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Kenya client Watervale Investments receives intensive COVID-19 support

The COVID-19 pandemic has wreaked havoc on economies around the globe – and the small business sector is taking the biggest hit by far. As a result, small businesses have seen their income all but disappear, while also facing increased input costs. Many have been left struggling to cover operational costs, including salaries. Businesses had to innovate to survive.

GroFin’s response to the pandemic was to provide intensive business support to its clients, including Watervale Investments in Kenya which employs 215 people. Watervale Investments, trading as Moko Home and Living, manufactures mattresses and furniture. Watervale offerings include low-cost, zero-waste cushions made from by-products of European foam factories. These are distributed through Moko’s partner network of over 150 micro-enterprises operating across Kenya which in turn retail Moko products to serve the end customers.

GroFin’s investment in Watervale goes back to 2017 when the company needed funds to meet working capital needs to purchase raw materials required to expand its operations.

GroFin Kenya assisted the business by giving cash flow management and social media training, as well as training and implementation of COVID-19 infection control measures. Training in COVID-19 infection control measures and implementation of ESG policies have improved the company’s workplace safety for all employees. Watervale shifted all B2C sales and marketing activities to digital channels to make up for reduced retail showroom activity. Its digital sales grew from 50% pre-COVID to 70% of all sales during the COVID period.

COVID-19 has also affected the cost of raw materials which was on the high. Luckily, the company had diversified its supplier base before COVID, especially for imported raw materials, to ensure that Watervale is not dependent on a single country or supplier. This has been extremely beneficial for Watervale and it has been able to adjust its sourcing dynamically and minimise supply interruptions during the lockdown.

In an effort to reduce cost and improve performance, Watervale has innovated to use steam as a utility.

The rationale was that this would reduce the steam cost of our factory since we would only pay for steam used and that an expert service provider would have the responsibility for maintaining the boiler to avoid downtimes. – Eric Kouskalis, Director of Watervale Investments

By switching from diesel-powered boiler to biofuel, Watervale is making a huge step toward reducing its carbon footprint.

GroFin introduced Watervale to the Challenge Fund for Youth Employment that is seeking to co-invest in innovative private sector-led initiatives. Watervale’s application has been submitted and is being reviewed by the investors. With this new investment in perspective, the business wants to launch new products soon.

We have grown the business successfully over the past two years providing sofas and mattresses. We have developed concepts for dozens of new home furniture products, and we are working to secure the financing and build our internal capabilities to bring them to market at scale. – Eric Kouskalis

Helping Fountain Gate Academy to improve private education in Tanzania

Founded in 2007, Fountain Gate Academy started its activities with a nursery and primary school in Dar-es-Salam. As the founder, Japhet Makao saw an opportunity he introduced a day-care service as well.

GroFin’s intervention helped the school to improve its finance department by implementing appropriate accounting software and assisted in hiring qualified staff for the department. The management information system (MIS) for the school has improved in terms of pupil academic data including results, progress, and financial reporting. MIS for the academic records is now available on a centralised school database using the reliable school software package.

Since several parents had moved to Dodoma, Japhet seized the opportunity to start a new branch there. GroFin helped the entrepreneur to formalise the land ownership of the Dodoma campus. The school also managed to get the Certificate of Right of Occupancy at the Dodoma Campus in the name of Fountain Gate Academy. As part of GroFin’s business support, we helped the school improve its architectural dining drawing to be ready for the construction of a high-quality dining hall. GroFin also recommended putting up an ICT laboratory so that students can learn ICT at a young age.

Since COVID-19 struck, all schools had to close their doors, leaving Fountain Gate without revenues from March 2020 to July 2020. Japhet explains that most parents are still in arrears on the payments for the period though they are trying to ensure payment for the new terms is paid. Fountain Gate continued salary payments to the staff during the school closure which had a significant impact on its operating cash flow. With guidance from GroFin, Fountain Gate managed to reduce unnecessary operating expenses, freeze salary staff increment, establish all health recommended infrastructure for COVID-19 precaution before reopening of schools.

“My dream for the future is to establish a special talent school and expand Fountain Gate footprint to other regions of Morogoro and Arusha,” – Japhet Makao, Founder of Fountain Gate Academy

Enabling innovation at Uganda manufacturing client Bestever Paper

As a start-up, it is often challenging to start and grow a business. With a solid own contribution, Abuhbaker Luzinda – the Managing Director and founder of Bestever Paper Industries approached GroFin Uganda in 2014 for working capital needs to start production. The company manufactures quality eco-friendly polypropylene (PP) products.

