Issue 33

McCormick Property Development

Pioneering Rural Retail DevelopmentWriter: Emily JarvisProject Manager: Stuart Parker McCormick Property Development (MPD) has been refining its business model over the past 33 years in order to respond to changing industry trends across African retail; most recently responding to the increasing demand for upmarket retail malls and mixed-use developments from the growing middle-class in South Africa.Influenced by his father and Company Founder, John, Managing Director Jason McCormick has largely remained focused on addressing the retail needs of the previously disadvantaged and rural areas of South African through a unique strategy that remains largely unchanged since 1983. He recalls: “My father developed a model that allowed us to break up the main construction contract into smaller, more manageable ones, designed as a way to better manage our full turnkey service property development offering, with us project managing every aspect; from architects to financing, facilities management to asset management. This has been a vital contributor to achieving a stronger return on investment, as well as ensuring long-term, sustainable growth of assets.”From humble beginnings, this family-owned business emerged as the first of its kind to focus solely on the provision of retail facilities in the former homelands of South Africa, where black residents previously had to travel hours to access formal retail facilities.“My father was somewhat of a visionary in that he saw opportunity where no-one else saw it at the time. Bringing retail services to the poorest of the poor was a huge challenge, but hard work and sheer perseverance eventually allowed retailers to see the opportunity that existed in these

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Khoemacau Copper Mining (Pty) Ltd

Long-term Commitment to BotswanaWriter: Emily JarvisProject Manager: Arron Rampling Khoemacau Copper Mining (Pty) Ltd (Khoemacau), a subsidiary of Cupric Canyon Capital (Cupric), has, in recent years, emerged as a prominent name in Botswana’s mining industry; with its sights firmly set on developing new copper and silver mineral deposits in the northwest region.Designed to add value to underdeveloped copper assets, construction of Khoemacau’s US$200 million copper mine in Zone 5 near Somelo is imminent and with the build due to take place throughout 2016 and 2017, the Company expects to export its first copper shipment in the first half of 2018.Addressing the reasons why US-based Cupric Africa entered the country, Johannes Tsimako, Regional Manager of Khoemacau strongly believes Botswana operates a pro-mining culture that recognises the infrastructural benefits that the industry can bring to the country’s economy.“There aren’t a lot of mines in the northwest region of Botswana, which makes Khoemacau a crucial component in the development of the region. The benefits to the local communities stretch from power and communications infrastructure to skills development. This is part of our parent Company’s philosophy,” he said.Leveraging excellenceKnown for its conducive work environment and huge deposits of copper along the Kalahari Copperbelt, Botswana is among the highest-ranked jurisdiction on the African continent when it comes to mining and exploration projects. Ranking 17th in a global survey in 2014, the country was commended for its attitude to work, reasonable approvals process and firm grasp of regulations.In line with these figures, Cupric is applying its decades of mining experience and world-class standards to work

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CSI Construction Group

High Standards of WorkmanshipWriter: Emily JarvisProject Manager: Stuart Parker CSI Construction Group has had the privilege of working on a number of significant construction projects across Tanzania; applying its local knowledge and proactive approach to business to provide the highest standards of workmanship.Since forming 28 years ago as a subsidiary of the wider Coastal Steel Industries Group, CSI Group today comprises four divisions that collaborate together where necessary to deliver holistic construction, electrical, engineering and installation solutions.Although the youngest Company in the Group, CSI Electrical has quickly caught up with the pace of the other three divisions, demonstrating its commitment to quality and safety management systems by not only becoming the first ISO 9001 accredited Tanzanian electrical contractor, but also obtaining an OSHAS 18001 accreditation along the way. Chris Glasson, Managing Director of CSI Electrical explains: “From its commencement in 2007 with an annual turnover of US$250,000, CSI Electrical now has a direct workforce of 200 persons, an indirect workforce of 70 persons and expects to achieve an annual turnover in excess of US$10Million in 2016.”Modelling itself on international best practices across sustainability and health & safety, CSI Group has led the market in delivering high quality and cost-competitive installations, with all divisions continuing to develop a reputation as the indigenous contractor of choice in Tanzania.“Leveraging our team of locally qualified professionals, we are able to provide quality services to our clients that rival international standards, both of which help to give us a competitive edge,” says Zuh Versi, Project Engineer and shareholder at CSI Construction.Knitted together by cross-shareholding

