Tented luxury
50 luxury tents
Signature infinity pool
In-tent spa treatments
Self-drive or guided game drives
Gin tasting experience
Starlit boma dinner
“There are people that give great service and there are people who make you feel at home”
– MDLULI
GUEST
Feel good & leave something good behind
Each guest’s stay leaves a lasting positive impact.
The importance of scale is on the agenda this month as we look at businesses that have grown from small or medium-sized entity to become large and influential through commitment and hard work. Don’t be fooled by those who say each day must be different – much progress comes from finding a good idea, working at it and refining it, and then doing it repeatedly until customers can’t live without it. This in itself is a difficult task that requires mental capability
GardaWorld Security International is a global private security player, headquartered in Canada, with regional offices around Africa. Yes, the company offers a range of products and services, but its ability to provide uniformity and consistency is what has helped it to become the industry leader in the sectors it operates in. Acquiring Kenya’s KK Secuity to enter Africa, the company has grown quickly by delivering on its promises and finding extra value for clients who require the very best in risk mitigation and protection.
Sagiro is a leading South African provider of fresh chicken. The company started out small – a family-run operation with Andrew Wilkinson acting as farmer, abattoir director, business manager, and head of distribution. By steadily and continually offering up excellent meat for SA retailers, Sangiro has become a trusted name and now supplies the market with more than one million birds per week. In the future, by continuing to do the same things really well, the company will open two new sites – one in the Western Cape and one in Gauteng – bringing production to around two million birds per week.
The same story of growth comes from Brauteseth Blasting – a drill and blast specialist out of Port Shepstone. With each year of its existence, the company has grown carefully, by doing the same things each day but doing them better than others. Reaching continental scale, this mining, construction, and aggregates business is taking the next step by committing to furthering its dayto-day in new geographies.
These three and more are doing things for the long-term. Not a flash in the pan, not to attract venture capital, but to build brands that outlast people and wealth that transcends generations. It’s the hard way but the organic way.
Get in touch and tell us more about how your company is building a solid foundation that could result in significant scale. We’re always online at LinkedIn.
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GARDAWORLD SECURITY – AFRICA
Opportunities Outweigh Challenges for Growing GardaWorld Security
BRAUTESETH BLASTING
Brauteseth Quality Speaks for Itself
SANGIRO
Historic, Integrated Poultry Operation Expanding Across SA
TOURVEST DESTINATION MANAGEMENT
Leading Tourism Business Embraces Digital Transformation
WOOLWORTHS
Woolies Details Make the Difference
TARSUS DISTRIBUTION
New Partnerships Keep Tarsus Sharp
INNOVATA PHARMACEUTICALS
World-Class Innovata Sets the Standard in SA Pharma Manufacturing
PRODUCTION: James Redwell
Across the African continent, GardaWorld Security is picking up new contracts with respected partners, allowing for the organic and sustainable growth of the brand as it deploys an unrivalled portfolio of world-class services. President and Chief Operating Officer of GardaWorld Security International, Oliver Westmacott, tells Enterprise Africa more about the vast opportunities that exist across exciting markets.
//“We’ve had a busy year, things are going well,” smiles Oliver Westmacott, President and Chief Operating Officer of GardaWorld Security International.
GardaWorld Security is a leading security and integrated services provider across the continent, with a service offering that includes manned guarding, canine security, facilities management, cash management, global travel risk management, and remote site medical and integrated technology services.
Speaking to Enterprise Africa in 2023, Westmacott – a seasoned industry leader – was ambitious and excited. The company has spent years building a strong brand after the international GardaWorld Security business acquired KK Security, to enter the sub-Saharan Africa market and imbue international standards to a sector that was growing aggressively. And now, finalisation of a rebrand to GardaWorld Security is almost complete, furthering his enthusiasm.
In Kenya, one of the region’s largest markets, all KK Security yellow is being phased out, and in 2025, every touchpoint will reflect the GardaWorld Security livery and branding, which is known for worldclass, industry-leading security and wider risk management solutions.
“The Kenya rebrand is a definitive event for us,” says Westmacott who has been with the business for more than two decades. “Kenya is the last market that carries the KK brand. We have 9,000 employees in Kenya, so rebranding is a significant commitment. We recently completed the rebrand to GardaWorld Security in Uganda, which was well received by clients. There is an association of deep skill and capabilities with the GardaWorld Security brand that resonates in local markets across the world.”
“There’s a lot more that GardaWorld Security can bring to the market and the brand exemplifies that wider capability,” Westmacott continues, adding that the widely respected and
historic KK Security brand has a strong legacy in Kenya but no longer reflects the breadth of the expertise and the sophistication of GardaWorld Security.
GardaWorld Security brings together technology and human capability to create a holistic risk mitigation offering that is beyond what other providers can offer. The company is certified to multiple ISO standards and calls on experience from complex operating environments around the world to develop solutions for unique circumstances.
“Kenya is an extremely competitive, mature, and commoditised guarding and security market,” Westmacott asserts. “We differentiate ourselves by the breadth of our offering, which goes beyond just guarding, and by the quality of our service, and the impact we have on safety and security for our clients. The rebrand is an opportunity to reinforce those values and that strategy, and to focus the business on our top priority: to provide the highest quality service
to our clients at a good value price.
“We’re now in the position to provide fully integrated services to our clients,” Westmacott continues. “These encompass integrated technology solutions, facilities management and remote site medical services, alongside traditional security solutions which collectively reduce operating risk. With our deep knowledge of the continent, we built this service offering to enable businesses and other organizations to operate confidently across Africa.”
OPPORTUNITY
The dynamic and ever evolving landscape in East Africa means there is no shortage of growth opportunities, Westmacott says, despite the global economic headwinds which companies in many sectors are feeling. “By focusing on the strength of our value proposition and relentlessly pursuing new opportunities across a variety of sectors, we will continue to grow our business in East Africa and beyond,” Westmacott adds.
“Kenya is an extremely competitive, mature, and commoditised guarding and security market. We differentiate ourselves by the breadth of our offering and by the quality of our service”
According to the African Organised Crime Index, East Africa had the highest criminality score (5.88) in 2023 of the five African regions. With major infrastructure projects underway in the region, and with international companies looking to the area for growth, security remains high on the agenda.
Oil, gas and mining remain key focus sectors, with GardaWorld Security very active along the East Africa Crude Oil Pipeline Project (EACOP) – the world’s longest heated crude pipeline, crossing Uganda and Tanzania for 1443km. This is a complex project requiring a variety of different risk management services, including fleet management, physical security, technology security solutions, medical services, and facilities management. At the same time, in the DRC, GardaWorld Security is soon to provide a fully integrated risk management solution for a global mining operation. “In this complex sector, there is a clear need for quality service delivered
by highly qualified and accountable service providers, which is a significant opportunity for us,” Westmacott says.
“We provide turnkey security solutions for the wider extractives industry around the world,” details Westmacott. “But in Africa, given the
Oliver
Westmacott, COO and President of GardaWorld Security International
remoteness and lack of infrastructure in some places, we are providing a holistic approach with our partners, that includes everything from medical and facilities management to guarding security and tech.”
Diplomatic support is another key sector, and going forward the company will continue to bid for embassy contracts around the continent, with the goal of adding to its
already strong portfolio which includes over 100 embassies across Africa.
“When you have a diversified product portfolio with a broad scope extending beyond traditional security, opportunities are easier to identify. Across Africa, GardaWorld Security has been aggressive in its search for new partnerships and clients, within many different verticals. It has been rewarding to offer integrated solutions
at key infrastructure sites such as ports and embassies, as well as working alongside multinational organisations to upgrade their site and office specs,” says Westmacott. “Glueing everything together into an oversight function which makes clients a lot more efficient from a security perspective is something we do very well.”