The business was performing well and there was a need to expand, therefore Abuhbaker solicited GroFin’s help again in 2017 for another round of financing to purchase a third production line. This significantly improved the business’ capacity and enabled Bestever to innovate by adding the production of ropes using waste from bag production.

Initially, Bestever used to pack ropes in bags, and this was quite bulky. As a result, the ropes occupied a lot of storage space and made transportation expensive. Bestever became the first to introduce new packaging for ropes in Uganda where it packs the ropes in rolls. This made them significantly less bulky which freed up some storage space as well as reduced transportation costs for Bestever and its clients.

“Our ropes are stronger and preferred in the market. We initially used to buy sewing yarns, but we started making them for both our consumption and sale to our competitors. This too has increased our revenue streams and improved our profit margins,” – Abuhbaker Luzinda, Managing Director and founder of Bestever Paper Industries

By the time of GroFin’s second investment, Bestever has further diversified their product line from two to six products which include laminated bags, shopping bags, sewing yarns, among others. As part of GroFin’s support to the business, we recommended to Bestever to open regional distribution centres to increase local demand. Upon advice of  its GroFin Uganda Investment Manager, Bestever installed a management system to link production to the inventory and its financial accounts. This has, subsequently, increased the productivity and efficiency of the business. With no revenue in 2014 when GroFin first invested in the business, it had achieved a turnover of USD 6.8m in 2019.

However, with the impact of COVID-19, Bestever Paper has seen its turnover decline by USD 1m in 2020. The ban on public transport, as a measure to curb the spread of COVID-19, has made it difficult for manufacturing businesses like Bestever Paper to continue production. One of the conditions imposed by the government to manufacturing company owners was to accommodate all their staff at the factory premises since public and private transports were banned. Given the fact that Bestever Paper employs 363 permanent staff, it could not accommodate all the employees at the factory. Consequently, Abuhbaker decided to completely close its operations.

Abuhbaker explained that this has resulted in a decline in demand.

“We export about 30% of our production but due to closure of borders with neighbouring countries, especially Burundi which is the destination for over 80% of our exports, we saw a sharp decline in revenue for April and May. Local demand also significantly reduced.”

Despite these challenges, the future still looks bright for Bestever. “Our dream is to be the largest preferred producer of quality polypropylene products. Our target is to hit USD 10m turnover by 2022,” says a proud Abuhbaker.

Realising the dreams of a fashionista entrepreneur in Tanzania

Binti Africa, a textile manufacturing business located in Dar es Salam, is specialised in corporate uniforms, African print attire, handbags, and other accessories. The business was incorporated in 2011 by fashionista entrepreneur, Johari Sadiq, and employs 15 people.

Johari approached GroFin in 2016 for working capital needs and to set a new factory with modern machinery.

“My dream is to become the leading supplier of uniforms to the private and government agencies. Also, to export the African attires to foreign markets and probably having my boutique stores in some of the fashion cities such as Johannesburg,” – Johari Sadiq, Owner of Binti Africa

GroFin’s business support to Binti Africa has been to ensure the business has a proper financial management system in place: Binti’s financial records, cash flow management and internal control have all improved by adopting the right accounting software. GroFin also assisted Binti to put in place a project management team for the construction of their workshop. The workshop is large enough now to accommodate the entire production process in an upmarket location. Besides, GroFin has ensured that Johari put in place a succession plan.

Finally, one of GroFin’s major interventions has been to assist Johari in getting a reliable supplier for a state-of-the-art machine and reliable fabric suppliers at a better price from India and Bangladesh. The new procured machine allows for quick finishing and better quality of uniforms and Binti can display a wider variety of collections. Johari has now started online sales for her African attires and is exploring new market segments (school uniforms) as per advice from her GroFin Tanzania Investment Manager to diversify the market and reduce concentration risks on the corporate uniform line.

All in all, Binti’s liquidity and cash flow have drastically improved, and the income base has widened because Johari is no longer dependant solely on tenders for corporate wear. She has machines that have fewer breakdowns and produce higher quality outputs, with fewer rejects, and more options.

Nevertheless, when COVID-19 struck, Binti Africa was severely affected just like any other small business in Tanzania. The impact of the pandemic on the business has caused severe liquidity problem and delay in the delivery of raw materials. Soon enough, Binti Africa could not meet its obligations towards its clients, causing the business to close the production department and provide compulsory leave to its employees.

