FOOD & AGRICULTURE
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T
he food and agriculture sector is perhaps facing its greatest challenge in recent history. Diverse and complex factors, that will greatly affect the demand, production, and distribution
of food over the coming 20-years, are increasingly converging to create an environment which provides threats and opportunity in equal measure. Today, it’s not enough for the sector to focus solely on boosting production. The global food system must produce sufficient output to feed a fast growing, hungry world population, as the water, energy, and land required to do so becomes increasingly scarce. Vast sums of capital have been invested in finding innovative new sustainable ways of improving yields which will meet soaring demand, and combat hunger and poverty, whilst protecting the security and livelihoods of the millions upon millions of employees and farmers around the world who rely on the sector to feed their families. Balancing these competing pressures has placed a heavy burden on the sector, and yet few industry leaders would have any complaints; corporate-social responsibility isn’t just a buzz-word nowadays, and
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aware of their obligations and responsibilities to the communities in which they operate, the environment, and of course the consumer. We at Endeavour have had the privilege of featuring a spread of successful, dynamic companies from all areas of the industry and every corner of the globe over the years, and feel now is an perhaps the world’s most important industry. This is an exciting time for the food and agriculture sector, and we hope you enjoy the news and stories inside our magazine as much as we enjoyed finding them.
DJAMIL BENMEHIDI
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Endeavour Magazine | 3
CONTENTS
20 Wellocks
FEATURES 6 Baitali Group Building Together 12 Diageo Guinness Cameroun Raising A Glass 20 Chelmsford Star Co-operative Society A Cooperative Approach 26 Wellocks A Taste Of Perfection 35 Coca-Cola® EKOCENTER Empowering Communities 42 Kendal Nutricare Feeding The Future 50 Red Crest Farms ANCA Foods Taste The Difference
36
Kendal Nutricare
4 | Endeavour Magazine
29
58 66 74 81 87 93
Coca-Cola® EKOCENTER
Hissho Sushi Certain Victory! Mario’s Pizzeria World-Class Pizza With A Trinidadian Twist Pepsi Jamaica Bottling Company Ltd Bringing The Pepsi Taste To The Island Pizza Boys The Taste Of Italy Shoon Fatt 50 Years Of Quality Banana Investments A Banana Beer Pioneer
44
Hissho Sushi Endeavour Magazine | 5
BAITALI GROUP WWW.BAITALIGROUP.COM // 00597 530 654
BUILDING TOGETHER Construction and agriculture – these industries evoke opposing images of urban and country development, hard to imagine working in harmony, and yet these are the two pillars of Suriname’s Baitali Group. In reality, both industries are cornerstones of civilisation, and one cannot exist without the other. For the Baitali Group, this is especially true: we spoke with Farsi Khudabux, company CEO, to talk about the two faces of the company, and what it is that pulls the Baitali Group together. WRITTEN BY ALICE INSTONE-BREWER
BAITALI GROUP
The Baitali Group run a regional operation, working in
Suriname and its neighbouring Guyana as well as throughout the Caribbean. Like any group, it is the umbrella for a range of companies, some of which were founded almost 40 years ago whilst others have only stood for four. This range of experience and services is the product of a long and evolving tale, including venture in construction, manufacture, agriculture and even mining. With these many strings to their bow, Baitali Group are a jack of many trades – but that hasn’t stopped them mastering some, too.
B
reaking the Group down, the umbrella covers the following companies: General contractors Aannemingsmaatschappij Baitali (AMB), manufacturers Baitali Pavement Products (BPP),
testing company Baitali Pavement Testing & Technologies (BPTT), Batali Mining and the agricultural Machinale Landbouw Nanni (MLN). Their customers range from rice exporters to government bodies, their contracting work covering everyone from local groups to multi nationals. Their collection of services first began to take form in 1960, with the construction company Surinaamse Constructie Maatschappij N.V. (SCM). SCM stood as the sole
Proud to support Baitali Group
company in the Baitali Group for 20 years, until AMB succeeded it in 1980. The second company would serve as a replacement to the first, rebranding the efforts and experience of the last two decades into a new and smoother machine. AMB’s core operations revolved, and still revolve, around infrastructure, performing engineering, construction and project management on major projects within road construction, dewatering, dike construction and irrigation works. It is a field
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8 | Endeavour Magazine
that comes laden with wide-spread implications for Suriname, and that’s a responsibility that AMB take seriously. In their own words; “Purposeful, smart and sustainably designed infrastructure is key to well-being, economic growth and prosperity.” AMB have delivered some of the largest and most complex civil infrastructure projects in Suriname, ranging from major irrigation projects to work on heavy duty pavements for the country’s ports and harbours. Not stopping at construction, AMB are also involved
in the design and operation of the infrastructure they help to create, including services in traffic planning, utility relocation and sustainable infrastructure design: “AMB combines smart planning, resilient design, technical know-how and an integrated approach to make visions become a reality. We have helped customers bring ambitious concepts to life, like large-scale urban development projects.” AMB’s extensive works represented the entirety of Baitali’s activities for six years, but as is often the pattern after six years of success, it became time diversify. Mr Baitali did so in a drastic direction, not complimenting his contractors with a manufacturer or expanded construction services, but instead branching into agriculture. To forgive the pun, the founder didn’t want to put all of his eggs in one basket – however, the agricultural company’s main output was in fact rice. MLN took on rice production head-on, launching into this new field by tackling every aspect of the industry, all the way from sowing through to processing and sale. Today, the company’s annual production is approximately 5000 tons, most of which is exported to Europe, whilst the remainder is sold on the local market. This two-pronged company continued in its approach, growing
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We would like to congratulate Baitali Group on their continued success.
Neumanpad No. 46 Paramaribo Suriname
Tel. (597) 478272/ (597) 8868834 Fax: (597) 478273 Email:chisupmp@gmail.com Endeavour Magazine | 9
BAITALI GROUP in expertise and experience, until 2012, when the diversification
able to support, monitor and cover its own operations essentially
bug struck again. This time, three new companies were founded
head to toe – a position that results in consistency, reliability, and
in the space of two years, more than doubling the number of
significant savings along the way.
companies under the umbrella in a sudden burst of activity:
At the cusp of this game-changing expansion for the Group,
Baitali Pavement Testing & Technologies, Baitali Mining and Baitali
Farsi Khudabux took over the role of CEO. He has held the position
Pavement Products were all founded consecutively. These three
for the past five years, part of a total 12 with the Group. As an
companies worked in co-operation to streamline a new range of
overseer of this change, we asked Farsi what he felt Baitali’s key
operations that all built upon AMB’s origins: road laying, asphalt
to success has been. For him, it is always the people. “I started in
and concrete.
2005 as a Junior Engineer and worked my way through different
Founding three new companies hot on each other’s tails is a
positions and departments to the position that I have now. I think
costly and ambitious move, but in doing so, Baitali set themselves up
this is a good example of how the company facilitates personal
with a smooth, well-integrated series of operations. BPP specialise
growth.”
in asphalt, soil cement and subbase production, whilst Baitali
An inevitable part of any expansion, and particularly the
Mining produce aggregates perfect for this process. Their mines,
founding of new companies, is a growing body of staff. Farsi sees
currently operational in Apoera and Upper Corentyne (Kabalebo),
the protection of these assets as top priority, and what enables
also produce different sizes of dike stones that are essential for
Baitali to achieve the range of quality services they offer: “We
the Baitali Group’s infrastructure works, with enough left over
employ 400 people and we consider each one of them as the most
for profitable trade with the Apoera and Wakay port. Meanwhile,
important asset of our company. Our vision is to give employees all
BPTT is a certified research laboratory, providing geotechnical
the possibilities and opportunities (especially training) to develop
engineering and testing on all types of materials needed for road
themselves in a professional way. Ultimately, they shape the
construction. Between these triplets and AMB, the Baitali Group is
organization.”
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Despite this dedicated workforce and a wide and well-
goal, with so many of its branches supporting each other, whilst still
connected series of operations, Baitali’s market has thrown the
operating in their own rights. However, they aren’t stopping there
company several challenges. Farsi explained:
– with local funds an issue, the Group’s companies are starting to
“The industry Baitali Group operates in is currently experiencing
look abroad: “Baitali Group is attempting to spread its wings beyond
difficulties due to the economic recession in Suriname. Due to price
Suriname. We are aware that at some point, the small society and
drops of the country’s leading commodities (gold and oil), there has
scale of Suriname might become an obstacle in the expansion that
been a drastic cut in government earnings. Since the Government
we aspire towards.”
and government related institutions have been the prime market
Yet despite local strains, Baitali’s success in Suriname is far
of Baitali Group, this development also had its influence on our
from over. Quite the contrary – they have a slate of plans at home
company.”
as well as for abroad, including designing, building & financing a
When keeping afloat in difficult waters, attention can end up
project for reconstructing the East-West connection road into
turned on the competition. However, Farsi is more concerned in
Suriname, launching their own rice brand, and investing in ocean-
seeing Baitali being the very best that it can be, rather than focusing
going vessels for the export of their aggregates. Most notably, they
on undercutting its rivals. “As a large-scale company, we certainly
have recently won a contract for rehabilitating one of Suriname’s
face competition in Suriname, but our approach to competition is
busiest shopping streets. Suriname has been the home of Baitali’s
positive. In our industry, and certainly in an economy as small as
success since the 1960s, and the Group are far from flying the
Suriname’s, we don’t consider competitors as rivals. We believe
nest – more, their home is a country they will continue to benefit
that competition is a positive impulse to raise your bar. We just try
and improve through their infrastructural expertise, and from that
to do everything with an extra touch of our core values and always
foundation, can reach out to the wider world and see just how far
try to be one step ahead.”
their ambition takes them.
The Group has already positioned itself well to achieve this
BAITALI GROUP OF COMPANIES Duisburglaan 29 Paramaribo, Suriname
Tel: +597 530-654 Email: info@baitaligroup.com Website: Baitaligroup.com
DIAGEO GUINNESS CAMEROUN WWW.DIAGEO.COM // 237 6 72 84 69 09
RAISING A GLASS For a company that’s only 20 years old, Diageo has a long and rich history behind it. Representing brands whose founders date back to the 1700s-1800s, they understand the importance of legacy – both honouring the ones that have been left to them, and bearing in mind the one they will leave. WRITTEN BY ALICE INSTONE-BREWER
DIAGEO GUINNESS CAMEROUN
As a Group, they are building more than just profits and
sustainable business: for their clients, they are creating a culture and experience, and for their employees and the areas they impact, empowered futures. We spoke with Kimani Kirore Mwaura, Managing Director of Guinness Cameroun S.A, a subsidiary that goes above and beyond even the Group’s expectations to protect and give back to their country with every aspect of their business.
G
uinness Cameroun SA (GCSA) has its origins on Africa’s shores,
Integrity Commitment Team Spirit
when at the start of the last century, merchant ships from the UK and Ireland would bring Guinness with them as they
crossed the sea. “Cameroonian consumers immediately fell in love with the ‘black stuff’”, Kimani tells us with a grin. The dark beverage
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STIC PLsAcrerkws co
became an instant hit, and the demand for supply remained until 1967, when GCSA was finally founded. In this year, the first deposit opened in Limbe, and in 1969 a brewery was built in Bassa, Douala. One year later, the first bottle of Guinness® was brewed. With the demand already in place, the brewery had a solid foundation from the get-go, and Cameroon is now Guinness’ fifth largest market in the world, with 35 distributors and partners covering the
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iprints
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national territory. Part of GCSA’s strength, on top of the strong demand, is the solid network they operate within as a part of the Diageo family: whilst GCSA operates locally, the Group has a global footprint, with a presence in 180 countries. Every year, Diageo produces more than 6.5 billion litres of their brands, from more than 100 manufacturing sites in 30 countries, and their products selling in 180. All of this is achieved by over 33,000 employees worldwide. When Diageo formed in 1997, Guinness were one of the first brands to join it as
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14 | Endeavour Magazine
a subsidiary. Today, the Group is a world leader in premier drinks, representing not only beers but also some of the top names in wines and spirits. Under their umbrella, they represent 29 of the top 100 most popular spirits in the world, including names like Smirnoff®, Johnnie Walker®, Baileys®, Gordon’s®, Tanqueray®...
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each brand was founded decades or centuries ago by an innovative
provide the best-quality products at affordable prices, and through
entrepreneur, and it is that history that informs and inspires
a strong ethical policy.
Diageo’s emphasis on integrity today. In their own words, they are a
“To support our ambition in Cameroon, Diageo has recently
“business built on the principles and foundations laid by the giants
granted us an important investment to carry out a capacity
of our industry.”
expansion,” explains Kimani, “Which will increase our beer
Looking at that line-up, many if not most of us will see at least
production in the coming year.” Part of this expansion is an
one name that evokes synesthetic memories of a good drinks
innovation known as the CUBE. “We just invested £3 million in the
on great nights; the music we hear and the faces we remember
first ever portable spirits packaging and bottling line in Cameroon
may vary, but the feelings are similar - they are deeply rooted in
and the sub-region.” The ultra-modern packaging line, which is
many of us, our relationship with certain beverages and the parts
christened the CUBE, blends and bottles GCSA’s mainstream spirits
they play in our social lives summed up in a brand. Like any truly
– “Brands with strong heritage, high quality liquid and distinctive
successful marketer of lifestyle products, Diageo knows that it is
packaging.” The CUBE’s efficiency will allow Guinness Cameroun
this emotive response they are selling as much as their beverages;
to produce their brands at a lower cost and a higher capacity,
it is an experience, and one that, because of their entrepreneurial
enabling them to satisfy a growing market. “The CUBE will provide
‘ancestors’, they are dedicated to promoting responsibly. Kimani
our consumers with a variety of mainstream spirits, meeting the
shares this sentiment, knowing that GCSA’s customers are part
needs of a growing middle class with first-class quality brands.”
of a much larger story; “People celebrate with our brands, and by
“In July 2009, we started the distribution of spirits brands and
doing so become a link in a chain that connects rivers and fields,
became a Total Beverage Alcohol company with the responsibility
distilleries and breweries, transport networks, the hospitality
of 22 markets in Central and Western Africa,” Kimani tells us with
industry, and the people who work and live around us.”
pride. Today, Guinness Cameroun go beyond the “dark stuff” to
This focus on community is key for Kimani and Guinness
produce and/or distribute many brands; as well as Guinness®,
Cameroun. GCSA is working tirelessly to be a significant part of
Guinness Smooth®, the non-alcoholic Malta Guinness® and
Diageo’s legacy and ongoing narrative, as well as creating their own;
Harp® Premium lager, they also cover ‘Ready to Drink’ mixers
“We strive to become the most trusted and respected consumer
Smirnoff Ice Red®, Smirnoff Ice Double Black®, Smirnoff Ice
products company in Cameroon.” They are pursuing this goal in
Electric Ginseng® and Orijin®, as well as multiple spirits such as
two ways – through expansion, to give them the ability to readily
Johnnie Walker®, Baileys®, Smirnoff® Red vodka, Smirnoff®,
DIAGEO GUINNESS CAMEROUN Gordon’s®, VAT 69®, Dimple®, White horse®, Cîroc®, Gilbey’s®
take is that any good business leader earns the followership of
and a lot more. “The depth and breadth of our portfolio is second to
his fellow employees by demonstrating clarity and being a fixed
none. Our strength lies in our scale, and our desire to continuously
reference point for vision. As a leader, I need to model trust and
improve our performance. “
respect, ignite pride and belief in what we do, raise aspirations and
As well as increasing the production of these current brands,
celebrate success.”