GardaWorld Security has also expanded in West Africa where significant opportunities exist. This, Westmacott says, has been achieved with Nigeria now a “very successful business with an attractive growth profile.”
Although inflation and local currency fluctuations have become a greater consideration, Westmacott remains highly optimistic about the future in Africa, with operational excellence remaining a cornerstone of GardaWorld Security’s strategy.
“We want to deliver a uniformity in standards that are the best in the industry. It is not an easy thing to do – training and management is key, and systems are essential, from
operating procedures to practical use of technology to help with the management of the workforce,” Westmacott says. “But the rewards for getting it right are huge.”
In South Africa, carjacking and robbery on the road remain an ongoing risk for tourists and locals in certain areas. The number of security companies operating in the country has grown by 43% over the past decade and the number of people working in the industry is now more than more than 2.7 million. But even with this drastic increase, the homicide in the country is unacceptably high. Meanwhile, in some other African nations, crime on the highways remains a concern.
Experienced in risk mitigation, GardaWorld Security has continued to roll out its journey management service all over Africa, with big-name clients happy to place their people under the care of a well-qualified partner.
“Our journey management solutions have come on leaps and
bounds,” says Westmacott. “Now we have a centralised operations centre in Cape Town with intuitive software that allows us to manage and monitor all of that activity, combining the best of technology with human expertise to drive the best outcomes for our clients.”
At its core, journey management is about connecting with a client directly as they leave the plane at the airport, ensuring an expeditious and smooth experience through the airport, before moving under the GardaWorld Security umbrella for the duration of their visit, all while providing visibility to their employer. This service is available in all of the African countries that GardaWorld Security operates in, through a vetted network of third parties, and is proven to alleviate the on-the-road risks and dangers that are associated with extensive in-country travel.
“Every market has its own unique risk profile, but fundamentally our journey management service benefits short-term executive or diplomatic visits where people are coming in and out, or large multinationals with a significant
presence of personnel,” says Westmacott.
GardaWorld Security calls on a centralised, co-ordinated fleet management function with several hundred vehicles, handling all maintenance, drivers, first aid etc., while delivering a duty of care around personal safety for clients’ people.
“It is a big growth area for us with multinationals. We are seeing a lot of interest in this space, and we are perfectly positioned to meet this demand. As part of the wider GardaWorld corporation, we can scale initiatives fast and tap into global expertise,” he adds.
A key industry for journey management is the technology sector. In East Africa, this burgeoning market is set to grow meaningfully after attracting $5 billion of venture capital funding for tech start-ups in 2022 alone. A growing, skilled population, with incentives from government, makes for an appealing tech hub, and Kenya has long positioned itself as the region’s ecosystem centre. Specifically, large new data centres are being planned for East Africa, with
“We want to deliver a uniformity in standards that are the best in the industry… It is not an easy thing to do… but the rewards for getting it right are huge”
Africa Data Centres announcing recently that it would build 15-20 MW of new capacity in Kenya while expanding into Rwanda and potentially Tanzania. This type of investment is not taken lightly, and protection is critical.
“We are also very active in security provision for technology infrastructure,” Westmacott confirms. “It is a significant area of growth and supports the continent’s increasing electrification and digital adoption. There’s a lot being built, from subsea fibre optics to data centres, in various places around Africa. That creates a big opportunity for us, and is something we’re looking at closely, because there are lots of practical challenges the sector must overcome. From a security standpoint, these are high-profile pieces of infrastructure and it’s essential that they have robust security solutions in place because they can be very vulnerable.
“They are now like banks,” he adds. “They must be highly secure. The world’s biggest companies have
capacity in these data centres and the threats can be anything from terrorism to criminality. The operating standard of the security provision need to be very high, and the facilities carefully managed because they are very sensitive to climate. It’s a very controlled environment, and it’s this kind of work that lets us differentiate ourselves as an integrated, multi-service provider.”
While safeguarding technology sector employees and assets, GardaWorld Security is also leveraging the latest technology to enhance its own operations. Social media intelligence (SOCMINT) has long been an important tool for the security industry, but few have the scale and skill to utilise this modern initiative to its full potential. GardaWorld Security has a number of case studies in which it has taken what others might see as obscure web chatter and used it to build a foundation of knowledge about a particular area or around a particular threat. Again, using technology in
this way helps the company to add real value and differentiate itself.
“Social media analytics and predictive threat reporting continues to be very important for risk identification in a breadth of security and safety contexts,” Westmacott explains. From security against terrorism and criminality to effective management of public health, SOCMINT is an effective part of a wider toolkit, with AI-driven technology providing continuous advances in this field.
“Information services is a significant area of growth, with events like the Mpox outbreak increasing clients’ interest in having data to track possible risks to their workforce and locations. There is a broad scope to add value for clients via personalized insights,” Westmacott highlights.
‘VERY BULLISH’
Economic growth for sub-Saharan Africa is expected to reach 4% for 2025, up from 3% in 2024. Home to some
of the fastest growing economies in the world but held back by those characterised by long-standing conflict and poverty, the region remains an attractive but challenging place to do business. Transport, logistics, natural resources and technology will be the basis of wider growth, and GardaWorld Security will continue to seek out opportunities to apply its expertise.
“As Africa continues to grow and expand its presence on the world stage, GardaWorld Security will grow by being the preferred partner to the biggest players in sectors including extractives, critical infrastructure and digital infrastructure. It’s also our goal to be the preeminent provider of diplomatic security services and journey management on the continent,” says Westmacott. “We have made incredible progress, but there is still significant untapped potential. We are very bullish about the markets we are committed to and about the growth strategy we have.”
Asked if, after the Kenya rebrand
is complete, the GardaWorld Security brand in Africa is now the strongest in the security industry, he is in no doubt. “We have a clearly defined offering and within that we are absolutely the market leader.”
By continuing to lead the way in terms of quality service delivery, innovative product development, and – ultimately – results that add value for clients, GardaWorld Security will stand apart from the rest of the market.
“We are increasingly differentiated because of our integrated, multiservice offering which contrasts to our main competitor,” Westmacott concludes. “We provide things that others simply don’t, both within GardaWorld Security and in the global GardaWorld corporation. For example, Crisis24, a GardaWorld business, offers an industry leading AI-enhanced platform in travel risk management, mass communications, critical event management, crisis-security consulting, and personal protection solutions.
Meanwhile ECAMSECURE, another GardaWorld business, is a pioneer in outdoor video surveillance, providing portable surveillance systems that combine AI, technology and state-ofthe-art mobile security equipment. There is a lot that GardaWorld as a corporation does in its quest to create global champions in security.”
This edge allows the company to deliver on its mission of making the world a safer place by protecting clients’ people, assets and operations.
PRODUCTION: Harry Webster
From family business in KZN to operations across sub-Saharan Africa, the unrelenting ambition to deliver quality and efficiency in the drill and blast arena has helped Brauteseth Blasting to onboard some of the continent’s biggest as clients. Third generation family leaders, Brett and Sven Brauteseth talk to Enterprise Africa about how the company will grow further in the future.
//The mining industry across sub-Saharan Africa continues to boom as a leading driver of economic progress, valued at more than $108 billion in 2023 and 8% of all government revenue across the region. This geography is home to more than 50% of global reserves and production of cobalt and manganese, and more than 20% of aluminium
and copper. This vast mineral wealth is, like it has always been, a source of hope for the continent.
But working in the mining and extractives industry is tough. You must have sustainability, longevity, and experience. There is no quick in and out in this heaviest of industries.
Similarly in construction. Growing at CAGR 4.7% from 2023 to 2027
$210.4 billion, the sub-Saharan African construction industry is vital for economic development, employing thousands, and creating businesses, industries, and communities.
For Brauteseth Blasting, the Port Shepstone-based drill and blast specialists, sub-Saharan Africa offers significant opportunities.
