Where did it all begin?

Agnes: Nana and I were working together in a firm, that we really loved, unfortunately the work dynamic didn’t allow for family life and so when Nana was about to get married she sadly had to leave. During that time, she was doing private projects for one of her private clients who ended up becoming one of the major real estate companies in Ghana, so she worked for him on a project which ended up being very successful, people liked it and wanted the same style because it was so refreshing in the city.

This particular project built success for the client and in turn for us, one building therefore became two and the two became three and eventually she had to register a company and 8 years on we are a 50 staff strong company. Our guiding principal has been to do excellent work no matter what it takes, and to answer the questions that the client and the site bring to us.

One then has to analyse what the site has and what the market trends are in order to give the best answers that may sometimes differ with what the client desires. Sometimes the answer is something that the client may not have even conceived. When you take this approach the results are always amazing.

Was it challenging to make it to the top in a male dominated industry?

Agnes: For both of us, straight out of school our first long employment period was with a female architect and so we do not know anything else, she made it seem normal to be a female architect and I guess that explains why we had a very positive approach when we started our own careers as architects.

There is no one point at which we stopped to think about the issue of gender. There are still moments when you go to site or for meetings and you would be the only female or even the youngest. Sometimes clients who see our work expect to have seen work done by older men. The bottom-line is that we don’t really feel the difference even though we know we are in a male dominated industry, I think its all a matter of perspective.

For instance, Nana once asked the son if he wanted to become an Architect and his answer was hilarious, he said to Nana “Mama I am not a girl” because in his perspective he has grown up thinking Architecture was a girls world when the world’s view is totally different.

How do you manage to keep it fresh?

Nana: We treat every project as being unique in itself, so for every project we start from scratch. we typically start by analysing the site and seeing the context, after which we research on what the client wants and for example if it’s a commercial project we look at what is missing or what can be added to it, only then do we start designing. Each project therefore starts from scratch and each one is tailor made to a particular client and to a particular site at the time it is conceived.

Our projects aspire to answer questions or fill any void that we observe at the time we are executing the project. Maybe that answers why every project looks excellent because the spirit and the thinking of the end product is always at the best they can be.

Why do you have so much affinity for green technology?

Nana: Africa is developing very fast and with the development you can tell that there is a race far ahead of planning. I think it is important for us to be responsible in how we live with the nature around us. At Archxenus we are very sensitive about sustainability.

It actually forms the basis of our design. In the tropics, orientation bioclimatic design already influences how the building is placed in the site to catch light and to allow for ventilation, it is those sensitive elements that if in co-operated in non traditional buildings with the thinking of being environmentally responsible amount to green architecture.

We are passers by on this earth, we will leave this earth for the people coming after us, just as it was left for us, so its important that in our strive to be dominant and to make statements, we be sensitive to the Environment.

What are some of your highlights as a company?

Nana: One of the greatest highlights is being able to combine work and life. Typically work is separate from life but here we try to see that mothers are able to bring their children to work if they need to, and that one can leave in the middle of the day and go to the bank if they need to, or even get their nails done, provided that they are able to meet the timelines and work at their optimum with the freedom of being flexible which allows for creativity and goes hand in hand with the responsibility to be as high performing as possible.

Another highlight is the opportunity to have interns, a good example is an intern who was with us for a year and later left to go and work some where else. This intern entered into an international competition and came second.

I personally found it so fulfilling to look back to the fact that even though we didn’t take part in the competition that some thing we had taught or passed on was living on and making an impact elsewhere. Another aspect that has been so fulfilling has been seeing how much people enjoy the spaces we design after one of our buildings are completed and the users begin to use the space.

I still have a fresh memory of a bank we did recently. A lady who was passing by during the final day of inspections stopped and asked if she could take pictures and we wondered why, so she told us that the father used to own the building and that he would have been so happy to see what we had done to it and I thought that was really nice. She probably wasn’t going to be a user of the space herself but the mere fact that we are able to give that kind of joy to a passer by or a user who wasn’t a part of our plan is for us priceless.

What do you attribute your success to?

Agnes: It can only be God. there is nothing we could have done in such a short time, besides, I believe that when He gives you the gift and blesses you with the opportunity, then you should work hard and give your best at all time.

However, all that is insignificant compared to the favour that He has granted us. I think that apart from all that, its about having a good support network. Having husbands who care and understand and even when we sometimes have crazy deadlines that get us to work strange hours they still edge us on and encourage you to strive for excellence. Our other major asset is having a good team who have the same zeal and the drive to want to be part of achieving the same things we want to achieve.

What do the Awards means to you?

Agnes: The awards to us simply mark recognition of something we did in the past. They also reminds us that there is much more to do and that what we do now must have an impact and be recognizable in the future, so although it marks the past it edges us on to do better and push for more in the future.

How do you want to be remembered?

Agnes: I see Africa as the next frontier, America and Europe have developed to reach their peak, so even though development is still ongoing, its not as rapid as it maybe in Africa. China on the other hand, has developed in the last 25 years from a majorly low income economy to one of the largest middle class economies.

Africa is projected to become one of the most densely urbanised continents. We may owe our slow rate of development to many things including colonialism but even after independence we haven’t really developed speedily as we should have. With that as a background I think we are well positioned as long as we keep in this track without being arrogant and follow God’s leading, to see quite a significant change and development in Africa.

With that in mind, I hope that when we are gone 50 to 100 years from now that we are remembered as the Africans who studied and lived in their continent and did right for the continent. I hope our company will be remembered as one that was able to offer solutions that our continent needed within its context and to design buildings for work and living that suited our people and that were not pegged in the past but relevant for the time we lived in and also for the future. I would like that through our work we are able to create employment and hope and direction for people and also inspiration so that people looking 100 years on will be challenged to say that if these girls were able to do this then I guess we can do even better now.

What else does your company do apart from architecture?

Nana: We do three major things. We consult, we design, we build and we develop. In fact there is a new thing going on of architects getting into asset developing. We find that when we are able to develop a project on our own there is a lot more freedom and problem solving that is different from when a client engages you with a clear objective of what it is they want to achieve which can be rather limiting. It enables us to identify a social challenge and be able to throw our weight behind it using our creativity and our wealth of experience to offer the best solution.

