If you have got hard currency, you can afford to come to Africa to look good or feel better for less. Fourteen million people, spending between $3,800 and $6,000 per visit, are travelling the world looking for medical treatment with a beach holiday.
It’s a market estimated to be worth between $45 billion and $72 billion, and South Africa is sitting at the top table, according to Patients Beyond Borders (PBB), a US-based firm that has given medical tourism advice for a decade. The country has the advantage of good hospitals, English speaking doctors and breathtaking landscapes.
They call it medical tourism and it’s growing among the wealthy and not-so-wealthy. Even those who don’t have so much money are heading to hospitals in countries like South Africa where their hard currency makes it cheaper and also helps them escape hospital waiting lists in their own land.
Even in these hard times, PBB expects this multi-billion-dollar industry to increase by up to 25% per year over the next 10 years.
One entrepreneur who is banking on this is Cape Town-based Faith Cartwright, who founded Medical Tourism SA three-and-a-half years ago. Cartwright, a hospitality and guesthouse owner, noticed many of her guests were in South Africa for medical procedures.
“Who wouldn’t pay if they knew that they had to go through two years of pain waiting for a knee operation? Imagine you have decided you want children and you are told you can’t go through fertility treatment because you are 39 and cannot get an appointment,” says Cartwright.
“I thought ‘what if medical tourists like these could be given access to private medical care, have their accommodation and travel needs taken care of, and plan safaris and other tourist excursions, all through the same service provider?’”
Sitting by the harbor at the V&A Waterfront, a popular tourist destination in Cape Town, it is easy to see why many decide to find a hospital bed here. Above us are the stunning peaks of Table Mountain and just down the road you can book a tour to see a great white shark, helicopter rides or pirate cruises. All this to the sound of seals, seagulls and many languages, as wealthy tourists from around the world stroll by with their bulging shopping bags.
Cartwright has as many customers as there are tourists on this street on this morning.
“It’s the reason why I’m so busy. Just this morning I was facilitating 65 women from Botswana to meet a doctor in Johannesburg at a fertility clinic. Sometimes you do get a good feeling about the work. But it can also be hard work and frustrating. It is rewarding when you know you are helping someone who has been struggling for years to get pregnant,” says Cartwright.
“Fertility is a big thing here. We get a lot of it from all over the world, but in Africa, there is a particular stigma that if you can’t get pregnant, you can be kicked out of your community. I also see a lot of requests for bone marrow transplants and women looking to slim themselves with gastric bypass surgery.”
It’s the start of the high tourist season in Cape Town and Cartwright is on call 24/7. For this 48-year-old mother, her time needs to be managed down to the minute.
“Thanks to the weakness of the rand, hundreds of medical procedures are available at a comparatively low cost, with most surgeries coming in at roughly a third of the price for an equivalent procedure in the UK. Affordable breast augmentation, for example, costs around $8,000 in the UK, but only about $3,600 in South Africa. More minor treatments, such as botox injections, can be even cheaper – $310 in the UK versus $70 in South Africa,” says Cartwright.
It is not just the rich and famous that makes these journeys either. Cartwright has seen hundreds of clients from all walks of life.
“Our clients range from the ones who can afford to be pampered to those who can barely afford it. We’ve had people staying in Cape Town eating [maize meal] for 21 days straight, because that is all they could afford over their IVF (in vitro fertilization) treatment; they were so desperate to have a child,” she says.
“I had a woman come from Australia who failed 17 rounds of IVF and South Africa was her last option. She now has a daughter and came back to South Africa to try for a second.”
Using US prices as a reference, across a variety of specialties, PBB estimates South Africa to be 25% to 40% cheaper.
“Most nations in Africa continue to struggle to build out their healthcare infrastructure and are thus not yet suitable for the contemporary international medical traveler. South Africa (particularly Cape Town and Johannesburg), are exceptions, offering an array of medical care for regional and long-haul travelers, including cosmetic surgery, cardiology, dental care, joint and spine work, and ophthalmology,” says Josef Woodman, CEO of PBB.
It is not all rainbows and butterflies. Business isn’t helped by the lack of efficiency when crossing borders.
Cartwright tells of a US couple, a husband (the sperm donor) and wife, looking to come to South Africa for IVF treatment. It meant both needed to apply for South African visas. There was an error in the husband’s application, and, because of new visa regulations that required applications in person at a South African embassy, it meant he had to fly to the South Africa embassy twice. By the time they entered their application correctly he missed their window. The wife had to come to South Africa alone, and they had to find another sperm donor.
“As she was walking off the plane I asked her where her husband was. It was only then that she told me their story. Not only was it a huge waste of money for two flights to the South African embassy, but they lost out on their flight tickets and reservations in South Africa, which need to be paid for in advance before applying for your visa,” says Cartwright.
“This is where the medical tourism industry can help, resolving issues when you hit a brick wall. I would have been able to help them both get here. The process of IVF is incredibly stressful without worrying about the technicalities of international travel,” says Cartwright.
Another challenge is putting Africa on the map. Many patients know little about the country they are visiting and often make the mistake of booking doctors in Johannesburg with their accommodation in Cape Town, 1,500 kilometers away.
“Abroad, people still think we’ve got lions and elephants in our backyards. It’s very seldom I hear a good story about South Africa. Most of the things people know are about our crime, our president and that we have no water in Cape Town.”
