akaDolly
12 Oct 2015
Mr Lenigas Will someone please tell him to shut up. He is making things worse re UKOG. How can he think he will gain any credibility by carrying on like this on twitterLess is more in this caseShut your ego down man
akaDolly
05 Oct 2015
What if Those companies that needed a bit of transport, like the ADSS and the Vintegrated company AFPO, were to look at AfriAG as being their preferred distributor of goodsHow many pallets of potash do you reckon they could carry, Kenny100 AFPO are advertising themselves as vertically integrated but they don't appear to have any means of transport reported yetJust saying
akaDolly
24 Sep 2015
Couldn't help myself o/t Camels Milk Camel milk trading could be worth $10bn if.......www.theguardian.com/global-development/2013/feb/22/camel-milk-business-east-africaBrowsing through the food menu at Hamdi's, a Somali restaurant in central Nairobi that is frequented mainly by non-Somali office workers during their lunch hour, one item stands out from the list of delicious Somali cuisine: camel milk tea.Once the sole preserve of nomadic Somali and Middle East communities, camel milk, which is naturally semi-skimmed, three times as rich in vitamin C as cows' milk and packed with antibodies, is increasingly being recognised for its health benefits by the Food and Agriculture Organisation (FAO) and health conscious consumers.In Nairobi, camel milk is now available in restaurants and supermarkets. For more adventurous foodies, camel milkshakes and camelcino – a cappuccino made with camel milk – can be found in some eateries.But for pastoralist communities in Kenya, who depend on camels for their survival, the hardy animals that can go for 10 days without water offer more than milk in a coffee cup. Unlike cows and goats, camels can produce milk during the dry season and in times of drought – which is why they are considered to be "one half of God" by the Rendille community in north-east Kenya.Their drought-resistant qualities have led the Kenyan government, NGOs and the private sector to start paying attention to what camels have to offer.According to a study commissioned by SNV, a Dutch NGO, an estimated 340m litres of camel milk was produced commercially in 2007, valued at more than 8bn Kenyan shillings ($91m) at the farm level. This makes the sub-sector larger than cotton and comparable with coffee.At the international level, the FAO estimates that camel milk trading could be worth $10bn if key improvements are made and proper marketing is done. With this in mind, the Kenyan government is making a strong effort to strengthen the sub-sector and link pastoralists to wider markets.Advertisement"We are in the process of building a mini dairy processing centre in Garissa. We are also encouraging camel ownership in the communities where camel keeping is not common but the dry land and climate are suitable for camel rearing," says Julius Karuse, executive director at the ministry of livestock development.At the helm of efforts to commercialise camel milk and make it widely accessible to consumers is a small group of women in the town of Isiolo, 235km from the capital, Nairobi. In pastoralist societies, camels are a symbol of wealth and status. Men are usually the de facto owners and women are responsible for milking and selling the milk and other byproducts.Women got together and formed the Anolei co-operative, to share the costs of renting facilities and transportation to send their milk to the lucrative markets of Eastleigh, the Somali enclave in Nairobi, where camel milk sells at more than three times the price of cow's milk."We started as a group of 35 women; now we are 200," says Safia Kulow, the chairwoman of Anolei. "It was very hard at first, and there were many challenges. There was little profit, and we used to send small amounts of milk to Eastleigh via trucks and the buses. Buyers would entrust the driver with the money, and sometimes there were cases of theft, which ate into our profit."Anolei women initially target the Somali community in Eastleigh, but a survey showed there was demand for camel milk from more middle-class communities in places such as Naivasha and Nakuru, which make up about 60% of the market, says Adan Abdi, adviser to the women.www.theguardian.com/global-development/2013/feb/22/camel-milk-business-east-africaAt their small shop in Isiolo, Safia talks about how profitable business has become since they scaled up production and pooled resources. To receive payment, the women now use Mpesa, a money transfer service using mobile phones, pioneered in Kenya."Now we are makin
akaDolly
24 Sep 2015