What lessons have you learnt that you would like to share with the youth?

Agnes: For just over a decade, we have had the opportunity and honour to have young people work with us mostly as interns. Sometimes we have had students coming from various schools to work and learn with us. what I usually tell them is that they shouldn’t despise their youth as most African youth especially in Ghana who think that when you are young, then you should simply keep quiet and let the adults talk. Instead they should use the opportunity as a platform to expand their knowledge and to propose new ideas since the youth really don’t have much to loose.

They need to know that it is while colouring outside the lines that you are able to create something exceptional. They should also be aware of the fact that the dark skin God gave us, makes us stand out and that it can be a problem in itself in certain circles. The way to fix it is to be at the top of your game, be excellent, be the best at what you do, then it will not matter where you come from because success has no colour. Excellence speaks.

They should always remember that the best things don’t come easy so they have to push hard until it happens. Finally they should learn to trust and fear God, and be exceptional.

What does the Launch mean to KQ and to you as the chairman?

I think it means quite a lot in terms of boosting trade between Italy, Switzerland and east Africa Kenya included, having a direct flight means that exporters and importers can have better prices and an improved turnaround time especially for perishable goods like fish and flowers that Kenya is well known for. It also means that tourism will improve as the tourists no longer have to do long hours caused by stopovers that are sometimes very long and tiresome. Nairobi is also known to be the hub for many multi-nationals who can now enjoy easy accessibility.

How has it been so far?

It’s been very good. The numbers so far are impressive . We started out six months ago and have had a very good uptake since then. The flights to Rome and Geneva combined have been pretty full , the United Nations, World Health Organisation and other international organizations based both in Rome and Geneva have found the direct flights very useful and are using them more and more. We have also had a lot of tourists  using the flight to both destinations, in fact recently we had contingents coming from as far as Mumbai, so yes,  it’s definitely a good route for us and we believe that it can only get better.

KQ tried the route a few years ago but then stopped, what may have changed that made you come back again.

When we started the route back then, we had a shortage of aircrafts since we had leased out two of our (787) aircrafts which came back at the beginning of this year,  so currently we are in good shape. We have also acquired new Aircrafts overtime in order to give our clients better services. Combining Rome and Geneva has also made it more viable in terms of the numbers. Our hope is that once we are able to consolidate the route then  we can expand in other potential destinations in Europe which we will decide over time based on a number of issues.

Your record at Safaricom continues to be exemplary, should we expect something similar at KQ ,

This is a difficult question. The situations in the two companies are rather different. I am glad that Safaricom has had so much success  and we continue to succeed. It’s an incredible success that we are all very proud of but, you see, one needs to bear in mind that I started Safaricom from scratch. Kenya Airways has a different situation and a difficult one for that matter. At Kenya Airways, I basically  inherited an airline that was not doing financially well and which had very old IT and delivery systems just to mention but a few. I therefore have quite a difficult role even though most people think and that since I have been successful at Safaricom, I should also be successful at  KQ, of course we are making some progress but it’s not the kind of  progress we would like to see.

What are some of the challenges you have as an Airline?

It’s important to note that we are competing against a number of Airlines which without exception are either state owned or state subsidized and this is a very difficult situation for us because kQ is unique in that it is a public/private company.

In fact, before the middle east carriers started flying to Africa, we were profitable but that has now changed, we are no longer profitable because they are massive and they have the capacity to lower Air fares by reducing their costs. Our objective is therefore to get on a level playing field with them even though we might not be able to lower our prices to their level because we have other factors to consider in Kenya. We hope to nationalise the airport and combine Kenya Airways and Kenya Airports Authority into one corporate entity, not because we want to be state owned, but we believe this will enable us to grow and finance our way into expansion. For example, when passengers land at Jomo Kenyatta International Airport they pay landing fee to Kenya Airports Authority which in turn remits the money to the exchequer, so the money doesn’t remain within the aviation industry.

What we are trying to do now is to put everything into one corporate aviation holding company which will allow us to keep the revenue within the aviation industry so that we can use the revenue and the balance sheet both to improve and increase the airport and to expand Kenya airways.

Is there anything else in particular that you need the readers to know that I did not ask you?

I have said it time and again and I will continue to focus on pushing the agenda that Kenya Airways is not just an Airline but a strategic asset for the country. It’s not just an institution that should make money. If we lose it, we will lose such a significant asset that will be difficult to recover and it will be such a shame to the country.

Just look at what Emirates have done for Dubai and What Qatar has done for Dubai Ethiopia has done for Addis and what Rwanda Airline is doing for Kigali. Multi-national companies don’t go to Dubai because of the good weather but for connectivity. Kenya Airways should be given a chance to do the same for Nairobi and Kenya in general.

Where did the story of Pavoni Stone Cutting Machines begin?

Alessandro: The Pavoni story dates back 31 years to the history of the Italian Tuff industry which saw the establishment of many quarries most of which later closed down due to lack of adequate demand, leaving companies such as ours without much work. At that time Frattelli Pavoni as the company was known then, was one of the companies that was specialised in small stone cutting machines which were highly demanded due their efficiency and reliability. When the market started shrinking, we found ourselves with no choice but look elsewhere, and Africa turned out to be our easiest target owing to the relationships that existed between Italian quarry owners and their African counterparts .  We explored many markets but one of the countries that received us with a lot of enthusiasm was Kenya. To our surprise the quarries in Kenya were so much bigger than the ones in Italy which meant that we had to redesign our machines to make them bigger and more robust for that market. We basically adapted our machines to meet the needs of the Kenyan clients, in fact our machines are built with unique specifications through joint participation with the clients thus coming up with a product that is a perfect fit for the market and this has perhaps played a huge role in our success because the client gets exactly what they need.

So when did you venture into Africa?

Alessandro: In the late 80’s, in fact the first quarry in Kenya was owned by an Italian who was a friend to Pasquale. Kenya was much different then. I must say the face of Kenya has really changed from the time we first visited – the country has developed really fast and we are very proud to be part of that story, and to be instrumental in its quest for further development given there is a huge potential with so much still left to be done.