Guinness Cameroun is using the CUBE to take on a new name;
Guinness Cameroun employs over 400 talented members of
“After the launch of Orijin Bitters® a few months ago, we have
staff. “Our success as a business depends on the success of our
proudly launched Black & White®, the first ever Scotch Whisky
people.” Despite stereotypical notions that beer is a ‘man’s’ drink,
bottled by Diageo in Africa. Although we have imported and sold
the company actively encourages women to apply for roles within
the brand since 1970, we seized the opportunity to finish and
their company. GCSA’s goal is to reach 50% female employees,
bottle the Scotch whisky ourselves.”
which they are striving for not through ‘minority hires’, but through
Kimani took over the role of Managing Director at Guinness
inviting women to participate in their honest meritocracy. As
Cameroun in April 2016. He had previously worked for another
well as promoting women, the company hopes to promote young
Diageo subsidiary in Kenya, East African Breweries Limited, so
people and support them as they begin their career journeys.
when it comes to approaching leadership at GCSA, he knows how
They are working towards this through internships and training
to encourage his people the Diageo way. “The constraints of a
programmes, particularly aimed at generation Y, who the company
fast-moving consumer goods organization are such that you need
believes represent the future of the company, if they can gain a
to find the right balance between openness, empathy, rigor and
foothold on the industrial ladder. “We provide support so that
direction. It all refers to Diageo Leadership standards, which are:
all our employees can be responsible for their own growth, and
winning through execution, shaping the future, inspiring through
we ensure that everyone receives continuous and constructive
purpose and investing in talent. Having said that, my personal
feedback.” When hiring, the company is open to applicants whether
16 | Endeavour Magazine
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d in August 2002, CAPITAL RH is an Employment Company specialized in Recruitment, Placement anagement of Temporary Workers, Training etc. Our Headquarters is in Douala, Cameroon. To build a Created in August 2002, CAPITAL RH is an Employment Company specialized in Recruitment, Placement ssing business and play a significant role in the success of our client DIAGEO GUINNESS CAMEROON, ve always made sure to: and Management of Temporary Workers, Training etc. Our Headquarters is in Douala, Cameroon. To build a
Created in August 2002, CAPITAL RH is an Employment progressing business and play a significant role in the success of our client DIAGEO GUINNESS CAMEROON, Company specialized inand Recruitment, Placement and in accordance with the highest standards of personal professional integrity. we have always made sure to: www.capital-rh.biz Temporary Workers, Training etc. To of duct our business Management activities with integrityof and ethics and within the framework of business policies clients. meet1.the of ourwith clients in relation withof long-term Actneeds in accordance the highest standards personal and professional integrity. pect and continue to comply with the DIAGEO Code of Business Conduct. workers, CAPITAL SERVICES, an incorporation CAPITAL 2. Conduct our business activities with integrity andof ethics and within the framework of business policies of e for the needs in manpower ofcreated our client, we a rigorous recruitment process as to clients. RH, wasour in keep 2008. Our Headquarters is to inworkers Douala, either for temporary jobs (12 months maxi) under CAPITAL RH or for with long term jobs under CAPITAL 3. POLICY Respect and continue to acomply the DIAGEO Code of Business Conduct. OUR TOWARDS DIAGEO GUINNESS CAMEROON Cameroon. For us to build progressing business and CES, the incorporation of CAPITAL RH. Created in August 2002, CAPITAL RH is an Employment Company specialized in Recruitment, Placement play a significant role in the success of our client DIAGEO To care for the needs in manpower ofthe ourtargets, client,aswe keep a rigorous recruitment process as to workers to gh various ways, these workers are equipped and encouraged to reach well as highly and Management of Temporary Workers, Training etc. Our Headquarters is in Douala, Cameroon. To build a GUINNESS CAMEROON, our policy has always been : place, either for temporary jobs (12 months maxi) under CAPITAL RH or for long term jobs under CAPITAL
ted to give their best. Our transparency in and our dealings with clients, workers job seekers progressing business play a signifi cant role in theand success of ourhas client DIAGEO GUINNESS CAMEROON, publicized our fame in matters of ethics and integrity.of CAPITAL RH. SERVICES, the business incorporation
“To always conduct oursure business activities with the highest we have made to:
standards of integrity and ethics and within the ess: P.O Box 24199 DOUALA - CAMEROON Through various ways, these workers are equipped and encouraged to reach the targets, as well as highly 1. Act in accordance with the highest standards personal and professional integrity. framework of business policies of ourofclients.� 237) 233 43 87 11/ 699 45 86 08 | Email: info@capital-rh.biz motivated to give their best. Our transparency in our dealings with clients, workers and job seekers has 2. Conduct our business activities with integrity and ethics and within the framework of business policies of widely our fame in matters of ethics and business integrity. Inour order topublicized care for the needs in manpower of our clients. 3. Respect and continue to comply with the DIAGEO Code of Business client, we keep a rigorous recruitment process for both Conduct.
Address: P.O Box 24199 DOUALA - CAMEROON temporary and long-term workers. Through various ways,
233 43 87 11/ 699 45 client, 86 08 we | Email: To careTel: for (+237) the needs manpower of our keep ainfo@capital-rh.biz recruitment process as to workers to these workers areinequipped and encouraged to rigorous reach the place, either for temporary jobs (12 months maxi) under CAPITAL RH or for long term jobs under CAPITAL targets, as well as highly motivated to give their best. SERVICES, the incorporation of CAPITAL RH.
Our transparency in our dealings with clients, workers
Through various ways, these workers are equipped and encouraged to reach the targets, as well as highly and job seekers has widely publicized our fame in matters motivated to give their best. Our transparency in our dealings with clients, workers and job seekers has of ethics and business integrity. widely publicized our fame in matters of ethics and business integrity.
Address: P.O Box 24199 DOUALA - CAMEROON Tel: (+237) 233 43 87 11/ 699 45 86 08 | Email: info@capital-rh.biz
Endeavour Magazine | 17
DIAGEO GUINNESS CAMEROUN they speak English or French, to further empower the Cameroonian
Cameroonians. On top of this, the company recognises its
people and make the most of the local talent at their fingertips.
responsibility to address not just the impact of its manufacturing,
“We’re here to co-create a future and a culture that is known for
but the social impact of its products. This not only includes work
the consistency of its performance, just as much as it is known for
to promote the importance of sober driving, responsible retailing
its brands - its focus on people and its purpose.”
and alcohol awareness in young people, but also extends to
As well as protecting and empowering the future of their employees and communities, Guinness Cameroun are committed to
the company’s efforts to reduce the production and selling of illicit products.
Diageo’s drive for environmental sustainability; “Our Sustainability
It is always satisfying to witness ethical practises being
& Responsibility (S&R) Strategy encompasses the actions Diageo
rewarded with success. The Cameroonian beer market is entering
takes every day to support every link in this chain, in every country
a segmentation stage, with aggressive competition between
it operates in. We call this celebrating life, today and tomorrow.”
established
This S&R Strategy focuses on three key areas: Alcohol in Society,
Cameroun SA is well positioned to stay on top, not only through
Community Empowerment, and Water & the Environment. Their
its guarantee of a top-quality product, but through this ethical
water programme follows the Diageo Water Blueprint, which aims
involvement with its employees and communities. “We work hard
to prevent the depletion of natural resources, limit contribution to
to make the most of life, to be the best we can be at work, at home,
climate change and avoid the damaging of any species, habitats
with friends, in the community and for the community. Our values
or biodiversity - ambitious and commendable goals! However,
are not just words on a page - they underpin our business and guide
the company doesn’t stop here – as well as limiting their negative
how we work.” We’ll drink to that!
and
emerging
companies.
However,
impact, they work to create a positive one by facilitating access to water, hygiene and sanitation for underprivileged communities. Since 2006, the programme has changed the lives of over 900,000
The goal of Africa’s industrialization as advocated by major international development organizations, such as the African Development Bank and United Nations Industrial Development Organization (UNIDO) is to meet the pressing and increasing needs of the people. This of course contributes to reaching some of the goals of the new sustainable development agenda of the United Nation.
At FOBS, we have been working on this over the past 10 years with growing success by providing the local food, mining, oil and chemical industry with innovative solutions (products and services). We empower them with our continuous support of expertise as enshrined in our after-sale customer service policy FOBS LTD
Z.I. Magza Bassa, P.O. Box 5913 Donala - Cameroon Tel: +237 695 19 21 11, Mail: fobs@fobs-group.com
Web: www.fobs-group.com 18 | Endeavour Magazine
Guinness
CHELMSFORD STAR CO-OPERATIVE SOCIETY WWW.COOP.CO.UK
A COOPERATIVE APPROACH The Chelmsford Star Co-operative Society is a cherished part of the Essex commercial landscape, but don’t be fooled by wellstocked shelves, great prices and professional staff, as there is far more setting the society shops apart from competitors. Endeavor Magazine spoke with Barry Wood, CEO of the Chelmsford Star Co-operative Society, to find out more about his passion for the company he represents and what makes it so special. WRITTEN BY AMY BUXTON
CHELMSFORD STAR CO-OPERATIVE SOCIETY
Let’s go back in time to 1867, when Chelmsford initiated
its first Co-operative society. That’s where our story begins, with pioneering people looking for a more inclusive, fair and respectful way to interact and trade and these ethics and interests have been preserved throughout the centuries. That’s right; we aren’t simply talking about decades here, but centuries of amazing heritage.
B
raintree had a society as well, back in the day, but transferred
continues to meet the needs of its members and continues to
its engagements to Chelmsford in the 1960s, allowing for a
seek new challenges to increase and strengthen its trading and its
natural expansion that now includes convenience food stores,
membership bases.”
travel agencies, department stores, funeral directorships and even property rentals. The Society says that;
Let’s talk about Barry Wood for a moment. Here is a man and a retail professional that has no interest in switching allegiances and
“The aim then was to supply goods to the general public via a
has enjoyed climbing to the top over the past 30 years, so what
membership scheme which cost £1 to join – a large sum in those
is it that keeps him at the Chelmsford Star Co-operative? For one
days and yet today it still only costs £1 to join most retail societies,
thing, he has always seen a future with the company, thanks to
including ours. Members were also entitled to receive a proportion
a nurturing and inclusive sense of community and he enjoys the
of the profit from their purchases, which was returned to them in
sense of stewardship that comes with his role;
the form of a dividend, and this is still the case.”
“As a company, we remain focused on our members are
When Barry Wood started with the company, 30 years ago as
thinking, rather than simply chasing short-term gain. We are
a Saturday-boy, there were more societies in existence, but over
focused on protecting the legacy and ethics of cooperatives for
the years, many smaller ones have found themselves struggling to
future generations, so there is a really underlying sense of longevity
continue, which has led to them being absorbed, but there is one
in any role here. Governance is increasingly important in today’s
thing to remember; all shops remain independent. This means that
society and those of us here are aware of working for an ethical
community involvement can remain the guiding influence, without
entity and wanting to do so for a long time.”
national or overarching principles getting in the way. The mission
Speaking of the community that Co-operative workers enjoy,
statement of the Chelmsford Star Co-operative Society really does
which is tantamount to a family; let’s have a look at the way that
speak volumes about just how important an intrinsic connection to
the Society seeks to give back to shareholders, staff and local
local people is;
communities.
“Our mission is to work together, giving life and meaning to
Any retail outlet measures its success in terms of balanced books,
the Co-operative difference by trading ethically in order to share
but this is no ordinary operation. Here, success is also measured in
our success and serve, support and sustain local communities.
terms of how local producers are supported, how many dividends
With stores located throughout Chelmsford, Braintree and the
can be given back to members and how much revenue remains
surrounding areas including south and mid-Essex, the Society
within the community. Using local suppliers, wherever possible,
22 | Endeavour Magazine
CHELMSFORD STAR CO-OPERATIVE SOCIETY has led to the Chelmsford Star Co-operative estimating that 33p
£2.50 out of our profits for every £5 earnt. Barrow Farm Riding
of every £1 spent stays within the locality and profit payouts are
for the Disabled has earned the most so far and we have been
exceptionally special as well.
exceptionally proud to support them.”
Consumers have become a little jaded in recent years and
With an open and honest approach to profit sharing in place,
unsurprised when large organisations seek to pay top-bods
it should come as no surprise that working for the Chelmsford
exorbitant bonuses, but the Chelmsford Star Co-operative Society
Star Co-operative is something of a pleasure. Currently 900 team
looks to maintain a legacy, by offering modest bonuses, regular
members-strong, the staffing body is impressive and constantly
Member dividends and benefits to members. In this sense, Barry
supported to be the best that it can be. With those showing signs
sees himself as something of a custodian, ensuring that Chelmsford
of talent being encouraged to ‘hit the ground running’ and plenty of
Star’s good name is protected and the community benefits continue;
career opportunities springing up, thanks to recent expansion plans,
“There are a number of things we do for charity. Firstly, we
Barry encourages people to see a job with the Chelmsford Star Co-
nominate a ‘charity of the year’ which is chosen by our employees
operative as a potentially lifelong career. When you consider that a
and run events in order to support it. We look for a local, deserving
large percentage of the current workforce is made up of students,
cause and encourage the public to get involved, by displaying
this really could be a viable option for those seeking a rewarding
collection buckets and promoting fundraising events. Secondly, we
and exciting opportunity.
have our Community Card scheme. Since 1999, the Community
Looking to the future, Barry is excited, and with good reason. The
Card scheme has been in operation, whereby genuine local charities
Chelmsford Star Co-operative Society is seeking opportunities to
and community groups can apply to join and on acceptance, are
expand into London, by snapping up shops as soon as they become
given a number of cards to give their supporters. When a supporter
available, thanks to enviable relationships with local agents. Don’t
swipes their card, they earn points and these are converted into
go thinking that an indelicate approach is being taken though, as
money. We give £5 for every 1000 points earned we add a further
that simply wouldn’t be on-brand. Instead, independent shops
“We are proud to be associated with Chelmsford Star in supplying both the food & non food retail stores”
www.unishop.co.uk 6-8A, Takeley Business Centre, Dunmow Rd, Takeley, Bishop’s Stortford CM22 6SJ, UK sales@uni-shop.com • 01279 870333 24 | Endeavour Magazine
that are at risk of closure due to retirement, or other reasons, are being taken over with a sensitivity and tact that is far beyond most commercial groups and, where possible, existing staff members are retained; “The way we look at it is that there are Co-ops nationwide, but we know our local area better than any large corporation can, so we can really benefit communities with our specialist knowledge. We know what people need and where and because of this, we want to give back, in a viable and appropriate way. Of course, we need to be commercially successful, but not for gravitas, but to be able to deliver on our ethics and promises. We need profit in order to be able to use it responsibly and in a way that is special and unique to Co-op; for the benefit of the people that helped us garner it.� With new stores being taken on, existing premises enjoying serious renovations and an innovative end-to-end point of sale system in place, the Chelmsford Star Co-operative Society looks set to stride into the future with assured aplomb. After all, it has been in place for 150 years already and by staying true to the founding principles of returning money to shareholders and communities alike, we see no reason why it won’t be enjoying extensive success
MOSAIC PR & DIGITAL provides
integrated marketing services to both public and private sector clients across the UK. We are proud to support Chelmsford Star Co-operative Society and serve our local communities together. May your star shine brightly for another 150 years.
in another 150.