Established in 1983 by John H. Brauteseth, the early days were all about construction and building.
John’s family ran a construction firm with a number of small projects around KZN. The company outsourced its drilling operations until John decided to fill the gap with a business dedicated this area of expertise.
“He started up the company as a
small operation with some handheld jackhammers,” says Financial Director and third generation family leader, Brett Brauteseth. “He kept it small and wanted to be a one-man operation.”
Eventually, John’s nephew Clive took the reins of the business, growing the team and fleet of equipment. He purchased air rigs, and eventually hydraulic drilling rigs after winning a small contract to service a limestone
project. With spare capacity in the business, the company expanded across various aggregates and quarry operations, delivering superior performance and creating lasting relationships based on mutual success.
The company’s boom moment came in 2009 when it gained a contract with a large coal mining operation in KZN. This decade-long project helped the company to grow quickly, and the team saw the obvious synergies across mining and construction.
“From 2020, we gained a mining tender with Foskor and that exposed us to more mining companies and contracts most of which we still work for today. Our reputation grew in the mining industry, and we continue to serve across all disciplines,” says Brett.
Today, the client list for Brauteseth Blasting includes some of southern Africa’s biggest and best. NPC, Foskor, Rossmin, Idwala, Basil Read, Rumdel
Cape, Concor, Aveng, and Afrisam are just some of the big brands that have enjoyed the Brauteseth difference. The reputation is among the best in the industry, and the range of services provided is large. The company can provide a turnkey service for miners, including production drilling, blast design, down-the-hole service, and a complete rock-on-ground service; and there is similar breadth in construction, civils and aggregates with provision including road cuttings, platform levelling, water reticulation, controlled blasting, and much more.
Growing from one man 40 years ago to an expert team of around 300 today, the company now has ambitions to become the go-to drill and blast company in the south of the continent.
“After we gained more interest from mining houses, we decided to spread our risk outside of SA and we
opened up in Zambia and Namibia. We started tendering and actively pursuing projects. We have been pretty successful in Zambia with First Quantum Minerals on the Kalumbila project which we started in June 2023. In February 2024, we started with Barrack Gold at their Lumwana mine,” explains Operations Director, Sven Brauteseth
He adds that the company has experienced significant growth in the past 18 months, almost doubling in size as mining projects have flourished in Zambia.
“At the same time, we have also expanded in South Africa and we have projects in the Northern Cape, throughout KZN, in Mpumalanga, and we have operations in Limpopo and the Eastern Cape.
“Our goal is to expand into more countries in the next couple of years,” he furthers. “We have the entity in
Namibia, and we are continuing to tender there. We are not opposed to anywhere in Africa, but we will weigh up the risks appropriately. Anywhere with a stable economy is somewhere we would consider. The main thing when working in countries that are more high risk is that we would only work for Tier 1 clients, and that buys us some security.”
With 20 commercial quarries, five large-scale mining operations, and numerous large construction sites served by Brauteseth Blasting, the company must adapt and change to stay at the industry’s cutting edge.
Sven explains that use of the best technology is one important way the company differentiates itself from others. Using mainly top-end Sandvik equipment, Brauteseth Blasting has the best and most available fleet.
“At Foskor, we run a fleet of eight Leopard™ DI550s, drilling about 65,000m per month. We also provide a rock-on-ground service where we drill and blast, and we handle secondary blasting and other ancillary services. We have signed an extension that will keep us there for an additional two years. We want to stay on that site and we are very happy with the work there,” he says.
“We work for Idwala in the Northern Cape and KZN, and we have been with them in KZN for around 15 years,” he adds. “We have a good relationship with Idwala Carbonates and our head office is relatively close to theirs in KZN. In Danielskuil, in the Northern Cape, we have a DP1500i and on the south coast we have two DP1500is.”
These machines are fuel efficient, with robust design for African sites, and with easy operation to remove unnecessary complexities
in the operator cab. A new, highly efficient dust collector also bolsters environmental credentials.
Brauteseth Blasting drilling rigs are retired when they get to what others would consider mid-life. “We run a tight model,” says Sven. “After that, we park them and replace with new equipment.”
Not the industry standard, the experienced team has recognised that when working with high-end products you need high-quality, state-of-the-art machinery in brand new condition. Opting against refurbishment in the search for optimum efficiency, this strategy replacing old with new regularly has paid off. “We are always looking for the highest availability and efficiency, and that only comes from brand new equipment,” Sven adds.
Innovation on the blasting side is also rife. Recently, the company began using the Enaex DaveyTronic® technology – a modern, digital system with improved safety and
connectivity characteristics.
“That has been a strategic decision that we have been happy with,” says Sven. “We already use it extensively at Foskor and we have changed our whole operation throughout KZN and the Eastern Cape.”
Another factor that differentiates the company from others is its fleet of explosives mobile mixing units (MMU). Perfect for opencast mining and quarries, MMU availability can be the difference between operating on time and on budget, or not. “We have just built a new one which will be in production before the end of the year,” says Sven. “It gives us flexibility as we are not reliant on suppliers to deliver explosives products for us. We also have bulk storage at our HQ and we can keep 85 tonnes of emulsion and an explosive magazine close by. It’s not common in the construction or quarrying space and most contractors don’t have that. It has bought us a lot of flexibility and we can be very efficient.”
To operate this fleet of machinery, keeping it prime and ready for action, a highly skilled team is employed. Trained and upskilled inhouse, the team can deploy on projects of varying nature – specialised blasting for construction, technical blasting for mining, to bulk and quarry blasting - and this is again not something on offer across the industry.
“We also have a very strong mechanical team and we have mechanics on all projects alongside a field service unit from head office that is made up of very skilled artisans, with years of experience on Sandvik drills. That IP allows us to maintain the drills and that is a key to success – the faster you can finish drilling on one site, the sooner you can go and drill somewhere else,” says Sven.
Looking forward, the goal for the company remains committed to providing top-tier services that exceed expectations. The Brauteseth family
is ambitious and always looking for growth opportunities, and as prospects open up around the continent Brett and Sven are confident that the brand’s work will be recognised.
“We grow by word-of-mouth, our quality speaks for itself,” Brett says. “We have always been able to be pretty competitive around pricing because we don’t rely on many third parties, and with high efficiency we can bring the rates down. We’ve also always had a good fleet that is available, and customers appreciate that.”
“Generally, we pick up a lot of customers when they have been using someone else and when they look to ramp up volumes the previous service provider couldn’t keep up,” Sven adds. “On new jobs, we get in with new equipment and build strong relationships so that
we can stay and help them achieve their goals. So far, that has worked.”
Because of a spread across quarry, construction, and mining – all over sub-Saharan Africa – the company has become highly sustainable and is well-spread in terms of risk. “We are also not exposed to one single commodity – we run projects in limestone, copper, lithium, coal, phosphates – and that helps us to be more balanced,” says Brett.
For those in the market for a drill and blast partner, there are few that have the footprint and fleet of Brauteseth Blasting. There are few that can match the African experience of the company with more than 40 years behind it. And there are few that can boast the passion displayed across the Brauteseth enterprise.
“We are always on the lookout for
new projects, and we have ambition for growth. We try and build solid relationships with current clients so that we can achieve contract extensions, remining on projects for decades. That is our way of ensuring longevity in the business, and it has worked,” Brett concludes.
Even in mining and construction, some of the toughest industries on the continent, Brauteseth Blasting is finding opportunities and creating an impact. Now, after 40 years, there is a feeling that there is much more to come from this exciting and ambitious drill and blast expert.
PRODUCTION: Harry Webster
Fresh South African chicken provides cost-effective protein for consumers and growing integrated business, Sangiro, is keen to service increasing local market demand with high quality supply. Operations Director Legh Wilkinson tells Enterprise Africa more about this growing family business as it aims for increased market share.
