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AGRO-PROCESSINGsupport customer growth through research and development(R&D) and new product development.Do you see AfCFTA making a big difference in the intracontinentaltrading environment?Yes, absolutely. The AfCFTA framework unlocks tremendouspotential for industrial growth, market access and regionalintegration. As Africa’s leading non-GMO starch and glucosemanufacturer, Ingrain is well-positioned to support crossborderfood security, agro-processing and ingredient supplyinto high-growth sectors across the continent.How is Ingrain experiencing input costs over the pastthree years?Input costs have remained volatile due to global supplychain disruptions, energy inflation and currency pressures.Ingrain has responded by enhancing operational efficiency,optimising procurement and investing in process improvementsand yield optimisation. Maize prices have moved in tandemwith weather patterns and global corn demand and supplydynamics. Maize prices are easing supported by favourableweather conditions, a marked improvement from the surge inthe 2024 season on the back of a dry El Niño cycle. We remainfocused on disciplined cost control and productivity gainsto better serve our customers at competitive prices. Wehave dynamic pricing models to adjust to changingmarket conditions.alternative-energy solutions and aligning with the South AfricanClimate Change Act. These initiatives will also help safeguardbusiness continuity and cost stability.Is the new effluent plant at Meyerton part of the company’ssustainability drive?It certainly is. The Meyerton effluent plant is a cornerstonein our sustainability roadmap, aimed at improving waterquality discharged. This investment bears testament to ourcommitment to environmental stewardship and strengtheningpartnership with local municipalities. Furthermore, theinvestment positions Ingrain for growth in the modified starchsegment, boosting local supply of these specialty products.Five years on, how well has Ingrain bedded down withinBarloworld?Ingrain has successfully integrated within Barloworld’sConsumer Industries platform and has emerged as a strong,agile business with a clear growth mandate. Our resilience overthe past few year – through market shocks and operationalshifts – has demonstrated the strength of the integration. WeIs Ingrain mitigating energy risks?Yes. As part of our ESG strategy, we are investing in energyefficientoperations, alternative energy sources and plantupgrades. Ingrain has invested in solar PV capacity overthe last year and remains committed to reducing ourenvironmental footprint through the exploration of longer-term38 | www.opportunityonline.co.za
AGRO-PROCESSINGhave aligned well with Barloworld’s strategic pillars of Fix,Optimise, Grow, and are now positioned as a core contributorto the Group’s diversified growth story.Ingrain has adopted the Barloworld way of doingbusiness through the roll-out of the Barloworld BusinessSystem (BBS). This lean approach focuses on strategydeployment and problem solving anchored in continuousimprovement and respect for people. We have made significantprogress in our operational excellence capability, with certifiedlean practitioners being deployed across multiple areas.Ingrain moved office in 2023 and undertook a strategic shift in2024: what was the goal and what has been achieved?The office move in 2023 was a symbolic and practical steptowards Ingrain’s transformation. It aligned with our 2024strategic focus on customer centricity, innovation andnew ways of working. The facility was designed to supportcustomer growth through our new R&D laboratory, fostercross-functional collaboration through the spatial design andsupport employee wellness through the built-in wellnesscentre. This shift has already yielded results: customer satisfactionhas improved; we have developed new ingredients into keyconsumer sectors and have also seen strong uptake in usageof onsite wellness services. The move also catalysed acultural refresh – encouraging collaboration, agility andfuture readiness.How many staff does Ingrain employ?Ingrain currently employs over 850 staff members acrossvarious locations, including operational sites and our corporateoffices. This includes a blend of highly skilled technical teams,R&D specialists, production engineers, commercial staff andsupport functions. Our workforce is diverse and inclusive,with a focus on fostering belonging in line with ourcommitment to continuously making our workplace morepsychologically safe.Do you have bursary schemes or support for educationaladvancement?Yes. We offer a range of bursary, learnership and graduateprogrammes in food sciences, chemistry, engineering andChris Wierenga,CEO: BarloworldConsumer Industries.related disciplines. Our Barloworld Siyakhula youth trainingprogramme helps develop skills in agriculture and agroprocessing.In addition, our training academy helps youngprofessionals gain practical, tech-enabled skills in operationsand engineering.Does Ingrain support small businesses along the supply chain?Very much so. Our inclusive sourcing model supports bothlarge-scale and emerging smallholder farmers, with about500 000 tons of maize procured locally by Ingrain. Throughinitiatives like the Vaal Youth Development Programme,we’ve helped formalise and train 20 youth-owned businesseswith structured mentoring and incubation.We also run a Youth Entrepreneurship Programme,supporting 150 informal businesses, and contribute toinitiatives uplifting local communities, including specialneeds homes.Would you like to make any comment on the broader impactthat your company makes on society?There are several ways in which we are making a significantimpact. These include:• Being Africa’s largest non-GMO manufacturer: Ingrain isthe continent’s largest non-GMO starch and glucoseproducer, with +820ktpa annual grind capacity, R6.6-billionturnover (2024) and over 100 years of heritage.• Local and global reach: We support food security andindustry across Southern Africa, export to Australia, EastAsia and other Deep Sea markets and align closely withthe national Agriculture and Agro-Processing Master Plan(AAMP) and inclusive agricultural transformation goals.• Alignment with national priorities: We invest over R3-billionannually in maize procurement, empower farmers, supportindustrial competitiveness and promote agro-processingfor economic resilience.www.opportunityonline.co.za | 39