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Maersk Namibia

Enhancing Namibian TradeWriter: Emily JarvisProject Manager: Tom Cullum After witnessing substantial evolution in terms of its capacity and trade during the past 20 years, the Port of Walvis Bay in Namibia has grown to international notoriety as a growing cargo hub for southern Africa that now handles five million tonnes of cargo per annum. The country therefore represents a vital part of the award-winning Maersk Line Africa operations, as the Company continues to capitalise on inter-regional and international trade opportunities, edging closer towards integration of both its upstream and downstream service offerings.With a presence in Namibia spanning more than 18 years, Maersk Namibia represents one of the largest and most reputable groups operating in the shipping and oil & gas industries today; with the wider Maersk Group reporting profits of $5.2 billion last year. In Namibia, the Company is making concerted efforts to further align itself with the wider Group to consolidate its processes and offer the same seamless service levels throughout its operations. However, the Company faces many economic challenges that have the potential to hinder growth.“I believe one of the biggest challenges we face along with other emerging markets is to start connecting the dots inland and create efficiencies and cost advantages to move business from landlocked locations into and out of the ocean gateways. When looking locally we need to ask ourselves as members of the community how ready are we as a region to facilitate more digitised, automated and standardised processes to facilitate cross-border and inter-regional trade,” Maersk Namibia Managing Director, Robert Maslamoney said in

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Broll Property Group

Shaping the Future of Property ServicesWriter: Emily JarvisProject Manager: Nick Norris Proudly celebrating its 40th anniversary, Broll Property Group has been strengthening every facet of its business to further penetrate the sub-Saharan Africa property market; embracing an ethos of local employment and addressing current market trends to enhance its international status.The globally reputed and leading property Group has developed from a single service property management line into a multi-disciplinary, award-winning Company that today, services the investor and occupier markets across sub-Saharan Africa.“Reaching the 40-year milestone is of huge importance to us,” says Group Chief Executive Officer (CEO), Malcolm Horne. “It goes back to the old saying that life begins at 40. We’ve grown the business with a solid platform, having developed it in such a way that we are now a single point of contact across the continent for a range of property services.“As a forward-looking business, we believe in Africa and its future despite the doom and gloom we often hear about. We are old and mature enough to have a solid foundation and strong roots on the continent, and young enough to start enjoying what we have achieved while working on our next milestones,” he adds.Shaping the Group’s futureWhen South Africa became a democratic nation in 1994, Broll saw an opportunity to venture into Africa and opened its first office outside the country in Namibia in 2003. In order to secure long-term business on the continent, the Group signed an affiliation deal with CBRE the following year. Through this affiliation, Broll is able to access global market

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Microensure

Unprecedented InsuranceWriter: Matthew StaffProject Manager: Callum Philp MicroEnsure has enjoyed an unprecedented rise in registered customers over the past 12 months as a result of its innovative product and distribution approaches, and is already setting its stall for the next 12 months in the low-income insurance bracket across the continent.The increase to seven million customers served in Africa, from the one million accounted for at the beginning of 2014, provides the answer to a question the Company asked itself prior to inception in 2002: “Is it possible to insure the low-income mass market?”A resounding “yes” has been the response from Ghana and Kenya initially, and now from a further eight markets across Africa, through its partner Group model comprising telecoms, banks and other aggregators.With a global headquarters in the UK, MicroEnsure provides a turnkey solution portfolio from its regional headquarters in Nairobi - in partnership with its distributors - for brands looking to use insurance to drive their business: its offering including innovative product design; customised, customer-facing mobile technology; back-office operations; risk management; policy and claims administration; customer engagement; and ongoing product performance management. Marketing Director, Peter Gross adds: “Low-income customers can’t afford to pay the same premium as typical insurance customers, and yet they face greater risk. We found that we could serve this market sustainably by lowering administrative costs, reaching scale quickly, building great products, and preserving trust through fast claims payment. “In the process we uncovered dozens of new ways to provide insurance and we’ve become the fastest-growing provider in Africa by outreach.”An additional four million customers around

