimum routes are chosen and capacities of individual vehicles maximised. A Geotab tracking system ensures journey plans are executed properly.

Hybrid Poultry Farm also draws on the expertise of third-party providers when demand for its products peaks above its internal delivery capacities.

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farmers who grow Hybrid chicks make a profit and grow their businesses sustainably,” adds Keeley.

“In terms of our own processes, we are always looking to improve our systems to take advantage of the advancements in technology and make our operations as efficient as we can.

“Over the last couples of years, we’ve invested $5 million into the expansion of the abattoir, and $6 million into environmentally controlled broiler houses, expansion of breeder farms and the delivery fleet, among other priorities.

“We are already seeing returns on these investments to a greater magnitude than we initially anticipated, as we are now able to tap into markets that we had no capacity to venture into previously.”

Fulfilling potential

This investment in continuous improvement is testament to the firm’s

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SES

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ES lies at the heart of Zambian communities – providing quality health and life solutions.

Our strong network with neighbouring countries ensures we provide high quality and emergency response services – wherever you are.

We offer: Medical cover • Our medical plans cover you locally, regionally and internationally.

Medical services • We offer paramedic and evacuation services, along with on-site medical and emergency risk solutions.

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Health and life cover, designed with YOU in mind Visit http://ses-zambia.com/ to obtain a free quote.

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willingness to embrace change and adopt Kaizen principles.

Indeed, these pillars of Hybrid’s company culture will help steer it into a new growth phase.

“The future is bright, and we see ourselves being the poultry powerhouse in the region, drawing synergies from our sister companies in East Africa,” Keeley says. “We continue to expand and invest capital in the various projects that we believe will yield the returns that our stakeholders require.”

The company’s aims are bold – it wants to double the business in terms of output within five years, helping it to expand its market share.

“Our strategy is very clear,” Keeley continues. “We have a 10-year vision of where we want to see the business, not just in Zambia but also with our

associated companies Kenchic Ltd and Tanbreed Ltd. This is broken down into a medium term, five-year plan with annual implementation handbooks.

“It keeps us on track as we monitor and evaluate the progress, successes and challenges, and ensures that all efforts and resource utilisation are aligned to the vision and goals of the company.”

Central to these efforts are, of course, the Hybrid Poultry Farm staff.

“Our employees are the stars of the show,” says Keeley. “We don’t cut corners in recruitment and management of our talent which gives us an edge in production management.

“All staff are continuously trained and coached to ensure they buy in to our winning ambition of being a least cost producer of the highest quality, and this gives us competitive

Our employees are the stars of the show... we don’t cut corners in recruitment and management of our talent which gives us an edge”

Central to the company’s successes are the efforts of the Hybrid Poultry Farm staff

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advantage in the market.”

Indeed, the company spends around $500,000 a year on tailor-made training and development schemes, programmes which are delivered in-house by experts or via external consultants from around the world.

Hybrid also routinely sends staff abroad to gain experience, while its graduate training initiative aims to draw in the best of Zambia’s talent pool entering the market every year.

Continuing to contribute

Offering employment and personal development opportunities for local people is just one way in which Hybrid Poultry Farm is contributing to its community.

The company engages in a number of corporate social responsibility activities, something which Keeley highlights as crucial to Hybrid’s identity and a differentiator for the business.

“Most of our initiatives focus on orphans as the country has a high prevalence of the HIV/AIDS pandemic, which robs children of their parents too early in their lives leaving them vulnerable,” he explains.

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This custodian focus extends into environmental issues, Keeley highlighting the work carried out in the area of waste management and recycling, conserving resources and operating under a triple bottom line mentality.

For example, Hybrid is part of the Plant A Million tree campaign in Zambia and has replanted sections of its farm where commercial activity is not taking place.

By operating responsibly on these three fronts (financial, social and environmental), Keeley is optimistic about the role both Hybrid and the poultry industry at large can play in Zambia’s ongoing drive to become self-sufficient.

While he acknowledges the industry faces challenges, as with many sectors, he concludes by restating his confidence.

“The role of the poultry industry in the larger agricultural picture of Zambia is undisputed and will continue to be a big contributor in the future.

“In the heart of the culture is a love for poultry products and you can see it in every celebration that chicken must be a part of the protein options to complete the feast. Chicken is the most affordable form of protein,

although the per capita consumption is behind that of its neighbour South Africa.

“With the population growth rate expected to increase, combined with limitations of land availability, it will get increasingly difficult to acquire massive plots to practice ranching for cattle or large-scale crop growing.

“These challenges are not shared by the poultry industry, which makes it ideal to champion food production capacity in the future.”

Hybrid Poultry Farm Tel: +260 975 835 581 enquiries@hybridpoultryfarm.com www.hybridpoultryfarm.com

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I wanted to become an engineer since my childhood because I believed it would offer me an opportunity to provide solutions that improve the lives of others.

“By working for Kenya Power for more than three decades and contributing to the country’s energy sector as an electrical engineer for many years, I believe I have achieved this.”

Jared Othieno is passionate about power.

Now serving as Managing Director and CEO of the national electricity distribution firm, he is determined to build on its near 100-year history, driving forward projects which will continue to catalyse industrial development across Kenya.

In 1922 Kenya Power was established with a simple mandate to manage generation, transmission and distribution of the nation’s electricity.

Indeed, for Othieno, the company’s greatest achievement to date has been succeeding in what he calls the unbundling of the sector, resulting in dedicated entities responsible for each of the aforementioned functions.

Kenya Electricity Generating Company (KenGen), Geothermal Development Company (GDC) and Kenya Nuclear Electricity Board (KNEB) fall under the generation umbrella of the business, with Kenya Electricity Transmission Company (Ketraco) handling transmission while Kenya Power and Rural Electrification Authority (REA) fulfil distribution remits.

These units combine to own and operate most of the electricity system in the country, selling to more than seven million households with a commitment to provide cost-effective, reliable and quality power to better people’s lives.

Powering Vision 2030

This is also the aim of the Kenyan government’s Vision 2030.

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Kenya’s Critical Connector Through a series of dedicated entities, Kenya Power is completing a number of projects geared towards connecting more consumers and businesses to vital power resources Writer: Tom Wadlow | Project Manager: Krisha Canlas

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PROFESSIONAL DIGITAL SYSTEMS (PDSL)

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rofessional Digital Systems Ltd. (PDSL) has evolved from a technical services provider in 1999, at its inception, to a leading ICT and fintech solutions provider.

This journey has been enlightening and progressive but not devoid of challenges. We have shared this journey with our employees, partners and customers, all of whom we are strategically aligned with and are part of the success.

A framework designed to transform Kenya into a newly industrialising, middle-income country that provides a high quality of life to all its citizens, it is clear how important the role of accessing reliable power will be in

BUILT ON VALUES Kenya Power’s mission and vision is to empower the population by securing business sustainability and becoming an energy solutions provider of choice.

It strives to do this by adhering to six core values as stated by the company:

We put our customers first as they matter most.

We work together as one team to achieve our goals.

We are passionate about powering the nation.

We believe in integrity and delivering on our promises.

We strive for excellence in all that we do.

We are accountable to our customers and stakeholders.

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delivering this ambition.

Central to this is the Kenya Electricity System Improvement Project (KESIP), a scheme created in response to frequent power outages and faults within the supply system.

“The strategy proposed through KESIP is to boost power supply by increasing and improving infrastructure through the generation of external funds,” Othieno explains.

“This will be achieved by the installation of new and improvement of existing supply infrastructure.”

Such work includes putting in place additional feeders in existing substations, construction of new substations and associated lines, installation of additional low voltage lines to boost power supply among customers, and the installation of additional transformers. Distribution infrastructure shall also be considered in the project.

“The Last Mile Connectivity Project is another important development,” adds Othieno.

“We want to attain a universal access rate by 2020 and are currently in the third phase of implementation.

The first and second phases have been funded by the African Development Bank and are targeted to connect 628,400 households to the grid.

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As one of our longest standing partners, PDSL would like to congratulate Kenya Power for its monumental growth and achievement in connecting Kenyans with electricity.

We appreciate its continued support, collaboration and opportunities. We would like to assure the company of our continuous support in this endeavour.

www.pdslkenya.com

EAST AFRICAN CABLES PLC

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ast African Cables Plc is a Cable Manufacturing Company registered in Kenya and Tanzania. The range of products includes copper electric cables and conductors for both domestic and industrial applications and aluminium conductors for power distribution. The company markets are spread in Kenya, Tanzania, Uganda, Rwanda, Burundi, South-Sudan and Congo.

We have consistently maintained an internationally accredited quality management system based on the ISO 9001 Standard. The company is listed in the Nairobi Stock Exchange and successfully partners with utility companies like Kenya Power and Lightning Company, Rural Electrification Authority among others in the provision of premium cables.

T +254206607000 E info@eacables.com

www.eacables.com

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PROFESSIONAL DIGITAL SYSTEMS LTD 4th Floor, Ngong Road Professional Centre.

PAYMENT & REVENUE COLLECTION SOLUTIONS

Nairobi, Kenya. +254 709 711 555 info@pdslkenya.com www.pdslkenya.com

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“The third phase is funded by the World Bank and will connect 200,000 households and add 1,000 new transformers to the network.

The fourth phase is to be financed by the French Development Agency (AFD), European Union and European Investment Bank.”

Jared Othieno

CARING FOR THE COMMUNITY As well as provisioning access to electricity, Kenya Power is uplifting communities through its corporate social investment (CSI) activities.

Another project centres around a goal to install lanterns and floodlights in public areas across all 47 counties to support a 24-hour economy, while additional initiatives have been launched in response to other challenges encountered by Kenya’s electricity sector.

For example, a major problem has been commercial losses resulting from vandalism and theft of electricity. To help tackle the issue, Kenya Power is working to enhance surveillance and engaging with the country’s judiciary to ensure tougher penalties are imposed on offenders.

Ageing infrastructure is also an obstacle and leads to inevitable technical losses, something which the company is addressing through investing in new substations and distribution lines. This is backed up by the Boresha Umeme programme that involves strengthening distribution networks by replacing broken and rotten poles.

Embracing technology

The replacement of old infrastructure ties in with Kenya Power’s strategic adoption of new technologies.

“Last year the utility migrated to an integrated customer management system (InCMS), a more versatile customer service system compatible with mobile and web-based self-service modules that enhance customers’ access to services,” says Othieno.

“InCMS replaced the previous system that had been in use for 20 years and is able to invoke massive data uploads, provide new mobility tools for technical and commercial purposes, and enable social media adaptability.”

Another useful data tool adopted by Kenya Power is a supervisory control and data acquisition (SCADA) system, which assists in the automation of system dispatch, management and maintenance of the transmission network. On the customer side, smart meters are providing extra convenience while also helping the company safeguard against power losses.

“Further, we are working on automating the distribution system to enable monitoring, coordination and operation in real time,” continues Othieno. “Project implementation is ongoing and has been completed in Nairobi and coastal regions.”

Othieno explains: “The company carries out various CSI projects focusing on education, provision of clean and safe water to communities, environmental conservation, mentorship and development of sports talent.

“In the last financial year, we invested KShs.13 million (around $130,000) to support projects proposed under the employee-driven Wezesha Jamii programme. Overall, the company dedicates one percent of its earnings towards CSI.” Board Member Zipporah Kering and General Manager of Corporate Affairs & Company Security Imelda Bore commissioning a classroom for AIC Cheles mixed secondary school

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Last Mile in Kwale

This continual investment in technology and modernisation of Kenya’s electricity network will serve to attract important investment into the country.

Othieno in particular highlights the impact this will have on opening up rural regions to development in the form of value-add and manufacturing activities.

“Modern communication and data services are going to be vital,” he adds.

“The internet and free movement of people and goods across markets will make it possible for investors to put up manufacturing facilities across the country and create employment.”

A sustainable future

In terms of Kenya’s energy mix, the ongoing modernisation work will only serve to facilitate an even greater uptake of renewables.

The country is already a leader in this regard, in that 70 percent of

its installed capacity derives from non-finite sources like hydro and geothermal, more than three times the global average.

By 2020, President Uhuru Kenyatta wants this figure to reach 100 percent, and Othieno points to the new Energy Act as an important piece of legislation which can encourage further investment in renewable energy.

“Renewable energy sources, specifically hydro and geothermal, rank as the cheapest sources of power within the dispatch merit order and as such help reduce the cost of power,” he says. “Geothermal resources are very stable energy sources and are mainly used as baseload capacity.

They therefore offer the much-needed reliability of power in the country.”

The MD and CEO goes on to highlight four key priorities for Kenya Power for the rest of 2019 and onwards, the first being to improve employee productivity. Other major

objectives include improving service delivery and ensuring the business is grown sustainably.

The most important, however, is the continuing provision of quality and reliable power, something which Othieno is confident about achieving.

“Kenya has adequate generation capacity and is projected to have enough reserves in the long term composed mainly of clean, renewable energy. This will, crucially, help reduce the cost of electricity in our country,” he concludes.

Tel: +254 203 201000 corporatecomms@kplc.co.ke www.kplc.co.ke

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PROUDLY

Ugandan

Embodying innovative values that stem from an entrepreneurial spirit, Hariss International and its flagship Riham brand are effectively setting new standards in the food and beverage industry Writer: Jonathan Dyble | Project Manager: Lewis Bush

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frica has come to be renowned as a continent on the rise, and Uganda is one country that typifies this reputation.

The East African nation’s real GDP growth rose from five percent in 2017 to 5.3 percent last year. Meanwhile, the African Development Bank has forecast that this upward curve will continue, projecting a 5.5 percent and 5.7 percent improvement in 2019 and 2020 respectively.

Uganda has in fact maintained a promising economic climate since the

1990s and early 2000s, paving the way for Hariss International, now an icon of national progression, to leap to the forefront of the Ugandan food and beverage industry.

“Coming from a biscuit background in Tanzania, I came to Uganda with a dream of promoting the brand name Riham that has been owned by my brother under Riham Industries since 1995,” reveals Yasser K. Ahmad, Cofounder and Chairman of the Board at Hariss International Limited – the parent company of the Riham brand.