Endeavour Magazine | 25
WELLOCKS WWW.WELLOCKS.CO.UK // +8444 993 444
A TASTE OF PERFECTION In the British food world, the Wellocks name is synonymous with freshness, reliability and quality. We spoke with company CEO, James Wellock, about his experience growing up with the company in its early years, and how it has boomed into an unrecognisable success under his management. WRITTEN BY ALICE INSTONE-BREWER
WELLOCKS
James Wellock’s first taste of the food industry was working for his father in Lancashire. Richard Wellock had built his living supplying potatoes to local fish and chip shops, having sold up his stall in Skipton Market to focus on this more profitable side of the vegetable trade. As the company grew, he invested in three wagons and began supplying to local green grocers around the area.
J
ames grew up helping his father as-and-when, and after
with 15 employees. Under James’ management and leadership, the
college, his joined the business full-time. Traveling to
company has now exploded into a national network, delivering to
Manchester at midnight, bartering for produce at the city
every corner of the country, and those 15 employees have grown
marketplace, he thought to himself, there had to be a different way
into 470. Wellocks travel over 110 routes, delivering straight to the
of doing things. “The salesmen felt like they wanted to rip me off,”
door, whether that door is at the foot of Cornwall or the height of
James, now the company CEO, recalls. “That was when we started
Scotland. In total, Richard Wellocks’ three wagons are now a fleet
buying from local farms.”
of 120 vehicles, delivering daily to 1,500 kitchens.
This move would be a more dramatic change for the company
Wellocks’ customer base are now restaurants and hotel kitchens
than James or his father realised; cutting out the middle man
– a marked step up from their original clients, and a customer-base
allowed Wellocks to access fresher, higher-quality produce at a
that demands reliability, range and quality. They broke into this
time when supermarkets were beginning to sweep through the
market when James saw the supermarket threat growing; “One
greengrocer trade. The availability of supermarket products would
of the things we identified in the ‘90s was that the greengrocer
leave competitors needing an edge – and Wellocks would have that
side of things was dying out. Almost over-night, one of the good
edge:
greengrocers we knew started selling pre-prepared vegetables to
“It was a big win for us. We were saving money in various ways.
compete. I got together with my dad and we said, ‘We need to buy
You’re cutting out the middle man, so you cut out their wage, as it
this business,’ so we did. One of the partners is still with us.” These
were, but more importantly, we were getting a consistently better-
prepared vegetables, along with the freshness and consistent
quality product. It was a different selling point, without question.
quality of Wellocks’ good, made the company a double-threat and
When I started delivering to green grocers in Yorkshire, they’ve
allowed them to appeal to the chef market. The Northern company
historically always bought out of their local markets. We could top
later ventured their services south when one of their customers, a
this by delivering fresher products straight to their door.” Amazingly,
Michelin-star chef, relocated, and their reach grew from there.
in a time where independent businesses were falling victim to large
“I had a vision of wanting to be the best. Originally it was to be
wholesale companies, this small family business was able to stand
the best in the North, and quickly that changed to being the best
up and stand out; “We took the wholesale market on and won.”
in the UK.” In striving for this vision, James knew that customer
When James’ father retired, he inherited the business, then 28 | Endeavour Magazine
experience was key. “We give the customer the service, no matter
6 years ago Soledad flew over to introduce herself and her extra virgin oil to me and Jonny. We were gobsmacked how good it was! From this point we formed a partnership and have never deviated away form championing her oil. You could say that Special Branch was born in this partnership as we talked about how could you improve upon perfection, since our first meeting they have put their heart and soul into breaking the boundaries on extra virgin olive oil production” For more than 200 years, Finca Duernas has been growing the very best olives to offer a truly unique extra virgin olive oil.
PREMIUM EXTRA VIRGIN OLIVE OILS FROM CÓRDOBA, SPAIN
200 YEARS IN THE MAKING fincaduernas.com
Endeavour Magazine | 29
WELLOCKS what. We’ve bent over backwards for customers, and that aspect of
for any department to make a mistake”, James laughs. This includes
the business has never changed.”
their own online order system which, as of this year, shows chefs a
“We’re essentially a massive logistics company – one that
live update of their stock availability, giving customers the ability to
needs to take orders from around the country and deliver in a
select their own alternatives and plan their spending accordingly.
timely manner, predominantly around the breakfast period the next
“It’s in clear black and white - they’ve got absolute clarity, and so
morning.” This fast turnover, and the high demand for accuracy that
have we. There’s no answer phone message with a chef clattering
comes from high-quality kitchens, meant that in order to succeed,
pots and pans in the background, or a thick Highlands accent no
Wellocks’ logistics needed complete efficiency; “People ask us,
one can understand! There’s no grey areas, which means we’ve got
‘What is local? How do you define local?’ For us, it’s the 24-hour
no excuses.” The company has also developed a picking system that
turn-around from growing it in the fields to delivering it in the
marries with the online orders, selecting every product by barcode
kitchens the next morning. The crux is to make sure that there’s
and assigning these to barcoded trays, which are in turn assigned
only three people in the supplier chain: the producer, us and the
to a customer. The system reduces the possibility for human error –
chef.”
essential in a vast operation with Wellocks’ fast turnover.
So how does the company efficiently manage a fleet of their
This attention to detail and stress on perfection is present at
size? Everything is monitored and run from an in-house system,
every level of Wellocks’ operations. “We look at every part of the
developed and maintained by their team of IT staff. “We have
operation, and how we can make that part the best it can be.” This
software that can track every vehicle every minute of the day. Each
attitude extends right down to the appearance of their fleet: “We
vehicle has fully surrounding camera systems - in the cab, out the
don’t call them drivers, we call them Delivery Reps. They have
front, down the sides, on the back - so we know what the vehicle is
to wear a shirt and tie, and polished boots. The vehicles are all
doing, where it is and if it is being treated properly.”
polished too, every week, and they’re washed and sanitised every
“We’ve been trying to develop a system that makes it impossible
30 | Endeavour Magazine
day.” Wellocks even service their own fleet, to monitor the quality
of the repairs and get the vehicles back on the road as quickly as possible. “I think of delivery like a can of coke – you walk up to a drinks machine, put your coin in, a can drops down and you walk away happy. We’re trying to deliver that experience for 6,000 products.” Whilst every aspect of the business is important to James, he knows what it is all about – the food. The company is constantly adding to their wide range of products by broadening their already extensive supplier chain, but more than this, working closely with certain producers to create unique, stand-out products. “We’re very proud of them all, but there’s certain products that are special to us. We wondered how to get this across to a prospective customer, and so we developed Special Branch.” Special Branch is a list of around 100 products that Wellocks have developed in collaboration with their manufacturers. “For example, we worked really closely with a supplier who told us that she wanted to create the world’s best olive oil, and we backed her. Over a six-year period, she’s put some ground-breaking new procedures in place, and her product’s actually been named the best organic olive oil in the world.” Thanks to their involvement, Wellocks now
The company was established in the early 1960’s. Since then, the familyrun business has been a motor for the production of apples and pears in the Loire Valley (France). All our growers share the same targets of sustainable production, high quality standards and customer service. The fruits are grown in France and the company is capable to supply a wide range of products along the year. More than 20 varieties of apple and pears are grown, packed and sold by the company, including the Antarès® apple and the Sweet Sensation® pear.
have exclusivity for this top-tier olive oil in the UK. “We’re always
20 varieties of apples and pears
Expertise over the year
Comitted to sustainable development
France... www.apple-bird.com France - Tél + 33 (0)2 41 29 22 22 - www.levergerdelablottiere.fr Endeavour Magazine | 31
WELLOCKS developing more products like this – they improve our product range and set us apart.”
confident when ordering the product.” From local fish and chips shops in Lancashire, Wellocks’
Despite developing their reputation through local foods, as
customer list has become a who’s who of the UK’s culinary circles.
Wellocks have expanded, so has their reach. Their supplier network
“We supply the vast majority of Michelin star kitchens in the UK,
now includes companies from most of Europe, South America and
5-star hotels, country gastro hotels and pubs – even races courses
America, as well as Thailand and Kenya. Even in their over-seas
and premier league football clubs, including Man United. Basically,
ingredients, Wellocks emphasise the importance of freshness;
if you went anywhere in the country, we could recommend the best
“We’re the only UK company that air-freight limes in from Mexico
places to eat.”
every week. They leave Mexico on Saturday and we pick them up
Wellocks’ expansion as a company has been extraordinary,
at Heathrow on Monday.” Instead of a lime several weeks old by the
growing not only in size but in the products, services and sheer
time it reaches a chef’s kitchen, they can rely on Wellocks’ reaching
quality they offer. It has taken financial gambles, an entrepreneurial
them in a matter of days. “You can imagine the difference in the
mind and consistent hard work, but the CEO’s work ethic and
zest and flavour. There’s a uniqueness there that sets us apart.”
attention to detail has kept the company reaching for a high bar
Wellocks have even started to produce their own international
and delivering a reliably remarkable service. Speaking with James,
foods, which again stay as authentic as possible. For example, their
it sounds like he isn’t planning to rest any time soon: “We’ll
pasta range is made with all-Italian machinery and ingredients, right
continue to look for more special branch products, develop our
down to Italian eggs and flour. However, you can still enjoy their
delivery routes and look at expanding the customer base.” With
year-round seasonal ravioli ranges, which include British favourites
this determined work ethic, it seems Wellocks will only continue to
such as asparagus ravioli when the vegetable is in season. “We’re
grow from strength to strength. “Without a doubt, there’s still a lot
looking to give chefs better quality than what they could make in
more that we can do.”
the kitchen, as well as a consistency in quality that leaves them
32 | Endeavour Magazine
34 | Endeavour Magazine
COCA-COLA® EKOCENTER WWW.COCA-COLACOMPANY.COM/EKOCENTER 001 404 676 5256
EMPOWERING COMMUNITIES WRITTEN BY DJAMIL BENMEHIDI
For those of us fortunate enough to enjoy comfortable lives of plenty in the front seat, it can be easy to forget, when we’re taking a few minutes out between morning meetings, that billions of people are not so fortunate. Global poverty is an ongoing crisis which blights us all. That isn’t to say that great progress hasn’t been made over the past 20 years, during which 2 billion people have been lifted out of extreme poverty. However, finding a way to reach out to the near 800 million – around 12% of the world’s population – who remain destitute has seemed almost too big a task to be possible. That is, until now. Endeavour Magazine | 35
COCA COLA EKOCENTER COCA-COLA® EKOCENTER
Endeavour Magazine was delighted to get the opportunity to speak
to global beverages giant Coca-Cola® about the innovative EKOCENTER social enterprise project they are spearheading; an ingenious scheme which has the potential to change the world and better the lives of millions of people.
C
M
Y
O
CM
ur accomplishments as a species are, for want of a better
charitable NGO’s alone. The missing link in finding a way of reaching
word, nothing short of spectacular.
out to isolated, impoverished communities, it would seem, was
CY
CMY
Through incredible feats of engineering and scientific
the business community; an institution which, since its inclusion,
advances, man can now fly further and faster than ever before;
has increasingly used its renowned powers of innovation to offer
we’ve set foot on the moon and travelled to the deepest depths
solutions to the crisis, in the form of social enterprise partnerships
of the oceans by means that our parents and grandparents once
like the Coca-Cola® led EKOCENTER initiative.
deemed impossible. We’ve built thriving, prosperous cities in a world which seems to become ever smaller by the day, but arguably our greatest achievement of all is how, in recent decades, mankind has, through its tireless humanitarian efforts, managed to markedly improve the quality of life of billions of our planet’s fellow inhabitants. Since the world came together 16 years ago to pledge its commitment to reducing global poverty at the historic UN Millennium Summit, close to 2 billion people have been lifted out of extreme poverty. However, let us be under no illusions; in spite of the significant progress that’s been made in improving the lot of those at the bottom of the world’s financial pyramid, the number
EKOCENTER: A FLAGSHIP SOCIAL ENTERPRISE FOR DELIVERING SUSTAINABLE GROWTH, COMMUNITY EMPOWERMENT Make no mistake about it; in a modern age where the public purse alone is no longer a sufficient source of funds for community investment, social enterprise offers a third-way option that will in years to come not merely reduce poverty, but act as the catalyst needed to foster thriving communities and create new markets. In the case of EKOCENTER, the premise behind it is simple: rather than simply give isolated, off-grid communities services like water, energy, and mobile connectivity through acts of pure philanthropy – a means of provision which is rarely sustainable in
of people who remain stubbornly left behind; who continue to live
the medium to long-term – instead, The Coca-Cola® Company
on less than $3 a day, and who live in communities that lack access
has worked in collaboration with its ‘golden triangle’ partners
to safe water, electricity, education, basic healthcare, and other
in the private sector, civil society, and government to create a
critical services, remains unacceptably high.
self-funding decentralized community hub that can deliver key
Moreover, reaching out to these communities, which are typically
services, which pay for its own operating and maintenance costs
located ‘off-grid’ in remote areas, or in regions suffering from acute
independently. Through doing this, EKOCENTER not only saves
water-stress, and any number of other fragile contexts, has long
lives and improves livelihoods, but acts as a trigger for sustainable
proved to be beyond the capabilities of national governments and
growth and empowerment.
36 | Endeavour Magazine
MY
K
“IF YOU WANT TO GO FAST, GO ALONE. IF YOU WANT TO GO FAR, GO TOGETHER.” — AFRICAN PROVERB
THANK YOU. With your partnership and support, we’ve helped thousands of people lead better lives. We look forward to the next phase of our journey as we continue to build momentum, together.
PRESENTED BY
EKOCENTER is a trademark owned by the Coca-Cola Company. Coca-Cola is a registered trademark of The Coca-Cola Company. www.coca-colacompany.com/ekocenter/ | @EKOCENTER
COCA COLA EKOCENTER COCA-COLA® EKOCENTER
On this, Derk Hendriksen, Vice President of Business Integration
modular kiosk, an EKOCENTER unit looks somewhat similar to the
at The Coca-Cola® Company, told Endeavour: “we’re focusing on
many small Coca-Cola® branded shops that can be found dotted
developing countries, and the delivery of our sustainability strategy
on every other street corner in Africa and Latin America. However,
centred around the ‘3W’s’ – well-being, women empowerment, and
in terms of its offerings, that’s where the similarity ends.
water. We don’t do this on our own, of course. The key to our initial
An EKOCENTER unit, whilst a general store of sorts, is also a
success has been partnerships, not just with other private sector
facility that, depending on the needs of the community, can provide
partners but working jointly with civil society and Governments as
clean drinking water, electricity, medicine, first aid equipment, food,
well.”
wireless internet and mobile phone charging ports; the foundations
“Helping struggling communities fits in with the higher purpose
upon which a thriving, modern community is built. Also, in-line with
of all parties, and to achieve this all parties have to come together
the Coca-Cola®’s 5by20 women’s empowerment initiative, the
and collaborate. With our experience doing business in 200
EKOCENTER project generates business opportunities and streams
countries, and network of relationships and operations around
of income for local female entrepreneurs who are responsible for
the world, we have been in a good place to take a convening role.
the day-to-day operation of each EKOCENTER site.
