DELICIOUS SCENES FOR SHAWARMA

The North American foodservice landscape has faced its fair share of volatility over the past few years, particularly since the COVID-19 pandemic.

However, it is a sector defined by its resilience and is returning to prosperity.

Ben Osmow, CEO of Osmow’s Shawarma (Osmow’s), the rapidly growing Canadian fast-casual restaurant chain specializing in modern Mediterranean and Middle Eastern cuisine, believes that being adaptable and open-minded is a critical ingredient for success.

“We move quickly as a company and, during what has been a few challenging years for many, we have actually experienced some of our strongest growth,” updates Ben, who we previously interviewed in November 2023.

“Working closely with our franchise partners is a responsibility we take very seriously. For the past 10 years, we’ve averaged over 25 percent sales growth annually, which is something very few can say. One brand we closely observe is Chipotle, and we often describe ourselves as the Mediterranean or Middle Eastern equivalent,” he explains.

Mediterranean food and diets are gaining significant traction globally, and that trend strongly favors Osmow’s. Customers today are far more health-conscious, which has always been part of the company’s DNA.

For Ben and his family, who are Egyptian, becoming larger in North America than any shawarma brand globally is both surprising and deeply exciting.

Despite shawarma being a household staple across the Middle East, there is no single chain in the region approaching this scale, which makes Osmow’s growth in North America even more remarkable.

“Our menu is built around quality ingredients, with no genetically modified organisms (GMOs) or preservatives, and our food is something parents feel good about serving their families,” Ben acclaims.

By modernizing the category, Osmow’s has become the largest global shawarma franchise, an achievement Ben sees as only the beginning.

“We’ve started our growth journey and are also working toward international expansion beyond Canada and the US. Hopefully, one day, we’ll make our way to the UK as well,” he lays out.

PASSION FOR PERFORMANCE

Ben has recently embraced a keen focus on new areas of the business along with his sister Bernadette, who is also part of the family business, taking on a larger role overseeing operations and the smooth running of the company’s production plant.

“There has been a lot of change over the past couple of years – I’m still CEO of the organization, but I’ve taken a much more hands-on role in marketing.

“We made some key changes to our marketing team and brought in new people, with a strong focus on keeping the brand top-of-mind and ensuring our franchise partners remain profitable and successful,” he recalls.

Like most restaurant businesses, Osmow’s remains nimble – everyone at leadership level wears multiple hats and, while they each have areas of focus, these vital members of the team stay involved in all aspects.

“The difference now is we’re at a size where we can hire experts in specific disciplines, but we’ll never step away from being hands-on,” Ben assures.

Osmow’s continues to grow at a strong pace and, since featuring in 2023, has opened approximately 70 new restaurants.

“June also marks our 25th anniversary as a brand. While we’ve only been franchising for about 10 or 11 years, it’s been a quarter of a century since Osmow’s first began,” Ben sets out proudly.

Osmow’s plans to celebrate primarily with its franchise partners and internally as a family. Then, later this year, it aims to introduce a special in-store initiative across all locations to mark the milestone.

“It’s about honoring our journey and the people who helped us get here, rather than creating a big media spectacle.”

SHAWARMA WITH A DIFFERENCE

The biggest differentiator for Osmow’s is how it has modernized shawarma – a cuisine that has historically been associated with inconsistent service, questionable hygiene, and small-scale operators.

“We have completely changed that perception. Our restaurants are clean, contemporary, and operationally tight, and we offer strong customer service and consistency across every location,” Ben acclaims.

“As such, we took a category that was never seen as franchisable and scaled it successfully. In Canada, shawarma is now a mainstream, household option, and Osmow’s has played a major role in making that happen,” he excites.

Having overcome the stigma that surrounds shawarma, Osmow’s operations strive to hit the highest possible levels of consistency at every store.

This way, customers can trust they’re going to get the same meal across its entire geographic footprint, whether in Canada, the US, or new regions and countries the company expands to in the future.

“Our approach in the US has been deliberately slow and organic. We receive thousands of franchise applications annually, but quality and sustainability always come first,” Ben affirms.

“We test new markets through corporate locations before opening them up to franchise partners.”

This year, Osmow’s already has seven US locations signed, including Texas, New Jersey, and Ohio.

“A major milestone for us was opening our first US production plant – a facility which allows us to control quality, improve margins for franchisees, and support expansion more confidently,” states Ben.

INNOVATION AND PARTNERSHIPS

In addition to the company’s ongoing expansion, Ben highlights the brand’s partnerships as another major source of pride.

“Osmow’s has collaborated with several NBA and NHL athletes, as well as prominent national soccer players, but one of the most significant milestones has been our partnership with Doritos,” he expands.

As one of the brand’s first major collaborations, Osmow’s worked with Doritos’ parent company, PepsiCo, to create a unique, co-developed product which will be launching in June this year.

The result of this exciting collaboration is the ‘Walking Shawarma’ – a bag of Doritos prepared in-store and filled with a choice of shawarma, toppings, cheese, and Osmow’s’ signature sauces to create a fully handheld meal.

“Following a successful soft launch last year and strong customer demand, the product is set to return nationally in June 2026.

“These kinds of partnerships are a powerful reminder of how far the company has come – from a small, struggling ‘mom-and-pop’ shop to a brand capable of attracting household names and global partners,” Ben reflects.

With the FIFA World Cup taking place in North America this summer, Osmow’s sees this as a massive commercial opportunity, and the company is aligning the launch of Walking Shawarma with the tournament.

“Capitalising on such a global platform, we’ve secured locations near stadiums and planned activations well in advance. You can expect Osmow’s to be very visible during the tournament,” he reveals.

“We never miss an opportunity to market ourselves during one of the world’s largest events, and the World Cup is definitely something we’ve been excited about since it was announced.”

HOPE AND LEGACY

Giving back has always been part of who Osmow’s is as a brand, and corporate social responsibility (CSR) has always been vital to its identity.

As the company has grown, its charitable efforts have expanded at the same pace.

“Beyond the business, we’re deeply committed to giving back through the Osmow’s Hope Fund. This year, our goal is to provide meals for over 8,000 children across several developing countries,” Ben elaborates.

“Within this, 100 percent of donations go directly to feeding children as we cover all administrative costs ourselves,” he tells us.

Alongside its commendable CSR work, Osmow’s has transformed shawarma into a truly scalable and desirable food category.

The brand has now grown to surpass 225 restaurants, an achievement that is virtually unheard of within the shawarma space.

“With a strong operating system now firmly in place and improving year after year, we’re excited to begin engaging with future international franchise partners and taking the next step in Osmow’s’ evolution,” Ben concludes.

The post Osmow’s Shawarma : Delicious Scenes for Shawarma appeared first on Food & Beverage Outlook.

GREY GOOSE HITS THE RUNWAY

A highly sophisticated beverage best served ice-cold, GREY GOOSE is the epitome of premium French vodka, which has evolved since its inception in 1997 to become a go-to in the luxury drinks category and mainstay of the Bacardi brand.  

Upheld by this elevated reputation, GREY GOOSE recently collaborated with one of the world’s most beloved film franchises on its recent release of The Devil Wears Prada 2 that parallels the chic sophistication the vodka brand’s consumers represent.  

Launched on the big screen at the beginning of this month, The Devil Wears Prada 2 is the much-awaited sequel to 20th Century Studios’ 2006 film that shaped the cinematic landscape of the early 2000s.   

Combining the ever-growing appeal of two high-end brands, GREY GOOSE’s partnership with The Devil Wears Prada 2 saw a vibrant multi-platform programme that united fashion, film, and cocktail culture.  

More than 20 years after the original film, the campaign with GREY GOOSE featured celeb forward-content from the likes of supermodel Heidi Klum, as well as interactive pop-up experiences, speciality cocktails, in-theatre activations, and limited-edition bottle packaging. 

Aleco Azqueta, Vice President of Global Marketing for GREY GOOSE, believes the campaign with the hotly anticipated film is a natural extension of the drink’s already-elevated legacy, having positioned itself at the intersection of culture and craftsmanship. 

FASHION IN A COCKTAIL GLASS 

Leveraging its French heritage and longstanding connection to the world of fashion, GREY GOOSE launched The Devil’s Roast espresso martini – the perfect sip for fans to celebrate the return of the iconic film.   

A cocktail that feels both timeless and modern, The Devil’s Roast sits at the centre of the campaign and is a simple yet delicious reimagining of Miranda Priestly’s iconic coffee order with a tantalising GREY GOOSE twist.  

It is a reinterpretation of the classic espresso martini, which is often referred to as the ‘model martini’ due to its origins in fashion culture.  

Created with GREY GOOSE vodka and garnished with three gold-dusted coffee beans, The Devil’s Roast is sleek and sharp; bursting with rich, bold flavours, the cocktail is the ultimate fashion moment in a glass.  

Eager fans were able to sample the drink for themselves at numerous GREY GOOSE Devil’s Roast pop-ups across New York City.  

Each glass was complemented by gold-dusted popcorn, adding to the chic, cinematic atmosphere of the events by combining fashion polish with an indulgent cinema treat.  

What’s more, a select number of theatres also offered speciality GREY GOOSE cocktails on the opening night of the film, giving movie lovers the chance to sip Runway-approved serves. 

STAR POWER 

Epitomising the modish vibes of both cultural touchpoints, Heidi Klum brought the campaign to life by starring in an original content piece in the form of a short film.  

Created in partnership with New York-based advertising agency Bartle Bogle Hegarty (BBH), the content takes place in the world of The Devil Wears Prada 2 and features Klum clutching The Devil’s Roast. 

The film and photography was been purposefully crafted to align with the precise, high standards of Runway Magazine – the fictional fashion publication that once again takes centre stage in the sequel – and the sleek, model-esque aura of the fashion industry.  

Reflecting on the campaign, Klum admires how both fashion and film tell a story and craft a lifestyle, and it this same level of craft that makes the GREY GOOSE collaboration so special.  

Indeed, the campaign is a natural extension of the drink brand’s longstanding presence in the fashion industry.  

Since its creation in the 1990s, GREY GOOSE has partnered with some of the world’s biggest names in fashion, including industry titans, institutions, and designers, and supported globally relevant fashion moments in Paris, New York, London, and more.  

More broadly, The Devil Wears Prada 2’s marketing campaign span striking billboards across New York City that evoked the film’s signature wit and fashion-forward energy.  

Coordinating with the film’s release, The Devil’s Roast was also featured globally on the menus of premium bars and restaurants in London, timed with other UK-based special events.

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INSTRUMENTAL TO PROCESS INSTRUMENTATION

The modern oil and gas industry is incredibly dynamic.

With the world having changed significantly following the COVID-19 pandemic, what was once referred to as simply the oil and gas sector is now more accurately described as the energy industry, encompassing conventional hydrocarbons alongside renewable and low-carbon energy sources.

This transition is happening against the backdrop of global economic shifts and ongoing geopolitical uncertainty, which are further reshaping supply chains, investment priorities, and risk management.

KROHNE has proudly established itself as an industry stalwart, leading the way in these new and ever-evolving challenges.

“We are a global manufacturer and solution provider for process instrumentation, measurement solutions, and services across multiple industries,” introduces Jason Yew, Managing Director – Malaysia.

Founded in 1921 and headquartered in Duisburg, Germany, KROHNE operates in over 100 countries, supporting projects of all sizes with local expertise. The group is a fully independent, family-owned organisation, headed by the third generation of the Rademacher-Dubbick family, who began the journey as a small enterprise over a century ago.

Since then, KROHNE has evolved into a global supplier and leading innovator for measuring devices, poised to face whatever challenges lie ahead in a perpetually changing sector.

“The world is evolving – and that evolution is already well underway. To succeed, companies must remain agile, innovative, and capable of adapting quickly,” details Yew.

“New challenges inevitably create new opportunities, and by leveraging digitalisation, the Internet of Things (IoT), and artificial intelligence (AI), KROHNE is actively developing the next generation of technologies and solutions to support this new energy landscape.”

RELIABLE PRODUCTS, MODERN SOLUTIONS

Yew began his career as a custody transfer flow engineer with KROHNE after graduating with a bachelor’s degree in industrial technology. He found the role suited him immediately, as oil and gas is a highly technology-driven industry with a strong emphasis on process safety, accuracy, and engineered solutions.

“I found that combination both challenging and rewarding, and from that point on, I never looked back,” Yew enthuses.

After several years in engineering, he embraced a new challenge – moving into sales and business development, where he was responsible for building KROHNE’s oil and gas business, eventually positioning the Malaysia office as the group’s Asia Pacific hub.

The key to Yew’s career success has been bridging technology with people, translating complex measurement technology into practical value for customers, fostering long-term partnerships, and consistently delivering solutions that add measurable value.

KROHNE’s family-owned culture aligns very well with Asia and has played an important role in this journey.

“Even after more than 20 years in the industry, the complexity of oil and gas and diversity of cultures continue to motivate me – there are always new challenges and constant opportunities to learn,” expands Yew.

The group works to differentiate itself in this competitive market through three primary areas. The first is innovative and proven technology, wherein KROHNE consistently brings reliable, field-proven technologies to industry, supported by a strong local presence. Second is KROHNE’s highly competent people, with continuous investment in training and human capital, ensuring customers receive world-class technical support locally.

The final area is long-term partnerships; as a family-owned group, KROHNE prioritises sustainable, long-term relationships, which have consistently proven successful.