To curb the impact of COVID-19 on the business, Binti started shifts to observe social distancing. Johari had to keep regular contact with her corporate clients as well as suppliers and add up freight cost to speed up the delivery of raw materials.

GroFin Rwanda supports SME clients to mitigate COVID-19 impact

GroFin Rwanda, a specialist impact-driven SME financier, is providing extensive support to its SME clients in different countries to help them mitigate the effects of COVID-19 on their businesses.

GroFin clients in Rwanda, Ivory Coast, Senegal, and Ghana are also benefitting from €5,2 million in funding from the Investing for Employment (IFE) facility. GroFin is partnering with IFE, which is a subsidiary of the German Development Bank (KfW) and forms an integral part of the German Government’s Special Initiative on Training and Employment (“Invest for Jobs”).

Under the Invest for Jobs brand, the German Federal Ministry for Economic Cooperation and Development (BMZ) offers a package of measures to support investment activities that have a high impact on employment in Africa, of which IFE is one key pillar

GroFin is a multinational, private developmental finance institution committed to the successful development of SMEs to create sustainable wealth, employment, and economic growth. It provides funding to the underserved market of small and growing businesses that often struggle to access funding from traditional financiers.

Rwandan entrepreneurs have received 40% of the total €5,2 million in funding and these local beneficiaries have commended GroFin for its support in aiding their recovery, enabling them to sustain their operations, and to protect employment.

Wilson Gafurama, managing director of GroFin client RGL Security, explained that some of its business activities were halted due to COVID-19, while some of its clients failed to pay their debts to the company. He thanked GroFin for interventions that helped the company to return to normalcy. RGL has over 3000 employees.

“Some clients halted their operations due to the COVID-19 pandemic. We used to work with 400 institutions, including gaming companies. Some suspended their activities without clearing payments,” he said.

GroFin assisted RGL by conducting an assessment to gauge the impact of COVID-19 on the business and enabled it to access IFE grant funding to pay its employees for two months.

“It is in this context that GroFin came to us and analysed our business. In November, they provided two-month salaries for our employees,” Gafurama noted.

Dr Ubarijoro Sowaf, managing director of Ubuzima Polyclinic, says his business has enjoyed a good partnership with GroFin for the past eight years and benefitted from deepened support during the COVID-19 pandemic.

Wenceslas Habamungu, managing director and owner of Ecoplastic, a recycling business producing plastic bags in Mageragere in Nyarugenge district, says GroFin has helped the company in the areas of business advisory and training.

“Working with GroFin has tangible and mutual benefits. Unlike some banks, GroFin never abandons its clients and continues equipping you with soft skills and tangible support until your business is successful and sustainable,” he said.

Christian Bugabo, the Investment Executive who heads up GroFin Rwanda, says the funding provided through GroFin’s partnership with KfW is aligned with national efforts to support economic recovery amidst the COVID-19 pandemic.

Bugabo says GroFin will continue to walk with beneficiaries on their journey to regain growth. “We are optimistic that their operations will progress further. GroFin will sustain closer collaboration with beneficiary companies and provide all the necessary support for their businesses to thrive,” he reiterated.

Headquartered in Mauritius, GroFin offers financing and support to SMEs in 14 countries in Africa and the Middle East. It is supported by 34 international finance institutions, development organisations, and private funders who have committed nearly $535 million in capital.

GroFin has been operating in Rwanda for 13 years – since 2007. To date, it has invested $24 million to support 56 entrepreneurs in the country. This paved the way for the creation of 4033 jobs, of 32% of which are held by women and 75% of which are held by unskilled or semi-skilled workers.

GroFin provides loans ranging between $100,000 (over Rwf 98 million) and $1,5 million (over Rwf 1,4 billion) to help them increase profitability, create jobs, and contribute to national economic development.

This article was originally published by Igihe.

In the bag: Recycling keeps EcoPlastic going despite COVID-19

I had an idea to look for what I can do for myself with all the plastic bags scattered everywhere in the country.

Habamungu Wenceslas, Entrepreneur behind EcoPlastics

EcoPlastic, a recycling business in Rwanda, collects 88 tons of plastic waste every year and turns it into new plastic bags, tubing, and sheeting. Habamungu Wenceslas, the entrepreneur behind EcoPlastics, recognised the business opportunity when Rwanda passed a law banning the use and importation of plastic bags. “I had an idea to look for what I can do for myself with all the plastic bags scattered everywhere in the country,” he says.