When we work together, everybody wins, particularly the residents of communities.”
The solar panels which sit atop an EKOCENTER are the giveaway that there is much more to these unassuming steel boxes than meets the eye. Designed and built by one of CocaCola®’S key project partners, Germany-based Solarkiosk, the
A ’DOWNTOWN IN A BOX’
equipped solar panels and battery storage system utilise abundant
In layman’s terms, one might consider EKOCENTER a wireless
sunshine to provide sufficient electrical output to power the unit’s
internet-connected, self-sustaining marketplace-cum-community-
technological marvels, and meet the basic energy requirements
hub-cum-utilities provider: a ‘downtown in a box.’ Built as a
needed to provide lighting to the surrounding area.
38 | Endeavour Magazine
The cherry on the EKOCENTER cake, however, is the potential to also equip the EKOCENTER with water-purification technology. The system currently in use in Vietnam and in places in Africa, was designed by another EKOCENTER partner, Pentair. Most importantly, the technologies that it utilises, which includes a submicron pre-filter, iron/manganese filtration, chlorine feed, carbon filtration, and reverse osmosis technology, means that it can purify up to 10,000 litres a day.
THE POWER OF PARTNERSHIPS The modular approach to setting up an EKOCENTER unit means that the wider range of utilities and services offered by each one will vary, depending on an assessment of each prospective EKOCENTER location, and the needs of the host community. If an EKOCENTER is to be set-up in an area that lacks mobile phone and 3G WiFi coverage, this is where another of the project’s partners, Ericsson, can step in; the telecoms giant has the capacity to work alongside mobile phone service providers, such as TIGO, in countries around the world to construct the mobile phone towers needed to deliver connectivity to isolated communities.
Endeavour Magazine | 39
COCA COLA EKOCENTER COCA-COLA® EKOCENTER
Conversely, an EKOCENTER that is set to be installed in a community which already has adequate mobile phone and WiFi connectivity won’t offer this service. Similarly, this approach also applies to other additional EKOCENTER bolt-ons, such as a community centre, which are built in partnership with Government in places like Vietnam, or lighting for the surrounding area, which can be supplied and installed by electronics giant, Philips, most recently in Rwanda. These examples of the specialist role that each of EKOCENTER’s partners play is indicative of what can be achieved when private sector partners come together and combine their strength, in order to multiply their social and business impact.
EKOCENTER’S FLAGSHIP SITE IN RUHUNDA, RWANDA – A MODEL FOR WHAT THE INITIATIVE CAN ACHIEVE The recent June 2016 launch of the initiative’s flagship EKOCENTER site, in Rwanda’s eastern province of Ruhunda, perhaps best represents the culmination of what this project can achieve. Unlike other EKOCENTERs, the Ruhunda facility is unique, in that it offers every available utility, service, and amenity, ranging from advanced water purification systems to energy, mobile internet connectivity, a state-run cutting-edge health clinic, and Rwanda’s only floodlit football pitch outside of the capital, Kigali. All-in-all, this EKOCENTER unit empowers 25,000 community
EKOCENTER relies on such partnerships across the private
residents in the area, with the key word being ‘empower.’ The
and public sector to ensure the continued success of the initiative.
EKOCENTER scheme, whilst it might be an act of corporate-social
Granted, its brand is arguably the world’s most powerful, and its
responsibility on the part of Coca-Cola® and its partners, is no
far-reaching presence, global distribution networks, and financial
act of charity or hand-out. Rather, EKOCENTER, which operates
resources, virtually unrivalled, but alone, this ambitious scheme
in a shade of grey somewhere in between its for-profit business
simply wouldn’t have been possible; it is only through its golden
operations and its philanthropic endeavours, is a hand-up for its
triangle partnerships that Coca-Cola® has been able to oversee
beneficiaries.
the installation of an EKOCENTER network, stretching from Africa to South East Asia.
40 | Endeavour Magazine
Far from being a finished product upon which communities can rest on their laurels, the range of utilities and services offered by
EKOCENTER is intended help jump-start community growth and
change lives by offering access to safe drinking water and other
development. In Ruhunda, a region where youth unemployment is
needed resources, all while empowering local entrepreneurs. What
as high as 70%, it is anticipated that the provision of clean water,
started as an aspiration is now becoming a reality as we welcome
electricity and mobile internet coverage will provide the basic
our partners across the golden triangle of business, government
infrastructure needed to spur on the development of local businesses
and civil society to scale and improve this innovation.”
and help to inspire a generation of aspiring entrepreneurs to take a
With multi-nationals of the stature of Coca-Cola® and its
hands-on role in creating wealth for themselves, their communities,
private sector peers now committed to the global push for a better
and their country.
world, as they help to develop the societies in which they do business and create future markets for their goods and services, it is clear that far from being part of the problem, big business can
EKOCENTER: PROOF THAT BUSINESS IS PART OF THE SOLUTION
actually be part of the solution.
With the opening of the Ruhunda EKOCENTER site, CocaCola® and its partners have now successfully launched more than 100 units in seven countries, but this is only the beginning of their social enterprise campaign. By the end of 2016 alone, plans are in place to have at least 177 EKOCENTERs in operation in 10 countries, serving a population of approximately 1 million people. “EKOCENTER represents an investment in the future prosperity and progress of some of the most fragile and at-risk communities we serve,” said Muhtar Kent, Chairman and CEO of The CocaCola® Company. “Through EKOCENTER we have the ability to
Endeavour Magazine | 41
KENDAL NUTRICARE WWW.KENDALNUTRICARE.COM // 0044 1539 898 555
FEEDING THE FUTURE At the point when a person becomes a parent, perceptions and priorities shift; suddenly, the wellbeing of a tiny life is the most important thing in the world, and nothing but the very best is good enough. Whilst breastfeeding is nature’s recommended sustenance for these little ones’ early months, many parents are either unable to, or have reasons to move or supplement breastmilk – but this doesn’t mean they expect anything less than top quality replacements. WRITTEN BY ALICE INSTONE-BREWER
KENDAL NUTRICARE
Infant formulas aim to mimic and provide the nutrients
of breastmilk; as you can imagine, when it comes to what they are feeding their new-borns, parents want to know that they are getting a superior product.
K
endal Nutricare is Britain’s only manufacturer of infant milk
cream, these ingredients while vastly cheaper are not something
powder and infant cereals for retailers and pharmacies. It
that many parents would openly feed to their infants in large
describes itself as an “energetic, home-spun team competing
quantities. “To save money, they’ve taken out the cream of the
against multi-nationals”. The company is smaller than its leading
milk, which is processed into butter and is worth £6,000 a ton, and
rivals, but has a solid history of experience behind it and has
instead they’ve replaced it with oils like palm oil, costing £1000
come into the ring swinging. Kendal Nutricare’s factory has been
a ton.” McMahon claims that over-use of palm oil could cause
operational since 1962, and its current owner, Ross McMahon,
infants to suffer from issues such as constipation and eczema.
has been in the food industry for 30 years. However, the company
Palm oil, normally used for cooking or making soap, has been
itself is quite young in its current form; McMahon bought it from
said to be difficult to digest when it interacts with calcium, and
Heinz in June 2015 following a year of negotiations. We spoke with
Kendal Nutricare wishes to build on various researchers’ findings
McMahon about the changes he has made to Kendal Nutricare and
in this regard. Whilst they have several research papers underway,
the exciting releases on the horizon for his infant formula brand,
McMahon says he has already had feedback confirmation from his
Kendamil.
clients. “We have so much public feedback about children feeling
From the start, McMahon was ambitious in his plans for the
better. Kendamil has the consistency and taste of real milk, whereas
company: “After 30 years in food manufacture, I had spent the
competitors’ products are lighter and waterier, because they are
previous five years before I purchased Kendal researching infant
made using skim milk with added oils between 25-30%. Kendamil’s
milks and cereals. My philosophy is to learn from our competitors,
thicker consistency is more filling and satisfying and parents report
and then go further in terms of quality and presentation.” He has
it leads to better sleep patterns
not held back on his philosophy – in many ways, Kendamil has taken
Palm oil, which many consumers choose to avoid both for
baby and infant formula back to the drawing board, turning away
health reasons and because of its negative environmental impact,
from cost-cutting methods and focusing on the most important
is used in baby and infant formulas across the big brands, from the
guide for their recipe; natural breast milk.
cheapest through to some of the most costly. “People attack us
“We are the only formula still retaining the full cream
and say, ‘You can’t feed milk to an infant’. Well of course, we aren’t
nutrients and fatty acids found in mammals’ milk,” explains
feeding straight whole milk to an infant: our product is fortified
McMahon. Meanwhile, rival brands use skimmed milk that is then
like everyone else’s, it follows the WHO codex alimentarius like
supplemented with oils in an attempt to restore its nutrient content.
everyone else’s, but we actually use milk fat instead of using palm
McMahon believes that this departure from nature could cut out
oil,” says McMahon. Kendamil products also avoid the use of fish
essential elements; “We would say that if a woman is generating
oil, following several news reports of adverse reactions to the
51% saturated fat in her breast milk to provide all the energy an
ingredient in other brands. Instead, they add Omega 3 to their
infant needs , plus lipids (fats) account for over 60% of brain matter
formula by going direct to the source; pure marine algae.
then the same should be present in our formula.“
Of course, Kendal Nutricare and its rivals are not making these
More dramatically, many mainstream brands substitute other
health choices alone. They work closely with expert suppliers to
ingredients such as palm oil or lactose in the place of full milk
secure the healthiest ingredients available. One such supplier
44 | Endeavour Magazine
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KENDAL NUTRICARE is Barentz, a leading international ingredients distributor with a
market for better quality infant formulas at a more affordable price,
unique, babyfood grade production plant, a specialst in spray drying
says Mc Mahon.
and encapsulation, called Vitasquare. At Vitablend, Barentz produce
“We are one of the most competitively priced formulas on the
customized nutritional premixes and blends for fortification and
market. However, our raw materials are more expensive. We’re
protection of food, specific both to Kendal Nutricare’s requirements
spending no money on TV advertising, we don’t have reps out on
and their own insight into what a healthy, fortifying formula needs.
the road visiting doctors and hospitals; instead, we pass on these
The other specialists Kendall work with are food standards
savings to give consumers at as keen a price as we can.”
agencies. All food products must meet certain safety criteria before
Kendamil has recently broken into the desirable US market,
they are displayed in the supermarkets, and when it comes to baby
which it achieved through a niche product: “We produced a product
formula, particularly international specifications exist to protect
called Super Kosher, or Kendamil Mehadrin, which got us into 130
the youngest in our societies. These criteria vary from country to
shops in New York.” Kendamil Mehadrin is made to a strict Kosher
country. Kendal Nutricare uses mostly local ingredients fresh full
recipe, and whilst it is manufactured at a significantly higher cost,
cream milk from 220 local Lake District farms, but it is targeting
it opens Kendamil up to a market which has previously had very
global markets; 90% of its Kendamil products are exported, with
little competition nor choices for consumers. “Kendamil Mehadrin
sales in Asia, Africa, America, Europe and the Middle East. We asked
is carefully supervised throughout the production – Rabbi’s go to
McMahon how Kendamil varied to meet the various requirements;
the farm, they go to the dairy, they come here and they watch the
“There are really four recipes, for European, Asian, Codex countries
packing process. 24 hours before production, we have to change all
and Australasia. They differ in terms of protein and fat contents.
our filters and clean down all our lines. It’s the same recipe, more
Some markets are really dominated by the multinationals. For
or less, but the process itself is quite expensive Kendamil Gold
example, in Indonesia, they literally write the rulebook, so the
containing Human Milk Olligosaccharides hopes to launch shortly
regulations can be very onerous for new entrants Whilst these
in the USA.
requirements exist for consumer safety, there is clearly a gap in the
46 | Endeavour Magazine
Challenging the Multinationals in their kosher monopoly is par
for the course for Kendal Nutricare; the smaller company doesn’t back down from going head to head with leading brands on all market fronts. As well as manufacturing Super-kosher for Orthodox Jewish consumers, Kendamil has also been Halal-approved for Muslim markets. “In the Middle East, South-East Asia and North
BARENTZ is a leading international
Africa, Halal is a requirement. We got the factory inspected; the
ingredients distributor, supplying Kendal AdEndeavor_188x138.indd 1 Nutricare with the high quality ingredients they need for their specialised market segment. Barentz has a unique, babyfood grade production plant, Vitasquare, a specialist in small batch spray drying and encapsulation. At Vitablend, Barentz produces customized nutritional premixes and blends for fortification and protection of food. Barentz works closely with their clients to find optimal ingredient solutions for the Food & Nutrition, Pharmaceuticals, Personal Care and Animal Nutrition sectors.
procedures involve removing all the filters before production, and we had to trace all our raw materials back so every ingredient in the recipe could be approved by the Halal organisation. We thought we went for the highest accreditation, but we’re now learning that some countries require us to pay for their own inspectors to come here. So, it’s an expensive business.” Inspections cover every stage of food production – whilst essential for quality control, they are never a cheap or easy process. “I read an article once that said, “’Oh, well, we all know the price of raw materials’, but the most expensive thing in a business like this is testing. Each ingredient needs to be sent out to laboratories, then when you make the powder, you test it again, and when you pack it under gas in consumer packs, you test it again. Then, when it reaches its destination, each country tests it themselves.” Kendal Nutricare’s mission is to follow nature’s blueprints in their formula as closely as possible – and what’s possible just
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AdEndeavor_188x138.indd 1
Endeavour Magazine | 47 26-09-17 15:02
KENDAL NUTRICARE took an exciting leap. The focus of this breakthrough is Human
people who needed a meal replacement. “We came up with a range
Milk Oligosaccharides (HMOs). HMOs are found naturally in
of Super-fruit smoothies only flavoured by natural real fruits. You
breastmilk, in a higher quantity than breast milk’s protein – they are
get 50g of reconstituted fruit per glass, and there are two products,
a significant element, and one whose function can’t be mimicked
‘Mango & Passionfruit’, and ‘Super Berry’. It has nothing to boost
by any combination of regular food ingredients. In fact, it has taken
these flavours in terms of sugars, it’s gluten-free, and instead of
a dedicated team 12 years to successfully reproduce them, but a
using soya or corn syrup, we’ve put in skimmed milk and whey. If
synthetic HMO is finally approved and available!
you know you’ll get home for dinner, but until then you’ll have to
HMOs were first discovered in 1886 during studies into the
get by, a glass for breakfast and a glass for lunch would sustain you.”
causes of cot death. This family of glycans serve as false receptors
However, its close-to-nature formulas for infants and its
for pathogens to lock onto, thus preventing them from reaching
impending implementation of HMOs are the big reasons to be
the feeding infant. This provides protection against Noroviruses,
excited about Kendal Nutricare. It is setting a new standard for
which cause two thirds of infant death. HMOs aren’t digestible
infant formulas, and is unafraid to compete against bigger brands
and serve no nutritional value in the milk; they are Mother Nature’s
where Kendal Nutricare feel their products are better quality and
security system, and until recently, they were irreplaceable. The
more competitively priced. When it comes to what’s best for us
new synthetic HMO technology is approved for use in America and
and our children, Kendal Nutricare is building a reputation as the
Europe, but not yet in Asia.
company that will put our needs first, in quality and in price. As
Kendal Nutricare is also branching out in other ways, such as
HMOs help narrow the gap between breast milk and bottled milk,
through a new line of formula products for adults. “We have years
Kendal Nutricare is working hard to pass on these break throughs
of experience making formulas for babies – I thought, why not do
to benefit modern consumers.
something special for adults?” McMahon wanted a healthy, fortified product that could help a busy adult keep sustained during the working day, not aimed at body builders or slimmers but for active
48 | Endeavour Magazine
RED CREST FARMS ANCA FOODS WWW.ANCAFOODS.CO.ZA // 0027 43 683-1774
TASTE THE DIFFERENCE A premier poultry giant in the Eastern Cape region, Anca Foods has a history of making great strides in a bid to consistently set new standards for the industry and Endeavour Magazine spoke with Devin Isemonger, company Sales Manager, to find out how. WRITTEN BY AMY BUXTON
RED CREST FARMS ANCA FOODS
Anca Foods is a leading poultry farming, processing
and distribution operation based in the Eastern Cape, but don’t go thinking that there’s nothing else to know, as this is far from your average food production company.