Yasser K. Ahmad, Co-founder and Chairman of the Board at Hariss International Limited

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MASTERING THE MARKET Hariss International ensures that its Riham products are always differentiated from the competition, either through price, volume or packaging.

When it became the first to introduce the 320-millilitre PET carbonated drinks bottle in 2013, for example, it took the regional competition almost a year to follow suit.

“The main feature was it being disposable versus the returnable glass bottle,” explains Ahmad. “Since then we have introduced different volumes such as 400 millilitres, 500 millilitres, 600 millilitres, and two litres. Our water is also available in 320 millilitres, which we also were the first to introduce alongside our 600-millilitre and 1.5-litre bottles.”

The company also places substantial emphasis on its marketing practices, evidenced by its biscuit range.

“Our biscuit range covers all market segments, from school kids with small affordable packaging as low as UGX100 (2.7 cents) to everyday adult snacks, premium biscuits and airline products,” adds the Chairman.

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“The idea was to establish Riham in not only the biscuits industry but all food and drinks sectors, and so we started our expansion with the launch of water and imitation juice drinks in 2007.”

I came to Uganda with a dream of promoting the brand name Riham that has been owned by my brother... since 1995”

A story of success

12 years on and Ahmad’s dream has been more than realised.

Riham is now a well-known household brand, having captured the support of Uganda’s mass market with its broad product portfolio of carbonated soft drinks (CSDs), natural mineral waters, juices, malt and energy

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drinks, and, of course, biscuits.

This is not something that happened overnight for the company, however.

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ongoing determination and sound use of investments.

The Chairman explains: “Our 2007 expansion was facilitated by $1 million in funding, and we haven’t looked back since. In 2013 we again invested $10.5 million in a CSD line that included an in-house injection and closure system and water treatment facilities. The result was the launch of Riham Cola, Riham FunTime and Riham What’s Up, followed by our Rock Boom energy drink later that year.”

This growth has not wavered in the past half-decade, the company launching its Riham Funfruitti and

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“Our flexibility to respond to market demands and our continuous research into international flavour development keeps us in pole position,” Ahmad adds.

Revered locally, esteemed internationally

The company’s 6.5-acre facility has been crucial to this adaptable approach, allowing the firm to proactively stay ahead of the curve by setting new standards for production,

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Riham is now a wellknown household brand, having captured the support of Uganda’s mass market with its broad product portfolio’ innovation and distribution.

“Our factory is a state-of-art-plant featuring the latest technologyenabled machinery, the highest

standards of hygiene and top-quality raw materials,” states Ahmad. “It is also run under an ISO 22000 food safety management system and ISO 9001 quality management system.

“This in turn enables us to produce market-leading products at an affordable price and innovative packaging. We were the first to introduce the 320-millilitre polyethylene terephthalate (PET) CSD bottle in Uganda, for example.”

Leveraging this unrivalled asset, Hariss International has also been able to broaden its horizons in more recent times, with 15 percent of its

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ONE FOR MANY Hariss International’s CSR culture is derived from its One for Many initiative. Each year, a budget is set aside for this that is segmented into four major pillars:

EDUCATION

The company built the Shared Blessings Junior School, investing towards this project to both complete construction and provide uniforms, scholastic materials and the ability to run its first sports day.

The company also donated to children in its Lake Bunyoni project, helping them travel to and from school.

MEDICAL

Hariss has supported the Irene Gleeson foundation in Kitgum in fundraising drives since 2017, supporting two schools, two hospitals and a prison within the local community. These funds have enabled the introduction of a community library, supported research against nodding syndrome and generally helped to eradicate poverty in Kitgum.

YOUTH EMPOWERMENT

Hariss International also supports the Musika Foundation’s Special Children’s Trust annually to create awareness for children living with disability. The company since 2015 has provided scholastic and financial materials. Further, it has developed a long-standing partnership with Dolphin’s Swim Club in Kampala, injecting funds each year to the club’s swimming competitions.

ENVIRONMENTAL CONSERVATION

October 2018 saw Hariss embark on a greening mission in the Luwero district, planting 1,000 fruit trees around various primary schools in the region. Equally, the company partners with Little Hands Go Green during its annual Green Festival that invites 10,000 children to attend.

In a bid to enhance recycling and waste segregation, it also distributes recycling bins in various schools across Uganda.

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goods now sold across Rwanda, Kenya and the DRC. And while the company is beginning to cross borders and bolster its international reputation, it remains focussed on its role as a major upholder of the regional economy.

“Our raw materials come from all over the world, but we always try to source from Uganda and East Africa before we go global,” Ahmad reveals.

“We have long-standing relationships with wheat millers, oil fat producers and biscuit packaging suppliers in Uganda, for example, and electricity, water and fuel are all locally sourced.”

This is not to say that the company limits itself, however, the firm equally recognising the importance of reliable, trusted business partnerships from overseas.

Ahmad continues: “Many international companies have penetrated the East African market following their successful work with us. Further, our main imported items are plastics and white sugar, and these are international commodities which are traded from the Far East to the Americas.

“India, for instance, alongside Egypt and South Africa, is a major sugar and plastics source for us.

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“Further, in 2017 the Uganda Revenue Authority appointed Hariss International as an authorised economic operator under the World Customs Organization (WCO) framework. Its major objective is trade facilitation, promotion of supply chain security and, ultimately, enabling voluntary compliance to customs in recognition of high compliance with Customs laws and regulations and turnover.”

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for Many initiative.

CSR aside, the company currently employs more than 1,000 people across the country and has tailored its recruitment strategy to provide ambitious, young, entry-level workers with the chance to excel by favouring internal promotions.

And while the enterprise has already established itself as Uganda’s food and beverage vanguard, in the eyes of Ahmad, this is just the beginning.

He concludes, outlining some of the The preferred provider firm’s enterprising strategic plans and All things combined, Hariss goals for the future: “Today, Hariss International has become renowned International is on the verge of another as nothing other than a true champion major expansion, set to diversify into of Uganda’s ever-growing economic confectionery, snacks and cakes. We’re success. building a new Riham plant complex Owed to its esteemed position, the to accommodate this and some new firm has actively been partaking in a biscuit production lines that will lie number of corporate social investment on 27 acres of land, anticipated to be practices, helping to nurture local ready later this year with the product communities and build schools, launches themselves expected to mosques and churches through its One follow in 2020.

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“We recognise that the Ugandan market is still relatively underdeveloped, but Hariss International is taking the initiative in the aim of changing this, with more plans and projects to come.

“We’ve managed to obtain and maintain a significant market share in such a short space of time, and we’re slowly but surely fulfilling our vison of becoming the preferred provider in the food and beverages industry in Africa.”

Hariss International Tel: +256 41 456 7057 info@rihamgroup.com www.rihamgroup.com

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The Textile Transformer Leveraging state-of-the-art facilities to sustainably manufacture over 12 million metres of denim each year, Kanoria Africa Textile PLC is driving diversification across Ethiopia Writer: Jonathan Dyble | Project Manager: Matt Cole-Wilkin

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thiopia is distinctly an emerging nation on the rise.

Home to one of the world’s fastest growing economies, it is renowned as one of the seven largest and most natural resource rich countries in Africa. Coupling these prospects with a growing population of almost 90 million people, Ethiopia embodies a buoyant, bullish aura.

Nonetheless, agricultural remains the country’s primary source of income, accounting for roughly 85 percent of employment. Yet the

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aforementioned conditions equally provide ideal grounds for the nation’s expanding textiles industry.

“The opportunities for us are vast,” explains Ashish Agrawal, Group CEO of Kanoria Africa Textile PLC (KAT), a company that produces more than 12 million metres of denim per annum.

“Whether it’s the presence of a highly motivated young workforce, sustainable cotton cultivation, the availability of hydroelectricity at competitive costs or duty-free benefits applying to trade with the US and

Europe, Ethiopia is truly an exciting country for us to be operating in.”

The socioeconomic idea

A subsidiary of Indian-based company Kanoria Chemicals, KAT was established in 2012, with its commercial production operations having begun in July 2016.

This four-year period in between saw the firm constructing its state-of-theart plant in Addis Ababa – the world’s first green denim manufacturing facility, and the first eco-friendly integrated denim plant in East Africa.

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“We’re proud to be using unique, advanced water treatment technologies from Arvind Envisol that allows 90 percent of our wastewater to be condensed and recycled,” explains Agrawal. “Even after this, the remaining 10 percent is then processed, either evaporating or being converted into salts.”

Wastewater is not the only innovative feature of KAT’s plant, however.

The facility also houses zero solid waste disposal capabilities, converting any solid discharge into crystals that are then supplied to the cement industry and leather tanneries.

Further, the firm’s seven newgeneration electric boilers each run on hydropower, making the entire plant pollution free.

As such, the company has been recognised by a number of leading global brands such as Zara, H&M, Wallmart, Otto Group and others.

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“Our dream is to promote the continent’s textile and apparel industry, and our vision for doing this is to empower the people of Africa with sustainable growth, protect the environment and enhance cotton production, all while creating employment opportunities,” states Agrawal, eluding to the Group’s overriding commitments and philosophies.

This in mind, corporate social responsibility is not a side note for KAT. Rather, it forms the foundations that the company is built upon.

“The whole idea of our company is socio-economic,” Agrawal states. “We run year-round training and welfare activities for our employees who are eager to learn, equally focusing heavily on female empowerment with women accounting for up to 70 percent of our workforce.”

The firm’s hiring strategy is largely centred around the idea of

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Kanoria Africa Textile relies on state-of-the-art machinery at its plant in the Ethiopian capital city Addis Ababa, a facility which is fuelled by hydropower

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Inside Kanoria Africa Textile’s plant in Addis Ababa

opportunity, evidenced by the regular recruitment of textile graduate trainees from Bahirdhar University, providing young people with tailored programmes to help become future global managers within the Kanoria Group.

“In terms of more traditional CSR activities, we provide free transportation and food to our employees, and supply two nearby villages with drinking water,” adds Agrawal. “We also work closely with local cotton farmers, helping to uphold local communities in other ways.”

Driving diversification

An innovative, progressive model, KAT is not only reaping the rewards itself, but equally is helping to highlight Ethiopia as one of Africa’s up and coming textiles hubs.

“The rise of this industry has been wonderful for the country,”

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We’ve seen genuine investors from India, Sri Lanka, Indonesia, China, Bangladesh and many other nations turn their attentions to East Africa, and we’re proud to play a part in facilitating this” reveals Agrawal. “We’ve seen genuine investors from India, Sri Lanka, Indonesia, China, Bangladesh and many other nations turn their attentions to East Africa, and we’re proud to play a part in facilitating this.”

The government has likewise embraced its own role in enabling change, highlighted when the Prime Minister of Ethiopia was present at the inauguration of KAT’s plant in October 2015.

“The government is clear in its vision. It has set the direction and is

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very supportive of these investors,” continues the Chief Exec. “We owe a lot to our proactive and focussed government. They are a key reason why global brands today are looking at Ethiopia as the next key sourcing destination.”

In every sense, the stage of economic diversification is set for Ethiopia, and the textiles industry is undoubtedly going to be crucial within this transition.

This in mind, Agrawal himself is confident that KAT will prosper moving forward, cementing its status as not

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LEADERSHIP FOCUS ASHISH AGRAWAL Agrawal started out his career with a Chemical Engineering degree and MBA in Finance, immediately becoming attracted to the textile industry following the completion of his studies.

“It is a basic industry at a glance, yet there are a lot of variants, whether it’s manufacturing or fashion,” he explains. “I never perceived it as being monotonous, and this has proven to be the correct assumption as I’m still captivated many years on.”

Throughout his career Agrawal has held a multitude of roles in the sector, involved in everything from processing to quality checks, providing him with a broad scope of the industry and its inner workings.

Today he stands as the Group CEO of Kanoria Africa Textile PLC.

only a key national industry player, but a global one too.

“Our target is to be the best denim manufacturer in the world as far as social and environmental sustainability goes,” he states, summarising the company’s broad, long-term goals.

“We would like to be completely vertically integrated, from yarn to garment and fabric supply to material exportation. We’ve already gotten a flavour for the potential, and see a good future for both ourselves and the wider textiles industry in Ethiopia.”

Kanoria Africa Textiles PLC Tel: +251 114 702 478 info@kanoria-africa.com www.kanoria-africa.com

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At the age of 24 my sister and I visited the factory one afternoon to find all the workers standing outside.

“They hadn’t been paid their wages.

My father explained that the factory was going through difficult times and that the family was restructuring. He told the workers that the future looked grim and they could either go and look

for green pastures or get back to work and hope for the best.

“To our surprise every worker went back into the factory. I knew how much this meant to them, and I made a promise to fight for our people and make this wrong right.”

This is Kenya, 1998, just outside of Nairobi – a textile trade in crisis. Huge influxes of cut-price clothing from the

manufacturing powerhouses of Asia had penetrated the local market, and decades-old local businesses were under threat.

The opening words are those of Tejal Dodhia, now Managing Director of rejuvenated family enterprise, Thika Cloth Mills.

Two decades on from its darkest hour, her resolve is being rewarded

BRINGING Textiles Home

Having weathered a storm of competition from overseas, Kenya’s Thika Cloth Mills is investing in modern techniques to help the national industry stand on its own two feet Writer: Tom Wadlow | Project Manager: Matthew Cole-Wilkin

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despite the odds being firmly stacked against the company when she returned home from studying in the UK. “The job losses were immense and there was nothing anyone could do but watch. Thika Cloth Mills hit rock bottom and lost all but 350 of its workers.”

Dodhia’s return was all the more heart-breaking given she had grown up with happy memories of the business

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with her sisters. Her father Mahendra Khimasia established the factory in 1958 with his elder brothers, the operation thriving for many years.

“In the 80s as children we visited this vibrant factory with 2,000 employees who were always warm and welcoming,” Dodhia continues.