//‘Know Your Farmer, Know Your Food’ is the tagline for South Africa’s Sangiro, a leading poultry business based in Broederstroom, North West. The integrated farming, abattoir, and distribution business connects consumers with the very best fresh chicken available in South Africa.
Operations Director Legh Wilkinson says that South African’s love for a braai or shisa nyama and ever-changing attitudes around quality are driving insatiable demand for high quality chicken products as the cheapest and most widely available protein source in the country.
She knows the farmer and knows the food; a biochemistry PhD holder, working in the industry for six years, and learning the family business from father Andrew Wilkinson. Andrew, a
poultry farmer, restarted the Sangiro abattoir in 2012 with his own supply of chickens from a number of familyowned farms, and over the years has recruited contract growers to increase the supply of live birds to the abattoir. With a little assistance from an increase an import tariffs and the restriction of brine injection as well as hands-on management, intensely optimising the abattoir processes and effectively marketing products, the business grew fast.
Today, Sangiro can guarantee personalised customer service, high quality fresh chicken, a tightly monitored cold chain, and no injection of salt brine.
“Due to an increasing demand for fresh un-injected chicken, we cannot keep up with supply,” says Legh Wilkinson.
She tells Enterprise Africa that the company is ambitious and looking forward with a healthy appetite as it prepares to open two new abattoirs as well as associated operations. Alongside more quality food for local markets, these investments will result in thousands of new jobs, a desperate need in a country like South Africa where unemployment is rife.
“Our current abattoir processes one million birds each week – that’s three per second. We have achieved immense growth over the last 10 years and we now employ just over 1000 people across operations. We would never be able to achieve what we have without the commitment and dedication from our incredible workforce, managers and general workers alike.
“We have recently acquired abattoir in the Western Cape and that should take around 12 to 18 months to become fully functional. Currently, we are sending whole birds from Johannesburg to Cape Town and portioning them before going into retail. We are busy sorting out the flooring, re-doing all of the infrastructure, and kitting it out to be a really high-quality fresh facility. We want to replicate what we do in Johannesburg in the Western Cape. When complete, it should put another 500,000 birds into the market each week with the potential to employ another 450-500 people at that site.”
At the same time, Sangiro is busy planning a R350 million investment into a new facility in Gauteng. Around 10 km from its existing site, the idea is to build a greenfield project that will create another 1500 jobs. Sangiro will
build everything, including assisting with the energy infrastructure, and the management team will imbue skills to a new generation of poultry industry professionals.
“We hope to increase our volume to close on two million birds per week within the next 10 years, which will aid in significant job creation. There will also be opportunities created throughout the supply chain on the farming side too. We have already invested around R200 million for farm expansion to service the new abattoir as well as have purchased all the equipment from a plant in the United Kingdom, which we dismantled and shipped across. Additionally, we have completed an Environmental Impact Assessment (EIA) and are busy with securing energy supply to put up this third plant,” details Wilkinson.
Currently, a handful of large corporate players and importers control the chicken market in South Africa with a portion of their products being fresh but most opting for injected meat, portioned, frozen, or imported (or a combination). The ever-increasing demand from a health-conscious and inquisitive consumer market has bolstered Sangiro as it aims for increased market share. Estimated to contribute around R60 billion to the country’s GDP, this largest sector
// WE HOPE TO INCREASE OUR VOLUME TO TWO MILLION BIRDS PER WEEK WITHIN THE NEXT 10 YEARS
//
of the wider agriculture industry is an imperative, and Sangiro recognises its responsibility.
The company has a strong command over its pricing thanks to deep involvement across the value chain. Andrew Wilkinson looks after the farming operations, hands-on, managing day-to-day operations across the company’s owned farms and working closely with contract growers, ensuring each lives up to the Sangiro quality hallmark. Legh looks after abattoir operations, and the pair collaborate successfully across all inputs to ensure smooth processes. Recently, Andrew and Legh appointed a Managing
Director, Wes Schwimmbacher, a poultry man through and through with 26 years’ experience, to beef up their highest level of management and to assist with continuing the growth curve the company has witnessed over the last 12 years.
Whilst Sangiro has been a picture of success so far, the poultry industry does not come without risks. Issues out of their control include load shedding, avian influenza and fluctuations in feed prices driven by external markets. To mitigate these risks, the Sangiro team is constantly strategizing the longer-term agenda.
“Currently we have five large generators as a backup. Electricity is
certainly a challenge,” says Wilkinson. “At the new site, we will need some stability as it is a multimillion Rand investment. We have to be sure that we can operate effectively. We are opting for a self-build project where we will build everything including the whole eight km line ourselves. That means we will only rely on Eskom for approvals and indication of where we can join the network.
“We hope to communicate with government as we need to prioritise the project because of the number of jobs that are waiting to be taken up,” she adds.
“As part of our integration
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across the supply chain, we want to investigate a feed mill. We are also investigating a hatchery for day old chicks. There is room for us to expand and I’m not yet sure exactly how that growth path will look, but we certainly have big ambitions.”
Newly created jobs will be monitored by a freshly developed management cohort that is busy learning best-practice right now. Nurtured internally, and trained by a highly committed and competent senior team at Sangiro, the new facilities in the Western Cape and Gauteng will benefit from the energy and enthusiasm of a management team created specifically for delivering industry leading operations.
“Apart from 2020, with Covid, we have grown consistently 10-20% year-on-year in terms of volume, and we have learned a lot,” says Wilkinson. “We have stepped up second and third tier management in our current plant and we are breeding strong supervisory and inhouse technical
skills. I am immensely proud of the team we have from top to bottom”
The impressive growth at Sangiro has been down to a combination of hard work and an unrelenting focus on quality. Andrew Wilkinson’s industry knowledge alongside Legh Wilkinson’s understanding of people, trouble shooting skills, process management knowledge, and relationship building qualities have created a strong culture that keeps excellence at its heart.
“We are a small family business that became big very fast and we still do most of our work inhouse,” Wilkinson smiles, adding that her team is long-standing with a monthly attrition rate of less that 0.2%.
“We have honed our skills when it comes to doing things really well but cost-effectively. Our team is incredible and delivers 150% commitment at all times.”
This commitment keeps the brand top of mind on customers who want to start with a high quality product for their processes. Directly
and indirectly, through a dedicated customer base, Sangiro’s product is reaching far and wide in South Africa and Wilkinson hopes to develop access to Sangiro products into rural communities where a reliable source of protein is required but not always delivered by traditional marketplaces.
“It is the cheapest source of protein in the country. Because it is a cost-effective source of protein, people also want quality,” Wilkinson states, adding that many people have developed a mentality that they would rather pay R1 extra for chicken that is fresh and not injected.
“Retailers are now more accessible to rural communities as the country has developed. There are small retailers who can provide fresh chicken to the rural communities and that has been a big part of our success,” she adds. “We are 70% whole bird with much of the processing and other input happens elsewhere. It’s a model that is popular in some global markets and we have chosen to follow that.
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Continued from page 26
We are involved with Spar and a lot of our chicken goes to our own depots before being distributed to smaller retailers and restaurants. We have a big wholesale business where other wholesalers can buy a quality product from us before freezing or processing in their own way. This is A-grade locally produced and not importdumped chicken. This allows them to produce a quality frozen product and not something cheap and nasty.”
With a growing depot network across Mpumalanga and KwaZuluNatal adding to the sites in North West and the Western Cape, this national footprint allows for access to all markets. Currently, there are no plans in place to export to neighbouring countries
because of the focus on fresh quality, but when the new facility in the Western Cape is complete and the new site in Gauteng is up and running, Wilkinson says that there could be potential to grow alongside customers with a small frozen division if the market dictates. Currently, South Africa is a net importer of chicken despite its well-established poultry-agri sector.
The long-term goal for the company is to join the industry leaders in terms of scale around the country. Currently, a handful of corporate players control much of the market and Sangiro wants more of the share.
