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EDITORIAL
Head of Editorial: Jack Salter jack.salter@outpb.com
Deputy Head of Editorial: Lucy Pilgrim lucy.pilgrim@outpb.com
Finance Assistant: Victoria McAllister victoria.mcallister@outpb.com
FOOD & BEVERAGE OUTLOOK
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FEAST FIT FOR A KING
Welcome to our eighth edition of Food & Beverage Outlook magazine.
Zambia’s largest fast-moving consumer goods (FMCG) manufacturer, Trade Kings Group (Trade Kings), sits on the throne of our latest issue.
Trade Kings was established in 1995 from humble beginnings, with a belief that local consumers deserved quality, local goods – which subsequently formed the company’s vision.
Over the last three decades, it has grown into one of the largest diversified manufacturing groups in sub-Saharan Africa, boasting more than 100 brands delivered across 10 countries.
This broad scope of successful brands within various FMCG portfolios, including confectionery and food and beverage, positions Trade Kings as an industry titan.
“We started small, built patiently, and kept reinvesting – today, we are part of a much bigger conversation about what African industrial capability can look like when it is backed by conviction,” divulges Mohsin Patel, Director.
Across the border, Bokomo Namibia (Bokomo) is a prominent food and beverage manufacturing and distribution company based in the bustling capital of Windhoek.
Bokomo maintains approximately 70 percent market share in Namibia’s snack food market, employing various strategies to sustain its competitive edge.
“There are several factors behind our dominance in the industry, including a strong position in the snack market largely driven by our association with powerful, globally recognised brands,” acclaims CEO, Hubertus Hamm.
Another industry stalwart, Kuku Foods, proudly serves KFC’s world-famous Finger Lickin’ Good chicken across Kenya, Rwanda, and Uganda.
Impressively, 2025 was the first time Kuku Foods opened more than 10 restaurants in one year.
“We had a bold goal of installing kiosks across all our restaurants by the end of the year, and we have accomplished this as well,” adds CEO, Jacques Theunissen, who we last spoke to in June 2024.
This issue’s feast of corporate stories is fit for a king – be sure to leave room for Aunt Millie’s, Tongaat Hulett Zimbabwe, KRT Group, and more.
We hope that you enjoy your read.
Jack Salter Head of Editorial, Outlook Publishing
FEATURES
AFRICA
38 Trade Kings Group
A Story of African Manufacturing
An expanding ecosystem of brands that remain both relevant and scalable
58 Bokomo Namibia
Nourishing a Nation
Embracing food security and supporting local economies
70 Kuku Foods
A Recipe for Success
Bringing world-famous chicken to everyone’s doorstep
78 Tongaat Hulett
Zimbabwe
Zimbabwe’s Sweet Spot
The country’s largest and oldest sugarcane producer
86 KRT Group
Farming Forward – A Vision for Sustainable Agriculture
Sustainable practices and growth in Zambia
94 Cervejas de Moçambique
Natural, Local, and Inclusive
Bottling the essence of Mozambique
100 Rohloff Group
Finger Lickin’ Expansion
One of the largest KFC franchise partners in Africa
NORTH AMERICA
114 Aunt Millie’s
Bake Memories
Healthy, high-quality baked goods
ASIA PACIFIC
120 KROHNE
Instrumental to Process
Instrumentation
The right solutions for process measurement applications
EUROPE
& MIDDLE EAST
128 Wenzel’s The Bakers
Born and Bread in London
Baked to perfection
The Flavours Reshaping Office Beverage Culture
For decades, the workplace drinks landscape in the UK was dominated by tea and coffee. In recent years, this has shifted as offices have become extensions of broader lifestyle trends. Russell Cowley, General Manager of FreshGround, examines the rise in lower-caffeine and wellness-led drinks sitting proudly alongside the more traditional bean-to-cup coffee
Writer: Russel Cowley, General Manager, FreshGround
There is a much greater diversity of office drinks in today’s working environment. From matcha lattes and chai blends to oatbased beverages and low-caffeine alternatives, the office drinks machine is evolving into a representation of the modern wellness economy.
This shift can be seen first-hand
through growing workplace demand for a wider choice and greater alignment with personal well-being goals.
Whilst bean-to-cup coffee is still the UK’s favourite, one of the most notable changes in workplace consumption is the gradual move towards more balanced, functional
drinks, reflecting a broader cultural change in how consumers think about energy and productivity.
This aligns with UK regulators, who continue to emphasise moderation in caffeine consumption, with the Food Standards Agency noting that up to 400 milligrams per day is unlikely to cause adverse effects in healthy adults.
At the same time, employers are taking workplace well-being a lot more seriously. According to Deloitte’s 2026 Global Human Capital Trends, 81 percent of workplaces have increased their focus on staff mental health since the COVID-19 pandemic.
Essentially, this all points to a rising demand for a broader and more considered range of workplace drinks. Lower-caffeine coffee options, such as half-caff and blended varieties, are becoming more common. Likewise, decaf offerings that are increasingly able to match the taste and quality of fullstrength coffee are being seen more often in the office.
Furthermore, herbal and botanical infusions – including mint, rooibos, and chamomile – are becoming common, particularly for those looking to moderate caffeine intake.
Functional drinks with added benefits, such as enhanced focus, calm, or hydration, are also seeing growing interest as employees look for beverages that support how they feel throughout the working day.
FUNCTIONAL AND WELLNESSLED DRINKS
As workplace coffee culture has rapidly mirrored the look and experience of the high street, the wellness movement has also moved from consumer lifestyles into corporate environments.
Employees are increasingly making food and drink choices that reflect broader health goals, such as gut health, stress reduction,
improved sleep, and sustained energy.
This is strongly reflected in global beverage innovation trends, with recent reports highlighting the continued expansion over time of functional drinks, defined as beverages offering health benefits beyond hydration.
In offices, coffee is now part of a much broader drinks ecosystem, with growing availability of blends featuring ingredients such as ashwagandha and ginseng, in addition to herbal “wind-down” teas designed for late-afternoon consumption.
Electrolyte-infused hydration drinks are also becoming more common, demonstrating an increased awareness of hydration and performance, whilst low- and no-sugar alternatives are in higher demand.
CULTURAL CROSSOVER
Two of the clearest beneficiaries of this shift are matcha and chai. Matcha has moved from a niche café item to the mainstream workplace. Its appeal lies in its combination of moderate caffeine content and L-theanine, which is often associated with calmer, more sustained energy release compared to coffee.
Recent category analysis shows that matcha is now firmly mainstream, particularly amongst younger consumers, with penetration growing in both home and workplace settings.
However, matcha is still closely associated with wellness culture and premium café experiences. As a result, it brings both functional and emotional value into the workplace, whilst also once again showing how the office is mirroring the high street.
Chai is also gaining traction, particularly in workplace environments seeking inclusive, caffeine-light alternatives. Its appeal lies in its flavour, which tends to be
spiced, comforting, and indulgent, whilst also reflecting a movement towards global tastes.
TESTING GROUND FOR BEVERAGE INNOVATION
Historically, new beverage trends have tended to emerge in cafés, bars, and retail environments before gradually filtering into the home. Increasingly, however, it’s the workplace that’s becoming an early adopter.
Offices are high-frequency consumption environments, where employees typically consume multiple drinks per day, making them ideal settings for trialling and normalising new products at scale. In addition, workplaces benefit from institutional purchasing power, meaning new beverage options can be introduced rapidly across entire organisations, accelerating exposure and adoption.
This means procurement decisions are being shaped by well-being priorities, with HR and facilities teams actively seeking wellness-focused options as part of broader employee engagement and retention strategies.
Perhaps the most significant shift in workplace drinks is not the decline of coffee or tea, but the end of the “one-size-fits-all” mentality that once defined them. Today’s workplace needs to cater to a far broader spectrum of preferences and requirements, from reduced caffeine intake and plant-based or low-sugar diets, through to increasingly diverse cultural tastes and fluctuating energy needs across the working day.
This does not diminish the role of traditional bean-to-cup coffee systems – in many ways, it reinforces it. Coffee remains a central pillar of workplace culture, valued not just for its caffeine content but for the ritual, consistency, and quality experience it provides.
What is changing is the
expectation that it should stand alone, as it now sits within a wider ecosystem, where high-quality coffee makes up a broader selection of drinks designed to support well-being and different moments, moods, and needs throughout the day.
Ultimately, the workplace drink is a ritual that reflects identity, wellbeing, and lifestyle alignment, with coffee remaining at its core whilst sharing space with an expanding range of complementary choices.
ABOUT THE EXPERT
Russell Cowley is General Manager of FreshGround, where he oversees all aspects of the business, ensuring seamless operations and consistently high standards. With extensive experience and a deep understanding of the industry, Cowley plays a pivotal role in driving performance and supporting team success.
A natural relationship-builder, Cowley excels in engaging with clients, suppliers, and colleagues alike, fostering strong partnerships across the business. Known for his hands-on approach and problemsolving mindset, he keeps the organisation running smoothly day-to-day.
than 20 years
More
after the original film, the campaign with GREY GOOSE featured celebforward insights from the likes of supermodel Heidi Klum
GREY GOOSE Hits the Runway
Reaching new levels of a fashionable pour, GREY GOOSE served in its The Devil Wears Prada 2 partnership. We browse the campaign’s multi-platform programme that builds on the leading vodka brand’s foray into the fashion industry
Writer: Lucy Pilgrim
Ahighly sophisticated beverage best served ice-cold, GREY GOOSE is the epitome of premium French vodka, which has evolved since its inception in 1997 to become a go-to in the luxury drinks category and mainstay of the Bacardi brand.
Upheld by this elevated reputation, GREY GOOSE recently collaborated with one of the world’s most beloved film franchises on its recent release of The Devil Wears Prada 2 that parallels the chic sophistication the vodka brand’s consumers represent.
Launched on the big screen at the beginning of this month, The Devil Wears Prada 2 is the much-awaited sequel to 20th Century Studios’ 2006 film that shaped the cinematic landscape of the early 2000s. Combining the ever-growing appeal of two high-end brands, GREY GOOSE’s partnership with The Devil Wears Prada 2 saw a vibrant multi-platform programme that united fashion, film, and cocktail culture.
More than 20 years after the original film, the campaign with GREY GOOSE featured
The Devil Wears Prada 2 had its premiere at the Lincoln Center for the Performing Arts in New York City on 20th April 2026
Barbara Palvin and Dylan Sprouse
celeb forward-content from the likes of supermodel Heidi Klum, as well as interactive pop-up experiences, speciality cocktails, in-theatre activations, and limited-edition bottle packaging.
Aleco Azqueta, Vice President of Global Marketing for GREY GOOSE, believes the campaign with the hotly anticipated film is a natural extension of the drink’s alreadyelevated legacy, having positioned itself at the intersection of culture and craftsmanship.
THE DEVIL’S ROAST RECIPE
• 1.5 ounces (oz) of GREY GOOSE vodka
• One oz of single-origin espresso
• 0.75 oz of coffee liqueur
• A pinch of salt
• Three gold-dusted coffee beans to garnish
FASHION IN A COCKTAIL GLASS
Leveraging its French heritage and longstanding connection to the world of fashion, GREY GOOSE launched The Devil’s Roast espresso martini –the perfect sip for fans to celebrate the return of the iconic film.
A cocktail that feels both timeless and modern, The Devil’s Roast sits at the centre of the campaign and is a simple yet delicious reimagining of Miranda Priestly’s iconic coffee order with a tantalising GREY GOOSE twist.
It is a reinterpretation of the classic espresso martini, which is often referred to as the ‘model martini’ due to its origins in fashion culture.
Created with GREY GOOSE vodka and garnished with three golddusted coffee beans, The Devil’s Roast is sleek and sharp; bursting with rich, bold flavours, the cocktail is the ultimate fashion moment in a glass. Eager fans were able to sample the drink for themselves at numerous GREY GOOSE Devil’s Roast pop-ups across New York City.
Each glass was complemented by gold-dusted popcorn, adding to the chic, cinematic atmosphere of the events by combining fashion polish with an indulgent cinema treat.
THE STORY OF GREY GOOSE
The unique spirit was first made by Sidney Frank and the company’s Cellar Master, Francois Thibault, before being acquired by Bacardi in 2004. Thibault took inspiration from his training to be a cognac cellar master, and strove to create a vodka that expressed the vibrant taste and character of its ingredients. This same passion continues today as Thibault still oversees every step of GREY GOOSE production.
The vodka’s distillery method also remains the same as its inception nearly 30 years ago, using only two ingredients – single-origin Picardie winter wheat and natural spring water.
What’s more, a select number of theatres also offered speciality GREY GOOSE cocktails on the opening night of the film, giving movie lovers the chance to sip Runway-approved serves.
STAR POWER
Epitomising the modish vibes of both cultural touchpoints, Heidi Klum brought the campaign to life by starring in an original content piece in the form of a short film.
Created in partnership with New York-based advertising agency Bartle Bogle Hegarty (BBH), the content takes place in the world of The Devil Wears Prada 2 and features Klum clutching The Devil’s Roast.
The film and photography was been purposefully crafted to align with the precise, high standards of Runway Magazine – the fictional fashion publication that once again takes centre stage in the sequel – and the sleek, model-esque aura of the fashion industry.
Reflecting on the campaign, Klum admires how both fashion and film tell a story and craft a lifestyle, and it this same level of craft that makes the GREY GOOSE collaboration so special.
OTHER ICONIC GREY GOOSE COLLABORATIONS
• US Open – 2007-present day: One of the longest running spirits partnerships in sports, the collaboration between GREY GOOSE and the United States Tennis Association (USTA) saw the introduction of the event’s signature cocktail, the Honey Deuce.
• Virgin Galactic – 2014: GREY GOOSE sponsored the company’s first commercial spaceflight and launched exclusive content and limited-edition promotions, building on the drink brand’s FLY BEYOND slogan.
• GRAMMYs – 2021: The official drinks partner for The Recording Academy’s biggest night of the year, featuring the Passion Drop cocktail.
Indeed, the campaign is a natural extension of the drink brand’s longstanding presence in the fashion industry.
Since its creation in the 1990s, GREY GOOSE has partnered with some of the world’s biggest names in fashion, including industry titans, institutions, and designers, and supported globally relevant fashion moments in Paris, New York, London, and more.
More broadly, The Devil Wears Prada 2’s marketing campaign span striking billboards across New York City that evoked the film’s signature wit and fashion-forward energy.
Coordinating with the film’s release, The Devil’s Roast was also featured globally on the menus of premium bars and restaurants in London, timed with other UK-based special events.
Delightful Making Health
Striving to redefine preventative health and wellness, Youvit has pioneered a lifestyle supplement brand built around delightful, one-aday gummy vitamins tailored to meet the needs of millennial and Gen-Z customers across Southeast Asia. Wouter van der Kolk, co-Founder and CEO, shares how the company is scaling a category-defining brand across the region
Writer: Lily Sawyer
As the consumer economy in Southeast Asia (SEA) matures, a structural shift is unfolding across the health and wellness landscape. Where supplements were once predominantly associated with responding to illness, today’s consumers are increasingly embracing preventative,
lifestyle-oriented solutions designed to support everyday health and long-term vitality. The pace of this evolution varies across the region –Indonesia, for example, is accelerating from a historically curative mindset towards prevention, whilst markets such as Malaysia and Thailand
are progressing further into holistic wellness.
In response, leading brands are moving away from medicinal cues and towards formats that integrate seamlessly into daily life.
Amongst them is Youvit, an Indonesia-born lifestyle supplement company that has helped redefine how vitamins are consumed.
Since launching its first products in 2017, the company has witnessed customers becoming more open-minded towards the format of supplements and helped shape growing consumer openness to alternative formats.
“Where pills, tablets, and syrups once dominated legacy brands, new formats such as gummies and functional drinks have rapidly gained
popularity – in some cases overtaking traditional forms,” explains co-Founder and CEO, Wouter van der Kolk.
SPARKING DELIGHT
Across SEA, consumers consistently rank health as a top priority – yet sustaining healthy habits remains a daily challenge.
“At Youvit, we believe healthy habits only stick when they spark delight”
–
WOUTER VAN DER KOLK, CO-FOUNDER AND CEO, YOUVIT
Millennial and Gen Z consumers are balancing careers, families, and social responsibilities, often leaving little room for consistency in preventative health routines – leading to a startstop relationship with healthy habits.
This tension between intention and execution is precisely where Youvit positions itself.
From its inception, the company chose not to compete within the
traditional medicinal narrative catering to customers with a curative mindset, but to reframe vitamins as a daily essential in a busy life.
Rather than asking consumers to adopt clinical-feeling regimens that customers experience as a chore, the company focused on making it easy and enjoyable to make healthy habits part of their busy lives.
“At Youvit, we believe healthy habits
only stick when they spark delight,” van der Kolk explains.
“Enjoyment and simplicity is not a marketing afterthought – it is the mechanism that drives daily compliance.
“We wanted to move the narrative away from a pill or tablet you take when you’re sick, and towards a delightful form factor that you take every day as part of a healthy lifestyle,” he reflects.
To translate that philosophy into practice, Youvit developed a unique, one-a-day, chewable gummy format that makes daily micronutrient intake both simple and enjoyable.
Formulated with carefully calibrated active ingredients tailored to meet the needs of Southeast Asian consumers, each product is designed to fit seamlessly into a one-a-day routine – reducing friction whilst reinforcing consistency.
The gummy became more than a delivery mechanism – it became a symbol of that repositioning.
The brand recognised that many consumers were hesitant to adopt daily supplement routines that felt medicinal or overly synthetic. A more approachable format reduced that psychological barrier.
Youvit can be seen as a breath of fresh air in this context, standing out
as a positive, cheerful, and trendy brand that resonates with a new generation.
In doing so, Youvit carved out space as a culturally relevant, optimistic brand aligned with the aspirations of younger Southeast Asian consumers.
This brand equity has translated into industry recognition. In 2024, Guardian Indonesia recognised Youvit as the best children’s vitamin and supplement brand, whilst Watsons Malaysia awarded it with the Star Brand Award in 2025.
OMNICHANNEL APPROACH
Underpinning Youvit’s growth is an omnichannel model designed for scale across emerging SEA. What began as a format innovation has evolved into a tightly integrated commercial platform spanning retail, e-commerce, and social commerce.
“Youvit products are now available in over 35,000 retail points across SEA,” van der Kolk explains.
“This physical footprint is critical in building both accessibility and trust, particularly in markets where retail remains central to consumer purchasing behaviour.”
At the same time, digital has become an increasingly powerful growth engine. Online sales now account for approximately 25 percent of the business, supported by in-house capabilities such as content creation and marketplace optimisation.
Rather than operating retail and e-commerce as separate channels, Youvit integrates them – using online channels to generate awareness and education, whilst retail reinforces trust and drives impulse purchases.
This balanced approach has proven replicable beyond Indonesia. The company is scaling rapidly in Malaysia and has established early footholds in Singapore, Brunei, and Thailand, with broader Southeast Asian expansion on the roadmap.
The model is supported by disciplined unit economics. An
asset-light structure, strong gross margins, and accessible price points position the business for sustainable growth in emerging markets.
This scalability contributed to Youvit becoming the leading gummy vitamin brand in Indonesia and the fastest-growing children’s vitamin brand in any format, with significant headroom remaining in both distribution and online penetration.
Beyond distribution scale, competitive advantage lies in brand equity and local insight. Deep understanding of emerging market consumers, combined with a full-stack distribution and marketing infrastructure, enables Youvit to build durable retail partnerships whilst continuously strengthening customer loyalty.
CONSUMER SATISFACTION
Whilst Youvit serves adults and children alike, its growth has been anchored in a clear understanding of who ultimately controls health purchasing decisions within Southeast Asian households.
In urban Indonesia and Malaysia, women – particularly millennial mothers – act as health gatekeepers,
balancing budget, credibility, taste preferences, and long-term well-being for the family.
“These consumers are juggling many responsibilities,” van der Kolk explains.
“They want something that they can trust, actually works, and their children will happily take without resistance.”
This dynamic shapes the company’s portfolio strategy. Children’s gummies are designed to reduce daily resistance and support routine building, whilst adult and beauty supplements tap into the broader self-care movement amongst young Southeast Asian women, who view wellness as an extension of lifestyle rather than a reactive intervention.
Trust is the non-negotiable foundation. All Youvit products are halal-certified by Majelis Ulama Indonesia (MUI), a critical differentiator in a category where many global gummy alternatives rely on non-halal gelatine.
In Muslim-majority markets, certification is not merely compliance – it is a signal of cultural alignment and brand integrity.
“Our halal certification has been instrumental in building long-term trust,” van der Kolk notes.
“It ensures that delight never comes at the expense of credibility.”
Beyond halal certification, Youvit reinforces trust through independent third-party lab testing in Singapore and the use of globally sourced, quality-assured ingredients.
Strict quality control processes ensure each gummy delivers safe, consistent, and reliable daily supplementation – combining delight with dependable standards.
COMMITTED TO COMMUNITIES
Purpose has been embedded in Youvit’s strategy since its founding. Beyond commercial growth, the company views access to daily micronutrition as part of a broader responsibility to contribute positively to SEA’s long-term well-being.
“We have a long-standing collaboration with the Peduli Anak Foundation, which supports underprivileged children across Indonesia,” van der Kolk shares.
Through this partnership, Youvit provides a continuous supply of vitamins to children and staff at its welfare centres – extending the company’s preventative health
HEALTH BENEFITS AFFORDED BY YOUVIT
A first-mover in lifestyle supplements, Youvit has pioneered a new product format in a traditional market, creating a category-defining brand and product range.
Leveraging a proprietary formulation tailored to local nutritional needs, Youvit is proud to utilise globally sourced, certified ingredients optimised for daily use.
This has led the company to become the leading vitamin gummy brand in Indonesia, active across three supplement sub-categories serving the needs of health, beauty, and child audiences:
• HEALTH – Comes in a gummy format, with ingredients to support everyday health, immunity, sleep, and digestive health.