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SPAR Lowveld Distribution

Keeping an Eye on What’s in StoreWriter: Matthew StaffProject Manager: Callum Philp SPAR Lowveld Distribution has enjoyed yet another 12 months of successful progression and expansion as it once again leveraged the wider SPAR brand’s reputation to maintain its Southern African momentum.Overseeing logistics services for 29 SPAR stores, as well as 18 smaller SUPERSPARS, 27 Tops Liquor stores, 11 Savemore outlets and two pharmacies in the region in 2014, the Company’s continuous improvement strategy comprised the ambition to introduce an additional eight new stores by the end of 2015; a drive which is well on the way to completion across South Africa, Swaziland and Mozambique.As one of six main distributors for SPAR South Africa, the Lowveld operation may be the smallest, but still carries the weight of a brand name which is among one of the most prestigious in the retail sector in the wider region. As a consequence, the necessity to continually develop and seek new value propositions for its clients is of paramount importance.Subsequently, the operation comprises not only the expected logistics services, but also a full marketing function, advertising and promotional activities, retail operations, management consultancy and store development assistance.The result is an all-encompassing portfolio of services to not only aid the main SPAR brand, but also a range of independent small, medium and large retailers in a position to either tackle the convenience markets or compete with the major chains, respectively.Learning curveOf course, the core business aims of SPAR Lowveld Distribution revolve around product procurement, warehousing and distribution services, but the focus is very much

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PPC Zimbabwe

Laying the Foundations for Infrastructure GrowthAs Zimbabwe’s largest producer of ordinary Portland cement, and the only local producer of grade 42.5 cement, PPC is ideally positioned to play a leading role in developing the country’s infrastructureWriter: Emily Jarvis | Project Manager: Ben Weaver As Zimbabwe’s largest and oldest cement manufacturer, Pretoria Portland Cement (PPC) continues to remain one step ahead of the increasing competition filtering into the local market. With its operational performance buoyed by increased infrastructure projects in Zimbabwe, driven by the government’s concerted focus on addressing the infrastructure gap through foreign direct investment (FDI), PPC is strengthening its production capabilities with the advent of a second manufacturing plant in order to cater for demand. “What is opening up now is private sector participation...The government has come to the realisation that the best way to progress is through FDI, and to become investor-friendly,” stated PPC Zimbabwe’s Managing Director (MD), Njombo Lekula, earlier this year.Some of the major multi-million dollar infrastructure projects taking place in Zimbabwe today include the refurbishment of the Kariba Dam wall, construction of Kariba South Power Plant and Plumtree-Mutare Highway construction; all of which have been made possible through public-private partnerships (PPPs).To cater for these projects, PPC is spending $86 million on expanding its production facilities to meet increasing demand, as the country’s cement market evolves from mostly cash-in-hand sales for home building and renovation, to renewed maintenance spending on the nation’s infrastructure.Msasa expansionEquipped with its new plant in Msasa, near Harare, which is due to be fully completed by 2020, PPC will be

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Fruit & Veg City

Freshness and Value at a PremiumWriter: Matthew StaffProject Manager: Callum Philp Fruit & Veg City has spent more than two decades bringing new levels of freshness to South Africa and the surrounding sub-Saharan region, and has maintained its strong entrepreneurial flair in broadening its presence further in 2015.Incepted in 1993 by brothers Brian and Mike Coppin, the business remains a family one to this day, facilitating the kind of flexibility that has been required for a Company striving to continuously update and innovate its model in order to keep ahead of grocery trends and retail opportunities.This is further driven through the attendance of continentally- significant events such as the African Retail Congress which helps keep the business firmly ahead of the industry curve, but any knew knowledge is always applied back to its core values established from day one.“Since the beginning it has always been a family business, with emphasis placed on good old family values such as wholesomeness, trust, honesty and integrity,” the Group states on its website. “The brothers’ vision was to create a store that would resemble a marketplace of old, where farmers brought their fresh produce from their farms to be sold to the public. This was how their first store in Kenilworth, Cape Town was run, and this is how every Fruit & Veg City store that has opened since is also run.”Nearly 23 years later, and 130 stores throughout Southern Africa - as well as Australia - have followed this philosophy, with the refusal to rest on its laurels evident each year via