“We want to invest where we see impact,” she says. “There is a small school that many of the children of our staff attend. We have started investing money there, including a new perimeter fence
for security and bathroom facilities. The school receives little funding and we see this as an opportunity to do something to address a fundamental problem for our economy which is poor education and healthcare. Individuals must make choices to make a difference and if enough do this then we will start to solve problems quicker.”
The social initiatives put in place by Sangiro are deliberate and direct, and have a meaningful impact immediately. The company doesn’t invest because it has to but because it wants to, and this feeds into the focus on quality. A quality community will help the company to grow and so Wilkinson says Sangiro wants to invest further into those around the business. This includes the supply chain which has already benefitted.
“We have grown businesses alongside Sangiro,” she says. “Packaging suppliers Avon Packaging Converters (APC) and West Rand Box (WRB) have grown together with us over the years. West Rand Box has been our sole box supplier for 11 years with an outstanding record of 100% quality supply and ethical trading and we have built a very solid supplier-customer relationship, which we value immensely. Additionally, we have worked hand-inhand with Avon Packaging Converters, our sheeting and bag suppliers, to develop packaging requirements of a high quality with a significantly reduced waste element, which ultimately is recycled at their plant. Through our network in the poultry industry, APC, has embarked on suppling a number of the corporate players and is developing
a reputable name within and beyond the poultry industry in South Africa.”
A business key to the poultry sector and one revived from business rescue, APC is now run by Legh’s younger brother and sister, David and Kristin Wilkinson – another mean Wilkinson combination.
Working closely with suppliers also contributes to the company’s ‘Know Your Farmer, Know Your Food’ tagline. Relationships through the supply chain are personal, allowing for quick decision-making and a nimble approach. By keeping much of the company’s activity within a tried and tested team, quality is uninterrupted.
“We are hardworking, and we want to continue the legacy that has already been built,” Wilkinson declares. “We have around 30 vehicles and
we do 90% of our own distribution. We don’t outsource any of the technical support. We do all of our own maintenance; we do all of our own plant cleaning – we are lean operators with a very dedicated team.”
As the company grows, its ethos will not change. Knowing the farmers, understanding the abattoir, and building fundamental relationships with retailers and wholesalers, Sangiro has found the recipe for triumph.
“It’s not about money, it’s about success - an early teaching from my father. We have a common vision and our dynamic works really nicely,” Wilkinson concludes.
PRODUCTION: Jamie Waters
Tourvest Destination Management is known for its excellence in creating world-class African travel experiences. As it emerges from the challenges of the Covid pandemic, the company is building on its reputation by expanding into new territories while maintaining its market share in established regions. CEO Martin Wiest shares insights into the company’s revival and continued success in a post-pandemic world.
//Africa offers an unparalleled diversity of cultures, landscapes, and experiences. Nowhere else can travellers find such a wide variety of encounters, which is why the continent has been a popular tourism destination for decades. However, the Covid-19 pandemic in 2020 brought tourism to a sudden halt, devastating economies reliant on the industry. Countries like South Africa, Egypt, Morocco, and Kenya were hit particularly hard.
Tourvest Destination Management (TDM), a leading travel management company known for its commitment to creating uniquely African travel experiences, was significantly impacted. In 2018, TDM was thriving, expanding into new markets and seeing growing popularity for its brands. However, the pandemic was a major setback, cutting the company’s workforce by half.
Despite the challenges, CEO Martin Wiest reflects on the company’s resilience: “Those 2.5 years were disastrous, but we have recovered well,” he says. TDM survived by making strategic investments during the pandemic that helped position the business for long-term sustainability.
POST PANDEMIC SUCCESS
By refocusing on digital tools, expanding into new regions, and elevating service delivery to new levels of excellence, TDM is once again thriving. In fact, 2024 has been the company’s best year to
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date, with turnover and profitability surpassing pre-pandemic levels.
Before the pandemic, TDM concentrated its efforts in South Africa, which served as a key gateway for tourism in Africa. However, since then, the company has expanded significantly into East Africa, helping it reach new heights. “We now have a very broad strategy,” says Wiest.
“Our East African operations are materially bigger than they used to be,” Wiest explains. “We are present in three countries, with six offices. We are also busy opening a new office in Rwanda, and we are considering a move into Ethiopia.”
The company is finalising a startup venture in Rwanda, adding to its portfolio, which already includes the UK and Ireland, where sports tourism is an important business segment. Looking further afield, TDM has its
sights set on South America, where it is currently pursuing new developments.
Post-pandemic, the tourism market has changed, with travellers now seeking more authentic, immersive experiences. Wiest notes that today’s travellers demand more experiential holidays than they did in 2019. “Back then, it was about consumption. Now you have to add much more to make it an experience. Maybe it’s because people were locked up for so long,” he says.
As TDM continues to expand its presence in South America, this need for experiential travel is shaping its approach.
One of the key brands helping TDM meet the demand for immersive travel
Continues on page 34
Tented luxury
50 luxury tents
Signature infinity pool
In-tent spa treatments
Self-drive or guided game drives
Gin tasting experience
Starlit boma dinner
“There are people that give great service and there are people who make you feel at home”
– MDLULI SAFARI
GUEST
Feel good & leave something good behind
Each guest’s stay leaves a lasting positive impact
Continued from page 32
is Drifters, a tourism experience that uses purpose-built vehicles to take travellers deep into their destinations. “Drifters allows us to globalise,” Wiest explains. The company plans to launch Drifters in Patagonia, Argentina, by early 2025, with trucks currently being built in Brazil.
Drifters offers something unique: an off-the-beaten-path adventure that takes travellers into the heart of their destination, offering an
experience unlike any other. “Demand for the typical overland, backpacker trip has waned,” says Wiest. “We’ve upgraded the product and built purpose-made touring vehicles. We’re rolling them out in East Africa while consolidating them in southern Africa, and all signs point to great success.”
Drifters also enables TDM to establish a presence in locations with underdeveloped tourism infrastructure. Wiest cites Ghana as an example: “There are amazing sights and incredible game reserves,
// WE’VE UPGRADED THE PRODUCT AND BUILT PURPOSE-MADE TOURING VEHICLES. WE’RE ROLLING THEM OUT IN EAST AFRICA WHILE CONSOLIDATING THEM IN SOUTHERN AFRICA, AND ALL SIGNS POINT TO GREAT SUCCESS //
but they only have 15 or 20 beds, so you can’t use it as a tourism destination without mobile solutions. That’s where Drifters comes in.”
As TDM expands into new business lines and geographies, efficient processes are essential. The company’s strength lies in its ability to adapt, and digital transformation has become a crucial part of its strategy.
“We compete with online travel agents (OTAs) and bed banks, which disintermediate us at both consumer and customer levels,” Wiest says.
With 75% of TDM’s costs attributed to manpower, the company is striving to become more efficient through digitalisation. “The more you can do
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“Proudly
celebrating over 20 exciting years of partnership with Tourvest, shaping unforgettable travel experiences together!”
Chris Anagnostellis ~ CEO
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Continued from page 34
digitally, the cheaper you can operate, and in today’s world, the lowestcost producer wins,” says Wiest.
TDM has introduced various online tools, booking systems, and AI-powered integrations to increase volume, improve quality, and maintain efficiency. These digital advancements not only help with revenue generation but also enhance quality assurance.
“To compete with OTAs, we needed an African tool that delivers African content with the right speed and technology, allowing customers to interact with us in real time,” Wiest explains. TDM accelerated its digital transformation during the pandemic, significantly improving its digital presence in established markets like South Africa and Namibia.
Although TDM is confident in its digital capabilities, Wiest emphasises that technology will not replace the human touch in areas where digital competitors have less understanding. For instance, in Kenya, organising a world-class self-drive holiday cannot be accomplished with an OTA alone.