Habamungu approached GroFin for financing in 2017 to purchase new equipment to expand EcoPlastic’s production capacity. By the end of 2019, he had managed to grow the business’s sales by over 400% compared to its early years of trading in 2010 and 2011. But when COVID-19 struck earlier in 2020, EcoPlastic was forced to close completely for two weeks and the impact of the pandemic on its customers suddenly saw the business’s sales plummet.

Our main customers were also forced to close. Some – like hotels, restaurants, and the airport – were still closed in November last year.

Habamungu says COVID-19 has also made it more difficult and costly to import raw materials.

Trucks have to stay on the border for several days due to compliance checks and this has increased transport costs by 10%. Luckily, part of my business does not require imported raw materials so production could continue – although at a lower level.

As part of our efforts to support our SME clients, GroFin developed a specially designed Resilience Tool Kit to guide them in protecting their revenue and reducing their expenses. We assisted Habamungu in conducting a rigorous cashflow stress test to gauge the expected impact of the pandemic on four aspects of his business: demand, supply chain, staff, and finances. We also provided him with a COVID-19 ESG Framework to better protect his staff and customers from infection.

Our advice has helped EcoPlastic’s employees avoid COVID-19 infection so far. The business was able to cut cost and maintain all its staff. Today, the business succession plan is well established. Habamungu’s wife has 40% shares and is familiar with the company’s activities.

Richard Tambineza, GroFin Rwanda Investment Manager

Following a grant from the Investing for Employment (IFE) facility that the business has benefited from, EcoPlastic was able to constitute enough cash flow to introduce innovation in its production lines. The company has now installed its own printing line (a service previously imported from Kenya) to provide branded packaging materials at affordable prices and within a short period. EcoPlastic also installed a studio to manufacture the plates that will be used in this new printing line.

As a result, EcoPlastic has retained its existing clients and gained new ones, especially public institutions involved in the agriculture and healthcare sectors. This has increased the monthly average sales by 88% in Q1 2021.

Habamungu says GroFin has not only provided him with moral support during this difficult time but also helped his business to remain profitable. For example, GroFin advised him to shift some production teams to work at night when electricity costs are lower and to focus on acquiring more local plastic waste as raw material rather than relying on imports.

Instead of losing confidence, we continued to focus on marketing strategies and how we can expand our collection areas. It made me realise that even if we are in difficult times, we will resume and grow the company.

EcoPlastic directly employs 52 people and supports another 35 who collects plastic waste for recycling. Despite the setbacks caused by COVID-19, Habamungu chose to retain all his employees and continued to pay their full salaries.

Nzeyimana Fidele has been working as an accountant at EcoPlastic for more than two years. He supports his spouse, two young children and a domestic worker. Nzeyimana says the pandemic has already cost some members of his extended family their jobs.

We are forced to make some contribution to support them as our family and this comes as food prices are increasing due to supplies issues caused by COVID-19.

Nzeyimana Fidele, Accountant for EcoPlastic

He says he feels very lucky to have been able to keep his job at EcoPlastic despite the crisis.

It made me happy. I cannot explain the joy that I feel. There is hope.

GroFin helps Saboba survive COVID-19 lockdown in Jordan

When the first cases of COVID-19 were detected there in mid-March-2020, Jordan’s government quickly responded by imposing one of the strictest lockdowns in the world. Jordanians were completely confined to their homes for several days and later only allowed to venture out to purchase food and essential items.

Although restrictions were later gradually eased, the impact on Jordan’s economy was severe and small businesses bore the brunt of it. Al-Mutamayeza for Frozen Food Trading, which trades under the name Saboba, is a Jordanian wholesaler distributing high-quality frozen and processed meat and poultry products. The Nomou Jordan Fund has provided Saboba with three rounds of funding from 2014 to 2017. ​

Saboba had to cease production during the period of strict lockdown and could only resume its operations at the end of May. Although its food products could still be sold, the restrictions and their impact on the economy caused a drop of more than 60% in Saboba’s sales and a delay in payments from many of its customers. The lockdown also took effect right at the time Saboba planned to install a new production line and its newly imported equipment was left stuck in customs. ​

​While nearly all activity in the country had ground to a halt, GroFin Jordan reached out to key decision-makers to arrange the release of equipment that were shipped to Saboba’s supplier (partially owned by Saboba’s shareholders) in order to avoid severe delays in setting up the new production line. And further to its business support offering, GroFin Jordan also introduced the client to logistics service providers to help move and install the machinery and assisted the business in obtaining the necessary permits to resume production.

