Argentina, Australia, Austria, Azerbaijan, Bangladesh, Bosnia and Herzegovina, Brazil, Bulgaria, Cambodia, Canada, Chile, China, Colombia, Croatia, Czech Republic, Denmark, Dominican Republic, East Africa, Ecuador, Egypt, Estonia, Finland, France, Germany, Greece, Guatemala, Honduras, Hong Kong, Hungary, Iceland, India, Indonesia, Ireland, Italy, Japan, Jordan, Kazakhstan, Kuwait, Latvia, Lebanon, Lithuania, Malaysia, Maldives, Mexico, Morocco, New Zealand, Nigeria, Norway, Pakistan, Panama, Philippines, Poland, Portugal, Romania, Russia, Saudi Arabia, Serbia, Singapore, Slovakia, Slovenia, South Africa, South Korea, Spain, Sri Lanka, Sweden, Switzerland, Taiwan, Thailand, The Baltic States, The Netherlands,Turkey, United Arab Emirates, United Kingdom, United States of America, Uruguay,Vietnam EAST AFRICA’s AN INSIGHT INTO EAST AFRICA’S STRONGEST BRANDS This book is dedicated to the men and women who build and protect East Africa’s greatest brand assets
Project Director and Associate Publisher Jawad Jaffer Associate Project Director Irfaan Jaffer Chairman Stephen Smith Editorial and Design Shaheen Irani Research IPSOS Kantar Insights East Africa Chief Communications Officer Nishat Mawji Brand Liaison Director Abdi Juma Cover Design Courtesy Salim Amin of Camerapix, who owns the copyright of the image but has granted permission to Superbrands for the use of this image for the cover of the Superbrands Book. © 2025 Superbrands Published by Superbrands 35 BALLARDS LANE LONDON N3 1XW United Kingdom Superbrands East Africa Operations P.O Box 39953-00623 Nairobi, Kenya E-mail: info@superbrands.co.ke All rights reserved The views expressed in this book by the independent contributors are those of the author and do not necessarily represent the views of, and should not be attributed to Superbrands Ltd. The trade mark SUPERBRANDS is a trade mark of Superbrands Ltd. The logo is the subject of copyright of Superbrands Ltd. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording or any other information storage or retrieval system relating to all or part of the text, photographs, illustrations or logotypes without the written permission of the publishers. All of the companies who own the brands featured in this publication have given their consent for the use of the brand name, logo type, photographs and illustrations shown. Any enquiry regarding a specific brand may be made to the relevant company. Printed by: Ramco Printing Works Ltd Mombasa Road P O Box 27750-00506 Nairobi, Kenya www.ramcoprinting.com ISBN 978-969-569-290-5 E&OE Whilst every care has been taken in creating this book, the Publishers & Design team do not give any warranty as to the completeness or accuracy of its contents nor of any supplementary information, explanation or opinion.
Content 4 5 6 10 12 18 20 22 24 26 28 30 32 34 36 38 40 42 44 46 48 50 52 54 56 58 60 62 64 66 68 70 72 74 76 78 80 82 84 86 88 90 92 94 96 98 100 102 104 106 108 110 112 114 116 118 120 122 124 126 128 130 132 134 136 138 Welcome Foreword Introduction The Superbrand Recipe Brand Guardians Abood Bus Accurate Steel Mills Ajab Alliance Media Amsons Group ASAS AutoXpress Azam Bakex Bidco Africa Broadway Bakery Butterfly Centum Real Estate Chandaria Industries Citizen TV Comply Daawat Dune Packaging Easycoach Elgon Kenya Equity Bank Excel Festive GSM Hisense Interchick ITV Joy Millers K-Unity Kevian Kenya Kilimanjaro Drinking Water Landmark Holdings Lean Energy Mara Sugar Mastercard Melvins Teas Mi Vida Mombasa Maize Millers Naivas NIC Insurance Petro Group POATANKS Redgold RentCo Safisha Simba Mbili Simba SC Smart Applications International Sunrice SunVeat Supa Loaf Superdoll Tanfoam Arusha Tembo Steels The Asian Weekly The Guardian Thika Cloth Mills Transtrailers Umoja Unga Wa Dola Whitedent
We are delighted to present you with our 9th edition of Superbrands East Africa which pays tribute to many of the strongest and most valuable brands in East Africa. This edition showcases brands that continue to earn deep consumer trust and recognition. This book provides many fascinating insights into how the leading companies in the region grew their brands, often from humble beginnings to powerful and trusted household names today. The world has changed since our previous edition of Superbrands East Africa with the widespread adoption of artificial intelligence; the rerouting of global shipping lanes; tariff and trade frictions; and cautious easing of global interest rates. Brands continue to acclimatise to these changes in new and innovate ways to keep their products interesting and relevant to their customers. The brand stories in this edition provide an insight into how many of the brands have adapted, and the work they have done to help their staff, suppliers and customers through these challenging times. International research shows us that brands can survive and thrive through disruptive times. The combined value of the top 100 brands worldwide is US$10.7 Trillion. Apple continues as the leader in brand valuation at roughly US$1.3 trillion, with Google and Microsoft making the top three, and NVIDIA entering the top five on surging consumer salience and financial performance. Three growth levers define the coming years, namely AI-enabled productivity; pricing power; and sustainability. AI is becoming more results focused, and whilst most companies are still early, investment is expected to reach about US$644 billion this year, with an annual value opportunity of roughly US$2.6 to US$4.4 trillion. Pricing power also remains a dependable engine of growth. Brands that can justify a premium tend to grow about twice as fast, and that premium rests on being genuinely and recognisably different. Sustainability is another frontier with only around two percent of the world’s most valuable brands being seen as true leaders, yet those perceptions can account for up to ten percent of brand value. However, despite these changing landscapes and new growth opportunities, brands must continue to invest in brand-building, product and market diversification to grow. In the current macroeconomic environment, it remains possible to find growth in any category and territory with the right strategy with the focus on establishing and maintaining strong connections with consumers. This new edition of Superbrands East Africa marks an important milestone in the development of our company as we have now published more than 640 books worldwide with just over 45,000 presentations for the leading brands across 90 countries, and globally we have sold more than 4 million copies of Superbrands. The brands selected for inclusion in this publication have undergone a rigorous selection process through independent research and Council gradings. Each qualified brand has been provided with a special Superbrands Award Seal which confirms its Superbrands Status, and when you see the Seal associated with a brand you know that you are dealing with a trustworthy product or service and a leader in its field. Many of the brands featured in this edition of Superbrands are also be featured on the Superbrands TV channel, and you will be able to see interesting presentations about these great brands on the channel which highlight their history and brand achievements. SBTV is very popular with consumers worldwide and has around 14.5 million video views. As well, many of the CEO’s behind these great brands appear on our “CEO Interviews” channel where you can gain a deeper understanding about how these CEO’s have built their brands in East Africa. Hundreds of CEO’s from the most successful brands across a dozen countries have told their interesting stories on the Superbrands CEO Interviews Channel. We would especially like to thank Jawad, Nishat and Irfaan, and all the members of their team for their outstanding work in bringing this book together. They have worked tirelessly through the research, writing, design and marketing programmes necessary to provide us with this book. Welcome Stephen P Smith Chairman Superbrands Ltd.