W
ith a desire to be constantly reaching above and beyond
be regularly updated and communicated. In short, we support staff
recognised industry standards, Anca has sought to bolster
while still holding them accountable.”
itself with a team of dedicated professionals and Devin
So what are these goals? What is it that Anca is trying to
Isemonger, Sales Manager, is one of the most vital team players,
accomplish? And what has it managed in 25 years of operation? A
but how did he find himself in his coveted position?
key selling point is the continuation of healthy and humane farming
“I have been head of sales since Feb 2015. I began my career
techniques, which Anca feels is vital in terms of tastier chicken and
at Anca in 2013, as Quality Control Manager. When the previous
therefore, customer satisfaction. Animals are bred and nurtured
head of sales left us suddenly, I was moved into the position as
with the utmost care and farms are run in accordance with the
a short-term solution. This was a huge jump for me in terms of
strictest animal welfare standards, with regular inspections being
authority and responsibility and I have since become entrenched
welcomed. Add in spacious barns that are geared towards the
in this department and feel that it is in sales that I can make the
comfort and happiness of all animals and a regular supply of high-
greatest contribution to the company. I guess you could say I was
quality feed and you can see that this is no mere profit-making
dropped in at the deep end and very quickly learnt how to swim.”
endeavour, which is why a creative philosophy has been adopted
The really impressive aspect of this rise to leadership is that at
by Devin and his team,
no point did Anca give Devin anything other than full support and
“I consider myself, foremost, as a pragmatist. Practical
faith, which is why he is still in position and able to directly influence
application is, to me, the be all and end all of business. Rather
new and innovate sales directives. More than that, he has been
than designing large complex plans and strategies, I prefer to
able to impact on the style of leadership employed throughout the
implement small and simple plans. These I refine through practical
company, which, essentially, defines it as a whole,
applications, before allowing them to grow and evolve into large-
“Effective leadership requires one to empathise with one’s staff
scale strategies. I feel this approach suits unpredictable industries
and make them feel appreciated as members of a team. The key is
such as ours by minimising risk, but not to the expense of creativity
to achieve this without a breakdown of respect. This is a fine line to
and innovation.”
walk and a daily discipline. Once this balance has been struck, clear
Right there is the key to Anca’s success; innovation. This is a
goals must be set and a roadmap to success created. This must
crucial part of any high-flying operation, but it is even more critical
52 | Endeavour Magazine
EPOL AND RED CREST FARMS A PARTNERSHIP THAT WORKS At EPOL we strive to supply top quality, balanced feed and exceptional service in order to maximise farm profit. The needs of our clients come first, hence our commitment to research and development which ensures formulations are consistently developed with the perfect combination of nutrients in conjunction with our experienced sales team. We pride ourselves in the long-standing partnerships with many of our clients. One such client is ANCA Foods (aka Red Crest Farms) based at Stutterheim in the Eastern Cape.
[OUR CLIENTS ARE OUR PARTNERS AND WE SEE OUR RELATIONSHIP AS BEING ESSENTIAL TO GOOD BUSINESS, THEREFORE WE HAVE A VESTED INTEREST IN THEIR SUCCESS.] EPOL’s association with Red Crest Farms spans over 25 years – when the business was first launched in 1992. From the outset EPOL strived to form a strategic partnership with Red Crest Farms with the aim to becoming their preferred supplier. Hard work and dedication paid off, and for the past three years we have been supplying all of the farm’s feed requirements. Production system meets international standards Red Crest Farms uses an intensive production system. This means that their broilers are raised indoors in climate-controlled houses. Broiler production systems require high levels of responsiveness and availability of information. To this end, Red Crest Farms’ chicken houses are equipped with mechanical systems to deliver feed and water to the birds. Nipple drinkers are used, thus reducing spillage and wastage. Their houses also have ventilation systems and heaters that operate when required. The floor of the house is covered with natural pine shavings to protect the birds and to keep them dry and warm. Curtain-walled sides ensure the birds are exposed to sunshine, light and fresh air, but at the same time protected from predators.
fed the appropriate nutrition as is required by the breed. As environmental conditions are critical for successful broiler production, chicken houses are closely monitored by the managers to ensure that any changes in the environment are addressed immediately and to provide their broilers with the required low stress environment. Broilers are also appropriately vaccinated as recommended by their veterinarians.
[YOU CAN TASTE THE DIFFERENCE IN A WELL-FED, STRESS-FREE CHICKEN] EPOL – supplier of choice EPOL offers specialised ranges of feed to meet the needs of different farmers. These needs vary according to the levels of production and different climatic conditions. Our feeds are custom-formulated for Red Crest Farms based on their slaughter requirements, so we formulate feeds that maximise their on-farm profits by ensuring that their birds get the correct nutrients at the correct time. Furthermore, each load received into our factory (raw materials) and dispatched (feeds) to our clients is tested by Near Infrared Spectroscopy to ensure only the highest quality. We also supply after-sales support and have technical specialists available 24/7 should our clients encounter any challenges.
Many of us will remember the Farmer Brown advertisement: “They taste so good ‘cos they eat [WHOLESOME CHICKENS RAISED so good!” – and we believe this rings true for Red IN THE BEST CONDITIONS] Crest Farms as well. Red Crest Farms remains one of our most valued clients and we are thankful for Great genetics equals success the trust that they have placed in us. We hope Many factors contribute to the consistent success that this partnership will grow even stronger in of Red Crest Farms. Firstly, they only invest in years to come. broilers with great genetics. Furthermore, they EPOL - Success is in the bag don’t compromise on feed and these broilers are
uppe marketing A16419/A
WITH EPOL I AM ABLE TO ACHIEVE THE PERFECT BALANCE. EPOL’S COMPREHENSIVE BROILER RANGE: With its range of specifically formulated broiler feeds to meet the needs of the broiler production system from start to finish, EPOL ensures a perfect balance between performance and profitability. Epol Econo range: Broiler Starter, Broiler Grower, Broiler Finisher, Broiler Post Finisher. Optigro 3 range: Broiler Starter, Broiler Finisher, Broiler Post Finisher. Higro 5: Broiler Starter.
EPOL is proud of their 25 year relationship with Red Crest farms.
GETTING READY Before the chicks arrive on the farm everything must be ready. Plan the amount of feed that you will need. The following tables are an indication. Epol Econo Range - is ideal for the smaller producer who sells live broilers to the market, and is a cost-effective range with a moderate growth rate.
Econo Starter (0525)
Econo Grower (0515)
Econo Finisher (0535)
Econo Post Finisher (0545)
Day 0 - 15
Day 16 - 25
Day 26 - 36
36 - slaughter
Bags (40 kg)
Bags (40 kg)
Bags (40 kg)
Bags (40 kg)
100
2
3
3
1
200
4
6
6
2
300
6
9
9
3
400
8
12
12
4
500
10
15
15
5
600
12
18
18
6
700
14
21
21
7
800
16
24
24
8
900
18
27
27
9
1000
20
30
30
10
uppe marketing A16419/B
Number of chicks
Epol Optigro 3 Range - is ideal for the producer who sells live birds or who has to supply birds at a fixed age to an abattoir.
EPOL compliments our business very well, a true win-win relationship, which is profitable for us both.
Thank you EPOL! Greg White, Operations Director, ANCA and Thembekile Klass, Feedmill Manager, Epol Berlin Mill
Number of chicks
Optigro 3 Starter (0520)
Optigro 3 Finisher (0530)
Optigro 3 Post Finisher (0540)
Day 0 - 18
Day 19 - 36
5 Days before slaughter
(800 gram per bird)
(1.8 kg per bird)
(700 gram per bird)
kg required Bags (40 kg)
kg required
Bags (40 kg)
kg required
Bags (40 kg)
Total 3.3 kg per bird kg required Bags (40 kg)
100
80
2
180
5
70
2
330
9
200
160
4
360
9
140
4
660
17
300
240
6
540
14
210
5
990
25
400
320
8
720
18
280
7
1320
33
500
400
10
900
23
350
9
1650
42
600
480
12
1080
27
420
11
1980
50
700
560
14
1260
32
490
12
2310
58
800
640
16
1440
36
560
14
2640
66
900
720
18
1620
41
630
16
2970
74
1000
800
20
1800
45
700
18
3300
83
Epol Econo range: Broiler Starter (V15433), Broiler Grower (V22229), Broiler Finisher (V15527) Broiler Post Finisher (V15432). Optigro 3 range: Broiler Starter (V672), Broiler Finisher (V15526), Broiler Post Finisher (V1201). Higro 5: Broiler Starter (V8854). All products are registered under Act 36 of 1947.
For more information about our specific feeds and services: RCL FOODS: www.rclfoods.com EPOL: +27(0)31 242-8600 | www.epol.co.za
RED CREST FARMS ANCA FOODS in the Eastern Cape poultry-farming industry, as the market is currently fraught with obstacles to overcome, “The Poultry industry in South Africa is currently in crisis, due
Despite a turbulent marketplace, Anca is celebrating an impressive 25 years of operation and more than that; there has even been growth, especially in terms of staffing numbers,
to the illegal dumping of cheap frozen cuts from the European
“Anca Foods currently employs upwards of 500 people in total.
Union in our market. European producers recoup their farming
We seek to employ from local communities and have found that to
costs from the breast and wing meat alone, leaving their drum and
promote from within is the best practice. Our corporate culture is
thigh portions as waste products. Unfortunately, the South African
one of high intensity, which some may find intimidating. This has
consumer prefers drum and thigh cuts while the EU will not allow
evolved as a result of the difficult market we operate in.“
South African farmers to export to their shores. This leaves South
Add to this the strong and steadfast relationships being enjoyed
African producers in an unsustainable position. 2016 was the most
with key suppliers, including Epol and Keystone, and Anca has
challenging year to date for the industry and saw the closing down
everything in place to not only continue enjoying fantastic success,
of several major abattoirs.”
but also explore new and exciting opportunities in the future. With
Setting itself apart and rising above the domestic industry
a history of brilliant developments being implemented, including a
troubles has become second nature to the ever-resilient Anca
new 270-ton cold storage facility and processing plant expansions,
Foods, which prefers to supply poultry to the fresh market,
it will come as no surprise that there are plans afoot for more
wherever possible. With 80% of production feeding this section of
innovations.
the industry, the unfortunate influx of frozen portions of meat from
Key to future successes is a total rebranding of Anca Foods,
the EU has had little impact on the success of Anca, whereas many
with new labels being showcased on consumer products, but Devin
rivals have fallen by the wayside.
also hinted that there is something even more exciting to come,
56 | Endeavour Magazine
“We are always expanding and will be increasing our output again in 2018. There is another major project in the pipeline for 2018 as well, but at this point that is confidential.” Consider us very much intrigued and looking forward to finding out what this project is! Regardless of future developments, what we will say is that Anca Foods has consistently impressed with its strong brand within a commodities industry. Despite poor market conditions that have lasted four years, through unrivalled quality, commitment and strength of identity, Anca has risen where so many others have fallen, without compromising on key areas such as price or production standards. If that doesn’t inspire you to maintain a steely gaze on the future of this incredible operation then we don’t know what will.
Endeavour Magazine | 57
HISSHO SUSHI WWW.HISSHOSUSHI.COM // 001 704 926 2205
CERTAIN VICTORY! In Endeavour Magazine we have often featured companies that have risen-up from the humblest of beginnings to become industry leaders in their fields, whether regionally or even internationally. It can safely be said that few, if any, however, began life from beginnings quite as humble as that of Hissho Sushi’s inspiring CEO and Founder, Philip Maung. WRITTEN BY DJAMIL BENMEHIDI
HISSHO SUSHI
Hissho Sushi is the culmination of a remarkable rags to
riches journey of a remarkable man. It is a real-life tale of passion and belief, hard work and eventual hardearned success; more than this, though, it is proof that the American Dream still exists for those willing and hungry enough to reach up and seize it. And boy has Philip reaped the rewards.
W
ith over 1,000 sushi and Pan-Asian hotbars and kiosks in
Pan-Asian hot bar kiosks in shops, supermarkets, airports, corporate
operation across having recently been named amongst
facilities and universities across the length and breadth of the US.
SmartCEO’s Charlotte Future 50 Awards, business at
As Philip explained, the logic behind this is simple: “Hissho
Hissho Sushi is booming. Endeavour Magazine had the pleasure of
Sushi is aimed at yuppies and young professionals who often don’t
catching-up with Philip to find out more.
have time to sit down in a restaurant and have a sit down meal.