What a load of bull Like I said, 2 years and countingThat RNS was, again, nothing more than a mandatory update of rehashed promises going back more than two yearsExports of lucerne to Middle East? has been bandied since June 2013. Why waste the water in Africa to further waste road and air miles. Just send them the blxxdy milk. Grow some camels in Africa if there is such a business coming in for camels milk in the best hotels of the world. Lucerne must be lucrative for some consultancy thenI appreciate this is only up to June 2015 but it doesnt appear that anything has happened since Feb 2015WHY do they have new trucks, what contracts came in that supports the acquisition. Could be replacing old trucks from previous companies or subsidiaries for all we knowStill too much secrecy and lack of transparency. We may not have much tangible info but we know something is missing. The missing bit is what is really important hereAll I see from this is a replacement for Lonrho and Lonzim, driven by a group of industrialists. The Lonrho model seen by some as colonialist? A need arose for new Pan African company that fitted the new Africa policies?I would wager they they still have a lot of the the old Lonrho and Rollex contracts. Looking at the new director.owners of Lonrho, they had a lot of involvement with Nestle on a global levelFrom research, found in the public domain, I believe Afriag are transporting Nestle group products. Why cant they be telling us some of thatStone fruit season? I cant be bothered to look up the exact RNS but we were advised that the stone fruit exports were going out, then nothing. Did we miss a year?Tuna and Hake, what about that? Was it all just for AfriagSA, which is nothing to do with us and will not be adding to the value of Afriag PLc. Sounds much the same as Lonrho and Lonzim, one company buying and gaining contracts that in effect were only of added value to one company. Shareholders in the other losing outI see that Lidl brand were using Hake from MSF South Africa trawled fish. Did Afriag have any input into that? Or again was it Afriag SAUnfortunately, unless there is some astounding news, there is nothing here that will support any interest from new shareholdersOne positive, if we get further flurries of interest on twitter, you can rest assured they too have been misledNo point in posting further research here, it means nothing. I have researched quite a bit about the Lonrho and Lonzim models. It didnt come out well from a shareholders perspective and didnt see any Lonrho research that would support shareholders of Afriag. In fact I would say it would be an alarm signal to any interested Afriag buyersDirectors of Lonrho and Lonzim name changed to (Cambria Africa) ended up at each others throats. Ended up going to court. Directors of Lonrho didnt come out looking like SaintsI wont post the links. If anyone is interested they will need to do their own researcha bit of a plan, well something had to replace Lonrho and Lonzim to keep the consultancy fees goingwww.afriag.com/docs/default-source/rns-news/investment-in-agricultural-and-logistics-business.pdf?sfvrsn=6Couple of further unexplained things, what was the loan about (as mentioned in annuals)What are the assets held for sale as mentioned in these accounts
akaDolly
19 Sep 2015
Twitter interest That was a right old flurry over the last couple of days, led by Doc H which is unusual. Doc was more than a bit miffed at the investor conference because DL wasnt delivering on promisesWould be good to see DocH do another interview, for credibility sake and put the 'I can always take it private' threat to bedSeemed to be a fair amount of volume over the last few days but it hasnt left the sp that much higher considering it was 2p a couple of years backI think tweets re AFri start about Sept 16Hope it is something of substance this time[link]
akaDolly
17 Sep 2015
Ematum Tuna payback bond holders www.linkedin.com/groups?newItemsAbbr=&gid=3859689&split_page=2&ajax=ajax&goback=%2Egna_3859689Tuna fishing firm EMATUM to finally pay back bondholdersTuna firm EMATUM to finally pay back bondholders intrafish.comAfter two years, bond holders to get first repayment on Friday.5 days ago
akaDolly
17 Sep 2015
UKOK Franchise? www.shopriteholdings.co.za/OurBrands/Pages/OK-Franchise.aspxAfter the acquisition of the Sentra, OK and the Metcash brands by the Shoprite Checkers, the combined inherent value and potential of these brands coupled with the expertise and infrastructure of the Shoprite Group gave rise to the OK Franchise Division as it stands today.The expanding franchise market is constantly creating opportunities for which the OKFD is ideally positioned.The OK Franchise Division continues to successfully execute the roll-out and expansion of the OK brand. This includes new store openings as well as the conversion of stores previously operating under the Metcash brands.The OKFD operates as a subsidiary of Shoprite/Checkers and is a major buying, advisory and assistance organisation with a proven track record in the FMCG industry. This has created a lucrative investment opportunity for potential franchisees. Independent retail operators and entrepreneurs can now build successful businesses through the OK Franchise Division. The available formats enable these operators to provide consumers with a comprehensive range of quality products at competitive prices in a pleasant shopping environment.The OK Franchise Division franchises five different types of retail formats and one wholesale format and add-on liquor outlet, each with its own identity and personality and each offering shopping facilities appropriate to the market in which they trade. A solid platform has thus been created upon which entrepreneurs and independent supermarket operators can capitalise.The different store formats are: • OK FOODS – Large supermarkets • OK GROCER – Medium-sized supermarkets • OK MINIMARK – Small convenience superettes • OK VALUE – Medium-sized supermarkets with limited service departments. • MEGASAVE - a Wholesale Cash & Carry outlet.• OK ENJOY liquor store – an add-on liquor outlet for existing franchisees.The OK Franchise Division operates in South Africa and Namibia.
