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Yamabushitake in conji3/27/2023 ![]() ![]() ![]() Some even talk about “conflict beer”, on the same lines as conflict minerals. David Van Reybrouck, a historian of Congo, records how just a few years after a peace agreement in 2003, Bralima was instructing its marketeers to fight a war for business.ĭuring the worst of the fighting itself, the real war and the war for business were arguably intertwined. Primus, its main brand, labelled in the light blue and gold of the national flag, is “a source of national pride”, says Mr Kruijt, not implausibly.Ĭastel’s operations may be as large. But with about 2,500 workers, the firm claims it is the biggest private-sector employer in the country. That is far less than mining, which makes up 22% of output. Bralima, including its sales and the production of its raw materials, accounts for 2% of GDP, reckons its boss, Rene Kruijt. Can the industry survive? And what can other companies learn from it about doing business in such a trouble spot?Īlmost every other processed food in Congo is imported. ![]() Today Congo is falling back into conflict. By his fall, and the start of the first Congo war in 1997, Mobutu Sese Seko, Congo’s flamboyant post-independence dictator, had looted almost everything else. They are among the only surviving companies from the colonial era. Its main competitors, Bracongo and Brasimba, both owned by Castel, a secretive French family firm that operates across Africa, have been there almost as long. ![]()
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