Great brands are not simply recognised, they are remembered. They are woven into daily life, shaping choices, sparking emotions and creating connections that endure far beyond a transaction. In a world of constant change, brands remain touchstones of trust and symbols of aspiration. This past year has seen branding enter a new chapter. Artificial intelligence has emerged not just as a tool but as a transformative force. It is enabling deeper insights, faster decisions and new forms of creativity that are redefining how stories are told and how audiences are engaged. Yet even in this age of innovation, the qualities that distinguish a true Superbrand remain timeless: authenticity, clarity of vision and the courage to inspire. The most successful brands are those that embrace technology without losing sight of humanity. They use AI not to replace creativity, but to amplify it, unlocking possibilities that extend imagination while keeping values at their core. This balance between tradition and transformation is what ensures relevance today and resilience tomorrow. The brands celebrated in this year’s Superbrands edition exemplify this spirit. They are leaders who adapt with agility, communicate with purpose and continue to earn the trust and loyalty of their audiences. In doing so, they set the standard for excellence in an era where innovation and identity walk hand in hand. As we look to the future, it is clear that the most remarkable brands will be those that blend tradition with transformation, values with vision, and creativity with technology. In doing so, they will not only endure, they will lead. Foreword Jawad Jaffer Project Director and Associate Publisher Superbrands East Africa
From bold acquisitions to grassroots empowerment, Equity’s journey in the DRC reveals the blueprint for building sustainable businesses in Africa’s most complex markets. From humble beginnings as a building society in Kenya, Equity Group Holdings has grown into a pan-African financial services powerhouse, driven by a bold mission to champion financial inclusion and socio-economic transformation. With a presence in multiple African countries, the Group has consistently leveraged innovation, customer-centric models, and shared prosperity to unlock opportunities for individuals and enterprises alike. This remarkable journey laid the foundation for our regional expansion, culminating in the Democratic Republic of Congo (DRC), one of our most dynamic growth frontiers. Having witnessed firsthand the transformative power of financial inclusion across Africa, our journey in the Democratic Republic of Congo (DRC) stands as a beacon of what’s possible when we seek to explore opportunities amidst the challenges. It offers invaluable lessons for businesses seeking to not just survive but thrive in emerging markets, where resilience and adaptability are the currencies of success. The Democratic Republic of Congo (DRC), a nation with untapped potential, presents challenges and opportunities. Many have ventured into its vast landscape, only to be met with complexities that demand a spirit of innovation and a deep understanding of the local environment. Yet, amidst this vibrant yet demanding environment, Equity Group has not only established a presence but has also registered remarkable progress, with Equity BCDC, the fastestgrowing subsidiary of the Group. What has worked to thrive in this unique market, and what opportunities can other businesses learn from our DRC experience? A Strategic and Synergistic Overture Our journey in the DRC has been marked by a deep understanding of the market and strategic acquisitions, each one of them carefully identified to create a strategic fit in line with our vision as a business, championing the socio-economic prosperity of the people of Africa. The entry into DRC after years of feasibility study was in 2015 with the acquisition of a 79% stake in ProCredit Bank, which would give us an opportunity to serve the Congolese people in our pursuit of becoming a pan African financial institution in line with our vision. Building on the success and the continued lessons, Equity Group further increased its presence in 2020 with the acquisition of Banque Commerciale du Congo (BCDC). This strategic move provided Equity with a well-established banking network, a diverse customer base, and a wealth of local expertise, accelerating our ability to serve the Congolese market effectively. Key Pillars of Success: A Harmonious Blend of Strategy and Purpose Equity’s success in DRC is rooted in strategic acquisitions, operational excellence, and a deep commitment to financial access and inclusion, all while aligning with Equity Group’s Africa Recovery and Resilience Plan (ARRP). The ARRP, our ambitious strategy to catalyse, capacitate, connect, and finance enterprises and households across Africa. Our strategic vision has guided our investments in infrastructure, technology, and human capital, ensuring sustainable growth and creating lasting socio-economic impact. We recognised that to truly resonate with the Congolese people, we needed to adapt our approaches to their needs and aspirations. Financial inclusion is currently between 4-6% in a country of over 100 million people. This meant crafting loan products that nurtured the agricultural sector, offering mobile banking solutions that reached the unbanked, and providing financial literacy programs that empowered individuals and small businesses to create their own stories of socioeconomic success with Equity as their partner. Technology has been a key enabler, allowing us to deepen and broaden access to financial services and connect with communities across the DRC. Through mobile banking, digital payment platforms, and innovative lending technologies, we are expanding our reach, reducing operational costs, and enhancing efficiency, creating an ecosystem of convenience and accessibility. Financial inclusion is key. Equity’s purpose is to transform lives, give dignity and expand opportunities for wealth creation. By offering affordable financial services, microloans, business loans and financial literacy programs, we are empowering individuals and SMEs to participate in the formal economy, driving inclusive growth and contributing to the ARRP’s target of bringing 100 million customers into the financial fold. We understood that to truly thrive in the DRC, Equity DRC was to have the face of the DRC. EquityBCDC is managed by experienced Congolese professionals. The board is composed of members with global experience and who have a very strong understanding of the DRC market. Strategic partnerships are amplifying our impact and extending our reach. We are collaborating with government agencies, international organisations, and local businesses to access new markets, leverage expertise, and contribute to broader national and regional development initiatives, creating a