NAMIB MILLS: 40 Years and Still Cooking at Namib Mills

40 years ago, Windhoek Maize Mill opened its doors, producing 16 tons each month; this marked the birth of Namib Mills. In 1982, before the country achieved independence, just over one million people faced food insecurity and there was a need for growth in the production of staple foods in the region. In 1986, the mill began the production of wheat flour at 12 tons per hour, recognising the need for drastically increased output. By 1995, the Buhler Wheat Mill was commissioned and the following year, the company acquired the Otavi Mill bringing sugar packing into the portfolio. A string of acquisitions over the next decade saw cross-border expansion and improved capacity as the company continued on a journey to the top of the industry. The Gordonia Mill in Upington was acquired, a pasta plant was commissioned by Sam Nujoma, the Katima Mulilo Mill was purchased, and the Otavi Mahangu Mill was opened. Then, from 2005, more growth was achieved as product lines were added and new equipment commissioned. By 2020 – the year the latest Bakpro bread factory was inaugurated – the company was the beating heart of the country’s food industry, becoming recognised as the leading FMCG business.

But Covid eclipsed development, and the country – like all others – was forced into a crawl. GDP dipped by almost 8% and economic conditions were challenging. Namib Mills faced a significant challenge.

Thankfully, a considered strategy and a strong product portfolio helped the company get through. This year, Namib Mills celebrates its 40^th anniversary and the company is remembering all that has been achieved while looking forward to cooking up in the future.

Brand Manager: Corporate, Selma Moongo tells Enterprise Africa that while the pandemic did present hurdles, the company has been successful with its recipe in 2022.

“We did not retrench a single person and we saw that, even with price increases, there are many who are loyal to the brand, who grew up with the brand, who wanted to stick it out,” she says. “Eventually, it became more about what people could afford and, with a significantly high unemployment rate in Namibia, we totally understood that. That pushed us to submit some budgets to suit a new financial environment. Last year, we had to remove the year-end bonus scheme but it was either that or face potential retrenchments – it wasn’t pleasant. This was a business decision for us to remain sustainable and avoid letting go of staff. It allowed us to pull through and we did secure all jobs in the long-term.”

While difficult, the choices made at the time achieved the goal of longer-term continuity.  Since then, new products have been launched and new positivity has been mixed into the business.

NEW BRANDS

In April, the Pasta King brand launched its 500g fusilli bags, adding to a strong range already available across the nation. In September, Namib Mills brand Pasta Polana launched a new instant noodle product, and there was also an addition to the Top Score instant maize porridge range with chocolate flavour joining tastes of vanilla, banana, strawberry, and more on the shelves.

“We start with the ground level research around texture and flavour and we try to understand more about what customers expect in terms of quality, preparation, and potency of flavour,” says Moongo. “We conduct that primary research externally before involving internal people to get expert opinion. We then meet to create a direction before testing the product and providing it for samples. We then create artwork and look at a date for official launch. We like to start in the sales department as they need to push the product in the market. The second launch is with the media who can carry the product further than we can through advertising. We then deliver a nationwide announcement through various national campaigns and regional campaigns,” she says, adding that a penetration pricing model is followed post launch to generate interest quickly.  

For the porridge – naturally high in energy, made of 99% natural ingredients, fortified with vitamins and minerals, a strong source of protein, low in fat – there has been a welcome response to the new flavour. With instant noodles – ready to eat in minutes, a first for Namibia – the flavours are under review but have overall been hailed by consumers.

“It has been taxing for the team on the ground, but the products have been received very well. The majority of feedback has been that the quality, especially with instant noodles, is amazing. The market wants the flavour to come with more of a kick, so we will adjust, but people are happy with the quality and that is something we always guarantee,” states Moongo.

The instant noodle product has already become one of the most popular in the Namib Mills portfolio, and encouraging retailers to stock the product is essential.

“It is an entirely new product and we are not surprised that is has gone down so well,” details Moongo. “We have very strong relationships with retailers and that is something that has to be constantly maintained. Although we are the largest FMCG company in the country, we do have competitors. If we become complacent, we could easily lose our position and market share. Our partnerships with the retailers are beautiful but we do have to constantly oil the engine. That is why we invest in product research and development.”

Namib Mills has strong Namibian heritage, but its excellence has crossed borders and timelines, with the company exporting products far and wide. While Namibia remains the core market, Moongo is happy to report that international opportunities continue to be explored.