Why did you choose Kenya?

Aldo: When we started our venture into foreign markets, we exported to many countries, among them Libya, Tunisi , Yemen and a few countries in Latin America, the choice to focus more on Kenya was not a deliberate one but rather a natural one that was probably influenced by the economic  boom and rapid development in Kenya and as I said a track record of excellence and good relationship built over time from the time Pasquale started his engagement in the country. The coming up of a more sophisticated middle class has also given birth to a unique class of entrepreneurs that have grown to become a part of our clientele. Kenya also has good infrastructure and well-built functional structures that compliment business and create a friendly environment for businesses to thrive. I think this explains why 70 to 80 percent of our sales are from Kenya.

How did you manage to build such strong bonds with Africa?

Alessandro: Pasquale Pavoni made several trips to Africa especially Kenya, creating relationships and I believe we have done a good job of building on that, in fact we have enhanced the value of those relationships to position ourselves as true partners by making sure that our clients feel part and parcel of the production process. Our approach has always been to build long term relationships and also provide long term solutions.  In deed when we took over from Pasquale Pavoni in 2008 after his retirement, we conserved the same methods and guaranteed continuity in order to benefit from a very rare connection that he had built over time. The English say “if it ain’t broke don’t fix it” and that is what we did, carry on from where he left.

What makes you successful in Kenya and Africa as a whole?

Aldo: I would say attention to Detail. Every component is done by us, so we have full control of the whole process and are able to monitor and ensure we give our clients the very best quality products. Our machines are very durable, some of the machines we sold 25 to 30 years are still running and it makes us really proud when we go around the quarries with potential clients because they see our machines and simply fall in love with them. Our machines speak for themselves. Our capacity has also grown with time and now we are now able to produce up to four machines per month which is a good thing. I think this gives us an edge over the competition.  Most of the companies who sell our kind of machines, buy separate parts which they then assemble. The risk with that is that you lose control of part of the process and your delivery time is also dependent on other suppliers who may sometime delay due to unavoidable circumstances making it difficult to guarantee continuity and consistency to a clientele that is becoming more and more sophisticated and demanding.

You seem to have a special affinity for Africa, why is that

Aldo: Most Africans are easy to deal with once you get to understand them. They are very warm and kind, and it takes much less effort to establish true friendships. We have a good feeling especially with Kenyan. I think it would be right to say that the kind of treatment you get in Kenya is very difficult to find elsewhere.

What future do you see with your company in Africa?

Aldo: We believe Africa is the next frontier. The potential is immense. Things can only get better with time as the infrastructures continue to improve in almost all of the main regions of Africa.  We have noticed that our clients have become more autonomous and more prepared to deal with some of the small technical issue regarding our machine which is a very positive thing in our growth plan. They are able to give us the kind of feedback that is useful not only in developing our machines but also our approach and strategy to doing business in Africa, thanks to the close relationships that we share with them. I must add that our vision is much different from that of many companies because we ventured into Africa when there was no competition at all, more companies have now discovered and are getting into Africa.

What other countries of Africa are you interested in?

Aldo: Currently we are looking at countries such Tanzania and Somali, even if it has conflicts and other institutional problems that might make it difficult to do business there. In fact, we already have our machines in Tanzania and Somali even though they are very few for now. We are also interested in countries like Angola, Rwanda Djibouti and Ghana among others. We basically see opportunity in every country where there are good stones and quarries, because most of the companies in Africa are still using less advanced means of cutting stone. Our machines would not only enhance the capacity of the individual quarries but also the building and construction industry as a whole in any country we go to, since our machines are capable of producing between 20000 to 350000 perfectly cut stone per day.

What are some of the challenges you have had to face?

Aldo: I think one of the issues maybe the difficulty that some potential clients have in raising the initial capital to buy our machines even though more and more entrepreneurs are beginning to have more access to capital especially through asset financing offered by various African banks. The other challenge we have is government structures and policy. Some countries have poor policy compared to others making it almost impossible to enter the markets. Some countries also have the problem of concentrating development in just a few areas, mostly in the main cities while neglecting other parts of the country, making it difficult to expand. Development in a place like Kenya for example is well balanced because the government funds are spread out in the 47 counties which are very active and manage their own budgets. Thika and Juja areas in Kenya are examples of counties that have a history of dependence on stone cutting as a source of income in fact the towns (Thika and Juja) have been built around the quarries.

Where do you see Africa in the future?

Alessandro: There is great opportunity in African and one can see it in the presence of some of the biggest multinationals in the continent. During my last visit in Kenya, I noticed for example that there are so many Italian companies who have set up in the country, which is a clear sign that more and more investors are beginning to have confidence in the opportunity that Africa has to offer. Most of these companies especially Italian, bring only know how to Kenya, there are many Italian restaurants some of which do not have a single Italian working in them, the Italians have simply passed the know-how which is very interesting

What I always tell our African clients who come to Italy is that Africa must decide the future it wants for itself. The Kenyans and Africans in general are getting more educated and hence better placed to understand what is best for the continent.  Most big cities in Africa today look more and more westernised and that’s ok. What I would like to urge Africans from the bottom of my heart though, is that they must conserve their culture and identity because this is the back-borne of any successful economy. everything must revolve around this. One needs to know that he can come to Africa or Kenya for that matter and enjoy nature and the beautiful view of the sunrise and sunset which are things that may be taken for granted but that many people around the world long for but will never have. Modernity is good but should not take away everything.

What advice do you have for European companies that are planning to do business in Africa?

Alessandro: I can speak for the countries where we are represented and say that Africa is hungry for true partnerships based on mutual respect and more than anything trust. There is so much to do in Africa for those that are willing to trust not only in Africa and the opportunities therein, but also in the African people themselves and their capacity to be able to play an integral role in helping investors build strong foundations for huge enterprises that can harness the enormous potential of a continent whose real riches are yet to be fully discovered and explored. This may take time like it did in our case. But they must be seen to be doing something, they must put their best foot forward to show they believe in African and are willing to walk with Africa in the realisation of the African dream.