Additionally, a key milestone in the group’s journey has been technology transfer from Europe to Asia.

“KROHNE Malaysia started as a small sales office, with turnkey solutions such as flow metering systems engineered in Europe. For the solutions business, this model proved unsustainable – solutions must be close to customers,” explains Yew.

By building a strong business case supported by customer testimonials, the group secured management approval to establish a full engineering and operational solutions hub in Malaysia, including a complete transfer of know-how and expertise.

“The early years were challenging – technically, operationally, and culturally. The biggest lesson learnt was that success ultimately depends on people. Trust, respect, and recognising individual strength are what enable teams from different cultures to work effectively together,” furthers Yew.

BRIDGING TECHNOLOGY AND PEOPLE

KROHNE’s business is structured around three integrated portfolios – products, solutions, and services – which, in turn, form a true one-stop shop for customers.

The former is a complete portfolio of process instrumentation, including flow, level, temperature, pressure, and process analytics; meters, sensors, systems, and accessories; and a wide range of proven measurement technologies.

Within the solutions portfolio, KROHNE delivers engineered, turnkey solutions for process control and automation, from single measurement points to complex metering skids and packaged systems. The group takes responsibility across the entire project lifecycle – from early consultancy through engineering, fabrication, and commissioning.

Lastly, its comprehensive services portfolio covers the full asset lifecycle. Through structured service level agreements, KROHNE provides flexible service offerings, from standard support to premium services, ensuring maximum system availability and plant uptime.

“These three portfolios work together to deliver reliable products, modern digital solutions, and world-class service, which today’s industries demand,” asserts Yew.

Equally, through its time-tested expertise and innovation-driven mindset, KROHNE addresses cross-industry challenges through a structured division approach. Each key sector has distinct requirements and drivers, whilst dedicated industry managers continuously feed customer needs to R&D.

“At a global level, these industry divisions collaborate to harmonise requirements into common technology platforms, with tailored features for specific applications. Beyond technology, effective communication and teamwork across disciplines are critical to delivering successful solutions,” explains Yew.

EXPANDING GLOBAL COVERAGE

Currently, KROHNE is expanding its manufacturing facilities in Asia in order to enable global coverage.

With the energy, data centre, and food and beverage industries all remaining strong growth sectors and demanding shorter lead times and cost-effective solutions, KROHNE’s expanding manufacturing capabilities in Asia allow it to be closer to the value chain and improve responsiveness whilst maintaining quality standards.

“Using our decades of experience in both Europe and Asia, KROHNE leverages the strengths of both regions to support global customers more effectively,” affirms Yew.

Additionally, the group utilises its expertise to provide solutions that help customers enhance operational efficiency, reduce environmental impact, and meet the challenges of the energy transition.

KROHNE is often involved early in projects, starting at the conception and technology selection stages, where good engineering decisions have the greatest impact. The group’s subject-matter experts combine field experience with application knowledge, translating lessons learned into optimised design criteria.

Over time, this continuous learning approach drives higher efficiency, reduced emissions, and improved lifecycle performance.

“Today’s market demands solutions that are not only reliable but also cost-effective and sustainable, which requires constant innovation and customised engineering – a core strength of KROHNE,” details Yew.

As the group continues to look ahead to another century of success and innovation, the team is seeking to strengthen its foundation to ensure it will be strongly positioned to meet the market challenges of the future.

“KROHNE will remain strongly focused on oil and gas, particularly the liquefied natural gas (LNG), gas, and floating production, storage, and offloading (FPSO) markets, whilst continuing to expand into renewables and new energy sectors. At the same time, further growth in the Southeast Asia region remains a key priority,” Yew proudly concludes.

The post KROHNE : Instrumental to Process Instrumentation appeared first on Food & Beverage Outlook.

A STORY OF AFRICAN MANUFACTURING

Zambia is one of the most exciting fast-moving consumer goods (FMCG) markets in Africa, precisely because it is not an easy one – the sector rewards businesses that can manufacture efficiently, price intelligently, and keep products consistently available.

As it evolves, the nation’s FMCG space is experiencing strong demand, granting burgeoning local brands room to gain ground.

“However, it is also a market that quickly exposes weak operating models. If manufacturing is inconsistent, route to market is weak, or there is heavy reliance on imports, Zambia will test you very quickly,” opens Mohsin Patel, Director of Trade Kings Group (Trade Kings) – the largest FMCG manufacturer in the country.

It’s these sorts of challenges that make the sector so compelling, as it is no longer enough to have a good product – industry operators require the quality systems, packaging strength, distribution reach, and confidence to keep investing when conditions get tough.

“For us, Zambia is not just a consumption market; it is a production market. The companies that understand this can build brands with real durability, scale, and regional relevance,” he adds.

A ZAMBIAN SUCCESS STORY

Built from the ground up, Trade Kings began in 1995 from very humble beginnings.

The company did not start as a ready-made industrial giant, but in its founder’s garage in Lusaka, with one product and a belief that local consumers deserved quality, local goods – which subsequently formed Trade Kings’ overarching vision.

In the last three decades, the company has grown into one of the largest diversified manufacturing groups in sub-Saharan Africa, boasting over 100 brands delivered across 10 countries.

“For too long, Africa has been treated mainly as a destination for finished goods. I believe the bigger opportunity is to build serious manufacturing businesses on the continent – ones that produce, process, innovate, distribute, and export with confidence.

“That is what Trade Kings has been working to do for 30 years.

“We started small, built patiently, and kept reinvesting – today, we are part of a much bigger conversation about what African industrial capability can look like when it is backed by conviction,” Patel divulges.

A majority of the company’s manufacturing footprint is concentrated within the Lusaka South Multi-Facility Economic Zone, where several of Trade Kings’ large-scale production facilities operate.

This operational concentration reflects its long-term approach to industrial capacity, infrastructure, and execution.

Moreover, the company is distinguished by its broad scope of successful brands across the confectionery, food and beverage, dairy, home care, hygiene, agro-industrial, steel, and mining portfolio, positioning Trade Kings as a titan in the FMCG space.

A UNITING, CENTRAL STRENGTH

Trade Kings’ position as an industry leader doesn’t rest on a single brand or category but derives from an ecosystem it has built around manufacturing, supply chains, innovation, and market execution – all driven by a central strength or focus.

“Our story does not revolve around one brand or division; it is the story of a Zambian business that has kept on building,” Patel states.

Indeed, the company’s success stems from far more than branding, as it possesses cutting-edge factories, state-of-the-art systems, procurement strength, packaging capability, route-to-market discipline, and the confidence to keep reinvesting – creating a business that is built for durability, scale, and relevance.

Yet, Trade Kings remains streamlined by ensuring each brand remains within its individual market.

For instance, BigTree Beverages has a deep understanding of flavour, packaging, channel dynamics, and beverage consumption. BigTree Brands, meanwhile, which operates under the same corporate structure, holds a wealth of knowledge in household food needs, party supplies, and practical, everyday affordability.

Elsewhere, Dairy Gold keeps track of dairy processing, grain beverages, milk collection, and nutrition.

“This balance is what allows us to stay streamlined whilst still being responsive. The system is shared, but the commercial intelligence stays where it belongs – close to the consumer,” Patel insights.

Trade Kings is further distinguished by its regional footprint, as the company strives to not be a local copy of a foreign FMCG model.

“We are building an African manufacturing model designed around African consumers, trade routes, and operational realities. That is why manufacturing capability, upstream control, and regional expansion remain at the centre of how we think.”

BIGTREE BEVERAGES

BigTree Beverages was built to create a modern African drinks business that can compete not only on price, but on innovation, taste, packaging, and product execution.

“What makes BigTree Beverages exciting is that it combines technical capability with real market intuition.

“It’s not enough to formulate a beverage in a lab; you must understand what consumers will choose, how it should taste, which packaging format and price point works, and how quickly you can scale a winning idea,” Patel outlines.

“This is where BigTree Beverages has become strong.”

The brand’s portfolio includes Vatra, Fruiticana, Mojo Energy Drink, KungFu Energy, Brothers Premium – mocktails and mixers – Appy, and FruiTop.

To meet increasing product demand, BigTree Beverages has invested in hot-fill capability, in-house polyethylene terephthalate (PET) pre-formulated bottle and cap production, packaging development, and a route-to-market model that spans depots, distributors, modern and general trade, hotel, restaurant, and catering (HoReCa), and last-mile channels.

The brand has also built a flavour pipeline designed around African taste preferences and real-use case studies.

This combination of quality, speed, deep flavour understanding, technical capability, and route-to-market strength has driven industry-wide recognition.

For example, BigTree Beverages was named the South African Development Community’s (SADC) 2024-25 Exporter of the Year in the Large Enterprise category – a strong marker of the brand’s product competitiveness and regional relevance.

LOCALLY DRIVEN INDUSTRIALISATION

Trade Kings’ latest business unit, Kingsworth Group Limited (Kingsworth), is strategically important to the company, enabling it to scale its manufacturing capability efficiently.

“It represents deeper industrialisation, not just expansion. It moves Zambia from importing key industrial inputs to producing them locally, which strengthens both Trade Kings and the wider manufacturing sector,” Patel highlights.

Indeed, Kingsworth is the country’s first integrated starch and glucose facility and a USD$110 million investment developed over two phases.

The plant will process locally grown maize into native and modified starch, liquid glucose, maltodextrin, corn germ, gluten meal and feed, dextrose, and related derivatives. These ingredients are used in confectionery, beverages, dairy, processed foods, pharmaceuticals, paper, adhesives, textiles, and animal nutrition.

As such, the brand reduces reliance on imported intermediates, helps stabilise costs and margins, strengthens value chain reliability, and makes future downstream expansion more viable as more of the input chain is under local control.

At full capacity, Kingsworth is designed to produce up to 140,000 tonnes of products annually, substitute around USD$30 million in imports each year, and unlock approximately USD$150 million in export potential through African Continental Free Trade Area (AfCFTA)-linked trade.

“Kingsworth is not just another business unit; it is a capability platform that makes the wider group stronger.”

BUILT ON TRUST

A robust and purpose-built supply chain is fundamental to the success of Trade Kings.

“Supply chains are built on trust long before they are tested by disruption. For a business of our scale, supplier and partner relationships are not peripheral; they are part of the operating model,” Patel shares.

The company works closely with local and regional suppliers to ensure strong manufacturing capabilities, which depend on reliable input workflows, practical coordination, and shared growth.

For instance, given Trade Kings is one of the largest industrial users of sugar in Zambia and a major buyer of milk from local dairy farmers, the company works closely with producers of maize, wheat, and potatoes that feed directly into its food processing businesses.

“Local sourcing matters because it shortens the supply chain, builds capability in-country, and strengthens the wider industrial base. Regional partnerships matter because scale increasingly depends on trade, not isolation,” he informs.

This is also where backward integration becomes important. Case in point, Kingsworth improves the stability of the value chain behind its finished products, whilst Dairy Gold’s milk collection model matters for the same reason.

“The more coordinated and dependable your upstream system is, the more competitive your downstream brands become,” Patel explains.

Equally integral to the company’s DNA is its 17,500+ employees, whose care, deep understanding, and swift problem-solving make the business what it is today.

“One of the things I value most about Trade Kings is that so much of the company’s strength sits in its people – on the plant floor, in engineering, quality, logistics, distribution, and the commercial teams that keep the business close to market.”

STRENGTHENED BRANDS

Trade Kings is continuing 2026 with a clear set of priorities – to deepen production capability, strengthen upstream control, expand intelligently across the region, and keep building brands that can travel the distance.

This means continuing to strengthen the company’s food and beverage platform through BigTree Beverages, BigTree Brands, and Dairy Gold.

It also means ensuring Kingsworth delivers for the group, namely stronger input security, more competitive downstream manufacturing, and a more stable industrial base.

Trade Kings also wants to continue investing in key categories such as confectionery, home care, and other core businesses that still have room to grow regionally, facilitated by moving ahead with its wider production expansion agenda that is already part of the company’s growth plan.

“We believe Africa cannot continue to only be a consumption market – it must increasingly produce, brand, and distribute for itself. We want Trade Kings to be part of that next chapter,” Patel closes.

TRADE KINGS GROUP PARTNER

The post Trade Kings Group : A Story of African Manufacturing appeared first on Food & Beverage Outlook.

NATURAL, LOCAL, AND INCLUSIVE

Right now, Africa’s beer industry is dynamic and exhilarating thanks to a youthful population, skyrocketing urbanisation, and the expansion of formal retail and hospitality channels – even in the face of macroeconomic and inflationary pressures.

In Mozambique specifically, the beer landscape still has significant headroom for growth, both in terms of per-capita consumption and in the formalisation of the category itself.

Cervejas de Moçambique (CDM), who we last spoke to in February 2023, has been the leading brewer in the country for decades and is part of the AB InBev family, which gives the brand both a strong local heritage and access to global capabilities.

“We operate multiple breweries across Mozambique, including our large, modern site in Marracuene near Maputo, as well as facilities in other key provinces to ensure we are close to consumers and retailers nationwide,” introduces CEO, Galo Rivera.

“Our portfolio spans iconic Mozambican brands such as 2M, Laurentina, Manica, and the cassava‑based Impala, alongside international brands including Castle Lite, Corona, Budweiser, Stella Artois, and others, allowing us to serve different consumer tastes and occasions,” he sets out.

