If the tariff regime proposed by US President Trump is carried through and persisted with, what will the consequences be for your business?
Ingrain is present in key international markets but does not export any ingredients into the United States, therefore is not directly impacted by the tariff regime. There may be some downstream impact in other key sectors which Ingrain serves, for example citrus exports, which may be affected by the tariffs. South African citrus exports into the US have remained robust, which is encouraging. While Ingrain’s primary focus is on Southern Africa and select international markets like Australia and exports to Asian markets, global policy shifts – including potential US tariffs – can have ripple effects. These may manifest through input pricing volatility, shifts in global maize trade flows or competitive pressures.
We remain alert and responsive, with scenario planning built into our strategic planning. Our flexible sourcing model, diversified market base and strong regional focus aids resilience amid geopolitical uncertainty.
And if South Africa’s AGOA contract is not renewed? Have you done scenarios related to tariffs or AGOA?
Although Ingrain’s direct exposure to AGOA is limited, we recognise its broader influence on regional trade confidence and currency movements. We have developed internal scenario-planning models considering volume sensitivities and have clearly understood the implications on our profitability. Just as sectors impacted by AGOA are on an aggressive drive to explore alternative markets through export diversification, so Ingrain remains focused on filling volumes in key local as well as regional markets outside of the US. Demand for starch and glucose in our target markets remains stable.
To which African markets do you sell, and what products do best in selected markets?
Ingrain currently exports to several African countries, with a strong emphasis on Southern Africa. Our best-performing products include starches and glucose tailored to the food, beverage and industrial sectors. We see growing interest in modified starches and specialty ingredients and continue to support customer growth through research and development (R&D) and new product development.
Do you see AfCFTA making a big difference in the intra-continental trading environment?
Yes, absolutely. The AfCFTA framework unlocks tremendous potential for industrial growth, market access and regional integration. As Africa’s leading non-GMO starch and glucose manufacturer, Ingrain is well-positioned to support cross-border food security, agro-processing and ingredient supply into high-growth sectors across the continent.
How is Ingrain experiencing input costs over the past three years?
Input costs have remained volatile due to global supply chain disruptions, energy inflation and currency pressures. Ingrain has responded by enhancing operational efficiency, optimising procurement and investing in process improvements and yield optimisation.
Maize prices have moved in tandem with weather patterns and global corn demand and supply dynamics. Maize prices are easing supported by favourable weather conditions, a marked improvement from the surge in the 2024 season on the back of a dry El Niño cycle. We remain focused on disciplined cost control and productivity gains to better serve our customers at competitive prices. We have dynamic pricing models to adjust to changing market conditions.
Is Ingrain mitigating energy risks?
Yes. As part of our ESG strategy, we are investing in energy-efficient operations, alternative energy sources and plant upgrades. Ingrain has invested in solar PV capacity over the last year and remains committed to reducing our environmental footprint through the exploration of longer-term alternative-energy solutions and aligning with the South African Climate Change Act. These initiatives will also help safeguard business continuity and cost stability.
Is the new effluent plant at Meyerton part of the company’s sustainability drive?
It certainly is. The Meyerton effluent plant is a cornerstone in our sustainability roadmap, aimed at improving water quality discharged. This investment bears testament to our commitment to environmental stewardship and strengthening partnership with local municipalities. Furthermore, the investment positions Ingrain for growth in the modified starch segment, boosting local supply of these specialty products.
Five years on, how well has Ingrain bedded down within Barloworld?
Ingrain has successfully integrated within Barloworld’s Consumer Industries platform and has emerged as a strong, agile business with a clear growth mandate. Our resilience over the past few year – through market shocks and operational shifts – has demonstrated the strength of the integration. We have aligned well with Barloworld’s strategic pillars of Fix, Optimise, Grow, and are now positioned as a core contributor to the Group’s diversified growth story.
Ingrain has adopted the Barloworld way of doing business through the roll-out of the Barloworld Business System (BBS). This lean approach focuses on strategy deployment and problem solving anchored in continuous improvement and respect for people. We have made significant progress in our operational excellence capability, with certified lean practitioners being deployed across multiple areas.
Ingrain moved office in 2023 and undertook a strategic shift in 2024: what was the goal and what has been achieved?
The office move in 2023 was a symbolic and practical step towards Ingrain’s transformation. It aligned with our 2024 strategic focus on customer centricity, innovation and new ways of working. The facility was designed to support customer growth through our new R&D laboratory, foster cross-functional collaboration through the spatial design and support employee wellness through the built-in wellness centre.
This shift has already yielded results: customer satisfaction has improved; we have developed new ingredients into key consumer sectors and have also seen strong uptake in usage of onsite wellness services. The move also catalysed a cultural refresh – encouraging collaboration, agility and future readiness.
How many staff does Ingrain employ?
Ingrain currently employs over 850 staff members across various locations, including operational sites and our corporate offices. This includes a blend of highly skilled technical teams, R&D specialists, production engineers, commercial staff and support functions. Our workforce is diverse and inclusive, with a focus on fostering belonging in line with our commitment to continuously making our workplace more psychologically safe.
Do you have bursary schemes or support for educational advancement?
Yes. We offer a range of bursary, learnership and graduate programmes in food sciences, chemistry, engineering and related disciplines. Our Barloworld Siyakhula youth training programme helps develop skills in agriculture and agro-processing. In addition, our training academy helps young professionals gain practical, tech-enabled skills in operations and engineering.
Does Ingrain support small businesses along the supply chain?
Very much so. Our inclusive sourcing model supports both large-scale and emerging smallholder farmers, with about 500 000 tons of maize procured locally by Ingrain. Through initiatives like the Vaal Youth Development Programme, we’ve helped formalise and train 20 youth-owned businesses with structured mentoring and incubation.
We also run a Youth Entrepreneurship Programme, supporting 150 informal businesses, and contribute to initiatives uplifting local communities, including special needs homes.
Would you like to make any comment on the broader impact that your company makes on society?
There are several ways in which we are making a significant impact. These include:
- Being Africa’s largest non-GMO manufacturer: Ingrain is the continent’s largest non-GMO starch and glucose producer, with +820ktpa annual grind capacity, R6.6-billion turnover (2024) and over 100 years of heritage.
- Local and global reach: We support food security and industry across Southern Africa, export to Australia, East Asia and other Deep Sea markets and align closely with the national Agriculture and Agro-Processing Master Plan (AAMP) and inclusive agricultural transformation goals.
- Alignment with national priorities: We invest over R3-billion annually in maize procurement, empower farmers, support industrial competitiveness and promote agro-processing for economic resilience.