If you haven’t heard the name of Hissho Sushi, or that of the
Our customers are time-short, so to cater to them we offer a ‘grab
company’s founder Philip Maung outside of the US just yet, you’d
and go’ system so that wherever they are, however much of a rush
be forgiven. Equally, however, you can be rest assured that both
they are in, they can pick up a Hissho Sushi on the move.” It is this
names are ones you will begin to hear a lot more of over the years
convenience which has proved to be a main ingredient for Hissho’s
to come.
rip-roaring rise from being a one man band to becoming one of the
The story of both man and company is one of determination,
sector’s industry leaders.
ambition, and tireless hard work, fit to suit the Hissho namesake – meaning ‘certain victory.’ After beginning life as a humble husband and wife set-up out of Philip’s family home in Charlotte, North Carolina, just 9 years after he arrived on US shores with a pocketful
THE KEY TO HISSHO’S ‘CERTAIN VICTORY’: RESTAURANT-GRADE QUALITY, AFFORDABILITY, AND CONVENIENCE
of dollars to his name, today, Hissho Sushi has been on the Hot
Since the company first opened for business in 1998, Hissho
500 list of fastest growing businesses in the US, and was recently
Sushi has steadily perfected the business of delivering restaurant-
named to the Inc 5000 list of the fastest growing privately owned
grade sushi to customers at affordable prices into a fine art. But
business in the US for the 6th time in 7 years.
more importantly than this, however, Hissho makes its high-
It is a food retail giant of sorts with over 1,000 outlets across
grade, affordable sushi easily accessible. Wherever customers are,
more than 42 states and rising, boasting an annual revenue in excess
whatever they’re doing, whether they are at work or at play or in a
of US$100 million. But rather than sell its menu of sushi snacks
rush, the chances are Hissho Sushi will be available. How could fine
from the branded restaurants that are usually the signature of a
snacking be more convenient?
major food retail brand, Hissho Sushi does things a little differently.
Hungry sushi lovers can pick-up a box from a Hissho Sushi
Hissho’s delicious Spicy Salmon, Tuna-Avocado, and California
kiosk at their local shop along while they buy milk and bread, or
rolls, along with its Chicken Gyoza, Nippon Favorite, Inari, and
while waiting for a connection at the airport; when at corporate
Nagano Special, instead, vie for space with a wide range of other
conferences with work, or on campus at university. It’s sushi
Pan-Asian bites in the display cases of Hissho’s fresh sushi bar and
made easy; really easy, and it’s made easy without compromising
60 | Endeavour Magazine
HISSHO SUSHI on freshness. Hissho Sushi is synonymous with quality, and the
dollar fortune only two decades after landing on US shores with
delivery of quality begins and ends with its dedicated, expert chefs
just $13 in his pocket, Hissho Sushi’s success can, to say the least,
who are trained the Hissho way at the company’s Charlotte, NC
be considered be a job very well done on the part of Philip Maung.
headquarters at Steele Creek Road.
The Hissho Sushi success story is an inspiring, true-life tale
On this, Andrea Lee, Head of Corporate Communications at
about just what can be achieved by somebody with little, but who
Hissho, explained: “Hissho recruits and trains chefs and supervisors
dreams big; somebody who has an insatiable hunger for a better
at our headquarters in Charlotte, NC. These same people are then
life, and who has the work ethic, belief, invention and dynamism to
sent back into the field to operate our sushi bars, or Pan-Asian hot
pursue it. As anybody who has looked up at the stars from a life of
bars, either as a franchisee or employee. Fresh sushi or hot bar
seemingly hopeless poverty knows, a dream of a better life is the
items are made fresh every day, using product shipped from Hissho
most powerful of drivers for success. What Philip lacked in money
Sushi HQ, and always purchasing their produce locally to ensure
or connections he more than made up for in endeavour, incredible
the freshest available.”
self-belief, his desire to achieve success and, no less importantly,
She continued: “CEO Philip Maung insists on the very best quality across the board for all of the ingredients that go
happiness. And make no mistake about it; the Hissho story is still in its early chapters.
into any of our products. Our items are made fresh every day
That the business has more than doubled in size over the past
and our customers can rest assured that they are getting the
three years alone speaks volumes; more so, when you take into
best of the best.”
account that this doubling has occurred in-line with Hissho Sushi’s somewhat conservative growth strategy, which is “in the manner
DREAMS OF A BETTER LIFE, SELF-BELIEF AND HARD WORK – THE FOUNDATIONS UPON WHICH SUCCESS IS BUILT
of a tortoise; slow and steady wins the race.” A particularly apt metaphor, since the tortoise has a very long lifespan. Business is booming, as they say, but while Hissho Sushi’s
What is there to say? When you take into consideration for a
portfolio continues to expand, with new locations being added
moment that he has built a food retail empire and a multi-million
each month, that isn’t to say the company has had things entirely
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its own way. The food retail sector is a big money game, and as
No, the only real challenges that have stood in Hissho Sushi’s
one would expect the company faces fierce competition from rival
way have been internal in nature, related to the company’s, at
businesses, some of whom have been open for business much
times difficult 19-year journey from start-up to food retail giant.
longer than Hissho’s 18-years. Added to this, there is also the
The process of growing first from a small out-of-the-home-kitchen
additional threat posed by a number of ambitious, exciting new
start-up to a mid-sized local and regional player, and then finally a
start-ups that are emerging, all of who are hungry and ready to
cross-continental hegemon with a presence in more than 42 states
cut into Hissho’s formidable market share should the opportunity
doesn’t come without its difficulties. Such a transition will always
present itself. But as of yet, the company has proven resilient to the
lead a company to experience its fair share of growing pain, even
best efforts of the competition.
if the transition is a slow one. Maintaining a winning corporate
Not that Philip is overly concerned: “Our marketplace is
culture and attracting staff who are truly invested in a company’s
competitive, but that’s life. Whatever you do, in business or in life,
values in such instances is difficult. When, like Hissho Sushi, such a
there is competition everywhere. We’re aware of the competition
transition is made over a 10-year period of frenzied, rapid growth,
but we don’t focus on it. We focus inwards; on delivering quality
it can be near impossible to maintain the identity and values that
and building a culture in which our staff are happy and motivated,
first brought about your success in the first place.
and which is true to our values.”
HISSHO SUSHI: NOT JUST A COMPANY BUT A WAY OF LIFE The company which Philip has lovingly nurtured over the years is
THE IMPORTANCE OF HISSHO SUSHI’S 11 CORE VALUES, AND ITS WINNING TEAM OF STAFF
more than a company; it’s a way of life. The Hissho brand is instantly
Philip Maung found this out the hard way. After a first decade of
recognisable, chic, and much-loved by the hipsters, creatives and
incredible growth, during which Maung in his words “hired staff left
young professionals who make up much of its customer base. And,
and right,” he stepped back in the end for a breather, only to realise
besides, which of its competitors has such a charismatic, instantly
he presided over a divided business with a clear lack of identity,
recognisable personality at the helm?
and more than a few employees who hadn’t bought into his values,
Endeavour Magazine | 63
HISSHO SUSHI nor were as invested in Hissho’s success as they should have been.
gaining experience. The prefect example would be our Director
Finally, this led to Philip creating a ‘once voice, one culture’
of Logistics, Hsiao Wen. Wen started out with us 15-years ago as
ideal, and the creation of Hissho Sushi’s 11 Core Values – the
company sushi chef, and today she heads up our logistics team and
philosophy by which he and his employees live out each and
supervises its operations. Processing weekly orders from chefs and
every day; a philosophy which he regrets not implementing from
staff working out in the field, warehouse operations and shipping, is
the off. Maintaining a small company, family culture is central
a hugely challenging job with a lot of responsibility – only somebody
to Hissho Sushi. It acts as the anchor by which it preserves the
who understands the business from the ground up could do it.”
values and identities that have underpinned its success, and fosters
All in all, it is clear to see that Hissho Sushi is a progressive
togetherness and loyalty among its 340 or so staff – the men and
company that is on the up, and its journey to the top is far from
women without whom the company could never have achieved
over. In Philip’s view, the coming 5-years will see the company doing
what it has achieved.
what it does best, namely delivering great, accessible Asian cuisine.
On this, Andrea told us: “Each member of Hissho’s 340 or so
He said: “We will continue expanding steadily, but something we
staff is carefully vetted and trained specifically to not only be able
are aiming to do is to improve our product offerings beyond sushi.
to perform their job, but are cross-trained to improve efficiency.
Already we have a range of Pan-Asian products that are available,
Hissho’s benefit package is generous and includes a matched 401k, 90% of healthcare costs paid by the company, flex time, free activities like yoga and weight training with a personal instructor, an on-site library, exercise equipment, basketball, ping-pong, a communal patio with a fire pit, and numerous company-funded outside activities.” She continues, “Hissho employees also have the opportunity to rise up through the ranks – we have added great talent to senior staff and management teams, who rose up through the ranks after
64 | Endeavour Magazine
but there is room for growth in this area. That will be our focus in the short to medium-term.”
MARIO’S PIZZERIA WWW.MYMARIOS.COM // 001 868 225 5464
WORLD-CLASS PIZZA WITH A TRINIDADIAN TWIST In a world populated by 7 billion people, made up of countless different cultures and ethnic groups, all with their own unique culinary heritage, eating habits and food preferences are as diverse and varied as we are. However, make no mistake about it – if ever the world had a number one favourite national dish, it would be pizza. WRITTEN BY DJAMIL BENMEHIDI
MARIO’S PIZZERIA
If you, like many, many others,§ approach food with a live
attitude as opposed to an eat than eat to live one, there is a strong chance that you not only eat pizza but love pizza. Doubly so if you live in the US – the modern-day spiritual home of this cheese and passata-based treat, where it is estimated a whopping 350 slices are eaten each second.
T
he US has long been a country which is packed with pizzerias by their thousands, but just across the seas in the Caribbean, countries like Trinidad & Tobago have only caught the pizza-
eating bug within recent decades. And it is no coincidence that the country’s love affair with the world’s best-loved food began when
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Richard ‘Slice’ Harford first opened the doors of Mario’s Pizzeria for business. The Mario’s story began in the early 1970’s when upon his return to Trinidad after working in Canada, Richard Harford made the decision to realise his dream of becoming an entrepreneur. At this time, Trinidad & Tobago was on the up, and opportunity was everywhere. Eventually, Richard and a small group of his closest friends came up with the idea to open a restaurant at the Valpark Shopping Plaza, where a small shop unit had come available. Initially, Harford’s restaurant was a deli-style restaurant and sandwich bar which, thanks to the great food and friendly service, fast became a hit. However, it was only a few months later when three of Harford’s friends, who returned from Canada after attending college there with a pizza oven to hand, succeeded in persuading him that true entrepreneurial a pizza parlour, not a deli was the key to achieving great things. The rest as they say is history – the five friends banded together to create Mario’s Pizzeria soon afterwards, and sowed the
68 | Endeavour Magazine
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Email: winstonwlc@gmail.com Endeavour Magazine | 69
MARIO’S PIZZERIA seeds for the success that followed after with the opening of their
great pizza that is unique to the islands. As an example of this,
first pizzeria in 1972.
Richard Harford understood from the beginning that Trinidadians
Over the course of the 45 years since, Mario’s Pizzeria has gone
have a weak spot for bold, hot flavours, and as a result Mario’s
from being a single restaurant business out of Valpark Shopping
continues to use different ingredients in its pizzas to what visitors
Plaza to a 21-restaurant retail chain with operations across the
might expect to find in other countries. As an example of this,
length and breadth of Trinidad and Guyana. Even in a marketplace
Mario’s pizzas don’t use mozzarella but mature cheddar cheeses
that hosts some of the biggest names in the business, including
instead as the main topping, while the passata sauce is made
Pizza Hut, Domino’s, and Papa John’s, it is telling that Mario’s
using a number of locally sourced herbs and spices, rather than
Pizzeria is the runaway market leader. This is for good reason –
traditional Italian seasonings. Unlike foreign competitors, who use
Mario’s is a Trinidadian company through-and-through, which
a uniform recipe for their global customer base, Mario’s Pizzeria are
offers the quality of any of the big American international pizza
lovingly crafted with their domestic audience in mind. The future
brands with a dash of Caribbean flair that caters to the tastes of
for the business looks bright, however this isn’t to say the company
the local tongue.
hasn’t faced its fair share of adversity. After an initial few years
“To stay ahead of the foreign competition, we’ve had to
of rip-roaring success, the country’s national economy collapsed
deliver to customers the pizzas that meet their satisfaction, and
and sent the restaurant into a tailspin. It was during this time that
continually upgrade our facilities to ensure that we keep offering
Richard took the incredibly bold decision to buy-out his childhood
a quality product, cost-effectively,” said Roger Harford, the CEO of
friends and go it alone. The two to three-year period that followed
Mario’s Pizzeria.
proved to be difficult for him, and it took all of Richard’s hard work
In the eyes of Trinidadians, Mario’s is a brand which shares their
and perseverance for which he is famed to ride out the economic
culture and heritage, and understands what it takes to make truly
storm. But as trying as this time was, Mario’s Pizzeria survived, and
70 | Endeavour Magazine
Founder Mr. Harford & Directors along with restaurant management & staff of Mario’s Diego Martin- our 20th store.
Endeavour Magazine | 71
MARIO’S PIZZERIA it was after this time that the business really took off and rose to
their experience with us. We’re active on all popular social media
the next level.
networks, and all of our restaurants offer free WiFi to visitors.”
For all its success, Mario’s Pizza remains a family-owned
Looking ahead to what the future holds, there is much for
business even to this day, and the company is run with one simple
the company to be optimistic about. Growing demand for the
aim in mind – to keep Mario’s ahead of the chasing through the
Mario’s brand, combined with its under-representation in Trinidad
provision of the best pizza to be found on Trinidad, and a superior
and absence in Tobago means that there is still huge scope for
level of customer service, which is hard to find in Trinidad & Tobago,
expansion – an opportunity which isn’t lost on Roger. And beyond
and through engaging and building relationships with customers
its home islands, the world beckons. All things being well, Mario’s
via digital platforms.
Pizza intends to spread its franchises across the length and breadth
Roger elaborated on this, stating: “Good customer service is something that can be hard to find on the islands, because we
of the English-speaking Caribbean, and perhaps one day even South or even North America.
haven’t honed them by having a tourism industry here. Trinidad
Through the quality of its sublime pizzas and unrivalled standard
& Tobago became wealthy through its oil and gas and financial
of service, Mario’s Pizzeria has not merely held its ground against
services, we didn’t need it. So what we’re trying to do is change this
the competition, which includes some of the biggest global brands
by training staff to offer a level of customer care that simply can’t
in the business, but risen to the top of its field. The successful fusion
be found anywhere else at the moment. We want smiley, happy
of local character and identity with international standards can be a
staff, and we’re encouraging this through an initiative we’re running
difficult thing to achieve, but as the Mario’s Pizzeria’s story shows,
at the moment.
the result can be fantastic when you get the ingredients right.
We’ve also honed our social media presence so that we can interact better with our customers, and find out more about
72 | Endeavour Magazine
Delivering Life Enriching Experiences Lot 7, Diamond Vale Industrial Estate, Diego Martin vemcott.com Endeavour Magazine | 73
PEPSI JAMAICA BOTTLING COMPANY LTD WWW.CBC.CO // 001 876 757 3839
BRINGING THE SWEET PEPSI TASTE TO THE ISLAND As one of the largest, oldest and most prestigious beverages brands in the world, PepsiCo is a company that needs no introduction. It is one of the largest food and beverage companies in the world, with annual sales above US$65 billion and a portfolio of leading global brands such as Pepsi, Gatorade, 7up, Lipton, Frito Lay and Quaker. WRITTEN BY DJAMIL BENMEHIDI
PEPSI JAMAICA BOTTLING COMPANY LTD
In terms of strength and brand recognition Pepsi is a
genuine global A-lister, standing shoulder-toshoulder with the likes of McDonalds, Coca-Cola, Microsoft, and Google. In terms of taste… well, it’s for good reason that Pepsi carbonated soft drinks are enjoyed by millions, if not billions of people in every corner of the world.