CDM employs a substantial workforce directly and supports thousands more jobs indirectly through its network of farmers, suppliers, distributors, and retailers.

In essence, the company has become a truly national business – ingrained in the fabric of Mozambique’s economy and communities and focused on delivering high‑quality, affordable, and responsible beer to customers every day.

SHIFTING LANDSCAPE

Rivera has identified three distinct and important trends that are currently evolving across the African beverage sector.

Firstly, he points to a steady shift from informal, often unsafe illicit alcohol to formal, regulated beer, which brings better health outcomes and more predictable tax revenues.

“There is also a growing preference for brands that feel local and authentic, like our core Mozambican portfolio, combined with interest in premium experiences as incomes rise.

“Finally, brewers are increasingly expected to contribute to environmental, social, and governance (ESG) priorities – from smart drinking and road safety to water, agriculture, and packaging sustainability,” Rivera observes.

In light of these shifts, CDM’s strategy is to be at the forefront of these trends, partnering with the government and communities to ensure growth in beer translates into inclusive, long‑term value for Mozambique.

At present, the company sees its primary competition not as other formal brewers, but as illicit and informally produced alcohol that does not meet safety standards or contribute to taxes and often harms communities.

“What defines CDM is our combination of deep local roots and world‑class brewing standards. 2M, for example, is more than a beer – it is a symbol of national pride, a brand that Mozambicans identify with at home and abroad,” highlights Rivera.

This summer, the company is also proud to showcase 2M as one of the sponsors of the FIFA World Cup, a valuable global platform which will help to elevate brand awareness across the globe.

MORE THAN A PRODUCT

Over the past 16 years, Rivera’s career has been dedicated to the beer industry and, in that time, he has come to see beer as much more than a product.

Rather, he views it as an ecosystem that creates jobs, builds local supply chains, and connects people.

“I was drawn to this industry because it is natural, local, and inclusive, bringing together agriculture, manufacturing, logistics, hospitality, and consumers in a very tangible way,” he tells us.

“As I grew in leadership roles, I saw how a well-run beer business can support government revenues through formal taxation, help shift consumption away from high‑risk, informally produced alcohol, and promote moderation and responsible enjoyment.”

This combination of economic impact, social responsibility, and the opportunity to build something enduring for Mozambique is what keeps Rivera deeply engaged in the beverage and brewing industries today.

“What excites me about beer is that it sits at the intersection of social life, economic development, and public health,” he adds.

Beer is, by design, a drink of moderation and, when consumed responsibly, can be a powerful tool to shift people away from high‑alcohol, informally produced beverages that pose real risks to communities.

STRENGTH AND RESILIENCE

Since we last caught up with CDM, its focus has been on disciplined growth, operational excellence, and deeper local integration.

In 2024, the company’s profits almost tripled year‑on‑year, reflecting both strong top-line momentum and improved efficiency, and this trajectory continued in 2025 despite a challenging macroeconomic environment.

“The ramp‑up of our Marracuene brewery has been a cornerstone of our recent success, enabling us to increase capacity, improve quality, and support the reliable supply of cold beer across the country,” Rivera details.

“At the same time, we have expanded our work with local suppliers and farmers, particularly around cassava for Impala, helping to create more stable demand and income in rural areas.”

Meanwhile, CDM has stepped up its investments in responsible drinking and community initiatives, including clean water access near its breweries and campaigns against underage and harmful drinking.

“Overall, the last three years have been about building a stronger, more resilient CDM that can support Mozambique’s development over the long-term,” he prides.

THE NEXT STEPS TO SUCCESS

Looking ahead, CDM’s priority is to remain at the heart of Mozambique’s growth story.

That means three things – first, continuing to drive sustainable, profitable growth in beer by expanding its reach, strengthening core brands like 2M and Laurentina, and offering more choice across price points and occasions, including moderation‑focused innovations.

“We are also looking to accelerate the formalisation of the alcohol market by making legal, quality beer more accessible and by working with authorities to combat illicit and unsafe products,” Rivera discloses.

“Thirdly, regarding deepening our local impact, we are prioritising more local sourcing, industrialisation around packaging, as well as new partnerships on water, agriculture, and smart drinking.”

Rivera passionately believes beer is exciting because it is deeply local – brewed with local ingredients, reflecting local tastes, and present at key moments of celebration.

“Being able to shape that ecosystem in a way that promotes moderation, safety, and shared prosperity is what makes this industry uniquely motivating for me.

“Our ambition is clear – we want CDM to be recognised not only as the leading brewer, but as a long‑term partner in Mozambique’s socioeconomic development, creating value for consumers, customers, employees, farmers, and the country as a whole,” he finishes with pride.

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POWDER TO THE PEOPLE

Having undergone rapid evolution in recent years, Angola’s food and beverage industry is shifting towards domestic production and modernisation.

Though still somewhat dependent on imports – especially when it comes to raw materials – the industry has been transformed in many ways, with more players now choosing to produce locally.

There has also been a marked increase in agricultural production, with various new projects and developments underway across the nation.

“The future looks bright for Angola,” opens Vitor Santos, CEO of Promasidor Angola, part of the Promasidor Group.

Operating in more than 40 countries in Africa, the Promasidor Group’s products are consumed daily by millions of families.

Angola is proudly amongst the top five geographies the group operates in, one where continued investment into new machinery, products, and processes has become crucial to its development.

Currently, Angola is also the only geography that speaks Portuguese, which differentiates it from other French and English-speaking countries.

GROWING PRODUCT PORTFOLIO

Promasidor Angola’s biggest business is powdered milk, where it has three brands – Loya, Cowbell, and Mixwell.

The company’s goal is to diversify its portfolio and, for several years, new categories have been launched not only in Angola, but across the group.

This includes brands such as Proma Café (instant coffee), Top Tea (tea), Yumvita (cereal), Twisco (powdered chocolate drink), and Amila (powdered juice).

“We’re also present in the home seasoning segment, with our Onga brand offering five flavours of seasoning in powder and solid form,” Santos informs.

Finally, as an alternative to regular milk, the company has now introduced Cowbell Choco (chocolate-flavoured milk) and Loya Café (coffee-flavoured milk).

“Our products can be purchased in all provinces of Angola, which is made possible due to our route-to-market systems, which include several distributors, or direct sales to modern trade stores,” he adds.

In terms of recent developments, Promasidor Angola launched its new dairy creamer brand, Kremela, at the end of January.

“Kremela has been specifically developed to be put in coffee or tea, but can also be used on its own,” Santos insights.

In response to market research prior to the product’s launch, the company came to understand that its clients desired something more than just a creamer.

As such, this new formulation also includes milk and sugar, which has been received positively across the market.

Deeply committed to developing high-quality products, Promasidor Angola’s mission and vision is to manufacture, market, and sell food and beverage products that offer nutrition, convenience, and value to its customers.

“We are very aware that consumer perception and experience are crucial to product development,” Santos adds.

As such, prior to each new product launch, the company conducts extensive market research.

“From experience, something that works well in one country may not work the same way in another,” he points out.

In this way, across the Promasidor Group, market research in each region is responsible for launching products or adopting formulations from other countries to best suit consumer preferences.

Even after a product is launched, the company continues its market research to receive constructive feedback from customers.

SUPPORTING COMMUNITIES, BUILDING FUTURES

Committed to exploring meaningful ways to contribute and collaborate with communities, Promasidor Angola’s primary objective is to foster sustainable development by aligning its corporate social responsibility (CSR) initiatives with the real needs of the local population.

“As a company, we believe we should have a direct role in the way we interact with and embrace society,” Santos reflects.

Based in a province close to the capital, Luanda, Promasidor Angola’s local neighbourhood is made up of honest and hardworking people – many of whom struggle to find employment that can comfortably sustain them.

“We are deeply aware of the socioeconomic climate of our local community, and this is why we interact with local authorities to establish meaningful ways in which we can help,” he assures.

As a result, the company has been able to recruit many of its staff locally, which has both fostered community goodwill and ensured valuable local knowledge.

“Our Twisco brand, for example, is often called upon to sponsor local youth activities. As always, we try to find the best ways of contributing beyond our products,” Santos tells us.

In this way, Promasidor Angola has dedicated teams that visit its stores to make them more appealing.

“These are just some instances which demonstrate how we’ve been contributing to a better society and happier communities,” he adds.

As it anticipates expanding its involvement in the local community, Promasidor Angola continues to collaborate with local authorities to understand how it can provide even more support.

SUPPLY CHAIN LOCALISATION

With 100 percent of its boxes, cartons, and outer packaging now produced locally, Promasidor Angola has been able to reduce its overall reliance on imports by prioritising local procurement.

“Currently, all our laminates, boxes, plastics, metallised or paper packaging, and materials are acquired locally,” Santos confirms.

This has been an area of great focus for the company, which has involved collaboration with several key players.

So far, this has afforded countless benefits, such as lowering storage costs and streamlining stock management.

It has also decreased the company’s overall dependence on imports, which has proven particularly beneficial when it comes to navigating foreign exchange limitations.

The move has also decreased Promasidor Angola’s need for additional personnel in the imports department.

“Local procurement has also benefitted the country massively as it has led to increased job opportunities and GDP,” he insights.

It has also contributed to the establishment of a circular economy by encouraging companies to begin recycling and reducing waste.

VISION FOR SUSTAINABLE GROWTH

As it anticipates the future, Promasidor Angola is aiming to increase its activity in the country, solidifying Angola’s status as a key geography for the group.

To achieve this, the company will continue to diversify its portfolio through ongoing projects that allow it to grow and deliver increasingly high-quality products.

“Our goals are set, and I’m sure we’ll achieve them in partnership with our team and with the efforts of everyone involved,” Santos smiles.

Going forward, Santos is equally keen to emphasise the importance of the people who make Promasidor Angola tick.

“Everything we’ve achieved has been the result of teamwork, and we’ve been betting on our people for a while.

“Our goal is to ascertain the best staff in the market and make them excellent workers – focused, committed, and proud to work for this company,” he passionately concludes.

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NOURISHING A NATION

Bokomo Namibia (Bokomo) is a prominent food and beverage manufacturing and distribution company based in Windhoek, Namibia’s bustling capital.

Established in 1998, Bokomo is now an equal joint venture (JV) between Frans Indongo Group and PepsiCo. With a workforce of 624 employees, it is pivotal in supplying staple foods and fast-moving consumer goods (FMCG) to the Namibian market.

Operating primarily from its Brakwater and Walvis Bay industrial sites, Bokomo’s main facilities include grain storage, wheat and maize mills, sugar and rice packing plants, and warehousing and distribution infrastructure.

“Our Walvis Bay site offers additional storage and logistics capabilities, enabling more efficient import and distribution of both raw materials and finished goods. We also have a diverse portfolio of staple foods, essential items, beverages, and groceries,” introduces Hubertus Hamm, CEO.

Popular flour and cereal products under the Bokomo brand include Champion maize meal, Bokomo wheat flour, Weet-Bix, and Corn Flakes, alongside Marathon Sugar, Spekko Rice, Nice Rice, Pasta Grande, and White Star instant maize porridge.

In addition, Bokomo provides fruit juices under the Fruitree and Liqui-Fruit brands, Lipton Ice Tea, Moirs baking products, Safari dried fruit and nuts, as well as snacks such as Simba, Lay’s, Doritos, NikNaks, Cheetos, and Fritos, serving a wide range of customers, including the retail sector – supermarkets, wholesalers, informal traders, industrial clients, bakeries, and food producers, and everyday consumers across Namibia.

Playing a vital role in Namibia’s food manufacturing sector, Bokomo distributes products nationwide, contributing to food security, creating numerous jobs, and supporting local supply chains – blending local ownership with global expertise.

EVOLVING INTO A PRODUCTION POWERHOUSE

From its humble beginnings as an egg farm, Bokomo has since grown into a major national food supplier.

Initially focusing on egg production, the company transitioned to grain milling – specifically wheat and maize – in the early 2000s and began distributing products through Pioneer Foods.

In 2007, local ownership was strengthened when Frans Indongo Group acquired a 50 percent stake. By 2008, the company expanded into broader FMCG distribution, investing in new milling plants and warehousing and distribution capacity throughout the 2010s.

Bokomo acquired Marathon Sugar’s sugar packing and distribution business in 2020, solidifying its position as a leading national food manufacturer and distributor.

The JV allows Bokomo to benefit from global expertise and best practices whilst still preserving its strong local heritage.

“Through PepsiCo, the company gains access to advanced technology, international standards, and large-scale operational knowledge,” Hamm highlights.

“At the same time, Frans Indongo Group ensures we remain aligned with local market conditions, culture, and consumer needs. Consequently, the JV’s structure is particularly effective because it provides flexibility.”

Moreover, Bokomo can draw on its shareholders’ expertise, skills, and economies of scale when it is advantageous to do so. However, it also retains the independence to make local decisions when more beneficial or cost-effective.

As a result, the company is more agile and responsive to market changes compared to fully centralised multinational operations. It can avoid unnecessary bureaucracy and compliance burdens when they do not add value, whilst still maintaining high standards where required.

This balance enables Bokomo to operate efficiently, competitively, and sustainably in the Namibian market.

STRATEGISING THE SNACK SECTOR

Bokomo maintains approximately 70 percent market share in Namibia’s snack food market, employing various strategies to sustain its competitive edge.