“We need to tell the good story. South Africa is an amazing place. It’s got first-class treatment. What really stands out is that we are English speaking. It’s a calling point and a huge thing. Imagine when you go to a country like Thailand and you can’t read the road signs. Now imagine trying to be a patient there who needs medical treatment.”
While the costs for those traveling into Africa may seem affordable, it is a different story for those living in it. In South Africa’s case, the recently tabled White Paper on National Health Insurance (NHI) wants to give medical aid to all South Africans to make healthcare accessible to the poor. Its implementation has been hotly contested.
Many fear this will be the tipping point that brings the country’s health system to its knees and results in qualified doctors emigrating. The uncertainty surrounding the impact of the NHI on the private sector, and other compounding issues like an overburdened public healthcare system, could be why medical tourists choose not to come to South Africa.
“There are a huge amount of doctors in South Africa. The NHI only affects South Africans and not my clientele. In fact, I think it will encourage more doctors to work in the [medical tourism] industry.”
“The healthcare industry needs to look at more innovative ways of looking after its patients. I get calls from lots of South Africans trying to get help [with surgeries]; most don’t even know where to find a good doctor. Most South Africans can’t afford to go overseas and pay for a surgery. My uncle died of a brain tumor while he was waiting for a date to operate,” says Cartwright.
Ultimately, the success of medical tourism will depend on exchange rates, prices, quality of medical care and hospitality services on offer to tourists. Even Cartwright is keeping an eye out for opportunities elsewhere.
“I’ve been thinking seriously of emigrating to the United Kingdom and setting up base there. My plan would be to fly down to South Africa once a month and check up on the base here. Working from South Africa is too far away. Moving to the UK is quite a good move for the business. It’s central, with access to clients from Europe and America. It’s an hour’s flight to many of the medical conventions and conferences, which are great places to network. It’s also a good idea because there has been a rise in wellness travel, doing yoga retreats and all that. It’s taking off in the UK and Europe and I’d like to get in on this wave. South Africa would be an awesome destination for wellness tourism.”
Cartwright remains optimistic. She believes that medical tourism can offer a window of opportunity for doctors who still want to work in the private sector.
“I’ve found the Tanzanians to be the most sincere and humble. I’ve found that Nigerians, if you look after them, they will become part of your family for life. The people come and go. I try not to remember their names because I am so afraid of breaking their confidentially. But when they leave, we become a huge part of their lives.”
For Cartwright there is no time to stop, relax and watch the waves. She leaves the Waterfront with a phone to her ear, as usual, talking to her next medical tourist with money to spend.
A 2014 study by VISA found the United States to be the largest hub for medical tourism. Thailand, Singapore, Germany, Korea, and Spain are quickly catching up.
Their data showed by 2025, travelers over the age of 65 will more than double their international travel to 180 million trips, accounting for one in eight international trips globally. Older travelers can afford bigger trips and are more focused on comfort and health than saving money.
The ageing traveler will transform travel and one area that is already growing in response is the medical tourism industry as more travelers opt to combine medical treatments with vacation.
“We believe that medical tourism is primed for accelerated growth as more of these older travelers seek new treatments, as well as lower-cost or higher-quality care not available in their home country,” the report concludes. – SOURCE: Mapping the Future of Global Travel and Tourism (2014) VISA
The Madhvanis: The Industrialists Who Have Tasted Sucrose And Success
The Madhvanis started with sugar and now lead diversified global businesses. In a rare interview from their home base of Kakira in Uganda, Mayur and Kamlesh Madhvani, the Joint Managing Directors of the Madhvani Group, share a century-old tale of extraordinary family enterprise and how they are continuing the legacy of their forefathers.
It’s a bumpy 100km drive from the Ugandan capital of Kampala to the town of Kakira in the east. Past the swaying sugarcane plantations and green hillocks and roundabouts intermittently featuring the words ‘Madhvani’ and ‘Sugar’ that announce you have arrived, a tranquil avenue, immaculately lined by pine trees and acacia, leads to Kakira.
From this little town, an international empire was built, with a reach in far and distant lands. To this little town, have many a cavalcade, bearing presidents and global business tycoons, made its way.
At the sugar factory that is the pulsating heart of Kakira, the quiet of the verdant landscape rapidly gives way to the deafening sound of production.
The sound of enterprise, the sound of African industry.
Close to the equator and Jinja, the source of the Nile, I am in the ‘cane yard’ of Kakira Sugar Limited, watching giant machines noisily swallow up truckloads of sugarcane and crush them into pulp.
READ MORE | Uganda Sees 11% Growth In Sugar Output This Year
Under the sweltering African sun, these monsters, also known as feeder tables, are four in number around me, relentlessly chopping tons of sugarcane fed by a long line of at least 400 trucks piled high with unruly cane stalks gathered from the fields in this eastern corner of Uganda.
This is the back-end and the beginning of a well-oiled factory process that will eventually turn sugarcane into foamy rivers of juice and finally sugar.
The entire process, from feeder table to sugar crystal, is completed in eight hours, resulting in bags of refined sugar at the other end.
Inside the factory, even the air is calorific, with the saccharine-sweet smell of sugar – and success. The factory is the soul of the 14,000-hectare Kakira Sugar Estate, which provides a livelihood to some 9,300 direct employees, and sugar to the rest of Uganda and East Africa.
It is the core business of The Madhvani Group, Uganda’s biggest sugar producer. And everything within a 10km radius from here, belongs to the group.
Generations of the Madhvani family have been based in Kakira, and much has happened here over the last century: success, strife, destruction and resurrection.