harmonious ecosystem of progress. Our commitment to supporting micro, small, and medium enterprises (MSMEs) is intended to propel economic growth and create employment opportunities. By providing access to finance, training, and mentorship, we are partnering with the Congolese entrepreneurs to create their own success stories and contribute to the ARRP’s ambitious goal of creating 5 million businesses and 25 million direct and 25 million indirect jobs by 2030. We believe in the Democratic Republic of Congo’s immense economic promise and Equity Group has taken on the role of catalyst and connector— spearheading business delegations from across Africa and the globe to DRC. Through these missions, we are not just facilitating trade and investment; we are weaving stronger ties between the DRC and the regional as well as international markets, opening doors to opportunity, innovation, and shared prosperity. DRC is an important market and a rising powerhouse at the heart of Africa’s economic transformation. Lessons for Navigating Emerging Markets: A Score for Sustainable Success Equity’s DRC success offers valuable lessons for other businesses seeking to penetrate emerging markets, particularly in Africa: • Strategic Acquisitions Can Accelerate Growth: Acquiring existing businesses can provide an entry point into a new market, but it’s crucial to carefully evaluate the target’s strategic fit, alignment of strategic interests with key stakeholders, and cultural compatibility • Integration is Key: Successfully integrating acquired businesses requires a well-defined plan, clear communication, and a focus on leveraging synergies. • Adapt to the Local Context: A one-size-fits-all approach rarely works. Take the time to understand the needs, aspirations, challenges, and cultural nuances of the local market, and tailor your products and services accordingly. • Leverage Technology for Inclusion: Technology can be a powerful tool for reaching underserved/ excluded populations and driving financial inclusion. Embrace mobile solutions, digital platforms, and innovative technologies to expand your reach and reduce operational costs. • Empower Local Communities: Invest in appropriate literacy programs, skills development initiatives, and community engagement activities to empower local communities and foster sustainable development. • Build Strong Local Leadership: Appoint experienced local professionals to key management positions and foster a culture of local ownership. This will ensure that your business is attuned to the needs and aspirations of the market and can navigate local complexities effectively. • Align with Development Goals: Integrate your business strategy with broader national and regional development goals, such as financial inclusion, MSME empowerment, and job creation. This will not only enhance your impact but also attract support from government & regional agencies and international organisations. • Believe in the Potential of the country and region: Don’t enter a market half-heartedly; enter it with confidence and knowledge; then unwaveringly advocate for its growth and success. A Vision for a Prosperous Africa: Shared Prosperity Equity’s success in the DRC is not just a local milestone; it’s a testament to Equity Group’s broader vision of transforming lives and driving economic development across Africa. By applying the lessons learned in the DRC to other markets and aligning our operations with the ARRP, we are poised to continue our growth trajectory and solidify our position as a leading pan African financial institution. At Equity Group, we believe that Africa’s potential is a vision waiting to be realised. By embracing innovation, fostering strategic partnerships, and remaining steadfast in our commitment to broadening and deepening financial inclusion and development, we can unlock this potential and create a more prosperous future for all. Equity’s DRC successes stand as a shining example of this vision in action, demonstrating the power of purpose-driven business doing well while doing good - transforming lives towards building a more resilient Africa, now and for the future. REDEFINING BUSINESS SUCCESS: EQUITY GROUP’S IMPACT IN THE DRC Introduction Dr. James Mwangi Group Managing Director and Chief Executive Officer of Equity Group Holdings Plc & Executive Chairman Equity Group Foundation
Introduction When I reflect on the journey of Amsons Group, I am reminded of how powerful a brand can be in shaping trust, loyalty, and long-term success. What began nearly two decades ago as a modest petroleum trading company under the Camel Oil Tanzania Limited name has grown into one of the most dynamic and diversified conglomerates in East and Southern Africa. Our story has never been only about scale or numbers. It has always been about building a brand that people can rely on, one that represents quality, consistency, and a forward-looking vision. From energy and cement to logistics, real estate, and consumer goods, every expansion we have made was guided by the same principle: to create lasting value for our customers, our communities, and the region we proudly call home. I still remember when we managed our very first Camel Oil station in Dar es Salaam. At the time, I could not have imagined that those humble beginnings would lead to the Group we are today. Part 1: Our Branding Journey The story of Amsons Group is also the story of brand building. When we first entered the petroleum sector with Camel Oil Tanzania Limited, our objective was not just to sell fuel but to establish trust. Over the years, that trust became the foundation upon which we expanded into new sectors. Today, the Camel Oil name is associated with reliability, efficiency, and service excellence, values that continue to define the wider Group. As we diversified into cement, flour, real estate, logistics, electronics, and fast-moving consumer goods, we carried forward the same principles. Each brand under the Amsons umbrella retains its own identity, but all share a common DNA: a commitment to quality and a promise to deliver. Whether it is Camel Cement, Mbeya Cement, Camel Flour, or Camel Concrete, our brands have earned recognition by consistently meeting and exceeding expectations. These milestones were not achieved overnight. They were the result of deliberate choices, investments in people and technology, and a clear vision to be more than just another business. We wanted Amsons Group to stand for progress, to represent resilience, and to reflect the aspirations of Tanzania and the wider region. Some of our earliest customers still tell me they choose Camel Oil because of the service they received back then, a reminder that small gestures create lasting impressions. I often tell my colleagues that progress is not measured by buildings or trucks alone, but by the trust we carry in the eyes of our people. Part 2: Strengthening