TDM’s strategy combines digital efficiency with local expertise, particularly in markets like Brazil, where the company is setting up its own distribution and reservation offices.
“We see the future in creating our own distribution channels,” Wiest says. “Our first office is opening in São Paulo, and we’ll use the lessons learned there to expand into other markets where we currently have little market share.”
As the tourism industry becomes increasingly competitive, TDM refuses to rely solely on price. Instead, the
// WE ARE LEADING THE PACK ON THE CONTINENT IN DIGITISING A DESTINATION MANAGEMENT COMPANY THROUGH THE CREATION OF OUR VIRTUAL MARKETPLACE //
company is focusing on enhancing its capabilities and geographic footprint. During the pandemic, TDM rebranded and realigned its two core brands—Sense of Africa and GoVacation Africa—further strengthening its brand equity.
Wiest explains that TDM thrives in complex travel environments. “The more complex a destination, the more value we have. That gives us more purpose and sustainability.” In more commoditised markets, like South Africa and Namibia, the company is driving digital transformation to maintain its competitive edge.
TDM’s commitment to digital excellence and service quality has positioned it as a leader in African tourism. “We are leading the pack on the continent in digitising a destination management company through the creation of our virtual marketplace,” says Wiest.
Despite significant investments in growth, TDM remains financially strong. “Many companies came out of Covid with enormous debt, but we didn’t. We are poised for growth and expansion,” Wiest says.
Tourism has returned as a strong contributor to the African economy. By 2024, the industry is expected to generate $23.37 billion, with a projected growth rate of 7.5% through 2029. Africa remains home to some of the world’s most
Hugging the Mozambique border, Zimbabwe’s Eastern Highlands may be one of the country’s best-kept secrets.
This lush region, known for its dramatic mountains, misty forests, and fresh mountain air, offers a refreshing, adventurous contrast to the savannas and plains of western Zimbabwe. Here, nature is untouched, the landscapes are breathtakingly varied, and the vibe is serene yet exhilarating. And at the heart of this paradise lies a retreat that captures the spirit of these highlands: Troutbeck Resort.
Troutbeck Resort: A Tranquil Highland Haven
Nestled in the emerald-green hills of Nyanga, Troutbeck Resort is a sanctuary for those seeking both relaxation and adventure. With its cool mountain air and panoramic views, this resort feels like stepping into another world. Spend your days fishing in the lake, hiking the trails that wind through pine forests, or simply enjoying a quiet picnic by the water. Whether you’re casting a line, spotting local birdlife, or sipping on a warm cup of tea while soaking in the view, Troutbeck offers the perfect escape from the ordinary.
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attractive destinations, including Kruger National Park, the Great Pyramids of Giza, and Victoria Falls. Even with Africa’s natural wonders, poor service can detract from the overall travel experience. Wiest emphasises that while digital tools are essential, TDM remains focused on providing high-quality service. “In South Africa, you must offer concierge services for more demanding consumers,” he says. “More of our customers want responsible travel, and we’re developing products around that.”
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Wiest also believes that customer service will become increasingly important as consumers grow frustrated with impersonal online platforms. He recalls TDM’s efforts during the pandemic, where they ensured that every traveller was safely returned home, unlike many larger travel companies that struggled to track their customers. Looking ahead, Wiest is optimistic about the future of TDM and the tourism industry. “We are leading in terms of digital capability and geographic footprint. Those are the
things that will set us apart and keep us sustainable moving forward.”
In a rapidly changing industry, Wiest stresses the importance of excellence. “Just making a hotel booking is no longer sufficient,” he concludes. “Being average is no longer good enough—you have to be excellent to compete.”
PRODUCTION: James Davey
By investing heavily in sustainability initiatives, Woolworths is separating itself from the rest of the retail industry. It has ambitious aims that go beyond itself, and that is when truly great things start to gain traction. After all, there is no passion to be found playing small.
//Among the South African big five retailers – Shoprite, Pick n Pay, Spar, Massmart, and Woolworths – there is a multifaceted battle underway for market share. Retail in the continent’s most advanced economy is valued at R1.61 trillion, growing at CAGR of 4% between 2022 and 2027.
Across fashion, grocery, technology, home, beauty, financial services, and many other categories, these five command the market. Their size, scope, reach, and routes to market make for a highly competitive environment, but one that effectively serves the vast majority of South Africa’s 60 million people. How can one gain on the others? What is it that separates the group? For Woolworths, it’s the small details
– the Woolies details – that matter.
Recognised as a premium retailer across South Africa and other sub-Saharan African countries, the company boasts more than eight decades of success and 290 fashion, home and beauty stores, and 651 food store locations. More than 33,000 employees help to achieve turnover and concession sales of R76.4 billion.
This success is achieved through a minute focus on details. Stores are modern and well-stocked, customer service is universally above industry standard levels, digital presence is wide and engaging, and trends are embraced.
But one area is particularly strong for Woolworths – sustainability. The company has researched, tried, tested, and refined is sustainability approach,
and now the Woolworths sustainability pillars support four key goals. First is to achieve net zero carbon emissions by 2040. Second, the utilise only renewable energy by 2030. Third, to adopt a fully transparent and traceable supply chain by next year. And lastly, to have all own-brand products designed to be reused, repaired, or recycled before the end of next year.
Within these four elements of a wider ‘Good Business Journey’, launched in 2021, Woolworths has positioned sustainability at its core. “We believe that setting ambitious sustainability goals challenges our own business to do more, and inspires others to collaborate,” the company says.
“Our vision is to be one of the world’s most responsible retailers,” it adds.
Several initiatives are underway, and many have already started having an impact as the company drives ahead on this journey which it believes will help to differentiate it going forward, focusing on the details that customers and stakeholders care about.
In October, Woolworths began a campaign to sell premium South African wine from some of the world’s best vineyards in cans. WCellar, the company’s liquor arm, introduced premium canned wine, offering an alternative to the traditional in an attempt to reach new demographics while bolstering environmental credentials through the use of aluminium cans – infinitely recyclable. Currently, canned wine is
experiencing a boom globally with many enjoying the flexibility and ease. Now, with top winemakers contributing to this modern approach, Woolworths is dispelling the myth that the can means lower quality.
“Our customers can trust that, as with our premium boxed wines, we are offering only the highest quality product in a format that suits their needs,” said WCellar category manager, Ian Wilson.
In August, in a similar vein, Woolworths WBeauty announced that it was ready to launch a refillable range of make up products. Designed to reduce unnecessary packaging and waste, while promoting a culture of re-use, this range helps consumers to make a positive choice while losing none of the product effectiveness.
Eyeshadows, pressed powders, bronzers, blusher, and shimmer brick –across a varied colour palette – can be purchased online or instore nationwide.
Laura Naidu, Woolworths Beauty Head of Technology and Sourcing, said: “By introducing refillable options, we are not only providing our customers with exceptional quality products but also taking a definitive step towards reducing unnecessary packaging. Additionally, all Woolworths beauty products are made with ethically sourced ingredients, are 100% vegan, and endorsed by Beauty Without Cruelty, ensuring that our WBeauty range not only makes our customers look and feel good, but also contributes to a more sustainable future.”
While retail teams rolled out these initiatives instore, the facilities team was
busy atop the company’s footprint, installing solar panels to generate clean energy. Investments of R17.5 million have been promised across the property portfolio, including R7.3 million per annum at key locations, including the company’s head office and distribution centres in Cape Town and stores in Limpopo and the Eastern Cape. With payback period of four to five years, these projects will feed into the Good Business Journey target of only clean energy by 2030.
This development addresses the issue of the company’s environmental footprint while also providing increase protection from another significant threat – loadshedding.
“The expansion of the solar installations at Woolworths’ head office building triples the capacity of the initial pilot completed in 2013, adding an additional 357 kilowatts. This will increase the solar energy capacity at the Woolworths head office
to 465 kilowatts,” the company said.