It all started in 1908, when at the age of 14, the family’s venerable patriarch, Mujlibhai Madhvani undertook the long and arduous journey from India to Uganda, to join his uncles Vithaldas and Kalidas Haridas in their shop in Iganga. By the time he was 20, Mujlibhai was tasked with opening and managing a shop in Jinja, a town at the source of the Nile River.
The waters ran deep in his veins as he was determined to make a success of his enterprise. He was appointed the Managing Director of Vithaldas Haridas & Company, which in 1918, bought around 800 acres of land in Kakira. The sugar factory subsequently started operating here in 1930, with a cane crushing capacity of 150 tons per day.
Mujlibhai built his empire on sugarcane, and laid the foundation for Kakira’s development, also empowering the communities within. Kakira grew around the factory and family home.
Soon, Mujlibhai Madhvani & Co. was also manufacturing sweets, soap, cooking oil, ghee, tea, margarine and pastry shortening. It also made cotton and became the agents for imported goods such as Goodyear tyres.
The late Manubhai, Mujlibhai’s second son, writes in his book, Tide of Fortune, an account of the family’s tale, with British author Giles Foden: “My father was the first person in Jinja to own a radio, which he bought in 1938. He purchased a record player in 1940 and soon afterwards, he became the proud owner of a 9.5mm film projector. His love of cars led him to purchase an extremely expensive powder-blue Buick, as well as an Oldsmobile.”
After Mujlibhai’s death in 1958, his eldest son, Jayantbhai, took over the business. Manubhai worked closely with him. By 1970, the Madhvani Group, according to Tide of Fortune, was at its peak with rapid annual growth of at least one new manufacturing unit a year. Manubhai says of his brother Jayantbhai: “I admired his humility and his commitment not only to serve the family, but also the community at large.”
And he further pens: “How did we select the industries we were expanding into? It was a combination of two or three policies, really. The first was to seek vertical integration. If you make beer, you will need bottles, so why not manufacture them and some plastic crates as well?”
Unfortunately, for the Madhvani family, tragedy struck when Jayantbhai died of a massive heart attack in 1971.
Politically too, Uganda’s destiny was changing.
When Idi Amin came to power in 1971, Manubhai was thrown into the Makindye military prison, an infamous hell hole, by the ruler for 21 days. The Madhvanis, along with the rest of the Asians living in Uganda, were notoriously expelled by Amin in 1972. The family relocated to London and then Kenya.
The sugar mill operation, which was producing 83,000 tons of sugar and contributing to 10% of the country’s Gross Domestic Product (GDP), was destroyed, looted and run down.
“Production had been at a standstill since the end of 1983 and the great hangar where sugar had once been produced was now a home to birds and animals,” says a line in Manubhai’s book.
When Amin was toppled, the Madhvanis returned, to the vestiges of their farm and factory, and a family squabble, with a segment of the family taking over the business in 1980.
The property was returned and the process of recovery started in 1985, with Manubhai and Mayur, Mujlibhai’s youngest son.
“When you repossess assets that are completely destroyed and run down, there is obviously a great emotional side to this,” says Mayur, the Madhvani Group’s Joint Managing Director, when we meet him in his offices at the Kakira sugar factory on a sun-filled afternoon in March.
The offices he shares with his nephew and Joint Managing Director, Kamlesh, Manubhai’s elder son, are adorned with tasteful MF Husain paintings, family memorabilia and redolent with the smell of incense. The British-educated Mayur, wearing a crisp white linen shirt, warmly invites us to his office space.
“For us, it was not so much a business decision, I think it was more of an emotional decision but it ran into the business arena because we knew that once the industry would come up, there would be growth,” continues Mayur about the challenging 1980s.
Kamlesh, 64, who joined the business a few years later, and is the younger of the two, chips in: “Kakira is where the roots of the family are. What we learned very quickly was that it is far easier to build something new than to rehabilitate something that is in total disrepair. It is not only the physical assets but also the mentality of the people.”
They had to work hard to return it to the glory days of the past.
“When we were here before 1972, we had connections with a lot of leaders. Mrs Indira Gandhi visited us, and also the Kennedys; they all used to visit Kakira. Martin Luther King was here, to meet my brother. My father of course is the pioneer. I mean if you look at the way the estate is laid out, it was this man in the early 1950s that laid it out,” recalls Mayur.
Today, the Madhvani Group is one of the biggest diversified private-sector businesses in Uganda, with assets of $750 million for the Kakira sugar business, producing 180,000 tons of sugar, 74,000 tons of molasses and 22 million liters of ethanol.
The sugar factory also makes green electricity. Very little of the sugarcane is wasted. The fiber from the process, or the bagasse residue, is burned in large boilers to generate steam that drives the turbines.
The facility also generates 51MW of electricity daily and of that, sells 32MW to the national grid, “enough to light up Kampala”, says Mayur. This is one of the biggest bagasse co-generation power plants in Africa.
A tour of the sprawling factory is rounded off with a visit to a storage warehouse with mountains of 50kg sugar bags, stacked from floor to ceiling at any given time, ready to be hauled onto waiting trucks.
At an altitude of about 4,000ft, Kakira is lush, fertile territory offering year-round harvest. The sugar factory stops only for a month every year for maintenance. It processes its own cane but also buys from the farmers, or the out-growers, living outside the nucleus of the estate. This is an association built from Mujlibhai’s time.