I believe strongly in Africa and the African dream. I believe that Africa is perhaps the richest continent endowed with a wide variety of natural resources and certainly, the widest variety of food crops given that it’s the only continent that has the equator cutting right across it. However, the continent has a few problems to fix before it can become self-sufficient and begin to play a serious role in the international arena.

One of the main problems is the false mind-set of wanting to fix African problems with purely Western solutions. I believe that the culture of a people is the backbone of their economic growth and development and there is need for Africans to begin to appreciate that important fact and stop using the wrong yardstick to measure their success. Our future lies in our land and the natural resources within it. We therefore need a paradigm shift in our approach to fixing our problems in order to begin to reap from our resources by building the capacity of our people to produce transform and conserve our natural resources.

When I came to Italy about 20 years ago, I had no idea what was awaiting me, but looking back I thank God that I believed in myself and what I was able to achieve, because after about 13 years of hard-work, in 2011, together with my partners we were able to take over and transform a company that was about to close down due to the world economic crisis that hit Italy from the beginning of 2009, giving it a new breath of life. Seven years on, I can say for a fact that New Cold System is not only going strong but we are expanding into Africa where there is a huge untapped market and the greatest need for cold chains for conserving food which would otherwise go to waste as is the case with 50% of the total produce which gets thrown a way for lack of proper storage. Our turn over has risen to well over Euro 2,000,000.00 (2 million euro).

I see myself as an ambassador for Africa with a moral responsibility to give back to a continent that has given me so much. We have so far opened up in Burkina Faso and are working on a grand plan to train as many people as possible as we provide solar powered cold rooms so that Africa can begin to manage its food products more efficiently because we believe that the development of any nation begins by being able to feed its people adequately.  There is no human being that can be productive on an empty stomach. Our dream is therefore to play a key role in transforming Africa especially in the food sector, one country at a time. I believe that there are many out there who will be willing to join us in this journey because Africa is so big and we are not able to do it alone.

Is the relationship between Europe and Africa really changing?

In the first fifteen years of the new millennium, there has been a re-awakening in the attention of European countries, parallel to that of other states such as China, towards the African continent, generated by the good performance of the economies from this part of the world. The coming together once again between the two continents was the result of the positive trends in raw materials and capital coming not only from China, but also from India and Brazil, which contributed to the growth of African economies, and the fall in commodity prices that have changed future European prospects leading to great concern in terms of immigration and internal security in Europe.

These conditions also led the European Union to reflect on the need to return to investing in Africa in order to avoid the progressive disintegration of many of its countries, and to stop the massive migratory flow towards European coasts. On the one hand Europe recognizes the potential of these countries, on the other hand its trying to solve the problem of migration through the controversial slogan of “help them at home”. Italy for example has shown a significantly greater interest than in the past. This was confirmed by the visits, three by Matteo Renzi, the Italian Prime Minister and one by Paolo Gentiloni (Who is he?) in the last four years compared to the past when no prime minister in office bothered to visit Sub-Saharan countries. Overall, I would say that there is a growing interest in economies that have done well and, driven by concerns about migratory flows, the obstacle of the slowdown in the last two years is being overcome.

The President of the European Parliament Antonio Tajani spoke about the Marshall Plan for Africa. Is this really serious this time?

The Marshall Plan is an expression that has been evoked, but not formalized, on several occasions. Tajani has asked to bring the Investment Fund to € 44 billion, a figure that thanks to the leverage effect should put in motion investments for around € 500 billion. We have to see if it will happen and if the answer is yes it will be in the years to come. These resources must be included in the Union budget and it is still worth waiting to see if they will be approved. There have also been concrete initiatives in the past, such as the Trust Fund for Africa, whose resources however, as on other occasions, have been diverted mainly to the countries and areas useful in the controlling of the immigration phenomenon.

When did you start thinking about looking across the border for your business?

There have been three major crises that have shaken the Italian and European textile industry, particularly cotton trade, since 2000. In 2001 China became part of the World Trade Organization (WTO). This had a huge negative impact on the cotton growers in the area between Bergamo and Brescia, which used to be referred to as the Manchester of Italy. In 2005, the end of the Multifibre agreement, which regulated the international textile trade, led to a deeper liberalization of trade which affected the Italian companies even further. Then came the financial crisis of 2008. Filmar managed to survive all the crises and to avoid contracting production elsewhere. After this difficult period, it became clear that it was time to act.

So, you decided to establish a plant in Egypt. Why there?

The plan to set up a subsidiary in Egypt began in 2007 and was merely implemented in 2009. The choice of Egypt was a logical one: we were big importers of Egyptian cotton in the 60s and the 70s. It is a reality that we were already familiar with, so we decided to move our production because of the energy costs characterised by huge consumption of gas. Energy impacts a lot on production costs in Italy making it very difficult to be profitable. The cost of energy in Egypt is lower compared to Italy, which means we have higher margins. Furthermore, it is a country where trading is done in US dollars. In 2007 for example, the euro was very strong, which meant that goods from Europe were costlier compared to those from China for example, which was trading in US dollars. This made it difficult for the European exporters to do business.

Egypt is a developing country, with a good deal of political instability: did regime changes affect your business?

No, we have never had any problems from a political point of view. Not even when the transition from Mohamed Morsi to the current President Abd-al-Fattah al-Sisi took place. There have perhaps been some concerns from the religious point of view, especially during the transition from Mubarack to the Muslim Brotherhood. It is important to note that Egyptian people are used to cohabitation and religious tolerance, which is a good thing.

What about corruption. Has it affected you in any way: according to Transparency International, Egypt is ranked 108th out of 176 countries regarding corruption … (Italy is 51st)?

Fortunately, we have never had any problems with corruption. I think it is due to our transparent approach to doing business: we are well cognisant of the fact that we are in a foreign land and that we are the objects of great attention. Currently, we have a series of projects in progress, among these is “Cotton for Life” thanks to which we have been able to integrate the value chain of high quality organic cotton. This gives us particular visibility at political level and allows us to face public officials on an even safer platform.