“There are several factors behind our dominance in the industry, including a strong position in the snack market largely driven by our association with powerful, globally recognised brands,” Hamm points out.

The company’s strong portfolio has high consumer recognition and trust, benefitting from global marketing and brand equity through PepsiCo.

“Consumers associate us with product consistency, superior quality, our use of international production standards and quality control systems, consistent taste, packaging, and product reliability,” he informs.

“Brand loyalty and repeat purchases are built through continuous innovation and the regular introduction of new flavours and limited editions, which keep products exciting and relevant, maintain consumer interest, and prevent market stagnation – particularly amongst younger consumers.”

With a strong distribution network across Namibia, Bokomo can ensure its products are widely available in supermarkets, wholesalers, and informal retail outlets, with high stock availability ensuring customers can always find the product, reinforcing its market share.

“Our strategies to maintain a competitive edge include leveraging global and local strengths whilst providing access to PepsiCo’s innovation pipeline, supply chain expertise, and marketing capabilities, combined with local market knowledge for better execution,” emphasises Hamm.

Having portfolio synergy and distribution efficiency is a key internal advantage that enhances Bokomo’s ability to offer a diverse product range.

Snacks and cereals are part of Bokomo’s broader product mix as they are lightweight, high-value staple foods. This is in contrast to flour, maize meal, and sugar, which are heavy and have a lower unit value.

These factors create an optimal distribution mix – trucks can carry both bulk staples and high-margin snacks and cereals, improving cost efficiency per delivery and maximising the profitability of the logistics network.

“Economies of scale result from large volumes, enabling lower production and procurement costs, as well as competitive pricing without sacrificing margins.”

Market responsiveness and agility mean Bokomo can quickly introduce new products, adapt to consumer trends, and be less rigid than fully centralised multinationals.

Moreover, strong retail relationships, reliable service, and consistent supply build trust with retailers and preferred shelf space and visibility.

“We uphold high product quality through continuous innovation, excellent distribution, and a strategic product mix, enhancing logistics efficiency.

“Our competitive edge lies in integrating global brand strength with local operational efficiency, especially through smart distribution and portfolio management,” states Hamm.

ADAPTING TO CHANGING DYNAMICS

Bokomo has closely monitored recent trends in the Namibian food and beverage industry and is actively adapting to these changes.

The growth of value and private-label store brands, for example, has become noticeable as consumers become more price-sensitive.

Despite this, strong brand loyalty persists amongst Namibian consumers who remain highly loyal to established brands.

“Switching to new brands takes time and trust. Market share shifts occur gradually over the years rather than rapidly,” cautions Hamm.

Furthermore, retailers wield significant power over shelf space, promoting house brands, and shaping purchasing decisions.

“We are adapting in this context by leveraging strong brands and continuing to invest in well-known own brands and ones supported by PepsiCo, as well as focusing on quality, consistency, and brand trust to retain loyal consumers.

“A long-term market approach that recognises success in Namibia requires patience and sustained investment, building brands over the long-term rather than chasing short-term gains,” he strategises.

Strengthening trade relationships involves working closely with retailers to secure shelf space, run promotions and in-store activations, and ensure strong product visibility. Essentially, these partnerships are crucial given retailers’ market power.

“We adapt to price sensitivity by offering competitive rates across key products, ensuring value without compromising quality, maintaining high service levels, focusing on consistent availability and distribution excellence, and ensuring products are always in stock, reinforcing both brand loyalty and retailer trust,” Hamm assures.

Namibia’s food industry is seeing a shift towards value and retailer influence, but brand loyalty remains strong.

As such, Bokomo responds by investing in trusted brands, taking a long-term market view, building strong relationships with retailers, and maintaining availability, value, and service levels.

Ultimately, this approach helps the company stay competitive in a market where trust and consistency matter more than short-term trends.

CUSTOMER-CENTRIC INNOVATION AND INVESTMENTS

Bokomo continues to make strategic investments to expand capacity, improve efficiency, and strengthen its brands, including a 2025 wheat mill upgrade and modernised equipment to enhance production quality.

In 2024, meanwhile, a local rice packaging plant was set up in just over 100 days to boost local production and reduce reliance on imports.

Continuous automation and capacity investments include ongoing improvements to production processes to increase output and operational performance.

Additionally, a new warehouse investment will commence in May 2026, expanding storage capacity by 20 percent and supporting growing product volumes and distribution capabilities.

“Brand and on-shelf investments mean continuous upgrades to packaging and in-store execution to maintain consumer appeal and visibility,” Hamm explains.

Bokomo takes a customer-centric approach to product innovation by actively integrating consumer feedback into development, ensuring every change or new offering creates real value.

The products are constantly re-engineered and improved to enhance quality, taste, and affordability. Cost efficiency plays a crucial role in innovation, ensuring products remain accessible whilst still providing value.

“In a market without formal consumer research platforms or comprehensive market-share data, we have developed our own models, which track price sensitivity and elasticity, shopper behaviour, channel performance across different retail environments, and extensive research.

“Both qualitative and quantitative research are used to guide decisions on product improvements, development, and innovation initiatives. Research ensures these changes are aligned with real consumer needs and preferences, reducing the risk of failed launches,” clarifies Hamm.

A strategic approach to innovation is never conducted in isolation; it is evidence-based and informed by consumer insights, with a focus on balancing consumer value, operational feasibility, and cost-effectiveness.

“We approach product innovation through a combination of consumer-centric design, rigorous research, and cost-conscious engineering,” asserts Hamm.

By building its own market intelligence systems, the company ensures every new product or improvement is grounded in real market dynamics.

This also involves promoting sustainability without compromising on quality or affordability, combining consumer-driven packaging choices with innovative energy and water solutions.

CHAMPIONING LOCAL DEVELOPMENT

Bokomo contributes to the local economy, and it supports the broader Namibian economy in several ways beyond revenue generation.

As a major wheat and maize miller, the company sources significant portions of its product from local harvests, directly supporting farmers and the agricultural sector.

“Company leadership actively participates in relevant industry forums, helping shape policies and promote sector growth,” determines Hamm.

“We follow a clear philosophy: ‘what we do well, we do ourselves; what our partners can do better, we do with them’. This approach fosters growth and collaboration with small and local enterprises.”

Through initiatives under its Champion maize meal brand, Bokomo invests in soccer academies and leagues, providing both funding and economic activity whilst supporting youth development and community engagement.

“By supporting local agriculture, fostering partnerships, participating in industry development, and investing in community programmes, we play a broader role in Namibia’s economic and social development beyond its core business operations,” concludes Hamm optimistically.

Whilst Bokomo is committed to social responsibility, it is also keenly aware of the need to adapt and grow in today’s evolving market, which equally reflects its dedication to Namibian communities.

In the coming year, Bokomo is concentrating on strategic growth, efficiency, and thoughtful innovation. The company plans to expand its capacity by investing in production and warehouse capabilities to meet increasing demand.

To reduce costs and enhance productivity, the company will utilise technology to streamline its operations.

Additionally, it is exploring new product categories that complement its existing portfolio, avoiding unnecessary complexity whilst maintaining a focus on core strengths.

This approach reinforces Bokomo’s competitive edge and ensures that the needs of Namibian consumers are effectively met.

BOKOMO NAMIBIA PARTNER

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BORN AND BREAD IN LONDON

The UK bakery and food-to-go market remains highly dynamic and competitive, which makes it an incredibly exciting industry to be part of right now.

Consumer expectations have evolved significantly over the last few years as customers are looking for convenience, value, quality, and freshness all at the same time.

One area witnessing continued growth is the food-to-go breakfast and lunch market, with customers increasingly looking for fresh, affordable options on their commute or during the working day.

There’s also an increasing interest in premium products and indulgent bakery items, alongside a continued demand for value-driven offers.

At the same time, businesses have had to become far more strategic due to cost pressures across energy, ingredients, and labour. The companies succeeding in this space are those that balance quality, value, and operational efficiency.

One such example is Wenzel’s The Bakers (Wenzel’s), a family-founded business that has been proudly serving communities for more than 50 years.

The company started with a single bakery and has since grown into a well-established brand across London and the Southeast of England.

Today, Wenzel’s operates a large network of high street bakeries offering a wide range of freshly prepared products including breads, pastries, cakes, sandwiches, hot savouries, and barista coffee.

“Our stores are built around the idea of providing freshly baked goods and great value food-to-go for customers throughout the day,” introduces Karl Spinks, COO.

“The business employs a large team across its bakeries, production facilities, and support network, and we serve a diverse customer base ranging from commuters and local residents to offices, schools, and event clients,” he sets out.

HERITAGE, QUALITY, AND VALUE

As a fast-formed classic for Northwest Londoners, Wenzel’s has now expanded to over 100 locations, spreading the sweet life all over England.

The company’s overarching mission is to offer the best of baking at reasonable prices to its batch of loyal customers.

What really differentiates Wenzel’s within such a flourishing industry is its combination of heritage, product quality, and value.

“As a family business, we bring that love to every bite, dedicating lots of pace and pounds to innovative product development and an incredible customer experience. After all, it wouldn’t be a Wenzel’s if you didn’t leave with a smile – and a full belly.

“We’re extremely proud of our bakery roots and the fact that fresh baking remains at the heart of what we do,” expresses Spinks.

“At the same time, we’ve continued to evolve as a modern food-to-go brand – our stores offer a broad range of freshly made products, from traditional bakery favourites to hot savouries, filled baguettes, and premium coffee,” he prides.

Meanwhile, another key distinguisher is the strength of the brand within the communities it serves. Many of its customers have been visiting Wenzel’s for years, and that loyalty comes from consistency, value, and familiarity.

“From the day our first loaf turned out in 1975, we’ve loved each and every customer – and they’ve loved us back.”

FRESH INNOVATION

One of the most exciting areas for the business at the moment is its recent franchising with Southern Coop in 2025, which has enabled dual partnership, cross-collaboration, and brand expansion.

“We’re focused on bringing the Wenzel’s brand to new communities whilst maintaining the quality and service our customers expect,” Spinks highlights.

The company is also continuing to invest in operational improvements and technology to help its teams deliver the best possible customer experience in store.

From improving supply chain efficiency to refining product ranges based on consumer demand, these initiatives help ensure Wenzel’s remains competitive in a fast-moving market.

“Another area of focus has been strengthening our catering and events offering, which has seen strong demand as businesses and organisations return to in-person events and gatherings.

“It has become an increasingly important part of the business – we provide fresh platters, sandwiches, and bakery products for corporate events, meetings, and special occasions,” he passions.

Elsewhere, the company has also recently launched a new website and loyalty application, both of which offer a diverse range of sweet and savoury catering options.

The platforms are user-friendly and designed to appeal to customers by providing a broad selection to meet a variety of needs. Additionally, the application includes a rewards programme linked to in-store purchases.

One of the challenges the company has encountered with catering is maintaining the same level of freshness, quality, and presentation at larger volumes, but it’s also a great opportunity to introduce new customers to the brand and a challenge which Wenzel’s remains determined to rise to.

TRUST IN THE BRAND

Reaching more than 50 years in business is a significant milestone for Wenzel’s and remains something the team is extremely proud of.

“It reflects the strength of the brand, the loyalty of our customers, and the dedication of the many people who have worked in the business over the years,” Spinks affirms.

In that time, Wenzel’s has built a reputation for quality bakery products and great value, and it’s this that has allowed the business to grow across generations.

Spinks believes that longevity in the bakery industry comes down to a few key factors – consistency, adaptability, and understanding your customers.

“We must maintain the core values that made the business successful in the first place, whilst also evolving to meet changing consumer habits. The market is always changing, whether that’s new food trends, economic pressures, or shifts in how people shop,” he outlines.

As a result, the businesses that succeed are those that remain focused on high standards and customer experience.

ONE TEAM, ONE FAMILY

The people are absolutely central to the success of Wenzel’s, and the company focuses on creating an environment where team members feel supported, valued, and able to grow.

“This includes training, development opportunities, and recognising the important role every team member plays in delivering great service to our customers,” Spinks expands.

One crucial factor he is keen to highlight is the strength of the team behind the brand.

“Wenzel’s’ success is the result of the dedication and hard work of hundreds of people across the business, from our bakery teams and store staff to our entire support network.”

The first loaf of bread turned out at Wenzel’s bakery in Northwest London in 1975, overseen by Founder, Peter Wenzel, an entrepreneur with a passion for traditional baking and community service.

Sarah Wenzel, Peter’s daughter, is the CEO, making it a family-run, local grassroots organisation.

Additionally, local community outreach has always been important to the company – as a high street brand with strong local roots, Wenzel’s believes in giving back wherever possible.

“We are dedicated to supporting local initiatives, community activities, and charitable causes where possible,” he continues.

Over the five decades since, the family-run bakery has grown into a chain of over 100 shops led by Peter’s hands-on leadership, focus on quality, and customer-first philosophy.

It is a philosophy that has shaped Wenzel’s into a beloved high-street brand known for its handcrafted products and friendly service.

THE NEXT STAGE OF GROWTH

More recently, Spinks’ role has evolved into taking a holistic view of the organisation whilst helping guide the next stage of growth for the brand.

This has involved overseeing operations across logistics, bakery production, central production, and retail stores, ensuring everything runs efficiently and continues to deliver the quality and service that customers expect.