“Manufacturing happens in Namibia but we do import some raw materials. Namibia doesn’t have the correct climate for wheat growth. We source the maize supply locally and we import other raw materials, and this helps us ensure quality. Right now, the instant noodles are manufactured elsewhere as we are wating on delivery of new machines but we sell locally and regionally.

“We export to South Africa, and we also have offices in Australia and Zambia. We have a commercial department with a new business division that scouts for clients in Europe and further afield,” she says.

This ambition is part of a wider desire that has helped the company to grow to where it is today. It has certainly been four decades of hard work, but as the company looked back over its history, there was nothing but celebration.

40 YEARS & COUNTING

“We definitely celebrated,” smiles Moongo. “Apart from the company turning 40, one of our brands, Top Score, also turned 40 as the first brand in the business. Top Score gave away N$14,000 every month for 12 weeks, and then N$4000 every week for 13 weeks. There was also a grand prize – a Toyota Land Cruiser.” Consumers simply needed to buy a 5kg or 10kg Top Score bag, or send a SMS to win the car.

“Corporate celebrated with stakeholders that have been part of the journey and we celebrated as a business, downing tools for the day, inviting everyone in the business to a gathering to see live musical performances with food and prize giveaways,” she adds.

The company was understandably proud of its anniversary, especially achieving so much through many economic ups and downs, both locally and internationally.

“If you look at how many companies do not even achieve five years, to be able to make it to 40 years is a big deal – especially considering Covid and recession was a part of that,” admits Moongo. “We have had to put in price increases and battle for brand loyalty – it wasn’t easy and the fact that we made it to 40 is certainly something to brag about.”

In September, the celebration at the Bavaria site in Windhoek allowed colleagues to come together, smile, and reminisce about many success stories. This included recognition of the company’s Gold awards at the Africa’s Best Brand Awards event, where the company claimed top prizes in the categoriesMost Admired Namibian Brand – Consumer Non-Cyclical, and Most Admired Consumer Non-Cyclical Brand.

Looking forward, after years of successful acquisition and growth, more new products are in the pipeline and the company remains hungry for opportunity. But, according to Moongo, Namib Mills will likely wait until there is renewed stability in market conditions before completing major transactions.

“It remains in the pipeline considering we are looking to expand our product basket. We will require new facilities and storage capacity. It will happen, but unlikely in the next three to five years.

“Some of the new products we are looking into are still in the very early stages of development, but we are very excited,” she shares.

COMMUNITY PLAYER

Since day one, Namib Mills has been conscious of the role large business plays in the wider community of Namibia, and it has developed a Corporate Social Responsibility programme that addresses issues across three main pillars. 

“Our pillars are education, childhood development, vulnerable, and other on an ad hoc basis,” says Moongo, explaining that budgets are split annually, monthly, and impromptu.

“Annually, our CSR is focussed on education. We sponsor one entity for them to be able to stream academic lessons in remote areas so that children there get the same quality of education that those in urban areas get.

“Monthly campaigns surround nutritional value and we give away food products to feed more that 80,000 people. We distribute to an organisation who send products out to less-privileged entities,” she adds.

This endeavour speaks to the vision of Namib Mills: ‘Feeding the Nation’. Without contributions like this, one of the company’s key values of Social Responsibility could never be aligned.

Alongside the annual and monthly campaigns, the company is also heavily involved in the development of micro businesses, helping to promote brand-Nambi Mills while providing opportunities.

“We are focused on SME informal market development,” details Moongo. “We have a scheme around imparting skills for women in the workplace and we include business and financial management skills. We do include the entire informal market as these are the backbone of our communities,” confirming men can also participate.

“We identified aspiring business owners in the informal sector and we train them how to prepare different foods with our products, how to manage their finances, and how to run a small business. We brand their establishment and provide all the necessary tools to start up successfully. When they show keen interest to run a business and serve the community, they will receive a lot of support from Namib Mills,” she says, adding that some of these small businesses now employ other people.

“Some are so popular that they are trending on social media for their quality. It is beautiful to see that people are not dependent on donations and they can sustain themselves.”

This type of activity drives reputation for Namib Mills and while a big business – employing around 2700 people – the company is capable of making decisions quickly, acting in a nimble fashion to react to demand in the market. This, says Moongo, will be its strength going forward.

“We are in a good position. We remain popular and we are doing well. The industry is unpredictable and things change quickly. We are happy to adjust as the situation forces us to.”  

Even after 40 years, Namib Mills remains ambitious, baking pride into everything it does. Expect more from this Namibian powerhouse.