“There was a genuine affection when we came back [in 1985]. But it was very nice to say the Madhvanis are back but the Madhvanis are not magicians,” recounts Mayur. “It takes a lot of hard work and strategizing, and with government support (President Yoweri Museveni was newly elected at the time), we managed, through our small efforts, to instil in him, the aspect of business not necessarily being a bad thing. He was the one that allowed us to move forward and put this company right and pay taxes.” Fast forward to now, and the group’s focus continues to be to build its core businesses.
It is commencing a new $150 million sugar project in the northern district of Uganda named Amuru, working closely with the government. It has a sugar project in Rwanda, and projects in South Sudan and Tanzania are also on the cards.
“If you are manufacturing food commodities, it’s going to grow and this is the bread basket of the world. The Ugandans went through hell with Idi Amin but you never heard about famine because we can put anything in the ground here. We are so blessed,” says Mayur.
Cashing in on the salubrious climate and natural resources, another focus area for the group is tourism. There are nine lodges that it currently operates in Africa including in Rwanda, Uganda and Kenya.
One of the ways in which it opts to stay relevant is with partnerships.
“In the past, we used to think we can run [the business] ourselves and have those old-fashioned conglomerates. Those days are gone. You need to tap into the international market and get good world-class partners to work with and work with the right value for the African context,” offers Kamlesh.
And this applies to management as well, to further professionalize what is a family-run business.
“Most businesses that have started have been family businesses, if you look at Walmart, Ford, etc. But what you have to do is move away from the family business and let it become a little bit more professionalized,” adds Mayur.
“You want to avoid falling into the trap where the first generation creates, the second generation enjoys and the third generation destroys. We are the second generation moving to the third. The Madhvanis have broken the mould, but now [it’s not] for us to think we are infallible. We need to set up something that other family businesses can emulate, and follow other families that have succeeded in this. For that, you need to have a business that is professionally-run, yet have the family involved to give direction and not lose total touch or control.”
For this reason, the group mandatorily organizes three meetings a year in Bermuda, attended by family members and stakeholders.
But why this location in the Atlantic Ocean, far from Kakira? “We set up our companies in Bermuda in 1958, so we have been there some serious years now,” says Mayur. “In those days, perhaps it’s correct to say Bermuda was a tax haven, but now, the corporate tax structures have changed. Bermuda becomes a good venue because it is one of those tax havens that is also respected by various jurisdictions and for us, it is a historical fact that we were based in Bermuda. Our boards are all there.”
In Bermuda, the family also meets with members not actively involved in the business. Even the youngsters who are a part of the business have to report on their activities.
“We present our reports to the family and I think the secret that myself and Kamlesh are looking at is that the business has to be such that it survives this turmoil of create, enjoy and destroy and there is transparency. The secret is transparency. The more transparency you have in a business, the more likely it is going to survive the long-term because then individuals are not allowed to mess up the day-to-day control systems,” says Mayur.
“Leadership is something that you grow into by an accident of life. I am not the oldest of this family. I have two brothers but they are much older. Kamlesh’s dad, and my elder brother Jayant, sort of had the experience of my father. So did Pratap and Sur, my elder brothers and then things changed. We came back here and I worked closely with Kamlesh’s father and he had a lot of knowledge and I had the advantage I had. We got on as a team wonderfully, and in any business, you always need the ying and the yang. Kamlesh and I work very closely but you will find that each one of us is very good in certain aspects of the business. That is so important.”
As Joint Managing Directors, their offices are adjacent to each other.
“We have this little window and we shout at each other or talk to each other whenever we want,” laughs Mayur.
“We are more like brothers, but he is still my nephew. As children, when we were at boarding school in the United Kingdom, his mother was always worried and I had to look out for him.”
Looking ahead, the Madhvani Group plans to produce rum, vodka and gin, predominantly for the export market. All of these are by-products of the same crop – sugarcane. The distillery at the estate produces 22 million liters of Extra Neutral Alcohol or ethanol a year.
“Sugar is the main product, [but] it’s quite possible in the time to come that some of these other activities from the by-products will become the main product. Such as electricity and alcohol… We are even putting up a plant for carbonated waters coming up next year,” says Mayur.
But Uganda, a part of the East African Community (EAC), has a population of about 45 million and a poor rating score in the EAC when it comes to corruption. Surely, that’s discouraging for investors?
“The biggest problem we have in Africa is nearly 58% of the population is below the age of 30 and these individuals really do not want to hear about the wars because it is history. They are looking to see Africa catapult itself to another level. What the businessman needs is political stability and structured legal systems so that you feel comfortable doing your activity and I think [that is the only way] you will see Africa grow,” says Mayur.
“And yes, we do have corruption; it is endemic, you have corruption in every country. You have got to stop it. You have to have the right systems in place and you have to have total transparency on how businesses are conducted. Countries have gone through these stages and I think you have got to make an effort to try and eliminate corruption actively, without lip service. Now, action needs to be taken. If you look at Rwanda, it has progressed amazingly. As a businessman, what I have seen is the efficiency in which the government works, and the government takes decisions very pragmatically. That is the kind of model one needs to follow.”
At this point, Kamlesh interjects to say decisions taken must be implemented too.
“It leads to frustration. In Uganda, you have the President who has tremendous vision, and his vision towards the private sector driving the economy becoming the engine of the economy is absolutely spot-on, but there is no follow up,” agrees Mayur.
As in other countries of the EAC, in Uganda too, private-public partnerships may be the way forward and it takes effort from the private sector to lead that charge.