akaDolly
17 Sep 2015
a contract with Shoprite would be good www.shopriteholdings.co.za/GroupServices/Pages/Supply-Chain-Management.aspxSupply Chain Management​The Group has created and continues to increase its strategic lead in the supply chain, through its ongoing investment and recognition of the supply chain’s strategic importance. A highly sophisticated supply line services the group’s outlets in 15 countries where the Group trades. Improved levels of product availability contributed to market share gains while the drive to reduce inventory levels, despite the growth in both sales and the number of outlets, is paying dividend. In its most basic form the supply chain consists of strategically placed distribution centres linking the flow of product from vendors to stores at which customer demand ultimately drives the movement of product. Information technology and a fleet of refrigerated and ambient trucks enable the movement of product and the flow of information. The Group prides itself in running a state-of-the-art distribution operation and becoming the first South African retailer to receive the much acclaimed ISO 9002 accreditation for import and export handling.Centralised distribution is now regarded as a competitive advantage for the Group enabling it to stabilise supply lines in times when supplier service levels drop. controlling its supply line, merchandise can be buffered, countering vendor out-of-stocks and volatile trading patterns, while offering an opportunity to buy-in against price increases. The desired result is inevitably, to consistently allow customers to find the items on their shopping list – thereby keeping their custom and their loyalty. Controlling the whole supply chain has also made it possible to introduce a great many cost-saving efficiencies, thus providing the mechanism to drive prices down daily. The Group’s supply chain presents the opportunity to re-engineer its retail stores and improve its utilization of space by dedicating the minimum area to storage and the maximum area to trading space. Merchandise is delivered to stores by a variety of trucks and trailers based at distribution centres throughout the country. The fleet is owned by the Group and operates 24 hours a day, seven days a week. A highly sophisticated transport route planning and scheduling system, optimises store deliveries and integrates the operations of the distribution centre and the transport division. This channel to market is not only environmentally friendly by reducing the number of trucks on the road, but it empowers small to medium sized suppliers, who can now deliver to one point and avoid the need to heavily invest in either warehousing or vehicles. A substantial portion of the investment in information technology and logistics infrastructure has been devoted to the upgrading and extension of the Group’s distribution centres in Centurion, Gauteng, Cape Town and Durban. Of these the largest is located in Centurion, between Johannesburg and Pretoria, where distribution facilities have virtually doubled from 80 000 m² to 180 000 m². The main building of 114 500 m² is the largest distribution centre under one roof on the continent. The facility serves as the distribution point for about 90% of ambient products delivered to stores in the Gauteng area and beyond. More than 1,100 suppliers deliver their products to the centre where they are stored, collated, and then distributed to retail stores on a high-frequency basis. The Centurion distribution centre was developed in a responsible manner using environment-friendly approaches to construction. This was followed through with further investment in environment-friendly design that includes treatment of waste water and an ability to recycle waste. Central reclamation forms part of the Group’s safety and recycling programme, for the removal of damaged stock at the earliest opportunity, to avoid possible contamination of other products and control waste. In Cape Town approximately