40 years ago, Windhoek Maize Mill opened its doors, producing 16 tons each month; this marked the birth of Namib Mills. In 1982, before the country achieved independence, just over one million people faced food insecurity and there was a need for growth in the production of staple foods in the region. In 1986, the mill began the production of wheat flour at 12 tons per hour, recognising the need for drastically increased output. By 1995, the Buhler Wheat Mill was commissioned and the following year, the company acquired the Otavi Mill bringing sugar packing into the portfolio. A string of acquisitions over the next decade saw cross-border expansion and improved capacity as the company continued on a journey to the top of the industry. The Gordonia Mill in Upington was acquired, a pasta plant was commissioned by Sam Nujoma, the Katima Mulilo Mill was purchased, and the Otavi Mahangu Mill was opened. Then, from 2005, more growth was achieved as product lines were added and new equipment commissioned. By 2020 – the year the latest Bakpro bread factory was inaugurated – the company was the beating heart of the country’s food industry, becoming recognised as the leading FMCG business.

But Covid eclipsed development, and the country – like all others – was forced into a crawl. GDP dipped by almost 8% and economic conditions were challenging. Namib Mills faced a significant challenge.

Thankfully, a considered strategy and a strong product portfolio helped the company get through. This year, Namib Mills celebrates its 40^th anniversary and the company is remembering all that has been achieved while looking forward to cooking up in the future.

Brand Manager: Corporate, Selma Moongo tells Enterprise Africa that while the pandemic did present hurdles, the company has been successful with its recipe in 2022.

“We did not retrench a single person and we saw that, even with price increases, there are many who are loyal to the brand, who grew up with the brand, who wanted to stick it out,” she says. “Eventually, it became more about what people could afford and, with a significantly high unemployment rate in Namibia, we totally understood that. That pushed us to submit some budgets to suit a new financial environment. Last year, we had to remove the year-end bonus scheme but it was either that or face potential retrenchments – it wasn’t pleasant. This was a business decision for us to remain sustainable and avoid letting go of staff. It allowed us to pull through and we did secure all jobs in the long-term.”

While difficult, the choices made at the time achieved the goal of longer-term continuity.  Since then, new products have been launched and new positivity has been mixed into the business.

NEW BRANDS

In April, the Pasta King brand launched its 500g fusilli bags, adding to a strong range already available across the nation. In September, Namib Mills brand Pasta Polana launched a new instant noodle product, and there was also an addition to the Top Score instant maize porridge range with chocolate flavour joining tastes of vanilla, banana, strawberry, and more on the shelves.

“We start with the ground level research around texture and flavour and we try to understand more about what customers expect in terms of quality, preparation, and potency of flavour,” says Moongo. “We conduct that primary research externally before involving internal people to get expert opinion. We then meet to create a direction before testing the product and providing it for samples. We then create artwork and look at a date for official launch. We like to start in the sales department as they need to push the product in the market. The second launch is with the media who can carry the product further than we can through advertising. We then deliver a nationwide announcement through various national campaigns and regional campaigns,” she says, adding that a penetration pricing model is followed post launch to generate interest quickly.  

For the porridge – naturally high in energy, made of 99% natural ingredients, fortified with vitamins and minerals, a strong source of protein, low in fat – there has been a welcome response to the new flavour. With instant noodles – ready to eat in minutes, a first for Namibia – the flavours are under review but have overall been hailed by consumers.

“It has been taxing for the team on the ground, but the products have been received very well. The majority of feedback has been that the quality, especially with instant noodles, is amazing. The market wants the flavour to come with more of a kick, so we will adjust, but people are happy with the quality and that is something we always guarantee,” states Moongo.

The instant noodle product has already become one of the most popular in the Namib Mills portfolio, and encouraging retailers to stock the product is essential.

“It is an entirely new product and we are not surprised that is has gone down so well,” details Moongo. “We have very strong relationships with retailers and that is something that has to be constantly maintained. Although we are the largest FMCG company in the country, we do have competitors. If we become complacent, we could easily lose our position and market share. Our partnerships with the retailers are beautiful but we do have to constantly oil the engine. That is why we invest in product research and development.”

Namib Mills has strong Namibian heritage, but its excellence has crossed borders and timelines, with the company exporting products far and wide. While Namibia remains the core market, Moongo is happy to report that international opportunities continue to be explored.

