About Kuzhembela
It all began with the founder who dream of starting something that will empower most of the youth in sustainable agriculture. Then, he established Kuzhembela Company Limited, a company dedicated to finding cutting-edge solutions and providing great services to both local and international communities.
Our Company
Kuzhembela Farms owns and operates a chain of convenience stores that provides fuel, food and beverages, spare parts
Technical that takes care of all the mechanical and electrical issues and supplies
Operations that has to do with finance HR transport and logistics
Kuzhembela Farms was founded in 2009. Kuzhembela Farms' headquarters is located in Tamale, Zuozugu, Ghana NT-0525-7856.
Kuzhembela Farms' President & CEO, Ing. Abdulai Abdul Basit, currently has an approval rating of 80%. Kuzhembela Farms has an estimated 34 employees and an estimated annual revenue of 1M.
Strategy
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BACKGROUND
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Providing food for all citizens and making Ghana a food production hub for the sub-region are the two main policy goals of both Government and the Agricultural Sector Medium-Term Development Plan (2018 and 2022). These national plans recognize the strategic role of mass food production in the socio-economic development of any fast developing nation and therefore the establishment of Kuzhembela Company Ltd to lead the path towards the re-introduction of general and mechanized agricultural system in Ghana is one of the key successes Ghana has chalked in the past two decades.
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The establishment of Kuzhembela Company Limited (KCL) is to share a common goal of ensuring that public food security is to all and that the consumers and production environments are designed and managed to enable people acquire safe and hygienic food with confidence.
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In fulfilment of this common goal, Kuzhembela Company Limited acquired approximately 1,140 acre of land as at the end of 2018 and wish to extended its services to all the regions and districts of Ghana.
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The Company then developed a 5-year strategic plan in 2019 for the period 2014-2023 that aimed at ensuring that the above level of operations were sustained through continuous improvement in operations, internal processes and timely machines and equipment replacement. It was expected that by the end of 2019, 600 acres of land will be added to existing 1,140.
The net asset as at January 2018 stood at GHC2 million and if the trend is not reversed, the net asset of the company will become nil by first quarter 2019.
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Fortunately, the current Board and Management are taking pragmatic steps to turn the fortunes of the company with a supply of 25 tractors,10 rice combine harvester,5 soya bean combine harvester, 5 maize combine harvesters,1 complete rice processing plant by any investor/s whiles Board and Management are arranging for additional centre pivot irrigation systems, planters, and other mechanized agricultural machines tools and equipment’s. Coincidentally, the above steps are being taken at a time when the existing strategic plan is coming to an end (December 2018) and the preparation of a new strategic plan for the next five years has commenced. This document therefore presents a working plan of action for the next five years and it is structured.
2.0 REVIEW OF CURRENT OPERATIONS AND PLANS
The current state of the company as indicated in the background is largely attributed to the inadequate adherence to the strategies and plans enshrined in the existing Strategic Plan that is ending December 2018. As Board and Management take steps to plan for the next direction, it is important to take a look at key factors underlying the current operations and draw lessons that could help improve operations.Corporate Identity and Scope of Operation.
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Corporate Identity and Scope of Operations
Kuzhembela Company Limited was established in March 2009 as a limited liability company under the Ghana Companies Code, (1963) Act 179. The Company is a public-private partnership between Ing. Abdulai Abdul Basit holding 85% of the shares and an investors holding 15% of the shares combined.
KCL has five (5) seats on the 9-member Board while the other shareholders have one (4) seat each. The composition of the current Board is as follows
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Systems and Policies In progress
The aspect of strategic plan that had much progress was in the area of policies and system development. The following policies, reports and systems have been developed at various stages that could be used to improve operations:
Policies, Procedures and Reports
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Job evaluation report
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Job description & career progress
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Reward and recognition Policy
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Scheme of service
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Appraisal System
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Departmental Operational Policies
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Hiring policy
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Parcel policy
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Business process Re-Engineering Report and Work plan
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Standard operating procedures
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Automated Systems.
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Automated fueling system
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Microsoft Dynamics GP & Portal for Fleet Maintenance Management
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Microsoft Dynamics GP for LPO, Work Order, SRV and Inventory management
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Persol for human resource and Payrol
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Time Attendance system
Safety
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Environment & Sustainability
In waste treatment environments i.e. waste lagoons, compost facilities, oil
spill cleanup sites, waste water treatment plants, etc., biological activity is a function of the micronutrients and bio-stimulants available to sustain and develop healthy biomass. EC-4000 is a nonbacterial concentrate formulated to stimulate microbial activity in both aerobic and anaerobic environments. Unlike bacterial treatments, EC-4000 is not adversely affected by low temperatures.
EC-4000 is an environmentally safe formulation for use in waste water treatment plants, manure lagoons, oil spill cleanup sites, sewage treatment plants, sewage lagoons, municipal landfills, hydrocarbon bioremediation projects, composting facilities etc. EC-4000 is derived from natural plant extracts. It is non-toxic, non-caustic, non-corrosive, non-flammable.
APPLICATION DATA
When solid waste is deposited into a landfill a number of physical, chemical and biochemical reactions occur that result in the production of leachate. Leachate is a liquid and is a direct result of rain sinking into the wastes, picking up chemicals as it seeps downward. Leachate characteristics are significantly affected by the presence of both aerobic and anaerobic bacteria.
In the initial stages of land filling, the decomposition process is initiated by aerobic bacteria which readily metabolize the biodegradable component in organic waste. The resulting by-product consists of carbon dioxide, small quantities of water, low molecule fatty acids and heat. During these early stages leachate strength is relatively low and odor is practically non-existent.
As land filling progresses the landfill goes through a transition. During this transition period the aerobic microbes are depleted and the anaerobic microbes become dominant resulting in a period of facilitative microbial activity. Typically, the transition is characterized by a sharp reduction in pH accompanied by an increase in BOD and COD. This sharp reduction in pH results in the solubilisation and mobilization of metals and their
accompanying anions. Typical observations of leachate at this juncture reveal increased levels of hardness and dissolved solids as well as metals. Generally, iron concentrations are characteristically high during this period. This imbalance results in the emission of foul odor and a leachate flow that, aside from being thick and dark in color, emits strong foul odor. Generally, fly, insect and pest infestations increase during this period.