“The politics of Africa is very similar. Leadership is important but then [you have to] have growth cycles driven by the private sector. I remember there was a time when in Uganda, prior to the expulsion of the Asians in 1972, to do business was criminal. If you were a businessman, you were regarded as a crook. Today, it is instilled that everyone should do business; business is a good thing. There are positive changes.”
The Madhvani Group’s sugar project in Amuru, in northern Uganda, for example, will be owned 51% by the government and 49% by the group and it will be managing it.
“Eventually, the government will offload the shares to the general public, but I think it is important for all private sector businesses to try to involve the community, the population around you,” says Mayur.
“Kenya’s President Jomo Kenyatta gave a good analogy when we left Uganda. He said ‘in the case of you Madhvani, you are the tree and the tree has fruit and if you share the fruit with the local community, the tree will get water’… For instance, we make the products, but we don’t do the distribution, we allow the others, we have our out-growers.”
“The farmers benefit more, we have a very successful joint venture NGO with them,” adds Kamlesh. “Essentially, we convinced the farmers to contribute a certain amount of money which we will also contribute and this money goes to finance roads, clinics, health facilities and orphanages. This is one quite unique experiment. The farmers have voluntarily sort of parted with money.”
For farmers like 48-year-old Naitema Godfrey, who owns 48 acres of land and has been an out-grower for the Madhvani Group for the last 15 years, sugarcane is everything. Calling himself a “sugarcane millionaire”, he says: “The food crop has given us money, power, sugar and electricity.”
Another out-grower, Robert Waako, who has been supplying sugarcane to the Madhvanis for the last 26 years, says he has been able to put his six children through school and college; four of them are software engineers today.
On the cards for the Madhvani Group is a possible listing in the future. The group also operates properties in India, and is big on religious tourism with hotels in famous pilgrimage sites.
“Indians are very religious, they go to these sites, but don’t have a good place to stay. We built a beautiful four-star hotel in Tirupati. We are now opening one in Bodh Gaya, and we have in Rajkot. At Rishikesh, we have the land, and we are looking at Shirdi and Benares. They are all in the pipeline.”
Back home in Uganda, the group are also big in packaging and steel.
The discovery of oil in the country has made investors and the private sector sit up to the opportunities to fund development.
The Madhvanis are also keen to hop on to the bandwagon.
“We are looking for good partners to work with. We have our infrastructure companies, also working on the logistics side,” offers Mayur, but says Africa’s real strength is the green economy.
“I think oil is overplayed, and is not going to solve our problems. I think oil brings problems in itself, from an environmental point of view and the point of view of not becoming too reliant on this one product. Look at Nigeria and Saudi Arabia; they are all looking at alternatives now. The one thing you have got to remember in Africa is we have the weather, and we have vast tracks of land that are fertile. I think Africa can be a great grain basket for the world.”
The next generation of the Madhvanis are in line to take the company to the future. Mayur’s 34-year-old daughter Tanya, who is based in Rome, is responsible for managing the hotel business.
His nephew Ronnie was tasked with reviving the packaging business and he has built it into “a multi-million enterprise through his creativity and marketing efforts”.
The caveat is that family members who are involved in the business must contribute to its growth. Kamlesh and Mayur too came up learning the ropes the hard way.
“We have enough youngsters in business. But just employing family members for the sake of employing them and giving them a posh office is totally wrong and it hasn’t worked. What you have to do is contribute, and when you do, you also get a share of the success as an individual,” says Mayur.
“Basically, we are all fortunate we had good role models to follow. If you read my father’s book, you will know we had our own turmoil in the family. Kakira did not come to us and say ‘here is the key’; we had to fight for it. We had to fight for it from other family members as well. We are not the perfect family; we had to prove ourselves [in addition to] the passion we had [for the business]. That is the type of determination that made it work,” says Kamlesh.
“We started at zero…” adds Mayur.
Today, the family members all have their own businesses too, and in different countries. “I have my own companies. Kamlesh has his. I have vast real estate in Orlando, we all have assets in Europe, North America and India. But we have been taught to be low-profile,” says Mayur.
The family live in bungalows near the factory in Kakira, minutes from each other. There is nowhere else they would rather be. They have their own airstrip and private planes.
“This is utopia for us,” says Kamlesh.
Succession planning is key in ensuring the Madhvani legacy lives on. Mayur is cognizant of this truism.
“We have reached an age where we know the inevitable is coming. We have to witness the change so we can actually guide that change to some extent, rather than create a vacuum and arrive at a situation where there is no smooth handover,” he says.
“We will have to leave that to the next generation. The important thing is to make sure that whatever business that we have, we maintain a world-class lead in them. Today, our sugar factory is the most modern in the world, and more and more we are moving towards automation, and everybody is going to still need sugar,” says Kamlesh.
“In the end, you don’t work for the money, you work for the passion of it all.” The bags and packets of sugar that go out of this little town of Kakira are testament to the fertile bounties of the land, and the story of a family from India that, through enterprise, resilience and industry, found its fortune in the fields in a beautiful corner of Africa.
Businesses Of The Future: 20 New Wealth Creators On The African Continent
The New Wealth Creators is the first of its kind list by FORBES WOMAN AFRICA. Herein is a collection of female entrepreneurs on the African continent running businesses and social enterprises that are new, offbeat and radical.
These 20 women have been selected because they have created significant impact in their respective sectors by transforming a market or company, or innovating a product or service, and are pioneering their organization(s) in generating new untapped streams of income.