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Nuvo Rubber Compounders

Compounding ExcellenceWriter: Emily JarvisProject Manager: Joe Palliser Specialising in the manufacturing of natural and synthetic rubber compounds, NUVO boasts an extensive range of compounds for a wide variety of applications across the mining, industrial, automotive, transport and building industries.This year marked the strategic rebranding of Natal Rubber Compounders (NRC) to create a refined and revitalised Company; NUVO Rubber Compounders. The newly formed Company is now almost a year old and has continued to leverage its four decades of experience to deliver on its promise of manufacturing quality products while striving to break new ground in terms of research and development (R&D).“Established in the mid-1970s, NRC has grown into a business that invests not only in state-of-the-art technology and machinery, but in its processes and staff that deliver a quintessential product and service offering that exceeds all expectations,” the Company notes.With its manufacturing facilities strategically located in KwaZulu-Natal – often considered as a hub for South African industry – NUVO has “grasped hold of the reins” since new ownership in 2008 and invested in its continuous improvement and advancement to stay one step ahead of its competitors.“With an affinity toward innovation, the NUVO Group of Companies have advanced, and our progression has not only led to investment in new technology and equipment, but in the actual brand ideology and identity itself. In early 2015, the Company adopted the name NUVO as a representation of their progress and ability to break new ground in the rubber industry,” the Company highlights.Where others have played safe in terms of pushing the boundaries of

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Spree

Unlocking Growth through EcommerceWriter: Emily JarvisProject Manager: Callum Philp Since launching in April, 2013, online retailer, Spree, has successfully established its name and brand within both the fashion industry and amongst major retailers. Initially launched as a womenswear retailer, and leveraging Media24’s target audiences and partnerships with publications to take its ecommerce offering to market, the brand and product offering has grown and expanded over the past few years to include a full menswear offering, children’s and baby clothes as well as well-known international brands. The launch of its new mobile application marks a further commitment to the seamless and convenient online shopping experience.As part of South Africa’s largest traditional media Company with more than a century of publishing experience, Spree has been able to take it’s understanding of customer demands and translate these into bringing the best brands and fashion apparel to consumers; displayed through what Head of Customer Service and Business Intelligence, Nic Robertson, calls “beautiful look-books and editorial styled photo shoots”, that create a “digital shoppable magazine offering”.“Spree was a welcome addition to the already diverse Media24 portfolio, comprising more than 60 magazines and 90 newspapers, offering a mixture of news and lifestyle stories. In recent years, the Group has diversified into the digital media and services space, and Spree is one of these divisions which embraces the Group strategy to reshape its content-centric offering so as to remain relevant and useful to consumers and clients,” Robertson recalls.Marking Media24’s first foray into the ecommerce space, Spree was initially launched to directly support the popular Afrikaans women’s

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Good Time Steel Zambia

Building a Better ZambiaWriter: Emily JarvisProject Manager: Joe Palliser After opening a new branch in Kitwe in September, 2015, Good Time Steel (GTS) Zambia has been widening its geographic reach and expanding its facilities in order to provide an increasingly diverse range of steel products to copper belt clients and Zambia’s eight neighbouring countries in the most efficient and flexible way possible.Commencing production from a greenfield factory in January, 2008, GTS has become the second largest steel-producing Company, now equipped with a 40,000 square metre workshop facility situated in Lusaka’s heavy industrial area on Mungwi Road.  GTS was formed to fill a gap in the market and represents one of the biggest privately-owned Chinese investors in Zambia today, having spent more than US$100 million on its continuous improvement to date.“Since inception, we have established an impeccable record in the manufacture of reinforced steel for the construction industry, providing a reliable service backed by our reputation among the most recognised and well-known leaders across the construction industry,” says Jacky Huang, Managing Director of Good Time Steel Zambia.Country-leading productsIn the past two years, GTS has commissioned two plants in a bid to increase its product range and capacities to more than 6,000 tonnes per month, compared to 3,000 tonnes per month previously. “Off the back of our expansion success, we were able to extend our product range into tubes, steel plates, roof sheets, lip channels, galvanised pipes and any other steel fabrication products that a project may require such as window and door frames,” he adds.Investing significant portions of its profits