“We saw trucks of cotton coming to the factory and being converted to

yarn, woven into fabric and then being processed into beautiful colourful designs for the Kenyan market.”

In order to save her family business in the late 90s, the MD knew a departure from tradition was necessary. Thika Cloth Mills had to adapt to survive.

“We remained focused and changed our lines,” she adds, “mainly venturing

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into niche markets of supplying uniform materials, as these could not come second hand.

“Today we are leaders in the uniform sector, supplying many school distributors, corporates and almost all security uniform materials. Our survival is built on consistent, high quality fabrics, focusing on customer needs and fast deliveries.”

Employee numbers have recovered to 650, dedicated and skilled staff who produce goods for around 400 customers across Kenya, from large manufacturers to small-scale tailoring outfits. Thika also supplies companies whose products reach further afield, both in Africa and to the likes of

Europe and the US. Shortly after her father passed away in 2011, Dodhia turned her attention to canvassing industry associations and the government.

Having appointed a new president in 2012 who aligned with her vision, the MD joined the Kenya Association of Manufacturers (KAM) and became a loyal proponent of the Buy Kenya Build Kenya campaign.

This persistence paid off.

“On Labour Day last year, our President Uhuru Kenyatta announced publicly that his disciplined forces would buy textiles made in Kenya and would give the local textile mills priority,” she explains.

THIKA CLOTH MILLS – AN INTRODUCTION Located 40 kilometres north of Nairobi, Thika Cloth Mills is a modern plant specialising in spinning, weaving and processing quality fabrics.

The company has adapted to accommodate modern materials such as polyester viscose fabrics alongside its traditional cottonbased output, able to quickly identify and bring new products to a competitive market.

Its products include: • Polyester cotton suitings • Polyester viscose suitings • Cotton drill • Cotton twill • Curtains • Yarn dyed checks • Bed sheeting • Khanga • Kitenge • Kikoi

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Thika Cloth Mills currently employs 650 dedicated and skilled staff

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“Soon after this announcement, the Permanent Secretary of Industrialisation, Betty Maina, called a meeting of textile manufacturers (through KAM) and asked us to get our factories ready.”

This led Thika Cloth Mills to invest in machines that will allow VAT printing which is ideal for printed uniforms. The machines are under installation and will be put into manufacturing mode in June 2019.

“We would like to thank the H.E the President, The Ministry Of Industry and Kenya Association of Manufacturers for their support which has enabled the company to fast track modernisation,” Dodhia adds.

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GIVING BACK “My father once told me the best way to eradicate poverty is through job creation,” says Dodhia, “as you make a person independent, you empower them and give them dignity. So, at Thika Cloth Mills, empowering people is our number one priority and the best form of CSR.”

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The Mahendra and Anju Khimasia Foundation is a charitable arm of the family business. The trust mainly supports medical, education, and welfare for deserving people and institutions.

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In another development, again via KAM, the MD was introduced to a French-led programme called Sunref, a scheme which enabled manufacturers to access finance from a governmental fund allocated to energy saving projects.

“I explained that I wanted to modernise but not in one go, as the company would not be able to,” she recalls. “Sunref agreed to hold my hand through this process and we were able to access competitive finance.

“In 2016 we modernised one of the spinning machines, in 2017 we upgraded our warping and sizing machine and 2018 we put in a new finishing machine and boiler which has allowed us to produce better products at more affordable prices.”

Making the adjustment to newer machines caused little disruption among Thika’s skilled workforce, the company now able to commit to more than 30 internships every year from polytechnics and universities all over Kenya.

“Supporting local cotton farmers is also very important to Thika Cloth Mills,” adds Dodhia. “We buy cotton locally, even if it is slightly more expensive, as we believe value-addition and cotton farming creates wealth for farmers in rural areas.

“Cotton is also available from Uganda and Tanzania and we buy from our neighbours to support their growers.”

The Buy Kenya Build Kenya initiative is now enshrined in the government’s highly anticipated Big Four Agenda, with manufacturing one of the scheme’s four pillars.

This has led to authorities identifying 24 Kenyan counties as targets to restart or expand cotton growing, an important step to providing employment to the country’s young, expanding population.

“The average age of a Kenyan is 19 years, jobs are scarce, poverty levels high and the need for manufacturing and moving from an importing nation

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to one that manufactures is becoming more critical,” Dodhia says, outlining her bold plans to restore Thika Cloth Mills to its former self.

“It is our vision to get back to 2,000 employees and buy cotton locally, creating jobs for many Kenyans. We want to provide quality products that can be converted to garments and fashion items, further creating jobs in this sector.

“Kenya must revert back to manufacturing, and move from a nation depending on imports to one that is self-reliant, manufactures, and creates jobs and wealth for the people and country.”

Thika Cloth Mills Tel: +254 203744930/1/2/3 sales@capet.co.ke www.thikaclothmills.com

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DESIGN Durability

Galleria Gardens, Nairobi

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DMJ Architects has been contributing to the development of Kenya and the wider region since it set up shop back in 1965 Writer: Tom Wadlow Project Manager: Eddie Clinton

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airobi – the beating heart of Kenya and arguably East Africa’s most metropolitan city.

Full of culture and charm and sat on the doorstep of a magnificent national park, the capital is an alluring place to visit and live.

For Simon Johnson, born and raised in Kenya and now Owner of local practice DMJ Architects, 1978 marked a return to the city he loves.

“Nairobi, in particular, is a very cosmopolitan place,” he says. “It is not only the base for several African organisations, but also hosts the United Nations’ environmental agency.

“This means there are even more different nationalities represented here. I find this mixture of people,

together with a good climate and places to visit, make it a tremendous place to live.”

This is not to suggest Nairobi, and indeed Kenya more widely, is free from developmental challenges, however.

Established in 1965, DMJ is a tightknit team of architects and support staff which has witnessed first-hand the nuances of the country’s progression.

“Kenya is currently catching up on 30 years of little development,” adds Johnson, who moved back to the country after spending time in the UK and Qatar. “Sadly, this is being done without enough thought. Greedy developers pay too much for land and then persuade the government to allow them to overdevelop properties to make a profit.

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“This leads to a lot of the wrong kind of development when what is actually required are more schools, clinics, hospitals and housing for the massive population that is growing up here. Kenya leads in this respect, but Tanzania and Uganda suffer from the same problem.”

DMJ’s remit is to plan and design responsible projects that provide a genuine contribution to the location in which they are based.

Over the years, the company has been involved in developments spanning hospitality, commercial, industrial, research and educational facilities.

Today its work concentrates on Kenya and Tanzania but in previous times the firm operated extensively in Ethiopia and Uganda and set up a now autonomous firm in Botswana, with projects also carried out in Somalia and Sudan.

Recently, DMJ has also been involved with schemes in Rwanda, Ghana and Namibia.

“From its outset, DMJ has carried out masterplans and studies for future work,” says Johnson. “This includes the Arthur D. Little Ethiopia Tourism Study, ILRAD at Kabete, the USIU Complex at Kasarani and the Primate Research Center in Ololua Forest.

“More recently we were involved with the Rift Valley Academy at Kijabe and affordable housing schemes in Namibia and Ghana.”

Setting standards

Johnson’s own passion for architecture and design emanates from renowned New Zealander Amyas Connell, who made his name in the UK after winning the British Prix de Rome in Architecture while he was still a student in 1926.

“Amyas Connell was an old friend of my parents,” the CEO recalls.

“His house was close by, and I was fascinated from a young age by him.

He was my early inspiration.”

This influence has worn off on Johnson and DMJ, the firm developing its own hallmark of quality and unique approach to its designs.

“I would like to think that the firm has made a name for itself by designing projects that take particular note of the environment in which they are set,” he explains. “And at the same time these projects use materials and techniques that are a blend of not only local availability, but also what is technically possible using international methods.

“Rather than produce a hotchpotch of images blended on a computer, we like to provide elegant economic and

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well-constructed solutions to solve our clients’ needs. This has also meant developing good relationships with our co-consultants – engineers, quantity surveyors, interior designers and landscape architects.

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“I am often amused to see other projects that show a familiarity with the DMJ approach. I take this as significant praise from others in our profession.”

Such a standing would not be possible were it not for Johnson and the firm being able to find the right people to work with, the Owner admitting that recruiting requisite skills is a routine challenge.

He observes a significant number of Kenyan architects who have gained experience abroad, helping to improve the nation’s pool of knowledge (provided they return). Working with students is one way of ensuring talent remains in the country, and DMJ has a track record of cooperating with universities.

Whatever the mix of colleagues and suppliers Johnson has worked with over the years, it is this people-centric element of the job that he enjoys the most.

“Perhaps the most important aspect of working here has been the immense pleasure derived from all those I interact with,” Johnson adds.

“Architecture is very much a team effort. This applies to the clients who commission projects and with whom we develop briefs together, to the team in the office and the consultants who help us develop our designs, and to the contractors and suppliers whom we rely on to turn our ideas into reality.”

Portfolio pride

The reality can be seen in DMJ’s illustrious portfolio of completed projects.

Covering a wide scope both in terms of building type and East African geography, this constantly evolving archive of work is a source of great pride for Johnson, so much so that he struggles to pick out a favourite project.

Eden Square, Nairobi

“This is always a difficult question as most jobs have their magic aspects,” he says. “When I first arrived back in Nairobi, I was put to work on the Benedictine Monastery on Thika Road and was able to meet the Missionary Benedictine Sisters. I am very proud to

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have contributed to many projects – clinics, schools, convents – with them.

“The Indian Ocean Beach Club that we designed with Mruttu Salman Associates was another highlight. I have also enjoyed the projects I have worked on with the Laxmanbhai family. From Kenindia flats to Langham Court, these are all schemes that I am enormously fond of.”

In terms of current projects, Johnson points to the residential development at Galleria Gardens, Langáta, in Nairobi. This is an upmarket 50-house complex which will be built in two phases, the first being completed in 2018.

A key feature is the noise and traffic damping effect of a surrounding

Galleria Office Suites, Nairobi

Buffalo Mall, Naivasha

Eden Square, Nairobi

commercial development, ensuring privacy for homeowners and providing important office facilities for companies looking to invest in the Kenyan capital.

“This has been a fascinating chance to build houses that meet aspirational trends for the Kenyan market,” Johnson adds, “blending modern

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Ole Sereni, Nairobi www.ole-sereni.com

houses in an environment that makes the landscaping an important element of the homes.”

In the realm of hospitality, DMJ is currently working with the Sarova Group to adapt its landmark Nairobi hotel, the Sarova Stanley, so it can meet new fire and safety regulations.

This has involved close cooperation with the engineering group, and Johnson is quick to pay tribute to the great number of suppliers that help ensure its work is completed professionally and on time.

“Reliable suppliers and contractors are what make projects work,” he says. “Architects design but unless they have access to reliable suppliers and, just as importantly, good contractors, their schemes will never succeed. I like to think that over the years DMJ has had access to both and has always enjoyed their support.”

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Galleria Gardens, Nairobi

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This formidable track record will no doubt serve DMJ well in securing a solid pipeline of future work, an invaluable asset to draw on given the undoubted challenges still facing Kenya’s development.

Johnson explains: “My biggest concern for the region is the amount of resources in Kenya that are being soaked up by the Standard Gauge Railway project. This is definitely affecting the orderly development of the country.

“I also am concerned about the lack of planning in Nairobi. If the city is to develop to its full potential, it needs its leaders to properly understand the need for an overall concept for the city’s development beyond individual projects.”

However, in spite of these observations the Owner is confident about the future for DMJ and the role it can play in helping Nairobi, Kenya and the wider region to grow sustainably.

He concludes: “We are just beginning to see the work flow again after two difficult years following Kenya’s elections.

“We have two educational masterplans we are working on with Kenton College and Kitengela International School. We also have a large housing estate near Tatu City that will be complicated to manage. We have the Sarova Stanley hotel to make safer.

“In Tanzania, we are working on a project in the Serengeti. In Rwanda, we have a camp to design near the Virunga Forest. We shall not be bored!”

DMJ Architects Tel: +254 722 881 235 dmj@daginternational.com www.dmjarchitects.com

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Going the

Extra Mile A down to earth family business reputed for its esteemed service, Kyoga Hauliers is embodying progress against an optimistic East African backdrop Writer: Jonathan Dyble | Project Manager: Josh Mann Growing up under my father’s guidance, I came to appreciate the world of logistics and supply chain.

“I grew up looking at ships, trucks, cranes and cargo moving around in Mombasa, a city known as a gateway to East Africa. It was only natural that I would come to follow this path.”

For Ismail Gulam, the supply chain

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industry has formed the basis of an illustrious, flourishing career.

Following in the footsteps of his father, Gulam Dhora, the Founder of Kyoga Hauliers, he worked his way up through the family transport and haulage business – a process that allowed him to gain transparent oversight and learn to appreciate each and every one of the company’s

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individually crucial cogs.

“After completing my Business Law and Social Sciences studies in the UK, I returned to Kenya in 2009 to assist my father,” he affirms. “Starting in the operations department, I moved around to understand each element of the business, from sales, project cargo and port operations to HR, tracking operations and the workshop.”

Fast forward a decade and Gulam now stands as the Operations Director of Kyoga Hauliers, leveraging his vast knowledge of the company’s inner workings to review strategy and assist company guidance.

The lifeblood of industry

This input has helped direct the firm for the latter half of its 18-year history, the business having originally been set up in 2002.

At that time, Dhora realised there was a growing demand for logistics

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services in the East African region, and the opportunity to help meet this across not only Kenya, but equally Uganda, South Sudan and the DRC presented itself in Mombasa.

“Logistic services back then were very expensive and poorly serviced,” Gulam reveals. “With the growing importation of cargo, the industry required more service providers at better rates with more professional delivery. This in mind, we’ve embarked on expanding our fleet and service delivery ever since.”

Building from a base of just a handful of trucks, Kyoga Hauliers’ fleet has grown exponentially, now operating over 400 trucks including flatbeds, tippers, tankers and skeletal trailers.