• BEAUTY – Available in both a gummy and powder format to address hair loss, acne, and skin blemishes.
• CHILDREN – Can be taken in a gummy or powder format, supplementing brain development and appetite alongside eye, bone, and everyday health.
mission beyond retail shelves.
“The responses we get from both our partners and the children we donate to are truly heartwarming and humbling,” shares van der Kolk.
The company was founded on the belief that many Indonesians struggle to meet their daily nutritional needs through diet alone – a staggering 90 percent of Indonesians do not eat enough fruits or vegetables, with wide-ranging health consequences.
That reality inspired van der Kolk and co-Founder and COO, Maarten Vrouenraets, to build a brand focused on making consistent micronutrient intake more accessible and enjoyable.
Today, Youvit’s products support millions of Indonesians in building simple daily health routines that complement balanced diets and active lifestyles.
“It has always been important to me that our core business creates meaningful impact,” van der Kolk reflects.
“That commitment continues to guide how we grow.”
EXCITING PIPELINE
Looking ahead, Youvit’s innovation pipeline is focused on strengthening its leadership in lifestyle supplements alongside deepening its core promise of making daily health accessible.
“Where pills, tablets, and syrups once dominated legacy brands, new formats such as gummies and functional drinks have rapidly gained popularity – in some cases over taking traditional forms”
– WOUTER VAN DER KOLK, CO-FOUNDER AND CEO, YOUVIT
These include some truly innovative products that will push the boundaries of what has been done so far in SEA’s supplement category, whilst remaining true to itself and ensuring it continues to ‘make health delightful’.
At the same time, geographic expansion remains a key priority.
“Indonesia alone offers significant headroom,” van der Kolk notes.
“Whilst we are present in more than 30,000 retail locations, distribution across the archipelago is far from saturated.”
The company continues to scale in Malaysia and is steadily building its footprint in Singapore, Brunei, and Thailand as part of a broader Southeast Asian growth roadmap.
Digital acceleration is another major growth lever. Online sales are currently the company’s fastestgrowing channel, supported by a full in-house team with expertise across performance marketing, social commerce, affiliate partnerships, live streaming, content, and design.
Platforms such as TikTok have become increasingly important in driving discovery and conversion, particularly amongst younger consumers.
By combining disciplined innovation with regional expansion and digital capability, Youvit is positioning itself not just for incremental growth, but for sustained category leadership across SEA.
LASTING LEGACY
As Youvit scales across SEA, van der Kolk is quick to acknowledge the ecosystem that has supported its growth.
“We would not be where we are today without the backing of partners such as DSG Consumer Partners and Unilever Ventures,” he notes.
“Their support has enabled us to build a disciplined, long-term business whilst continuing to challenge and redefine the consumer health category.”
Beyond capital, Youvit’s progress has been driven by a team built for emerging market execution – agile, locally attuned, and comfortable operating at the intersection of brand, retail, and digital.
From product innovation to full-stack distribution and in-house marketing capabilities, the organisation has been structured to scale with focus and speed.
Internally, the company emphasises transparency and accountability as much as ambition.
“We celebrate wins, but we are equally honest about what needs improvement,” van der Kolk concludes.
“That combination of optimism and operational discipline is what will sustain us over the long-term.”
For Youvit, legacy is not defined simply by market share, but by reshaping how everyday health is approached across SEA – embedding preventative habits into daily life in a way that feels both accessible and enjoyable.
The Rise of a Pastry POWERHOUSE
With profound pride in its South African heritage, The Country Pie Co.’s (Country Pie) origins began in the delectable world of baked goods.
What started as a small family bakery became one of the country’s leading pie manufacturers, renowned for its handcrafted pastries created with premium ingredients.
Originally focused on breads and confectionery, the company successfully transitioned into retail, marking a significant milestone in its journey.
“We opened a SPAR supermarket, where we gained valuable and realworld insight into consumer buying behaviour and product performance,” introduces Dino Christodoulides, Founder.
“One key observation stood out –the constant wear on the floor leading to the pie warmer,” he adds with a smile.
This wasn’t just foot traffic – it was
The Country Pie Co. has emerged as a premier pie manufacturer in South Africa, a testament to its unwavering dedication to quality, flavour, and honest ingredients. With a deep-filled understanding of consumer preferences, Founder Dino Christodoulides shares the company’s journey
Writer: Rachel Carr
a clear indicator of demand for the tempting pastries, their tantalising aroma and flavour an irresistible lure for customers.
“When we analysed the top 300 known value items (KVIs), pies consistently ranked within the top 10, which confirmed what we already suspected: they weren’t only popular – they were essential. That insight sparked the vision to build our own manufacturing business.”
Operating from a modest site in Homestead, Johannesburg, where Country Pie still runs a direct-topublic pie shop, the company expanded into a 200-square-metre (sqm) production facility, gradually growing into the adjacent space, eventually scaling up to 1,000 sqm.
“As opportunities arose, we converted our original mini-unit into another factory shop, strengthening our direct retail presence,” informs Christodoulides.
Country Pie’s main manufacturing
facility is now based in Modderfontein, Gauteng, spanning over 2,000 sqm and built step-by-step, entirely through reinvestment in the business. Every phase of growth has been intentional – designed to optimise production flow, efficiency, and scalability.
As the company’s infrastructure expanded, so too did its product offerings. Today, Country Pie operates 11 factory shops, delivering its products directly to customers.
EVOLUTION OF AN INNOVATIVE INDULGENCE
Country Pie’s product journey began with cocktail sausage rolls, which were personally delivered door-todoor using a small red Volkswagen Citi Golf.
From those humble beginnings, the company expanded into pies, developing innovative products such as the jumbo pie in collaboration with grocery chain Pick n Pay.
“AS WE CONTINUE TO EXPLORE NEW IDEAS, WE’VE LEARNED THAT CLASSIC FLAVOURS REMAIN THE BACKBONE OF THE CATEGORY. OUR FOCUS IS ON PERFECTING THESE CORE PRODUCTS WHILST REMAINING OPEN TO INNOVATION THROUGH CUSTOMER AND RETAILER INSIGHTS”
– DINO CHRISTODOULIDES, FOUNDER, THE COUNTRY PIE CO.
“Our range has since grown to include premium pies, which are in foil packaging, as well as a budgetfriendly snack range aimed at everyday affordability, particularly for school-going consumers. Moreover, we introduced our well-known Moja Pie and expanded into convenient, ready-to-go packaged pies to cater to fast-paced, on-the-go lifestyles.
“At our core, Country Pie is built on hands-on experience, market insight, and a commitment to reinvesting in quality and growth. From a small bakery operation to a fully scaled manufacturing business, our journey has always been driven by understanding our customers and delivering the food they love,” Christodoulides emphasises.
Utilising local suppliers has been a crucial part of the company’s success, providing advantages such as reliable availability and supply, costeffectiveness, the ability to foster strong, long-term relationships, and mutual support that strengthens both the business and its suppliers.
“We are proud to support local suppliers and believe it plays a vital role in our sustainability efforts,” he prides.
Country Pie’s commitment also extends to innovation, driven by market demand and customer feedback.
“One of our key developments was the jumbo pie in partnership with Pick n Pay, which helped expand our reach. We later introduced the Moja Pie, identifying a gap for an affordable, convenient, graband-go product aimed at everyday consumers,” Christodoulides highlights.
“As we continue to explore new ideas, we’ve learned that classic flavours remain the backbone of the category. Our focus is on perfecting these core products whilst remaining open to innovation through customer and retailer insights.”
TRANSFORMATIVE OPPORTUNITIES
Over the past 20 years, in addition to Country Pie’s successes, it has faced several significant challenges that have shaped the business into what it is today.
In the early years, the biggest obstacle was financial pressure.
“We didn’t have the capital or clear roadmap for growth, so we had to trade our way forward, often with our backs against the wall – it was slow, disciplined, and driven by necessity,” Christodoulides reflects.
“Another major challenge was product development, particularly perfecting our pastry. Whilst our fresh product tasted great, freezing introduced issues, including cracked pastry and dry fillings; it took years of trial and error and learning to refine pies that consistently met market expectations.”
Navigating external pressures, including load shedding, severely impacted Country Pie’s production.
Other factors included the global impact of the COVID-19 pandemic, a devastating fire that destroyed the
company’s substation, forcing it to run on generators for nearly six months, theft and internal setbacks, including trusted employees stealing staff and starting their own pie factories, and large corporations that unexpectedly shifted suppliers.
Despite all this, Country Pie remained resilient – continuously building, improving, and pushing forward.
“Equally, our journey has been marked by key milestones we’re incredibly proud of, such as building a strong, loyal team that shares our
vision, investing in reliable logistics, including refrigerated delivery vehicles, and expanding into a larger manufacturing facility built through reinvestment.
“Alongside introducing polyurethane flooring, we have solved long-standing operational challenges and developed our factory shop model. This has allowed us to connect directly with customers and strengthen our brand presence, therefore establishing ourselves as a recognised and competitive player in the market,” he states determinately.
Notably, the food and beverage industry in South Africa has undergone significant changes over the years.
In the early days, food safety standards were less stringent, whereas today there is a much stronger focus on compliance and regulation, traceability, monitoring, and quality control.
“The industry has become much more professional and structured, and consumer behaviour has also
changed. There is now a strong demand for affordable food options, convenience, and on-the-go products; this shift has directly contributed to our growth as a convenience-focused brand,” analyses Christodoulides.
RELEVANCE IN A COMPETITIVE MARKET
Being recognised as a strong competitor in the pie market is something Country Pie takes pride in but has always remained humble and grounded about.
“What distinguishes us is our strong foundation in our identity as a family business, characterised by hands-on involvement and a commitment to quality and consistency in every product,” he enthuses.
“We focus on slow, sustainable growth and building strong relationships with customers and suppliers. We’ve invested in our own butchery to control meat quality and are still considered to have a ‘homemade-style’ pie, using minimal preservatives and focusing on real
ingredients and whole spices.”
These qualities are at the core of Country Pie’s business as Christodoulides outlines in a refreshingly straightforward approach.
“Our philosophy has always been simple: stay true to our values, focus on quality, and grow with purpose.”
Furthermore, the company’s strength lies in the mixed-generational team, where each member brings unique experience from diverse industries and backgrounds.
In a team of three, everyone has their own clearly defined role: food quality, operations, and innovation.
“Our structure allows us to focus on our individual strengths whilst working towards a shared goal.
Collaboration is key – we listen to each other’s ideas, challenge one another when needed, and continuously push to improve.
“Whilst we don’t always agree, a diverse way of thinking is what drives progress. By combining our perspectives, we’re able to innovate,
WHAT MARKETING STRATEGIES HAS COUNTRY PIE EMPLOYED TO ATTRACT CUSTOMERS?
DINO CHRISTODOULIDES, FOUNDER:
“Our success has largely been built on trust, consistency, and relationships.
“Over the years, we’ve developed strong connections with our customers, which has led to powerful word-of-mouth marketing – one of our most valuable assets.
“A key part of our strategy has been our factory shop model, which allows us to sell both to wholesalers and directly to the public. These stores don’t just generate revenue – they act as constant brand exposure, helping us stay visible and accessible in the market.
“We’ve positioned ourselves as a loyal, honest, and valuedriven brand, always striving to keep pricing as competitive as possible, passing savings on to our customers.
“Whilst we do make use of social media platforms like Facebook, along with promotions and competitions, our brand has ultimately been built organically over time through consistency and customer satisfaction.”
adapt, and grow stronger as a unit – together, we’ve built a wellbalanced and formidable team,” Christodoulides impassions.
The future of Country Pie is focused on continuous improvement, innovation, and expansion.
“We are constantly identifying gaps in the market, studying consumer trends, improving manufacturing efficiency to control costs, and developing new flavours and product ideas.
“A strategic move has been acquiring our own butchery, allowing us to maintain strict quality control, better manage meat pricing, and expand our product offering,” he notes.
In terms of growth, the company plans to expand its retail footprint by adding new delivery routes, increasing its presence in the sector, and opening more factory outlet stores, making its products more accessible to customers.
“Our goal is simple – stay relevant by evolving with the market whilst staying true to our core values of quality, affordability, and consistency,” Christodoulides emphatically concludes.
A Historical Gastronomic Journey Tapas and Twilight:
Curated for peripatetic eaters and appreciated by cosmopolitan travellers, The Barcelona Taste offers a culinary tour of one of the world’s most colourful cities. Managing Director, Kenny Dunn, explores enticing experiences that tickle the taste buds
WRITER: RACHEL CARR
Barcelona’s Gothic Quarter charms visitors with medieval streets, historic squares, hidden courtyards, and centuries of Catalan history
As the lively capital and largest city of the autonomous region of Catalonia, Barcelona is frequently hailed as the ‘Paris of Spain’, where visitors can immerse themselves in its vibrant atmosphere and every corner reveals a new layer of creativity and diversity.
This enchanting city boasts a captivating fusion of architectural styles and influences, blending ancient Roman and Gothic structures with bold modernist designs. Its galleries are adorned with masterpieces of art, both historical and contemporary, reflecting a rich cultural tapestry.
Additionally, the city’s world-class culinary scene captivates food lovers from around the globe, and one notable experience is The Barcelona Taste – a remarkable food tour company and pioneer of tapas tours, established in 2009.
Kenny Dunn, Founder of renowned gastronomic tour operator Eating Europe, recently acquired The Barcelona Taste, where he is Managing Director.
Dunn developed his passion for food whilst living in Rome and continues his mission to share a slice of local life and unforgettable food stories across Europe.
The Barcelona Taste offers various tours through the city, including the Food Lover’s Guide to Barcelona After Dark
(After Dark) tour through the Gothic Quarter.
On this tour, participants not only explore the enchanting streets of the Gothic Quarter but also dive into the rich culinary heritage of Spanish and Catalan culture, savouring the distinct flavours and unique dishes emblematic of the region.
“Catalan cuisine is simple when it should be and bold when it wants. It’s ingredient-driven and very sociable; meals are not rushed – they’re shared,” introduces Dunn enthusiastically.
AN EPICUREAN ADVENTURE
The concept of The Barcelona Taste aims to immerse visitors in the city’s authentic flavours by showcasing local dining traditions through friendly, welcoming small-group tours.
“Barcelona is one of Europe’s best food cities, but most visitors end up in the same obvious spots. We began with a simple idea: make it easy to eat like locals do, with small gatherings, great venues, and food that actually feels like Barcelona.
“The After Dark tour exists because the city changes at night – the Gothic Quarter gets quieter in the streets, busier in the bars, and the whole thing feels more intimate. It’s the perfect setting for tapas, wine, and that ‘we’re really here’
AFTER DARK – AT A GLANCE
• Three stops
• Three-hour tour duration
• Eight in a group
• Experience traditional tapas alongside modern fusion dishes at family-owned establishments where recipes have been passed down through generations or creatively reimagined.
• Savour legendary slow-cooked pork cheek and sample jamón ibérico at Toni’s.
• Immerse yourself in the Spanish tradition of hacer el vermut – a time when friends gather before lunch to enjoy fortified wine.
• Visit a vermutería, where enjoying vermouth and tapas has been a beloved Sunday ritual for ages.
• Discover the diverse culinary landscape of Barcelona, highlighting regional specialities like Galician peppers and Andalusian eggplant with honey, and finish your meal with Instagrammable desserts.
feeling,” he entices.
Steeped in history and culture, the Gothic Quarter elevates the dining experience with its inviting ambience and charm.
As night falls, the area transforms into a captivating tableau where shadows dance across cobblestone streets, weaving an air of mystery and intrigue.
This romantic atmosphere invites diners to fully immerse themselves in an exhilarating gastronomic sensation in this timeless enclave.
“The Gothic Quarter makes the night feel cinematic, but in a real way. You’re walking through medieval streets and hidden little squares, then you step into places that locals genuinely go to after work.
“It also slows people down. The neighbourhood almost forces you to wander a bit, which is exactly how an evening in Barcelona should feel,” Dunn explains.
SAVOUR THE SCENERY
Leading guests on an engaging journey to embark on an edible adventure through the heart of the city, these tailored tastings feature experienced, passionate guides.
Gourmands will sample a delightful array of regional delicacies and local specialities at handpicked eateries, each offering a unique window into Barcelona’s food scene.
“The moments people talk about are usually the vibe, that first drink when the group clicks, stepping from quiet streets into a buzzing spot, and the feeling at the end that you experienced Barcelona properly”
– Kenny Dunn, Managing Director, The Barcelona Taste
As travellers explore the city to discover new dishes and celebrate its strong flavours and enticing aromas, food tourism emerges as an unforgettable, enriching vacation activity.
However, the Gothic Quarter is a popular destination for culinary and history enthusiasts alike.
“On the After Dark tour, you’ll taste a mix of local favourites and tapas classics, plus the kind of pairings people don’t expect until they’re here, like vermouth as a serious local ritual and cava that actually feels tied to the place,” states Dunn emphatically.
Wander through the famous labyrinthine streets, dominated by Gothic architecture, such as Casa Batlló – a fairytale masterpiece by the iconic Catalan Modernist architect Antoni Gaudí, characterised by his unique, innovative style.
The air is imbued with history, as majestic spires cast dramatically solemn silhouettes and mysterious alleys open up into picturesque squares full of tapas bars and authentic Catalan cuisine.
TAPAS AND TWILIGHT
Offering unique features and distinct dishes of its own, the After Dark tour differs from other Barcelona culinary experiences.
Gambas al ajillo is a classic Spanish tapas dish of sizzling garlic shrimp cooked in olive oil
“Catalan cuisine is simple when it should be and bold when it wants. It’s ingredient-driven and very sociable; meals are not rushed – they’re shared”
– Kenny Dunn, Managing Director, The Barcelona Taste
“The tour is built for the evening, and it has a strong flow; it’s not just hopping between bars – each stop is chosen to build the story and the appetite,” outlines Dunn.
“A few things stand out: it’s a proper tasting, not a bite here and there; people leave full and guests get the classic flavours, but not in a boring way. However, the finish is a real highlight and the moment people remember most.”
The flourishing finale that Dunn alludes to is a sumptuous array of Catalan desserts, beautifully paired with sparkling cava, all set within the enchanting ambiance of a 14th-century wine cellar – where every wall seems to whisper tales of the past.
This tour offers a delightful selection of sweet treats that harmoniously blend traditional recipes with influences from convent kitchens and the rich aromas of Arab cuisine. Furthermore, storytelling weaves a captivating thread
throughout the Gothic Quarter, illuminating each bite and bringing every corner to life with history.
“Food tastes better when you understand what you’re eating and why it matters here. We keep the history and stories tight and relevant, never a lecture. The Gothic Quarter makes it easy because you’re literally in the oldest part of the city, so you feel the layers of Barcelona as you walk between tastings,” Dunn observes.
RECIPE FOR SUCCESS
When selecting the local restaurants and food vendors featured in the tour, The Barcelona Taste has its own method, often discovering hidden gems.
“We choose venues the same way you’d recommend places to a friend – quality, consistency, and the feeling that the place belongs to the neighbourhood. We avoid anything that’s built purely for tourists.
“Hidden gems are usually simple. It’s not secret nor shouting at you with big signs and photos – it’s the kind of place locals keep going back to because it’s good, not because it’s famous,” Dunn points out.
Guests can expect to gain insights and memorable experiences from the After Dark tour, enhancing their understanding of the location.
“Diners leave with confidence, understanding how locals order, what to drink, how to spot a tourist trap fast, and what ‘good’ looks like in a tapas bar.
“The moments people talk about are usually the vibe, that first drink when the group clicks, stepping from quiet streets into a buzzing spot, and the feeling at the end that you experienced Barcelona properly,” highlights Dunn.
Guests can anticipate unexpected elements of the tour, with aspects of Barcelonian cuisine that might astonish them.
“Two things surprise people a lot – firstly, how refined tapas can be when it’s done well; It’s not just ‘small plates’.
“Secondly, the drinks – most people come expecting sangria, only to discover vermouth and cava as locals actually enjoy them,” he passionately concludes.
SCOTTISH SPIRIT, INDIAN SOUL
At Rutland Square Spirits, every bottle tells a story inspired by ancestral heritage and craftsmanship. Nishant Sharma, CEO and Founder, pours a glass and shares more about the unique intersection of two powerful cultures that the company sits at the centre of
Writer: Lauren Kania
I am Indian by birth and heritage, Scottish by life. Chai – or tea – is ritual in India; it represents comfort, conversation, and daily ceremony. I began asking a simple question: why has no one translated authentic chai culture into a serious, premium global spirits proposition?”
This question, posed by Nishant Sharma, CEO and Founder, resulted in Rutland Square Spirits (Rutland Square) – a bridge between his past and present.
As a premium spirits company building a new global flavour category, Chai-Spiced Scottish Spirits, Rutland Square is combining Scottish production discipline with Indian flavour heritage.
Its current portfolio includes ChaiSpiced Scottish Gin and Chai-Spiced Scottish Rum, and each product is positioned at the premium end of the market, built around authenticity, provenance, and global scalability.
“We operate across hospitality, retail, and international distribution, with a presence in the UK, India, Canada, and the Middle East. From the beginning, our infrastructure has been designed for global expansion rather than domestic craft growth,” details Sharma.
Today, Rutland Square operates with a multi-market team across the UK, India, and the Middle East, supported by production, logistics, and distribution partners. Its long-term ambition is to build an internationally recognised, flavourled spirits house, not just a singleproduct brand.
“Rutland Square sits at the intersection of two powerful traditions. Scotland represents craftsmanship, regulatory rigour, and global credibility in spirits; India represents flavour complexity, warmth, and cultural ritual,” prides Sharma.
For the company, this is more than just a marketing construct –it is lived identity translated into product.
Rutland Square’s liquids are produced to Scottish standards to ensure quality and consistency, whilst the flavour architecture is rooted in authentic chai culture –featuring layered spice, warmth, and aromatic balance.