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AttAfrica

On Course for $1 billion TargetWriter: Matthew StaffProject Manager: Callum Philp AttAfrica is edging closer to its $1 billion goal as the snowball effect of early successes in the retail property investment market look set to drive future international growth, key business partnerships and sustainable recognition on a continental scale.The $1 billion relates to property assets, and signifies a concerted strategy which has been in place for the Company since its inception in 2012 under the name Atterbury Africa. Off the back of its initial achievements in Ghana and Zambia, a recent rebranding to the name AttAfrica signifies the standalone reputation that has manifested within the sector over the past four years, with the new-look business still able to leverage the experience and expertise of its three shareholders - Atterbury, Attacq and Hyprop - in the process.“It all started in 2012 off the back of the acquisition of Accra Mall,” Chief Executive Officer (CEO), Kevin Teeroovengadum recalls. “It was the first grade A mall in the city and we saw an opportunity to expand it and use it as a gateway to do other developments in Ghana.”This is precisely the knock-on effect that occurred, with the purchased and revamped Mall setting the tone for Westhills Mall which opened in late 2014, Achimota set to open in October, 2015, and its Kumasi Development which will be up-and-running in early 2017.Adding the Manda Hill Centre opportunity in Lusaka, Zambia, AttAfrica is now truly an international Company and has ticked off phase one of its strategy in making its mark in the

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Edendale Hospital

Making Significant Strides in 2015Writer: Matthew StaffProject Manager: Eddie Clinton Edendale Hospital has made great strides over the course of 2015 as it continues to affirm itself as one of the leading medical pioneers in the KwaZulu-Natal province of South Africa.Having achieved a score of 90 percent in the latest National Core Standards assessment, the institution’s rise from humble beginnings has arguably been completed from an outside perspective but, from an internal point of view, the Hospital’s development is far from done.An ongoing commitment to continuous improvement and remaining ahead of, or at least in line with, global medical care processes has culminated in yet another proactive 12 months of capital expenditures, knowledge sharing, treatment enhancements and, most importantly, patient care improvements.Urolology and ophthalmic services have both seen service expansion, while Edendale’s Emergency department has also benefitted from new technologies and machinery to enhance diagnostic aspects.   Two further ward upgrades, the installation of 256 network points to enhance tech access around the hospital, and the implementation of additional CCTV cameras to improve security are further evidence of what can be achieved in just one year, and are all part of a general R237 million grant from the Department of Health (DOH).“Capacity increases will occur through the DOH Revite programme while other projects have followed on from this as a result of the hospital needing a revamp because of its ageing infrastructure,” explains Edendale’s Chief Executive Officer (CEO), Zanele Ndwandwe. “It consists of a fire detection system, electrical reticulation upgrade, new linking bridge, provision of decanting space, an upgrade of