S
ince the Pepsi-Cola name first appeared on the shelves of stores and restaurants on August 28, 1898, the company has gone from strength to strength, providing consumers with
refreshing beverages for any occasion. However, as industry global giants like PepsiCo have found, the matter of producing, bottling, and distributing its products in sufficient quantity to reach customers in 200 countries is a tall order. Bearing in mind that PepsiCo sells an estimated 1,000,000 cans and bottles of its signature drinks each day in the US alone – a number which must surely leap to the hundreds of millions globally – even a world-class company of their calibre cannot operate successfully using a centralised production and distribution model. At best, it would be woefully inefficient, and at worst, a disaster. To ensure that customer demand for Pepsi products is satisfied, responsibility for the bottling and distribution of the products falls to specialist regional bottling companies, whose commercial purpose is centred specifically around achieving the production and output needed to meet demand within its sphere of influence, and expand market share where possible – a franchise operation, in other words, that puts Pepsi out at the front, wherever they are in the world. Make no mistake about it – whatever the country and whatever the state of the marketplace, Pepsi’s regional bottling operators lead the field. Take the Caribbean island of Jamaica, for example: here, Pepsi’s regional bottling subsidiary, Pepsi Jamaica, boasts a 61% share of
76 | Endeavour Magazine
Pérez y Cía Group More than 150 years in shipping
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Endeavour Magazine | 77
PEPSI JAMAICA BOTTLING COMPANY LTD the country’s bottled soft drinks market. Following three years of
introduced 17 new products, including a flavoured water called
successive growth, it would be no exaggeration to say that Pepsi
Splash and a grape-flavoured Tropicana that is outperforming
Jamaica, owned by the Latin American beverages giant Continental
expectations. Since Splash’s market entry in 2012, the drink has
Beverage Corporation (CBC) of Guatemala, has hit a purple patch
scored 20% of the flavoured water market.
which shows no sign of fading.
With a surge of upstart new entrants into the market such as
It is no coincidence that the company’s recent growth spurt
iCool and CranWata, along with the threat posed by Pepsi’s long-
has come about following a period of heavy investment in its
time arch-rival, Coca-Cola, such ruthlessness has been a necessary
production facilities. In-line with the company’s intention to boost
measure taken with long-term self-preservation in mind. When
growth by a further 25% over the coming three to four years, Pepsi
you’ve been at the top as long as Pepsi Jamaica Bottling Company-
Bottling Company Jamaica has invested US$10 million on a new
CBC has, you learn how to stay there.
bottling line, alongside a further $1.5 million spend to increase
PepsiCo’s operations in Jamaica and Central America are
the number of Pepsi drink dispensers, soda fountains and coolers
representative of the company’s long and prestigious heritage in
deployed throughout shops, wholesalers and other retail outlets
the region. In 1942, PepsiCo issued CBC its first production and
and channels across the island.
commercialisation franchise for Guatemala, marking the beginning
The successful roll-out of an ambitious and aggressive growth
of a 70-year strategic alliance. It is telling that CBC are the oldest
strategy designed to consolidate Pepsi Jamaica’s positioning as
bottlers of PepsiCo outside the United States of America, and
the island’s market leader has quite literally borne fruit, following
this close relationship has continued to grow and evolve over
its acquisition of all grapefruit supplies in Jamaica and Belize – a
the years. Today, CBC is now the anchor bottler for nine markets
move that provided the company with the ingredients needed to
within Latin America and The Caribbean: Jamaica, Guatemala, El
drastically boost output and sales of Ting, and achieve a threefold
Salvador, Honduras, Nicaragua, Puerto Rico, Ecuador and Peru –
growth in sales since 2013 as a result. Pepsi Jamaica has also
a list of countries that will continue to grow as the PepsiCo-CBC
78 | Endeavour Magazine
partnership expands into new territories. In recognition of CBC’s operative excellence, PepsiCo has named CBC and Pepsi Jamaica Bottling Company as “Latin American Bottler of the Year” several times and “Worldwide Bottler of the Year” in 2012 – an accolade that understandably generates much pride in the business. Understandably, there is a lot of optimism at Pepsi Jamaica, and looking ahead, there is a huge amount for the company to be optimistic about. Following the signing of a strategic alliance between Pepsi Jamaica and global beer brand Red Stripe in 2013 – one of the world’s best-loved beer brands, now part of Diageo - the two companies have gone on to vastly improve their distribution infrastructure in unison and develop synergies that have allowed them to develop their product portfolio even further. Excitingly, it is rumoured by some that Pepsi Jamaica is set to enter into a second strategic alliance in the near future with another global giant, Red Bull – a brand which is almost as strong as that of Pepsi itself. All in all, it is clear that Pepsi Jamaica Bottling Company is only going one way – up. Production capacity is up, as are sales, and with new partnerships on the horizon it is clear that the Jamaican sun will continue to shine on this exciting company for many years to come.
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“Haulage At Its Best” Endeavour Magazine | 79
80 | Endeavour Magazine
PIZZA BOYS WWW.PIZZABOYS.COM 1-868-225-5200
BRINGING THE TASTE OF ITALY TO TRINIDAD & TOBAGO WRITTEN BY DON CAMPBELL
Since 1986, Pizza Boys has been served the best pizza on the islands, establishing themselves as the first-choice for the world famous Italian dish. A product of hard work, consistent effort and great vision, they are now easily recognised as the number one selling pizza brand in Trindad and Tobago. Endeavour Magazine | 81
PIZZA BOYS
With 19 stores throughout the country, as well as recent additions
in St. Kitts, St Lucia and Guyana, they are set on expanding throughout the Caribbean, and with such a positive reputation and loyal customers their growth is practically assured.
T
his growth is further supported by the size and experience
Pizza Boys, the Group includes also the Burger Boys restaurant
of the umbrella company that they belong to. Owned by the
chain and Donut Boys bakeries; Rituals Coffee, Wok and Roll and
same franchising company that own the Caribbean’s Ritual
Imperial Chinese restaurants, Vie de France French restaurants,
Coffee House, Pizza Boys has become a perfect place to enjoy hot
and the Trinidad and Tobago franchises of Captain D’s seafood and
pizza. Considering the popularity of pizza, a meal that has become
Church’s Chicken.
synonymous with enjoyment, fun and pleasure, Pizza Boys has
“We operate franchises throughout most of the English-
been onto a winner for almost three decades, combining delicious,
speaking Caribbean,” he says. Pizza is always a guaranteed crowd
hot pizza with clean, well thought out seating and children’s play
pleaser, after all, and following the extensive experience gained
areas to tick all the boxes of a successful night out.
at numerous successful outlets in Trinidad and Tobago, they are
“More than just a pizza place, Pizza Boys is a popular family style restaurant that serves every family’s favourites,” says Norman Sabga Aboud, Managing Director and Founder of Pizza Boys Group of Companies.
confident that their new franchises will prove no less successful at their new locations. One key secret to success when it comes to the food industry, Norman reveals, is to listen to what your employees are saying – a
A man of impressive education, Norman went to high school in
simple and yet smart move, bearing in mind how it is the frontline
Leamington, Ontario aged 14 and after Grade 12, he continued his
staff who truly have their finger to the pulse, so to speak. With
studies and earned a BA (Hons) in Business Management from the
over 1,200 employees across the franchises, he recognised the
Univeristy of Western Ontario. In 1985 he earned his MBA from
importance of having open communication from day one because
Boston University, where he placed in the top 15% of his class.
the staff are the ones who interact with customers directly. To
For Norman it has always been important to provide choice and
keep employees motivated, it is company policy on the part of
a great customer experience to consumers, and as he has sought
management to make the employee’s job as simple and straight
to cover all bases by catering to all culinary tastes. Aside from
forward as possible.
82 | Endeavour Magazine
PIZZA BOYS
“No detail is too small,” he reveals, “And it is the smallest changes that can have the biggest results.”
Internet, it is impossible for restaurants to cut corners or allow any sort of shoddy service without paying a price. Whatever food
For example, however delicious and well-cooked the Pizza Boy
is being served, the presentation of that meal has to be picture
pizzas might be, they will never be considered ‘fine dining.’ And why
perfect. If it looks great, there is a chance one of the customers may
would they? Rather than haute cuisine, instead, Pizza Boys provides
take a picture and post it online – as we all know, word spreads fats
a fun, memorable customer experience for family restaurant-goers,
on social media. If on the other hand the meal is poorly presented,
hence why Pizza Boys the great, family orientated. With their family
or even worse, poorly cooked, there is almost a 100% chance that
market in mind, the children’s play centre – a key feature in all Pizza
a customer will take to the internet to let the world know about it.
Boys restaurants - plays a very important role in helping to take the
“Even before the internet, the presentation of all my food and
weight off the shoulders of worn-out parents who are looking for a
the cleanliness of our kitchens and the conduct of my staff have
bite to eat for the family.
been of the highest attainable standard,” Norman says proudly.
“We are a national leader in sales growth and bottom line
A chain is only as strong as its weakest link, and it only takes
performance,” Norman says, “Which says it all because, like any
one poorly reviewed franchise to cause the entire chain trouble.
business, there are other companies and franchises vying for the
While some may argue that Pizza Boys has reached a level where
consumer market. We create a setting which is very casual, while
they’d enjoy a degree of immunity to such concerns, Norman is
the conduct of staff is highly professional. It is important that we
adamant that this isn’t so - every one of his franchises needs to be
stand for good food, family fun and good standards of tasty food
fighting fit, and determined to be the best.
and safety.” Thanks to the ease with which people can now access the
84 | Endeavour Magazine
“Franchising has been central to the development and the growth,” he says, “The brand recognition alone in Trinidad and
Tobago is impressive and with our expansion in three new countries, our unique products and procedures puts us as a cut above the rest.” He goes on to point out though that every franchisee who is included needs to be of the right calibre, and possess the experience needed to run a Pizza Boyd to expected standards. Therefore, a number of factors will always be carefully considered prior to the opening of any Pizza Boys restaurant. “Location is very important,” he says. “And this is not only regarding the place where the restaurant is but who the mainstay of the clientele will be. It has to all work together if it is going to be worthwhile.” Throughout the year, Pizza Boys provides product training and support for their franchisees as well as structured plans to ensure the successful development of individual pizza shops. “This is a proven concept,” Norman says, “We’ve been doing this for almost three decades and we’re here to stay.” You’d better believe it.
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Big on Taste
St. Francis Village, Siparia-Erin Rd, Erin, Trinidad, W.I. www.erinfarm.com
Endeavour Magazine | 85
86 | Endeavour Magazine
SHOON FATT WWW.SHOONFATT.COM 605-6221558
50 YEARS OF QUALITY WRITTEN BY DJAMIL BENMEHIDI
Since opening its doors for business in 1966, Shoon Fatt has more than made its mark as one of South East Asia’s leading biscuit producers. Undoubtedly one of Malaysia’s most popular biscuit and much loved confectionary brands, Shoon Fatt has aggressively expanded its international export market over the past two decades and is now reaping the rewards. Endeavour Magazine | 87
SHOON FATT
These are exciting times for the company. We at
Endeavour Magazine managed to speak to Mr. Loo Chun Kheong, General Manager of Shoon Fatt, to find out more about his business, not to mention its delicious biscuits!
A
s the East continues to grow in strength and wealth, increasing
as the company went from strength to strength. Inevitably, as
levels of disposable income in the region mean that the South-
business boomed, Shoon Fatt soon found that surging demand for
East Asian biscuit market is flourishing. A newly empowered
its biscuits and snacks was outstripping its supply capacity to meet
consumer class is quite rightfully beginning to flash the cash and
it. Soon after, operations were shifted to a small factory in Kampung
enjoy the finer things in life, and as any true biscuit lover knows full
Banjar in 1976 – a defining move which acted as the catalyst for
well there are fewer finer things in life than a good biscuit.
the company’s rapid growth over the decades that followed.
The growing hordes of hungry consumers with money to spend
In the view of Mr. Loo, the appeal of Shoon Fatt’s products is
has triggered something of a sugar-coated gold rush for the biscuit
down to two key things: a wide and varied selection, which creates
producers and confectioners who can satisfy the surging demand
universal demand from a broad cross-section of customers, and
for tasty, high-quality snacks. This being so, the market is there for
quality. He said: “We are well-received across consumer segments,
the taking for Shoon Fatt; one of Malaysia’s oldest and best loved
and enjoy a healthy growing market share. Our strong relationship
biscuit and confectionary manufacturers.
with our customers and quality products means that international
As a specialist producer of sweet treats, including biscuits, cookies, wafer rolls, and corn crackers for its loyal customers, at home and abroad, Shoon Fatt has something for all tastes.
competitors haven’t been able to break into our market. As an example, our ‘Naiyu Jagung’ corn crackers product line is No.1 in the industry, and is much loved by consumers for its unique and crunchy taste.”
A WELL-LOVED AND MUCH-LOVED PRODUCER WITH OVER 50-YEARS OF SUCCESS It would be an understatement to say the company has come a long way over the 50-years since the Shoon Fatt story began way back in 1966.