“Through numerous interventions, including the installation of fridge doors in 348 of our food markets, smart technology and energy efficiency practices across all our stores, we have achieved a two-thirds reduction in our stores’ energy intensity over the last 15 years,” it added.
On the fashion front, a recycling scheme was launched in September which sees shoppers able to drop pre-loved denim items off at selected stores around the country. from here, Woolworths, in partnership with Taking Care of Business (TCB) Remake Programme, will create all new products as part of a circular system, reducing landfill waste.
TCB hands materials over to budding seamstresses keen on starting their own businesses. They provide business support and financial training, and help to develop micro enterprises that can grow alongside partners like Woolworths.
“Reducing waste to landfill and supporting circularity are key
components of our Good Business Journey, so we are delighted to offer our customers the opportunity to join us and TCB in creating new life for their denim clothes instead of discarding them. To kick start the initiative, we are giving customers with WRewards membership a 20% OFF voucher for their next RE: Denim purchase with each drop-off,” said Feroz Koor, Woolworths Group Head of Sustainability.
While individually these projects are small and bespoke, when tied together across the JSE-listed organisation, and when backed by the powerful Woolworths brand, they are truly details that make a difference. The proof is offered in two key measures – brand equity and financial results.
In September, Woolworths was labelled as one of the World’s Most Trustworthy Companies by Newsweek. The independent research surveyed 230,000 evaluations across different industries in 20 countries. Already
lauded locally by Brand Africa for its work around sustainability, this was another feather in the cap for a Woolworths as it looks to separate itself from rivals wherever possible.
“Trust in the Woolworths brand is a reflection of our commitment to quality and transparency, and we will continue to meet the high standards our stakeholders expect of us,” said Group Head of Communications, Anika Ebrahim.
For the period ending 30 June 2024, the company described its financials as ‘resilient’. Turnover and concession sales increased by 4.3%, Woolworths in SA achieved operating
“ Proudly
”
profit growth of 5.9%, Woolworths Food showed stand-out performance with highest like-for-like sales growth in sector and double-digit profit growth, and the acquisition of Absolute Pets was completed with great success.
“Once again, our results have demonstrated the advantages of our diverse portfolio, our trusted brands, key competitive advantages, and the dedication and enthusiasm of our committed teams,” said Group CEO, Roy Bagattini. “We continue to make significant progress against our strategic initiatives, and are on the right course to building a bigger, better, and far stronger
business – fortifying our position as South Africa’s pre-imminent retailer and one of the country’s leading brands.”
For Woolworths, the details certainly make the difference, and as it looks for further growth and a stronger position in the homes and minds of consumers, the small things are adding up to change the equation and, ultimately, the result for this industry leader.
PRODUCTION: James Davey
Keeping the world’s best digital technology flowing into Southern Africa, Tarsus Distribution has all the connections and all the skills to contribute meaningfully as the continent transforms. If you own a modern connected product or software, chances are the Tarsus Distribution business had a hand in getting it to you.
//Perhaps one of the most challenging industries to operate in because of the pace of change, technology remains vital for economic development.
Globally, the markets with a strong tech industry – the ability to adopt new ideas and adapt to change –are those that break boundaries.
Digital inclusion is a tough subject. In the western world, use of smartphones, laptops, and speedy internet connectivity is almost universal in business and personal life. But, according to the World Economic Forum, 2.6 billion people still live and work without internet access.
In sub-Saharan Africa, World Bank research suggests that more than 40% of people are now digitally
connected. But challenges remain, with a number of longstanding issues still holding back development.
“Underdeveloped digital infrastructure, lack of accessible and affordable connectivity, a stubborn digital gender gap, limited skills for digitally enabled industries, and inadequate regulatory and policy environments,” are problems highlighted by the World Bank.
However, progress has been very positive in the past decade. This is largely due to the influence of business as companies look to deliver improved services to customers through the use of technology, and organisation hunt for efficiency that can only be achieved with modern infrastructure.
In South Africa, Tarsus Distribution is a leading supplier of tech
products for the business market. The company has built relationships with the world’s leading brands, and enjoys exclusivity with many as the distributor for sub-Saharan Africa.
Established in 1985, the company has grown significantly and is today a Level 1 BBBEE business. “We are a distributor that is focused on making the world’s leading IT hardware brands available to the Southern African reseller channel,” the company says. As the longest established IT distributor in Southern Africa, Tarsus helps to drive digitisation by putting world class tech in the hands of African resellers.
“The company also prides itself in the provision of technical skills to its reseller community that allows for more complex business deals
utilising cutting edge techniques and technologies to be employed as and when required by small and mid-sized end-user customers,” Tarsus adds.
The purpose of the business is simple: “Making a lasting difference in the lives of our stakeholders by realising the power of our people.” As more and more resellers look to improve their offerings to service insatiable demand for tech, Tarsus is at the cutting edge.
In the past 18 months, as South Africa’s digital economy alone is set to reach 20% of GDP by 2028, Tarsus has struck up new partnerships across the world of tech working with brands new and old, across multiple verticals, to bring more opportunities for resellers and end consumers.
In September 2023, Tarsus partnered with Vertiv – a worldleading provider of data centre and network infrastructure – as the distributor for Southern Africa. The pair will look to build Vertiv’s presence in the region, specifically across uninterruptible power supplies (UPS), power distribution units (PDUs) and integrated racks, but with access to the wider Vertiv product portfolio.
The Tarsus channel approach was key for Vertiv which wants to build its reputation in the regional IT industry.
“The partnership aims at assisting Vertiv in growing its footprint within the local IT channel market, with the goal of jointly becoming the vendor of choice for anything data centre-related,” said Vertiv Enterprise Sales Director for Southern Africa, George Moss.
“Our partnership with Vertiv will allow us to tap into the growing infrastructure needs of the SADC region in particular. Tarsus Distribution will educate our sales teams and channel partners to offer technology solutions in partnership with Vertiv, based on the digital training and digital partner assistance offered by the organisation. This will also include advanced services to support Vertiv solutions,
including specification, configuration and installation, as well as offering Vertiv solutions via our e-Commerce partners,” said Tarsus CTO Jamie Scott.
In April 2024, two important new relationships were built as Tarus teamed with Samsung and iiDENTIFii to add further clout to its offering.
Now able to deliver some of the world’s best gaming and smart monitors, as well as a range of storage options, Tarsus is helping to drive advancement of the Southern African industry. Samsung boasts world-class display and storage solutions, and the brand is sought after the world over. The company’s Odyssey gaming monitor range is the number one gaming monitor worldwide, achieving many accolades and recommendations.
“This partnership underscores our dedication to providing cutting-edge
technology and exceptional service, empowering partners, businesses and individuals to thrive in today’s competitive landscape,” said Tarsus Product Exec, Mark Campbell.
Consumer Electronics VP at Samsung South Africa, Mike van Lier, added: “This collaboration will enable us to expand the reach of our Enterprise portfolio, delivering innovative solutions to our customers with speed and efficiency. Our partnership with Tarsus Distribution further enables us to meet the evolving demands of the modern marketplace, providing unparalleled value to our channel partners and customers alike.”
iiDENTIFii is a Cape Town-based company involved in biometric technology. Utilised across various security and accessibility applications, the company has developed intuitive
identity verification solutions for the African market. Already active across the security channel, Tarsus brings a strong network to the innovation of iiDENTIFii.
“Collaborating with Tarsus Distribution opens a breadth of opportunities for us. It’s akin to plugging into an external marketing partner that will propel our solutions
in front of the right audience. Tarsus not only amplifies our market reach but also possesses an understanding of our technology, ensuring it reaches the appropriate channel partners,” said iiDENTIFii CEO Gur Geva.