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Virgin Active SA

Live Happily Ever ActiveWriter: Matthew StaffProject Manager: Callum Philp The Virgin Active SA (VASA) footprint was established in 2001 when Nelson Mandela phoned Richard Branson to ask him to save thousands of jobs by taking over the liquidated Health and Racquet Club.  Branson agreed and set in motion what was to become one of South Africa’s most loved and instantly recognisable brands.Virgin Active’s success has been built on a strategy that focuses on three key factors: Location; the use of precise demographics to ensure the clubs are situated in large catchments where the demand will support building large facilities. Value: large facilities allow the company to drive economies of scale which provide the opportunity to offer outstanding value for money with comprehensive multi-use facilities at competitive prices. Service; Virgin Active is a dynamic business with one of the world’s most recognisable global brands, which enables the company to attract great people who are very passionate about customer service.An effective recruitment, performance and talent management process is critical to the success of the business, with emphasis placed on proactive identification of future talent that supports the organisation’s strategic plans and championing of VASA’s values. In turn, the Company proved to be an extremely attractive business proposition.Classic CollectionIn April, 2015, CVC and Virgin Group announced that Brait had acquired a controlling interest in Virgin Active in a transaction that put an enterprise value on the business of £1.3 billion. Brait’s experience in long-term global investments, as well as in Virgin Active’s biggest market, South Africa, fitted with Virgin Active’s aspirations for

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Ghana National Petroleum Corporation

Harnessing Petroleum Resources for Ghana’s Sustainable GrowthWriter: Matthew StaffProject Manager: Eddie Clinton Ghana National Petroleum Company (GNPC) continues to fulfil the needs of a nation in meeting governmental expectations amid challenging industry conditions.As a corporation 100 percent-owned by the Ghanaian government, it is responsible for the provision of commercial oil & gas, both onshore and offshore, and was created to promote the country’s objective of supplying adequate and reliable petroleum for the country and the discovery of crude oil across all the nation’s regions.Established as a state-owned Company, the mandate was and remains simple; to engage in exploration, production and disposal of petroleum products. And, for a country and indeed region that relies so heavily on the industry, the pressure to adhere to these functions in an innovative, diverse and socially responsible way is something that GNPC has strived for since its inception.“The Corporation has amongst it functions to promote petroleum exploration activities, to appraise existing petroleum discoveries, to ensure that Ghana benefits the most from the development of the country’s petroleum resources,” its Wikipedia page aptly explains. “The Corporation promotes the training of Ghanaians in petroleum-related activities and ensures environmental protection in all petroleum-related activities.”After six years of establishing commercial crude oil quantities, the country’s oil fields - known as Jubilee Fields - were finally entered for production in late 2010, with the Corporation enjoying a controlling stake in all active oil wells.Further expansions from this initial western foray were later witnessed through a new oil discovery at the Paradise offshore project - discovered by US Company, Hess

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Corner Bakery

Taking a Share of the Retail PieWriter: Emily JarvisProject Manager: Chris Marsh Selling more than one million pies every month and creating more than 2,000 jobs through its franchisees, Corner Bakery has cemented its reputation as a fresh food and confectionery provider, baking products on-site daily to the highest food hygiene and safety standards across the franchise. Complementing the sale of pies and baked goods is a new range of Brazilian coffee from the Equatorial Coffee franchise brand. Corner Bakery recently passed the 640 store mark, making the up-and-coming franchise Group the fourth biggest retail chain in South Africa in terms of store numbers, and one of the biggest local business success stories in the country.“We are dedicated to bringing you our wide range of products every day with extra convenience to suit your schedule at the kind of prices that suit your pocket,” says the Company.Holding Company, Retsol’s Chief Executive Officer (CEO), Wayne Duncan is particularly proud of the rapid growth and acceptance of both brands into South Africa’s convenience food & drink industry.“Retsol was started and is still operated by experienced entrepreneurs who are constantly innovating to offer consumers the best products and services in a retail setting,” the CEO states.Since purchasing Corner Bakery in 2007, Duncan has grown the Company from a “franchise by name only” with no franchisees, to one with outlets in Engen Garages across not just South Africa, but a further 65 stores spread across Botswana, Namibia, Zimbabwe, Mozambique, Zambia, Reunion and Mauritius.Since signing a management agreement with Engen just under five years ago,