These women come from across the continent, from the villages and the suburbs, and are in their 20s, 30s, 40s and 50s. They have all adopted sustainable development initiatives in one way or another to help solve Africa’s problems.
They may be wealth creators but their businesses, ironically, did not stem from a need to make money, but rather from the need to solve Africa’s persisting socio-economic challenges.
Economically empowering women has shown to boost productivity. It increases economic diversification and income equality, in addition to other positive developmental outcomes.
Simply put, when more women work, economies are likely to grow.
FORBES WOMAN AFRICA put in months of rigorous research, searching near and far for these inspirational entrepreneurs.
We took into account their business model, new ideas, potential, struggles, social impact, growth, influence, resilience and most importantly, their innovation.
Speaking to FORBES WOMAN AFRICA last year at the BRICS summit in Johannesburg, South Africa’s Minister of Science and Technology, Mmamoloko Kubayi-Ngubane, said: “Innovation [is] becoming the cornerstone for our economy going forward.”
As Africa’s population is reported to increase by 53% by 2100, according to the United Nations, new solutions must be created in order for us to keep up.
One question remains: can Africa translate its significant population growth into economic development, and invest this wealth to improve the quality of life?
Entrepreneurship could very well be the answer, or at least, one of the answers.
Last year, the Founder and Chair of the Alibaba Group Jack Ma paid Africa a visit to discuss tangible investment and technology development.
He encouraged African entrepreneurs to take giant leaps in solving the challenges facing the continent and to take advantage of the digital economy.
He said that opportunities lie where people complain.
And these women, through their businesses, have identified just that.
Vijay Tirathrai, director of the Techstars Dubai Accelerator, shared the same sentiments with FORBES WOMAN AFRICA.
“The new wealth creators, for me, are entrepreneurs who are very conscious about finding solutions in the market place, but from a lens of having social impact or having impacted the environment,” he says.
Tirathrai believes that while servicing consumers, new wealth creators are also “making a safer and a greener planet in the process, eliminating diseases, improving health conditions and advocating for equality for women”.
Women on the African continent have been making headway as drivers of change, and in many ways, they embody new wealth.
They are the true wealth.
As FORBES WOMAN AFRICA, we seek to celebrate such women.
Through this list, money is no longer the central indicator of new wealth creation.
It is about job creation, contributing to healthy societies, recycling waste, giving agency to those who are financially excluded and developing solutions for some of the socio-economic problems we grapple with.
These women may all come from different places but they are bound together by one common thread, and that is the thread of new wealth creation.
This compilation is innovative, exciting, inspiring and shows what businesses of the future may look like.
Meet the FORBES WOMAN AFRICA New Wealth Creators of 2019.
The list on the pages that follow is in no particular order.
-Curated by: Unathi Shologu
The Monk Of Business: Ylias Akbaraly Talks About Secret To Success And Plans To Take Africa With Him
It’s a gloomy Monday afternoon in the leafy Johannesburg suburb of Greenside, South Africa, but inside the photo studio where we are, the mood is festive as Madagascar-born Ylias Akbaraly transforms himself from a humble, down-to-earth entrepreneur in modest casual wear into a stately capitalist wearing a nifty-grey Italian designer suit, dark tie and light-blue shirt.
Madagascar’s wealthy businessman, who estimates his worth at just over a billion dollars, has come to share his story of how in under 30 years, he turned a small family business with a turnover of almost $34,000 and employing 20 people, to an empire with revenue expected to exceed $265 million in 2019 and employing 3,000 staff.
The multinational conglomerate that he created through discipline, hard work and seizing opportunities, now has tentacles beyond his island state extending to Mali, Ghana, Mauritius, France and soon the United States (US) and Canada, to name a few.
A phone-call to his parents was all it took for the silver fox to embark on this transformative journey.
The ebullient 59-year-old describes the moment: “It was a very special situation. I was doing very well in the US, I was living in California – can you imagine, beautiful state, beautiful weather, good friends. I could work there. I had some opportunities to work at the Bank of America at that time, so I called my parents and said I am going to stay in the US, it is better.”
His parents were saddened by his decision, they asked him to return and join the business.
In 1992, he did.
“I decided to come back and be with the family and thank God I decided to come back. I don’t regret it, I am very happy, and they were very happy,” the man who calls himself a spiritual person tells FORBES AFRICA.
On his return, Akbaraly worked for Sipromad, a small retail business focused on detergents that his father, Sermamod, the son of Indian immigrants, established in Madagascar’s capital, Antananarivo, in 1972 after a stint selling shoes, shirts and ties.
Warmly, Akbaraly says: “I came back, I saw a very small business, but my parents were happy, they had a very peaceful life, and things at home were very nice and joyful.
“I worked with my father, I assisted him, I wanted to change things but I was facing a generational conflict in business. But my father is very intelligent so step-by-step he let me change things.”
Full of fresh ideas from his time spent working and studying in both France and the US, Akbaraly began to give his personal touch to Sipromad. He created a team, and hired new people and professionals.
The company started doing a lot of research; it went to see some local suppliers who asked Sipromad to change the packaging, pricing and color of its products, which it did. It extended its product lines.
For example, instead of offering its products in big boxes, it offered them in medium and small, so that it could target different consumers, says the man known as one of Madagascar’s wealthiest.
“At the same time we had our ear to the ground, we went to see retailers and our customers to find out what they wanted, as the buyer is king,” Akbaraly adds.