“We also operate four yards that handle and provide storage services for various commodities,” Gulam adds. “Being within close proximity to the Port of Mombasa, we’re equally able to provide quay side, cargo management and customs clearing

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services. Offering our clients these endto-end solutions, giving them peace of mind and the best possible experience, is our overriding goal.”

Beyond service excellence, however, Kyoga Hauliers’ solutions have come to act as part of the lifeblood of heavy

industry across East Africa.

Gulam explains, citing the energy industry as a key example: “Haulage services are essential to our way of life. Commodities such as oil and gas are price sensitive and can have great implications on the economy.

ONE-STOP HAULAGE SHOP Kyoga Hauliers cargo haulage operations cover the East African region, spanning Kenya, Uganda, South Sudan, Rwanda, Burundi and the eastern side of the Democratic Republic of Congo.

Primarily operating over 400 trucks and four yards across Mombasa, Nairobi and Uganda, the company also has specialist trailers for project cargo and equipment transport requirements; cranes to assist its yard operations; stations for recovery spanning all its routes; and emergency services for its fleets.

An ISO 9001:2015 certified company, Kyoga Hauliers also provides cargo clearance services, acting as a turnkey provider to its customers with an extensive in-house offering.

“We don’t pass the buck, it stops with us,” states Gulam. “To ensure our customers are not stuck between vendors, we like to ensure they only need to communicate with one party.”

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A family ethos

Supply, exploration and costs are very complex and as haulage providers we are very aware of the importance of these elements.

“However, exploration is typically conducted in remote areas. Thus, exploration companies rely deeply on us to be able to safely, and in a timely manner, cater to their challenging needs. Such hard to reach areas are in no other way accessible, so many adventures start with us.”

Training is also important. We regularly conduct workshops and staff retreats to once again cement the value of growth and unity within our organisation”

Going the extra mile

Kyoga’s crucial role in such scenarios is applicable even where terminal and pipelines provide the majority of transportation, with the delivery last mile always provided by trucks.

And while the firm’s fleet is integral to its operations, the Operations Director is quick to emphasise that it is the company’s team of more than 1,000 staff that have truly allowed Kyoga Hauliers to reach the lofty heights that it is perched upon today.

“It’s our team,” he responds, having been asked what sets the company apart. “We are nothing without our workers, and they enable us to maintain the personal touch that our customers value us for.

“As a service provider our job does not start and finish with picking and delivering cargo. We like to go the extra mile. We work with our customers to think outside the box, and by suggesting better solutions or cargo consolidation, we ensure they

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get optimal savings and efficiency.”

This approach has seen the organisation develop prolonged, lasting relationships with many of its customers, a second element that Gulam recognises as integral to Kyoga Hauliers’ ongoing success.

“Simply, we would not be in business without our customers,” he continues.

“Our customers are our priority, and we have been able to adapt and evolve with our customers in what today is a very competitive field. Going above and beyond is always our goal, as well as taking a step back and expanding our service delivery, introducing new services year on year.”

Continual reinvestment is a third defining trait of the business, be it in physical assets or automated technologies, Kyoga Hauliers actively ensuring that it remains ahead of the curve by expanding its capacity and capabilities.

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Such financing practices are not only limited to these ends, however.

Human resources also capture significant proportions of the firm’s attentions and investment strategies, owed to Dhora and Gulam’s astute recognition of the importance of its employees.

“We are always keen on recruiting and retaining the best staff, and this starts with our rigorous recruitment processes,” explains Gulam. “Training is also important. We regularly conduct workshops and staff retreats to once again cement the value of growth and unity within our organisation.

“We feel our success is that we maintain a family ethos.”

Equally benefitting from the firm’s responsible oversight are the communities in which Kyoga Hauliers operates, the company readily deploying substantial corporate social investment practices in a number of local environments.

“Where would we be without the support of our communities?” Gulam states.

“Our people face numerous challenges, so we work hard to give back. Education and medical services are a basic human right, and no one should be denied such. We focus our efforts in these areas, working with local charities and NGOs, and look to support local people in any way that we can.”

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Epitomising progress

Fortunately, it seems that these communities, much like the logistics industry and the wider East African economy, are set to thrive throughout the coming years.

According to the African Development Bank’s 2019 Regional Economic Outlook Reports, GDP growth in East Africa is soaring ahead of other regions, nearing almost six percent.

“It’s Africa’s time!” Gulam states.

“The region and continent are seeing growth, rapid urbanisation, changing consumer patterns and more

importantly accessible funds.”

Against this backdrop, Kyoga Hauliers itself is set to draw upon a number of major benefits and interests that will set the company in ideal stead as it moves through the remainder of 2019 and beyond.

Gulam concludes, highlighting the firm’s major priorities for the coming months: “The landscape is changing, as is Mombasa.

“The National Government of Kenya has been very active and supportive, developing key infrastructure such as roads and the Standard Railway Gauge.

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have also been key to reducing many inefficiencies.

“Our priority is to evolve with these changes, supporting our customers to best extract value from these developments and target areas that are now growing which previously were not accessible. Data is also important. We shall continue to automate and extract data, to understand our business and do better.

“The job is never done, and we shall continue to critique and improve ourselves.”

Kyoga Hauliers Tel: +254 20-2023762 info@kyoga.co.ke www.kyoga.co.ke

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GHANA’S LOGIS

I personally think the industry is a very interesting one and full of adventures. As long as there is trade there is a constant need for freight forwarders, hence our business is here to address this need.

“We therefore see our profession as a calling. This is where we have drawn and continue to draw our inspiration from. Besides, I think with this business, one is opened to the world, its innovations and its vast

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Celebrating a decade in existence, BAJ Freight and Logistics Limited continues to propel the reputation of Ghanaian freight forwarding services on the international stage

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Writer: Tom Wadlow Project Manager: Josh Mann

opportunities.”

Joseph Biney is full of optimism when it comes to his country’s logistics trade.

A proud Ghanaian and CEO of BAJ Freight and Logistics Limited (BAJ), in the decade his company has been in existence he has seen a sea change in how the sector conducts itself.

“I think that the industry keeps improving by the day,” Biney continues. “With more multinational companies coming in who want to see a job well done, logistics companies

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STICS FLAGSHIP wishing to get a piece of the pie with them have had to step up their game and meet the high standards that are demanded.

“With tighter competition and industry growth, these international companies now require fully certified management systems as well as wellestablished ethics and compliance programmes.

“On the whole, I would say that there are still areas of opportunity in the sector, but we have definitely

Joseph Biney, CEO

improved from where we were 10 years ago. Companies today are more efficient and more sophisticated. I can say that the logistics business in Ghana is improving and improving very fast.”

Although BAJ was incorporated in 2009, its three founders’ collaboration dates back almost 30 years.

Indeed, the acronym BAJ derives from their first names – Fred Bart Simpson (known as Bart), Ato Quagraine and current CEO Joseph Biney – and the trio’s collective efforts,

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Broadening horizons

AN INTRODUCTION TO BAJ FREIGHT AND LOGISTICS Headquartered in Tema, BAJ started out as a customs house brokerage firm before realising there was a demand for a one-stop shop service, where documents could be handed over and goods transferred by a single entity.

The company thus established a haulage service and opened two further offices in Takoradi and Kotoka International Airport, Accra.

It also invested in its own trucks and warehouses, as well as heavy lift equipment and permits to handle radioactive and explosive materials.

This diversification of expertise was well-timed, BAJ now serving as a key partner to oil and gas players in Ghana such as Eni and employing more than 200 staff.

along with their team of dedicated staff, have helped put Ghanaian logistics on the map.

This is evidenced in a number of internationally recognised certifications, including OHSAS 18001:2007 for health and safety and TRACE, the world’s leading anti-bribery standard setting organisation.

BAJ has also been recognised in the form of repeated industry awards, winning five separate accolades alone last year, the most prestigious being the 2018 West African Outstanding Haulage Company and Ghana Business Logistics Company of the Year.

“Looking back from its incorporation and reflecting on all the successful delivery to our wide range of clients, we can say that we have come a long way,” Biney adds.

“This has become possible through strong leadership, sound corporate governance and dedicated staff.

Reaching this decade milestone gives us the confidence that we can face the future and we are poised to carry on doing whatever it takes to achieve greater heights.”

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Biney’s words are reflected in activity on the ground.

BAJ is embarking on an ambitious expansion project at Takoradi Port, currently building a 31,000-squaremetre facility to cater for oil and gas clients. A third of this space will be used as a warehouse with the remainder being utilised for a lay area.

“Our development here is going to be one of the major attractions to any offshore company wanting to do business in Ghana,” says Biney.

“Offshore activities are about ports, and any company that has this facility will help its clients improve their efficiency. We are right in the middle of the port, and we have all the equipment and manpower to handle cargo within it.”

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We are already involved in cross-border transportation – we move cargo from Ghana all the way to Nigeria, Niger and Ivory Coast. All the same, we plan to establish our presence within some of these countries in the coming year as oil discovery is ongoing”

Biney also outlines plans to expand into other West African countries as a precursor to wider international growth.

“We are looking to be present in at least two to three countries in the sub region,” he continues.

“We are already involved in cross-border transportation – we move cargo from Ghana all the way to Nigeria, Niger and Ivory Coast.

All the same, we plan to establish our presence within some of these countries in the coming year as oil discovery is ongoing.”

These bold activities and ambitions are what Biney believes helps to stand BAJ apart from other logistics providers in Ghana.

The company is willing to take risks in pioneering projects. For instance, it is the first local logistics company to obtain a licence from the Ghana Atomic Energy Commission to handle and transport radioactive sources.

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EFFICIENT AND RESPONSIBLE

LYNBROK

Biney identifies sustainability and efficiency as a key trend dictating the direction of travel in the logistics industry.

n behalf of Lynbrok Company Limited, we congratulate BAJ Freight and Logistics for the tremendous feat of becoming one of the most efficient and highly regarded logistics providers in Ghana and Africa.

We highly commend the leadership of Mr Joseph Kojo Biney – for his passion, integrity, diligence and strategic drive in bringing success and growth to BAJ Freight and Logistics.

“We pride ourselves in following a religious maintenance culture which affords us the required efficiency,” he explains. “Where required, our fleet and equipment are examined by specialists for verification, certification and recertification.

“Our certified Health and Safety Management System covers all the bases including risk assessments and completion of daily maintenance checklists for all our equipment and vehicles before use. This helps us to determine the appropriate truck or equipment for the job and goes a long way in enhancing fuel and lube efficiency, hence less gas emission.”

BAJ’s pragmatism and success to date also enables it to give back to society through corporate social responsibility activities, which include sponsorship and organisation of the BAJ Freight Junior Tennis League among many other programmes.

“We... have a peaceful and stable country, which allows companies to feel confident about bringing their cargo into our ports and be certain that it will reach its final destination”

From left to right: Fred Bart-Simpson Director, Logistics & Warehousing; Ato Quagraine Director of Operations and Administration; and Joseph Kojo Biney, CEO, receiving an award for Ghanaian Logistics Company of the Year 2018

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Lynbrok is privileged to be part of this success story by providing top-notch warehousing facilities and inventory management to BAJ Freight and Logistics in Ghana, and we are the ideal choice for other prospective global business clients seeking to operate in Ghana and Africa.

www.lynbrok.com

BAJ is also the first Ghanaian company to acquire a 20-axle line modular trailer that can handle up to 800 tonnes of cargo at a time, the company now in a position to provide total logistical support.

“We believe in the old adage – nothing ventured, nothing gained,” Biney adds. “We take high risks, not blindly, but based on forward thinking and well thought through enterprise risk assessment.”

The other key point of difference, for Biney, is his staff’s determination to deliver the job no matter how challenging.

This attitude is testament to the company’s commitment to training, mentoring and coaching, development which goes beyond the mandatory skills required by the industry and ensures BAJ can keep up with the sector’s technological advancements.

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Lynbrok Company Limited is one of Ghana’s emerging logistics and warehousing providers, offering complete, personal and trustworthy solutions to the broadest range of supply chain issues.

We provide outstanding services in Warehousing, Logistics, Inventory and Property Management solutions to our cherished clients and continue to service some blue-chip companies like Bajfreight and Logistics, Bollore Africa Logistics, British American Tobacco, Espatrn Company Limited, Tereos Commodities, Nestle Ghana among others.

Heavy Industrial Area, Kpone, Adjacent Toyota Warehouse, Accra, Ghana

Awards

Safe passage

BAJ’s positive attitude towards expansion and seizing opportunities leaves Biney confident about the future for both his company and the country’s logistics industry writ large.

“Fortunately for Ghana, we are advantageously located with a long coastline,” he says. “We also have a peaceful and stable country, which allows companies to feel confident about bringing their cargo into our ports and be certain that it will reach its final destination.

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“The fact that we neighbour landlocked countries, as well as francophone countries, ensures that for every cargo that has one of these neighbouring countries as final destination, we act as a point of entry.”

Biney also eludes to lessons learned from the 2010 crisis in Ivory Coast, a time which saw several nearby countries use Tema Port as an alternative gateway.

While this provided an uptick in business, it demonstrated the need for Ghana to increase its capacity to handle cargo, something which BAJ is actively addressing through its own expansion project at Takoradi.

What the 2010 episode did show, however, is that Ghana has the capability to deal with freight forwarding and logistics operations of all kinds, something which Biney wants to build on by attracting foreign investors both in terms of finance and technological knowhow.

He concludes buoyantly: “We see more major international companies coming in. This in turn means that local companies in the supply chain will be under obligation not only to practice working to meet international standards, but to be accredited to, and continually maintain international management systems.

“It also means that national accreditation bodies and other support services will need to step up their game. Overall, this will enhance trade and have a positive economic impact on the country.”

BAJ Freight and Logistics Limited Tel: +233 303 200 749 info@bajfreight.com www.bajfreight.com

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n the words of the African Development Bank, Gambia’s economic recovery is gaining real traction.