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Three Streams

Celebrating 25 years of Sustainable AquacultureWriter: Emily JarvisProject Manager: Chris MarshHaving been present in the aquaculture industry since 1990, Three Streams has experienced firsthand the need to address the intensifying demand for quality fish products in sub-Saharan Africa, through its involvement in the entire value chain; including research & development and distribution of marine fin-fish.Celebrating its 25th anniversary this year, the Company has witnessed healthy and steady growth of its business in line with increasing demand for aquaculture production; helping to build a market that was virtually non-existent a few decades ago, into a thriving mainstream retail, wholesale and foodservice industry.“Supported by my two brothers, Andrew and David, we were able to embark on an ambitious strategy of vertical integration with a concerted focus on supplying a quality product. Rather than trying to be a price-setter, the business was designed to recognise the need to remove pressure on the ocean’s dwindling resources by establishing sustainable fish farming activities and value-added services such as smokehouses and hatcheries,” explains Gregory Stubbs, Chief Executive Officer of Three Streams.Now with a footprint spanning beyond South Africa into Zimbabwe and the highlands of Lesotho, Three Streams has created a better economy of scale for the business, creating fruitful partnerships that add value through sustainable fish farming practices.“The future of fish farming and production requires continuous investment back into the Company, and keeping a close eye on the latest industry trends and regulations and training our staff to uphold these standards in order to maintain customers for the long-term,” he adds.Identifying potentialThrough its closely-linked

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Delta Food Industries FZC

UAE’s Cream of the CropWriter: Matthew StaffProject Manager: Sammy Wilkinson Delta Food Industries is capitalising on a strong first four years of operations inside Sharjah Airport Free Zone, UAE with its latest capital investment which will see enhancements across capacities, range and efficiencies as the Company enters the next stage of its international development.The Free Zone exporter of food products - ranging across tomato paste, tomato ketchup and milk powder products since 2011 - occupies an area of 9,000 square metres inside the Sharjah Airport International Free Zone (SAIF-Zone), but with an ethos of continuous improvement and expansion, a recent 20 percent stake sale to Rafi Agrifood in July has set the tone for its biggest step forward to date.In-keeping with the Company’s general upgrade and expansion plan across its facilities, a new plant for the production of evaporated milk and sterilised cream is due to open in December, 2015; not only consolidating its strong position in the Middle East and GCC market but leveraging its new products to introduce more advanced technologies and process into the business also.“In September, 2014 we decided to venture for the manufacture of evaporated milk and cream and immediately purchased the adjacent premises at E2-10 and ordered machineries for dairy plants,” says Chairman, Shiraz Osman. “The new dairy production machinery is a modern, state-of-the-art technology imported from Europe and India and is capable of producing 90,000 cartons of 170 gram evaporated milk and cream. “The processing facility for the dairy plant has also been designed in such a way that it can double its

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Vodafone Ghana

The Journey of Transformation ContinuesWriter: Matthew StaffProject Manager: Donovan Smith Vodafone Ghana has surpassed its expectations in 2015, fulfilling its ambitions not only in terms of network expansion, but also across its wider, more all-encompassing, goal of enriching the country as a whole.Established in 2008 following the acquisition of Ghana Telecom, the core blend of mobile and fixed offerings has been complemented in the subsequent seven years by a plethora of value-add services, bridging mobile money and broadband data especially.The latter has been a core focus over the past 12 months too, having invested GH¢4.5 million into its fixed broadband network, once again finding a way to enhance what is already a market-leading option for its loyal customers.“We have invested in modernising the infrastructure as well as developing a backbone of fibre across the entire country. This is not only serving the needs of the Company, but also the wider industry and other players in the market who want access to that connectivity,” explained Chief Executive Officer (CEO), Haris Broumidis at the start of the year. “The process has been a journey of transformation, and still remains an ongoing agenda.“It is our responsibility to ensure that every corner of Ghana reaps the benefits of the Vodafone offering in their lives.”Such widespread national transformation isn’t always as simple as injecting money into a project however, with the digital domain influenced not only by market competition, but adjacent industrial challenges as well.The advent of the energy crisis, for instance, has made it difficult for all operators to offer consistent connectivity across