“Alongside this, I’ve been heavily involved in digital transformation across the business, helping modernise systems and processes as the company continues to grow,” he explains.

Moving forwards, Wenzel’s’ key priorities include continuing its ongoing store expansion, strengthening its franchising programme, and further improving the customer experience across all its stores.

“We’re also focused on operational improvements to ensure we continue to deliver great value and quality products in a challenging economic environment,” Spinks adds.

Franchising represents another exciting opportunity for the next stage of growth for Wenzel’s.

“It allows us to expand the brand into new areas whilst partnering with motivated entrepreneurs who share our passion for quality food and customer service.

“Our focus moving forwards is on building strong partnerships with franchisees and ensuring they receive the operational support, training, and brand guidance needed to succeed,” he concludes.

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BAKE MEMORIES

Having undergone significant transformation in recent years, North America’s food and beverage industry has been shaped by shifting consumer preferences and technological innovation, alongside a heightened awareness of health and wellness.  

Within the baked goods sector, demand has moved decisively toward products that balance healthy ingredients with a feel-good factor as many increasingly seek high-fiber, low-sugar formulations without compromising taste.  

At the same time, transparency and traceability have become central to brand loyalty, with consumers invested in where and how ingredients are sourced and the ways in which companies contribute to their communities.  

One such business invested in both its ingredients and employees is Aunt Millie’s – a family-owned bakery headquartered in Fort Wayne, Indiana. 

Founded by John B. Franke in 1901, the company has since grown to become one of the largest independent wholesale bakeries in the Midwest, with a comprehensive portfolio of baked goods including fresh bread, buns, rolls, bagels, muffins, and specialty items.  

With a diverse customer base throughout the Midwest and Great Lakes regions, Aunt Millie’s serves major grocery retailers, foodservice providers, convenience stores, and families and individuals.  

Employing a large number of staff across its bakeries and distribution centers, the company combines large-scale production capabilities with the values and culture of a multi-generational family business.  

125 YEARS OF EXCELLENCE 

Aunt Millie’s celebrates its 125th anniversary this year and is marking its commitment to baking the healthiest, highest-quality bread possible from one generation to the next.  

125 years in business marks the strength of Aunt Millie’s’ business model, which is rooted in quality, family leadership, and extraordinary customer service.  

As such, this milestone is not only a reflection of longevity, but also resilience and sustained trust from the company’s customers and communities, highlighting Aunt Millie’s’ ability to evolve with changing consumer tastes while remaining committed to its founding principles.  

The anniversary also serves as a moment of gratitude, honoring generations of employees, retail partners, and loyal customers who have sustained the company’s continued growth.  

By way of giving back to those who have supported it over the years, community outreach has long been central to Aunt Millie’s’ identity.  

At the end of last year, for example, Aunt Millie’s generously donated 75,000 loaves of bread to food banks across Central and Eastern Kentucky, nourishing those who needed it most at Christmas and underscoring the company’s commitment to addressing food insecurity in the regions it serves.  

Corporate social responsibility (CSR) at Aunt Millie’s extends beyond one-time contributions, with the company actively partnering with local organizations, schools, and charitable groups, embedding CSR into its broader operational philosophy.  

In this way, the company reflects its core values and the notion that long-term success for a family business is inseparable from community well-being.  

CLOSER TO HOME 

Last year, the Aunt Millie’s Closer to Home Roadshow completed its six-month tour across six Midwest states, bringing the company’s signature products closer to people’s homes and exemplifying the company’s hands-on approach to community engagement and brand-building.  

Designed as a mobile experiential marketing initiative, the roadshow brought Aunt Millie’s directly to consumers at local events, festivals, and retail locations. 

Offering product samples, brand merchandise, and exclusive coupons, the initiative created tangible, face-to-face interactions, strengthening brand visibility and trust.  

Beyond driving immediate sales, the roadshow was a key enabler in reinforcing Aunt Millie’s’ identity as a neighborhood, family-run bakery with deep regional roots.  

As the wider food and beverage market is becoming increasingly digitally oriented, such in-person touchpoints provide a meaningful opportunity to foster loyalty while reinforcing the company’s ‘closer to home’ philosophy.  

At the same time, Aunt Millie’s is no stranger to embracing data-driven marketing to complement its traditional outreach, with innovations such as a new Snapchat lens demonstrating how the company leverages digital platforms to connect with younger audiences.   

The branded lens is designed to not only increase the company’s social media visibility, but also encourage user-generated content and peer-to-peer brand amplification.  

As such, Aunt Millie’s’ unique blend of heritage branding and modern digital strategies enables it to maintain both customer loyalty and relevance in a competitive marketplace.  

FRESHER THAN FRESH™ 

Aunt Millie’s’ Fresher than Fresh™, cutting-edge freezing process enables its products to reach their destination in premium, just-baked condition.   

The freezing process – which utilizes rapid nitrogen gas freezing techniques shortly after production to lock in flavor, moisture, aroma, and freshness – reflects the company’s investment in advanced baking technology.  

The controlled process minimizes ice crystal formation in bread while preserving its structural integrity, allowing products to maintain the highest quality during transport and storage.  

Aunt Millie’s’ products can be kept for up to 18 months in their frozen state and, once thawed, have a shelf life of up to 14-days.  

Elsewhere, the growing popularity of low-carb and better-for-you food products has significantly influenced product development across the food industry.  

Aunt Millie’s’ Live Carb Smart® line represents a strategic response to this shift, offering ‘guilt-free’, keto-friendly breads, rolls, and English muffins. 

Formulated to deliver reduced net carbohydrates while maintaining the classic Aunt Millie’s taste and texture customers have come to know and love, these products appeal to those looking to balance nutrition with taste and freshness.  

Looking ahead, Aunt Millies intends to continue aligning itself with emerging dietary trends while maintaining the high-quality standards that have defined the bakery brand for over a century. 

FOOD SAFETY AT AUNT MILLIE’S  

The safety of Aunt Millie’s’ facilities has always been a top priority, as the company is committed to protecting its workers and maintaining high-quality products to distribute across the Midwest.  

The company’s food safety program is designed to deliver best-in-class, safe bread products and, as a member of the American Institute of Baking (AIB), is now officially certified as part of the Global Food Safety Initiative (GFSI).  

Each of Aunt Millie’s’ facilities have been assessed according to the most stringent Brand Reputation through Compliance Global Standards (BRCGS) requirements and continues to rank among the top bakeries in the country in this context.  

Its quality assurance (QA) processes are all carried out in accordance with GFSI and AIB standards, as well as the requirements of the Food and Drug Administration, US Department of Agriculture, and local QA bodies.  

In this way, Aunt Millie’s remains committed to delivering safe, high-quality products to its customers.

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A RECIPE FOR SUCCESS

Having opened its first restaurant in August 2011 in one of Africa’s most vibrant commercial centres – The Junction Mall, Nairobi, Kenya – Kuku Foods is an industry stalwart, bringing world-famous chicken to everyone’s doorstep. 

Since last speaking with the company in June 2024, there have been significant advancements in technology, sustainability practices, and consumer preferences. 

“The food and beverage industry continues to be an exciting and dynamic sector. It is evolving rapidly, and we must be able to adapt even faster,” introduces Jacques Theunissen, CEO.   

Today’s consumer has higher expectations with a growing emphasis on sustainable, localised sourcing, innovation, and elevated customer experiences, alongside easier access to products and restaurants. Kuku Foods is also entering an interesting period with its new, young workforce, meaning it must change and elevate the employee experience to ensure sustainable future business growth. 

“It’s an exciting time to be part of this industry as we navigate these changes and continue to meet the rapidly evolving needs of our customers and employees,” details Theunissen. 

Recently, the company expanded its business into Uganda and Rwanda. At the close of 2025, it had a total of 69 restaurants across the three countries, marking the first time it had built more than 10 restaurants in a single year.

Currently, Kuku Foods employs approximately 1,600 talented and dedicated staff members, with over 90 percent of them below the age of 30 to tackle the issue of youth employment. 

Additionally, it installed self-ordering kiosks in all of its restaurants last year as it continues to digitise the business, alongside making significant strides in its supply chain localisation journey, having now become nearly fully localised. 

“I am proud to say that in July 2024, we received the KFC Africa Franchise Partner of the Year award and the Developer of the Year award for our performance in 2023,” enthuses Theunissen. 

A COMMITMENT TO EXCELLENCE

Kuku Foods differentiates itself by investing heavily in developing its people and suppliers to ensure its products are not only delicious but also meet the highest standards of quality and safety. Its customer and employee-centric approach, combined with innovative menu offerings and efficient service, makes the company a preferred choice for many. 

“What sets Kuku Foods apart from the competition is our unwavering commitment to quality, innovation, customer satisfaction, and the incredible people that we have in our business,” opines Theunissen. 

Equally, the company ensures it keeps the brand exciting with non-stop innovation – not only regarding menu items, but also the customer experience and types of assets it builds. Specifically, it has remodelled many restaurants this past year to guarantee the customer experience remains fresh. 

Ultimately, Kuku Foods has an amazing capability for innovation, and when this is added to its strong winning culture, it creates an unstoppable recipe for success. 

A crucial ingredient is the company’s belief that strong leadership is paramount and should guide the organisation with integrity, transparency, and a commitment to excellence. 

“Our leadership team fosters a culture of open communication, where every member is encouraged to share their ideas and feedback. This approach ensures we are always aligned with our core values and continuously strive for excellence in everything we do,” details Theunissen. 

This achievement starts with hiring team members. All of its management is developed internally, meaning they understand the business inside and out, have vast experience with the culture, and, most importantly, learn how to lead. 

The company has created different leadership development programmes within the organisation to help build its leaders of the future. In 2025, it partnered with Strathmore Business School to develop a formal Management Development Programme for those identified for future growth. 

“I believe we have created a strong culture that drives our values and people who believe in our values,” expands Theunissen. 

“In business today, transparency is becoming very important to our employees, and we have built engagement platforms and forums where we can regularly share our strategy and results openly with our teams.” 

HIGHLIGHTING GROWTH AND DIGITALISATION

Kuku Foods’ long-term strategy comprises growth and digitalisation. 

“2025 was the first time we opened more than 10 restaurants in one year, and I am proud to say that we have added an additional one to bring the total to 11. We had a bold goal of installing kiosks across all our restaurants by the end of the year, and we have accomplished this as well,” expands Theunissen. 

Alongside these achievements, the company has managed to localise all its sauces in 2025, which are now manufactured in Kenya, in addition to developing a second supplier for its French fries in the country. 

Lastly, it has remodelled its preeminent Westgate Mall restaurant in Nairobi with an amazing new look, digital experience, and even KFC merchandise, which was developed in collaboration with a local company. 

Equally important to Kuku Foods’ continued success is its supply chain operations. 

“We are lucky to have one of the best quality assurance resources in Africa looking after this aspect of the business. Fatma Abdulrehman has been with the business from the start and has built a strong, robust, localised supply chain,” insights Theunissen. 

All of the company’s suppliers are Global Food Safety Initiative (GFSI) and Food Safety System Certification (FSSC 2200) certified, meaning they comply with the highest global standards and can compete with any global manufacturer. Additionally, every supplier passed their third-party audits with flying colours. 

“Supply chain is key to any business. Managing your supply chain effectively can unlock so much working capital in your business.    

“Being part of a global business, we are privileged to have set standards in place that we need to follow, and I believe these standards are key to our success,” urges Theunissen. 

Kuku Foods understands that quality and consistency are the foundation on which it has built its business and brand. Its supply chain and quality assurance teams are integral to the company’s innovation and ability to launch new and distinctive products that contribute to its growing market share in East Africa. 

FOSTERING INNOVATION AND INCLUSION

For Kuku Foods, team members are integral to the business and its continued expansion. 

“Our staff are the backbone of our organisation, and we are committed to fostering a culture where innovation thrives, diversity is valued, and collaboration is key,” asserts Theunissen. 

One of its primary strategic pillars is elevating the employee experience by learning what its new, young workforce wants and how they want to work. It has implemented a number of suggested initiatives, and appreciation for this shows in the strong results it has seen in 2025. 

The company also believes that the customer experience can never exceed the employee experience. It provides ongoing training and development opportunities to this end, helping workers to grow and succeed, whilst promoting a diverse and inclusive workforce where every individual feels valued and respected. 

“The business is built by the whole team; every single person makes a difference. In 2025, we developed programmes that help our leaders not only take their seat at the table but also believe that they are worthy and capable of doing so with confidence,” prides Theunissen. 

Looking to the future, Kuku Foods is emphasising its commitment to customers and employees by looking for ways to enhance the customer experience and deliver the best possible products and services. 

“We will continue to expand the KFC brand across East Africa and bring our world-famous chicken closer to everyone’s doorstep, one store at a time,” passionately concludes Theunissen.

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FINGER LICKIN’ SUCCESS

KFC has been making its world-famous, Finger Lickin’ Good fried chicken since 1952. 

The story begins with Colonel Sanders who, after serving in the US Army, started running service stations in Nicholasville and Corbin, Kentucky, US.  

There, he served his delicious fried chicken to interstate travellers, eventually perfecting the pressure cooker method and his Original Recipe, which remains a closely held secret to this day. 

Since starting with this unique blend of 11 herbs and spices, KFC has grown from its first franchise near Salt Lake City, Utah, US into an iconic brand across the world. 