Indeed, the country was hit by hampering economic shocks, in agriculture from erratic rainfall and in tourism due to the adverse effects of the Ebola crisis, and suffered from a period of political uncertainty during 2016-2017. However, in the past two years, confidence has grown sharply, with real GDP growth now standing at 5.4 percent.

“The Gambia is the most politically stable it has been for a very long time,” explains Hally Mass Jobe, Managing Director of Atlas Energy, part of Oryx Energies group of companies and one of the country’s wholly indigenous petroleum players. “With the new democratic dispensation, business is easier than ever as the government is poised to grow the economy by making the economic environment more conducive.”

A company founded at the inception of national import liberalisation in the Gambian market in 2015, Atlas Energy is a prime example of the country’s prosperous upturn in fortunes.

Rapidly expanding in the space of just three years and benefiting from Oryx Energies’ support, the company’s operations now span four depots and 28 commercial petroleum service stations, with services predominantly focussed on the retail, B2B, aviation, bunkering, liquefied petroleum gas (LPG) and lubricants markets.

“We see ourselves as a fine example of patriotism towards our shareholders, employees, customers, society and the country as a whole,” explains Jobe. “When we began, we were number two in the market, but we quickly rose to pole position and we have maintained it ever since.”

“We supply petroleum products from east to west and north to south, which might sound like a small achievement given the size of Gambia, but this sets us apart given most of our

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Having obtained a 30 percent market share in just three years, Atlas Energy is taking the Gambian petroleum industry by storm Writer: Jonathan Dyble | Project Manager: Ashley Parfitt

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competitors are still unable to achieve this.”

This in mind, Atlas Energy stands firmly at the forefront of the Gambian oil and gas industry, maintaining a 30 percent share of the petroleum market, while also being the leading business in the aviation segment.

A customer first philosophy

In the eyes of Jobe, Atlas’s exponential rise can be attributed to a set of specific strategies such as the firm’s bold approach to expansion.

“Where we find good business practice and great assets, we don’t hesitate to make acquisitions and I believe this has been a great reason for our success,” he reveals, citing the firm’s mergers with Total Gambia Ltd, Elton Oil Ltd, Galp, and most recently Oryx Energies. “We also look for partners where necessary, working with quite a few local companies and individuals to achieve our targets.

“We recognise collective efforts provide crucial strides towards our goal of become the leading innovative petroleum company on the continent.

Wherever there is synergy, we are willing to collaborate.”

Coupled with this is the company’s emphasis on operational excellence, a trait that has been characteristic of Atlas from the outset.

“We believe in doing the common things uncommonly well,” Jobe continues. “Customer service is at the core of our business; the customer’s satisfaction is our core priority. We want to remain a brand that people can trust to deliver exceptional service and quality products.”

This approach is particularly evident in Atlas’s role as a one-stop shop for its retail clients, its flagship service stations equipped with everything from carwashes to shops to lube bays to restaurants.

Further, in adherence with this service-centric mantra, the firm has introduced a real time coupon scanning

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platform to provide its corporate clientele with a fleet management solution at no additional cost to them.

“In a regulated market, these are the things we believe set us apart from our competitors,” adds Jobe. “We want to stay pioneers in our industry and technology and innovation are one way we would like to do this.”

The Atlas family

Asked about how else Atlas Energy will be looking to maintain such a position, the MD is quick to point to the abilities of the company’s 200-plus direct employees (500-plus people who indirectly work with or for Atlas Energy).

“At Atlas we believe that our people are the most important asset to our company,” he reveals. “Our team is young and energetic but at the same time experienced and seasoned. We are diverse in age and gender and we pride ourselves in that.”

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ATLAS ENERGY – A BRIEF HISTORY Edrissa Mass Jobe, father of current Managing Director Hally Mass Jobe, founded Atlas Energy in 2015 having gained over 30 years’ experience in the oil and gas industry in over 20 countries globally including work for Shell and the cofounding of Elton Oil Limited.

“In essence you can say I was born into the industry,” reveals the current MD, a computer and environmental sciences graduate of the University of Toronto. “While my father took on jobs in different countries, we travelled with him; we lived in Guinea Conakry and Senegal in my younger days and when he started Elton, I remember driving around with him when we would try and identify sites for retail outlets.”

Atlas Energy then began operations in the September after acquiring Total Gambia Ltd, later adding the network of Elton Oil Limited in Gambia to its portfolio in November 2015 and Galp’s Gambian LPG business in July 2016.

In November 2017, Oryx Energies then acquired a 75.01 percent stake in Atlas Energy Limited, marking Jobe’s appointment to the role that he has now held for 18 months.

Oryx Energies is one of Africa’s largest and longest-established independent providers of oil and gas products and services. An energy division of private investment group AOG, it supplies, stores and distributes the oil and gas products needed by consumers, industry and maritime operations across sub-Saharan Africa, including fuels, Liquefied Petroleum Gas (LPG), lubricants and a specialised bunkering service.

It is a Swiss company that has been responding to the evolving energy needs of the African sub-continent for over 30 years. Oryx Energies is proud of its unparalleled depth of experience, knowledge and expertise, serving the energy needs of over twenty sub-Saharan countries.

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Atlas Energy operates 28 commercial petroleum service stations

A team that remains 100 percent Gambian, the company has become renowned as an employer of choice, providing clear, coherent career paths and new opportunities for willing workers across the country.

“We treat everyone like family,” Jobe adds. “We ensure our people are well taken care of and we make sure they are happy to be a part of the Atlas family.

Our most important resource are the people behind this company, and we see it as our duty to ensure that we have the best package in the industry so that our staff are happy and proud of the company they work for.”

What’s more, operational excellence is not the only area where Atlas Energy excels, equally priding itself on its responsible and active initiatives within local communities. These are far reaching, the firm supporting anything from healthcare programmes to the arts.

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“One of our most notable corporate social responsibility (CSR) activities is that we are a proud sponsor of a 14 children house at the SOS Children’s village in the Gambia. We are the longest standing sponsor of the village,” Jobe reveals. “We also work with other local charities, who are involved in everything from visual impairment to mental health.

“Our world is changing, and people are noticing – increasingly more people are interested in where they spend their money. We have a responsibility in the communities that we operate in and we do not take this lightly.”

Maintaining momentum

The company is eyeing further diversification into LNG

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Ultimately, it is the whole of Gambia that is set to benefit from Atlas Energy’s continual growth and Oryx Energies’ investment in the country, whether it’s the introduction of innovative technologies or these

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Moving forward, the firm has readied plans to expand its retail network and further spread its footprint across the country, while also importing brand new Oryx Energies cylinders into the LPG market that are

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rapidly powering the emergence of a vibrant national LPG sector.

“Of course, we aim to maintain our position in the market by growing our footprint in retail, but we would also like to expand our activities into other markets in the sub region, such

as reshaping the lifestyle of Gambians with our presence in LPG,” Jobe affirms.

And owed to composure sweeping Gambia’s economic and political climate, the stage is set for Atlas Energy to achieve each of these goals looking ahead.

The Managing Director concludes with extensive optimism: “Our tourism sector is booming, something that’s great for our aviation business, and there are many expected projects geared towards infrastructural development within the country.

“We plan to take full advantage of this.”

Atlas Energy Limited Tel: +220 438 1925 info@atlas-petrol.com www.atlas-petrol.com

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Both ambitious in its downstream aspirations and humble as a sound corporate citizen, Rainoil Limited has risen to the fore of the nation’s oil and gas industry.

Gabriel Ogbechie, Founder and Group Managing Director, tells its story Writer: Jonathan Dyble Project Manager: Ashley Parfitt

ith the 60th anniversary of Nigerian independence fast approaching, a quick reflection upon the country’s modern history transparently unveils what can only be described as a nation on the rise.

Standing as Africa’s largest economy with an estimated population of 200 million and GDP of $376 billion, the continent’s western powerhouse has made monumental strides throughout the past half century, now outperforming the likes of South Africa, Ireland and Hong Kong.

Sweeping opportunities and prospering industries have paved the way for Nigeria’s surge, the African Development Bank citing a thriving service sector and sound economic and political reforms as consistent tailwinds in recent times.

Among the nation’s top performers is none other than the oil and gas vertical. Since the first discovery of commercially available hydrocarbons in 1956 in Oloibiri, a small community located just off the country’s southern coastal border, the industry has grown rapidly to displace the traditional role of agriculture as the nation’s leading economic mainstay.

Evaluating figures from the Nigerian National Petroleum Corporation (NNPC), such growth is clear to see, with the production of 0.184 billion barrels of oil and 2.260 billion cubic feet of gas recorded in 1958 having expanded exponentially during the latter part of the 20th century, with the nation producing 25.93 billion barrels of oil and 158 trillion cubic feet of gas by the turn of the millennium.

Fast forward to the present day and petroleum products now account for roughly 90 percent of all of Nigerian exports, while local oil consumption has similarly reached all-time highs in recent months, evident in the demand of 820,000 barrels per day during May 2018.

Gabriel Ogbechie

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Depicting downstream excellence

A buoyant market to say the least, Rainoil Limited is one company that is thriving in the current climate.

A petroleum products marketing and retail company that was incorporated in 1994, later commencing business in May 1997, Rainoil Limited has successfully risen from modest beginnings, now positioned as one of Nigeria’s leading oil and gas players.

“Rainoil was started from scratch, from ground zero you might say, and we have grown it step by step and brick by brick, a trajectory that has truly made it what it is today,” states Gabriel Ogbechie, the company’s Founder and Group Managing Director.

“We acquired our first petrol station in 1997, then launching a second outlet in 1999, and I am proud to say that we have not looked back since.”

Two decades on, the group now encompasses 70 petrol stations across Nigeria, simultaneously having diversified its portfolio through the

erection of two 50 million-litre storage depots – one in Oghara, Delta State and the other in the Calabar Free Trade Zone within Cross River State.

“Alongside these two depots, we are building a new integrated multi product storage facility in Lagos which includes storage of an 8,000 metric tonnes Liquefied Petroleum Gas (LPG) and also storage for jet fuels, gasoline and gas oils,” adds Ogbechie.

“Furthermore, Rainoil has developed a substantial logistics portfolio that includes a fleet of one cargo ship and around 100 tank trucks that are used to distribute our products across the country.”

Active in everything from shipping and logistics to storage and retailing, the company has worked tirelessly to position itself as a major player across the entire value chain of the Nigerian downstream sector, selling petroleum products both across its petrol stations and directly to some of the country’s prime industrial customers.

FIDELITY BANK

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idelity Bank is a fully-fledged commercial bank operating in Nigeria, with over 4.2 million customers serviced across 231 business offices and various other digital banking channels.

Focused on select niche corporate banking sectors as well as micro, small and medium enterprises (MSMEs), the company is rapidly implementing a digital retail banking strategy which has resulted in exponential growth in savings deposits over the last three years, with 40 percent customer enrollment on the bank’s flagship mobile/internet banking products.

Fidelity Bank is reputed for integrity and professionalism. It is also respected for the quality and stability of its executive management team.

www.fidelitybank.ng

Investment, diversification and LPG

Rainoil has diversified its portfolio to include large storage facilities

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Having established Rainoil Limited from the outset, it was apparent speaking with Ogbechie that he could look back at how far the business has come since its inception with a sense of pride, its 20th anniversary in 2017 having provided the perfect opportunity for such reflection.

“We couldn’t help but roll out the drums and celebrate our achievements,” he reveals. “The mortality rates for startup companies are very high in this industry, and when you start with as little as we did people don’t tend to rate your chances too highly.

“What is a true delight, however, is that we have not only managed to survive for over 20 years, but equally we have expanded to provide ourselves with the perfect platform to kick on and consolidate our position as one of the most influential players in the Nigerian downstream space.”

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Probed further about how Rainoil Limited was able to rise to the top in such unprecedented fashion, Ogbechie is quick to point to one of the company’s core differentiators.

“We never stop investing,” he states.

“From one petrol station, to two, to five, to 10, this strategy has remained a constant during the course of our history.”

Most recently this ethos has highlighted itself in the form of the firm’s aforementioned portfolio of storage depots, the organisation having commissioned its first such facility in 2011, then again in 2015, and finally the multi storage depot in Lagos which will hold the 8,000 metric tonne LPG storage facility and storage facility for jet fuels and others that is set to be opened this year.

“This ideal in particular has given us the capacity to be able to weather any new storms as they have come,” Ogbechie continues. “Challenges

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LEADERSHIP FOCUS GABRIEL OGBECHIE, FOUNDER & GROUP MANAGING DIRECTOR Gabriel Ogbechie is an engineer by profession, having studied Production Engineering at the University of Benin in Southern Nigeria, graduating in 1987.

Following this, after completing his National Youth Service in 1988, Ogbechie secured his first job, working at a vegetable oil company in Kano, Kano State as a Factory Engineer before moving to Pricewaterhouse Coopers (PwC) and later Ascon Oil Company Limited in 1992 – an organisation he remained with until 1997.

“At Ascon, I learned the ropes of the oil and gas industry and began to notice the vast opportunities available,” he reveals.

“It was a sector that I quickly fell in love with and so five years after joining Ascon, I left in order to focus full time on making my own business, Rainoil, a success.

“I understood the climate, recognised where the industry was heading, and aligned my own strategies to this end in the downstream sector.”

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are inevitable in any industry, from changes in asset prices to economic cycles, but these investments have allowed the company to not only remain ahead of the curve but similarly stand up to any tests.”

Diversification has been integral to this, the firm readily keeping on top of current trends and aligning itself accordingly – evident in the company’s rising emphasis on the growth of regional LPG market.

“LPG demand has more than doubled in Nigeria in the past two years,” explains Ogbechie, “owed to the government’s renewed policies that have been encouraging the populace to use it as a daily fuel for activities such as cooking as opposed to current, less efficient alternatives like firewood and kerosene.”

Acutely aware of this, Rainoil Limited has been readily positioning itself in line with this fast-emerging market, not only through the 8,000 metric

PARTNER POWER Despite standing as Africa’s leading contributor to global oil production levels, Nigeria is both the only member country of the Organisation of Petroleum Exporting countries (OPEC) that imports petrol and the world’s largest automotive gasoline (PMS) importer.