Setting up a business abroad, especially in countries with a lot of bureaucracy such as Egypt, is always quite complex. Have you had to lean on someone? Who were some of your partners on this path?

It was not easy at first, but things got better once we partnered with two other business friends, and a Swiss company, all of whom were non competitors in the textile sector. The Italian Embassy also gave us a lot of support. We chose to entrust the construction of the plant to a general contractor, therefore the plant was handed to us “keys in hand”, so we didn’t have to go through the difficult task of applying for permits: we simply provided the required documents while the contractor took care of the rest. It terms of financing, we made a logical decision right from the beginning to work with Banca Intesa which at the time was acquiring the Alexbank of Alexandria in Egypt, given the good relationship we had enjoyed over the years: We now collaborate with them both in Italy and in Egypt.

Delocalization is often talked of in negative terms, particularly from the point of view of workers in the country of origin who fear losing their jobs. Did you have difficulties in your company in Italy when you notified the Italian employees about the move?

I wouldn’t refer to it as delocalization, but an implementation of a project that we already had in mind. The numbers show that before opening up in Egypt, the employees in Brescia were 100; now there are 140 which is an improvement. The difficulties, however much they were, did not derail the process, partly because everyone was actively involved in the opening of the African office. The operations of the two sites differ in that, the production in Italy is more linked to fashion, so it has much tighter schedules; whereas in Egypt we do large-scale production. However, both of them are important for our business model. It’s worth noting that the expansion has strengthened our business making it truly international to the extent that we can now compete with the whole world from Egypt.

Your initiative “Cotton for Life” is your interpretation of innovation in the cotton sector. Did the communication have a positive impact?

“Cotton for Life” was a dream that has now become a reality. We are the only fully integrated company in the world: from the production of seeds and organic cotton, to the dyeing of yarn. We decided to invest in the cultivation of organic Egyptian cotton because it is of a more superior quality that is able to compete with the American Supima which is genetically modified. Here, we are “Monsanto-free” he said as he laughed. I believe innovation should focus on the sustainability of the value chain, as well as the social and environmental aspects of any successful company.

 Which other countries in Africa is Filmar interested in?

Sudan would certainly be very interesting because of its type of cotton, which is perhaps better than the one from Egypt. Unfortunately, the geopolitical conditions there are highly unstable making it unfavourable for business. Another country could be Ethiopia, even though their cotton is not long fibre, which is what we use mostly.

Some lasting lessons?

It is generally difficult to find the right partners that would meet your expectations, so my advice is to be very careful about the choice of partners and consultants. If you have any doubts, I suggest you retreat immediately. My other concern is about some of the local people, who don’t always reciprocate when you treat them with respect.

Where it all began:

Piera Francesca Solinas, now Filmar’s corporate social responsibility manager, encountered the Italian company when she was an employee at the Italian embassy in Cairo. She not only inspired the project in Egypt, but also played an important role in its set up.

Was it difficult for Filmar to start producing in Egypt?

Not really, the setting up of Filmar in Egypt was quiet smooth, even though bureaucracy and the search for a qualified workforce posed real challenges. Filmar Italy was very instrumental in ensuring that the operation went well and that there was harmony with the newly opened Egyptian branch. In fact, I am very proud to say that all Egyptian personnel in Filmar Nile many of whom have come for training in Italy, currently speak good Italian. The training between the two countries is usually very active and is aimed at ensuring that the know-how circulates within the company.

Filmar invests in human resources, actually starting from schools…

The company has played a significant role in promoting  education in order to enable students to work in the modern textile industry. The local Ministry of Education has developed a three-year course in a technical and professional high school through a joint programme with Filmar whereby we guarantee a number of vacancies to the students who graduate successfully from the institution. Some Italian schools and universities have also been instrumental in making up for this deficit in the Egyptian curricula by taking in some of the students and also training local teachers. The local school already had a base for the mechanical industry training, so we pushed for the textile industry training to be introduced as a specialization.

Filmar’s commitment doesn’t end there…

Students are offered a three-month internship programme in the establishment in the first year, and a monthly payment to cater for their transportation costs and everything else needed for the job. This is in addition to food, which we also provide. We have tried to create an attitude of inclusion by offering alternatives, in order to distract the youth from the thought of irregular emigration to Europe which is becoming quite common. Filmar gives them the opportunity to develop a competence in an Egyptian company, but with an international level of technical know-how.

Was it easy to talk to the Ministry to convert this into action?

It was not easy but, the Italian Embassy was supportive in pushing the agenda. Once we gained access to the Ministry, they were very receptive and willing to listen to our proposals: Egypt is focusing heavily on foreign investments. A law has recently been passed which gives many advantages to foreign investors. Clearly, it is necessary to have the ability to activate those processes. I would like to point out that there is a large Italian community in Egypt, which has remained in close contact with Italy and which can be highly instrumental in creating a strong link between the two countries.

What are the other important variables for a company that intends to set up there?

In addition to the embassy which has a wide range of networks, there is the ICE (the foreign trade institute), and the Italian Institute of Culture abroad. It is critical to see what the common interests between the two countries are, it is also very crucial to establish contact points with the local culture. It is important to understand the development policies adopted of a country. In the case of Egypt, the pull factors for foreign entrepreneurs are the reduced costs, the geographical position, the free trade agreements with strategic market regions of the world for those who produce and export, low taxation and easy availability of land. All these measures are put in place by the government as incentives for potential investors.

Tell us a bit about Ethiopian Airlines by giving us a short background

Ethiopian Airlines (EAL) is a flag carrier of Ethiopia. Ever since its establishment in 1945, EAL has become one of the continent’s leading carriers, unrivalled in Africa for efficiency and operational success, turning profits for almost all the years of its existence. Operating at the forefront of technology, it has also become one of Ethiopia’s major industry player and a veritable institution in Africa. It commands a lion’s share of the pan African network including the only daily East-West flight across the continent. Currently, EAL serves 95 international destinations and is fully owned by the government.

How much of Africa do you cover?