“In India and the Middle East, the flavour resonates culturally. In the UK and Western markets, it offers discovery and differentiation. That dual relevance gives the brand strategic flexibility,” he expands.
“RUTLAND SQUARE SITS AT THE INTERSECTION OF TWO POWERFUL TRADITIONS. SCOTLAND REPRESENTS CRAFTSMANSHIP, REGULATORY RIGOUR, AND GLOBAL CREDIBILITY IN SPIRITS; INDIA REPRESENTS FLAVOUR COMPLEXITY, WARMTH, AND CULTURAL RITUAL”
–
NISHANT SHARMA, CEO AND FOUNDER, RUTLAND SQUARE SPIRITS
Oolong white tea KEY BOTANICALS
Juniper berries Cardamom pods Star anise
Black pepper Orange and lemon peel Cinnamon quills
Having never followed a conventional path, Sharma’s career was shaped by curiosity, calculated risk, and a deep conviction to build something that endures – without a safety net to fall back on.
“I began as a dishwasher before waiting tables at Ashoka at the Mill in Darnley, Glasgow,” he shares.
“That environment taught me more about work ethic and consumer psychology than any corporate role – how people make choices, how atmosphere shapes experience, and how culture influences behaviour.”
From there, Sharma moved into selling insurance before progressing to financial services and later day-rate contracting, working with institutions including Scottish Widows, Aegon, HSBC, and BlackRock. This provided him with discipline and exposure to capital markets; however, Sharma felt that he was helping build someone else’s long-term asset rather than creating his own.
“Entrepreneurship, for me, is generational. I grew up hearing stories of my great-grandfather building substantial assets from nothing. What stayed with me was not the wealth,
but the mindset – the belief that something lasting can be created through resilience and conviction,” he impassions.
Sharma’s entry into spirits was intentional, but not obvious. Scotland is synonymous with whisky, but he did not want to launch another brand into an already crowded category.
The breakthrough came when he reframed the question around identity and what that means at a personal level.
“From the outset, the goal was not novelty, but scalability rooted in culture,” he emphasises.
Global drinks trends showed increasing demand for authenticity, provenance, and premiumisation. Consumers wanted depth, not gimmicks, and Sharma recognised the opportunity to build something culturally grounded yet globally premium.
FLAVOUR THAT RESONATES CULTURALLY
Founded to unite cultures and craft exceptional spirits, Rutland Square differentiates itself from other drink brands in a variety of ways.
Specifically, through the company’s unique category creation, it is actively building a new flavour space rather than competing within
an already existing one.
Equally, the brand’s authenticity speaks volumes. The use of chai is culturally grounded, not just a superficial flavour addition.
“We have had global intent from day one and are structured as a cross-border brand with institutional ambition. Ultimately, we are building a scalable flavour platform, not just a single stock keeping unit (SKU) story,” details Sharma.
A prime example of Rutland Square’s inventive flavour expansion is its Chai-Spiced Scottish Rum –aged in ex-sherry casks for a rubyrich depth whilst marrying velvety molasses with first-flush Oolong white tea.
PLEASE TELL US ABOUT YOUR PERIOD OF RAPID GROWTH FOLLOWING SIGNIFICANT INVESTMENT AND A £30 MILLION VALUATION IN 2025?
NISHANT SHARMA, CEO AND FOUNDER: “Our growth followed a prolonged phase of founderled endurance. Before structured investment, the business was sustained through personal risk – reinvestment, borrowing from family and friends, and disciplined cost control. These were moments of real pressure.
The rum features the aromatic warmth of chai spice as it offers a passport to uncharted flavour and can be sipped slowly to savour the blend of cultures as the Caribbean sun meets Assam’s mist.
“The launch of Chai-Spiced Scottish Rum marked a strategic evolution. Gin validated the concept; rum demonstrated scalability,” insights Sharma.
“Rum is one of the largest global spirits categories. Entering it signalled that we are building a portfolio business capable of extending flavour architecture across categories whilst maintaining brand cohesion.”
CLARIFYING PURPOSE WITH
ADVERSITY
Currently, Rutland Square is exploring the development of a net zero distillery and hospitality destination in Midlothian, Edinburgh, which will combine production, visitor experience, and
sustainability – all traits crucial to the company’s core.
“The ambition is to create a long-term physical home for the brand that integrates culture, craft, and environmental responsibility. A destination model deepens engagement and builds long-term brand equity,” expands Sharma.
Equally, as Rutland Squares continues to look towards a successful future, its focus is primarily on disciplined global scaling.
The company will achieve this by strengthening its international distribution, enhancing supply chain resilience, increasing visibility in priority markets, and driving towards sustained profitability, thus allowing it to build infrastructure for permanence rather than chasing short-term volume.
An important aspect for Sharma going forwards is the recognition that, whilst entrepreneurship is often romanticised, the reality is far more complex.
“There was a period where the
business nearly cost me everything –financially and personally. A serious health scare forced me to reassess sustainability, both operational and personal,” he reveals.
However, Sharma found that through the adversity, his purpose was clarified.
“Rutland Square represents the belief that identity, culture, and persistence can create globally relevant brands. This has never been about alcohol alone; it is about building something that lasts,” he proudly concludes.
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Through this compelling venture, Food & Beverage Outlook foregrounds the movers and shakers of the industry by confronting unprecedented change, showcasing technological innovations and incorporating critical environmental sustainability agendas. To participate as a featured company and join us in this exciting endeavour, contact one of our Project Managers today.
MANUFACTURING A STORY OFAfrican
Zambia’s largest fast-moving consumer goods manufacturer, Trade Kings Group, has an expanding ecosystem of brands that remain both relevant and scalable. Mohsin Patel, Director, tells the story of the locally grown business that is unafraid to keep building
Writer: Lucy Pilgrim | Project Manager: Harry Thurlow
Zambia is one of the most exciting fast-moving consumer goods (FMCG) markets in Africa, precisely because it is not an easy one – the sector rewards businesses that can manufacture efficiently, price intelligently, and keep products consistently available.
As it evolves, the nation’s FMCG space is experiencing strong demand,
granting burgeoning local brands room to gain ground.
“However, it is also a market that quickly exposes weak operating models. If manufacturing is inconsistent, route to market is weak, or there is heavy reliance on imports, Zambia will test you very quickly,” opens Mohsin Patel, Director of Trade Kings Group (Trade Kings) – the
largest FMCG manufacturer in the country.
It’s these sorts of challenges that make the sector so compelling, as it is no longer enough to have a good product – industry operators require the quality systems, packaging strength, distribution reach, and confidence to keep investing when conditions get tough.
“For us, Zambia is not just a consumption market; it is a production market. The companies that understand this can build brands with real durability, scale, and regional relevance,” he adds.
A ZAMBIAN SUCCESS STORY
Built from the ground up, Trade Kings began in 1995 from very humble beginnings.
The company did not start as a ready-made industrial giant, but in its founder’s garage in Lusaka, with one product and a belief that local consumers deserved quality, local goods – which subsequently formed Trade Kings’ overarching vision. In the last three decades, the
company has grown into one of the largest diversified manufacturing groups in sub-Saharan Africa, boasting over 100 brands delivered across 10 countries.
“For too long, Africa has been treated mainly as a destination for finished goods. I believe the bigger opportunity is to build serious manufacturing businesses on the continent – ones that produce, process, innovate, distribute, and export with confidence.
“That is what Trade Kings has been working to do for 30 years.
“We started small, built patiently, and kept reinvesting – today, we are part of a much bigger conversation about what African industrial
capability can look like when it is backed by conviction,” Patel divulges.
A majority of the company’s manufacturing footprint is concentrated within the Lusaka South Multi-Facility Economic Zone, where several of Trade Kings’ large-scale production facilities operate.
This operational concentration reflects its long-term approach to industrial capacity, infrastructure, and execution.
Moreover, the company is distinguished by its broad scope of successful brands across the confectionery, food and beverage, dairy, home care, hygiene, agro-industrial, steel, and mining portfolio, positioning Trade Kings as a titan in the FMCG space.
A UNITING, CENTRAL STRENGTH
Trade Kings’ position as an industry leader doesn’t rest on a single brand or category but derives from an ecosystem it has built around manufacturing, supply chains, innovation, and market execution – all driven by a central strength or focus.
“Our story does not revolve around one brand or division; it is the story of a Zambian business that has kept on building,” Patel states.
Indeed, the company’s success stems from far more than branding, as it possesses cutting-edge factories, state-of-the-art systems, procurement strength, packaging capability, route-to-market discipline,
“SUPPLY CHAINS ARE BUILT ON TRUST LONG BEFORE THEY ARE TESTED BY DISRUPTION. FOR A BUSINESS OF OUR SCALE, SUPPLIER AND PARTNER RELATIONSHIPS ARE NOT PERIPHERAL; THEY ARE PART OF THE OPERATING MODEL”
– MOHSIN PATEL,
DIRECTOR,
TRADE KINGS GROUP
and the confidence to keep reinvesting – creating a business that is built for durability, scale, and relevance.
Yet, Trade Kings remains streamlined by ensuring each brand remains within its individual market.
For instance, BigTree Beverages
has a deep understanding of flavour, packaging, channel dynamics, and beverage consumption. BigTree Brands, meanwhile, which operates under the same corporate structure, holds a wealth of knowledge in household food needs, party supplies, and practical, everyday affordability.
Kingsworth Group Limited factory
30+ Years of Experience Installed Projects 100+
1,000+ Produced Vessels
2 B-BBEE Level
Metal Tank
Industries (Pty) Ltd has more than 30 years of experience in the supply of Turnkey Process Solutions and Specialised Stainless Steel Vessels.
Briefly introduce Metal Tank Industries.
Metal Tank Industries is a specialist engineering and fabrication company focused on the design, manufacture, and installation of stainless steel vessels and process equipment. Over the last 30 years, we have developed a strong reputation for delivering high-quality process turnkey solutions to a wide variety of industries, including food and beverage, brewing, chemical processing, detergent, pharmaceutical, mining, and agricultural processing.
Whilst specialised tank fabrication remains at the core of what we do, our offering extends well beyond that. We provide complete turnkey process solutions that include pipework, valves, pumps, instrumentation, cooling systems, heating systems, straining systems, walkways, electrical controls, and an inline illing system. Additionally, we offer a full logistics service throughout sub-Saharan Africa as well as on-site installation and commissioning. We are conveniently located in Gauteng, South Africa, only 20 minutes east of OR Tambo International Airport in Johannesburg. We are wellequipped to load and deliver to all countries in subSaharan Africa.
We have an extensive fabrication facility equipped with the latest vertical tank building technology and automated welding processes. Our fabrication plant is completely unique and differentiates us from other tank manufacturers on the continent. We can build very large vessels and plants with multiple vessels in a short time, to the highest quality, thanks to our automated welding capabilities.
We work with a diverse client base ranging from growing regional manufacturers to well-established multinational companies, with projects extending across the African continent.
Our core focus is to form long-lasting partnerships with our clients and support them on their journeys of growth.
What differentiates Metal Tank Industries from the competition?
What truly differentiates Metal Tank Industries is our ability to deliver complete, customised turnkey process solutions and/or large vessels or plants with multiple vessels within a very short turnaround time. We also provide a total end-to-end solution for process plants that require stainless steel tanks as their core component. Every project is approached with a strong focus on understanding the client’s process and budget requirements as well as their operational goals.
Our fabrication facility is both unique and bespoke and produces tanks using highly efficient automated vertical tank building technology as well as automated welding technology in a manufacturing system unlike any other in Africa.
From design, fabrication, and manufacturing to installation and commissioning, we remain closely involved with our clients’ needs throughout the entire project. This hands-on approach, combined with our focus on quality workmanship and practical engineering and fit-or-purpose build expertise, allows us to deliver solutions that are reliable, efficient, and cost-eective whilst remaining completely tailored to each client’s specific needs.
Can you expand on your experience in providing turnkey solutions?
Providing turnkey solutions has become a key part of our offering. Over the last 30 years, we have built extensive experience in delivering fully integrated turnkey process systems for various industrial sectors.
Our scope typically includes engineering design, fabrication of stainless steel process vessels and tanks, piping reticulation systems, and full on-site installation and commissioning. By managing the project as a complete package, we ensure better integration between components, improved efficiency, and smoother project execution.
Much of our work has been within the food and beverage sector, where strict hygiene standards and precision engineering are essential. Through our experience, we have developed the expertise required to meet these demands whilst helping clients optimise their production processes.
Specifically, our entire team rom design through fabrication to installation and commissioning has developed strong expertise and experience with African Opaque Beverages, which includes popular products such as maize-based drinks, maheu, sorghum-based drinks, and sorghum beer, both carbonated and traditional.
We have a highly qualified and experienced opaque beverages team that delivers total turnkey project solutions relating to Maheu and Sorghum Brewing Plants.
Our current projects extend throughout Southern Africa and give us a strong pedigree to increase our offering into other regions of the African continent.
Could you elaborate on your partnership with Trade Kings Group?
Our partnership with Trade Kings Group goes back almost 20 years.
Our relationship has developed through many successful projects over the years. Trade Kings is one of the leading fast-moving consumer goods (FMCG) manufacturers in the region, and working together has created a strong collaborative relationship. We have been entrusted to supply many tanks, components, and solutions for the group, ranging in size and capacity, over the last two decades. We have worked closely with Trade Kings’ incredible team to understand the requirements and execute accordingly, both on time and on budget.
Through our collaboration, Metal Tank Industries has contributed specialised engineering, fabrication, and equipment solutions, whilst Trade Kings has brought extensive process experience and operational insight. The partnership allows both companies to combine their strengths to develop efficient manufacturing and processing systems that support large-scale production, continued innovation and successful rollout.
Are there any recent or upcoming projects you would like to highlight?
Yes, Metal Tank Industries worked closely with Trade Kings / Dairy Gold Team to design, install, and commission the new Maheu Plant at the MFEZ site. This was an exciting collaboration between the two teams to create a new world-class plant for a product that both teams have been working on together for nearly two decades.
We continue to be involved in several exciting projects within the food and beverage and processing sectors, as well as the chemical and industrial sectors. Our strong presence and reputation in the sub-continent allow us to be a supplier of choice for new investments and upgrades in these manufacturing sectors.
We are also currently involved in numerous projects involving large-capacity stainless steel vessels, as well as ongoing plant expansion work for clients looking to increase their production capabilities. These projects highlight the growing demand for efficient, highquality processing solutions across the region.
Looking
ahead, what are Metal Tank Industries’ key priorities?
Looking ahead, our focus is on continuing to strengthen our engineering and fabrication capabilities through extensive investment in world-class automation technology, whilst expanding our footprint and product offering across Africa. As more industries invest in local manufacturing and processing capacity, there is an increasing demand for reliable engineering partners who can deliver complete turnkey solutions. We aim to continue building strong relationships with our clients to support the long-term growth of the industries we serve.
We believe that Africa is full of potential and needs to support and be supported by local companies, such as Metal Tank Industries, to produce world-class facilities that are built fit for purpose.
How significant a role do partnerships play in Metal Tank Industries’ success?
At Metal Tank Industries, we believe that strong partnerships are key to successful projects. Our goal is not only to manufacture equipment but to work closely with our clients to understand their processes and help them achieve efficient, reliable production systems.
By combining our engineering expertise, quality fabrication, quality installation, and practical industry knowledge, we are proud to contribute to the continued development of manufacturing and processing industries throughout Southern Africa and the wider African continent.
“WE BELIEVE AFRICA CANNOT CONTINUE TO ONLY BE ONLY A CONSUMPTION MARKET – IT MUST INCREASINGLY PRODUCE, BRAND, AND DISTRIBUTE FOR ITSELF. WE WANT TRADE KINGS TO BE PART OF THAT NEXT CHAPTER”
– MOHSIN PATEL, DIRECTOR, TRADE KINGS GROUP
Elsewhere, Dairy Gold keeps track of dairy processing, grain beverages, milk collection, and nutrition.
“This balance is what allows us to stay streamlined whilst still being responsive. The system is shared, but the commercial intelligence stays where it belongs – close to the consumer,” Patel insights.
Trade Kings is further distinguished by its regional footprint, as the company strives to not be a local copy of a foreign FMCG model.
“We are building an African manufacturing model designed around
African consumers, trade routes, and operational realities. That is why manufacturing capability, upstream control, and regional expansion remain at the centre of how we think.”
BIGTREE BEVERAGES
BigTree Beverages was built to create a modern African drinks business that can compete not only on price, but on innovation, taste, packaging, and product execution.
“What makes BigTree Beverages exciting is that it combines technical capability with real market intuition.
TRADE KINGS IN NUMBERS
100+ BRANDS
4,500 STOCK-KEEPING UNITS
17,500+ EMPLOYEES
USD$1 billion IN ANNUAL GROUP REVENUE
USD$1 billion INVESTED IN ZAMBIA
EXPORTS TO 10 NATIONS
THREE
PERCENT CONTRIBUTION TO ZAMBIA’S GDP
Dairy Gold milk processing
Improving Lives, Together
There are companies that manufacture products — and then there are companies that build nations. Trade Kings Group stands firmly in the latter category.
From its early beginnings to its position today as one of Sub-Saharan Africa’s leading FMCG manufacturers, Trade Kings has grown with purpose. Its success has never been measured only in output, but in impact — in the livelihoods created, the communities strengthened, and the dignity preserved through meaningful employment and responsible leadership.
Through investment in large-scale facilities, continued expansion, and sustained job creation, Trade Kings has become an anchor within the regions it serves. Beyond its industrial footprint, its response during times of need — including its support to communities throughout the COVID-19 pandemic — revealed the heart behind the enterprise. Whether through healthcare support, essential goods, or community upliftment initiatives, Trade Kings has consistently demonstrated that true leadership extends beyond the factory gates.
For I Am Chemicals, this spirit of responsibility and integrity is not observed from a distance — it is experienced within the relationship.
I Am Chemicals was established by Dean Booyse in 2019, built upon more than four decades of industry experience and long-standing international relationships. At its core is a disciplined and distinctive business model rooted in trust — trust between manufacturers, logistics partners, compliance authorities, service providers, and the many individuals who make business success and community impact possible. Every person in that chain matters and is honoured.
I Am Chemicals operates with quiet strength and intentional focus, supporting its partners in ways that extend far beyond procurement. Time is dedicated to market research, regulatory alignment, sourcing strategy, expansion planning and ensuring continuity of supply. Relationships are not treated as transactions, but as long-term commitments — built carefully, protected diligently, and strengthened through shared growth.
Dean’s association with Trade Kings for over two decades, and the Group’s continued expansion, have been central to I Am Chemicals’ own journey. As Trade Kings has grown, so too has the extended network that supports it — from international suppliers to the warehouse teams who carefully prepare loads after hours, ensuring quality control without fail. The success of one strengthens many.
There is deep respect for the people behind the process — the teams who pack, load, check and deliver; the partners who respond when required; and the professionals who ensure compliance and continuity. Small gestures of appreciation reflect a larger belief: business is built on people, and relationships are honoured.
Trade Kings’ example — of integrity, resilience and generosity — inspires the standards by which I Am Chemicals operates. It is a reminder that industry, when led with purpose, becomes a force for stability, dignity and opportunity.
As Trade Kings continues to invest in growth and community, those privileged to support its journey remain committed to doing so with loyalty, care and disciplined execution. When leadership improves lives, partnership becomes something far greater than supply.
Dean Booyse, Founder and Director of I Am Chemicals
Trade Kings detergent plant at sunset.
Dean with some of the team who support packing and loading from the KZN site.
“It’s not enough to formulate a beverage in a lab; you must understand what consumers will choose, how it should taste, which packaging format and price point works, and how quickly you can scale a winning idea,” Patel outlines.
“This is where BigTree Beverages has become strong.”
The brand’s portfolio includes Vatra, Fruiticana, Mojo Energy Drink, KungFu Energy, Brothers Premium – mocktails and mixers – Appy, and FruiTop.
To meet increasing product demand, BigTree Beverages has invested in hot-fill capability, in-house polyethylene terephthalate (PET) pre-formulated bottle and cap production, packaging development, and a route-to-market model that spans depots, distributors, modern and general trade, hotel, restaurant, and catering (HoReCa), and last-mile channels.
The brand has also built a flavour pipeline designed around African taste preferences and real-use case studies.
This combination of quality, speed, deep flavour understanding, technical capability, and route-to-market strength has driven industry-wide recognition.
For example, BigTree Beverages was named the South African Development Community’s (SADC) 2024-25 Exporter of the Year in the Large Enterprise category – a
TRADE KINGS’ BRAND PORTFOLIO
• Trade Kings Limited
• Trade Kings Home Care
• BigTree Beverages
• BigTree Brands
• Dairy Gold
• Swiss Bake
• Yoyo Foods
• Kingsworth
LOCALLY DRIVEN INDUSTRIALISATION
Trade Kings’ latest business unit, Kingsworth Group Limited (Kingsworth), is strategically important to the company, enabling it to scale its manufacturing capability efficiently.
“It represents deeper industrialisation, not just expansion. It moves Zambia from importing key industrial inputs to producing them locally, which strengthens both Trade Kings and the wider manufacturing sector,” Patel highlights.
Indeed, Kingsworth is the country’s first integrated starch and glucose facility and a USD$110 million investment developed over two phases.
The plant will process locally grown maize into native and modified starch, liquid glucose, maltodextrin, corn germ, gluten meal and feed, dextrose, and related derivatives. These ingredients are used in confectionery,
TRADE KINGS FOUNDATION – IMPROVING LIVES
The company takes its corporate social responsibility (CSR) seriously, evidenced not only through its factories and revenues but in healthier local communities, better opportunities, and stronger regional resilience.
A great deal of that work is carried out through the Trade Kings Foundation, which focuses on health, education, farmer support, poverty alleviation, disaster response, and community development.
The foundation’s work includes:
• 350 scholarships for Zambian university students.
• Support for 500 farmers since 2023.
• Helping 1,300 flood-affected households through partnership with the country’s Disaster Management and Mitigation Unit (DMMU).