“We managed to get our new machinery, could meet demand, and maintain the brand’s reputation. The company was under the threat of closure. The support offered by GroFin Jordan meant we survived and are back in business”

Raed Mustafa Saboba, owner of the business

Saboba employs 15 people. Salah Ali Hasan Qatam has been working in Saboba’s warehouse since 2008. He supports his wife and five children, aged 13 to 24.

“I am very proud to have this job as it enables me to define my future and that of my family. Working here allows me to save some money for my children. I also hope that I will be able to buy a house instead of paying rent.”

Salah Ali Hasan Qatam, Saboba employee

GroFin helps GIA Bridals respond to COVID-19 crisis with new clothing line

COVID-19 has forced couples around the world to postpone or change their wedding plans. The virus has not only left many couples in tears – wedding vendors are just as heartbroken.

In Nigeria, the popularity of large and lavish weddings has created a million-dollar industry serviced by many small businesses. With Nigerians forced to put their wedding plans on hold due to COVID-19, many of these businesses – and the jobs they create – are now in jeopardy.

GIA Bridals, a GroFin client located in Port Harcourt, makes and rents bespoke wedding gowns to brides. The Aspire Small Business Fund (ASBF) invested in GIA Bridals in 2014 and 2017, providing the business with working capital and enabling the entrepreneur to lease and equip a larger space. Since ASBF’s investment, the business posted consistent increases in its sales and revenue.

But this year, GIA was forced to remain closed for three months during the COVID-19 lockdown in Nigeria and the business did not make any sales. Although GIA resumed operations in July, business is still slow. GIA’s owner, Ngozi Brisibe, says it would be devasting to her and her staff if her business was forced to close for good.

“We all depend on the business as our only source of livelihood.”

Ngozi Brisibe, Owner – GIA Bridals

GIA Bridals employs 11 people – 10 of whom are women. Chioma Patrick does the beadwork on GIA’s wedding gowns and has been working there for five years, supporting her mother. “This job has made it possible for me to earn my own money and I am not depending on or begging anyone to provide my basic needs. It makes me feel great and gives me confidence,” she says.

GroFin shared a customised Business Resilience Tool Kit – rolled out across the group to help clients respond to the pandemic – to help Ngozi analyse the impact on her business and especially its cashflow. “GroFin’s staff was consistently calling to find out how we were doing and providing advice on what can be done,” she says.

Ngozi’s biggest concern was whether she will be able to sustain the business until economic activity is fully restored.

“We suggested that she pivots her business away from only focusing on wedding dresses by using existing equipment for other products”

Charles Chikezie, GroFin Senior Industry Expert

Ngozi has responded by launching MyLadyUrban, a new line of women’s clothing. She says the new brand seeks to represent women as “both feminine and powerful” and will allow GIA to clothe its clients before, during, and after their weddings. “Although things seemed bad now, there’s hope for us with this new line of business,” Ngozi concludes.

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Stop panicking, and start transforming instead

Applying the five lean manufacturing principles.

Measures to curb the spread of COVID-19 has not only directly impacted the ability of businesses to operate, but has infected them with something even more deadly: uncertainty.

Small and medium-sized businesses are the most vulnerable segment to uncertainty, and manufacturing has been one of the worst-affected industries. Although it can be difficult to stay positive during uncertain times, those business that hope to survive must look beyond the current crisis and focus on those things that do remain in their control. “SMEs should use this time to build more efficient and effective organisations. One way to do this is to apply the five lean manufacturing principles,” says Marten Stavast, Senior Industry Expert in Manufacturing at GroFin, an impact-driven SME financier. He reminds manufacturers of these principles:

1. Define value

Any entrepreneur will agree that the customer always comes first. Lean manufacturing takes this idea beyond customer relations to also put the customer first in the production process. The true value of any product or service is defined by what your customers are willing to pay for it. Your product may seem valuable to you because of the time and resources that went into creating, but its value is determined from the point of view of the customer.

Lean manufacturing begins by determining the needs of the customer. Interviews, surveys, demographic information, and web analytics are some of the tools you can use to determine what your customers want and at what price they can afford it.

