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 African Business Network 79
services and produce to over 60 countries, with an annual turnover of over R8 billion.
However, aside from these well-established industry players Zeder’s portfolio also reveals a commitment to growing smaller companies with exciting degrees of potential.
“The larger companies remain the most important to Zeder because they have the biggest impact on our group,” explains Celliers.
“However, in terms of a longer-term strategy  ve years out, our smaller companies have faster growth rates, making them important in terms of the e ort we put in so that  ve years from today they are making signi cant contributions to the portfolio.”
Furthermore, the promising levels of growth shown by some of Zeder’s smaller investee companies have mitigated the impact
of slightly dipping pro ts at Pioneer and Capespan, as a result of a wide-ranging recent drought which a icted large swathes of Southern Africa.
For example, the seed specialising business Zaad Holdings has made real progress in terms of producing a broad basket of mostly non-GMO agri seeds, which are distributed across Africa and beyond, signi ed by Zaad’s recent expansion into the Turkish market.
“We feel we’ve just started the journey on internationalising a wide portfolio of seeds. I think with the world needing food and the
population growing, the Zaad company can expand in Africa and into other established markets, including Eastern Europe.”
Agrivision Africa has also embarked on a rousing growth journey in recent years. From humble origins, the Zambia-focused grain investment company has progressed into a fully operating wheat producer and one of the largest commercial grain farmers on the continent in just four years.
Another exciting development comes with the imminent listing of Zeder’s diversi ed South African Kaap Agri on the JSE.
“At Kaap Agri, in  ve years we have restructured the organisation and introduced divisions that are less exposed to volatility, and we’ve expanded the retail and trading part to include building materials and non- agri sales.
“We’ve also expanded a fuel strategy both
in wholesale and retail, and expanded our direct commercial farming services business.”
Based on Zeder’s structural reorganisation, Kaap Agri  nds itself well-positioned to
list favourably, and while Kaap Agri is not raising money in the  oat there is a 40% free  oat which could see some changes in the shareholder base.
In addition, Zeder has been boosted by the recent resolution of a management fee with its parent company PSG. As an investment holding company, Zeder often did not


































































































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