“Manufacturing happens in Namibia but we do import some raw materials. Namibia doesn’t have the correct climate for wheat growth. We source the maize supply locally and we import other raw materials, and this helps us ensure quality. Right now, the instant noodles are manufactured elsewhere as we are wating on delivery of new machines but we sell locally and regionally.

“We export to South Africa, and we also have offices in Australia and Zambia. We have a commercial department with a new business division that scouts for clients in Europe and further afield,” she says.

This ambition is part of a wider desire that has helped the company to grow to where it is today. It has certainly been four decades of hard work, but as the company looked back over its history, there was nothing but celebration.

40 YEARS & COUNTING

“We definitely celebrated,” smiles Moongo. “Apart from the company turning 40, one of our brands, Top Score, also turned 40 as the first brand in the business. Top Score gave away N$14,000 every month for 12 weeks, and then N$4000 every week for 13 weeks. There was also a grand prize – a Toyota Land Cruiser.” Consumers simply needed to buy a 5kg or 10kg Top Score bag, or send a SMS to win the car.

“Corporate celebrated with stakeholders that have been part of the journey and we celebrated as a business, downing tools for the day, inviting everyone in the business to a gathering to see live musical performances with food and prize giveaways,” she adds.

The company was understandably proud of its anniversary, especially achieving so much through many economic ups and downs, both locally and internationally.

“If you look at how many companies do not even achieve five years, to be able to make it to 40 years is a big deal – especially considering Covid and recession was a part of that,” admits Moongo. “We have had to put in price increases and battle for brand loyalty – it wasn’t easy and the fact that we made it to 40 is certainly something to brag about.”

In September, the celebration at the Bavaria site in Windhoek allowed colleagues to come together, smile, and reminisce about many success stories. This included recognition of the company’s Gold awards at the Africa’s Best Brand Awards event, where the company claimed top prizes in the categoriesMost Admired Namibian Brand – Consumer Non-Cyclical, and Most Admired Consumer Non-Cyclical Brand.

Looking forward, after years of successful acquisition and growth, more new products are in the pipeline and the company remains hungry for opportunity. But, according to Moongo, Namib Mills will likely wait until there is renewed stability in market conditions before completing major transactions.

“It remains in the pipeline considering we are looking to expand our product basket. We will require new facilities and storage capacity. It will happen, but unlikely in the next three to five years.

“Some of the new products we are looking into are still in the very early stages of development, but we are very excited,” she shares.

COMMUNITY PLAYER

Since day one, Namib Mills has been conscious of the role large business plays in the wider community of Namibia, and it has developed a Corporate Social Responsibility programme that addresses issues across three main pillars. 

“Our pillars are education, childhood development, vulnerable, and other on an ad hoc basis,” says Moongo, explaining that budgets are split annually, monthly, and impromptu.

“Annually, our CSR is focussed on education. We sponsor one entity for them to be able to stream academic lessons in remote areas so that children there get the same quality of education that those in urban areas get.

“Monthly campaigns surround nutritional value and we give away food products to feed more that 80,000 people. We distribute to an organisation who send products out to less-privileged entities,” she adds.

This endeavour speaks to the vision of Namib Mills: ‘Feeding the Nation’. Without contributions like this, one of the company’s key values of Social Responsibility could never be aligned.

Alongside the annual and monthly campaigns, the company is also heavily involved in the development of micro businesses, helping to promote brand-Nambi Mills while providing opportunities.

“We are focused on SME informal market development,” details Moongo. “We have a scheme around imparting skills for women in the workplace and we include business and financial management skills. We do include the entire informal market as these are the backbone of our communities,” confirming men can also participate.

“We identified aspiring business owners in the informal sector and we train them how to prepare different foods with our products, how to manage their finances, and how to run a small business. We brand their establishment and provide all the necessary tools to start up successfully. When they show keen interest to run a business and serve the community, they will receive a lot of support from Namib Mills,” she says, adding that some of these small businesses now employ other people.

“Some are so popular that they are trending on social media for their quality. It is beautiful to see that people are not dependent on donations and they can sustain themselves.”

This type of activity drives reputation for Namib Mills and while a big business – employing around 2700 people – the company is capable of making decisions quickly, acting in a nimble fashion to react to demand in the market. This, says Moongo, will be its strength going forward.

“We are in a good position. We remain popular and we are doing well. The industry is unpredictable and things change quickly. We are happy to adjust as the situation forces us to.”  

Even after 40 years, Namib Mills remains ambitious, baking pride into everything it does. Expect more from this Namibian powerhouse.