akaDolly
17 Sep 2015
Constantia Group SA Links with Afriag?Constantia group include the Fresh To Go brand, South Africa/UK Fresh To Go has three main distribution centres from which it operates:O R Tambo International Airport JohannesburgCape Town International AirportHeathrow LondonAll our distribution and product handling centres operate on Morgan Cargo sites, enabling us to offer a cost-effective end-to-end logistical solution.Facilities at Heathrow include:Freight handling and clearing69000 sq ft fully chilled facilityCapacity of over 140000 tonnes of perishable cargoCustoms BondedBRC AccreditationISO 9001:2000Soil Association Global PartnershipOperating 24/7 365 Days a yearFreight ScreeningBlast chillingBreak bulkQuality Control function including shelf life monitoringRetail labellingOrder assembly/ pickDaily deliveries to wholesaler depots, central distribution hubs, regional distribution centres and food manufacturers premisesAll vehicles are chilled providing an unbroken chill chain from collection to deliveryNightly deliveries to major markets
akaDolly
17 Sep 2015
UKOK? It will be interesting to see if Shoprite Holdings intend to expand their OK and Checkers brand into the UKExtract from dated 3 Sept 2015www.telegraph.co.uk/finance/newsbysector/retailandconsumer/11840482/South-African-tycoon-Christo-Wiese-eyes-UK-supermarkets.htmlThe South African billionaire who has recently snapped up Virgin Active, the gym chain, and New Look, the high-street retailer, is now training his sights on Britain’s struggling supermarket industry, it can be revealed.Christo Wiese, who has an estimated £4.2bn fortune, said there were parallels between the grocery sector in his home country, where he has built up the ShopRite empire into the continent’s largest food retailer, and the highly competitive UK market.www.manxshoprite.com/
akaDolly
11 Sep 2015
it must be me,..Afriag name changes? but I just dont get this. If one company changes its name five times, no wonder they are a bit busywww.endole.co.uk/company/08010391/galleon-resources-limitedubmitted10 Dec 2013 Company name changed from Kerman Shelf 28 Limited to Galleon Resources Limited4 Dec 2013 Company name changed from UK Oil & Gas Investments Limited to Kerman Shelf 28 Limited29 Nov 2013 Company name changed from Kerman Shelf 28 Limited to UK Oil & Gas Investments Limited27 Nov 2013 Company name changed from Buchanist Limited to Kerman Shelf 28 Limited26 Nov 2013 Director Michael Louis Bennett Resigned26 Nov 2013 New Director Daniel Gerard O'connell Appointed23 Aug 2013 Company name changed from Afriag Limited to Buchanist Limited31 Mar 2013 New Accounts Submitted28 Mar 2013 Annual Return Submitted12 Apr 2012 Director David Anthony Lenigas Resigned12 Apr 2012 New Director Michael Louis Bennett Appointed28 Mar 2012 New Director David Anthony Lenigas Appointed28 Mar 2012 Company IncorporatedFOLLOW Standard Industrial Classification (SIC)UnreportedPrevious NamesAfriag Limited Changed on 23 August 2013Buchanist Limited Changed on 27 November 2013Kerman Shelf 28 Limited Changed on 29 November 2013UK Oil & Gas Investments Limited Changed on 4 December 2013Kerman Shelf 28 Limited
akaDolly
09 Sep 2015
Fresh to go UK The model clearly works for SA to UK. Fresh to Go operating from same airports as Afriagwww.freshtogouk.com/index.php?option=com_content&view=article&id=1&Itemid=2At our Johannesburg distribution centre, based airside at Oliver Tambo International Airport, our Quality Assurance teams check all product before despatch to overseas markets. Morgan Cargo, a leading perishable cargo agent in Africa, provides our logistical service by air, road and sea freight, supplying an end-to-end handling and clearing solution from various African locations, through to their perishable cargo handling centres at Heathrow and Schiphol International Airports.