the Brand A brand cannot remain static; it must grow, adapt, and strengthen over time. For Amsons Group, this has meant constantly raising our standards, embracing new opportunities, and ensuring that every business we touch reflects our core values. One of the ways we strengthened our brand was through strategic expansion and acquisitions. Under my leadership, the Group completed two landmark acquisitions: Bamburi Cement Limited in Kenya and Mbeya Cement Company Limited in Tanzania. Both companies were once part of the global Holcim Group, and by bringing them under the Amsons umbrella, we not only expanded our footprint in East Africa but also signalled our seriousness as a continental player in the construction and infrastructure sectors. Beyond acquisitions, we invested in state-of-the-art facilities. From our ultra-modern oil storage depot at Kurasini Terminal, with a capacity of 60,000 cubic meters, to our wheat milling plant capable of producing 15,000 metric tons of flour monthly, these investments have ensured that our brands stand out for their reliability and quality. Equally important has been our commitment to Corporate Social Responsibility (CSR). We believe that a brand is only as strong as the community it serves. That is why Amsons Group has consistently invested in education, healthcare, and community development projects. These initiatives not only uplift lives but also reinforce the trust and goodwill that underpin our brand. Health, Safety, Security, Environment, and Quality (HSSEQ) are also integral to our identity. By maintaining internationally recognised standards across our operations, we have created a culture where quality and safety are inseparable from our brand promise. Strengthening the Amsons name has therefore not been about slogans or campaigns alone. It has been about substance, delivering on promises, investing in excellence, and living up to the expectations of our customers and stakeholders. I remember attending the opening of our wheat milling facility in late 2017. Standing there, I felt proud not only for the Group, but for the role we would play in ensuring affordable food for Tanzanian families. One of the most moving moments for me was visiting a rural school we supported, seeing children with new textbooks reminded me why we must give back. Part 3: Embracing Branding Trends The world of branding is evolving rapidly, and to remain relevant, we must embrace these shifts. At Amsons Group, we have taken deliberate steps to align with modern branding trends while remaining true to our roots. Digital platforms now play a central role in shaping perceptions. We have embraced social media, digital storytelling, and online engagement as tools to reach our customers and stakeholders directly. By showcasing our operations, our people, and our community impact, we bring authenticity to our brand in an age where transparency is valued more than ever. Sustainability has also become a core branding pillar. Our investments in clean energy solutions such as LPG, our emphasis on environmentally responsible cement production, and our HSSEQ standards all reinforce our commitment to a sustainable future. Customers today want to know not only what you produce, but how you produce it, and we are proud that our processes reflect accountability. Another important trend we embrace is diversification as a form of brand strength. By operating in multiple sectors, from infrastructure to food products, we not only mitigate risk but also build a brand that resonates across communities and industries. This breadth has allowed us to remain relevant, even as markets shift and economies change. I personally make it a point to see how our teams tell the Amsons story online, because today, digital presence is as important as physical presence. Part 4: Looking Forward As I look ahead, I see Amsons Group playing an even greater role in shaping the future of our region. We plan to expand further into infrastructure, including power and ports, sectors that will drive Africa’s industrialisation in the years to come. These moves are not only strategic for our growth but also essential for national and regional development. Our vision is clear: to continue building a brand that is trusted, respected, and admired, not only in Tanzania but across Africa. This means staying innovative, embracing change, and above all, remaining true to the values that brought us here. A strong brand is never finished; it is always in the making. At Amsons Group, we will continue to write our story of resilience, trust, and progress, ensuring that the legacy we leave behind is one of lasting impact. My dream is to see the Amsons’ name associated not only with business success but also with Africa’s rise as a hub of innovation and opportunity. Introduction Edha Nahdi Group Managing Director Amsons Group
Africa is rewriting the rules of economic growth, not by imitation, but through innovation. From the informal market stall in Nairobi to cross-border trade corridors linking Lagos and Dakar, the continent’s digital economy is being shaped by people, businesses and partnerships that adapt technology to local realities. A recent Mastercard-commissioned report by Genesis Analytics estimates that Africa’s digital payments economy could reach USD 1.5 trillion by 2030 (Mastercard, 2025). But the real story isn’t in the number. It is in how digital access has the power to transform livelihoods. Millions are gaining visibility in formal economies, small businesses scaling beyond borders, and new jobs are being created in industries that didn’t exist a decade ago. Access as the foundation of growth Africa’s economic strength has always been entrepreneurial. Over 90% of enterprises are micro, small and medium-sized (MSMEs), contributing more than half of GDP and employing around 63% of the workforce (PACCI, 2024). These businesses are not fringe participants — they are the economy itself. Yet, for many, the dream of growth remains out of reach because of one persistent gap: access to finance, to tools, to digital platforms, and to visibility in the formal economy. Today, the digital economy is changing that equation. Each time a street vendor accepts a digital payment, she gains not just convenience, but connection — to a wider marketplace, to data that tells her story, and to the financial system that can finally recognise her potential. Access transforms invisibility into opportunity. When businesses become visible, they build histories; when they build histories, they unlock credit; and when they access credit, they scale. That’s the virtuous cycle of access — the loop that powers inclusion. At Mastercard, this understanding has guided our work: building ecosystems that break barriers and open doors. Through initiatives like Strive, we are helping entrepreneurs access the digital tools and skills that enable them to participate — and