Today, KFC has the widest global footprint of any quick-service restaurant (QSR) brand with more than 28,000 stores in 150 countries and territories across the world. 

The company sees big growth opportunities in many markets across the world and strives to be the number one QSR in every market where it operates. 

KFC is the leading global fast-food chain in Africa, where the company opened its first restaurant in 1971 in Orange Grove, a suburb of Johannesburg, South Africa (SA). 

Over 1,400 KFC restaurants have now been opened across Africa, the vast majority of which are in SA, its largest market on the continent. Indeed, KFC has more outlets in SA than any other fast-food brand. 

The vast majority of these locations are franchised, with only a small number directly owned by KFC’s parent company, Yum! Brands. 

RESTAURANT OPENINGS 

Rohloff Group (Rohloff) has grown to become one of the largest KFC franchise partners in Africa and is looking to double the size of the business in the next five years. 

The group has recently announced the opening of a number of new restaurants, including KFC Mall of the South in Johannesburg, which opened its doors on 18th November 2025.   

Nestled in the beautiful, gated suburb of Aspen Hills, Mall of the South is one of Johannesburg’s premier shopping destinations, offering a vibrant mix of retail, dining, and entertainment. 

Just over a week later, on 27th November, Rohloff celebrated another exciting milestone – the opening of its 100th restaurant, KFC Omni Square, set within a new luxury shopping centre in Bassonia, Johannesburg. 

Rohloff was incredibly proud of this achievement and joined by the Yum! Brands leadership team for this special occasion. 

In December, Rohloff then announced the openings of a further three stores, the first of which was KFC Monument in Krugersdorp, a city in the Gauteng province of SA. 

This opening created 28 new jobs and was a testament to the relentless dedication and collaboration across all teams within Rohloff as every effort, from planning and development to execution, played a vital role in turning this vision into a reality. 

On 19th December, Rohloff was thrilled to announce the opening of KFC Strand Broadway, bringing even more great food and experiences to the local community in Strand, a seaside resort town in SA’s Western Cape. 

Impressively, this restaurant created 40 new job opportunities, reinforcing the group’s ongoing commitment to empowering local communities and driving meaningful economic impact. 

KFC Doornkop was then officially opened a few days later, an achievement that reflects the group’s continued commitment to growth, service, and community impact. 

Indeed, one of the highlights of this opening is the creation of 22 new jobs within Doornkop, a ridge and locality on the western outskirts of Soweto in the Gauteng province. 

Rohloff is incredibly proud to contribute to meaningful employment opportunities and help empower the local area through this investment. 

DIGITAL STRATEGY 

KFC Mall of the South, KFC Omni Square, and KFC Monument all offer multiple convenient ordering channels. 

These include kiosks for quick self-service, a drive-thru for on-the-go convenience, and the KFC app for easy ordering, allowing customers to choose collection or delivery and enjoy all available promotions and rewards. 

Through kiosks, digitised drive-thrus, and updated e-commerce platforms, KFC is delivering quick and seamless experiences for enjoying its food – no matter where customers are or how they choose to order. 

Using data-driven listening and automation, the chain is incorporating feedback in real-time and making it easier to manage its restaurants, leveraging artificial intelligence (AI) to go farther, faster. 

A few years ago, Rohloff was recognised as a leader in KFC’s digital strategy and its contribution to growing the brand’s e-commerce footprint.   

As franchise leaders in the digital space, Rohloff was proud to have been recognised and looks forward to breaking barriers in the future. 

Rohloff was also thrilled to have won two prestigious awards at the 2025 KFC Africa #1Leaders conference. 

In the Digital Restaurant category, KFC Gardens proudly secured first place, showcasing its commitment to excellence and innovation in the digital space. 

KFC Parklands also achieved third place in the same category, further highlighting Rohloff’s dedication to leading with cutting-edge digital strategies. 

Rohloff was honoured to be recognised by KFC Africa and is committed to continuing its journey of innovation as part of its 100 percent digital strategy.  

This recognition is a testament to the hard work and dedication of Rohloff’s incredible team, and the group will continue to set new standards and lead the way in digital transformation. 

AWARD-WINNING FRANCHISE PARTNER 

Rohloff was named Franchise Partner of the Year 2024 at the annual KFC Africa Franchisee Summit, held in Johannesburg last year. 

This incredible honour celebrates the team’s dedication to operational excellence, innovation, talent development, and making a meaningful difference in its communities. 

It’s a moment that reflects the collective effort, passion, and purpose driving every part of the business. 

Some highlights that helped Rohloff shine include strong investment in growing and empowering its people, continued innovation in how it serves customers, a focus on delivering great service and Finger Lickin’ Good food every day, and ongoing support and involvement in its local communities. 

Following the award, Rohloff had the honour of hosting its valued partners at its Somerset West office in the Western Cape. 

It had the pleasure of welcoming KFC’s Global CEO, Scott Mezvinsky, and Global Chief Technology and Digital Officer, Judd Knight. 

They were also accompanied by the KFC Africa leadership team, headed by General Manager, Akhona Qengqe. 

Rohloff thoroughly enjoyed sharing its space, culture, and the way it works with these executive leaders, and it was a fantastic opportunity to exchange ideas, strengthen relationships, and showcase the passion behind what the group does every day. 

During the visit, Rohloff showcased two of its restaurants, giving the guests a taste of the passion and excellence it brings to every experience. 

The group’s team members welcomed them with a heartfelt song and dance – a celebration of Rohloff’s culture, spirit, and the joy it finds in serving others. 

Rohloff was also proud to be recognised as Culture Leader of the Year 2024, acknowledging its commitment to creating a workplace where people feel valued, included, and inspired to grow. 

This achievement was a celebration of the heart and soul of Rohloff – its incredible teams, who bring their best to work every day.  

HIGH-PERFORMANCE CULTURE 

In August 2025, meanwhile, Rohloff was also recognised by the Chartered Institute for Procurement and Supply (CIPS), the world’s largest procurement professional body, for Best Collaborative Teamwork Project. 

This award celebrates the power of collaboration, driving impactful results in procurement and the supply chain. 

It was another proud moment for Rohloff, with huge congratulations to the procurement team for driving excellence and consistency throughout the business. 

Their hard work and dedication continue to raise the bar, ensuring Rohloff delivers the very best for its customers and partners. 

Rohloff strives to be best-in-class – leading with innovation, influence, and a commitment to exceeding expectations.  

Its goal is to be the preferred choice for customers, driving a high-performance culture that delivers meaningful results and positively impacts lives. 

Rohloff boasts a high-performance culture focused on the ultimate guest experience to satisfy every customer. 

The group strives to be an employer of choice and embraces a heart-led culture through leadership programmes in its restaurants and at its Restaurant Support Centre in Somerset West.  

It believes in creating a fully inclusive work environment, cultivating a workplace where diversity of thought and perspective is welcomed, sought out, and developed. 

Rohloff has built a unique culture where everyone can be their best self, make a difference, and have fun, and prides itself on being a hands-on and innovative business partner that leads by example.   

EXCEPTIONAL TALENT 

Rohloff is always on the lookout for exceptional talent and opening new roles for individuals to join the team. 

The group invites anyone who is passionate about joining a dynamic, fast-paced organisation and contributing to its success to explore upcoming vacancies. 

To assist with talent acquisition, it has recently hired a passionate, strategic, and detail-oriented Talent and Recruitment Practitioner to join the team in Somerset West. 

This position was for someone that is driven by the opportunity to connect exceptional talent with meaningful roles and believes every great hire for business success. 

Along with the Talent and Recruitment Practitioner, Rohloff is hiring a Talent and Culture Administrator driven by a passion for people, purpose, and operational excellence. 

This role presents resents an exciting opportunity to contribute meaningfully to the strategic and day‑to‑day success of Rohloff’s HR function. 

The Talent and Culture Administrator will deliver efficient and accurate administrative support across critical areas such as recruitment, onboarding, training coordination, and compliance. 

Their commitment to service excellence will help ensure smooth HR operations and support the creation of a positive, engaging workplace culture that drives the continued growth and success of Rohloff. 

ADD HOPE PROGRAMME 

KFC prides itself on its chicken but is also committed to being a good neighbour in the heart of the communities where it has restaurants. 

The chain believes in feeding people’s potential in local communities – and it does that by investing in the next generation, creating a more sustainable and equitable future for young people, and empowering them to reach their full potential. 

With nearly one million team members serving thousands of communities, KFC has a passion for feeding people’s potential. 

Its global food donation programme, for example, shares surplus protein-rich chicken to those who need it, whilst upskilling programmes for youth, women, refugees, and people with disabilities creates confidence and unlocks opportunities for a brighter future. 

Rohloff supports its local communities through KFC’s Add Hope programme, which provides funding to feed children in need. 

Customers can voluntarily donate ZAR2 to their bill every time they visit their local restaurant which, combined with KFC’s contributions, feed nutritious meals to children throughout SA. 

In 2024, Add Hope reached more than 150,000 children and served over 41 million meals. 

This contributes to a brighter future for these children as they will be able to focus once they have a full stomach, which fuels them to learn, grow, and thrive.   

Rohloff partners with several Add Hope beneficiaries nationally to provide vital nutrition to children in need. 

All proceeds raised through Add Hope go directly to non-profit organisations (NPOs), which focus on ending childhood hunger through the KFC Social Responsibility Trust. 

The trust oversees customer donations and KFC contributions through rigorous partner vetting, KPMG audits, and independent reviews. 

CHANGING LIVES 

KFC’s hope is that everyone who donates to Add Hope is reassured that their ZAR2s are changing lives. 

Since the programme’s inception, it has raised ZAR1.2 billion and fed the potential of hundreds of thousands of children – but it hasn’t been as simple as it sounds. 

As Add Hope has grown, KFC has built frameworks for governance, fundraising, partnerships, reporting and finance, communications and storytelling, internal buy-in and brand integration, and systems architecture. 

It’s a finely tuned recipe for youth potential built on a foundation of deep integrity, and each ingredient plays a role in making Add Hope impactful and sustainable. 

Now, KFC is open-sourcing its Add Hope blueprint to drive growth and challenging some of the nation’s brightest young minds to build upon the blueprint and make it more adaptable, responsive, and scalable. 

KFC’s aim is nothing less than the end of child hunger in SA. By turning the Add Hope playbook into a blueprint anyone can use, the chain is showing that hope lights the way to a brighter future – and that it isn’t a secret, but a solution. 

Together, Rohloff remains committed to building a business that leaves a lasting, positive impact. 

ROHLOFF GROUP PARTNER

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FARMING FORWARD – A VISION FOR SUSTAINABLE AGRICULTURE

As a landlocked country with abundant natural resources, Zambia’s agricultural industry plays a pivotal role in its economic landscape.  

A major player in this thriving sector is KRT Group (KRT), a dynamic company that has significantly evolved since its inception. 

Established in 1979, KRT has grown from a small 140-hectare (ha) dry-land farm to owning and operating multiple businesses throughout the value chain. 

Currently, the company manages over 5,000 ha of mostly irrigated primary agriculture, along with associated services, processing, and retail operations. These activities generate over USD$40 million in annual revenue and employ 1,500 people. 

In its early years, KRT faced a challenging economic environment characterised by strict foreign exchange controls, bank interest rates exceeding 150 percent, and heavy local currency devaluation, which made sourcing products, equipment, and spares difficult. However, the situation helped build a resilient and adaptable company.  

“An exacting situation compelled my father, Douglas Hampton Cantlay, who founded the business, to diversify, as he rarely passed up an opportunity and took risks that paid off. He launched an international transport service that eventually specialised in sugarcane load and haulage within the local sector. 

“We also branched out into various other ventures – such as establishing a maize milling unit for food production in the community and developing a residential real estate division,” introduces Brendon Cantlay, Executive Chairman.  

It was at this crucial juncture that B. Cantlay joined the company full-time, having also contributed during his educational years. 

AN INSIGHT INTO OPERATIONS  

KRT’s current business units include Kapinga Enterprises Ltd., which focuses on primary agriculture, including sugar cane, wheat, soybeans, avocados, and cattle, as well as real estate, both commercial and residential.   

Rolling Thunder International Ltd., meanwhile, provides agricultural services, including farmland preparation and sugar cane harvesting and transportation, whilst Southern Agribusiness Supplies and Services Ltd. offers agricultural retail options, supplying farmers with the necessary inputs and equipment. 

Elsewhere, the Eco Beef Ltd. and Bonaventure Premium Meats Ltd. business units specialise in meat processing and packing through abattoirs and butcheries, backed by a highly cohesive shareholder base of leading genetics and breeding cattle farmers. 

“Some of the ventures nearly led us to bankruptcy, but I stepped in to stabilise the situation. I later became Executive Chairman, balancing my father’s bold entrepreneurial spirit with a more cautious, corporate approach,” B. Cantlay candidly reveals. 

“This mix of our differing styles has strengthened the business, allowing me to emphasise the importance of returns on investment and risk management.” 

B. Cantlay streamlined KRT’s businesses by closing underperforming units and focusing on the core farming business and expanding the meat processing and packing unit, presenting further opportunities.  

“We also launched an agricultural retail division for Zambian farmers and grew our agricultural operations through new farm acquisitions. This has all been overseen by a strong executive team known for its integrity, ensuring smooth operations. 

“Zambia is a beautiful country with peaceful and welcoming people and culture, and the business and I, as the largest shareholder, are proud Zambians,” he beams.  