A contributor to these imports, Rainoil Limited previously typically worked with a number of foreign suppliers such as Vitol SA, Glencore and other large conglomerates. However, owed to government policy changes such as the removal of subsidies on petroleum products, Rainoil Limited now almost exclusively works with the NNPC – the country’s main importer of PMS. “Supply chain is very important,” responds Ogbechie, when asked about the firm’s relationships with these companies.

“If we do not have reliable access to crucial products then we can’t run our own business, so it is company policy to hold relationships with our partners, such as NNPC, in the highest regard. They are of upmost importance to the success of our brand and business.”

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tonne storage depot that is being finalised, but equally with its wider plans to develop a second such facility in Oghara, Delta State.

“If I’m completely honest,” the GMD explains, “we are seriously considering rolling out LPG schemes and bottling plants across the country, starting in Lagos and Benin City and then ramping this up in other regions. In our eyes, the future is LPG. “Gasoline of course remains our main focus as it accounts for approximately 70 percent of our business, but we know that new prospects will always spring up where there are changes in market dynamics, and we will continue to work to ensure we are positioned to take advantage of any major developments.”

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Hand in hand with this ethos comes the company’s network of esteemed staff, an employee base constituting approximately 800 innovative, dedicated workers that have each fostered the firm’s progressive outlooks and cultures.

“We are lucky to have such a committed team,” explains Ogbechie.

“We are very strategic in our hiring and, much like our training, we take it very seriously.”

Rainoil’s overriding emphasis on this front was ramped up approximately five years ago, 15 years after the business’s inception, as the company’s primary concern moved from profitability to that of sustainability.

Rainoil takes part in a number of CSR activities, including sponsoring a local tennis tournament

Engaging Ogbechie’s former employer in the form of PwC, the group extensively re-evaluated its processes, financials, policies and operations, undertaking a number of restructuring initiatives that included a renewed recruitment outlook.

Ogbechie adds: “The initial idea was geared towards looking at how Rainoil would be able to transition from being just another company to becoming a household name of the Nigerian oil and gas industry. Working with PwC, we quickly recognised the importance of having coherent hiring and talent retention strategies in achieving this, and have since been striving to bring first class graduates and similarly promising individuals on board.

“Right now, I’m the Group Managing Director, but it is my belief that each and every member of our team should be willing and capable of doing such a job. Any product or company is only as good as its manpower. It is not the petrol stations, it is not the depots, it is not the products – these things are of course important to our model, but the core successes are down to the staff. Once this comes, everything else follows.”

Advocating this outlook, Rainoil Limited remains competitive in what it can offer to both its existing staff and new talent, providing tailored and progressive career plans, ensuring that it has a team that can more than hold its own within the industry.

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Sound social responsibility

Accentuating opportunity within its own structure, Rainoil Limited also actively ensures that the local communities in which it operates are beneficiaries of its presence in a multitude of ways, operating as both an active and admirable Nigerian corporate citizen.

From Lagos to Oghara to other cities, the company has supported schools, orphanages, and healthcare institutions across the country over the years, offering its expertise and finances in providing key infrastructure, community outreach programmes and the likes.

The firm’s 20th anniversary demonstrated a prime example of these practices, with Rainoil having engaged with a broad number of societies as part of its celebrations, while Ogbechie himself is quick to highlight that the business readily partakes in sports sponsorships and runs a corporate volunteer service programme focussed on caring for the less privileged, elderly and disabled.

Asked about the motivations behind these things, Ogbechie responds: “We believe every company should, as a matter of policy and principle, impact for the benefit of local people.”

“As a rule, we try to follow this philosophy as consistently as possible, reflected by the healthy budgets that we regularly set aside for such initiatives. We recognise that our business has only been able to thrive from the support of the communities that we operate in, so it is only fair to share the spoils and help in upholding each of these regions.

“Personally, I am a firm believer in generosity. Sometimes a moment of reflection is all that is needed to see that your own needs are quite small in the way of the bigger picture.”

Having remained a wholly indigenous-owned company throughout its illustrious 22-year history, Rainoil Limited today still plays

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Rainoil has remained a wholly indigenousowned company throughout its illustrious 22-year history

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a fundamental role in bettering both the local economy and society, further reflected by the business’s sound and responsible approaches to health, safety and the environment Maintaining excellence in each of these areas is critical to the long-term success of the business, a feeling that has resulted in the company’s compliance with leading safety regulations and industry best practices.

From driving awareness and emphasising that safety is a collective responsibility amongst both its staff and contractors, to ensuring that adequate contingency plans are in place and safety procedures are reviewed periodically to facilitate continuous improvement, Rainoil Limited truly remains responsible across the board, externally, internally and everywhere in between.

Fostering the future

Rainoil’s esteemed employment strategies and sound corporate social responsibility practices aside, the group is expecting to experience one of the most expansive periods in its history to date through the remainder

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of 2019 and early 2020.

The firm’s ever-heightening ambitions have manifested themselves in the form of its Project 150 initiative, an aggressive growth plan that aims to bolster the brand’s existing presence across Nigeria from 70 to 150 petrol stations over the course of the coming 12 months.

“We are well aware that it is a really challenging project,” reveals Ogbechie, “but we are driving it assertively using substantial investments, and with our team at the helm we are confident that we can establish a footprint in all the major cities in this country.”

Indeed, Ogbechie himself is no stranger to challenges of such a scale having been at the firm from the outset. This being said, the Group Managing Director recognises that new opportunities are presenting themselves in the downstream sector, and that the business must act sooner rather than later to remain ahead of the curve and capitalise accordingly.

Looking at recent statistics from Standard Bank, for example, Africa’s share of total global oil and gas consumption is expected to increase

from 4.3 percent to 5.1 percent by 2050, while demand for gas is forecast to increase by 128.4 percent prior to 2040.

He concludes: “Retail outlets will always be the interface between the industry and the consumer. Nigerian people won’t stop refilling their cars at petrol stations anytime soon, and it’s a segment where we want to expand our market share, and become a brand of choice for customers across the country.

“We are working very seriously on our investment programme. It’s costing a lot of money as you can imagine, but we feel that every dollar that’s put in will show its worth as we move into a new and particularly exciting era for Rainoil.”

Rainoil Tel: +234 (0) 170 047 11/12/13 info@rainoil.com.ng www.rainoil.com.ng

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I was a good cricketer during my teens, and played at both the domestic and international level, but I always wanted to become a pilot.

“This vision never faltered throughout my schooling but owning an aviation company was certainly not on the agenda. I was from a humble working-class family – the idea of owning any business was just a fantasy, it was impossible!”

Owed to hard work and pure determination, Munawer Dhirani, now Captain and Managing Director of Flightlink, is living out his childhood dream.

Starting out selling hardware and accessories for computers in a small yet successful self-run business, his entrepreneurial career began on quite a different foot. Leveraging the funds

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Flying High 16 years in the making, Flightlink’s story continues to gather momentum. Munawer Dhirani, the man behind the company’s rapid rise, tells all Writer: Jonathan Dyble | Project Manager: Josh Mann

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gained from this, however, Dhirani was able to begin attending a local flying club at Dar es Salaam Airport, Tanzania in 1998 and later flying school in San Diego California.

“I funded my own training using the money I had accumulated and completed my commercial pilot license,” he adds.

Upon returning to Tanzania, Dhirani then launched Flightlink Ltd in 2003, in the same year purchasing his first aircraft – a five-seat twin-engine Piper Seneca II from South Africa.

“Of course, I didn’t have the money to fund my purchase in full. I acquired a soft personal loan from two of my friends and they became silent partners in the business until 2006 when I returned the funds that I had loaned from them.”

The next five years saw undeterred growth for the company, with

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Munawer Dhirani, Captain and Managing Director of Flightlink

Dhirani and his limited team flying a number of new planes that were acquired between 2006 and 2010, the organisation eventually being granted the rights to begin scheduled flights at the turn of the decade.

Having reached a number of milestones, including becoming the first airliner to launch scheduled flights to Mbeya, a city in southwest Tanzania, Flightlink began to pursue a strategy rethink in 2014.

The result was a greater emphasis on the use of larger twin engine aircraft, enabling the firm to meet a substantially greater level of consumer demand that has been stemming from Tanzania’s ever-growing tourism industry in recent years.

“Flightlink has since developed its own niche, tapping mostly into flying safari tourism,” reveals Dhirani.

“Unlike other domestic airlines, we operate mostly from small airports and provide travel to many of Tanzania’s most remote destinations.”

Singlehandedly diversifying the country’s travel offerings to these ends,

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the company was named the leading mid-sized Tanzanian company in 2016/17, later recognised as the nation’s runnerup Best Domestic Airline.

“These awards encouraged us to work harder and achieve our goal of operating 30-50 seat turbo prop aircraft as part of our network of scheduled flights,” Dhirani continues.

This ambition is heavily reflected in the company’s current five-year plan, a major strategic vision that the firm is currently pursuing in order to better serve its customers. Many changes have come as a result, the company having expanded its fleet to incorporate newer, safer, more comfortable, more efficient aircraft.

Additionally, Flightlink has also embarked on a training programme geared towards providing a way of entry into the Tanzanian industry for high performing students who have finished their basic aviation certification courses.

Simply put, the goal of this programme is to help tackle the problem of a lack of

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We do a lot of social and humanitarian work. We sponsor flights for eye camps, flying doctors to the rural areas where they operate and give free spectacles to the poor” qualified aviation personnel across the country.

“Skills shortages have been the biggest hindrance to the development of aviation in general in Tanzania,” reveals Dhirani. “Our country has a very limited number of aviation schools or colleges, and those that do exist charge exorbitant fees. The result has seen most students seeking training abroad

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and funding their education themselves.

“That is why we are running this initiative – to change the backwards status quo.”

A relatively new scheme, so far one engineer and two pilot students have benefitted from Flightlink’s training, all three now set to be fully qualified by Q3 2019. Further, the organisation also contributes financially to the Tanzania Civil Aviation Training Fund Programme each year that supports indigenous Tanzanian students in acquiring pilot and engineering licences.

“We do a lot of social and humanitarian work. We sponsor flights for eye camps, flying doctors to the rural areas where they operate and give free spectacles to the poor,” adds Dhirani. “Community upliftment is not something that we brush over.”

Navigating new landscapes

16 years on since it first began, Flightlink’s story continues to gain momentum by the day.

Having stemmed from a grassroots background and remained humble throughout its rise, the company has undoubtedly furthered the transportation industry of Tanzania, enabling it to reach new heights.

Building on this, it is now looking to operate more frequent flights, not only across its existing, established routes, but equally to some of the country’s better-known business destinations.

“By the year’s end we also want to start four-times weekly flights into Mombasa, Kenya – what has been a long-term aspiration of the company,” states Dhirani, highlighting his plans for what would be Flightlink’s first international flight from its general aviation hub in Dar es Salaam.

In addition, the aviation specialist is looking to hire and train more engineers in the aim of launching an internally managed maintenance facility to carry out periodic repairs rather than subcontracting to companies in Kenya, an ambition that

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Flightlink is expanding its routes across Tanzania and beyond “Flightlink has... developed its own niche, tapping mostly into flying safari tourism”

“By the year’s end we also want to start four-times weekly flights into Mombasa, Kenya”

would significantly reduce its costs.

Combining these aims with the growth of the market and Flightlink’s future certainly looks bright.

Dhirani concludes: “Aviation and tourism in Tanzania go hand in hand.

It’s a vast country, and tourists are increasingly requiring aircrafts, an element that has seen our sector steadily growing at between seven to 10 percent annually.

“There are lots of opportunities and we are optimistic that with our solid plans and development of our interns, the sector will pick up and become even more profitable.”

Tel: +255 782 35 44 48/49/50 cmd@flightlink.co.tz www.flightlink.co.tz

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Kenya’s Adaptable Auto Dealer

DT Dobie prides itself on an agile setup and customer-first service, now established as a reliable OEM partner both at home and in neighbouring countries Writer: Tom Wadlow | Project Manager: Josh Hyland

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ood security, affordable housing, accessible healthcare and modern manufacturing – in December 2017 President Kenyatta outlined his vision for Kenya’s development in the form of the Big Four Agenda.

Aligned with the East African nation’s Vision 2030, the programme seeks to improve the living standards of Kenyans, grow the economy and leave a lasting legacy.

For Ian Middleton, Managing Director of auto retailer DT Dobie, part of the French group CFAO which is owned by Toyota Tsusho, the Big Four initiative is cause for optimism.

Asked if Kenya’s auto market is an exciting space to be operating in, he replies confidently: “Yes, particularly now the government’s agenda is focusing on industrialisation and encouraging Kenya to manufacture more automotive vehicles and products for domestic use as well as export.”

Middleton joined DT Dobie in May 2017 having previously worked with CFAO in a former role.

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“I worked with them previously in Nigeria and it was a return for me when the company had recently taken on VW as a brand,” he recalls.

“It was a new challenge. I also know DT Dobie well from previous interactions in various markets with various products and always liked their business and work ethic.

“I have been in the auto industry my entire career, and my father before me, specifically in Africa. I was sent to Africa early in my career to do some troubleshooting, and I saw this as a dynamic environment with different challenges.”

Adaptability and aftersales excellence

For Middleton, the ability to adapt to such challenges and fluctuations in the market has been a key ingredient to DT Dobie’s ongoing success story.

This has enabled it to remain relevant to the market and capitalise on new opportunities, all the while maintaining fruitful relationships with more traditional customer bases.

“In addition, our OEM partners are

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real partners,” says Middleton. “They support our business quickly and effectively as they realise what is good for DT Dobie means more business for themselves.”

This extends into aftersales service, the cornerstone of DT Dobie’s reputation for reliability and something which the MD values dearly.

“It is probably the most important part of the business,” he says. “Our customers trust us to take care of their prized assets, and we endeavour to do this by listening to them and responding with our ability to support long-term relationships as well as their short-term needs.