• Support for 10 open-heart surgeries for children through a specialist hospital partnership.
“These are practical interventions, not symbolic ones. They reflect the same principle that drives the business itself – improving lives through action,” Patel urges.
Takasago International Corporation: Asian Heritage, Deep Knowledge of Africa, and Technology that Inspires Innovation for the Future
For more than a century, Takasago International Corporation has been shaping taste experiences that enrich everyday life. Established in Japan in 1920, the company has built a global reputation based on its enduring philosophy: “Contributing to Society through Technology.” From beverages and foods to fine fragrances, home, and personal care products, Takasago partners with leading manufacturers worldwide to create distinctive flavors and fragrances that delight consumers. Today, the Takasago Group operates in 28 countries and regions, with a strong network of production sites, creative centers, and research and development hubs. This global presence enables the company to combine advanced technology with deep local understanding, delivering solutions tailored to the tastes, trends, and
Proud Asian Heritage, Deep Understanding of Africa
Rooted in Asia and inspired by the dynamic innovation culture of Japan, Takasago brings the strengths of a proud Asian company: rigorous quality standards, advanced technology, and a commitment to offering high-value solutions at fair prices.
At the same time, Takasago has invested many years studying African markets and consumer preferences. Through continuous research and collaboration with local partners, the company has developed a deep understanding of regional taste profiles, consumption habits, and emerging trends across the continent.
high-quality, innovative solutions that contribute to cultural and social progress.
From the fast-growing energy drinks segment to carbonates, milk-based products, bakery products, biscuits and cookies, and confectionery, not forgetting the important segment of bouillon, Takasago’s teams translate global expertise into locally relevant concepts. This dual perspective - Asian innovation combined with African market insight— allows the company to support manufacturers in developing the next generation of winning products.
Technologies Designed to Elevate Products
Innovation is at the heart of Takasago’s offering. The company provides advanced flavors and technologies designed to improve taste, mouthfeel, and overall consumer experience.
Amongst these technologies: Granutak – a unique encapsulation technology that brings excitement, beautiful visual effects, innovative texture, and possibly functionality to confectionery applications.
INTENSATES – a powerful technology platform designed for taste modulation, including masking offnotes, improving mouthfeel, adding exciting and unexpected sensations, and optimizing overall sensory balance in complex formulations.
Partnering with Africa’s Food and Beverage Innovators
As African markets continue to grow and diversify, Takasago is committed to working closely with regional manufacturers to develop products that resonate with local consumers. By combining its proud Asian heritage, advanced technology platforms, and deep understanding of African trends, Takasago supports partners in creating outstanding taste experiences for their consumers.
As such, the brand reduces reliance on imported intermediates, helps stabilise costs and margins, strengthens value chain reliability, and makes future downstream expansion more viable as more of the input chain is under local control.
At full capacity, Kingsworth is designed to produce up to 140,000 tonnes of products annually,
substitute around USD$30 million in imports each year, and unlock approximately USD$150 million in export potential through African Continental Free Trade Area (AfCFTA)-linked trade.
“Kingsworth is not just another business unit; it is a capability platform that makes the wider group stronger.”
BUILT ON TRUST
A robust and purpose-built supply chain is fundamental to the success of
Trade Kings.
“Supply chains are built on trust long before they are tested by disruption. For a business of our scale, supplier and partner relationships are not peripheral; they are part of the operating model,” Patel shares.
The company works closely with local and regional suppliers to ensure strong manufacturing capabilities, which depend on reliable input workflows, practical coordination, and shared growth.
Trade Kings is dedicated to improving lives through education, health, and infrastructure, whilst developing value-addition programmes to employ and empower women and youth.
The company wants customers to be as proud to use its products as Trade Kings is to make them.
Since our founding in 1999, Ladismith Cheese has grown into a globally respected brand, and proud South African producer of world-class cheese, butter, and dairy powders, manufacturing 24,000 tonnes of product annually.
These products are sold throughout the food services, retail, wholesale and food production industries in South Africa and the world.
Ladismith also leads in the production of high-quality dairy powders and is a proud supplier of
many of these to the Trade Kings group — whey, coffee creamer, skimmed milk, full cream, and buttermilk. These are used in everything from baking to beverages and confectionary.
We use advanced drying technology to retain flavour and nutrition, ensuring a long shelf life and versatile applications.
Our range of cheeses - from full-fat gouda and cheddar to mozzarella and specialty variantsare crafted using traditional recipes and aged naturally, giving them time to develop their full, rich flavour.
For instance, given Trade Kings is one of the largest industrial users of sugar in Zambia and a major buyer of milk from local dairy farmers, the company works closely with producers of maize, wheat, and potatoes that feed directly into its food processing businesses.
“Local sourcing matters because it shortens the supply chain, builds capability in-country, and strengthens the wider industrial base. Regional partnerships matter because scale
increasingly depends on trade, not isolation,” he informs.
This is also where backward integration becomes important. Case in point, Kingsworth improves the stability of the value chain behind its finished products, whilst Dairy Gold’s milk collection model matters for the same reason.
“The more coordinated and dependable your upstream system is, the more competitive your downstream brands become,” Patel explains.
Equally integral to the company’s DNA is its 17,500+ employees, whose care, deep understanding, and swift problem-solving make the business what it is today.
“One of the things I value most about Trade Kings is that so much of the company’s strength sits in its people – on the plant floor, in engineering, quality, logistics, distribution, and the commercial teams that keep the business close to market.”
Digital, rational, profitable. What else?
Vision system included.
DIGITAL
Digital process control reaches previously unthinkable levels, opening up the industry to IoT scenarios.
RATIONAL
SACMI Preform Vision System included, for advanced, comprehensive process control.
PROFITABLE
After-cooler with COOL+ (inside cooling system): shortens cycle times and leads to more profitable production.
Driving growth with deep expertise in the Consumer Sector
We understand your business landscape, and with our well-established presence across Africa as well as holistic and innovative FMCG sector knowledge, we can help you to drive your growth.
STRENGTHENED BRANDS
Trade Kings is continuing 2026 with a clear set of priorities – to deepen production capability, strengthen upstream control, expand intelligently across the region, and keep building brands that can travel the distance.
This means continuing to strengthen the company’s food and beverage platform through BigTree Beverages, BigTree Brands, and Dairy Gold.
It also means ensuring Kingsworth delivers for the group, namely stronger
input security, more competitive downstream manufacturing, and a more stable industrial base.
Trade Kings also wants to continue investing in key categories such as confectionery, home care, and other core businesses that still have room to grow regionally, facilitated by moving ahead with its wider production expansion agenda that is already part of the company’s growth plan.
“We believe Africa cannot continue to only be a consumption market – it
must increasingly produce, brand, and distribute for itself. We want Trade Kings to be part of that next chapter,” Patel closes.
Flavour Sensations is a bespoke flavour and fragrance house that produces both standard and speciality flavourings. We are a designer, manufacturer, and global supplier of flavours, emulsions and fragrance ingredients to established companies in the food, pharmaceutical, and cosmetic industries.
Over the years, Flavour Sensations has evolved into an innovative and trusted manufacturer and global supplier. With a dynamic and experienced workforce, advanced technology, and turnkey solutions, we offer unique, high-quality flavours and fragrances for local and global tastes.
Our application laboratories are equipped to present products that have been researched, developed, and ready to be marketed.
A NATION Nourishing
Bokomo Namibia has established itself as a significant contributor to the country’s food and beverage market by manufacturing and distributing essential goods and bolstering local economies. CEO, Hubertus Hamm, discusses meeting consumer needs whilst supporting local agriculture and communities
Writer: Rachel Carr | Project Manager: Harry Thurlow
Bokomo Namibia (Bokomo) is a prominent food and beverage manufacturing and distribution company based in Windhoek, Namibia’s bustling capital.
Established in 1998, Bokomo is now an equal joint venture (JV) between Frans Indongo Group and PepsiCo. With a workforce of 624 employees,
it is pivotal in supplying staple foods and fast-moving consumer goods (FMCG) to the Namibian market. Operating primarily from its Brakwater and Walvis Bay industrial sites, Bokomo’s main facilities include grain storage, wheat and maize mills, sugar and rice packing plants, and warehousing and distribution
infrastructure.
“Our Walvis Bay site offers additional storage and logistics capabilities, enabling more efficient import and distribution of both raw materials and finished goods. We also have a diverse portfolio of staple foods, essential items, beverages, and groceries,” introduces Hubertus Hamm, CEO.
HOW HAS YOUR ACQUISITION OF TONGAAT HULETT SIGNIFICANTLY BENEFITTED BOKOMO’S OPERATIONS?
Hubertus Hamm, CEO: “With a high customer overlap of approximately 97 percent, the two companies were able to integrate smoothly and create immediate opportunities for cross-selling.
“There have been notable cost savings from the complementary nature of Tongaat Hulett’s businesses, which have improved efficiency in distribution and logistics.
“This enhanced model works well, as sugar – a high-volume staple –pairs effectively with both heavy essentials and lighter, high-value snack and cereal products.
“Furthermore, the integration of sugar has strengthened Bokomo’s product portfolio, reinforcing our position as a comprehensive essential food and FMCG supplier. The addition of Marathon Sugar, a trusted heritage brand, has also contributed to this enhancement.”
Popular flour and cereal products under the Bokomo brand include Champion maize meal, Bokomo wheat flour, Weet-Bix, and Corn Flakes, alongside Marathon Sugar, Spekko Rice, Nice Rice, Pasta Grande, and White Star instant maize porridge.
In addition, Bokomo provides fruit juices under the Fruitree and LiquiFruit brands, Lipton Ice Tea, Moirs baking products, Safari dried fruit and nuts, as well as snacks such as Simba, Lay’s, Doritos, NikNaks, Cheetos, and Fritos, serving a wide range of customers, including the retail sector
– supermarkets, wholesalers, informal traders, industrial clients, bakeries, and food producers, and everyday consumers across Namibia.
Playing a vital role in Namibia’s food manufacturing sector, Bokomo distributes products nationwide, contributing to food security, creating numerous jobs, and supporting local supply chains – blending local ownership with global expertise.
EVOLVING INTO A PRODUCTION POWERHOUSE
From its humble beginnings as an egg farm, Bokomo has since grown into a major national food supplier.
Initially focusing on egg production, the company transitioned to grain milling – specifically wheat and maize –in the early 2000s and began distributing products through Pioneer Foods.
In 2007, local ownership was strengthened when Frans Indongo Group acquired a 50 percent stake. By 2008, the company expanded into
broader FMCG distribution, investing in new milling plants and warehousing and distribution capacity throughout the 2010s.
Bokomo acquired Marathon Sugar’s sugar packing and distribution business in 2020, solidifying its position as a leading national food manufacturer and distributor.
The JV allows Bokomo to benefit from global expertise and best practices whilst still preserving its strong local heritage.
“Through PepsiCo, the company gains access to advanced technology, international standards, and largescale operational knowledge,” Hamm highlights.
“At the same time, Frans Indongo Group ensures we remain aligned with local market conditions, culture, and consumer needs. Consequently, the JV’s structure is particularly effective because it provides flexibility.”
Moreover, Bokomo can draw on its shareholders’ expertise, skills, and economies of scale when it is advantageous to do so. However, it also retains the independence to make local decisions when more beneficial or cost-effective.
As a result, the company is more agile and responsive to market changes compared to fully centralised multinational operations. It can avoid unnecessary bureaucracy and compliance burdens when they do not add value, whilst still maintaining high standards where required.
This balance enables Bokomo to operate efficiently, competitively, and sustainably in the Namibian market.
“WE FOLLOW A CLEAR PHILOSOPHY: ‘WHAT WE DO WELL, WE DO OURSELVES; WHAT OUR PARTNERS CAN DO BETTER, WE DO WITH THEM’. THIS APPROACH FOSTERS GROWTH AND COLLABORATION WITH SMALL AND LOCAL ENTERPRISES”
–
HUBERTUS HAMM, CEO, BOKOMO NAMIBIA
Built on Integrity, Powered by Passion
As Namibia’s trusted transportation and logistics provider, VZ Trucking brings nearly two decades of industry expertise and has established a reputation for reliability, innovation, and customer satisfaction
Founded in 2009, VZ Trucking soon created a name for itself as Namibia’s go-to transport and distribution solutions partner. Having built a reputation for dedication and a passion for service excellence, the company began offering long-haul operations in 2011, which cemented it as a stalwart within the ever-moving industry.
In the 15 years since, VZ Trucking has expanded its fleet significantly, adopted advanced trucking and monitoring technology, established a fully equipped in-house workshop, strengthened its regional transport footprint, and much more.
This strong foundation enables the company to provide reliable, scalable transport solutions for customers across Southern Africa.
Since VZ Trucking’s origin nearly two decades ago, the company has been regarded as a trusted transport and logistics business specialising in both local and cross-border transportation. Its success is built on reliability, integrity, and a hands-on approach to service delivery.
To ensure every client receives a professional and dependable logistics solution, VZ Trucking continually invests in advanced fleet technology, infrastructure, and skilled personnel.
DEPENDABLE LOGISTICS SOLUTIONS
VZ Trucking offers professional transport and distribution solutions designed to support a wide range of industries and cargo types.
The company’s core services include local and cross-border freight transport, long-haul distribution, consumer goods transportation, specialised bulk transport, Hazchem-compliant transport services, and secure cargo handling and monitored deliveries.
Additionally, VZ Trucking’s diverse, modern fleet is equipped and configured to handle a broad range of cargo requirements. This is alongside the company’s operational support, which comprises
real-time fleet tracking, live onboard camera monitoring, experienced loading supervisors and trained drivers, and efficient route planning and dispatch coordination.
To ensure safety, transparency, and efficiency, the fleet is equipped with satellite tracking and real-time positioning, full telematics monitoring, four-camera live video systems in every unit, and driver behaviour and route monitoring features.
Such innovations allow for accurate trip management, reduced risk, and improved service precision, truly setting VZ Trucking’s services apart from the rest.
COMMITMENT TO SUCCESS
With a vision of delivering personal, honest, and reliable transport solutions that consistently meet the highest standards of safety, efficiency, and customer satisfaction, VZ Trucking strives to ensure that every consignment is delivered on time, correctly handled, and received in the same condition in which it was loaded.
The company’s values include integrity, safety, reliability, innovation, and customer commitment. Specifically, it operates with honesty and accountability, prioritises responsible operations and cargo protection, ensures on-time performance and consistent service, embraces technology and continuous improvement, and guarantees that every client is treated as a long-term partner.
Through the company’s footprint across Namibia and Southern Africa, including depots in six locations, it is able to service all areas of the region. Specifically, VZ Trucking’s depots are fully equipped with forklifts for the smooth offloading of palletised goods, alongside delivery vehicles ranging from eight to 12 tonnes for smoother and more efficient delivery at all retail outlets.
Customers choose VZ Trucking as a reliable long-term logistics partner due to the company’s status as an experienced cross-border transport specialist that provides a modern, secure, and wellmaintained fleet. Its reputation is further strengthened by having a highly trained team of drivers and operational staff, real-time shipment visibility, and a steadfast commitment to safety, quality, and customer satisfaction.
Contact VZ Trucking today for an unparalleled service that allows you to focus on what matters most – your business.
VZ Trucking’s footprint covers the whole of Namibia, with depots in six locations to make sure that all areas of the country is serviced. These depots are fully equipped with forklifts for smooth offloading of palletised goods as well as delivery vehicles ranging from eight to 12 tonnes for smoother and more efficient delivery at all retail outlets.
Our cross-border fleet operates to and from various locations in our neighbouring countries Botswana and South Africa.
STRATEGISING THE SNACK SECTOR
Bokomo maintains approximately 70 percent market share in Namibia’s snack food market, employing various strategies to sustain its competitive edge.
“There are several factors behind our dominance in the industry, including a strong position in the snack market largely driven by our association with powerful, globally recognised brands,” Hamm points out.
The company’s strong portfolio has high consumer recognition and trust, benefitting from global marketing and brand equity through PepsiCo.
“Consumers associate us with product consistency, superior quality, our use of international production standards and quality control systems, consistent taste, packaging, and product reliability,” he informs.
“Brand loyalty and repeat purchases are built through continuous innovation and the regular introduction
of new flavours and limited editions, which keep products exciting and relevant, maintain consumer interest, and prevent market stagnation – particularly amongst younger consumers.”
With a strong distribution network across Namibia, Bokomo can ensure its products are widely available in supermarkets, wholesalers, and informal retail outlets, with high stock availability ensuring customers can always find the product, reinforcing its market share.
“Our strategies to maintain a competitive edge include leveraging global and local strengths whilst providing access to PepsiCo’s innovation pipeline, supply chain expertise, and marketing capabilities, combined with local market knowledge for better execution,” emphasises Hamm.
Having portfolio synergy and distribution efficiency is a key internal advantage that enhances Bokomo’s ability to offer a diverse product range.
BOKOMO’S SUSTAINABILITY INITIATIVES
PACKAGING – The company is exploring paper packaging options – although plastic is often still preferred by consumers because it reduces spoilage, maintains product quality, and is practical for everyday use.
ENERGY EFFICIENCY – First company in Namibia to convert its entire warehouse forklift fleet to electric, reducing emissions and energy use.
WATER MANAGEMENT – On-site desalination plant treats water during droughts, ensuring selfsufficiency and efficient resource use.
Leaders in the Professional Engineering Industry
LMV Consulting Engineers was founded in 1967 has since then offered a wide range of services in the civil and building industry throughout South Africa. Today a full spectrum of specialized professions, such as civil and structural engineering, project management, geotechnical investigations etc, are offered by the Company to national corporate companies and individuals.
Services:
Civil | Structural Engineering
• Geo-technical Investigations
• Foundation Design
• Concrete and Steel Structures
• Water Purification and Distribution
• Sewage Treatment and Networks
• Street and Storm Water
• Structural Compliance Certificates
Project | Contract Management
• Time Management
• Schedule Management
• Risks and Mitigation Actions
• Disaster Recovery Procedure Plan
• Communication and Reporting
Cost | Quantity Estimates
• Contract Documentation
• Bill of Quantities
• Feasibility Studies
• Budget Management
Snacks and cereals are part of Bokomo’s broader product mix as they are lightweight, high-value staple foods. This is in contrast to flour, maize meal, and sugar, which are heavy and have a lower unit value.
These factors create an optimal distribution mix – trucks can carry both bulk staples and high-margin snacks and cereals, improving cost efficiency per delivery and maximising the profitability of the logistics network.
“Economies of scale result from large volumes, enabling lower production and procurement costs, as well as competitive pricing without sacrificing margins.”
Market responsiveness and agility mean Bokomo can quickly introduce new products, adapt to consumer trends, and be less rigid than fully centralised multinationals.
Moreover, strong retail relationships, reliable service, and consistent supply build trust with retailers and preferred shelf space and visibility.
“We uphold high product quality through continuous innovation, excellent distribution, and a strategic product mix, enhancing logistics efficiency.
“Our competitive edge lies in integrating global brand strength with local operational efficiency, especially through smart distribution and portfolio management,” states Hamm.
ADAPTING TO CHANGING DYNAMICS
Bokomo has closely monitored recent trends in the Namibian food and beverage industry and is actively adapting to these changes.
The growth of value and privatelabel store brands, for example, has become noticeable as consumers become more price-sensitive.
Despite this, strong brand loyalty persists amongst Namibian consumers who remain highly loyal to established brands.
“Switching to new brands takes time and trust. Market share shifts occur gradually over the years rather than rapidly,” cautions Hamm.
Furthermore, retailers wield significant power over shelf space, promoting house brands, and shaping purchasing decisions.
“We are adapting in this context by leveraging strong brands and continuing to invest in well-known own brands and ones supported by PepsiCo, as well as focusing on quality, consistency, and brand trust to retain loyal consumers.
“A long-term market approach that recognises success in Namibia requires patience and sustained investment, building brands over the long-term rather than chasing shortterm gains,” he strategises.
Strengthening trade relationships involves working closely with retailers to secure shelf space, run promotions and in-store activations, and ensure strong product visibility. Essentially,
these partnerships are crucial given retailers’ market power.
“We adapt to price sensitivity by offering competitive rates across key products, ensuring value without compromising quality, maintaining high service levels, focusing on consistent availability and distribution excellence, and ensuring products are always in stock, reinforcing both brand loyalty and retailer trust,” Hamm assures.
Namibia’s food industry is seeing a shift towards value and retailer influence, but brand loyalty remains strong.
As such, Bokomo responds by investing in trusted brands, taking a long-term market view, building strong relationships with retailers, and maintaining availability, value, and service levels.
Ultimately, this approach helps the company stay competitive in a market where trust and consistency matter more than short-term trends.
CUSTOMER-CENTRIC INNOVATION AND INVESTMENTS
Bokomo continues to make strategic investments to expand capacity, improve efficiency, and strengthen its brands, including a 2025 wheat mill upgrade and modernised equipment to enhance production quality.
In 2024, meanwhile, a local rice packaging plant was set up in just over 100 days to boost local production and reduce reliance on imports.
Continuous automation and capacity investments include ongoing improvements to production processes to increase output and operational performance. Additionally, a new warehouse investment will commence in May 2026, expanding storage capacity by 20 percent and supporting growing product volumes and distribution capabilities.
“Brand and on-shelf investments mean continuous upgrades to packaging and in-store execution to maintain consumer appeal and visibility,” Hamm explains.
Bokomo takes a customer-centric approach to product innovation by actively integrating consumer feedback into development, ensuring every change or new offering creates real value.
The products are constantly re-engineered and improved to enhance quality, taste, and affordability. Cost efficiency plays a crucial role in innovation, ensuring products remain accessible whilst still providing value.
“In a market without formal consumer research platforms or comprehensive market-share data, we have developed our own models, which track price sensitivity and elasticity, shopper behaviour, channel performance across different retail environments, and extensive research.
