1. Since its foundation in 1997, SICIE, through its well-known brand SUAVE, has evolved into Angola’s largest producer and distributor of hygiene products. Looking back over nearly three decades of operations, what would you consider to have been the company’s most significant milestones, and how has SICIE’s trajectory reflected Angola’s evolution?

Mr Sameer: Infrastructure was one of the key factors that enabled our growth. We began operations in 1997 at a time when there were probably no more than ten industries operating in Angola, and we were one of them. We believed in the country, we saw its future potential, and in 2002, the opportunities for growth expanded significantly.

Of course, there were many constraints during that period, but once peace was established, infrastructure development and long-term vision became fundamental drivers of our expansion. We anticipated Angola’s growth trajectory between 2002 and 2014, and we continued investing despite the challenges.

Another important milestone was the support provided to local industry. Around 2007 and 2008, there was greater protection for domestic manufacturing through increased tariffs on imported hygiene products. That support, combined with improvements in infrastructure and growing demand across the provinces, contributed enormously to our development. During those years, we experienced annual growth rates of approximately 12% to 15%.

Brand building also played a decisive role. Today, SUAVE products are present in the majority of Angolan households, whether in paper hygiene or detergents. Generations of Angolan families have grown up with our products in their homes.

From the beginning, quality has always been our priority. Our objective was to ensure that the Angolan market had access to products manufactured according to international standards. We serve different market segments, but we have consistently focused on delivering premium quality while maintaining affordability. We are not building for the short term; we are building for the future.

Personally, I have spent almost 27 years in Angola and for me, Angola represents the future.

I truly believe Angola has the potential to become the industrial hub of the SADC region and one of the most important industrial centers on the continent. The country has strategic access to the ocean, organized ports, and direct connections to markets such as the DRC, Zambia, and Namibia. Combined with Angola’s growing population and strong domestic demand for essential hygiene products, the long-term opportunities remain extraordinary.

2. As Angola continues to prioritize economic diversification and import substitution, local manufacturing companies are increasingly expected to strengthen domestic production capacity while reducing reliance on imported goods. Could you share some of SICIE’s most recent operational indicators, particularly in terms of production capacity, manufacturing lines, workforce size, retail footprint, and distribution network? 

Mr. Sameer: Today, we operate approximately 37 production lines and are currently working at around 55% to 60% production capacity. From the beginning, our vision was never limited to supplying Angola alone. We have always aimed to position ourselves to serve neighboring markets such as the DRC, Zambia, and Namibia as well.

Our production standards, including packaging quality, are aligned with international benchmarks. If we were operating continuously on a 24-hour basis, we believe we would have the capacity to supply not only Angola but also several regional markets.

In terms of retail presence, we currently operate 58 SUAVE stores across the country and will inaugurate two additional stores before the end of the year, bringing the total to 60. Our objective is to reach 100 stores nationwide by 2030. We are already present in every province except Bié, where we expect to open operations next year.

SICIE currently operates two major manufacturing facilities — one dedicated to detergents and another focused on paper hygiene products. We also manage approximately 70,000 square meters of raw material warehousing space and around 30,000 square meters dedicated to finished goods storage.

Our distribution network includes a fleet of 100 trucks, operating daily from the early hours of the morning to supply formal retail, wholesale markets, and our own stores. One of our greatest advantages is our proximity to the final consumer. Through our retail network, we understand directly what families, hospitals, pharmacies, and consumers require, which allows us to continuously improve and adapt our products according to market demand.

3. SICIE is committed to driving innovation while delivering high-quality hygiene products at affordable prices. Could you elaborate on the principal innovation and automation initiatives currently being implemented at SICIE, and the tangible impact these initiatives have generated so far?

Mr. Sameer: Today, approximately 70% of our production lines are automated, and we continue investing heavily in automation technologies. It is essential for us that production systems operate with integrated automated processes from beginning to end. Every new production line we acquire incorporates advanced automation systems to improve efficiency and product consistency.

At the same time, automation works alongside human expertise. While machines manage large parts of the production process, our teams continue overseeing packaging, quality control, and operational supervision to ensure every product meets the required standards.

SICIE currently employs around 3,000 people. Approximately half of our workforce is dedicated to manufacturing operations, while the other half supports distribution, logistics, retail, and warehousing. We also employ around 130 expatriates from multiple nationalities, although expatriates now represent less than 4% of the total workforce.

When we began operations in 1997, expatriates represented a much larger proportion of our workforce because specialized expertise was limited locally. Over the years, however, Angola has developed highly capable professionals and graduates. Through continuous training and investment in local talent, we expect this ratio to decrease even further over the coming years.

The transformation we have witnessed over the last three decades has been remarkable, and Angola’s human capital continues to evolve rapidly.

Innovation has also been central to our journey. Beyond manufacturing, we have invested in education initiatives, seminars, and awareness campaigns focused on hygiene and sanitary products. Today, we manage more than 15 brands and continue investing in new technologies, international fairs, and modern production systems to ensure our products remain aligned with global standards. We currently operate nearly 37 production lines.

4. Sustainability, social responsibility, and corporate governance have become increasingly important across the global industrial sector. How is SICIE integrating ESG principles into its long-term strategy, particularly in areas such as environmentally responsible manufacturing, workforce development, and community impact? 

Mr. Sameer: Social responsibility has always been deeply integrated into our operations. We operate an internal clinic to support employees and, in many cases, their families as well. We provide medical assistance, medicines, and healthcare support because we believe that our workforce is part of our extended family.

We also collaborate with ministries, institutions, and community organizations by donating products and supporting social initiatives whenever possible. Education has been another important pillar of our strategy. We regularly organize educational campaigns in schools and universities focused on hygiene awareness, particularly women’s hygiene and sanitary health.

From an environmental perspective, Angola’s infrastructure limitations in earlier years meant that many industries, including ours, depended heavily on generators. Today, however, we place strong emphasis on minimizing environmental impact, especially because several of our facilities are located within residential areas. We continuously work to improve waste management and reduce our operational footprint on surrounding communities.

At present, the large paper reels required for products such as toilet paper, kitchen towels, and industrial rolls are imported. Our objective is to begin producing these materials locally through a new paper mill project. The facility will cover approximately 150,000 square meters and will significantly reduce dependence on imports while strengthening Angola’s industrial self-sufficiency.

The project is expected to become operational by 2028 or 2029 and will also centralize several of our existing manufacturing operations into one integrated industrial complex. Importantly, the facility will allow us to produce both virgin and recycled paper products according to market requirements.

5. As the CEO of one of Angola’s leading industrial groups, what experiences have shaped your leadership philosophy, and what legacy would you ultimately like to leave one day at the company?

Mr. Sameer: One of the most important lessons throughout my journey has been understanding that learning never stops. I have learned from many people over the years, and I continue learning every day. At SICIE, we always think long term — not only about the next five or ten years, but about the next several decades.

For us, SUAVE is proudly 100% Angolan and deeply rooted in the country. Today, seeing products manufactured in Angola reaching international markets such as Nigeria, Cabo Verde, and potentially Portugal is something that brings us enormous pride.

What matters most is demonstrating that Angolan companies can achieve the same standards as international companies anywhere in the world. Many companies operating in Angola are implementing strong ESG initiatives, supporting communities, and maintaining international-quality operations, even when they are not legally required to do so.

That is ultimately the message we want to convey: Angola has companies capable of meeting global standards, building lasting partnerships, and contributing meaningfully to the country’s industrial transformation and long-term economic future.