From this exercise an important lesson was learned.
“You have to adapt your product to the market, this is the base of an entrepreneur, to adapt his way of doing things.”
Through these changes, the business started growing its market share and diversifying. It now operates in several sectors including broadcasting, agribusiness, real estate, technology, finance, renewable energy, tourism, aviation and industry.
Akbaraly, a staunch believer in ‘free leadership’, becomes animated when he explains how Sipromad was able to see opportunities in these sectors.
“It is a question of opportunities, it is a question of courage, I believe a lot in teamwork because with my colleagues, we talk, we debate, we change, we decide together.”
“I believe that business is a creation,” he adds. To explain his point, he draws an analogy to an artist with his palette, who mixes his paint as he sees the potential beauty it can create.
Like the artist who mixes his colors, business is a creation of the opportunities you take, reckons Akbaraly.
“This is why understanding the market, understanding what is going to happen in five years, is important so that you can take decisions when you have opportunities in front of you, we are very proactive, very fast in taking decisions and we are not scared, we are not afraid because we work very hard,” Akbaraly says.
The rationale for diversification
What is striking about the clusters Sipromad operates in is that they are vastly different.
Akbaraly claims the rationale for this is that it comes down to the businessperson you are: “There are two types of businessmen. Some prefer to stay in the same sector, to invest in the same sector and develop in the same sector, to integrate. Our strategy was diversification. We thought about it and the outcome of our discussions and debates was to diversify the business as it protects you if you are facing problems in one sector.”
The architect of this multi-sector business also suggests the market demanded it: “Today, when we see how we became big and how we became so strong in business, it is because we diversified our business for different markets.
“Now things are changing because of this diversification, now we can synergize because sometimes our customers are interested in detergents, tobacco, soap, so we can synergize and propose many products to one customer because of our diversification. This is a big advantage because one customer is able to buy products from different sectors of our company.”
The growth was funded by reinvesting a 100% of the company’s profits back into the family empire, explains the mogul with an international outlook.
“When you don’t distribute your profit it means your profit becomes a strength for your company… when you show the bankers that your money is reinvesting and you don’t distribute your dividends and you tell them, ‘ok we have this type of investment, we can bring 30%, we can raise 70% from you’, it gives our financial partners very big security and they follow us. this is how we raised money to reinvest, diversify and buy equipment, buy raw materials and increase our business.”
‘Reputation very important’
But it wasn’t just Sipromad’s shrewdness in capital raising that allowed it to expand but its reputation.
Candidly, Akbaraly says: “We are very careful about our management. Reputation is very important, because of our serious work, our engagement, our products, our customers, our suppliers, we created a name and when you do that, you create your brand, and because of that, when foreigners come to invest in Madagascar, they come to Sipromad.
Those that have partnered with the company include Orange Money in mobile banking, Italy’s Tozzi Green in hydropower, Brink’s for the transport of money, and Apple, to name a few.
Last year, the global company did a joint venture with one of Morocco’s largest banks, Banque Centrale Populaire, to buy Mauritius-based Banque des Mascareignes and its subsidiary Banque des Mascareignes – Madagascar.
Analogue to digital
Akbaraly says the company’s reputation led to its partnership with Rohde & Schwarz based in Munich, Germany, and its purchase of Thomson Broadcast. These deals catapulted it to another level.
Akbaraly, with fervor, explains further: “As we have a very strong IT department, we set up Broadcasting Media Solutions (BMS), which specializes in broadcast, because of our reputation, we were approached by electronics group Rohde & Schwarz.
“They came to us and told us ‘we know you have a very serious business, you have a very good maintenance team, do you want to work with us in Madagascar to sell our products in broadcast and maintain them?’ Of course we did!”
From Madagascar, Sipromad partnered with Rohde & Schwarz in Mauritius and Morocco and subcontracted for the electronics group after it won a tender in Zimbabwe and Ghana.
In the process, Sipromad became a player in the broadcasting space. In 2018, BMS bid for a contract in Mali for the deployment of a nationwide, end-to-end digital terrestrial television (DTT) turnkey roll out, it lost to France’s Thomson Broadcast. Refusing to give up, Akbaraly discovered Thomson had financial problems and decided to buy it.
Thomson not only allowed Sipromad to expand into Mali but transformed it to a truly global business with operations in France, Israel, Cape Verde, Bangladesh, India, Russia and the United Arab Emirates.
Akbaraly says it is looking to expand to Pennsylvania in the US, to Canada, Angola, Sierra Leone and South Africa. In Africa, it plans to migrate countries from analogue to digital broadcasting.
The visionary says Sipromad’s dream is for a pan-African company to become a leader in broadcast.
But Madagascar will always remain his core. Full of love for his homeland, he speaks highly of it: “It is my center of energy, we call it plasma, I am here because of Madagascar, it was the source, the beginning, the start and my grandfather taught me, my mother’s father [who said] ‘don’t forget Madagascar because you have been protected by the flag of Madagascar, Madagascar was your protector, do the best, develop your business all around the world’, but the source, the energy, the key, the chi is Madagascar.”
The father of four believes his success comes from living a balanced life, surrounding himself with the right people, being spiritual and positive.
“If you want to be successful in life, you have to create positive energy, how you create it is according to your behavior, according to what you do, how you behave with others.” He reckons the energy was passed on from his family through education, their good attitude and transparency.