Ethiopian covers 55 points in Africa starting with its debut flight to Cairo with C-5 aircraft in 1946. Ever since, Ethiopian successfully introduced new aircraft technology and system to the African sky providing the first jet service with B767 to the continent. Ethiopian continues its unrivalled pace by introducing the technologically advanced B787 Dreamliner in 2012 being only second to Japan. The inclusion of the Airbus A350 and the latest B787-900 to its growing fleet demonstrates Ethiopian thirst for new generation aircrafts and its culture to remain at the forefront of African aviation.  It is the first to acquire the aircrafts in Africa maintaining its old age tradition of introducing new aircrafts to the continent. Currently Ethiopian operates 97 aircrafts with an average age of 5years which is remarkably below the industry average.

What is your experience with doing Business in Africa and what advice would you share with those looking to invest in the continent?

The African Aviation is not growing as much as its body mass. There are structural and policy problems in Africa like for instance the Yamassakouru Declaration that calls for the African Air to be open to all African carriers which is not yet implemented. This lack of enforcement has produced limited intra-African air connections. There are other infrastructure problems and fuel cost is also very expensive in Africa compared to the rest of the world.  In much of the sub-Saharan Africa the required infrastructures to support and lift the African economy are missing. The human resource lacks the required skills and competent professionals leading to bad governance and poor administration that hinder business in the continent.  However, the future looks bright as we have already started training our young professionals, building the roads, airports, power grids and IT backbone needed to boost the African economies. It is my hope that once this is completed we will see growth in imports, exports, and regional business which will make Africa strong economically and socially.

Any advice to Africans out in the Diaspora looking to go back home to invest and build the continents economy?

No doubt Africa is rising. Studies show that the African diaspora is increasingly viewed as a key to realizing the development potential for Africa. Though there are visible challenges, it is a high time that the diaspora plays its role in developing Africa. It is believed that there are a number of professionals in the aviation industry who can play a major role for the betterment of  their beloved continent’s aviation Industry. Therefore, the initiative has to be from both the diasporas and their Governments in participating to build a strong economy.

What are some of the things in your opinion that make Africa special?

In my opinion the factors that drive connectivity and make Africa special include the fact that Africa is versatile and continuously growing, its location positions it to have a good working relationship with other continents, the continent has plenty of unexploited natural resources as well as its immense youthful population.

There has been a lot of talk about Africa rising, what is your opinion, do you have specific examples?

Yes, it is rising. Africa has been a continent known for famine, war and dictatorship. There have been outbreaks of civil wars in the continent with far reaching consequences. There was displacement and famine which affected the majority of people. This has immensely reduced an many Africans are now leading a better life. Governments have started practicing democracy and good governance. This has brought much of investment both foreign and local. There is a great deal of focus on education, health care and other infrastructures which help build the economy. As a result, we have seen a decline in some of the deadly diseases like malaria and AIDS, an increase in the life expectancy of the population and a child mortality rates decline across Africa. We have also witnessed social justice inequalities being wiped out with just a mobile phone with which anyone in any part of rural Africa can transact in e-finance E-learning, E-commerce, Telle Medicine and Video Conferencing or other basic activities.

What is the future of doing business in Africa?

There is more hope than concern. Africa’s future is booming as it lays foundations to attract more investment. Africa has the youngest population size and a large body mass with unexploited resources. There is a huge investment opportunity for those who dare to invest in Africa. On top of this there is a good start in practicing democracy and good governance which leads to security and stability and create an environment for business investment and tourism.

What has been your highlight as a company in doing business in Africa?

It is all about the ease to do business in Africa. Though the opportunity is growing, the fact that non-African carriers manage more than half of the African sky is something that has got to do with lack of commitment from the African side to the Yamassakourou declaration. Despite these problems, Ethiopian Airline has managed to turn the problems into opportunities and recorded a continuous success story in the African Aviation industry.

What can be improved in terms of doing business in Africa?

As I said before more needs to be done on policy framework that is compatible with the global standard. The business regulations need to be the least cumbersome. In addition, African countries have to practice good Governance and build democratic culture.

What can Africa do to be better and as strong as other international blocks like the EU and the ASEAN?

In simple terms commitment to the one united Africa concept and pursuing policies as such is vital to become as strong as the other international blocks. In fact, in his famous speech at a meeting in Addis Ababa in May, 1963, Dr Kwame Nkrumah of Ghana emphasised the need to establish a strong Union of Africa States in order to secure stability in the continent to produce social justice and economic well-being. Though they couldn’t agree at the time on the formation of AU from OAU decades later it has become a reality and a very good start which I believe  may also lead in the future for a common currency like EU.

Any interesting upcoming products for the African Market?

In line with our growth strategy, we will inaugurate various new points in Africa, Europe and America in the year 2018. Nosy Be in Madagascar, Barcelona & Geneva in Europe, Orlando in the United States and Buenos Aires in Latin America are some of the new routes we are planning to add in to our extensive global network.

Particularly Ethiopian will launch Buenos Aires on the International Women’s day to commemorate and be part of the social justice movement that is celebrated every year globally on March 8. The inaugural flight will be an All Women Operated Flight in order to mark this important occasion and as part of our commitment of mainstreaming gender into our core business. We believe there is no better way to celebrate women’s economic, political and social achievement than this.

Compiled by Linda Ogwell-Teunissen

COULD YOU TELL US ABOUT YOURSELF?

My name is Alice Muthama. I am a director of Rockland Kenya Limited and the Managing Director at Rockland Jewellers. I serve on the Board of Directors of the International Coloured Gemstone Association as well as the Board of the Association of Women in Extractives in Kenya. My academic background / qualifications are LLB LAW with an MA International Public Relations both from Cardiff University in Wales.

WHY DID YOU DECIDE TO GO INTO MINING?

That’s an interesting question. For me – coloured / precious stones have been the family business for as long as I can remember. My father, Sen. Johnson Nduya Muthama founded Rockland Kenya Limited over 25 years ago, and has been in the gemstone industry for more than 35 years. From an early age, my school holidays were often spent at the mines or working on stones in the office and so I knew precisely where my future lay, in the family business, in coloured stones and the mining in general.

WHAT DO YOU ACTUALLY DO?