“Both qualitative and quantitative research are used to guide decisions on product improvements, development, and innovation initiatives. Research ensures these changes are aligned with real consumer needs and preferences, reducing the risk of failed launches,” clarifies Hamm.
A strategic approach to innovation is never conducted in isolation; it is evidence-based and informed by consumer insights, with a focus on balancing consumer value, operational feasibility, and cost-effectiveness.
“We approach product innovation through a combination of consumercentric design, rigorous research, and cost-conscious engineering,” asserts Hamm.
By building its own market intelligence systems, the company ensures every new product or improvement is grounded in real market dynamics.
“WE APPROACH PRODUCT INNOVATION THROUGH A COMBINATION OF CONSUMERCENTRIC DESIGN, RIGOROUS RESEARCH, AND COST-CONSCIOUS ENGINEERING”
– HUBERTUS HAMM, CEO, BOKOMO NAMIBIA
This also involves promoting sustainability without compromising on quality or affordability, combining consumer-driven packaging choices with innovative energy and water solutions.
CHAMPIONING LOCAL DEVELOPMENT
Bokomo contributes to the local economy, and it supports the broader Namibian economy in several ways beyond revenue generation.
As a major wheat and maize miller, the company sources significant portions of its product from local harvests, directly supporting farmers and the agricultural sector.
“Company leadership actively participates in relevant industry forums, helping shape policies and promote sector growth,” determines Hamm.
“We follow a clear philosophy: ‘what we do well, we do ourselves; what our partners can do better, we do with them’. This approach fosters growth and collaboration with small and local enterprises.”
Through initiatives under its Champion maize meal brand, Bokomo invests in soccer academies and leagues, providing both funding and economic activity whilst supporting youth development and community engagement.
“By supporting local agriculture, fostering partnerships, participating in industry development, and investing in community programmes, we play a broader role in Namibia’s economic and social development beyond its core business operations,” concludes Hamm optimistically.
Whilst Bokomo is committed to social responsibility, it is also keenly
aware of the need to adapt and grow in today’s evolving market, which equally reflects its dedication to Namibian communities.
In the coming year, Bokomo is concentrating on strategic growth, efficiency, and thoughtful innovation. The company plans to expand its capacity by investing in production and warehouse capabilities to meet increasing demand.
To reduce costs and enhance productivity, the company will utilise technology to streamline its operations.
Additionally, it is exploring new product categories that complement its existing portfolio, avoiding unnecessary complexity whilst maintaining a focus on core strengths.
This approach reinforces Bokomo’s competitive edge and ensures that the needs of Namibian consumers are effectively met.
Tel: +264 83 331 5030
reception@bokomonamibia.com.na
www.bokomonamibia.com.na
EAST AFRICA
A RECIPE FOR SUCCESS
Dedicated to shaping a brighter future for Kenya and beyond, Kuku Foods proudly serves Finger Lickin’ Good food and long-term aid to the communities in which it serves. We revisit the company with Jacques Theunissen, CEO
Writer: Lauren Kania Project Manager: Harry Thurlow
Having opened its first restaurant in August 2011 in one of Africa’s most vibrant commercial centres – The Junction Mall, Nairobi, Kenya – Kuku Foods is an industry stalwart, bringing world-famous chicken to everyone’s doorstep.
Since last speaking with the company in June 2024, there have been significant advancements in technology, sustainability practices, and consumer preferences.
“The food and beverage industry continues to be an exciting and dynamic sector. It is evolving rapidly, and we must be able to adapt even faster,” introduces Jacques Theunissen, CEO.
Jacques Theunissen, CEO
Today’s consumer has higher expectations with a growing emphasis on sustainable, localised sourcing, innovation, and elevated customer experiences, alongside easier access to products and restaurants. Kuku Foods is also entering an interesting period with its new, young workforce, meaning it must change and elevate the employee experience to ensure sustainable future business growth.
“It’s an exciting time to be part of this industry as we navigate these changes and continue to meet the rapidly evolving needs of our customers and employees,” details Theunissen.
Recently, the company expanded its business into Uganda and Rwanda. At the close of 2025, it had a total of 69 restaurants across the three countries, marking the first time it had built more than 10 restaurants in a single year.
Currently, Kuku Foods employs approximately 1,600 talented and dedicated staff members, with over 90 percent of them below the age of 30 to tackle the issue of youth employment.
Additionally, it installed selfordering kiosks in all of its restaurants last year as it continues to digitise the business, alongside making significant strides in its supply chain localisation journey, having now become nearly fully localised.
“I am proud to say that in July 2024, we received the KFC Africa Franchise Partner of the Year award and the Developer of the Year award for our performance in 2023,” enthuses Theunissen.
A COMMITMENT TO EXCELLENCE
Kuku Foods differentiates itself by investing heavily in developing its
people and suppliers to ensure its products are not only delicious but also meet the highest standards of quality and safety. Its customer and employee-centric approach, combined with innovative menu offerings and efficient service, makes the company a preferred choice for many.
“What sets Kuku Foods apart from the competition is our unwavering commitment to quality, innovation, customer satisfaction, and the incredible people that we have in our business,” opines Theunissen.
Equally, the company ensures it keeps the brand exciting with nonstop innovation – not only regarding menu items, but also the customer experience and types of assets it builds. Specifically, it has remodelled many restaurants this past year to guarantee the customer experience remains fresh.
Ultimately, Kuku Foods has an amazing capability for innovation, and when this is added to its strong winning culture, it creates an unstoppable recipe for success.
A crucial ingredient is the company’s belief that strong leadership is paramount and should guide the organisation with integrity, transparency, and a commitment to excellence.
“Our leadership team fosters a culture of open communication, where every member is encouraged to share their ideas and feedback. This approach ensures we are always aligned with our core values and continuously strive for excellence in everything we do,” details Theunissen.
This achievement starts with hiring team members. All of its management is developed internally, meaning they
CAN YOU TELL US ABOUT THE CORPORATE SOCIAL RESPONSIBILITY (CSR) INITIATIVES KUKU FOODS ENGAGES IN?
Jacques Theunissen, CEO: “I am very proud to say that after a tonne of hard work behind the scenes, we are launching the very successful Add Hope programme in Kenya this year.
“We have numerous other organisations that we support on an ad hoc basis, but launching Add Hope will be where we can start to make a significant difference, addressing the very real hunger issues that persist locally.”
“IT’S AN EXCITING TIME TO BE PART OF THIS INDUSTRY AS WE NAVIGATE THESE CHANGES AND CONTINUE TO MEET THE RAPIDLY EVOLVING NEEDS OF OUR CUSTOMERS AND EMPLOYEES”
– JACQUES THEUNISSEN, CEO, KUKU FOODS
understand the business inside and out, have vast experience with the culture, and, most importantly, learn how to lead.
The company has created different leadership development programmes within the organisation to help build its leaders of the future. In 2025, it partnered with Strathmore Business School to develop a formal Management Development Programme for those identified for
future growth.
“I believe we have created a strong culture that drives our values and people who believe in our values,” expands Theunissen.
“In business today, transparency is becoming very important to our employees, and we have built engagement platforms and forums where we can regularly share our strategy and results openly with our teams.”
HIGHLIGHTING GROWTH AND DIGITALISATION
Kuku Foods’ long-term strategy comprises growth and digitalisation.
“2025 was the first time we opened more than 10 restaurants in one year, and I am proud to say that we have added an additional one to bring the total to 11. We had a bold goal of installing kiosks across all our restaurants by the end of the year, and we have accomplished this as well,” expands Theunissen.
Alongside these achievements, the company has managed to localise all its sauces in 2025, which are now manufactured in Kenya, in addition to developing a second supplier for its French fries in the country.
Lastly, it has remodelled its preeminent Westgate Mall restaurant in Nairobi with an amazing new look, digital experience, and even KFC merchandise, which was developed in collaboration with a local company.
Equally important to Kuku Foods’ continued success is its supply chain operations.
“We are lucky to have one of the best quality assurance resources in Africa looking after this aspect of the business. Fatma Abdulrehman has been with the business from the start and has built a strong, robust, localised supply chain,” insights Theunissen.
All of the company’s suppliers are Global Food Safety Initiative (GFSI) and Food Safety System Certification (FSSC 2200) certified, meaning they comply with the highest global standards and can compete with any global manufacturer. Additionally, every supplier passed their third-party audits with flying colours.
“Supply chain is key to any business. Managing your supply chain effectively can unlock so much working capital in your business.
KUKU FOODS –IN NUMBERS
• 14 years in business
• Three countries
• 69 restaurants
• 1,600 staff
Absolutely Chicken
Yo Kuku! is Uganda’s tastiest and most affordable brand of fresh and frozen chicken, established in 2013. Today, over ten years later, we have grown into the region’s leading provider of premium processed chicken and further processed chicken products, thus setting the standard for quality, safety, and taste on the market.
Since our inception, we have mastered the art of poultry processing and like our vision states, to be the food partner of choice, our production process combines global hygiene standards with the incomparable quality of Ugandan-raised birds.
Our signature family packs (Kuku packs) and prime cuts are the result of precision processing. Individually quick-frozen chicken pieces are packed in a resealable transparent pack, allowing you to choose your favorite piece without the worry of defrosting the entire pack.
Explore a variety of our further processed chicken products, ranging from spices Choma sausages and smoked sausages to crispy bites for the children.
Our reputation is built on the strength of our partnerships, and our clientele has since grown tremendously. Our
products are available in our Kuku shops across Uganda, covering the Kampala metropolitan, Gulu, Mbarara, Kabale, Mbale, Jinja, Masaka and Hoima.
We also have our products in select supermarkets across the country, as well as a chain of prestigious hospitality institutions.
As we move into our second decade, we invite international distributors and hospitality groups to experience the growth, reliability, and unparalleled taste that only ten years of dedication can produce. Discover why the world’s best kitchens are looking to Uganda.
Visit our website www.yokuku.com, or send us an email to info@yokuku.com
“WHAT SETS KUKU FOODS APART FROM THE COMPETITION IS OUR UNWAVERING COMMITMENT TO QUALITY, INNOVATION, CUSTOMER SATISFACTION, AND THE INCREDIBLE PEOPLE THAT WE HAVE IN OUR BUSINESS”
– JACQUES THEUNISSEN, CEO, KUKU FOODS
“Being part of a global business, we are privileged to have set standards in place that we need to follow, and I believe these standards are key to our success,” urges Theunissen.
Kuku Foods understands that quality and consistency are the foundation on which it has built its business and brand. Its supply chain and quality assurance teams are integral to the company’s innovation and ability to launch new and distinctive products that contribute to its growing market share in East Africa.
FOSTERING INNOVATION AND INCLUSION
For Kuku Foods, team members are integral to the business and its continued expansion.
“Our staff are the backbone of our organisation, and we are committed to fostering a culture where innovation thrives, diversity is valued, and collaboration is key,” asserts Theunissen.
One of its primary strategic pillars is elevating the employee experience by learning what its new, young workforce wants and how they want to work. It has implemented a number of suggested initiatives, and appreciation for this shows in the strong results it has seen in 2025.
The company also believes that the customer experience can never exceed the employee experience. It provides ongoing training and development opportunities to this end, helping workers to grow and succeed, whilst promoting a diverse
and inclusive workforce where every individual feels valued and respected.
“The business is built by the whole team; every single person makes a difference. In 2025, we developed programmes that help our leaders not only take their seat at the table but also believe that they are worthy and capable of doing so with confidence,” prides Theunissen.
Looking to the future, Kuku Foods is emphasising its commitment to customers and employees by looking for ways to enhance the customer experience and deliver the best possible products and services.
“We will continue to expand the KFC brand across East Africa and bring our world-famous chicken closer to everyone’s doorstep, one store at a time,” passionately concludes Theunissen.
As the largest and oldest sugarcane producer in the country, Tongaat Hulett Zimbabwe is sweetening the agribusiness landscape. Tendai Masawi, Managing Director, talks us through the unwavering success of the company’s two leading estates and how it continues to uplift the market
Writer: Lucy Pilgrim | Project Manager: Harry Thurlow
Zimbabwe has experienced a flourishing agribusiness landscape over the last 12 months thanks to the ongoing broadening of wheat, sugar, and tobacco production.
Coinciding with a strong revival in horticulture, each offers opportunities in exports, food security, and value addition.
In fact, the agricultural sector is expected to register close to 10 percent growth this year, making it one of the fastest-expanding industries in the nation’s economy.
Tobacco and sugar production specifically continue to claim top spot in Zimbabwe’s export potential, with the latter exceeding national demand, creating room for exports to generate foreign exchange.
Horticulture is also emerging as a strong pillar thanks to its high export value, with the trade of fruits, vegetables, and flowers to Europe and Asia increasingly gaining traction.
“The agribusiness space is growing because diversification in the sector is no longer just about tobacco; horticulture and wheat are
becoming increasingly important,” opens Tendai Masawi, Managing Director of Tongaat Hulett Zimbabwe (THZ) - the country’s largest producer of sugarcane, a position it has held for nearly a century.
Founded in 1892, the agribusiness operates across two large estates, Triangle Limited (Triangle) and Hippo Valley Estates (Hippo Valley), both located in the Lowveld region of Zimbabwe.
Triangle is the oldest sugarcane estate in the country, having been developed in the 1930s, with the first official sugar mill opening in 1939.
Hippo Valley, meanwhile, was established 18 years later with a mandate to produce citrus.
However, a global citrus market crash in 1975 forced the estate to diversify into irrigated sugarcane production. By the end of the decade, the product had become Hippo Valley’s core business, replacing citrus as the main crop and making sugar production its primary focus.
AT THE HELM OF ZIMBABWEAN SUGAR
As Triangle and Hippo Valley are Zimbabwe’s only two sugar mills –with a combined installed milling capacity of about 4.8 million tonnes (t) of cane and a sugar production capacity of around 640,000 t per year – THZ is deeply committed to the country’s agricultural future.
Indeed, the company supplies most of Zimbabwe’s sugar needs and primarily exports to regional African countries such as Kenya, Zambia, and Botswana, complementing its continued trade to both the US and Europe.
Local food and beverage manufacturing industries also prove to be an important outlet for THZ, including soft drinks, beer,
confectionery, and allied foods.
Boasting over 25,000 hectares (ha) of irrigation in its sugarcane cultivation process, THZ’s production activities in Zimbabwe complement the company’s other operations in South Africa and Mozambique, ensuring supply resilience against droughts or market shocks.
“THZ has invested in milling and
refining facilities, enabling Zimbabwe to be self-sufficient in sugar and making it possible to export not only to other African countries, but also the US,” Masawi informs.
DIVERSIFCATION BEYOND SUGAR
A wholly owned THZ operation, the Triangle estate produces approximately 14,000 ha of sugarcane – complementing Hippo Valley’s 11,000 ha.
“Triangle forms one of only two milling hubs in Zimbabwe, giving THZ pole position in national sugar production and enabling efficient use of shared irrigation, water storage, and logistics infrastructure when working alongside Hippo Valley,” Masawi details.
The site also includes an ethanol plant with an installed capacity of around 42 million litres (L) over a 48-week production season.
As a result, the facility typically produces around 30 million L of ethanol a year, dependent on the rate of sugar production and the seasonal availability of molasses.
Aerial view of Hippo Mill
“TRIANGLE FORMS ONE OF ONLY TWO MILLING HUBS IN ZIMBABWE, GIVING
THZ POLE POSITION IN NATIONAL SUGAR PRODUCTION AND ENABLING EFFICIENT USE OF SHARED IRRIGATION, WATER STORAGE, AND LOGISTICS INFRASTRUCTURE WHEN WORKING ALONGSIDE HIPPO VALLEY”
Huletts SunSweet® (Huletts) is a strong heritage brand that plays a central role in differentiating THZ in an otherwise highly commoditised sugar category.
“It’s positioned as a trusted, everyday brown sugar, recognised for its consistent quality, naturally sun-ripened sugarcane, and superior sweetness strength – attributes that matter deeply in a category where functional differences are often minimal,” Masawi prides.
“In a value-constrained market where consumers are focused on stretching each dollar, the brand’s strong sweetness strength becomes a meaningful competitive advantage as less sugar is needed per use.”
Additionally, as a long-standing heritage brand, Huletts gives THZ a powerful trade and consumer-facing identity
anchored in quality and value. This enables the business to defend and grow volume across market segments whilst maintaining brand credibility.
Additionally, Huletts’ high recognition, clear value cues, and strong out-of-home and in-store visibility drive pull at the point of sale, reducing reliance on price-led market share.
Finally, the brand serves as a scalable platform for innovation and portfolio growth. It allows THZ to introduce new pack sizes and formats – addressing affordability, hygiene and portion control, and bulk usage – whilst unlocking new consumption occasions and protecting the core pack formats.
“Molasses from the sugar milling process is converted into fuel-grade and industrial ethanol, adding value to a by-product stream and creating an additional revenue line for THZ over and above sugar,” he adds. By combining large-scale cane farming, milling, refining, and ethanol production on one integrated estate, Triangle improves asset utilisation, lowers unit costs, and supports THZ’s competitive position in regional sugar and biofuel markets.
Approximately 35 percent of ethanol output – in partnership with the National Oil Infrastructure Company of Zimbabwe – is used for local fuel blending, which helps secure domestic offtake, reduce the country’s fuel import needs, and stabilise cash flows.
The remainder of the ethanol output is utilised by industrial and chemical customers, as well as those in the local food and beverage sectors.
THE PINNACLE OF VERTICAL INTEGRATION
THZ possesses a leading vertically integrated supply chain in the form of a cane-to-crystal-sugar-andethanol system that anchors a large agricultural technology (AgriTech) ecosystem in the Lowveld region – a major competitive advantage.
“Our position in this network strengthens resilience, supports smallholder farmers, and ensures competitiveness in both domestic and export markets,” Masawi furthers.
The company boasts a highly integrated sugarcane supply base through its core estates, totalling 25,000 ha, which is supplemented by roughly 22,000 ha of outgrower cane, which supplies the two estates.
“This mix of estate and private farmers creates a stable, high-volume sugarcane pipeline, whilst outgrower schemes embed THZ in local farming communities and align us with national agrarian and empowerment objectives,” he tells us.
Indeed, both Hippo Valley and Triangle form a centre of agronomic services, irrigation infrastructure, extension support, and financing structures that connect more than
We power industries across Mauritius, Reunion Island and Africa:
• Sugar and Textile
• Construction and Engineering
• Transport and Hotels
• Mining
1,000 private sugarcane growers into a coordinated value chain.
“Close integration with growers, processing assets, and markets reduces supply risk, improves quality consistency, and supports high plant utilisation, which is critical in a capitalintensive sugar business,” Masawi affirms.
Moreover, participation at multiple points in Zimbabwe’s AgriTech ecosystem, such as inputs, farming, processing, energy, and distribution, creates diversified earnings, deep stakeholder relationships, and a strong licence to operate, all of which underpin THZ’s resilience and longterm viability.
www.fortekgroup.com
“By combining estate production, smallholder partnerships, and technology-driven farming, we have built a resilient and inclusive system. This not only secures sugar and ethanol output but also anchors the Lowveld economy, even amid financial and climatic challenges,” he optimistically informs.
Integration into regional export corridors additionally allows THZ to supply markets in East and Southern Africa, leveraging established logistics and trade relationships to meet demand beyond the local market.
A MOUNTAIN OF LAND SUPPORT
Launched in November 2019 through a partnership between THZ, the
Government of Zimbabwe, and a consortium of local banks, Project Kilimanjaro is a large-scale agricultural expansion and empowerment scheme in the Lowveld region.
The project aims to transform 4,000 ha of virgin land into integrated sugarcane fields, intended to benefit approximately 200 new Indigenous farmers on a full-cost recovery model.
The government has been
“BY COMBINING ESTATE PRODUCTION, SMALLHOLDER PARTNERSHIPS, AND TECHNOLOGY-DRIVEN FARMING, WE HAVE BUILT A RESILIENT AND INCLUSIVE SYSTEM. THIS NOT ONLY SECURES SUGAR AND ETHANOL OUTPUT BUT ALSO ANCHORS THE LOWVELD ECONOMY, EVEN AMID FINANCIAL AND CLIMATIC CHALLENGES”
responsible for allocating land and issuing offer letters or leases to new beneficiaries, with portions of the developed area – totalling nearly 700 ha – already parcelled out to over 40 farmers under its empowerment framework.
THZ provides technical expertise, project management, and extension support, including seconding specialists to the Lowveld Sugarcane Development Trust to manage land preparation, irrigation development, and skills transfer over an initial fiveyear period.
Moreover, funding and land tenure are handled through government ministries and related agencies.
“For THZ, Project Kilimanjaro secures additional sugarcane throughput for its mills, spreads fixed costs, and strengthens relationships with a new generation of smallholder and medium-scale growers embedded in the national sugar value chain,” Masawi insights.
Furthermore, for the government and wider economy, the initiative is expected to create around 2,000 direct jobs, deepen rural incomes, expand exportable sugar volumes,
and align with national goals on land reform, empowerment, and agrarian transformation.
“Project Kilimanjaro is more than just a land development scheme – it’s a public-private partnership that ties THZ’s commercial success to national agricultural policy. By expanding sugarcane production and empowering Indigenous farmers, it reinforces the company’s supply chain whilst contributing to Zimbabwe’s broader economic recovery,” he prides.
Indeed, the initiative is expected to transform the country’s sugar industry by expanding sugarcane supply, empowering farmers, and stabilising the Lowveld economy.
A SWEETER FUTURE
THZ has a whole host of opportunities and targets in the coming year, which will elevate it beyond the work of competitors.
Firstly, the company is working towards the continuous improvement of its operations to reduce waste and create additional milling capacity through greater reliability.
“In partnership with other stakeholders, we also want to bring a sustainable sugar value chain to fruition that rewards all participants and communities through, amongst other things, participation in a 10-year sugar value chain strategy led by the government,” Masawi closes.
Elsewhere, THZ hopes to achieve cost competitiveness across the African Continental Free Trade Area, supported by further exploration across more markets on the continent.