compete — in an increasingly digital marketplace. The results speak for themselves. Between 2020 and 2025, Mastercard surpassed its global goal of bringing 50 million small businesses into the digital economy — not through one-size-fits-all technology, but by designing for local realities. Because when digital access meets human ambition, transformation is inevitable. From Entrepreneurs to Ecosystems As small businesses gain digital footing, they are feeding a broader transformation — one powered by a new generation of fintech innovators. These startups are Africa’s accelerators, building the rails, interfaces, and tools that make financial access scalable. And the scale is unprecedented. The number of fintech startups in Africa has nearly tripled since 2020, reaching over 1,200 by early 2024 (EIB, 2024). Behind those numbers are solutions that redefine how people save, spend, borrow, and build. Innovations that are born of necessity, refined by local context, and expanded through collaboration. Because what makes this ecosystem work isn’t just technology. It is the structure that supports it. Fintechs bring agility, governments bring frameworks, telcos bring reach, and global partners bring secure infrastructure. Together, they are creating interoperable systems where sending money across borders is as simple as sending a text. This is where the future of finance is being rewritten — one collaboration at a time. And on the horizon lies the next evolution: artificial intelligence. If fintechs are the architects of access, AI will be the amplifier. Analysts project that Africa’s AI market will exceed USD 16.5 billion by 2030. (Mastercard, 2025). When responsibly deployed, AI can expand financial access through alternative-data credit scoring, improve agricultural yields through predictive analytics, and enhance healthcare delivery through digital diagnostics. But its success depends on one thing — responsibility. Without responsible data use, strong governance and human insight, AI’s promise could easily become peril. The opportunity before us is to build AI that reflects Africa’s diversity and serves its development goals. That AI serves people, not the other way around. Trust - the currency of the digital economy Every digital interaction — a click, a tap, a transfer — depends on one invisible yet invaluable asset: trust. Without it, systems stall. With it, economies flourish. Building that trust means embedding security into every layer of the financial journey — from tokenisation and biometric authentication to AI-driven fraud prevention. But it also means empowering consumers with knowledge. Helping them understand how to protect their data and their money. Technology can build systems, but only people can build confidence. Nowhere is this more critical than in cross-border money flows. Through our global remittance and money-transfer solutions under Mastercard Move, we are enabling people and businesses to move money quickly, safely and seamlessly — domestically and internationally. These flows don’t just shift funds; they shift opportunity, connect families, support trade and strengthen resilience. Africa’s defining moment Africa’s story is one of scale, creativity and resilience. What’s unfolding now is not merely a “digital moment” but a digital movement. One that thrives on openness and shared purpose. The coming decade will determine whether this transformation accelerates or stalls. Governments must create interoperable frameworks that lower barriers to scale, investors must back local solutions, and the private sector must move beyond pilots towards platforms that deliver measurable, long-term impact. At Mastercard, our role is to convene, co-create and deploy, bringing secure infrastructure, trusted expertise and multi-partner collaboration to where it matters most. Whether it is enabling a street vendor’s first digital transaction or helping a farmer access credit, or ensuring a cross-border remittance reaches a loved one safely, these are the small moments that collectively shape a digital Africa. Africa is no longer waiting to catch up. It is defining what progress looks like. And if innovation remains inclusive, partnership remains authentic, and trust remains the foundation - Africa won’t just shape its digital future. It will inspire the world. Africa’s digital transformation: How access, innovation and trust are powering Africa’s digital decade Mark Elliott Division President, Africa Mastercard Introduction
Camerapix, a pan-African multi-media company, has transformed the quality and scope of television production and post-production on the continent and beyond. With over 60 years of experience, Camerapix is one of the oldest and most qualified production houses in Africa, and its television crews and photographers have extensively covered nearly every country on the continent. Through its founder, legendary photojournalist Mohamed Amin, Camerapix has covered every major humanitarian disaster, conflict and success in Africa over the past six decades and has been a positive force of change for Africa in many areas, including helping to re-write the history of famine relief and NGO involvement in Ethiopia in 1984. No one has caught the pain and passion of this Continent more incisively than Mohamed Amin, photographer and frontline cameraman extraordinaire. He was the most famous photojournalist in the world, making the news as often as he covered it. ‘Mo’ trained his unwavering lens on every aspect of African life, never shying from the tragedy, never failing to exult in the success. From the time he acquired his first camera, a second-hand Box Brownie, Mo’s future was determined. Quickly, he learned photographic and darkroom skills and was already applying them to commercial use when he went to secondary school in the then Tanganyika. Before he was 20, he was a recognised force as a freelancer in Dar es Salaam, and his work appeared in all the Fleet Street national newspapers. He witnessed and recorded the alternating currents of his beloved continent and beyond, projecting those images across the world, sometimes shocking, sometimes delighting millions of television viewers and newspaper readers. Through the gaze of his camera lens, he showed the world what some were afraid to see and what most people wished they could ignore. His coverage of the 1984 Ethiopian famine proved so compelling that it inspired a collective global conscience and became the catalyst for the greatest-ever act of giving. Unquestionably, it also saved the lives of millions of men, women and children. He served as both the inspiration and a catalyst for Band Aid, We Are The World, and Live Aid. In a career spanning more than 40 years, ‘Mo’ was our eyes on the frontline in every situation, and his honest, unwavering approach to photojournalism earned him the unconditional respect of both friends and enemies