akaDolly
09 Sep 2015
So....2 years ago and counting We do not appear to have many partnerships namedMaybe sometime this month? Perhaps??? Possibly???? something????? anything???and can ii get that trade thingy fixed, it is not minus 14%, last trade was at 0,35www.isdx.com/forcompanies/ourcompanies/companydetail/default.aspx?securityid=102247
akaDolly
09 Sep 2015
2 years ago Doc H did this interview iii wouldnt allow the name of SP to be inserted as a link, I had to remove every mentionxxxxxxxxxxxxx quizzes serial entrepreneur David Lenigas about his latest AIM listed vehicle - Afriag (AFRI) which is a relatrive newcomer, via reversal into a shell, onto AIM. Q1. David, given the relative novelty of Afriag as a listed vehicle many will not have heard of it, Could you enlighten us as to what it is that the company aims to do? DL. There is a great opportunity in Africa for someone to establish the first true pan-African Agri-Logistics companies. I have teamed up with Paul de Robillard my old partner in this sector from when I ran Lonrho who built the foundations of the main part of Lonrho's business today. His experience and expertise are unquestionable. AfriAg is working to secure some very important and key contracts with major growers and exporters of agricultural produce and utilise our experience to competitively compete in an underserviced and obscenely overpriced market.The business does not require a great deal of working capital from the Plc at this stage, as AfriAg is as stated, a management company. We focus on taking margin from the logistics chain and specialise in getting produce from source to the end destination where-ever that is in the world on time and at the best price. We have a good track record historically of this. The Plc will receive regular dividends from its associated companies which will form the basis of a growing balance sheet and cash flow. We will be looking for a number of Paul de Robillard partnerships over the coming year to expand our logistics network across the African Continent. In 3-5 years, we will strive to have an office or representative office in all 55 African Counties.Q2. Currently the market has found buyers into the Afriag story including yourself, having secured a large stake in the business could you clarify the significance of this position and its advantage or security this may hold as Afriag brokers new deals?DL. I have been actively involved in building a number of Companies on the LSE over the past decade, 4 of which have now been taken over for significant sums of money. I never really had a significant personal shareholding in any of these ventures, so it was and is important that I am one of the largest shareholders in AfriAg as we grow this business from the ground up. The board has a good plan to grow AfriAg quickly and we are focused on this. I would like to buy more shares, but unfortunately, due to the rapid growth I expect at AfriAg, I see that I will be in a continual closed period and therefore I cannot increase my holding much further.Q3. I see that you have teamed up with Paul de Robillard who clearly has a wealth of experience out in Africa along with a significant holding in the business. You announced on 12th July that Afriag will be looking to reach out to affiliated parties and companies working closely to provide excellence within your field. Could you give a simple appraisal of how this will be rolled out and its potential impact on the company from its current position?DL. AfriAg South Africa will be the first of a number of partnerships we will ultimately seek to put in place around Africa. Paul has excellent business experience in southern Africa, but we will be seeking similar partnerships in north, east and West Africa. I can't say any more than this at this stage. I am not planning on issuing further shares for these partnerships at this stage. The model is still developing.Q4 David you are fast becoming the benchmark for those that can go right and some not so, Without focusing too much on the 'what ifs' could you explain to investors your track record over the past decade?DL. BDI Mining - Took control at 1.5p. Taken over for 37p.Cambrian Mining and Western Canadian Coal - Cambrian was on the old Ofex Market and Western Canadian Coal was at 3 cents on the Canadian Exchange. 5 years later, t
akaDolly
09 Sep 2015
Many media outlets covering Dangote deal Looks like the signing of many of the deals is imminent going by the media attention in ZimbabweZimbabwe cabinet working flat out to remove unfriendly investment lawsDangote holdings to pour billions into ZimbabweGovernment elated with Dangote interest, overwhelmingly endorsed the initiative for the Zimbabwe economyCement manufacturing, thermal power station construction (power generation)Opens up everything, new builds homes, warehouses, hotels, tourism and the power generation for the whole of Zimbabwe. Construction of all sites means there will be roads and infrastructure going upwww.herald.co.zw/cabinet-okays-dangote-deal/