As well as executing various diversification opportunities to reduce reliance on existing products, 2026 is shaping up to be an exciting year for THZ.
AT THE HEART OF THE COMMUNITY
THZ’s operations at Triangle and Hippo Valley have shaped the region’s economy, livelihoods, and social infrastructure.
The company’s contribution goes far beyond direct jobs, creating extensive downstream effects across the community and national economy.
Indeed, THZ creates direct employment opportunities, with approximately 15,000 staff members; offers job diversity spanning field labour, mill operations, logistics, engineering, and administration; and facilitates community services with over 400 medical staff in the company’s health facilities.
“In a province with limited alternative industries, THZ provides the backbone of formal employment. Beyond their normal wages, salaries, and benefits, employees are incentivised through bonus schemes and nonmonetary perquisites which spur them to greater performance,” Masawi reveals.
In fact, THZ’s employees and their families enjoy subsidised housing, schools, clinics, and recreational facilities. Additionally, staff and those in the local communities surrounding the estates also benefit from treated water and electricity generated by the company.
Moreover, banks, shops, transport operators, and service providers thrive around the estates, supported by worker spending power and added convenience for employees.
Tel: +263 8677010532
Dahlia.Garwe@tongaat.com
https://hippovalleyestates.co.zw/ sample
Mill start-up at Triangle
FARMING FORWARD –A VISION FOR SUSTAINABLE AGRICULTURE
KRT Group is at the forefront of Zambia’s food production revolution, integrating sustainable practices and innovative strategies to enhance operations whilst ensuring long-term resource efficiency. Brendon Cantlay, Executive Chairman, tells us more
Writer: Rachel Carr | Project Manager: Harry Thurlow
As a landlocked country with abundant natural resources, Zambia’s agricultural industry plays a pivotal role in its economic landscape.
A major player in this thriving sector is KRT Group (KRT), a dynamic company that has significantly evolved since its inception.
Established in 1979, KRT has grown from a small 140-hectare (ha) dry-land farm to owning and operating multiple businesses throughout the value chain. Currently, the company manages over 5,000 ha of mostly irrigated primary agriculture, along with associated services, processing, and retail operations. These activities generate over USD$40 million in annual revenue and employ 1,500 people.
In its early years, KRT faced a challenging economic environment characterised by strict foreign exchange controls, bank interest rates exceeding 150 percent, and heavy local currency devaluation, which made sourcing products, equipment, and spares difficult. However, the situation helped build a resilient and adaptable company.
“An exacting situation compelled my father, Douglas Hampton Cantlay, who founded the business, to diversify, as he rarely passed up an opportunity and took risks that paid off. He launched an international transport service that eventually specialised in sugarcane load and haulage within the local sector.
“We also branched out into
various other ventures – such as establishing a maize milling unit for food production in the community and developing a residential real estate division,” introduces Brendon Cantlay, Executive Chairman.
It was at this crucial juncture that B. Cantlay joined the company fulltime, having also contributed during his educational years.
AN INSIGHT INTO OPERATIONS
KRT’s current business units include Kapinga Enterprises Ltd., which focuses on primary agriculture, including sugar cane, wheat, soybeans, avocados, and cattle, as well as real estate, both commercial and residential.
Rolling Thunder International Ltd., meanwhile, provides agricultural services, including farmland preparation and sugar cane harvesting and transportation, whilst Southern Agribusiness Supplies and Services Ltd. offers agricultural retail options, supplying farmers with the necessary inputs and equipment.
Elsewhere, the Eco Beef Ltd. and Bonaventure Premium Meats Ltd. business units specialise in meat processing and packing through abattoirs and butcheries, backed by a highly cohesive shareholder base of leading genetics and breeding cattle farmers.
“Some of the ventures nearly led us to bankruptcy, but I stepped in to stabilise the situation. I later became Executive Chairman, balancing my father’s bold entrepreneurial spirit with a more cautious, corporate approach,” B. Cantlay candidly reveals.
“WE ARE CONSTANTLY ACTIVE IN THE MARKET, DRIVING EFFICIENCY IMPROVEMENTS THROUGH OUR CONTINUED INVESTMENTS IN TECHNOLOGY AND SUSTAINABLE FARMING PRACTICES TO IMPROVE YIELDS, QUALITY, AND REDUCE COSTS”
–
BRENDON CANTLAY, EXECUTIVE CHAIRMAN, KRT GROUP
“This mix of our differing styles has strengthened the business, allowing me to emphasise the importance of returns on investment and risk management.”
B. Cantlay streamlined KRT’s businesses by closing underperforming units and focusing on the core farming business and expanding the meat processing and packing unit, presenting further opportunities.
“We also launched an agricultural retail division for Zambian farmers and grew our agricultural operations through new farm acquisitions. This has all been overseen by a strong executive team known for its integrity, ensuring smooth operations.
“Zambia is a beautiful country with peaceful and welcoming people and culture, and the business and I, as the largest shareholder, are proud Zambians,” he beams.
COULD YOU PROVIDE DETAILS ON
THE PROCESS OF EXPANDING YOUR DAM FOR IRRIGATION? WHAT CHALLENGES DID THE COMPANY FACE DURING THIS PROJECT?
Brendon Cantlay, Executive Chairman: “A comprehensive study of the dam site and its catchment area was conducted to determine the appropriate capacity for this location and the sustainable yield. This was carried out by both South African consulting engineers and Zambian engineers on the ground.
“Based on the feasibility of the impoundment and its sustainable yield, the information was translated into potential cropping capacity and irrigation designs for the Riverdale Farm. We aim to increase the dam capacity from the current 1.3 billion Litres of water to 5.2 billion Litres. This expansion will allow us to double, possibly even triple, the amount of land that can be irrigated.
“There have been various interactions with the regulatory authorities and the community that will be affected by the dam, all of which have been positive due to the significant economic benefit and job creation in the local area.
“Overall, the dam and subsequent expansion of agricultural activities associated with the project have been overwhelmingly positive, as this project will create significant jobs, investment in the local area, and sustainable growth.
“The dam will provide a reliable and secure source of water, maximising benefits for all stakeholders.”
TRANSFORMING THE INDUSTRY
In recent years, the potential to develop the cattle farming business in Zambia has garnered attention, and as the agricultural industry continues to evolve, it’s clear that implementing targeted strategies could maximise its potential.
One pivotal factor is establishing an export market for Zambian
beef. By doing so, farmers would see an increase in the value of their livestock and, therefore, be more likely to invest in their herds, enhancing productivity and profitability.
“The biggest challenge affecting herds has been poor disease control; however, the President of Zambia, Hakainde Hichilema – a successful businessman and one
of the nation’s top cattle farmers - is pro-business and supports the agricultural sector,” B. Cantlay enlightens.
“Things are starting to change; regional exports have begun, and if we manage to penetrate overseas markets, the value of Zambian beef will increase significantly. As a result, farmers will invest more in genetics, pastures, feeding techniques, and disease control, thereby elevating the entire industry.”
In line with these developments, KRT ensures sustainability in its farming practices through a long-term vision of having as little environmental impact as practically possible whilst achieving its economic objectives.
“We maintain a short rotation in our commercial cropping programmes, which is interspersed with growing bio-diverse cover crops which function as green manure and organic mulch for the next crop cycle.
“This is done to reduce monocropping, breaking pest and disease cycles, introducing organic matter, fixing nutrients in the soil for the next crop, and significantly improving soil health,” explains B. Cantlay.
Various practices are also used to minimise the use of inorganic inputs. KRT has a significant supply of organic manure from its cattle feedlotting activities, which is formulated at an aerobic composting facility and used to produce a highquality, nutrient- and organic matterrich compost, applied in conjunction with inorganic fertilisers to meet crops’ micro and macronutrient requirements.
EXPLORING NEW HORIZONS
Regarding future investments, KRT has numerous options within its existing businesses – agriculturally, this could include acquiring additional cropping or ranching farms.
“We are constantly active in the market, driving efficiency improvements through our continued investments in technology and sustainable farming practices to improve yields, quality, and reduce costs,” B. Cantlay enthuses.
“In terms of beef, there is potential for acquisitions of competitors’ businesses or backward integration. Given our strong focus on beef and significant use of pork, chicken, and fish in our butcheries, we may explore opportunities in other sectors outside of beef in the future.”
KRT is leveraging recent technological advancements, revolutionising its approach to crop management and pest control. This method allows chemicals to target specific areas, reducing waste and environmental impact.
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Our partnership with KRT Group reflects a shared commitment to resilience, sustainable growth, and meaningful community impact. Together, we support key sectors that fuel Zambia’s economic advancement, including logistics and agribusiness, by providing risk solutions that enable businesses to thrive.
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“THE BIGGEST CHALLENGE AFFECTING HERDS HAS BEEN POOR DISEASE CONTROL; HOWEVER, THE PRESIDENT OF ZAMBIA, HAKAINDE HICHILEMA – A SUCCESSFUL BUSINESSMAN AND ONE OF ZAMBIA’S TOP CATTLE FARMERS- IS PRO-BUSINESS AND SUPPORTS THE AGRICULTURAL SECTOR”
– BRENDON CANTLAY, EXECUTIVE CHAIRMAN,
KRT GROUP
“Spray applications are performed using advanced drone technology supplied by Sativa Precision Agriculture – incorporating a 100-litre (L) spraying capacity that remains limited to a small number of countries globally.”
In addition to KRT’s current operations, the company consistently seeks new opportunities. In the agricultural sector, it is particularly focused on value-added processing businesses, aiming to advance beyond primary agriculture.
“We see significant potential in interesting and niche opportunities in this area, similar to what we have already achieved with beef,” he states resolutely.
“Apart from agriculture, I also see the appeal of the insurance industry. This is not a direct area of expertise for us, so we would likely not build it from scratch but acquire a smaller company that brings the necessary expertise, providing access to the insurance float for investment purposes.”
Website: www.hollard.co.zm
Other possibilities for the company include fund management, such as establishing a debt fund focused on lending to farmers, particularly in Zambia.
“Current financing terms, particularly tenures, for farmers are very demanding – typically five years, seven at best – which is unusually short compared to other jurisdictions worldwide. A fund could raise capital and lend it on more realistic tenures, such as 15 to 20 years.
“Along similar lines, I currently run my own private fund outside Zambia, and there may be potential to expand further into investing in public markets, possibly listing our company on the public markets one day,” B. Cantlay outlines.
CULTIVATING SUCCESS
KRT has outlined several key plans and priorities that will guide its strategic initiatives over the next one
to three years, focusing on enhancing operational efficiency, fostering innovation, and ensuring sustainable growth, whilst also addressing the evolving needs of stakeholders and the market.
Indeed, the company aims to implement specific projects and strategies that will not only strengthen its core competencies but also position it for future challenges and opportunities in the industry.
“Over the short- to medium-term, a solid milestone will include hitting USD$50 million in revenue across our businesses. We’ll push for further diversification, too, since we’re so agriculture-heavy, with cattle and
AN INNOVATIVE METHOD FOR OPTIMUM SOIL COMPOSITION
The Johnson-Su composting technique produces a highly beneficial, fungal-dominant compost that inoculates the soil with beneficial microbes, significantly improving soil health, carbon sequestration, and water retention.
Effective Micro-organisms, a blend of naturally occurring microbes, are utilised to improve soil, boost plant health, enhance water quality, and support waste decomposition.
This creates a symbiotic environment, brewed on-site by KRT and inoculated as a further means of improving plant and soil health through a soft,
sugar making up large portions.
“Additionally, we will explore longer-duration debt from development finance institutions or other funds at rates cheaper than those from commercial banks to be utilised for future growth,” declares B. Cantlay.
Finally, KRT’s plans include buying out non-core shareholders that no longer have a vested interest in the long-term development of the business, therefore leaving the company with a core, strategically aligned shareholder base.
“I believe Zambia holds tremendous potential; it’s a peaceful, stable democracy – not just in Africa, but
organic process, reducing the need for hard chemical interventions and fertilisers.
KRT’s fertilisation recommendations are formulated through regular soil sampling, with inputs determined by assessing latent nutrients, influenced by organic composts and cover crops, as well as inorganic inputs.
The company has invested in water probes across all its major fields. This ensures that the water applied is used efficiently for the crop, reducing both water stress and waterlogging, and potentially decreasing nutrient leaching.
This assists KRT in creating the best possible environment for crop production and in maintaining an aerobic soil environment, which boosts soil health and microbial activity.
globally – which is a huge advantage.
“The biggest change I’d propose is to simplify doing business and cut excessive red tape and regulation, as we should not be trying to mirror Western countries’ regulation, as economically and structurally we’re not at that level yet.
With our infrastructure, employment rate, and GDP per capita, it’s currently too burdensome.
“Addressing these limitations, however, would have a significant impact on socioeconomic growth, which is why it remains a top priority. Our team – from junior employees to executive leadership – delivers incredible on-the-ground
value through the hard work that makes our businesses succeed and thrive,” finishes B. Cantlay earnestly.
KRT continues to ensure sustainability in its farming practices through a long-term vision, which ultimately aims to elevate both the agricultural industry and the livelihoods of Zambian farmers, paving the way for a prosperous future.
enquiries@krtzambia.com
www.krt-group.com
AND INCLUSIVE Natural, Local,
Cervejas de Moçambique believes that beer exists as much more than a product – it is an ecosystem that creates jobs, builds local supply chains, and connects people. We hear why beer is one of Africa’s most powerful economic engines whilst protecting communities from harmful alcohol with CEO, Galo Rivera
Writer: Ed Budds
Project Manager: Harry Thurlow
Right now, Africa’s beer industry is dynamic and exhilarating thanks to a youthful population, skyrocketing urbanisation, and the expansion of formal retail and hospitality channels – even in the face of macroeconomic and inflationary pressures.
In Mozambique specifically, the beer landscape still has significant headroom for growth, both in terms of per-capita consumption and in the formalisation of the category itself.
Cervejas de Moçambique (CDM), who we last spoke to in February 2023, has been the leading brewer in the country for decades and is part of the AB InBev family, which gives the brand both a strong local heritage and access to global capabilities.
“We operate multiple breweries across Mozambique, including our large, modern site in Marracuene near Maputo, as well as facilities in other key provinces to ensure we are close to consumers and retailers nationwide,” introduces CEO, Galo Rivera.
“Our portfolio spans iconic Mozambican brands such as 2M, Laurentina, Manica, and the cassava-based Impala, alongside international brands including Castle Lite, Corona, Budweiser, Stella Artois, and others, allowing us to serve different consumer tastes and occasions,” he sets out.
CDM employs a substantial workforce directly and supports thousands more jobs indirectly
through its network of farmers, suppliers, distributors, and retailers.
In essence, the company has become a truly national business – ingrained in the fabric of Mozambique’s economy and communities and focused on delivering high-quality, affordable, and responsible beer to customers every day.
SHIFTING LANDSCAPE
Rivera has identified three distinct and important trends that are currently evolving across the African beverage sector.
Firstly, he points to a steady shift from informal, often unsafe illicit alcohol to formal, regulated beer, which brings better health outcomes and more predictable tax revenues.
“There is also a growing preference for brands that feel local and authentic, like our core Mozambican portfolio, combined with interest in premium experiences as incomes rise.
“Finally, brewers are increasingly expected to contribute to environmental, social, and governance (ESG) priorities – from
smart drinking and road safety to water, agriculture, and packaging sustainability,” Rivera observes.
In light of these shifts, CDM’s strategy is to be at the forefront of these trends, partnering with the government and communities to ensure growth in beer translates into inclusive, long-term value for Mozambique.
WHAT IS CDM’S STANCE ON USING GLASS AND THE IMPACT PRODUCTION HAS ON FARMERS?
Galo Rivera, CEO: “Returnable glass bottles are a critical part of our strategy in Mozambique because they are both affordable for consumers and more sustainable over their lifecycle.
“By extending the life of each bottle through multiple reuse cycles, we reduce waste, lower the carbon footprint per hectolitre, and help keep beer accessible in a context where purchasing power is under pressure.
“Our broader packaging and sourcing strategy is closely linked to local agriculture, particularly through brands like Impala, the world’s first industrially produced cassava-based beer.
“By sourcing cassava from thousands of smallholder farmers, especially around Nampula, we provide a stable market for crops that previously often went unsold, improving incomes and encouraging more modern, productive farming practices.
“In this way, every bottle of beer we sell is connected back to the land, and we are committed to deepening those linkages as we grow.”
At present, the company sees its primary competition not as other formal brewers, but as illicit and informally produced alcohol that does not meet safety standards or contribute to taxes and often harms communities.
“What defines CDM is our combination of deep local roots and world-class brewing standards. 2M, for example, is more than a beer – it is a symbol of national pride, a brand that Mozambicans identify with at home and abroad,” highlights Rivera.
This summer, the company is also proud to showcase 2M as one of the sponsors of the FIFA World Cup, a valuable global platform which will help to elevate brand awareness across the globe.
MORE THAN A PRODUCT
Over the past 16 years, Rivera’s career has been dedicated to the beer industry and, in that time, he has come to see beer as much more than a product.
CM&A is a law firm with eighteen years of experience in the Mozambican market, offering integrated and specialized legal solutions that meet international compliance standards, with a particular focus on the following areas:
Commercial/Corporate; Foreign investment and exchange controls;
• Administrative Law (administrative concessions, mineral resources, gas, oil and energy);
• Banking, Insurance and Reinsurance;
• Employment Law, Migration and Social Security;
• Intellectual Property;
• Tourism, Land and Environment;
• Tax and Customs;
• Law & Technology, data protection, cloud computing;
Rather, he views it as an ecosystem that creates jobs, builds local supply chains, and connects people.
“I was drawn to this industry because it is natural, local, and inclusive, bringing together agriculture, manufacturing, logistics, hospitality, and consumers in a very tangible way,” he tells us.
“As I grew in leadership roles, I saw how a well-run beer business
can support government revenues through formal taxation, help shift consumption away from high-risk, informally produced alcohol, and promote moderation and responsible enjoyment.”
This combination of economic impact, social responsibility, and the opportunity to build something enduring for Mozambique is what keeps Rivera deeply engaged in the beverage
“WHAT EXCITES ME ABOUT BEER IS THAT IT SITS AT THE INTERSECTION OF SOCIAL LIFE, ECONOMIC DEVELOPMENT, AND PUBLIC HEALTH”
– GALO RIVERA, CEO, CERVEJAS DE MOÇAMBIQUE
and brewing industries today.
“What excites me about beer is that it sits at the intersection of social life, economic development, and public health,” he adds.
Beer is, by design, a drink of moderation and, when consumed responsibly, can be a powerful tool to shift people away from high-alcohol, informally produced beverages that pose real risks to communities.
INVESTING IN THE FUTURE
CDM’s most visible recent investment has been the approximately USD$180 million committed to its state-of-the-art brewery in Marracuene, which is now a key engine of the company’s growth.
This impressive facility incorporates modern brewing, packaging, and energy-efficient technologies, enabling CDM to brew more consistently, reduce losses, optimise water and energy use, and support a reliable cold chain across Mozambique.
Elsewhere, CDM is also investing in digital tools – from advanced planning and logistics systems to data-driven sales execution – to improve service levels for customers, reduce out-of-stocks, and drive productivity in operations. These investments are not one-off; they are part of a continuous improvement journey where the company benchmarks itself against AB InBev’s best breweries globally and adapts those standards to the Mozambican reality. The result is a more efficient CDM that can reinvest savings back into innovation, people, and communities.
STRENGTH AND RESILIENCE
Since we last caught up with CDM, its focus has been on disciplined growth, operational excellence, and deeper local integration.
In 2024, the company’s profits almost tripled year-on-year, reflecting both strong top-line momentum and improved efficiency, and this trajectory continued in 2025 despite a challenging macroeconomic environment.
“The ramp-up of our Marracuene brewery has been a cornerstone of our recent success, enabling us to increase capacity, improve quality, and support the reliable supply of cold beer across the country,” Rivera details.
“At the same time, we have expanded our work with local suppliers and farmers, particularly around cassava for Impala, helping to create more stable demand and income in rural areas.”
Meanwhile, CDM has stepped up its investments in responsible drinking and community initiatives, including clean water access near its breweries and campaigns against underage and harmful drinking.
“Overall, the last three years have been about building a stronger, more resilient CDM that can support Mozambique’s development over the long-term,” he prides.
THE NEXT STEPS TO SUCCESS
Looking ahead, CDM’s priority is to remain at the heart of Mozambique’s growth story.
That means three things – first, continuing to drive sustainable,
profitable growth in beer by expanding its reach, strengthening core brands like 2M and Laurentina, and offering more choice across price points and occasions, including moderation-focused innovations.
“We are also looking to accelerate the formalisation of the alcohol market by making legal, quality beer more accessible and by working with authorities to combat illicit and unsafe products,” Rivera discloses.
“Thirdly, regarding deepening our local impact, we are prioritising more local sourcing, industrialisation around packaging, as well as new partnerships on water, agriculture, and smart drinking.”
Rivera passionately believes beer is exciting because it is deeply local – brewed with local ingredients, reflecting local tastes, and present at key moments of celebration.
“I WAS DRAWN TO THIS INDUSTRY BECAUSE IT IS NATURAL, LOCAL, AND INCLUSIVE, BRINGING TOGETHER AGRICULTURE, MANUFACTURING, LOGISTICS, HOSPITALITY, AND CONSUMERS IN A VERY TANGIBLE WAY”
– GALO RIVERA, CEO, CERVEJAS DE MOÇAMBIQUE
“Being able to shape that ecosystem in a way that promotes moderation, safety, and shared prosperity is what makes this industry uniquely motivating for me.
“Our ambition is clear – we want CDM to be recognised not only as the leading brewer, but as a long-term partner in Mozambique’s socioeconomic development, creating value for consumers, customers, employees, farmers, and the country as a whole,” he finishes with pride.