alike. Mo covered every major event in Africa and beyond, braving 28 days of torture, surviving bombs and bullets, even the loss of his left arm in an ammunition dump explosion, to emerge as the most decorated news cameraman of all time. Some children live in the shadows of their fathers. Others, like filmmaker and entrepreneur Salim Amin, build on their father’s legacy while standing in the light of their own. Recognised in 2007 as a Young Global Leader by the World Economic Forum in Davos, Salim’s leadership has been rewarded. Today, Camerapix works in collaboration with production partners throughout Africa, Britain, Europe, Asia and the United States. New African Magazine has recognised Salim as one of the top “100 Most Influential Africans” and has named Salim among their “Top 50 Under 50.” Salim’s work as a producer includes the internationally acclaimed feature documentary Mo & Me, the One.org production of Revisiting Korem, and executive producing the awardwinning documentary The Sound Man. As an on-camera host and producer, Salim achieved acclaim across the Continent for his production of more than 150 episodes of The Scoop, a weekly half-hour series featuring Africa’s foremost voices in art, culture and finance. At its peak, The Scoop reached more than 300 million viewers weekly in broadcast and online viewership. Salim published his first book in 2019, titled KENYA: Through My Father’s Eyes, a coffee-table book showcasing his father’s unique images of Kenya. It is also the first historical book on Africa incorporating Augmented Reality with 12 videos embedded in the pages of the book. Since 2020 Salim has been documenting and preserving Kenya’s history through interviews and features, and working on the construction of Kenya’s largest history Museum. He refers to himself as a “conservator of memories”. In 2024, together with production partner Chip Duncan, Salim co-produced the multi-award-winning documentary Stand Together As One: The Famine. The Music. The Impact to commemorate the 40th Anniversary of the great Ethiopian Famine and We Are The World, Band Aid and Live Aid. The Mohamed Amin Archive is a distinguished collection of photographs and visual documentation. Spanning several decades, the archive encapsulates pivotal moments in African history, culture, politics, and society, serving as an invaluable resource for historians, researchers, and the global community. The stills archive covers a period from the early 1900s to 2002, and the motion archive covers a period from the late 1960s to the present day. Mo’s great passion, outside of his coverage of major breaking news events, was photographing the beauty of his Continent, as well as parts of the Middle East and South Asia. The archive has over seven million images of people, culture and ceremonies from 92 Countries, and over 20,000 hours of video footage. This photo of the peak of Mt. Kilimanjaro was taken by Mo Amin in the early 1980s. Mo had climbed Kilimanjaro several times to photograph the mountain, but it was very rare to be able to get an image of the peak, as there were no drones back then. He chartered a small plane, opened the doors and strapped himself outside the door in order to be able to get this image of the top of Kilimanjaro. They could not stay up for very long due to the low oxygen levels at that altitude, so they only managed to make one rotation of the summit. Salim Amin Chairman Camerapix and The Mohamed Amin Foundation Introduction
The Superbrand Recipe What Makes a Superbrand by the East African Superbrands Council Chandaria Group & Chandaria Industries Dr. Darshan Chandaria Group CEO and Director A Superbrand is more than just a name; it’s a symbol of trust and excellence. These brands resonate deeply with consumers, creating lasting impressions through consistent quality and innovation. They stand out in the market by meeting consumer expectations and exceeding them, fostering loyalty and admiration. Superbrands are those that understand and anticipate the needs of their audience, delivering products and experiences that enrich and uplift lives. They are the benchmarks of their industries, inspiring confidence and setting standards. For example, why do you consistently buy that specific Velvex Toilet Tissue, Velvex Kitchen Towel, Velvex Cling Film or Velvex Aluminium Foil? Your experience is consistently great right? That’s the essence of a Superbrand! Geddit Kenya Michael Okwiri CEO To me, a brand is more than a logo or product, it is a relationship, shaped by how people feel and connect with it. In Kenya, successful brands resonate personally, blending authenticity with innovation. The evolution of marketing into the mobile phone space has been transformative, especially here, where mobile penetration is among the highest in Africa. Brands now live in our pockets, building dynamic, interactive relationships through mobile engagement. The most resilient brands listen, adapt, and maintain their core identity while leveraging mobile technology to stay relevant. I am inspired by brands that balance tradition with modernity, creating pride and impact. As part of the Superbrand Council, I champion brands that make a meaningful difference. Creative Edge Ltd Prital Patel CEO A Superbrand is characterised by its ability to command recognition and trust, thereby establishing a robust reputation within its domain. Such a brand not only enjoys steadfast patronage but also earns it through its unwavering commitment to quality and an impeccable reputation, all while making a positive impact on society. Achieving Top of Mind Awareness is a significant milestone, resulting in an increased market share Superbrands are instrumental in establishing industry benchmarks, functioning as pioneers of excellence in key areas including quality, innovation, and customer relationships. MeTL Group Mohammed G. Dewji President A Superbrand is more than a product or service — it is a promise delivered consistently with excellence. It earns trust through authenticity, builds emotional connections with its audience, and stands out for its unwavering commitment to quality and purpose. A true Superbrand not only leads in the market but inspires loyalty, admiration, and a sense of belonging. Ipsos Tanzania Doreen Bangapi Country Manager A Superbrand is a brand that has the ability to effectively connect with the consumers [people] by understanding them, their personal context [what’s happening in their lives and the world around them], meet their needs and expectations and add value to their lives, thus having a competitive advantage over other brands. It is a brand that remains true to its value proposition all the time, it’s unique and authentic. A Superbrand gives the premium customer experience, stays vigilant about consumer needs and constantly innovates to meet them where they are. It’s a brand that people desire at the moment of choice.