TRANSFORMING THE INDUSTRY 

In recent years, the potential to develop the cattle farming business in Zambia has garnered attention, and as the agricultural industry continues to evolve, it’s clear that implementing targeted strategies could maximise its potential.   

One pivotal factor is establishing an export market for Zambian beef. By doing so, farmers would see an increase in the value of their livestock and, therefore, be more likely to invest in their herds, enhancing productivity and profitability.  

“The biggest challenge affecting herds has been poor disease control; however, the President of Zambia, Hakainde Hichilema – a successful businessman and one of the nation’s top cattle farmers – is pro-business and supports the agricultural sector,” B. Cantlay enlightens. 

“Things are starting to change; regional exports have begun, and if we manage to penetrate overseas markets, the value of Zambian beef will increase significantly. As a result, farmers will invest more in genetics, pastures, feeding techniques, and disease control, thereby elevating the entire industry.” 

In line with these developments, KRT ensures sustainability in its farming practices through a long-term vision of having as little environmental impact as practically possible whilst achieving its economic objectives.   

“We maintain a short rotation in our commercial cropping programmes, which is interspersed with growing bio-diverse cover crops which function as green manure and organic mulch for the next crop cycle. 

“This is done to reduce monocropping, breaking pest and disease cycles, introducing organic matter, fixing nutrients in the soil for the next crop, and significantly improving soil health,” explains B. Cantlay.  

Various practices are also used to minimise the use of inorganic inputs. KRT has a significant supply of organic manure from its cattle feedlotting activities, which is formulated at an aerobic composting facility and used to produce a high-quality, nutrient- and organic matter-rich compost, applied in conjunction with inorganic fertilisers to meet crops’ micro and macronutrient requirements.  

EXPLORING NEW HORIZONS 

Regarding future investments, KRT has numerous options within its existing businesses – agriculturally, this could include acquiring additional cropping or ranching farms.   

“We are constantly active in the market, driving efficiency improvements through our continued investments in technology and sustainable farming practices to improve yields, quality, and reduce costs,” B. Cantlay enthuses.  

“In terms of beef, there is potential for acquisitions of competitors’ businesses or backward integration. Given our strong focus on beef and significant use of pork, chicken, and fish in our butcheries, we may explore opportunities in other sectors outside of beef in the future.”  

KRT is leveraging recent technological advancements, revolutionising its approach to crop management and pest control. This method allows chemicals to target specific areas, reducing waste and environmental impact.  

“Spray applications are performed using advanced drone technology supplied by Sativa Precision Agriculture – incorporating a 100-litre (L) spraying capacity that remains limited to a small number of countries globally.” 

In addition to KRT’s current operations, the company consistently seeks new opportunities. In the agricultural sector, it is particularly focused on value-added processing businesses, aiming to advance beyond primary agriculture. 

“We see significant potential in interesting and niche opportunities in this area, similar to what we have already achieved with beef,” he states resolutely.  

“Apart from agriculture, I also see the appeal of the insurance industry. This is not a direct area of expertise for us, so we would likely not build it from scratch but acquire a smaller company that brings the necessary expertise, providing access to the insurance float for investment purposes.”  

Other possibilities for the company include fund management, such as establishing a debt fund focused on lending to farmers, particularly in Zambia.  

“Current financing terms, particularly tenures, for farmers are very demanding – typically five years, seven at best – which is unusually short compared to other jurisdictions worldwide. A fund could raise capital and lend it on more realistic tenures, such as 15 to 20 years.  

“Along similar lines, I currently run my own private fund outside Zambia, and there may be potential to expand further into investing in public markets, possibly listing our company on the public markets one day,” B. Cantlay outlines.   

CULTIVATING SUCCESS 

KRT has outlined several key plans and priorities that will guide its strategic initiatives over the next one to three years, focusing on enhancing operational efficiency, fostering innovation, and ensuring sustainable growth, whilst also addressing the evolving needs of stakeholders and the market.  

Indeed, the company aims to implement specific projects and strategies that will not only strengthen its core competencies but also position it for future challenges and opportunities in the industry. 

“Over the short- to medium-term, a solid milestone will include hitting USD$50 million in revenue across our businesses. We’ll push for further diversification, too, since we’re so agriculture-heavy, with cattle and sugar making up large portions.  

“Additionally, we will explore longer-duration debt from development finance institutions or other funds at rates cheaper than those from commercial banks to be utilised for future growth,” declares B. Cantlay. 

Finally, KRT’s plans include buying out non-core shareholders that no longer have a vested interest in the long-term development of the business, therefore leaving the company with a core, strategically aligned shareholder base.  

“I believe Zambia holds tremendous potential; it’s a peaceful, stable democracy – not just in Africa, but globally – which is a huge advantage.  

“The biggest change I’d propose is to simplify doing business and cut excessive red tape and regulation, as we should not be trying to mirror Western countries’ regulation, as economically and structurally we’re not at that level yet. With our infrastructure, employment rate, and GDP per capita, it’s currently too burdensome.  

“Addressing these limitations, however, would have a significant impact on socioeconomic growth, which is why it remains a top priority. Our team – from junior employees to executive leadership – delivers incredible on-the-ground value through the hard work that makes our businesses succeed and thrive,” finishes B. Cantlay earnestly. 

KRT continues to ensure sustainability in its farming practices through a long-term vision, which ultimately aims to elevate both the agricultural industry and the livelihoods of Zambian farmers, paving the way for a prosperous future. 

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ZIMBABWE’S SWEET SPOT

Zimbabwe has experienced a flourishing agribusiness landscape over the last 12 months thanks to the ongoing broadening of wheat, sugar, and tobacco production.

Coinciding with a strong revival in horticulture, each offers opportunities in exports, food security, and value addition.

In fact, the agricultural sector is expected to register close to 10 percent growth this year, making it one of the fastest-expanding industries in the nation’s economy.

Tobacco and sugar production specifically continue to claim top spot in Zimbabwe’s export potential, with the latter exceeding national demand, creating room for exports to generate foreign exchange.

Horticulture is also emerging as a strong pillar thanks to its high export value, with the trade of fruits, vegetables, and flowers to Europe and Asia increasingly gaining traction.

“The agribusiness space is growing because diversification in the sector is no longer just about tobacco; horticulture and wheat are becoming increasingly important,” opens Tendai Masawi, Managing Director of Tongaat Hullett Zimbabwe (THZ) – the country’s largest producer of sugarcane, a position it has held for nearly a century.

Founded in 1892, the agribusiness operates across two large estates, Triangle Limited (Triangle) and Hippo Valley Estates (Hippo Valley), both located in the Lowveld region of Zimbabwe.

Triangle is the oldest sugarcane estate in the country, having been developed in the 1930s, with the first official sugar mill opening in 1939.

Hippo Valley, meanwhile, was established 18 years later with a mandate to produce citrus.

However, a global citrus market crash in 1975 forced the estate to diversify into irrigated sugarcane production. By the end of the decade, the product had become Hippo Valley’s core business, replacing citrus as the main crop and making sugar production its primary focus.

AT THE HELM OF ZIMBABWEAN SUGAR

As Triangle and Hippo Valley are Zimbabwe’s only two sugar mills – with a combined installed milling capacity of about 4.8 million tonnes (t) of cane and a sugar production capacity of around 640,000 t per year – THZ is deeply committed to the country’s agricultural future.

Indeed, the company supplies most of Zimbabwe’s sugar needs and primarily exports to regional African countries such as Kenya, Zambia, and Botswana, complementing its continued trade to both the US and Europe.

Local food and beverage manufacturing industries also prove to be an important outlet for THZ, including soft drinks, beer, confectionery, and allied foods.

Boasting over 25,000 hectares (ha) of irrigation in its sugarcane cultivation process, THZ’s production activities in Zimbabwe complement the company’s other operations in South Africa and Mozambique, ensuring supply resilience against droughts or market shocks.

“THZ has invested in milling and refining facilities, enabling Zimbabwe to be self-sufficient in sugar and making it possible to export not only to other African countries, but also the US,” Masawi informs.

DIVERSIFCATION BEYOND SUGAR

A wholly owned THZ operation, the Triangle estate produces approximately 14,000 ha of sugarcane – complementing Hippo Valley’s 11,000 ha.

“Triangle forms one of only two milling hubs in Zimbabwe, giving THZ pole position in national sugar production and enabling efficient use of shared irrigation, water storage, and logistics infrastructure when working alongside Hippo Valley,” Masawi details.

The site also includes an ethanol plant with an installed capacity of around 42 million litres (L) over a 48-week production season.

As a result, the facility typically produces around 30 million L of ethanol a year, dependent on the rate of sugar production and the seasonal availability of molasses.

“Molasses from the sugar milling process is converted into fuel-grade and industrial ethanol, adding value to a by-product stream and creating an additional revenue line for THZ over and above sugar,” he adds.

By combining large-scale cane farming, milling, refining, and ethanol production on one integrated estate, Triangle improves asset utilisation, lowers unit costs, and supports THZ’s competitive position in regional sugar and biofuel markets.

Approximately 35 percent of ethanol output – in partnership with the National Oil Infrastructure Company of Zimbabwe – is used for local fuel blending, which helps secure domestic offtake, reduce the country’s fuel import needs, and stabilise cash flows.

The remainder of the ethanol output is utilised by industrial and chemical customers, as well as those in the local food and beverage sectors.

THE PINNACLE OF VERTICAL INTEGRATION

THZ possesses a leading vertically integrated supply chain in the form of a cane-to-crystal-sugar-and-ethanol system that anchors a large agricultural technology (AgriTech) ecosystem in the Lowveld region – a major competitive advantage.

“Our position in this network strengthens resilience, supports smallholder farmers, and ensures competitiveness in both domestic and export markets,” Masawi furthers.

The company boasts a highly integrated sugarcane supply base through its core estates, totalling 25,000 ha, which is supplemented by roughly 22,000 ha of outgrower cane, which supplies the two estates.

“This mix of estate and private farmers creates a stable, high-volume sugarcane pipeline, whilst outgrower schemes embed THZ in local farming communities and align us with national agrarian and empowerment objectives,” he tells us.

Indeed, both Hippo Valley and Triangle form a centre of agronomic services, irrigation infrastructure, extension support, and financing structures that connect more than 1,000 private sugarcane growers into a coordinated value chain.

“Close integration with growers, processing assets, and markets reduces supply risk, improves quality consistency, and supports high plant utilisation, which is critical in a capital-intensive sugar business,” Masawi affirms.

Moreover, participation at multiple points in Zimbabwe’s AgriTech ecosystem, such as inputs, farming, processing, energy, and distribution, creates diversified earnings, deep stakeholder relationships, and a strong licence to operate, all of which underpin THZ’s resilience and long-term viability.

“By combining estate production, smallholder partnerships, and technology-driven farming, we have built a resilient and inclusive system. This not only secures sugar and ethanol output but also anchors the Lowveld economy, even amid financial and climatic challenges,” he optimistically informs.

Integration into regional export corridors additionally allows THZ to supply markets in East and Southern Africa, leveraging established logistics and trade relationships to meet demand beyond the local market.

A MOUNTAIN OF LAND SUPPORT

Launched in November 2019 through a partnership between THZ, the Government of Zimbabwe, and a consortium of local banks, Project Kilimanjaro is a large-scale agricultural expansion and empowerment scheme in the Lowveld region.

The project aims to transform 4,000 ha of virgin land into integrated sugarcane fields, intended to benefit approximately 200 new Indigenous farmers on a full-cost recovery model.

The government has been responsible for allocating land and issuing offer letters or leases to new beneficiaries, with portions of the developed area – totalling nearly 700 ha – already parcelled out to over 40 farmers under its empowerment framework.

THZ provides technical expertise, project management, and extension support, including seconding specialists to the Lowveld Sugarcane Development Trust to manage land preparation, irrigation development, and skills transfer over an initial five-year period.

Moreover, funding and land tenure are handled through government ministries and related agencies.

“For THZ, Project Kilimanjaro secures additional sugarcane throughput for its mills, spreads fixed costs, and strengthens relationships with a new generation of smallholder and medium-scale growers embedded in the national sugar value chain,” Masawi insights.

Furthermore, for the government and wider economy, the initiative is expected to create around 2,000 direct jobs, deepen rural incomes, expand exportable sugar volumes, and align with national goals on land reform, empowerment, and agrarian transformation.

“Project Kilimanjaro is more than just a land development scheme – it’s a public-private partnership that ties THZ’s commercial success to national agricultural policy. By expanding sugarcane production and empowering Indigenous farmers, it reinforces the company’s supply chain whilst contributing to Zimbabwe’s broader economic recovery,” he prides.

Indeed, the initiative is expected to transform the country’s sugar industry by expanding sugarcane supply, empowering farmers, and stabilising the Lowveld economy.

A SWEETER FUTURE

THZ has a whole host of opportunities and targets in the coming year, which will elevate it beyond the work of competitors.

Firstly, the company is working towards the continuous improvement of its operations to reduce waste and create additional milling capacity through greater reliability.

“In partnership with other stakeholders, we also want to bring a sustainable sugar value chain to fruition that rewards all participants and communities through, amongst other things, participation in a 10-year sugar value chain strategy led by the government,” Masawi closes.

Elsewhere, THZ hopes to achieve cost competitiveness across the African Continental Free Trade Area, supported by further exploration across more markets on the continent.