From 2005 – 2015 I was actively involved initially as the Deputy Managing Director and thereafter as the Managing Director for Rockland Kenya Limited – the mining company. Post 2015, I serve as a Director of Rockland Kenya Limited, and have since 2016 focused on the establishment of Rockland Jewellers, which is a high end, customer focused and there custom made retail space. We pride ourselves in offering the custom made service – which is itself a unique service in this market. At Rockland Jewellers, we take the time to get to know you, so as to ensure that the final product is not only unique to you – but has a story to it as all jewellery should be – special, exquisite and personal.

WHO IS YOUR TARGET?

We target all Kenyans. Our access to cut coloured stones is unrivalled in the local industry, and we have invested in a cutting factory which processes all rough material. Because, we mine and cut for ourselves our prices are very reasonable and we are able to create a product that will suit every pocket. It is important for Kenyans to know, appreciate, understand and consume local product – which is a push that we are also working towards. It is amazing to consider that a majority of Kenyans are not aware of the mineral resource within the country – that is accessible to them. We believe the more – they know / are aware of the same – the more likely they are to purchase and this can only lead to growth within the local retail industry.

WHAT KINDS OF MINERALS / PRECIOUS STONES DO YOU DEAL IN

At Rockland Kenya Limited, we are actively engaged in mining Ruby. We also trade in Aquamarine, Spinel, Tanzanite, Tsavorite, Amethsyt,  Red Garnet and Colour Change Garnet.

HOW HAS YOUR JEWELRY BEEN RECEIVED IN KENYA?

The reception of our jewelry has been well received, and we are looking forward to growing our presence and market share. We offer a unique and different way to purchasing jewelry and our prices are reasonable thus giving is an edge / niche that is ours.

WHAT IS YOUR ANALYSIS OF THE MINING INDUSTRY IN KENYA AS A PLAYER? ESPECIALLY AFTER THE PASSING OF THE MINING ACT IN 2016?

The government of Kenya through the Ministry of Mining states that one of its goals is to make Kenya into a gem trading hub that will see the industry achieve its full potential in its contribution to the country’s economy. However, there remains a substantial amount of work that needs to go into realizing this goal. The industry through the Kenya Chamber of Mines and the Association of Women in Extractives is currently very active in engaging the Ministry to try and address some of the challenges within the Act and the Regulations that the industry is facing to ensure that Kenya offers a viable trading atmosphere and market. There remains quite a number of regulations that we are engaging the Ministry on to ensure that the same is achieved. In addition to the same – through the Association of Women in Extractives – we launched the Kenya Gem and Jewelry Fair, whose first edition took place earlier this year. This is a step in the right direction – and it is our belief with more events like this as well as the push from industry and stakeholders and the governments support that we will achieve the objective of making Kenya a Gem Trading hub.

WHAT ELSE DO WE NEED TO DO TO CATCH UP WITH COUNTRIES LIKE TANZANIA?

I am believer in Kenya and I genuinely believe that Kenya remains the best placed country in Africa to be the continent’s gem trading hub. In the past, Kenya held this position, and there is no reason why we cannot reclaim it. As mentioned above, the industry and other stakeholders are engaging with the Ministry not only on the regulations, but also on the support of events such as the Kenya Gem and Jewelry Trade Fair to ensure an enabling environment for foreign investors, miners, dealers and buyers, where Kenya is the place to go in order to access the mineral that Africa has to offer, which is a great deal.

SO WHAT DO YOU DO DURING YOUR FREE TIME? DO YOU HAVE KIDS?

I am a mother of two beautiful daughters. In my spare time I like to engage in charity work – especially working in the low income areas and in informal settlements.

WHAT ARE YOUR FUTURE ASPIRATIONS

My future aspirations are to see Kenya realize its potential in terms of the growth within the Gemstone trading and mining industry, and to create a recognizable and trusted brand for Jewelry that Kenyans will associate with, trust and be the go-to for that special gift.

Profile story Compiled by Linda Ogwell-Teunissen

Vittorio Malagutti, one of the best known Italian journalists and columnist of the weekly L’Espresso, who recently returned to Italy after climbing the Kilimanjaro summit and having done a safari, takes us through the memories and reflections of his experience, an experience not only in endurance and resilience but also very personal: everyone climbs Mt. Kilimanjaro with a lot of questions in their minds and hope to find answers at the summit.

Vittorio Malagutti, why did you choose Mt. Kilimanjaro?

My reasons were rather personal, initially, I decided to climb the to test myself and find out how I could cope with extreme situations like exhaustion and fatigue, the scarcity of oxygen of the high altitude and the discomfort of the climate. In addition, I was attracted pushed by the curiosity towards this very peculiar mountain, which looks like a solitary giant in the boundless spaces of the savannah. Kilimanjaro is not embedded in a chain of peaks such as the ones found in the Alps, the Andes or the Himalayas. You can see it from far away, with its six thousand feet, hooded by a glacier, which unfortunately is melting and increasingly growing less extensive year after year due to climate change and other factors.

How difficult was the climb?

This mountain is the only one of the “seven summits”, which make up the Queens Summits of every continent, which can be climbed without facing mountaineering difficulties characteristic of rock and ice. It is a long trek of 34kms, which lasts six days. So you need cardiovascular and endurance training and fatigue resistance, you do not have to use ropes, ice axes and crampons making it a much easier or less difficult, depending on how you look at it.

What images impressed you most, about that part of Africa?

The Ice: this was the biggest surprise for me. I am used to alpine peaks, made of rocks, shrubs and moss. Going up the Kilimanjaro, however, you will find spectacular trees up to almost 4,000 meters above sea level and when you are at the top, where obviously the landscape is desolate and barren, you’ll be amazed to think that only a couple of days ago you walked along a path immersed in the rainforest, between sudden downpours and sometimes unbearable heat.

How did you feel once you got to the peak?

When you reach a goal for which you have struggled for, you are overwhelmed by emotion, which everyone expresses in their own way, some cry, while let out exhilarated screams of joy. Those who climb in groups, hug each other. Then you stop and look down: there is a sea of ​​clouds that hides Africa, down there. And then the dazzling sun reflected in the white of the glacier. The terrain at the top is black, solid-state lava to remind you that you climbed on a volcanic mountain, a giant that has been sleeping for thousands of years.