Zenith East Africa Esther Ngomeli, FCIM Founder and CEO A Superbrand is defined not only by financial performance but by its capacity to deliver lasting value built on purpose, responsibility, and trust. In today’s competitive landscape, leading organisations embed Environmental, Social, and Governance (ESG) principles into their core strategies. This integration safeguards society and the environment while driving resilience, innovation, and sustainable shareholder returns. Research confirms that companies with strong ESG performance consistently outperform peers, securing greater loyalty from investors, employees, and customers. For Superbrands, sustainability is not an optional initiative but a strategic asset anchoring ecological stewardship, social responsibility, and ethical governance to ensure long-term growth and competitiveness. Sameer Group Sameer Merali CEO Superbrand ~ Brand that is synonymous with good quality, exceptional customer experience and products/services. It’s a brand that is superior in its offering as compared to its peers. A Superbrand exhibits characteristics of quality, consistency and innovation. All stakeholders are proud to be associated with a Superbrand as it has the credibility they are proud to be part of and associated with it. A big part of being a Superbrand is the trust your partners put in you - from process, quality control and finally to the end product. They know all the parts of the process or product have been thoroughly checked and all strict guidelines followed. In today’s ever changing world, innovation is critical for a Superbrand to be relevant. Superbrands are fully aware of this and invest heavily to ensure their products are dynamic and versatile. Brand Integrated Consulting LLP ARC Tom Sitati Partner The world is becoming more “human”, demanding that brands evolve beyond valuing commercial transactions into entities that connect, care, and deliver consistently. This means shifting from one-way monologues to meaningful dialogues where consumers are active participants, not passive audiences. Brands must abandon hollow promises for genuine, action-driven engagements that build trust, and transition from asserting dominance to becoming compassionate companions in people’s lives. Superbrands are those brands that thrive by embedding themselves into the rhythms of daily existence, truly aligning with personal values, thoughtfully addressing real-world needs, and fostering relationships that espouse mutual growth. Superbrands don’t just exist to sell; they resonate as indispensable partners, authentically weaving themselves into the stories of individuals, families, and communities. Bidco Africa Dr Vimal Shah Chairman A Superbrand, according to Vimal Shah of Bidco, goes beyond a name, logo, or product collection. It is a living promise that consistently delivers exceptional value, inspiring trust and loyalty across generations. Distinguished by an unwavering commitment to quality, innovation, and relevance, a Superbrand evolves with the times while staying true to its core values. Building such a brand requires visionary leadership, a relentless focus on customer experience, and a pursuit of excellence. Ultimately, a Superbrand is defined by its positive impact on society, fostering a sense of belonging and leaving a lasting legacy. Republic Of Uganda Hon Evelyn Anite Minister of State – Finance, Planning, and Economic Development (Privatization and Investment) A Superbrand is a brand that is excellent, consumer satisfactory, pace-setter, innovative and always versatile. It’s a brand that consumers identify with, are willing to pay their hard-earned monies to purchase and fight to honour and keep its reputation. A Superbrand builds for the future. And in doing so, it embodies consumer satisfaction, competition, innovations and versatility. Knight Frank Kenya Mark Dunford CEO What defines a brand as a “Superbrand”? I believe that it is not the scale of the revenue or number of employees that make a brand stand out as exceptional. I believe it is the position it holds in the mind of the consumer. A stature within its specific sector that automatically conjures up thoughts of quality, integrity, and expertise. These are “household names”, brands we know and have known a long time, even if we don’t necessarily know that much about them or what they do. They are to their industry what Michael Jordan was to basketball. Ogilvy Africa Network Vikas Mehta Regional CEO, Sub-Saharan Africa A Superbrand today isn’t defined by dominance, but by direction. It knows what it stands for, shows up with intent, and stays consistent, especially when the world is not. In an age of noise, people don’t remember what’s loud; they remember what’s clear, what feels human, and what means something. Superbrands don’t wait to be validated by reports, they earn relevance by how they behave. They move culture forward, not by chasing attention, but by setting a standard others look to. They’re not perfect, but they’re principled. And in a future shaped by shifting expectations, it’s the brands that stay clear, consistent, and conscientious that will remain not just visible, but valued. Vantage Communications Group Grace Achire Labong CEO When I was growing up in the village, we had small village shops with standard basic home requirements. Our regular shopping includes toiletries like toothpaste, bar, and powdered soap. My grandmother would send me to buy things, and one of the things she often told me was to buy Colgate. The shopkeeper would give me any toothpaste available, and we were happy. Then, I didn’t understand branding. Now, it makes sense that when a brand becomes synonymous with a generic product or service, that is a Superbrand. Colgate is a toothpaste, but not every toothpaste is Colgate. Tell that to my grandma! It is easy to understand branding in products FMGs, fashion, and luxury. But for a national government department of Tax, or church or municipality, branding is an alien concept.