The company’s offering is unique as it boasts an algorithm capability that can understand different facial features on the continent. It is groundbreaking for the local security place and overcomes a longstanding issue around identity verification bias. For Tarsus, gaining a partnership with iiDENTIFii again confirms its commitment to cutting edge technology for its resellers and channel partners.
“This partnership is set to benefit large enterprises requiring robust
biometric verification by leveraging technology that’s tailored for the African demographic,” said Alan Hawkins, Tarsus GM: Enterprise Solutions.
As more and more high-level growth is achieved across the digital ecosystem in sub-Saharan Africa, an increasing number of businesses will flock to popular outlets to support their provision. These outlets must promote first class technology or the continent will be left behind and remain unconnected and on a slower economic development curve when compared to the rest of the world.
Tarsus Distribution brings an unrivalled product range and can
back it up with service, finance, and many other ancillary services. With e-commerce, distance learning, cloud computing, and the use of AI on the rise, businesses must make choices about their technology now to stay ahead in the future. But it’s hard –the space changes weekly as new innovations come to the market.
The SA government has stated that by 2029 it wants universal access to the internet, a digitally skilled base of human capital, widespread productive use of technology, and an environment conducive for investment into digital innovation. If this digital future manifests, distributors like Tarsus will without doubt play a role. Like all that leave a truly lasting impact,
Tarsus will do so through partnership.
“Our goal is to lead a new era of partner-centricity, utilising cuttingedge digital technologies to offer comprehensive solutions that meet the evolving needs of our clients,” says Chief Digital Officer, Gary Gradwell.
As Southern Africa continues on its digitisation journey, staying apace of change is vital. Tarsus is proving it can do so. Resellers are ferocious in their appetite for new tech. Consumers want to be exposed to the world’s best. Keeping business moving is the task for all.
PRODUCTION: James Davey
Innovata Pharmaceutical is approaching its quarter century in business, and it has been delighting key clients with its range of quality products for most of its life. In the future, the company will continue to form a vital part of the SA pharma industry as it builds deeper and more effective relationships with critical sector bodies.
//Over the past decade – a tumultuous one for the global healthcare sector - South Africa’s pharmaceutical industry has experienced notable growth, driven by factors such as an expanding healthcare infrastructure, improved investment, and a rising demand for quality services. In 2014, the market was valued at approximately USD$2.8 billion. By the end of 2024, it is projected to reach more than USD$3.6 billion, reflecting a compound annual growth rate (CAGR) of around 2.6%.
This growth trajectory underscores the industry’s resilience and adaptability in meeting the evolving healthcare needs of the population. Key drivers include government’s commitment to improving healthcare access, the introduction of new pharmaceutical
products, and the expansion of both public and private healthcare sectors. Additionally, South Africa’s strategic position as a gateway to the broader African market has attracted significant foreign investment, further bolstering the industry’s development. As the nation continues to prioritise healthcare advancements, the pharmaceutical sector is poised for sustained growth, contributing significantly to the overall economy and public health outcomes.
“Our products are manufactured to meet GMP standards. They are SAHPRA approved, and our suppliers are approved by either the U.S. Food and Drug Administration (USFDA) or European Medicines Evaluation Agency (EMA),” the Johannesburgbased company states.
“Since our inception in 2000, Innovata has established a noteworthy
Within the burgeoning space sits Innovata Pharmaceutical, a level 1 BBBEE company, proudly South African, and on a mission to be ‘the benchmark of excellence in healthcare’. The company is a prominent player in South Africa’s healthcare sector and has been making significant strides in providing accessible and high-quality medicines across the continent since its establishment almost 25 years ago. As a subsidiary of the Avacare Health Group, Innovata is committed to delivering essential pharmaceuticals that meet the diverse needs of patients and healthcare providers.
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relationship with the Public Health Sector where we hold numerous national tenders. Not only are we committed to delivering costeffective products timeously; our team remains committed to forging long-term relationships with customers, business partners, suppliers and employees alike.”
Innovata’s product range is both extensive and meticulously curated, covering major therapeutic classes to address various health conditions. Offerings include medications for cardiovascular health (lypovas (rosuvastatin) and cardiz (telmisartan tablets)), respiratory conditions (Amcough solution (diphenhydramine)), central nervous system disorders (diazepam, aripiprazole, duloxetine,
desvenlafaxine), a comprehensive range of anti-infectives, and many pain and inflammation relievers (paracetamol, ibuprofen etc) among others.
Quality assurance is a cornerstone of Innovata’s operations. The company ensures that its products are manufactured in facilities approved by international regulatory bodies such as the USFDA and the EMA. This commitment to quality is evident in their adherence to stringent manufacturing standards and regulatory compliance, reflecting a dedication to patient safety and therapeutic effectiveness.
“Driven by our mission to be the benchmark for excellence in healthcare, the credibility we have attained in the Public Health Sector and the backing of our parent company, Innovata is well poised and eager to extend our footprint into the South
African Private Health sector,” the company says of its long-term goals.
Innovata has also established a noteworthy relationship with the public health sector in South Africa, holding numerous national tenders. This collaboration underscores reliability and capability in meeting the healthcare needs of the public sector. Additionally, thanks to involvement with Avacare, Innovata benefits from a robust network that enhances its distribution capabilities and market reach across the African continent. Innovata became part of Avacare in 2013.
“Further to our parent company’s vision of ‘Caring for Africa’, Innovata is driven to emphasise the ‘care’ in healthcare and to continue providing a sought-after range of essential pharmaceuticals as affordably and efficiently as possible,” the company says.
This care is driven from top down, positioned a key part of the culture created by Dr Vikramkumar Naik, Group Executive Chairman of the Avacare Health Group and supported by CEO Andreé Meyer. Naik has worked across African healthcare as an anaesthetist, recognising first-hand the need for expertise in under-resourced hospitals. Meyer has worked across many high-profile healthcare companies that operate national and continental footprints.
With a team of around 200 people, Innovata boasts a diverse group of professionals dedicated to advancing healthcare solutions. The collective expertise within the company spans various domains, including research and development, quality assurance, regulatory affairs, and sales and marketing. This multidisciplinary approach enables Innovata to pioneer and respond effectively to the constantly evolving healthcare landscape.
Beyond its commercial endeavours, the company is committed to making a positive impact on the communities it serves. The company engages in initiatives aimed at improving healthcare access and outcomes, particularly in underserved areas. This commitment to corporate social responsibility reflects Innovata’s holistic approach to healthcare and business, emphasising the importance of community well-being alongside commercial success.
// OUR GREATNESS LIES IN THE ABILITY FOR US, AS A GROUP, TO MAKE A DIFFERENCE TO THE LIVES OF THE PEOPLE OF AFRICA AND FOR OUR PRODUCTS AND SERVICES TO BE ACCESSIBLE IN EVERY PART OF AFRICA //
Looking ahead, Innovata Pharmaceuticals is poised to continue its growth trajectory by exploring new markets and expanding its product portfolio. The company’s strategic focus includes leveraging technological advancements to enhance manufacturing processes and product development. By maintaining its commitment to quality, compliance, and patient-centric solutions, Innovata aims to solidify its position as a leader in the African pharmaceutical industry.
“Our greatness lies in the ability for us, as a group, to make a difference to the lives of the people of Africa and for our products and services to be accessible in every part of Africa,” Avacare Health says of its mantra. “We are a group of dedicated and talented
individuals who are passionate in ensuring that each of our efforts leads to the success of our vision. We have a diverse set of skills, competencies and knowledge within the group.”
South Africa’s population is growing, and Africa’s population is swelling quickly as the second most populous continent in the world. As long as people are around, healthcare will grow, and Innovata Pharmaceutical has made its mark as an anchor tenant in this competitive space. World class products from industry leading people make for a truly remarkable business, and one that is required in Africa more and more.
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