Did you also get to visit other places in Tanzania?

Of course, I visited the North of Tanzania, on the border with Kenya which hosts some of the most beautiful parks in the world. I had the opportunity to participate in a photographic safari in the Ngorongoro and Serengeti reserves where I encountered unlimited spaces, lots of nature and wild animals at a telephoto range. I also saw lions, zebras, giraffes, impalas, leopards, gnu, cheetahs and hyenas. Seeing and admiring them in their natural environment was a great emotion. It was more like being in a National Geographic documentary

How was your relationship with the locals and with the organization?

The ascent to Kilimanjaro is managed by government laid down regulations. Every climbing group is required to have a guide, porters and cooks. All these attendants are perhaps not necessary, unless the purpose is to provide employment to the locals in order to improve their living conditions. I’m not sure, however, that money really goes into the pockets of those who need it most, but I can say that I’ve seen much worse around the world. As you can imagine, there are not many accommodation options in the park; you either sleep in tents in the equipped areas, as we did, or pay hundreds of dollars to stay for a few days in the few lodges within the reserve. When you wake up in the morning, with a broken back after spending the night on the bare earth, then you understand that the idea is to discourage an even larger influx of tourists at one given time, an invasion that would endanger the ecosystem.

Is there anything that you found negative about Tanzania?

I’m not an expert on Africa and it’s not easy to make judgments based on a couple of weeks stay. I can say that the small part of Tanzania that I explored gave me a view into the disparities in most developing nations; Luxurious off-road vehicles on one hand and poor people walking barefoot on the other, generosity leaps and cheap scams on tourist among others.

My name is Christian Heyner and I am the President of the 1bank4all Founding Association. I have previously worked for most of the large banks in Switzerland and Germany. I could describe myself as someone who is very passionate about social banking and making a social impact in the world.

Tell us about 1bank4all and your plan for Africa?

1bank4all is a start-up project that aims at creating the first truly global social bank. In Africa we have defined 10 focus countries, where we already have associations or initiative people active who want to create 1bank4all in their country. The plan is to be operating 10 local African banks in 2019/2020.

This innovative social bank will provide all kinds of genuine people and businesses with access to much needed financial services at very affordable prices. We will help further such important aspects as education and employment.

1bank4all will be a bank for everyone- whether it is the C.E.O of a fortune 500 company or a small trader at a local market. As a financial technology (Fintech) start-up, we shall operate as an internet-based bank, which will enable all users to access financial services from anywhere in the world. All they will need is access to the internet and either a phone or computer to transact with.

Our plan for Africa is to connect people to 1bank4all’s platform to help them access essential services, regardless of their location. In Africa we have defined 10 focus countries, where we already have associations or initiative people active who want to create 1bank4all in their country. The plan is to be operating 10 local African banks in by 2020.

Why a bank?

Due to the regulatory framework which is in place in most countries around the world only a bank can offer the full range of financial services.

In today’s modern world, it is very essential for individuals, businesses and communities to be able to have fair and inclusive financial services. In this way, 1bank4all will aid in improving the quality of lives of the disadvantaged of society.

Furthermore, we live in a ‘global village’ where ease of access and affordability of monetary transfers and foreign exchange rates is being sought after. 1bank4all will offer international money transfers at low prices, with no hidden fees or policies.

What will be the niche i.e what makes it special from the banks already in operation there?

1bank4all is a social business! All companies who call themselves a “social business” have the same mission: “People before Profit!” A social business should also make profit, but most of the profit is re-invested in social projects!

In addition, 1bank4all wants to offer services for everyone including those who are termed as the ‘unbanked’. In line with our mission statement, which is to ‘empower people at the speed of light’, we feel there is a great need for financial inclusion in the world.

1bank4all is special because our main aim is to improve the lives of people and help alleviate poverty.  Several banks aim at making profits even if it curtails the growth and progress of the communities they are benefiting from.  1bank4all is also sustainable and ecological, as the banking will be done via the internet.

Who are the target and how will it benefit Africa?

Our target market consists of people and organisations who are interested in being part of an ethical and social bank. These could be consumers of retail banking; social banking; to those who have no bank accounts or access to financial services.

1bank4all will benefit Africa by empowering the large group of people who are otherwise considered not credit-worthy by conventional banks or who have to pay very high interest rates.

Why in Africa?

1bank4all aims to be a global social bank with a thriving world-wide community. In Africa we currently have 10 focus countries, where we are working towards creating local 1bank4all branches. The African continent is rapidly growing and the fast economic growth needs to be complemented by attractive financial services.

What do you think about the narrative that Africa is rising?

Africa is truly rising and opening up to the world. Apart from impressive developments taking place, the social conditions and rights of individuals and societies are being addressed, step by step.

What would you tell someone interested in investing in Africa?

Africa has endless opportunities for those who are committed to investing on the continent. Yes, there are several challenges to overcome along the way, but it is possible.

I would advise a potential investor to try out the following rules and guidelines:

1. “If you want to go fast, go alone. If you want to go far, go together.” (African Proverb)
2. Create a reliable network of trustworthy people in order to overcome confidence issues.
3. Become part of a well-designed ecosystem where trust and quality are the main pillars.

I would also encourage them to take a leap of faith, do their research on the ground and adapt their products or services to suit the local cultures and environments.

What do you think Africa needs to do to increase investment opportunities?

There are a number of elements, which will help Africa a lot to attract huge investments:

• Adapt available technologies fast. The internet and also the block-chain technology come with a huge opportunity for transparency, which will help to reduce bribes and corruption.
• Focus on the many opportunities that Africa has to offer! If you are a patient investor and very much interested in a social impact as well, you will be highly rewarded.
• Educate people and pay them decent salaries, in order to stop the brain drain.

African countries still face some hurdles. In order to solve these issues, the youth will play a major role!

Any final thoughts?

I am looking forward to connecting with a variety of people and organisations who love our mission, which is to improve people’s lives at the speed of light!