FINGER LICKIN’
Rohloff Group has grown to become one of the largest KFC franchise partners in Africa. We dig into the group’s expansion, including the recent opening of its 100th store, journey of innovation, and support for communities through the Add Hope programme
Writer: Jack Salter | Project Manager: Harry Thurlow
KFC has been making its worldfamous, Finger Lickin’ Good fried chicken since 1952.
The story begins with Colonel Sanders who, after serving in the US Army, started running service stations in Nicholasville and Corbin, Kentucky, US.
There, he served his delicious fried chicken to interstate travellers, eventually perfecting the pressure cooker method and his Original Recipe, which remains a closely held secret to this day.
Since starting with this unique blend of 11 herbs and spices, KFC has grown from its first franchise near Salt Lake City, Utah, US into an iconic brand across the world.
Today, KFC has the widest global footprint of any quick-service restaurant (QSR) brand with more than 28,000 stores in 150 countries and territories across the world.
The company sees big growth opportunities in many markets across the world and strives to be the number one QSR in every market where it operates.
KFC is the leading global fastfood chain in Africa, where the company opened its first restaurant in 1971 in Orange Grove, a suburb of Johannesburg, South Africa (SA).
Over 1,400 KFC restaurants have now been opened across Africa, the vast majority of which are in SA, its largest market on the continent.
Indeed, KFC has more outlets in SA than any other fast-food brand.
The vast majority of these locations are franchised, with only a small number directly owned by KFC’s parent company, Yum! Brands.
RESTAURANT OPENINGS
Rohloff Group (Rohloff) has grown to become one of the largest KFC franchise partners in Africa and is looking to double the size of the business in the next five years.
The group has recently announced the opening of a number of new restaurants, including KFC Mall of the South in Johannesburg, which opened its doors on 18th November 2025.
Nestled in the beautiful, gated suburb of Aspen Hills, Mall of the South is one of Johannesburg’s premier shopping destinations, offering a vibrant mix of retail, dining, and entertainment.
Just over a week later, on 27th November, Rohloff celebrated another exciting milestone – the opening of its 100th restaurant, KFC Omni Square, set within a new luxury shopping centre in Bassonia, Johannesburg.
Rohloff was incredibly proud of this achievement and joined by the Yum! Brands leadership team for this special occasion.
In December, Rohloff then announced the openings of a further three stores, the first of which was KFC Monument in Krugersdorp, a city in the Gauteng province of SA.
This opening created 28 new jobs and was a testament to the relentless dedication and collaboration across all teams within Rohloff as every effort, from planning and development to execution, played a vital role in turning this vision into a reality.
On 19th December, Rohloff was thrilled to announce the opening of KFC Strand Broadway, bringing even more great food and experiences to the local community in Strand, a seaside resort town in SA’s Western Cape.
Impressively, this restaurant created 40 new job opportunities, reinforcing the group’s ongoing commitment to empowering local communities and driving meaningful economic impact.
KFC Doornkop was then officially opened a few days later, an achievement that reflects the group’s continued commitment to growth, service, and community impact.
Indeed, one of the highlights of this opening is the creation of 22 new jobs within Doornkop, a ridge and locality on the western outskirts of Soweto in the Gauteng province.
Rohloff is incredibly proud to contribute to meaningful employment opportunities and help empower the local area through this investment.
DIGITAL STRATEGY
KFC Mall of the South, KFC Omni Square, and KFC Monument all offer multiple convenient ordering channels.
These include kiosks for quick selfservice, a drive-thru for on-the-go convenience, and the KFC app for easy ordering, allowing customers to choose collection or delivery and enjoy all available promotions and rewards.
Through kiosks, digitised drivethrus, and updated e-commerce platforms, KFC is delivering quick and seamless experiences for enjoying its food – no matter where customers are or how they choose to order.
Using data-driven listening and automation, the chain is incorporating feedback in real-time and making it easier to manage its restaurants, leveraging artificial intelligence (AI) to go farther, faster.
“Efficiently Functional, Beautifully Executed”
Our architectural firm began as a dream shared by a group of university friends in 2011. What started as a passionate venture has evolved into something extraordinary—a warm, inclusive space where friendship and professionalism thrive. As an all-female firm, we embrace the power of collaboration, fostering a supportive environment that feels like family.
Initially, we made our mark as consulting architects, providing essential insights and support to various projects. However, our dedication and expertise led
us to become recognized leaders in the design and technical architecture sector of the fast food industry. Our innovative approach has redefined the standards of functionality and aesthetics within this niche, merging efficiency with appealing designs that cater to modern consumer needs.
At our core, we believe in strong family values, which guide our interactions not just with each other but also with our clients and communities. This foundation of trust and understanding helps us create architecture
that resonates deeply with the people who inhabit it. Beyond the realm of fast food, we proudly specialize in residential and commercial architecture. We take great care to navigate every stage of the process, from crafting thoughtful design concepts to overseeing project management. Our goal is simple: to create spaces that are functional, beautiful, and sensitive to the needs of families and businesses alike.
As we continue our journey, we recognize that learning and growth are vital components of our ethos.
We strive not only to keep pace with industry trends but also set them, positioning ourselves as forwardthinking innovators. Our mission is to create spaces that resonate with people, reflect sustainability, and elevate the built environment.
Together, we’re not just constructing buildings; we’re building connections and a legacy that celebrates the spirit of unity, creativity, and family values in architecture. Join us on our journey as we strive to make a positive impact one project at a time.
A few years ago, Rohloff was recognised as a leader in KFC’s digital strategy and its contribution to growing the brand’s e-commerce footprint.
As franchise leaders in the digital space, Rohloff was proud to have been recognised and looks forward to breaking barriers in the future.
Rohloff was also thrilled to have won two prestigious awards at the 2025 KFC Africa #1Leaders conference.
In the Digital Restaurant category, KFC Gardens proudly secured first place, showcasing its commitment to excellence and innovation in the digital space.
KFC Parklands also achieved third place in the same category, further highlighting Rohloff’s dedication to leading with cutting-edge digital strategies.
Rohloff was honoured to be recognised by KFC Africa and
is committed to continuing its journey of innovation as part of its 100 percent digital strategy.
This recognition is a testament to the hard work and dedication of Rohloff’s incredible team, and the group will continue to set new standards and lead the way in digital transformation.
collective effort, passion, and purpose driving every part of the business.
Some highlights that helped Rohloff shine include strong investment in growing and empowering its people, continued innovation in how it serves customers, a focus on delivering great service and Finger Lickin’ Good food every day, and ongoing support and involvement in its local communities.
Following the award, Rohloff had the honour of hosting its valued partners at its Somerset West office in the Western Cape.
It had the pleasure of welcoming KFC’s Global CEO, Scott Mezvinsky, and Global Chief Technology and Digital Officer, Judd Knight.
They were also accompanied by the KFC Africa leadership team, headed by General Manager, Akhona Qengqe. Rohloff thoroughly enjoyed sharing its space, culture, and the way it works with these executive leaders, and it was a fantastic opportunity to exchange ideas, strengthen relationships, and showcase the passion behind what the group does every day.
During the visit, Rohloff showcased two of its restaurants, giving the guests a taste of the passion and excellence it brings to every experience.
AWARD-WINNING FRANCHISE PARTNER
Rohloff was named Franchise Partner of the Year 2024 at the annual KFC Africa Franchisee Summit, held in Johannesburg last year.
This incredible honour celebrates the team’s dedication to operational excellence, innovation, talent development, and making a meaningful difference in its communities.
It’s a moment that reflects the
The group’s team members welcomed them with a heartfelt song and dance – a celebration of Rohloff’s culture, spirit, and the joy it finds in serving others.
Rohloff was also proud to be recognised as Culture Leader of the Year 2024, acknowledging its commitment to creating a workplace where people feel valued, included, and inspired to grow.
This achievement was a celebration of the heart and soul of Rohloff – its incredible teams, who bring their best to work every day.
HIGH-PERFORMANCE CULTURE
In August 2025, meanwhile, Rohloff was also recognised by the Chartered Institute for Procurement and Supply (CIPS), the world’s largest procurement professional body, for Best Collaborative Teamwork Project. This award celebrates the power of collaboration, driving impactful results in procurement and the supply chain.
It was another proud moment for Rohloff, with huge congratulations to the procurement team for driving excellence and consistency throughout the business. Their hard work and dedication continue to raise the bar, ensuring Rohloff delivers the very best for its customers and partners.
Rohloff strives to be best-in-class
– leading with innovation, influence, and a commitment to exceeding expectations.
Its goal is to be the preferred choice for customers, driving a highperformance culture that delivers meaningful results and positively impacts lives.
Rohloff boasts a high-performance culture focused on the ultimate guest experience to satisfy every customer.
The group strives to be an employer of choice and embraces a heartled culture through leadership programmes in its restaurants and at its Restaurant Support Centre in Somerset West.
It believes in creating a fully inclusive work environment, cultivating a workplace where diversity of thought and perspective is welcomed, sought out, and developed.
Rohloff has built a unique culture where everyone can be their best self, make a difference, and have fun, and prides itself on being a hands-on and innovative business partner that leads by example.
Creating Spaces That Work Harder
Building world-class interiors for South Africa’s leading brands
From flagship KFC Restaurants to high-performance banking spaces, RS Wood Interiors delivers precision-built commercial interiors that elevate brands, enhance customer experience, and stand the test of time.
With nearly two decades of craftsmanship, innovation, and turnkey delivery, we partner with some of South Africa’s most respected names in hospitality, retail, and commercial property.
Trusted by industry leaders. Built for performance. Designed to impress.
OUR SPECIALITIES
• Commercial shopfitting
• Turnkey construction and fit-out
• Custom joinery and cabinetry
• Bespoke furniture manufacturing
• Signage, brand manufacturing, and installation
www.rswi.co.za
PROUD PARTNER OVER THE YEARS TO LEADING BRANDS
Including:
KFC (Rohloff Group)
Standard Bank
Tsogo Sun
Investec Properties
Galaxy Bingo
Marco Polo Casino
From concept to completion — we build spaces that perform.
Creating Spaces That Bring Brands to Life
The RS Wood Interiors Story
At RS Wood Interiors, we believe great spaces do more than look good — they work hard, tell your brand story, and deliver exceptional customer experiences. What began in 2006 as a specialist kitchen manufacturing business has grown into a versatile and respected commercial fit-out and shopfitting company. Today, RS Wood Industries (Pty) Ltd, trading as RS Wood Interiors (RSWI), delivers full turnkey interior solutions across hospitality, retail, banking, leisure, and commercial property sectors.
A Legacy of Craftsmanship. A Future of Innovation.
Founded by Renier de Waal, RS Wood Interiors initially focused on kitchen and cabinet manufacturing and installation, before venturing into custom shopfitting In 2020, under the new leadership of Managing Director Robert Sheriff, RS Wood Interiors merged with Patriarch Projects, forming a stronger, more agile business with expanded construction, project management, and turnkey capabilities.
Despite the challenges of the COVID-19 pandemic, the business emerged resilient, focused, and ready to grow, resulting in the successful delivery of new Standard Bank branches in Gauteng, Limpopo, and the North West provinces, shopfitting to the new Marco Polo Casino in Sandton City, and new and remodelled KFC stores for Rohloff Group.
Built for Scale. Designed for Detail.
Today, RS Wood Interiors offers a personalised endto-end service, built on flexibility, accountability, and technical excellence.
With in-house manufacturing, construction teams, and project managers, the company delivers:
• Shopfitting and branded retail environments
• Full construction and interior fit-outs
• Custom joinery, cabinetry, and furniture
• Signage Solutions
From concept to handover, every project is managed with precision, transparency, and care.
A Trusted Partner to the KFC Brand, South Africa
RS Wood Interiors is proud to be a trusted construction and fit-out partner to Rohloff Group, Africa’s largest KFC Franchisee, delivering turn-key new-build restaurants and remodels, from fit-out to shop-fitting and exterior cladding, across Gauteng, the Free State, and beyond.
Recent projects include:
• New KFC Craighall
• KFC Batho Remodel – Bloemfontein
• KFC Rocklands Remodel – Bloemfontein
• New KFC Dainfern Square (2024)
• New KFC Omni Square (2025)
These fast-paced, high-performance environments demand precision, speed, and consistency — and RS Wood Interiors delivers every time.
National Footprint. Personal Service.
Based in Gauteng, RS Wood Interiors is sufficiently resourced to deliver projects anywhere in South Africa. With a growing team of skilled craftsmen, project managers, and construction professionals, the business continues to expand its footprint and will be offering its services within the Southern African Development Community (SADC) region and beyond in 2026.
Let’s Build Something Remarkable
Whether you are launching a new restaurant, upgrading a retail space, renovating your hotel, or perhaps delivering a modern commercial environment, RS Wood Interiors is your trusted partner.
RS Wood Interiors — building the spaces where South Africa does business.
EXCEPTIONAL TALENT
Rohloff is always on the lookout for exceptional talent and opening new roles for individuals to join the team.
The group invites anyone who is passionate about joining a dynamic, fast-paced organisation and contributing to its success to explore upcoming vacancies.
To assist with talent acquisition, it has recently hired a passionate, strategic, and detail-oriented Talent and Recruitment Practitioner to join the team in Somerset West.
This position was for someone that is driven by the opportunity to connect exceptional talent with
This role presents resents an exciting opportunity to contribute meaningfully to the strategic and day-to-day success of Rohloff’s HR function.
The Talent and Culture Administrator will deliver efficient and accurate administrative support across critical areas such as recruitment, onboarding, training coordination, and compliance.
Their commitment to service excellence will help ensure smooth HR operations and support the creation of a positive, engaging workplace culture that drives the continued growth and success of Rohloff.
ADD HOPE PROGRAMME
KFC prides itself on its chicken but is also committed to being a good neighbour in the heart of the communities where it has
The chain believes in feeding people’s potential in local communities – and it does that by investing in the next generation, creating a more sustainable and equitable future for young people, and empowering them to reach their full potential.
With nearly one million team members serving thousands of communities, KFC has a passion for feeding people’s potential.
Its global food donation programme, for example, shares surplus protein-rich chicken to those who need it, whilst upskilling programmes for youth, women, refugees, and people with disabilities creates confidence and unlocks opportunities for a brighter future.
Rohloff supports its local communities through KFC’s Add Hope programme, which provides funding to feed children in need.
Customers can voluntarily donate ZAR2 to their bill every time they visit their local restaurant which, combined with KFC’s contributions, feed nutritious meals to children throughout SA.
In 2024, Add Hope reached more than 150,000 children and served over 41 million meals.
This contributes to a brighter future for these children as they will be able to focus once they have a full stomach, which fuels them to learn, grow, and thrive.
VOLTMILL
Energy security is a part of modern life, and Voltmill provides generators and solar systems to suit its customers’ specific needs and budgets.
Through partnerships with leading generator and solar product suppliers, Voltmill is able to offer an unrivalled product range with the back-up and support of national chains.
Voltmill is fortunate to have been part of Rohloff’s maintenance team. Communication and fast back-up support has kept downtime to a minimum, ensuring a lasting relationship.
Generators and Solar Power: Balancing Reliability and Sustainability
Electricity is one of the most essential resources in modern society, enabling nearly every aspect of daily life. Access to reliable electricity is not always guaranteed. Power outages caused by storms, infrastructure failures, or rising demands can disrupt routines and create significant challenges. To address these issues, many people turn to alternative energy solutions. Solar power is the best solution for sustainability, paired with a back-up generator. Voltmill was established in 2019 with a focus on supplying different brands and sizes of generators to accommodate the needs of every sector, from small to big businesses, agriculture, and households seeking reliable back-up power. We assist clients with making informed decisions based on practicality and affordability, providing a full turnkey solution from sales to installation and offering breakdown support and routine maintenance.
We have been fortunate to be part of the Rohloff KFC maintenance team. Communication and fast back-up support have ensured that we keep downtime to a minimum, ensuring a lasting relationship.
The services we offer:
Generators:
Our silent diesel, LP gas, and petrol generators offer durability and fuel efficiency. Engine options range from budget-conscious to exotic European brands all backed by OEM warranties. Some of the brands we use:
• FAWDE
• SDEC
• Baudouin
• Perkins
• Cummins
• John Deere
Laser cutting and bending:
In-house laser cutting and bending allow us to build and customise towards special applications and corrosive coastal locations.
Generator Installations:
From delivery to electrical installation, our skilled team has you covered. Final site testing guarantees the safety and long-term performance of your investment.
Generator Maintenance:
A generator requires ongoing maintenance, including oil changes, filter replacements, and periodic inspections. Establishing a maintenance schedule during installation reduces the risk of unexpected failures. We aim to stock all maintenance parts to minimise downtime.
Solar installations:
Solar energy represents more than just a power solution; it is a sustainable, environmental and economic development. We provide all the equipmentneeded, from solar panels to batteries and inverters, at competitive prices.
Why choose us?
Expert Guidance: We don’t just sell power equipment; we design solutions. We help clients choose the best systems for their application.
Quality Over Quantity: Every product is tested, certified, and backed by warranties that protect your investment.
Customer Satisfaction: At Voltmill, we put customer satisfaction first as most customers rely on us for stable power. We understand and anticipate the needs of our customers whilst acting with integrity throughout the process.
Don’t wait for the next blackout or a high-cost utility bill to remind you of what’s at stake. Take charge today. Choose Voltmill Generators and Solar Western Cape, because your world deserves power without limits.
THE ADD HOPE MODEL
1. GOVERNANCE – Add Hope’s governance framework balances accountability with growth, ensuring every ZAR2 donation reaches hungry children through transparent, ethical operations.
2. FUNDRAISING – The programme’s fundraising success stems from voluntary ZAR2 micro-donations supplemented by KFC contributions.
3. PARTNERSHIPS – Add Hope’s impact multiplies through strategic partnerships with more than 120 organisations operating across more than 3,300 feeding centres in SA.
Rohloff partners with several Add Hope beneficiaries nationally to provide vital nutrition to children in need.
All proceeds raised through Add Hope go directly to non-profit organisations (NPOs), which focus on ending childhood hunger through the KFC Social Responsibility Trust. The trust oversees customer donations and KFC contributions through rigorous partner vetting,
in 2024, conducted its first impact assessment. Beneficiaries report quarterly on finances and programme impact with oversight by the KFC Social Responsibility Trust and independent auditors.
5. COMMUNICATIONS AND STORYTELLING – The programme’s communications strategy centres on ‘KFC raised Add Hope, customers sustain it’, emphasising collective impact through multi-channel storytelling.
6. INTERNAL BUY-IN AND BRAND INTEGRATION – Add Hope succeeds because it’s woven into KFC’s organisational DNA. The programme is mandatory across all franchises, integrated into onboarding and training, and supported by confidential
KPMG audits, and independent reviews.
CHANGING LIVES
KFC’s hope is that everyone who donates to Add Hope is reassured that their ZAR2s are changing lives. Since the programme’s inception, it has raised ZAR1.2 billion and fed the potential of hundreds of thousands of children – but it hasn’t been as simple as it sounds.
reporting mechanisms. This comprehensive integration ensures authentic employee engagement and sustainable programme delivery.
7. SYSTEMS ARCHITECTURE – Add Hope operates on a cloud-native technology foundation built primarily on Microsoft Azure, with more than 95 percent of infrastructure hosted in the cloud.
As Add Hope has grown, KFC has built frameworks for governance, fundraising, partnerships, reporting and finance, communications and storytelling, internal buy-in and brand integration, and systems architecture.
It’s a finely tuned recipe for youth potential built on a foundation of deep integrity, and each ingredient plays a role in making Add Hope impactful and sustainable.
Now, KFC is open-sourcing its Add Hope blueprint to drive growth and challenging some of the nation’s brightest young minds to build upon the blueprint and make it more adaptable, responsive, and scalable.
KFC’s aim is nothing less than the end of child hunger in SA. By turning the Add Hope playbook into a blueprint anyone can use, the chain is showing that hope lights the way to a brighter future – and that it isn’t a secret, but a solution.
Together, Rohloff remains committed to building a business that leaves a lasting, positive impact.
METRO AIRCONDITIONING SERVICES,
an independent HVAC/R company based in Pretoria (Gauteng), has been delivering reliable climate-control solutions since 1990. With decades of industry experience, the company provides innovative, cost-effective and high-quality airconditioning and ventilation services.
Metro Air’s dedicated team offers end-to-end support — from the initial enquiry through to project completion — specialising in design, installation, commissioning, fault-finding, repairs, maintenance and servicing of HVAC and refrigeration systems.
Through strong partnerships with leading suppliers, Metro Air ensures access to a wide range of specialised products and technical expertise, enabling the company to consistently deliver reliable, comprehensive and professional
Francis Refrigeration offers a complete range of refrigeration and air conditioning solutions — from cold and freezer rooms to display cabinets, ice makers, ducting, extraction, and evaporative cooling systems. Our mission: deliver excellence through honesty, quality, and evolving innovation. With 25+ years of proven expertise, we handle every installation, repair, and maintenance requirement with accuracy and care. Driven by strong client partnerships, we grow alongside your business — ensuring dependable comfort and optimised performance.
Celebrating 125 years of excellence, Aunt Millie’s blends its family values, community commitment, and cutting-edge baking innovation to deliver healthier, high-quality products to its customers across the Midwest
Writer: Lily Sawyer | Project Manager: Ben Weaver
Having undergone significant transformation in recent years, North America’s food and beverage industry has been shaped by shifting consumer preferences and technological innovation, alongside a heightened awareness of health and wellness.
Within the baked goods sector, demand has moved decisively toward products that balance healthy ingredients with a feel-good factor as many increasingly seek high-fiber, low-sugar formulations without compromising taste.
At the same time, transparency and traceability have become central to brand loyalty, with consumers invested in where and how ingredients are sourced and the ways in which
companies contribute to their communities.
One such business invested in both its ingredients and employees is Aunt Millie’s – a family-owned bakery headquartered in Fort Wayne, Indiana.