“This is a task made difficult by our proximity to the OEM factories, which means we need to predict parts supply and technical ability requirements before they are required.”

Such service excellence relies on a well-trained, happy and motivated team of employees.

Middleton points to an internal system provided by CFAO called Moov’up, which champions internal recruitment by allowing new positions to be offered to current employees before any external headhunting commences. Once recruited, an internal development programme ensures regular appraisals and open dialogue regarding individual staff development.

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ABOUT DT DOBIE DT Dobie was the brainchild of Colonel David Dobie, a Second World War veteran who set up the business as a Mercedes-Benz franchise in East Africa in 1949.

A major milestone arrived in 1964 when the company was awarded the exclusive franchise distributor rights for Nissan passenger and light commercial vehicles across Kenya.

CFAO acquired DT Dobie in 2000, with Jeep’s Kenya franchise being awarded to the firm just a year later. Volkswagen came on board in 2014, and today DT Dobie serves customers through its network of branches in Mombasa, Nakuru and Kisumu, with dealers and service centres found nationwide.

Middleton adds: “We also have responsibility for CFAO Rwanda Motors which is our newest VW business in that country. We support dealer operations in Uganda too with our partners at Ashland Motors. In Kenya our OEM partners are VW, Daimler and Hyundai Commercial, while in other parts of East Africa, our responsibility is exclusive to VW.” Ian Middleton, Managing Director of DT Dobie

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“Profitability and a number one market share in all segments where we participate is always our ultimate goal, however, in 2019 we aim to continue to build on the platform we have already created with the new exciting model lineup we have coming.”

The MD concludes with a bold appraisal of what lies ahead for DT Dobie’s home nation.

“We are absolutely optimistic about the future for Kenya and indeed the region,” he says, “but we will keep an eye on the market to ensure that we are ready to adapt if necessary.”

Driving ahead

This will prove key to DT Dobie’s advancement in the future as the company seeks to expand.

Middleton outlines how the firm’s goals will be partly achieved through new product lines for Kenya and a recently opened plant in Rwanda.

“We have many more models in the pipeline, for both VW and Mercedes Commercial,” he adds. “Our newest facility in Kigali is fully operational but today can only supply the Rwandan market – our hopes for the Kenyan market are that we will have the ability to supply domestically and beyond.

DT Dobie Tel: +(254) 020 7604000/0711057000 sales.dtdobie@cfao.com www2.dtdobie.co.ke

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Stellenbosch-based fast food specialist Hungry Lion has found ideal footing for expansion over the coming years, owed to optimised operations and an admirable outlook Writer: Jonathan Dyble | Project Manager: Josh Hyland

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“There’s no hiding from the fact that there are a lot of challenges in Africa, but retail is a promising sector when it comes to facilitating opportunities, creating employment and generally building a business that can have a widespread impact,” he says.

“When you reach a remote town with an empty plot, the local people don’t often have much. But as we’ve built new stores and helped to launch new shopping centres, we’ve been able to not only witness, but also facilitate the construction of new, thriving ecosystems. We’re proud to be a business that contributes to the success of these societies – I guess you could say we’re a capitalist business with a socialist outlook.”

Basson, now CEO, became part of the Hungry Lion story in 2001 and has seen

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the company come a long way over the past two decades to be the responsible, esteemed organisation it is today.

Having opened its first restaurant in South Africa in 1997, the business today proudly operates a network constituting over 200 stores across South Africa, Lesotho, Swaziland, Botswana, Namibia, Zambia and Angola, with over 4,000 Hungry Lion employees. Looking at the bigger picture, however, such statistics only touch the surface of what the brand is bringing to the region.

“In many ways I like to think that our product is an afterthought in what we’re looking to achieve,” explains Basson. “Yes, serving bigger portions, more chips and more smiles is key to our operations, but it’s just one part of our overriding goal – providing joy to our employees, customers and local communities through food, served with passion.”

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TILESPACE

LEADERSHIP FOCUS ADRIAN BASSON Adrian Basson studied accounting at Stellenbosch University, moving to London in 1999 upon graduating to work for Compaq as part of its internet and ecommerce division.

From here, he then spent a year running his family liquor business before joining Shoprite in 2001 as the Hungry Lion Divisional Manager. Coinciding with this, his family purchased 50 percent of the Hungry Lion business, with Basson himself then working at Shoprite Holdings as a Director until 2017, including a stint as the company’s Chief Digital Officer.

Re-joining the Hungry Lion Division full time in January 2017, Basson’s family then purchased the remaining 50 percent stake in the business on July 1, 2018. Now a fully-independent company, Basson stands as the full time CEO of Hungry Lion, also running DigiCloud Africa – the sole distributor of Google Cloud products in Africa.

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ur association with the Hungry Lion brand and the accompanying supply of highquality tiles over the past 20-plus years, is one of which we are not only very proud, but are extremely grateful for.

We at Tilespace have been privileged to have been treated as integral partners

by Adrian Basson and his team and have, since inception, watched the Hungry Lion chew up its opposition as it “Roars through Africa”.

We salute them for their caring for others through their many upliftment programmes.

T jhb (+27) 11 796 5100 T ct (+27) 21 003 4423 E sales@tilespace.co.za

www.tilespace.co.za This ethos is relatively new to the firm, becoming more of a core focus during the company’s major rebranding process that kickstarted in 2014. Having originally been part of the Shoprite Group, Africa’s largest food supermarket chain, Hungry Lion is now a totally independent company in its own right with a unique brand and character.

“In the beginning, we weren’t really building a brand,” reveals Basson.

“We purely sold chicken and chips at an affordable price on a somewhat ad-hoc basis. However, we eventually found ourselves with 100-plus stores, and with the economic challenges that came around in 2008/09, we realised that stores without a brand, a story, and an experience would fail to deliver in the long term. It was a case of changing with the times and we invested a lot into the design of our stores, our product quality and consistency, together with the development of the brand itself.”

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Since transitioning from being a business-centric to a customer-centric brand, Hungry Lion has reaped the rewards with the business undergoing stratospheric growth over the past few years.

Adding a modern twist

Moving in this re-energised direction, strategy changes quickly followed for Hungry Lion, evidence of which can be found in the firm’s increasing use and the implementation of revolutionary technologies.

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Fast forward to today, the company now benefits from artificial intelligence, automated system checks, cloud computing and live dashboards – technologies which serve multiple purposes in the way of driving the business forward. This together with an always connected workforce, makes executing operationally so much more efficient.

“I’ve always had a connection with technology,” Basson reveals. “I used to work in the technology division of Compaq in London and also formerly as the Chief Digital Officer of Shoprite for a period. We live in an era where we can augment the people with technology to do the repetitive stuff, so that they can focus on the more human touches.”

In a space where most others in the fast food industry are franchised and owner-managed, Hungry Lion is unique in the African landscape, with almost all stores being fully-owned and managed from its Head Office. This is where

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Where distinctive style, craftsmanship and superior quality meet to bring about inspired beauty.

We have showrooms in Johannesburg and Cape Town; where you can view, touch and connect with our exclusive products sourced from our international partners. www.tilespace.co.za sales@tilespace.co.za jhb (+27) 11 796 5100 ct (+27) 21 003 4423

automated systems and clever use of technology comes to the forefront in managing the business over vast distances and across borders.

“With technology comes data and with data comes insight,” Basson continues. “Using our systems, we’re able to see the performance of each of our stores in real time, have an overview of customer experience, and execute plans to fix problems at speed and scale.

These capabilities would never have been possible if we didn’t have the right technologies in place.” With full visibility of information comes accountability, since everyone can see what needs to be done and if it was done. Transparency is a crucial merit of these technologies, a cultural trait of Hungry Lion that is accentuated in other ways.

Basson adds: “We have a network of area, country and regional managers who act as an extension of our Head office in Stellenbosch. Head office employees pay regular visits to different regions to keep a finger on the pulse of

QSR – AN INDUSTRY ON THE RISE According to a recent report from Analytical Research Cognizance, the global quick service restaurant market is expected to maintain a compound annual growth rate of 8.3 percent over the next five years, while the IMARC Group has revealed that West Africa’s food service market became valued at $5 billion in 2017.

African QSR is undoubtedly a sector on the up, owed to sweeping social and economic changes such as rising employment rates and GDP that are being witnessed across the continent, with consumers finding themselves with greater levels of disposable income and rising inclination towards purchasing fast food.

Demographic alterations are similarly contributing. Africa has experienced continual urbanisation since the latter half of the 20th century and its a region with one of the world’s youngest populations, a makeup that has paved the way for the widespread adoption of new lifestyles and greater access to a wider range of eating options.

Combined with rising exposure to digital media and a number of other factors, these trends are dictating the rise of quick service restaurants across the continent.

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local operations. Our area and country managers, in turn, come to Head Office regularly for updates to business processes, training, and meetings. This constant exposure in both directions ensures that best practises are shared and implemented to all stores quickly.”

Prosperous career planning

Combined with both these expansive technologies and a transparent, remodelled structure, Hungry Lion recognises that its staff are key to achieving the firm’s ongoing ambitions.

To this end, the company ensures that it provides extensive benefits to its employees, bolstering its position as an employer of choice and equally its talent retention capabilities.

Such initiatives include the introduction of E-learning materials in five languages and the company’s live in-house training platform from LessonDesk, a comprehensive new employee assistance programme, access to affordable healthcare for

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employees and more specialised and tailored training programmes.

What’s more, Hungry Lion has a strong focus on career planning, testament to its culture of internal promotion.

“Typically speaking, joining a fast food business as the lowest level of employee, the pay isn’t fantastic and it’s not uncommon for these workers to have bigger aspirations,” explains Basson. “What we’ve realised is you can either listen to and facilitate these ambitions, or your workers will leave and look for opportunities elsewhere.

We like to pursue the former, providing clear career paths for our inspirational and aspirational workers.

From cashiers to controllers to junior managers to regional managers, and so on, this personal growth structure is in place at Hungry Lion.”

A core part of the company’s ethos, providing key opportunities to reward loyalty and ambition, Hungry Lion offers not just a job but an all-

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encompassing opportunity to build a prosperous career.

A sound, responsible outlook

Such a humble and grounded approach is not only applied internally, but equally externally through a number of corporate social responsibility initiatives.

These are built around Hungry Lion’s three-pillar CSR strategy, with the organisation contributing towards hunger alleviation, championing change in local communities and promoting skills development.

Between February and March of this year alone, for example, the company provided food for the attendees of a seminar addressing the issue of domestic violence, pupils of an underprivileged primary school during a field trip and fire fighters in the Western Cape, while also supporting a Soweto children’s home and a local police station’s cricket tournament for rural schools.

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“It’s an element to our business that we take pride in,” reveals Basson.

“We like to show that we care for our communities, customers and especially our employees and their families.

There’s a lot of need in Africa from a poverty standpoint and being in the food business we’re able to help local communities in addressing such issues. I wouldn’t say we have a set agenda – ad hoc opportunities arise, and we react accordingly in each of the locations that we’re based, helping to give people a sense of purpose and promote skills of local communities.”

Asked about a particular such initiative that springs to mind, Basson

is quick to highlight the company’s efforts in supporting the Zambian people during a cholera outbreak at the beginning of 2017.

He continues: “We immediately lowered the prices of our food, ensuring people could get nutritious, safe and affordable food, we donated money to the government that was used to help with the clean-up process.

We even provided sanitation kits to our staff, helping them clean their own living environments to ensure their family’s health.”

Having developed a culture that is firmly centred around providing benefit to all people, whether it’s supporting local communities or providing unrivalled, progressive career opportunities, Hungry Lion’s outlook is unique and admirable.

Opportunity is a word that is creating an atmosphere of excitement within the company at the moment, with continued expansion firmly on the table for Hungry Lion after experiencing double digit percent organic growth over the past two years.

“We’ve set 20 new stores as a benchmark, but realistically this is a ball-park figure on the conservative side,” reveals Basson. “If we can open 50 stores then we’ll do it – if we find a good site where we can profitably trade, we will open. There aren’t any specific limitations.”

New systems and optimised procedures in place, last year’s corporate action, focus on organic growth, and consolidation allowed Hungry Lion to not only transition into independence, but equally provided

the platform for the company to gear up for full throttle expansion over the coming years.

“We’re realistic at the same time,” Basson continues. “We understand that we cannot conquer the whole continent in 2019 or 2020, but the plan is to grow as fast as possible. Africa has around 1.2 billon people but in the next three decades this number will double. Further, there are 54 countries across Africa, countries that we know we’ll have a good chance of being able to expand into, whether it be through franchises, joint ventures, or other kinds of partnerships. The opportunities are immense, and I feel our business is a prime example as to why it’s a great time to be investing on the continent right now. I just hope that others will come and join us in the fun!”

Hungry Lion Tel: +27 21 200 7777 talktous@hungrylion.co.za www.hungrylion.co.za

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WHEN: June 18-20 WHERE: Dakar, Senegal CONTACT:

claire.hewitson@valemediagroup.com

WEBSITE: www.upstreamwestafrica.com

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THE UPSTREAM West Africa Summit is the only oil and gas event in West Africa that brings all of the industry leaders together from the region annually. For three days the selected delegates gather together to share knowledge and discuss best practices through thought leadership, take oneto-one meetings and network.

Now in its fifth year, the Upstream West Africa Summit has gone from strength to strength and promises to be the best yet. If you are looking to meet with C-level oil and gas executives in West Africa, then this is the must attend event for you. #USWA19 separates itself from traditional conferences and

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Developing the deepwater hydrocarbon potential of West Africa 

EVENT DETAILS

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exhibitions. There are no booths or exhibition halls at the summit. It focuses on delivering extremely high quality, high level gatherings with some of the most senior executives in the oil and gas sector in an intimate five-star environment. All the themes and topics of the summit are end userdriven and are put together by our content committee which consists of a delegation and government relations team who set the hot themes and issues that are currently facing the oil and gas industry.