The martial arts veteran follows a very strict routine. It’s the reason he has been called the monk of business.
“My life is very well-organized, because I wake up in the morning between 4AM and 4.30AM and pray; spirituality first, then meditation, yoga, and take some water, fruit and then I go for my sports, usually I start at 6 o’ clock, for a minimum of one hour a day and then I go to the office.
“When you’re at a certain level of business, you have to be very well-organized, you cannot afford to go outside in the night to clubs, to sleep late. This is not possible, otherwise in the morning, you cannot wake up early, your day starts badly… that is why one day, one of my very close uncles told me ‘your life is like a Buddhist life, it is like a monk’. I think at a certain level you need to have this type of life. I don’t drink alcohol, I don’t smoke, and I don’t eat meat.”
Philanthropy, education and inclusion
It is Akbaraly’s deep spirituality, love for his country and sense of justice that led him to use his wealth for the greater good of humanity. In 2008, he and his Italian wife, Cinzia, who shares and developed his spirituality, founded the Akbaraly Foundation.
The idea was conceptualized while Cinzia was in hospital for cancer. She wanted to do something for Madagascan women because they are the foundation of life, the center of energy, the plasma of the world, says Akbaraly.
In Madagascar, they set up prevention centers to assist women with breast and gynaecological cancer.
The country is among the poorest in the world, it saddens the philanthropist when he reflects on it:
“We are not happy because when you see people you know that are not in a good situation, they don’t have shoes, they don’t have enough food… you need justice, life needs to be fair. My dream, and I hope it will materialize, is to fight against poverty, to give a better life to our population so that they can go to school and have hospitals.”
It is for this reason that the foundation’s aim is to fight against extreme poverty. Its projects extend to health, education and sustainable development.
“Right now, we are in discussions in the US with MIT [Massachusetts Institute of Technology]. We would like to sign an agreement between MIT and Thomson, and one university of IT in Madagascar, to offer our young generation of Madagascans IT and maybe send them abroad,” says Akbaraly, who is a firm believer in the power of education.
In countries where Sipromad operates, it prioritizes corporate social investment. In Mali, for example, together with the government, it is investing in radio to transfer education to parts of Mali, Akbaraly says.
The foundation also makes contributions. In Rwanda, for example, it is contributing $100,000 to the launch of new hospitals, says the businessman.
His sense of justice doesn’t just extend to the foundation’s projects but also to his own organization.
Women and men are paid equally for the same work. More and more women are being placed in executive positions because they are very good, Akbaraly says.
His fight against poverty lives out in the projects his company chooses to focus on.
“That is why we are investing a lot in the industry sector; we just built the [Orange Telecommunication] Tower,” a 33-storey headquarter building, the tallest in the world’s fourth largest island, and known as the “pride of the nation”.
“We are doing so many investments, we hire people, we give them jobs. We are, right now, in another project for real estate, what we can do is to invest, to hire people, to fight against unemployment, to give them a chance to buy things, to go to the restaurant, to have good food and at the same time with the profit to share in the project of CSI, this is the positive energy, this is the karma, this is important in life because in life you have to be fair, you cannot accept that some people are in this situation while others are in a better situation,” Akbaraly reflects. Throughout his career, he has received accolades. The one he is most proud of is the Pravasi Bharatiya Samman from India in 2009.
Akbaraly is under no illusion he will hold on to power forever. He is hard at work preparing the next generation to take over Sipromad, because in a few years’ time, he wants to do something else, he tells FORBES AFRICA. “I want to do more for others. Really to share with others,” the monk of business says with a smile.
“Ylias Akbaraly’s reputation precedes him,” says Nathalie Goulet, a member of the French Senate and Former Vice Chair of the Foreign Affairs Committee. Goulet says the work Akbaraly does “has crossed oceans and France admires him. He knows how to share his knowledge and is a special kind of businessman”.
Goulet lauds Akbaraly’s altruistic approach to business, in particular his relationship to the youth and refers to him as “socially responsible and someone who loves his country very much”.
“He is someone who is open to the world. The personal touch he brings to his approach makes him unique. You can tell he loves his family, and society,” she says.
Akbaraly and Philippe Douste-Blazy, the Under-Secretary-General, Special Adviser on Innovative Financing for Development in the United Nations, have forged a friendship over the years. “Ylias is a self-made millionaire who started from humble beginnings,” Douste-Blazy says. “We’ve had many interesting conversations about geopolitics and other trends around the world.”
Douste-Blazy talks about Akbaraly’s humility and how he lets his work speak for itself. “He is very discreet. When you see him walk down the street, he is not loud about his wealth. He walks freely without guards or expensive cars.”
Douste-Blazy expends that Akbaraly’s business strategies have captured the attention of many. “Akbaraly is respected in France, his acquisition of Thomson [Broadcast] was very important….The assets that he has acquired show him to be a smart businessman.”
“I have much respect for my friend and peer Ylias Akbaraly. He is the textbook definition of a visionary entrepreneur. The transformation of his group of companies was single-handedly spearheaded by him.
“From their international expansion to endeavors in tourism, manufacturing, energy, real estate, they were all strategically invested by him. There’s much to take note of in this story.
“What many may not know is in addition to his many accolades, I must say his piety seeps through all his endeavors, both professionally and personally. His strong faith has propelled him to be even more grounded and thus become the successful businessman he is today.” – Mohammed Dewji, CEO, MeTL Group, and Africa’s youngest billionaire
-With inputs from Unathi Shologu
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