As well as executing various diversification opportunities to reduce reliance on existing products, 2026 is shaping up to be an exciting year for THZ.

The post Tongaat Hulett Zimbabwe : Zimbabwe’s Sweet Spot appeared first on Food & Beverage Outlook.

SPICE UP YOUR LIFE

For more than two decades, RedGold has been at the forefront of crafting exquisite condiments in Tanzania.

The company’s legacy, built on a dedication to taste, quality, and culinary excellence, has firmly positioned it as a beloved brand throughout the region.

As such, each and every product embodies a relentless passion for culinary perfection.

Established in 1999, Darsh Industries (Darsh) paved the way for the celebrated RedGold brand, beginning its remarkable journey in Themi Industrial Area.

What started as a modest tomato ketchup venture soon expanded as, having identified its niche, the company introduced Tanzania to tomato paste and concentrate.

“Our accolade as East Africa’s exclusive manufacturer of tomato concentrate speaks to our pioneering spirit and unwavering commitment. We pride ourselves on being a beacon of trust and quality, empowering culinary enthusiasts to craft dishes rich in flavour and nourishment,” introduces Bhadresh Pandit, Managing Director.

Darsh has since grown into a dominant force in the fruits and vegetables manufacturing sector, dedicated to unmatched quality and ceaseless innovation.

The founding philosophy – that everyone deserves access to premium yet affordable products – anchors the company’s values and mission, securing its status as a household name.

“It’s a very exciting time to be in the food and beverage industry in Africa. New technologies are constantly emerging, demand is increasing, and younger generations are seeking fresh tastes, better quality, and new product designs,” Pandit impassions.

“This shift challenges us to innovate continuously, and it’s rewarding to adapt and create products that are able to truly resonate with the evolving preferences of consumers across the region,” he sets out.

PRIDE IN THE PROCESS

For Darsh, there is a huge sense of pride and duty that comes with being one of East Africa’s exclusive manufacturers of tomato concentrate.

“It’s not just a technical capability – it means we sit at a critical point in the regional food value chain.

“By processing locally, we reduce dependence on imports, add value within the region, and ensure a key cooking staple remains available and affordable for households and businesses across East Africa,” Pandit elaborates.

This position comes with real responsibility, as Darsh works hand-in-hand with local farmers to build capacity by sharing agronomic best practices, supporting consistent crop quality, and providing reliable offtake for their tomatoes.

“As they grow with us, we meet rising demand with a secure, high-quality supply. In this way, our role goes beyond manufacturing – it’s about empowering local agriculture, strengthening regional food security, and safeguarding the quality of our products,” he adds.

A successful supply chain is built on strong partnerships, and Darsh has invested years of time and effort to develop close relationships with suppliers, training and guiding them to meet its quality standards.

“It’s a process of constant communication and shared learning.”

In this way, Darsh’s approach is based on understanding customer needs first, then working backwards through the supply chain so everyone from farmers to packagers understands the expectations and requirements.

“This ensures the final product meets our standards of quality and affordability and caters to the needs of the masses, which is at the heart of our business philosophy,” Pandit tells us.

A FIERY SUCCESS

From the smoky chips mayai stalls on busy streets to kitchens across the country, one sauce is reshaping Tanzania’s food culture – Darsh’s Mwendokasi Chilli Sauce.

Amongst the company’s numerous innovations, the scintillating sauce, which is made from vibrant yellow habanero peppers, has become a market sensation.

“The bold, fiery flavour of our Mwendokasi Chilli Sauce has driven significant demand, especially amongst street food vendors, cementing its position as one of Tanzania’s fastest-growing condiments and a symbol of our consumer-driven innovation,” Pandit reveals.

What looks like a simple condiment on the surface is in fact the product of innovation, farmer empowerment, and world-class food safety standards.

For years, chilli sauces in Tanzania consisted of either unsafe homemade mixes that were short-lived and inconsistent or imported brands that were costly and lacked authentic flavour.

Consumers wanted something different – bold, fruity heat that spoke to local tastes at a price point that worked for students, vendors, and households alike.

Farmers, meanwhile, struggled with uncertain markets and limited access to improved seeds or modern farming knowledge. Vendors were left to rely on unhygienic homemade sauces, whilst regulators had little oversight of the informal market.

“We identified this gap and built a bold solution. Mwendokasi Chilli Sauce was designed to not only deliver flavour but also create a supply chain where everyone wins – farmers gain stable incomes, vendors get access to hygienic products tailored to their needs, and consumers enjoy an affordable, authentic sauce available year-round,” Pandit prides.

Beyond the huge boost in sales, Darsh has made Mwendokasi Chilli Sauce part of Tanzania’s cultural landscape.

From Mihogo Festival and Nyama Choma Festival to cooking shows like Mahanjumati Chap Chap, the sauce has reached millions through live events, television, radio, and social media.

Meanwhile, collaborations with influencers such as Tanzanian chef and content creator, Monalisa Rwechungura, and Singeli artist, Kinata MC, have helped the sauce capture both culinary credibility and youth appeal.

EXPANSION AND INNOVATIVE EXECUTION

Looking ahead, Darsh’s priorities are to balance growth with disciplined execution.

“One of our flagship projects is the launch of an export pack for our Mwendokasi Chilli Sauce. We see this as an opportunity to take a truly unique Tanzanian flavour to the world, build a global footprint for our condiments, and spark a sense of national pride around a product that is rooted in local taste and culture,” Pandit excites.

Parallel to this, the company is deepening its backward integration to strengthen the supply chain behind its growth.

“As demand for our products rises across Africa, we are investing in more resilient sourcing, capacity upgrades, and operational efficiencies so we can scale without compromising on quality and affordability,” he explains.

Elsewhere, Darsh is also actively exploring new opportunities within the condiments space and carefully evaluating potential areas for diversification.

“Whilst the next product line is still under development, our direction is clear – innovation anchored in consumer insight, sustainable growth rather than short-term volume, and maintaining our position as a market leader that stays agile, responsive, and relevant to the evolving needs of African and global consumers.”

Listening to customers is equally important to the company – understanding and anticipating what they want in terms of taste, quality, and price.

“We’ve always taken customer feedback seriously and adjusted accordingly,” Pandit closes.

This meticulous attentiveness to consumers has helped Darsh grow into a leading brand and has truly established the company as a market leader in East and Central Africa.

DARSH INDUSTRIES PARTNER

The post Darsh Industries : Spice Up Your Life appeared first on Food & Beverage Outlook.

ROM SUSTAINABLE SOURCING TO REVOLUTIONARY SOLUTIONS

South Africa (SA) boasts diverse and delicious cuisine influenced by its multicultural heritage. As a result, the country is seeing growth in the cooking oil and fats sector, with SD Guthrie International South Africa (SDGISA) leading the way.

SDGISA was established following Golden Hope Plantations Berhad’s 2004 investment in a former Unilever business, Hudson & Knight (Pty) Ltd.

Subsequently, in 2007, Golden Hope Plantations Berhad, Kumpulan Guthrie Berhad, and Sime Darby Berhad merged, forming what was then known as Synergy Drive and later renamed to Sime Darby Berhad – a multinational diversified conglomerate operating across several industries.

In 2017, the plantation division demerged to form Sime Darby Plantation, which was renamed as SD Guthrie Berhad in 2023. As the sole entity on the continent, SDGISA is a leader primarily focused on delivering customised oil and fat products to the Southern African region.

“Our facilities in SA include a refinery in Boksburg, Gauteng Province, which can perform both refining and modification processes. Additionally, we have a packing facility in Springs, also in Gauteng Province, which can pack into various formats, from 125-gram bricks to one metric-tonne intermediate bulk containers,” introduces Ruan Valentin, General Manager.

“Owning brands such as MASTERCRAFT™, Pastrex®, Crispa Gold, and Crispa Palm, and Holsum, we are well placed to meet the needs of our customers in the bakery, confectionery, and quick service restaurant (QSR) and hotel, restaurant, and catering (HoReCa) industries,” he continues.

Valentin emphasises that the diverse range of brands under SDGISA’s portfolio, combined with its dedicated team, enables the company to cater to a wide array of culinary needs across various sectors.

“With our in-house product innovation and development team, we can design specific blends for use in various applications, from ice cream to soup powders to spreads and chocolates, for cakes, bakes, and everything in between,” informs Valentin.

“Focusing more on manufacturers within the larger South African market, our products are delivered either through one of our third-party partners, distributors or wholesalers to our end users, enabling them to manufacture their products for consumer enjoyment.”

OILS OVER THE ORDINARY OFFERINGS

The modification of fats and oils involves changing their composition, structure, or physical properties to achieve specific characteristics or health-related goals.

One common method is hydrogenation, which is used to improve stability and structure, whereas interesterification rearranges fatty acids and triglyceride molecules. These modifications are often carried out to reduce saturated fat content or incorporate specific nutritional attributes.

“Having the capability to offer locally modified fats through hydrogenation and chemical interesterification allows us to custom-make and produce for various applications,” Valentin specifies.

Moreover, the SDGISA team is committed to continuous improvement and innovation to meet the evolving needs of its clients in the industry.

Hydrogenating oils offers several advantages for SDGISA, as this process enhances the quality of its products by improving their stability, shelf life, and texture.

“Hydrogenation allows us to cater to different types of applications, especially those in confectionery, stock cubes, and soup powders,” he outlines.

By utilising hydrogenation, SDGISA is not only able to meet diverse application needs but also innovate and customise products specifically designed to suit its customers’ unique requirements. Moreover, the team is committed to continuous improvement to meet the evolving needs of the industry.

“Having local hydrogenation capabilities allows us to innovate and develop tailored products, giving our customers confidence in our flexibility and dedication to meeting their needs,” Valentin proudly explains.

A SUCCESSFUL FORMULA

SDGISA’s oils and fats offer unique features that distinguish the company from competitors in the African market, contributing significantly to the company’s position as the leading supplier of infant formula.

“When it comes to infant-grade products and the production of infant formula, cereals, and other foods, contamination management is crucial. This starts with how the product is sourced, transported, processed, and finally delivered to the end customer as part of our process,” Valentin tells us.

“It requires a lot of technical expertise and know-how on managing the activities at each point in the supply chain to minimise risk and ensure it adheres to the strict specifications we aim for.”

Effective contamination management is essential in ensuring the safety and quality of products, as every step in the supply chain – from sourcing to delivery – requires meticulous attention and specialised knowledge to meet the stringent standards SDGISA strives to uphold.

PIONEERING RESPONSIBLE PALM OIL PRODUCTION

Being the first in Africa to achieve Roundtable on Sustainable Palm Oil (RSPO) certification is a significant milestone for SDGISA, both underscoring the company’s commitment to sustainable sourcing and building trust in the brand.

“Our RSPO certification gives us responsibility in the market, which means that we set the tone for the rest of the industry. Even though uptake in SA is still very low, it remains one of our key messages to the market,” Valentin assures.

“As a subsidiary of SD Guthrie Berhad, being supported by the group and all their activities on sustainability and responsible agriculture does give us the ability to supply customers who require this in their products.”

Indeed, SD Guthrie Berhad is the world’s largest producer of Certified Sustainable Palm Oil (CSPO) and a founding member of RSPO.

Primarily, SDGISA collaborates with multinational companies that have established sustainability targets.

“We are slowly seeing a shift amongst local manufacturers, and we see this as an opportunity to differentiate them from the rest of the market.”

Whilst the company is committed to sustainability initiatives that significantly influence its production processes, it also ensures its activities promote sustainability, maintain the high quality of its products, and allow it to remain competitive in the market.

“How we source the material is a key factor. Being fairly close to the end of the supply chain requires us to partner and work with players closer to the source to address issues on sustainability and responsible practices,” states Valentin.

Being a member of Supplier Ethical Data Exchange (Sedex) also helps ensure that SDGISA’s activities are ethical and comply with local laws and regulations across all engagements with regional partners.

“From an environmental perspective, we’re always on the lookout for ways to minimise our waste and ensure that what we do produce can be ethically and responsibly repurposed or reprocessed.

“Most of the waste we generate is processed into biodiesel and biolubricants – landfill is always the last option,” he elaborates.

PRIMED FOR A POWERFUL PERFORMANCE

The upcoming year promises to be a dynamic and busy 12 months for SDGISA, driven by the relentless demands associated with maintaining a thriving business.

As the company navigates challenges and opportunities, its commitment to excellence will guide it in managing a multifaceted agenda focused on growth and innovation.

“We’ve been on a growth trajectory regarding our financial performance over the last few years, which we define as needing to continue and build on,” Valentin reports.

To achieve its growth objectives, it is crucial for SDGISA to not only maintain its financial momentum but also enhance its market presence.

“We need to re-engage with our market and ensure we stay on top of and ahead of new requirements from our customers,” Valentin earnestly concludes.

SDGISA exemplifies the progressive intersection of quality, innovation, and sustainability within the food and beverage sector. The company not only meets the varying demands of the culinary landscape but also sets a benchmark for responsible sourcing and production practices.

By leveraging local insights and capabilities, it is poised to continue its growth and influence in a competitive market, ensuring it remains the preferred choice for quality oils and fats across the Southern African region.

As SDGISA embraces the future, its passion for high standards and sustainability will undoubtedly play a pivotal role in shaping a more responsible food industry.

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