The organisers, Vale Media Group, can impact your business development efforts in the region by arranging pre-determined closed-door business meetings with senior executives. Its project intelligence reports ensure that every meeting you have will be extremely targeted, and you will know exactly who you will meet and the topics that will be discussed weeks in advance of the summit commencing.

Only mutually agreed meetings are set up, ensuring there’s synergy that gives you the best possible chance of doing business at the summit.

This approach allows attendees to consolidate six to 12 months of business meetings into the three days, cutting travel times and expenditure.

Hosted By

@VA LEM ED IAG RO UP

In Partnership With

Endorsed By

AFRICA UPSTREAM SERIES

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18th - 20th June 2019 | Pullman Hotel | Dakar | Senegal

PROMOTING CROSS BORDER COLLABORATION FOR FUTURE UPSTREAM SUCCESS IN WEST AFRICA

The African Oil & Energy B2B Events Company

The African Oil & Energy B2B Events Company

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The nation’s largest mining and industrial platform

EVENT DETAILS WHEN: June 19-21 WHERE: Lubumbashi, Democratic Republic of the Congo WEBSITE: www.drcminingweek.com

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DRC MINING Week brings together over 3,500 international professionals and local stakeholders from more than 50 countries, aiming to explore and showcase the vast investment opportunities.

Over the past 15 years, this business gathering has grown significantly keeping up with the market demand.

2018 has demonstrated once again the attractiveness of the DRC as a business destination for organisations looking to increase brand awareness; generate new leads; form new partnerships and showcase products, services and technologies.

In 2019, the three-day event will provide a B2B conference, indoor and

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outdoor expo gathering over 200 sponsors and exhibitors, scheduled business meetings, and operational site visits. Make sure to be part of the growth now!

The strategic and practical conference will provide critical insights into hot regulatory issues, commodity trends, sustainable productivity improvements to streamline operations, and will address power supply shortages.

Acknowledging the success and impulse of the 2017 CEO roundtables, the event will invite C-level representatives to share their views and experiences to increase private and public collaboration in a constraining mining market environment.

DRC MINING WEEK IS BACK 19 – 21 June 2019 The Pullman Lubumbashi Grand Karavia Hotel, DRC WWW.DRCMININGWEEK.COM

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Connecting food and beverage sector leaders and innovators

EVENT DETAILS WHEN: June 23-25 WHERE: Johannesburg, South Africa WEBSITE: www.africabig7.com

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AFRICA’S BIG 7 is the only food and beverage trade show in Africa to bring together thousands of stakeholders, suppliers and buyers under one roof to boost pan-African trade, and will be back in Johannesburg this June.

Africa’s Big 7 is the annual meeting place for food professionals across the continent who visit to source, meet and gain insight into the very latest developments affecting the industry.

This exciting B2B food event connects the startups, food innovators, foodtech businesses, investors and partners who are redefining the food industry from farm-to-fork.

As an important event at Africa

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Trade Week, Africa’s Big 7 takes place with The Hotel Show Africa, two high-level conferences, global chef competitions, hospitality talent and an impressive programme of free training plus a range of other exciting features and demonstrations you will not want to miss.

23-25 JUNE 2019

At the heart of food & beverage retail in Africa.

Join over 3900+ food and beverage professionals at Africa’s Big 7.

Meet buyers and distributors from across the continent at the markets longest established and most trusted exhibition.

WHY SHOULD YOU ATTEND?

CONFERENCE

Local and International Exhibitors

A b2b food conference that is refining the food industry from farm-to-fork

2 Day conference

Live Features on the show floor

Focused agenda with 40+ industry experts

• Café Culture • Global Pizza Challenge

Startup and innovator networking opportunities

Media partners

Featuring

Knowledge partners

Strategic partners

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trusted foo ost m

Co-located with

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stablished a te n es

REGISTER ONLINE NOW: www.africabig7.com BOOK YOUR SEAT AT: www.foodnextlive.com

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• Over 40 countries participating • Meet with over 250 exhibitors showcasing the latest and most innovative products from farm-to-fork • Stay in touch with the latest industry trends • Network with industry peers and meet new partners

Official media partner

Organised by

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Discussing six key pillars of the mining industry THE FUTURE of Mining EMEA conference builds upon the existing Future of Mining event series across the globe and has been created to connect c-suite, heads and managers of mine operations and mining equipment, technology and services (METS) providers to debate and define the future mining landscape across Europe Middle East and Africa.

The agenda provides attendees strategic level content focusing on six key pillars: Exploration & Development, Sustainability & Optimisation, Innovation & Technology, Strategy & Planning, Connectivity & Digitisation and People & Leadership.

Key topics include:

Overcoming a lack of trust: securing social license to operate – What events drive society’s views of mining? How do these translate into a company’s strategy and what steps can be taken

EVENT DETAILS WHEN: June 26-27 WHERE: London, UK CONTACT: events@aspermontmedia.com WEBSITE: https://emea.future-of-mining.com

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to show people the importance of mining?

Panel: From Minecraft to Mineshaft: Engaging with the Next Generation of Talent – how real is the risk of falling short in the quest for new industry talent? Does this present an opportunity for mining to rebrand as an industry and what steps can mining companies take to change their approach to recruiting new talent?

Case Study: Roadmap to the Digital Mine – an insight into the strategy, implementation and delivery of Syama Gold Mine Automation Project – What are the core drivers for automation?

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What technology has been deployed and why? What key considerations must be taken before undertaking full automation?

Adapting to survive: How can miners integrate an effective digital strategy into their operations? How do you manage digitisation when parts of a mining organisation are so different?

How does your operating model change and adapt as a result of digital?

Stronger Together: The Need for industry collaboration – why do European miners take a more open approach to collaboration than miners in other regions?

Book your tic ket by 3 0 th April and

SAVE 15%

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Meet the industry leaders who shape the Future of Mining across Europe, the Middle East and Africa 26-27 June 2019 8 Northumberland Avenue London, UK

For the latest agenda and to register visit emea.future-of-mining.com or email events@aspermontmedia.com

Platinum Partner:

Silver Partner:

Supported by: Established

1909

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F O C U S Africa’s future approach to affordable housing.

Here’s a quick breakdown of why you must attend AHIS:

Key highlights

The Summit focuses on analysing the best practices in the housing projects across Africa to overcome the challenges in providing affordable housing while also addressing the seven key factors that affect affordability in Africa.

Be a part of the bigger crew

Promoting meaningful dialogue among key industry stakeholders

EVENT DETAILS WHEN: June 26-27 WHERE: Nairobi, Kenya WEBSITE: www.ahisummit.com

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AFRICA IS expected to have the largest workforce in the world by 2040, which means it is essential for them to foster and sustain high economic growth while also improving the housing sector.

One of the most common issues the African markets are facing is a serious crunch of affordable homes which is in turn affecting the economy. However, policy makers and governments are focusing on tackling the issue by trying to bridge the gap across the continent.

In one such attempt, the Affordable Housing Investment Summit (AHIS), an initiative by GBB, is aimed at creating a fruitful dialogue among key stakeholders which provides a platform to exchange and promote ideas in affordable housing research, policies, best practices and help guide

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With over 200 delegates, AHIS will host government representatives, project owners, solution providers, private equity funds, investors, financial consultants and REITs who will be a part of the event.

Visionaries leading the advisory board

From the vision of executing the idea of affordable homes to addressing the challenges and exploring the opportunities and experiences in affordable housing provisions, an expert led panel that includes key industry thought leaders and speakers will be a part of the summit.

Industry insights and latest trends

Get the latest industry insights as renowned speakers and the most innovative minds come together to throw light on current and future market trends in affordable housing.

Connect and network

At AHIS, you will not only have extensive knowledge exchange, but also find endless opportunities to network, collaborate and build stronger business relationships.

You’ll make connections that go well beyond the summit with exclusive B2B meetings between developers and investors that facilitate compelling business opportunities.

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THE NIGERIA Oil & Gas Conference & Exhibition, now in its 18th year, will be returning to Abuja from July 1-4, 2019. The annual meeting of industry stakeholders will once again gather over 700 industry professionals to network and explore new business

EVENT DETAILS WHEN: July 1-4 WHERE: ICC, Abuja, Nigeria CONTACT: nogenq@thecwcgroup.com WEBSITE: www.cwcnog.com

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A vital platform for Nigerian SMEs and international partners opportunities within the industry.

Don’t miss this opportunity to meet the who’s who of the Nigerian oil and gas industry.

With the support and participation of the Ministry of Petroleum Resources, NNPC, its subsidiaries and the Nigerian oil and gas industry, NOG has become a part of the institutional framework of the industry and has been at the forefront of policy announcements and strategic discussions for the last 17 years.

The Nigeria Oil & Gas International Exhibition is a vital platform for Nigerian SMEs and international partners, where Nigeria content initiatives are planned and contracts

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are established and often signed.

Initially, international players dominated the exhibition with only a handful of indigenous exhibitors; indigenous players and SMEs now make up 85 percent of the exhibiting companies at NOG. The Nigerian Content Seminar provides a platform for legislators, the NCDMB, investors and oil and gas businesses to convene and celebrate the Nigerian content achievements realised since the enactment of the Nigeria Oil & Gas Industry Content Development Act, discuss the challenges that remain in Nigerian content implementation, explore solutions and share case studies.

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Putting African dairy on the global investment map

EVENT DETAILS WHEN: July 4-5 WHERE: Abuja, Nigeria WEBSITE: www.szwgroup.com/global-dairycongress-africa-2019

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AS A part of GDC Series, Global Dairy Congress Africa (GDC Africa) is the only global dairy platform to accelerate dairy investment, trade and modernisation in Africa.

In the past three years, GDC Africa gathered local government, dairy processors, leading equipment and services from Africa countries and global.

This year, the 4th Global Dairy Congress Africa 2019 is returning back to Abuja, Nigeria on July 4-5. You will join in a great Africa dairy industry platform to: • Learn dairy investment potentials and engagement strategies in 10plus African countries.

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• Empower the African dairy sector with global technology and experience.

• Unveil paths to enhance dairy availability and affordability in Africa.

• Grasp dairy product innovation trends for African consumers to generate new growth waves.

• Gain industry interviews and private meeting arrangements.

• Enjoy unlimited networking opportunities with 150-plus participants from regional and international dairy communities.

4th Global Dairy Congress Africa 2019 July 4-5 Abuja, Nigeria

July 4, 2019 Session One:

Exploring Dairy Investment Opportuni�es in African Countries

Session Two:

Upgrading African Dairy Sector: Technologies and Implementa�ons

July 5, 2019 Session Three:

Enhancing Dairy Availability and Affordability in Africa

Three July 6, 2019 Farm Visit & Farm-site Training Workshop

Session Four:

Pursuing Sustainable Dairy Value Chain Development Mode

Session Five:

Tracking Dairy and Dairy-Alterna�ve Products Innova�on Trends

A Fresh Look at Dairy Sector Engagement Opportuni�es in African Countries Global-Africa Dialogue: Invest in African Dairy Value Chain--New Opportuni�es, Main Concerns and Proper Strategies Invest for Africa--Sustainable Dairy Chain Suppor�ng Program from Grass to Glass Emerging Dairy Technologies to Upgrade African Dairy Sector Ini�a�ves and Innova�ons to Boost African Dairy Affordability and Availability Dairy Leaders’ Dialogue: How to Cooperate to Thrive African Dairy Industry?

New Trends of Dairy and Dairy-Alterna�ve Products for African Consumers Farm Visit and Farm-site Open Training Workshop

Rala 8099 +86 132 6222 2731

ralaw@szwgroup.com

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To round off each issue, we ask our contributing business leaders for their views on the same question

What does the future of your industry look like?

Andre Laperriere CEO, Global Open Data for Agriculture & Nutrition (GODAN) “Africa is possibly the richest continent in terms of agriculture potential. Furthermore, we see across the continent a new generation of educated, innovative and passionate young entrepreneurs, eager to tap into this potential and drive their economies forward. These are the key ingredients to success: potential, talent, and eagerness to go forward.

This is why Africa will succeed.”

Simon Johnson Director, DMJ Architects “My biggest concern for construction in the region is the amount of resources in Kenya that are being soaked up by the Standard Gauge Railway project. This is definitely affecting the orderly development of the country. I also am concerned about the lack of planning of Nairobi. If the city is to develop to its full potential, it needs its leaders to properly understand the need for an overall concept for the city’s development beyond individual projects.”

Richard Keeley CEO, Hybrid Poultry Farm “The role of the poultry industry in the larger agricultural picture of Zambia is undisputed and will continue to be a big contributor in the future. In the heart of the culture is a love for poultry products and you can see it in every celebration that chicken must be a part of the protein options to complete the

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feast. With the population growth rate expected to increase and limitations of land availability, it will get increasingly difficult to acquire massive plots of land to practice ranching for cattle or large-scale crop growing. These challenges are not shared by the poultry industry, which makes it ideal to champion food production capacity in the future.”

Hally Mass Jobe Managing Director, Atlas Energy “The Gambia is the most politically stable it has been for a very long time. With the new democratic dispensation business is easier as the government is poised to grow the economy by making the business environment more conducive. There are many expected projects geared towards infrastructural development

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within the country and we plan to take full advantage of this. Our tourism sector is also booming, and this is great for our aviation business.”

Munawer Dhirani Captain and Managing Director, Flightlink “Aviation and tourism in Tanzania go hand in hand. It’s a vast country, and tourists are increasingly requiring aircrafts, an element that has seen our sector steadily growing at between seven to 10 percent annually.

By the year’s end we also want to start four-times weekly flights into Mombasa, Kenya – what has been a long-term aspiration of the company.

There are lots of opportunities and we are optimistic that with our solid plans and development of our interns, the sector will pick up and become even more profitable.”

" The Gambia- Today's Gateway into Africa"

Commercial Office Buildings High Quality Infrastructure Network Airport Business Hotel Light Goods Manufacturing High Quality constant energy supply

Redistribution Hubs On-site Integrated Leisure Center Multiple Retail Centres High-Speed Telecommunication Internet Services Eco Friendly Buildings

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