Brand Guardians GREG BENATAR Group Director Greg is the Group Director of one of the world’s leading Out-of-Home (OOH) media companies. With over 25 years of experience in the advertising and media industry, Greg has been instrumental in guiding the company’s growth across global markets. His leadership has helped position Alliance Media as a trusted partner for brands seeking impactful billboard, airport and digital out-ofhome solutions that deliver measurable visibility and return on investment. Greg holds a Degree in Economics from Boston University, MA (USA), and combines EDHA NAHDI Group Managing Director For nearly two decades, Edha has led Amsons Group with unwavering vision and entrepreneurial acumen, transforming a modest petroleum trading company (Camel Oil Tanzania Limited) into one of Tanzania’s most dynamic and diversified conglomerates. Since assuming the role of Group Managing Director in 2006, Edha has overseen the Group’s rapid expansion across multiple sectors, including energy, cement, liquefied petroleum gas (LPG), concrete, flour milling, inland container depots (ICDs), logistics, real estate, electronics and fast-moving SHARUQ AMIN SOKWALLAR Managing Director Sharuq is a strategic business leader and governance professional with a distinguished record in financial management, organisational transformation and policy leadership. As Director General of Grain Industries Limited, he has driven growth, efficiency and stakeholder confidence across Kenya’s manufacturing sector. A PhD candidate in Strategic Management, Sharuq also serves on multiple national industry boards, championing excellence and sustainability in corporate governance. Bakex Broadway Bakery Alliance Media Amsons Group FUAD JAFFER ABRI Managing Director Fuad is a visionary leader who significantly expanded the scope and influence of the ASAS Group, building upon the foundation of a successful business family. He was the driving force behind the group’s strategic entry into the dairy sector in the latter decades of the 20th century, where his deep commitment to community resulted in strong, supportive associations with over 10,000 local farmers. This collaboration built the powerhouse brand of ASAS Dairies. As a highly strategic planner and executor for the ASAS Group, Fuad utilised his keen understanding of East African consumer needs to broaden the business’s horizons, successfully diversifying the ASAS Group’s verticals into multiple entities across sectors, including real estate, hospitality, manufacturing and logistics, cementing its status as a major economic force. and vibrant brand communication that mirror Bakex’s passion for excellence. With every bag of flour, Rohin isn’t just maintaining a legacy, he’s shaping the future of quality milling in Kenya. JEENAL SHAH Executive Director, Strategy Execution and Finance Executive Director, Strategy Execution and Finance Jeenal has been instrumental in driving AutoXpress’s transformation since joining the company in 1994. As Executive Director of Strategy Execution and Finance, he has led the company’s expansion beyond tyres and into new product categories and markets, growing revenue from $24 million in 2010 to over $100 million by 2024. A Stanford-educated chemical engineer, Jeenal is known for his strategic foresight, innovative mindset, and results-driven leadership. AHMED FARAJ Director Ahmed, a distinguished third-generation business leader, has been instrumental in elevating the foundational transport division, ASAS Transporters Co., into one of East Africa’s most trusted and leading logistics brands, a legacy that traces back to the group’s founding in 1936. By leveraging a profoundly visionary thought process, Ahmed successfully steered the company beyond its Tanzanian roots to become a regional powerhouse, reliably serving the complex transportation needs across Tanzania, Kenya, Uganda and the Democratic Republic of Congo (DRC), while actively exploring new opportunities for expansion into further territories in Central and East Africa. Under his dynamic and integrity-driven leadership, ASAS Transporters Co. is highly regarded for its operational excellence, unwavering integrity, and dedication to delivering exceptional customer value. ROHIN SHAH Director After graduating with a Bachelor’s degree in Accounting and Finance from the University of Kent and a Master’s degree in Finance and Investment from the University of Nottingham in the UK, Rohin returned home in 2015 to join the family business at Bakex Millers Ltd. Today, he oversees key departments including production, operations, sales and marketing. Rohin leads with empathy and purpose, championing a culture where quality and integrity sit at the heart of every decision. With a modern edge, he’s driving smarter production systems SANDEEP SHAH Founder and Group Managing Director Sandeep is the entrepreneurial force behind AutoXpress’s rise to become East and Central Africa’s leading automotive retailer, with over 80 branches across five countries. Since joining the business in 1985, his leadership has driven exponential growth and secured strategic global partnerships. Sandeep is respected for his integrity, market insight and unwavering commitment to delivering value, professionalism and industry excellence. DEVAN BIMAL SHAH Chief Marketing Officer Devan is a self-assured and motivated individual striving to make a difference wherever he goes. He did his undergraduate degree in Accounting and Finance from the University of Bristol and his postgraduate degree in Business Analytics and Consulting from the University of Warwick, both in the UK. He joined the family business in 2015 and is heading up the business development and marketing arms. In addition to his work, he enjoys playing, photographing and writing about sport, and is regularly involved in numerous social and charitable activities. ASAS AutoXpress CYNTHIA NAFULA WALUBENGO Accounting and Finance CPA Cynthia (ICPAK M/No. ASSOC/4869) is a highly distinguished finance professional with more than a decade of proven expertise spanning claims management, procurement, accounting and finance. Recognised for her analytical precision and strategic foresight, she has consistently advanced ACC’s performance and sustainable growth. As a trusted brand guardian, she embodies integrity and professionalism, reinforcing corporate values, strengthening stakeholder relationships and safeguarding ACC’s long-term reputation. AVRAJ SINGH BHACHU Managing Director Avraj, son of the late Amarjit Singh Bhachu, represents the third generation of directors at the Bhachu Group of Companies. An IMC and PMP Certified professional, he draws on his financial consulting experience at Accenture UK Plc to drive innovation and transformation at ACC. Guided by the founders’ values, he embraces teamwork and diversity, building a ‘Best-in-Class’ team that blends generational ideas to expand the company’s footprint across East and Central Africa. Ajab Accurate Steel Mills strategic insight with a passion for creativity and innovation. He is committed to driving excellence in media execution and fostering strong partnerships with clients and stakeholders worldwide. Under his direction, Alliance Media continues to expand its international presence, embracing technology, sustainability, and design to redefine how brands connect with audiences in the real world. consumer goods (FMCG).
RkJQdWJsaXNoZXIy MzM4MjU2