Skip to main content

PHATISA Food Fund 2 first closes at US $ 121.5 million


Phatisa is pleased to announce the first close of its successor fund to the African Agriculture Fund (AAF) – Phatisa Food Fund 2 (PFF 2), which has received capital commitments in excess of US$ 120 million. Given the strong interest, and with subsequent investors in different stages of their processes, Phatisa will continue with rolling closings and expects to reach a final close target of  US$ 300 million by mid-2019.

For PFF 2, Phatisa will continue its focus on the team’s core skill set  the African food value chain – considering investments in mechanisation, inputs, poultry and meat production, food processing and manufacturing, logistics, aggregation and distribution across sub-Saharan Africa. Targeting buy-out and expansion transactions with an investment size of between US$ 15 million and US$ 25 million, building and exiting regional platforms.

As with AAF, by raising international capital to be invested into Africa’s food value chain, PFF 2 is aligning itself with the United Nations’ Sustainable Development Goals (SDGs), addressing in particular SDG 1: No poverty and SDG 2: Zero hunger, through its material contribution to food security. With its investment into African businesses, Phatisa has already accounted for the production of over 2.6 million tonnes of food and food-related products and will continue to mark its progress by measuring its impacts against the SDGs.

Together with TechnoServe, Phatisa is aiming to raise a second technical assistance facility (TAF) to work alongside PFF 2, building on the lessons learnt and TAF’s success in AAF. The use of blended finance will enable the firm to increase the development impact as well as to enhance financial returns.

The first close was timed to facilitate the completion of the Fund’s first transactions, setting the anticipated investment pace.

Stuart Bradley, Joint Managing Partner: ‘We are delighted to achieve this milestone. Re-investments from our first Fund account for 88% of commitments, demonstrating strong support from AAF investors. We continue to attract the private sector, with a 70:30 split between commercial investors and development finance institutions at first close. With this round, we have now raised more than US$ 400 million for the African food and housing sectors.’ 

Duncan Owen, Joint Managing Partner‘Phatisa is preparing to exit a number of AAF investments. We are tracking solid returns, which we plan to replicate in PFF 2 – especially around inputs, mechanisation, logistics and FMCG. This is where our team of industry specialists from Unilever, Afgri, P&G, SAB Miller, Diageo and Imperial, feel at home.’


Valentine Chitalu, Phatisa Chairman: ‘We have built a great team that has been recognised through the support of our investor base. The team has demonstrated its ability to source and execute proprietary transactions and use our in-house industry skills to drive real value in our portfolio companies. I am very proud of what we have achieved and excited by the opportunity ahead.’

Comments

Popular posts from this blog

Column: Caleb Otieno: Make empathy a reflex

‘Empathy is about standing in someone else 's shoes, feeling with his or her heart, seeing with his or her eyes. Reflection is the means of processing thoughts and feelings about an activity, incident, or day. It gives us a chance to come to terms with our thoughts and feelings surrounding it”  People who understand how to watch, listen and observe the actions and emotions of those around them are often perceived as the most successful in life. A conscious alignment of one’s self with others starts with the development of empathy in the early years.  In the early years of life from age two to seven, young children are naturally ego-centric and are very much inclined to think mostly about themselves and their immediate needs. They are not yet ready to consider the needs and feelings of others. Developing a sense of empathy is an important developmental process for young children. It is at the heart of good relationships, and it begins with valuing others and their perspectives.  Tea

New Research Finds Corner Shops are Faring Well Against Big Box Stores in Emerging Markets

Today,   Flourish Ventures   released a new research report showing that corner shops are doing better than predicted despite protracted supply chain issues and big-box and online retail competitors. The study confirmed better-than-expected sales and that 94% of consumers surveyed plan to shop as much or more at their corner shops in the future. Both shopkeepers and customers believe, however, that corner stores will need to accelerate digital technology adoption to remain relevant and competitive.                                                                                                                                                   The  2022 Digitizing the Corner Shop  research report, published by Flourish, a global fintech investor in partnership with Bain & Company and 60 Decibels, elevates the voices of more than 800 shopkeepers and 800 of their customers in Brazil, Egypt, India, and Indonesia. These primary research findings and accompanying Flourish analysis provide

Novo Nordisk opens regional office in Kenya

From left: Pharmacy and Poisons Board CEO Dr Fred Siyoi, Denmark Deputy Ambassador to Kenya Henrik Larsen and Novo Nordisk's Vice President (Business Area Africa and Gulf) Mads Bo Larsen during the opening of Novo Nordisk's Nairobi Office Novo Nordisk, a global healthcare company headquartered in Denmark with more than 95 years of innovation and leadership in diabetes care has opened a regional office in Nairobi, Kenya. Medicine is their key contribution and they supply nearly half of the world’s insulin. However, it takes more than medicine to defeat diabetes. The company, therefore, works in partnerships to drive change to defeat diabetes. Some of the key projects in Kenya include the Base of the Pyramid (BoP) project that works to improve access to diabetes care for people at the base of the economic pyramid and the Changing Diabetes® in Children (CDiC) programme that aims to bring all elements of necessary diabetes care closer to the children and build capacity for