Founded by John B. Franke in 1901, the company has since grown to become one of the largest independent wholesale bakeries in the Midwest, with a comprehensive portfolio of baked goods including fresh bread, buns, rolls, bagels, muffins, and specialty items.
With a diverse customer base throughout the Midwest and Great Lakes regions, Aunt Millie’s serves major grocery retailers, foodservice providers, convenience stores, and families and individuals.
Employing a large number of staff across its bakeries and distribution centers, the company combines large-scale production capabilities with the values and culture of a multigenerational family business.
125 YEARS OF EXCELLENCE
Aunt Millie’s celebrates its 125th anniversary this year and is marking its commitment to baking the healthiest, highest-quality bread possible from
one generation to the next.
125 years in business marks the strength of Aunt Millie’s’ business model, which is rooted in quality, family leadership, and extraordinary customer service.
As such, this milestone is not only a reflection of longevity, but also resilience and sustained trust from the company’s customers and communities, highlighting Aunt Millie’s’ ability to evolve with changing
consumer tastes while remaining committed to its founding principles.
The anniversary also serves as a moment of gratitude, honoring generations of employees, retail partners, and loyal customers who have sustained the company’s continued growth.
By way of giving back to those who have supported it over the years, community outreach has long been central to Aunt Millie’s’ identity.
At the end of last year, for example, Aunt Millie’s generously donated 75,000 loaves of bread to food banks across Central and Eastern Kentucky, nourishing those who needed it most at Christmas and underscoring the company’s commitment to addressing food insecurity in the regions it serves.
Corporate social responsibility (CSR) at Aunt Millie’s extends beyond one-time contributions, with the
company actively partnering with local organizations, schools, and charitable groups, embedding CSR into its broader operational philosophy.
In this way, the company reflects its core values and the notion that longterm success for a family business is inseparable from community well-being.
CLOSER TO HOME
Last year, the Aunt Millie’s Closer to Home Roadshow completed its sixmonth tour across six Midwest states, bringing the company’s signature products closer to people’s homes and exemplifying the company’s hands-on approach to community engagement and brand-building. Designed as a mobile experiential marketing initiative, the roadshow brought Aunt Millie’s directly to consumers at local events, festivals, and retail locations.
Offering product samples, brand merchandise, and exclusive coupons, the initiative created tangible, face-toface interactions, strengthening brand visibility and trust.
Beyond driving immediate sales, the roadshow was a key enabler in reinforcing Aunt Millie’s’ identity as a neighborhood, family-run bakery with deep regional roots.
As the wider food and beverage market is becoming increasingly digitally oriented, such in-person touchpoints provide a meaningful opportunity to foster loyalty while reinforcing the company’s ‘closer to home’ philosophy.
At the same time, Aunt Millie’s is no stranger to embracing datadriven marketing to complement its traditional outreach, with innovations such as a new Snapchat lens demonstrating how the company leverages digital platforms to connect with younger audiences.
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FOOD SAFETY AT AUNT MILLIE’S
The safety of Aunt Millie’s’ facilities has always been a top priority, as the company is committed to protecting its workers and maintaining high-quality products to distribute across the Midwest.
The company’s food safety program is designed to deliver best-in-class, safe bread products and, as a member of the American Institute of Baking (AIB), is now officially certified as part of the Global Food Safety Initiative (GFSI).
Each of Aunt Millie’s’ facilities have been assessed according to the most stringent Brand Reputation through Compliance Global Standards (BRCGS) requirements and continues to rank among the top bakeries in the country in this context. Its quality assurance (QA) processes are all carried out in accordance with GFSI and AIB standards, as well as the requirements of the Food and Drug Administration, US Department of Agriculture, and local QA bodies.
In this way, Aunt Millie’s remains committed to delivering safe, high-quality products to its customers.
The branded lens is designed to not only increase the company’s social media visibility, but also encourage user-generated content and peer-to-peer brand amplification.
As such, Aunt Millie’s’ unique blend of heritage branding and modern digital strategies enables it to maintain both customer loyalty and relevance in a competitive marketplace.
FRESHER THAN FRESH™
Aunt Millie’s’ Fresher than Fresh™, cutting-edge freezing process enables its products to reach their destination in premium, just-baked condition.
The freezing process –which utilizes rapid nitrogen gas freezing techniques shortly after production to lock in flavor, moisture, aroma, and freshness – reflects the company’s investment in advanced baking technology.
The controlled process
minimizes ice crystal formation in bread while preserving its structural integrity, allowing products to maintain the highest quality during transport and storage.
Aunt Millie’s’ products can be kept for up to 18 months in their frozen state and, once thawed, have a shelf life of up to 14-days.
Elsewhere, the growing popularity of low-carb and better-for-you food products has significantly influenced product development across the food industry.
Aunt Millie’s’ Live Carb Smart® line represents a strategic response to this shift, offering ‘guilt-free’, keto-friendly breads, rolls, and English muffins.
Formulated to deliver reduced net carbohydrates while maintaining the classic Aunt Millie’s taste and texture customers have come to know and love, these products appeal to those looking to balance nutrition with taste and freshness.
Looking ahead, Aunt Millies intends to continue aligning itself with emerging dietary trends while maintaining the high-quality standards that have defined the bakery brand for over a century.
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INSTRUMENTAL TO PROCESS INSTRUMENTATION
Offering the right solutions for customers’ process measurement applications, KROHNE is a global supplier for process instrumentation and automation. Jason Yew, Managing Director – Malaysia, takes us on a deep dive
Writer: Lauren Kania | Project Manager: Eddie Clinton
The modern oil and gas industry is incredibly dynamic.
With the world having changed significantly following the COVID-19 pandemic, what was once referred to as simply the oil and gas sector is now more accurately described as the energy industry, encompassing conventional hydrocarbons alongside renewable and low-carbon energy sources.
This transition is happening against the backdrop of global economic shifts and ongoing geopolitical uncertainty, which are further reshaping supply chains, investment priorities, and risk management.
KROHNE has proudly established itself as an industry stalwart, leading the way in these new and everevolving challenges.
“We are a global manufacturer and solution provider for process
instrumentation, measurement solutions, and services across multiple industries,” introduces Jason Yew, Managing Director – Malaysia.
Founded in 1921 and headquartered in Duisburg, Germany, KROHNE operates in over 100 countries, supporting projects of all sizes with local expertise. The group is a fully independent, family-owned organisation, headed by the third generation of the RademacherDubbick family, who began the journey as a small enterprise over a century ago.
Since then, KROHNE has evolved into a global supplier and leading innovator for measuring devices, poised to face whatever challenges lie ahead in a perpetually changing sector.
“The world is evolving – and that evolution is already well underway.
To succeed, companies must remain agile, innovative, and capable of adapting quickly,” details Yew.
“New challenges inevitably create new opportunities, and by leveraging digitalisation, the Internet of Things (IoT), and artificial intelligence (AI), KROHNE is actively developing the next generation of technologies and solutions to support this new energy landscape.”
RELIABLE PRODUCTS, MODERN SOLUTIONS
Yew began his career as a custody transfer flow engineer with KROHNE after graduating with a bachelor’s degree in industrial technology. He found the role suited him immediately, as oil and gas is a highly technologydriven industry with a strong emphasis on process safety, accuracy, and engineered solutions.
“I found that combination both challenging and rewarding, and from that point on, I never looked back,” Yew enthuses.
After several years in engineering, he embraced a new challenge –moving into sales and business development, where he was responsible for building KROHNE’s oil and gas business, eventually positioning the Malaysia office as the group’s Asia Pacific hub.
The key to Yew’s career success has been bridging technology with people, translating complex measurement technology into practical value for customers, fostering long-term partnerships, and consistently delivering solutions that add measurable value.
KROHNE’s family-owned culture aligns very well with Asia and has played an important role in this journey.
“Even after more than 20 years in the industry, the complexity of oil and gas and diversity of cultures continue to motivate me – there are always new challenges and constant opportunities to learn,” expands Yew.
The group works to differentiate itself in this competitive market through three primary areas. The first is innovative and proven technology, wherein KROHNE consistently brings reliable, field-proven technologies to industry, supported by a strong local presence. Second is KROHNE’s highly competent people, with continuous investment in training and human capital, ensuring
customers receive world-class technical support locally.
The final area is long-term partnerships; as a family-owned group, KROHNE prioritises sustainable, long-term relationships, which have consistently proven successful.
Additionally, a key milestone in the group’s journey has been technology transfer from Europe to Asia.
“KROHNE Malaysia started as a small sales office, with turnkey solutions such as flow metering systems engineered in Europe. For the solutions business, this model proved unsustainable – solutions must be close to customers,” explains Yew.
By building a strong business case supported by customer testimonials, the group secured management approval to establish a full engineering and operational solutions hub in Malaysia, including a complete transfer of know-how and expertise.
“The early years were challenging – technically, operationally, and culturally. The biggest lesson learnt was that success ultimately depends on people. Trust, respect, and recognising individual strength are what enable teams from different cultures to work effectively together,” furthers Yew.
BRIDGING TECHNOLOGY AND PEOPLE
KROHNE’s business is structured around three integrated portfolios – products, solutions, and services –which, in turn, form a true one-stop shop for customers.
“EVEN AFTER MORE THAN 20 YEARS IN THE INDUSTRY, THE COMPLEXITY OF OIL AND GAS AND DIVERSITY OF CULTURES CONTINUE TO MOTIVATE ME – THERE ARE ALWAYS NEW CHALLENGES AND CONSTANT OPPORTUNITIES TO LEARN”
– JASON YEW, MANAGING DIRECTOR – MALAYSIA, KROHNE
COULD YOU EXPAND UPON KROHNE’S SUPPLY CHAIN OPERATIONS AND HOW THESE RELATIONSHIPS PROVE VITAL TO YOUR CONTINUED SUCCESS?
Jason Yew, Managing Director – Malaysia: “Supply chain excellence is critical, particularly for the solutions business. Success depends on strong commitment from partners and suppliers to ensure timely delivery without compromising quality.
“KROHNE works closely with partners who align with our quality systems and standards, supported by a robust vendor performance tracking system to ensure reliability and continuous improvement.”
The former is a complete portfolio of process instrumentation, including flow, level, temperature, pressure, and process analytics; meters, sensors, systems, and accessories; and a wide range of proven measurement technologies.
Within the solutions portfolio, KROHNE delivers engineered, turnkey solutions for process control and automation, from single measurement points to complex metering skids and packaged systems. The group takes responsibility across the entire project lifecycle – from early consultancy
KROHNE – 2024 IN NUMBERS
Total sales, including joint ventures (JVs) – €795.7 MILLION
4,253 employees
418 R&D employees
16 production and engineering sites in 11 countries
44 subsidiaries and JVs
47 percent equity-to-assets ratio
“THE WORLD IS EVOLVING – AND THAT EVOLUTION IS ALREADY WELL UNDERWAY. TO SUCCEED, COMPANIES MUST REMAIN AGILE, INNOVATIVE, AND CAPABLE OF ADAPTING QUICKLY”
– JASON YEW, MANAGING DIRECTOR – MALAYSIA, KROHNE
through engineering, fabrication, and commissioning.
Lastly, its comprehensive services portfolio covers the full asset lifecycle. Through structured service level agreements, KROHNE provides flexible service offerings, from standard support to premium services, ensuring maximum system availability and plant uptime.
“These three portfolios work together to deliver reliable products, modern digital solutions, and worldclass service, which today’s industries demand,” asserts Yew.
Equally, through its time-tested expertise and innovation-driven mindset, KROHNE addresses cross-industry challenges through a structured division approach. Each key sector has distinct requirements and drivers, whilst dedicated industry managers continuously feed
customer needs to R&D.
“At a global level, these industry divisions collaborate to harmonise requirements into common technology platforms, with tailored features for specific applications. Beyond technology, effective communication and teamwork across disciplines are critical to delivering successful solutions,” explains Yew.
EXPANDING GLOBAL COVERAGE
Currently, KROHNE is expanding its manufacturing facilities in Asia in order to enable global coverage.
With the energy, data centre, and food and beverage industries all remaining strong growth sectors and demanding shorter lead times and cost-effective solutions, KROHNE’s expanding manufacturing capabilities in Asia allow it to be closer to the value
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chain and improve responsiveness whilst maintaining quality standards.
“Using our decades of experience in both Europe and Asia, KROHNE leverages the strengths of both regions to support global customers more effectively,” affirms Yew.
Additionally, the group utilises its expertise to provide solutions that help customers enhance operational efficiency, reduce environmental
impact, and meet the challenges of the energy transition.
KROHNE is often involved early in projects, starting at the conception and technology selection stages, where good engineering decisions have the greatest impact. The group’s subject-matter experts combine field experience with application knowledge, translating lessons learned into optimised design criteria.
Over time, this continuous learning approach drives higher efficiency, reduced emissions, and improved lifecycle performance.
“Today’s market demands solutions that are not only reliable but also cost-effective and sustainable, which requires constant innovation and customised engineering – a core strength of KROHNE,” details Yew.
As the group continues to look ahead to another century of success and innovation, the team is seeking to strengthen its foundation to ensure it will be strongly positioned to meet the market challenges of the future.
“KROHNE will remain strongly focused on oil and gas, particularly the liquefied natural gas (LNG), gas, and floating production, storage, and offloading (FPSO) markets, whilst continuing to expand into renewables and new energy sectors. At the same time, further growth in the Southeast Asia region remains a key priority,” Yew proudly concludes.
www.krohne.com
BORN AND BREAD IN LONDON
Wenzel’s The
Bakers started as one
family’s
sweet dream and has risen to be a community favourite across England. We browse the menu with COO, Karl Spinks, and hear more about how the company is perfecting its recipe for success
Writer: Ed Budds | Project Manager: Presley Smith
The UK bakery and food-to-go market remains highly dynamic and competitive, which makes it an incredibly exciting industry to be part of right now.
Consumer expectations have evolved significantly over the last few years as customers are looking for convenience, value, quality, and freshness all at the same time.
One area witnessing continued growth is the food-to-go breakfast and lunch market, with customers increasingly looking for fresh, affordable options on their commute or during the working day.
There’s also an increasing interest in premium products and indulgent bakery items, alongside a continued demand for value-driven offers.
At the same time, businesses have had to become far more strategic due to cost pressures across energy, ingredients, and labour. The companies succeeding in this space are those that balance quality, value, and operational efficiency.
One such example is Wenzel’s The Bakers (Wenzel’s), a family-founded business that has been proudly serving communities for more than 50 years.
The company started with a single bakery and has since grown into a well-established brand across London and the Southeast of England.
Today, Wenzel’s operates a large network of high street bakeries offering a wide range of freshly prepared products including breads, pastries, cakes, sandwiches, hot savouries, and barista coffee.
“Our stores are built around the idea of providing freshly baked goods and great value food-to-go for customers throughout the day,” introduces Karl Spinks, COO.
“The business employs a large team across its bakeries, production facilities, and support network, and we serve a diverse customer base ranging from commuters and local residents to offices, schools, and event clients,” he sets out.
CAN YOU TELL US ABOUT YOUR PASSION FOR THE INDUSTRY AND WHERE THIS INTEREST WAS FIRST IGNITED?
Karl Spinks, COO: “I began my career in the industry at the age of 16, joining Wenzel’s through a vocational qualification. From the very start, I had the opportunity to develop within the business, progressing through several retail roles including Store Manager, Area Manager, and Sales Manager.
“This journey coincided with an exciting period of growth for the company. When I first joined, the business had 11 stores, and during those early years, I was fortunate to be part of the team that helped support the expansion to more than 60 locations across the region.
“Being involved in that growth gave me invaluable operational and commercial experience.
“My interest in the bakery industry is driven by two main things. Firstly, I have a genuine passion for the products themselves and the craft behind them. Secondly, what makes Wenzel’s special is its connection to the communities it serves.
“Seeing the way the business engages with and supports local communities creates a real sense of purpose and pride for everyone involved. That culture and sense of family within the organisation is something that makes it a fantastic place to work and a very rewarding industry to be part of.”
HERITAGE, QUALITY, AND VALUE
As a fast-formed classic for Northwest Londoners, Wenzel’s has now expanded to over 100 locations, spreading the sweet life all over England.
The company’s overarching mission is to offer the best of baking at reasonable prices to its batch of loyal customers.
What really differentiates Wenzel’s within such a flourishing industry is its combination of heritage, product quality, and value.
“As a family business, we bring that love to every bite, dedicating lots of pace and pounds to innovative product development and an incredible customer experience. After all, it
wouldn’t be a Wenzel’s if you didn’t leave with a smile – and a full belly.
“We’re extremely proud of our bakery roots and the fact that fresh baking remains at the heart of what we do,” expresses Spinks.
“At the same time, we’ve continued to evolve as a modern food-to-go brand – our stores offer a broad range of freshly made products, from traditional bakery favourites to hot savouries, filled baguettes, and premium coffee,” he prides.
Meanwhile, another key distinguisher is the strength of the brand within the communities it serves. Many of its customers have been visiting Wenzel’s for years, and that loyalty comes from consistency, value, and familiarity.
“From the day our first loaf turned out in 1975, we’ve loved each and every customer – and they’ve loved us back.”
FRESH INNOVATION
One of the most exciting areas for the business at the moment is its recent franchising with Southern Coop in 2025, which has enabled dual partnership, cross-collaboration, and brand expansion.
“We’re focused on bringing the Wenzel’s brand to new communities whilst maintaining the quality and service our customers expect,” Spinks highlights.
The company is also continuing to invest in operational improvements and technology to help its teams deliver the best possible customer experience in store.
From improving supply chain efficiency to refining product ranges based on consumer demand, these initiatives help ensure Wenzel’s
“WENZEL’S’ SUCCESS IS THE RESULT OF THE DEDICATION AND HARD WORK OF HUNDREDS OF PEOPLE ACROSS THE BUSINESS, FROM OUR BAKERY TEAMS AND STORE STAFF TO OUR ENTIRE SUPPORT NETWORK”
– KARL SPINKS, COO, WENZEL’S THE BAKERS
remains competitive in a fast-moving market.
“Another area of focus has been strengthening our catering and events offering, which has seen strong demand as businesses and organisations return to in-person events and gatherings.
“It has become an increasingly important part of the business – we provide fresh platters, sandwiches, and bakery products for corporate events, meetings, and special occasions,” he passions.
Elsewhere, the company has also
recently launched a new website and loyalty application, both of which offer a diverse range of sweet and savoury catering options.
The platforms are user-friendly and designed to appeal to customers by providing a broad selection to meet a variety of needs. Additionally, the application includes a rewards programme linked to in-store purchases.
One of the challenges the company has encountered with catering is maintaining the same level of freshness, quality, and presentation
at larger volumes, but it’s also a great opportunity to introduce new customers to the brand and a challenge which Wenzel’s remains determined to rise to.
TRUST IN THE BRAND
Reaching more than 50 years in business is a significant milestone for Wenzel’s and remains something the team is extremely proud of.
“It reflects the strength of the brand, the loyalty of our customers, and the dedication of the many people who have worked in the business over the years,” Spinks affirms.
In that time, Wenzel’s has built a reputation for quality bakery products and great value, and it’s this that has allowed the business to grow across generations.
Spinks believes that longevity in the bakery industry comes down to a few key factors – consistency, adaptability, and understanding your customers.
“WE’RE EXTREMELY PROUD OF OUR BAKERY ROOTS AND THE FACT THAT FRESH BAKING REMAINS AT THE HEART OF WHAT WE DO”
– KARL SPINKS, COO, WENZEL’S THE BAKERS
“We must maintain the core values that made the business successful in the first place, whilst also evolving to meet changing consumer habits. The market is always changing, whether that’s new food trends, economic pressures, or shifts in how people shop,” he outlines.
As a result, the businesses that succeed are those that remain focused on high standards and customer experience.
ONE TEAM, ONE FAMILY
The people are absolutely central to the success of Wenzel’s, and the company focuses on creating an environment where team members
feel supported, valued, and able to grow.
“This includes training, development opportunities, and recognising the important role every team member plays in delivering great service to our customers,” Spinks expands.
One crucial factor he is keen to highlight is the strength of the team behind the brand.
“Wenzel’s’ success is the result of the dedication and hard work of hundreds of people across the business, from our bakery teams and store staff to our entire support network.”
at Wenzel’s bakery in Northwest London in 1975, overseen by Founder, Peter Wenzel, an entrepreneur with a passion for traditional baking and community service.
Sarah Wenzel, Peter’s daughter, is the CEO, making it a family-run, local grassroots organisation.
Additionally, local community outreach has always been important to the company – as a high street brand with strong local roots, Wenzel’s believes in giving back wherever possible.
“We are dedicated to supporting local initiatives, community activities, and charitable causes where possible,” he continues.
Over the five decades since, the family-run bakery has grown into a chain of over 100 shops led by Peter’s hands-on leadership, focus on quality, and customer-first philosophy.
It is a philosophy that has shaped Wenzel’s into a beloved high-street brand known for its handcrafted
products and friendly service.
THE NEXT STAGE OF GROWTH
More recently, Spinks’ role has evolved into taking a holistic view of the organisation whilst helping guide the next stage of growth for the brand.
This has involved overseeing operations across logistics, bakery production, central production, and retail stores, ensuring everything runs efficiently and continues to deliver the quality and service that customers expect.
“Alongside this, I’ve been heavily involved in digital transformation across the business, helping modernise systems and processes as the company continues to grow,” he explains.
Moving forwards, Wenzel’s’ key priorities include continuing its ongoing store expansion, strengthening its franchising programme, and further improving the customer experience across all its stores.
“We’re also focused on operational improvements to ensure we continue to deliver great value and quality products in a challenging economic environment,” Spinks adds.
Franchising represents another exciting opportunity for the next stage of growth for Wenzel’s.
“It allows us to expand the brand into new areas whilst partnering with motivated entrepreneurs who share our passion for quality food and customer service.
“Our focus moving forwards is on building strong partnerships with franchisees and ensuring they receive the operational support, training, and brand guidance needed to succeed,” he concludes.