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Cellulant

Leading Payment Ecosystem for the Increasingly Mobile AfricaWriter: Emily JarvisProject Manager: Donovan Smith After 13 years of connecting consumers in Africa to digital mobile payment services, Cellulant has been able to unlock unprecedented growth and continues to shape the business in pursuit of its goal to connect more than 100 million consumers in Africa, while building a $1 billion Pan-African Company.Formed as a result of blue-sky thinking between two likeminded individuals, Ken Njoroge and Bolaji Akinboro, Cellulant has a history full of award-winning industry firsts, known for its intuitive mobile content applications and services across Africa since the launch of its first platform in 2004.“Cellulant’s original business model was drawn up on a table napkin. Right from the beginning, we knew that we wanted to build a Company that provides services at the intersection of government, financial services, consumers, mobile telephone companies and content providers, creating real technological solutions for African consumers and businesses,” recalls Njoroge, the Company’s Co-Founder and Chief Executive Officer (CEO).After testing mobile banking platforms in focus regions across Africa, in 2009, Cellulant deployed the first mobile banking solution using US currency for one of the first multinational banks; becoming the third Company globally to deploy this solution. From here, the Company’s success began to manifest itself in mobile payment and financial inclusion solutions to create a seamless experience for operators and the consumer across mobile commerce.“Cellulant’s digital payment solutions have been the catalyst for the penetration of mobile commerce across the countries in which we operate our mobile banking and mobile payment solutions. By digitising

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Carlson Rezidor

At the Upper Scale of Hospitable Recognition      Writer: Matthew StaffProject Manager: Stuart Parker One of the world’s largest and most dynamic hotel Companies has strengthened its already extensive African portfolio in 2015 via the opening of numerous new establishments.Targeting both new and existing countries of operation, the latest additions represent 15 years of expansion on the continent, having initially introduced its internationally-recognised brands - Quorvus Collection, Park Plaza, Country Inns & Suites by CarlsonSM, Radisson Blu, Radisson Red and Park Inn by Radisson - to Africa at the turn of the century, in South Africa.Nearly 70 hotels and 26 countries later and the Group can be truly recognised as one of the sector’s most successful international businesses on the continent. However, Carslon Rezidor views its development as far from complete, as indicated by its recent opening of the Radisson Blu M’Bamou Palace Hotel in Brazzaville in the Republic of Congo; its first foray into the country.“We are delighted to arrive in the Republic of Congo; the 26th African country we are present in,” enthused Rezidor President and CEO, Wolfgang M. Neumann. “Africa is our most important growth market, and we want to further expand our network together with existing and new partners.“As Africa continues to grow and thrive economically, we are delighted to be part of this momentum by welcoming the first internationally-branded hotel to the area,” added Marc Descrozaille, Vice President for sub-Saharan Africa.“Brazzaville is a key port and host to many corporations, government organisations, NGOs and Africa’s regional office for the World Health Organisation.”The upscale

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Collins Property Group

An Opportunistic Approach to PropertyWriter: Emily JarvisProject Manager: Stuart Parker With a history spanning four generations over a period of more than 100 years of operation, Collins Property Group is leveraging its reputation for commercial property development to reach new strategic milestones across a wider African market. Since entering a Memorandum of Understanding with Tradehold (TDH) for the bulk of its African property interests outside South Africa last year, Collins Property has adopted an opportunistic outlook for the future growth of the business in sub-Saharan Africa.“Although the majority of our business over the past 10 years has been in the development of distribution and retail centres throughout Southern Africa, the Group has recently moved into residential development projects, as well as increasing its activities across the continent; in a bid to make sure we can provide an end-to-end service for our clients,” says Murray Collins, Managing Director of Collins Property Group.Led by a dynamic and hands-on approach, the Company’s total property solution approach was identified as a way to become more competitive, making decisions much faster to ultimately deliver a high quality product within an improved time frame.“We have built up a significant project portfolio that demonstrates our core competencies and ability to handle a project from the planning phase right through to asset management. Moreover, the absence of hierarchy within our management structure means we’re able to make decisions and deliver on our promises much faster than ever before,” he adds.Strategic partnershipsAs one of the first property developers to move into Africa’s retail and distribution sectors during the

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