AN EXPORTER OF HIGH-QUALITY BISCUITS AND CONFECTIONARY TO MORE THAN 30-COUNTRIES As part of its strategy to continue satisfying customers old and new for years to come, and safeguard its standing as one of
After initially starting life as a humble shophouse in Durian
the industry leaders, Shoon Fatt has taken measures to refine and
Sebatang, the seeds of Shoon Fatt’s success were sown as word
improve operations, and boost production in order to take the
of Shoon Fatt and its delicious offerings increasingly spread among
company to the next level
people living in the surrounding area. With each passing year, the
Mr. Loo told us: “We have made a huge effort over the last
company’s reputation, not to mention revenues increased steadily
10-years to improve the way we do business, improve our fantastic
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SHOON FATT products, and to give customers what they want: a product which tastes delicious, and which meets all international safety standards on quality and safety.” He continued: “Shoon Fatt is one of the oldest, most trusted biscuit and confectionary producers in the country. We can more than match our international rivals in terms of taste and quality – no-one ever thought a small provincial town like Teluk Intan could be home to such a quality producer!” Today, the spread of countries which Shoon Fatt exports its biscuits and confectionary to includes Singapore, Bahrain, Brunei, Cambodia, Canada, China, Hong Kong, Macau, South Korea, India,
CKE OVEN SYSTEMS Indonesia, Thailand, Taiwan, the Maldives, Mauritius, New atingGhana, principles for your individual demands Zealand, Nigeria, Vietnam, the US, and a number of countries across
East. If youand reside in one of these thirty or so countries, direct the gas Middle fired, cyclothermic hybrid versions available the Shoon Fatt, SF, and Vidory brands will likely be known to you.
ation of different heating systems by 2m-modules Shoon Fatt’s journey to the top hasn’t been without its aking chamber dimensions
challenges, however. As a company which caters to the low to
timesmiddle-income and uniform baking process markets, Shoon Fatt has over 50-years come to
dominate the to field. foroven all its continuous growth, rising gn with easy access the However, inside of the operational costs have resulted in increasingly narrow profit
RE-INVIGORATING AND RE-POSITIONING THE BRAND “We’re currently working with lead brand strategists to help us reinvigorate our existing Shoon Fatt brand and product offerings. In addition to updating our packaging and re-positioning our brand, we are in the process of applying for the Mark of Malaysia Brand Status; an elite award which can only be issued by the Malaysian government, and which will strengthen our reputation in the international arena.” Shoon Fatt remains committed to its existing product lines and loyal customers, but Mr. Loo has, in light of the company’s continued profits squeeze, wisely decided to diversify the company’s target markets and product offerings. Insofar as specialisation is a crucial component for success in modern business, equally, it is unwise to put all of your eggs in one basket. On his company’s anticipated entrance into the premier biscuit and confectionary market, he said: “In addition to our fantastic product offerings to the mid and low-income customer markets, we are excited to announce that Shoon Fatt will create a new unique brand aimed at the luxury biscuit and confectionary market.
bands for a wide range of products
margins for the business, which has thus far avoided passing on
mization by band tracking, inspection and cleaning tools these increased costs to the customer.
y unit for saving up to 15 % of surplus heat and CO2 emission OVERCOMING HURDLES AND CHALLENGES THROUGH ASTUTE
AN EXCITING ENTRANCE INTO THE LUXURY MARKET This new premier range will differ from our existing brand and
ntrol system for an optimum baking climate INVESTMENT
“The rising cost ingredients is presenting us with a major on – begin production in 14ofdays hurdle. Nevertheless, we still continue to produce our biscuits and
confectionary without short-changing the customer in terms of taste, quality of ingredients or reducing the size of our biscuits and confectionary. We have focused on improving efficiency and leaner operations, along with reducing wastage, and improved planning and business strategies.” Shoon Fatt has achieved improvements in operational efficiency and production capacity as a result of heavy investment in its facilities. At great cost, to the tune of US$2.5 million, the company has rebuilt its entire production area over the past decade, allowing Shoon Fatt to produce up to 95,000kg of biscuit and wafer rolls per-day, and invested a further US$1.5 million in warehousing infrastructure and operations systems upgrades. However, Mr. Loo was keen to emphasise the company’s investment in repositioning Shoon Fatt, and its intention to pivot more towards the luxury market over the coming years. “The transition from old to new plant facilities, the embrace of new technology and adoption of modern operations has resulted in continuous growth and increased market share. However, overlooking the importance of boosting our brand and setting in place a dynamic marketing strategy was admittedly a mistake for the company,” he told us.
90 | Endeavour Magazine
21.03.16 16:36
Traditionally, Haas-Meincke ovens are known for high quality baking. All ovens provide a very even and reliable baking of the products, which is primarily obtained through a very precise control of the moisture, the airflows and the heat distribution inside the oven. This precise control also makes them also flexible. Haas-Meincke combines also different oven types according to the customer’s wishes.
target markets, and allow us to reach out to new customers. This
The customer is at the heart of what we do. We are keen to
is an exciting time for the business. Our marketers and consultants
get feedback from our customers on what they enjoy about our
are in the process of building entirely new brands and business-
products and where they feel we can improve. This feedback is
lines to appeal to wealthier, more discerning consumers”
invaluable to our company.”
He then went on to say: “Our range of biscuits and treats
Before concluding our interview, Mr. Loo finished by telling
is already diverse, to satisfy the varied tastes of our different
us about the new promotional tour which Shoon Fatt is set to
customers. To add to our portfolio of biscuits and snacks, we’ll
embark on later in 2016, as the company sets out to reach out to
be launching a new line of butter cookies, along with new baked
consumers.
potato snacks and potato chips. We’re excited about this, in terms of the market penetration it will give us into the snacks market.”
“We have a first-of-its-kind Biscuit Food Truck which is set to hit the road late this year. We’re excited because the truck will go
These are heady times for Shoon Fatt, but while the company
on a promotional tour which will give us the chance to introduce
anticipates great success from its forthcoming re-brand and re-
our delicious range of biscuits and confectionary to both existing
orientation to the luxury market, Mr. Loo is keen to point out that
loyal customers and soon-to-be customers across the country and
his business will remain as committed to the taste, quality, and
the region.
safety of its products as it always was.
This isn’t just about creating brand awareness but interacting with our consumers. We’re passionate about biscuits at Shoon Fatt
ONGOING COMMITMENT TO TASTE, QUALITY, AND INTERNATIONAL SAFETY STANDARDS
and we want to spread this passion far and wide. It’s all part our new mission of ‘Satisfying Hunger, Anytime, Anywhere!”
“As a respected exporter to international food markets, compliance with government bodies and adherence to international safety and quality standards is a must. We are committed to producing quality products that our customers will enjoy.
BAKING THE PERFECT PRODUCTS HAAS-MEINCKE OVEN SYSTEMS DIffErENT HEATINg prINCIplES fOr YOur INDIVIDuAl DEMANDS convection, direct gas fired, cyclothermic and hybrid versions available easy combination of different heating systems by 2m-modules with same baking chamber dimensions short baking times and uniform baking process hygienic design with easy access to the inside of the oven various oven bands for a wide range of products process optimization by band tracking, inspection and cleaning tools heat recovery unit for saving up to 15 % of surplus heat and reduction of CO2 emission humidity control system for an optimum baking climate fast installation – begin production in 14 days
Haas@interpack May 04 – 10, 2017 Hall 3, booth no. B22/B46
MOrE IDEAS MOrE VAluE MOrE flEXIBIlITY
www.haas.com Endeavour Magazine | 91
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BANANA INVESTMENTS WWW.BANANA.CO.TZ 255 (0) 754 224440
A BANANA BEER PIONEER WRITTEN BY DJAMIL BENMEHIDI
It is a relationship which most experts suspect began entirely by accident – as the best relationships often do - when hungry-prehistoric man first unwittingly ate fermenting fruit while foraging for food countless millennia ago. What is known beyond all doubt, thanks to archaeological evidence, however, is that mankind’s production of, consumption of, and cultural affinity for alcoholic drinks like beers, wines, spirits and liquors certainly extends as far back as the recorded history of human civilisation itself. Endeavour Magazine | 93
BANANA INVESTMENTS
In East Africa, banana-based alcoholic beverages have been
brewed with great love for countless generations. Indeed, the region has a wonderful heritage when it comes to producing the banana beers and wines that are today so popular among millions of Tanzanians. Endeavour Magazine took some time out to speak to Adolf Olomi, the founder of Banana Investments Ltd, about his company’s role in becoming the first company in the country’s history to capitalise on this heritage by building a company which pioneered an entirely new alcoholic banana beverage mass market.
Q
uite aside from its modern, altogether pleasurable use as a
63150 Nairobi, Maasai Road Nairobi Industrial Area Zip: 00619 Phone: +254 724390700 www.safepakltd1.insideke.com
social lubricant; an adhesive of sorts, altering consciousness and binding together communities and building relationships,
both in times of leisure and occasions of ceremony; the consumption of calorie and nutrient rich beers and wines has long played a no less important role as an essential dietary staple for
Plastic bottles for world-class packaging of mineral water and juices Uniquely-designed plastic bottles for edible oils and flavorings eg. tomato sauce Jars in all shapes and sizes Agro bottles for the Pharmaceutical Industry
many communities around the world. This holds true in many parts, like East Africa, where access to healthy, nourishing food continues to be in short supply. Bananas; an energy-rich inexpensive super-fruit in plentiful supply, packed with proteins, minerals and vitamin A, naturally, have long been used in place of grapes, grains and wheats for the production of alcoholic beverages in Tanzania and the surrounding East African region. Unsurprisingly, there is a strong and enduring heritage in this part of the world for such drinks; nowhere else in the world that does it better, in fact. But it is in some ways surprising that it took a pioneering company, in the form of Tanzanian-based Banana Investments Limited to commercialise this heritage by setting up a business which mass produces such beverages, and inadvertently create a brand-new drinks industry in the process.
FROM HOME BREWERY TO MULTI-MILLION DOLLAR SUCCESS STORY IN JUST 20-YEARS Whilst the company’s initial start to life was unassuming, having opened its doors for business as little more than a husband-and94 | Endeavour Magazine
Fermentation tanks
BANANA INVESTMENTS
wife home brewery start-up in 1993, Banana Investments Limited
Once a husband-and-wife business, today, following this
has since expanded its customer base, brand, production facilities,
swift organic growth and subsequent investment in a modern,
and logistical capabilities rapidly in little more than 20-years
high-capacity brewery and bottling plant with the help of an
to become a multi-million dollar business, and one of Tanzania’s
US$800,000 long-term loan from the East African Development
leading producers of banana-based alcoholic beverages with a
Bank, the company now employs 180 permanent staff along
dominant market share.
with a troop of temporary employees, dependant on seasonality
The key to Banana Investments’ success is simple: its banana
and market fluctuations. Banana Investments is structured into
beverage offerings were a labour of love which, through the
three segments, the first of which is Sales and Marketing; which
canny application of sound business acumen, developed almost
covers sales, marketing, and includes operations of its four - Dar
unexpectedly over time into the foundations upon which to build
es salaam, Morogoro, Tanga, and Rombo - distribution depots in
an empire. The Olomi’s tapped into a long-held family recipe to
Tanzania’s largest commercial centres in the country. The second
brew a traditional Tanzanian banana wine which had been lovingly
is Operations, responsible for covering engineering, processing,
and secretly perfected over the course of generations.
packaging and supplier services, whilst Finance and Administration
Its first and only initial product offering, the Olomi’s capitalised
ensure that the company’s operations are efficient and streamlines.
on surging popular demand for its delicious wine, and the growing reputation of their business and brand, by expanding on their product line – which it supplies to specified distributors across the country - to develop a wider range of banana beer, and, more recently, spirit brands, all of which fall under the Banana
Mindful of the still limited budget of millions of Tanzanians, the Olomi’s have sought to, and succeeded in building a price-conscious
Machine room
Investments umbrella.
REACHING OUT TO CUSTOMERS WITH DELICIOUS DRINKS THAT ARE TRADITIONAL AND AFFORDABLE
96 | Endeavour Magazine
business model for their product lines which are accessible to the
However, we have plans in place to cover the rest of the country,
majority who are more often than not unable to buy the malt beers
as well as the countries bordering us, so that the entire country and
and grape wines which remain out of reach of all but the wealthiest
all of our neighbors can enjoy our delicious banana-based drinks.
consumers. It’s signature Raha brand beer product lines are stocked
We are in the process of recruiting distributors in the areas I
with taste and affordability in mind, and are available in 330ml
have mentioned. Entrepreneurs are welcome to support the efforts
bottles, which are packed in 24 bottles crates.
of the company to enable consumers in Tanzania and neighbouring
Adolf Olomi, Banana Investment’s joint CEO and owner,
countries to enjoy our products.”
said: “Banana Investments is in the business of production and We have recently diversified in the production and sale of low-cost spirits, packed in 50-100ml sachets and bottles of 100ml – smaller offerings that ensure affordability for our customers.” Olomi continued: “We are offering Raha and Raha Poa Banana alcoholic beverages, and various package sizes for our Fiesta Dry Gin. Very soon we are going to come up with non-alcoholic beverages. Our intention is to offer beverage products that fits every taste and every pocket. At present our products are available in the Tanzanian regions of Arusha, Kilimanjaro, Manyara, Singida, Shinyanga, Simiyu, Mwanza, Mara, Morogoro, Coast, Dar es Salaam, Tanga and Dodoma.
THE GROWTH OF TANZANIA’S CONSUMER CLASS Banana Investments has, along the rest of the Tanzanian business community across all sectors, been buoyed by a booming Tanzanian economy which has enjoyed consistent levels of yearon-year growth virtually unmatched by any country in the world, barring its regional neighbours and the formidable powerhouse economy of China. Granted, Tanzania is still in the developmental stage of its economic lifecycle; millions at the bottom of the pyramid remain in poverty, but clearly things are moving in the right direction. Quite aside from the fact that the economic empowerment of millions can only be a good thing from a humanitarian perspective,
Motorvehicle workshop
distribution of low-cost, affordable banana alcoholic beverages.
Endeavour Magazine | 97
BANANA INVESTMENTS
the growing consumer class which has emerged over the past decade as a by-product of Tanzania’s boom-times shows how many are beginning to reap the benefits that have come with their country’s increasing affluence. The multiplier effect that this has acted as something of a self-fulfilling prophecy, economically speaking; more consumer spending on goods, services, and leisure feeds the business community, which in-turn means more jobs, more opportunity, and better wages, as Tanzania continues to transform itself into an increasingly sophisticated, diverse consumer economy, and wean itself off its reliance on agriculture and commodity exports.
REBRANDING AND A NEW MARKET STRATEGY TO REACH OUT TO A NEW TARGET DEMOGRAPHIC That said, operating such a high-volume, low-cost model in a fast-changing, fast-growing marketplace isn’t without its risks, however. The low per unit margins that come with the business territory can leave companies exposed in the face of a changing regulatory environment, as Banana Investments has discovered of late. “The industry is growing, completion is growing. Some of the challenges facing us include the numerous regulatory institutions in Tanzania that regulate industry, especially the food and drink sector. Also, the recently introduced Excise Duty that has been imposed on our products is a key challenge; when it is factored into the price, it is a concern that our consumers will not be able to afford the product,” Olomi told us. This Excise Duty, he believes, poses a great challenge to the company. It is for this reason that Banana Investments has recently embarked on an ambitious rebranding exercise and strategic marketing campaign, intent on improving the reputation of banana alcoholic beverages. Whilst banana wines and beers are recognised and loved by many East Africans, equally, it is currently viewed as a beverage choice which is less than foreign wheat beers and lagers, and grape wines in the eyes of Tanzania’s more affluent middle class. On this, Adolf said: “We are in the process of changing our logo and product packaging design, and are reaching out to a consumer market with higher disposable incomes to show them that our banana beverages can compete with any foreign exports. At present we are working with a European-based marketing agency which will help us improve the way our product is perceived. I am confident that this rebrand of our products will help take Banana Investments to the next level.”
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OVERCOMING OBSTACLES Whilst this looming tax certainly represents a challenge, perhaps it would be more fitting to view it is an obstacle than a major threat, however. Adolf Olomi is a proud but modest man who has not only built his business, but an entirely new industry in the face of a difficult business climate; bearing in mind how far Banana Investments has come, and the adversity it has overcome it has overcome over its lifetime already, it is difficult to believe that such a pioneering business truly faces an existential crisis. This much loved brand, although facing a period of change and difficulty, will likely continue to lovingly produce traditional East African alcoholic beverages for both its existing loyal customer base and a new, more affluent consumer demographic for more years to come.
Adolf Olomi - MD Banana