2. Map your value stream

Once you know what your customers want and value, you can map your value stream. Use your customer’s value as a starting point and identify all the activities that help to create this value. The goal is to ensure that every activity in your production process adds value to your customer and can be delivered at the price point they want. If an activity does not add value to your customer, it is a waste. If you cut out any unnecessary processes that do not add value, you can reduce production cost while ensuring your customers still get what they want.

3. Create flow

Now that only necessary and value-adding activities remain in your value stream, you should ensure that each step flows smoothly to the next. Interruption and delays in production are no different to waste. A delay is more than just a bottleneck when one production step waits on another – it is any step that takes longer than it has to. You can improve the flow of value-adding activities by breaking down every step of the process and reconfiguring it as efficiently as possible, levelling out the workload, and training your employees to be multi-skilled and adaptive.

4. Establish pull

Stock sitting on your shelves or raw materials piled up in your warehouse is one of the biggest forms of waste in any production system and often places a big drag on cashflow for smaller businesses. This is even more true in the current environment.

A pull-based production system means that you only produce products based on the needs of your customers and only at the time and the quantities needed. Strive to limit your inventory and work in process items to only the materials needed for a smooth workflow. This approach requires ensuring some flexibility in your production process and the current environment, it might just give you the edge as a small business.

Stock sitting on your shelves or raw materials piled up in your warehouse is one of the biggest forms of waste in any production system, and often places a big drag on cashflow for smaller businesses.

5. Pursue perfection

The final step in implementing lean manufacturing is by far the most important. Lean thinking should not be a once-off exercise that you complete now, while times are tough. It should become part of the culture of your company in such a way that every employee strives toward perfection and constantly getting better at meeting customer needs and reducing waste. This will not only set your business apart during times when customers are themselves under financial pressure but also when things improve.

Mend your nets

When this pandemic and the uncertainty it brings have passed, those business owners who spent this time wisely will have built businesses that can remain competitive by increasing the value they deliver to customers. There is a saying that goes “when fishermen cannot go to sea, they mend their nets.” Now is the time for business owners to do this same by using their time to transform their businesses, not just to survive the current storm, but also to look to the future.

This article was first published in the August/September 2020 issue of Your Business Magazine.

GroFin supports SMEs through COVID-19 crisis

The COVID-19 pandemic is having a severe impact on economic activity and small businesses are bearing the brunt of this crisis in both developed and developing countries.

GroFin finances small businesses in some of the world’s most vulnerable economies. We are hard at work to increase the resilience of these communities as they deal with the fallout of the outbreak.

Our model has always centred on providing entrepreneurs with continuous support and advice. We realise that it is even more crucial than ever before during an unprecedented crisis like this. As such, we have taken several measures to continue assisting our clients despite the challenges presented by the virus and are responding as follows:

Ensuring we can continue servicing SMEs

The health and safety of GroFin’s staff and clients are our highest priority. We ensured a safe working environment for staff across our markets by implementing Environmental, Social, and Governance (ESG) measures to limit the possibility of infection. The majority of GroFin staff is working from home and we plan to extend this to all staff within the next week. All our core business platforms are available remotely so that we can continue operating and engaging with our clients using digital platforms.

Advising SMEs on measures against the spread of COVID-19

We have also focused on helping our clients to minimise contagion risk to their own employees and customers. GroFin’s Impact team developed a COVID-19 Environmental, Social, and Governance (ESG) framework, drawing on international best practise on this lifesaving issue. This ESG framework has been shared with our clients and the GroFin Investment team is providing them with support and advice to implement the measures it recommends.

Providing support to our clients

Unlike commercial lenders, we decided not to take a portfolio approach to assess the impact of the outbreak on our investees. In line with our focus on providing entrepreneurs with continuous support, we developed a toolkit to assess the disruption and impact on key business elements of each SME in our portfolio.

We believe this will allow GroFin to use our expertise to provide appropriate advice to each entrepreneur, while also giving us a view on the viability of each business during and after disruptions to their operations. The outcomes of this assessment will determine our actions to be taken per client. Where available, we will also link our investees to local relief options like government support.

As an organisation working with SMEs in some of the most challenging markets, we have always been amazed and inspired by the resilience, determination and ingenuity of the entrepreneurs who are our clients. They will need all these qualities to overcome this crisis but can rest assured that GroFin will be there to support them throughout it.

Brienne van der Walt

Chief Executive Officer, GroFin