EXCLUSIVE: Zimbabwe’s agricultural sector is evolving, with growing opportunities for small-scale farmers to access international markets. At the forefront of this transformation is Clarence Mwale, CEO of KUMINDA and the newly elected chair of the Export Growers Association of Zimbabwe under the Horticultural Development Council (HDC). With over 18 years of experience in food and agricultural compliance, Clarence has dedicated his career to bridging the gap between farmers and global markets, ensuring that Zimbabwe’s agricultural potential is fully realized.

KUMINDA, a transnational company founded in Zimbabwe, is committed to empowering small and medium-scale farmers through market access, technical training, and sustainable agricultural practices. With a vision of people before profit, the company prioritizes fair wages, social impact, and environmental responsibility, setting a new standard for agribusiness in the region. Under Clarence’s leadership, KUMINDA is expanding its footprint, with plans for large-scale blueberry production and new packhouses across multiple provinces.

In this exclusive interview with My Afrika Magazine (MAM), Clarence Mwale (CM) shares insights on his journey, the challenges and opportunities within Zimbabwe’s agricultural sector, and the power of partnerships in driving sustainable growth.

MAM: Mr. Mwale, thank you for this exclusive with us, and congratulations for being appointed chair of the Export Produce Growers Association of Zimbabwe, under the Horticultural Development Council. What does this role mean to you and your organization?

CM: Thank you. The election to chair the Export Growers Association of Zimbabwe under the HDC is not for me or our organization, it is for Zimbabwe, for inclusion of small-scale farmers and for all different farmers. The objective is to promote Zimbabwe as a brand and provide equal representation of all Zimbabweans.

MAM: A true win for the small-scale farmers indeed.
With over 18 years of experience in the food and agricultural industry, what inspired you to establish KUMINDA, and what is the driving vision behind its operations?

CM: Working in compliance largely with established food and agriculture businesses, I often came across good competent farmers who did not have access to export markets. I imagined that I could one day help by finding markets and constructing an aggregation center/packhouse. Around 2012 I wrote a business plan for the company and I named it “Tuminda” a Shona word meaning small farms, but after a failed partnership I had to abandon the original name and together with my current business partner and colleague we came up with KUMINDA.

MAM: That’s awesome, from one dream, to another winning opportunity.
KUMINDA focuses on empowering small-scale farmers by providing access to international markets. What are the biggest challenges these farmers face, and how does your organization help them overcome these obstacles?

CM: The two biggest challenges are finance and markets/off take. We provide inputs and off take the product for all our contracted farmers. We also provide technical advice and training.

MAM: Ensuring that exported produce meets global quality standards is crucial. Can you walk us through the processes and training initiatives KUMINDA implements to help farmers meet compliance requirements?

CM: All our farmers are trained in various topics including in the process of getting certified, through Fair-Mark.

Fair-Mark is another company in our group, which provides consultancy services. Fair-Mark is the original company, KUMINDA was founded as a result of Fair-Mark.

MAM: KUMINDA is known for its strong social responsibility programs, from donating surplus produce to orphan homes and correctional facilities to supporting workers with fair wages and benefits. Why is social impact such a key pillar of your business model?

CM: Our approach is people before profit. Our staff are perhaps one of the most important resources we have. We have a responsibility to be fair our staff, to pay fair wages and do more. Due to the large number of females we employ, we do as much as providing free sanitary pads, free meals and transport to and from work. 

We have an even bigger obligation to leave a footprint in communities and the lives of people that we come across in our business. We have a responsibility to work for Zimbabwe and for Africa.

MAM: Your partnerships with development agencies and recent MoU with ADRA to manage packhouses in Umguza and Nyahuni are significant milestones. How do these collaborations contribute to strengthening Zimbabwe’s agricultural export sector?

CM: We can only win if we all work together. Partnerships make us stronger together.

MAM: Sustainability is a major focus in modern agriculture. What steps is KUMINDA taking to ensure environmentally friendly and long-term sustainable farming practices among its partner farmers?

CM: We cannot export unless we practice and are certified under Good Agricultural Practices, Good Manufacturing Practices etc. These international standards shape our operations towards sustainable agriculture with more demands such as SRPING and add on standard that monitors and assures responsible use of water, LEAF another add on standard that is strict on environmental awareness issues, and many other.

MAM: Looking ahead, what are your future goals for KUMINDA? Are there any new projects or expansion plans that farmers and stakeholders should look forward to?

CM: We have a contract to grow 2000ha of blueberries in Southern Africa, which offers a huge opportunity for interested farmers. 

We plan to include more line of production for the annual crops as well and plan to have packhouses in more provinces and/or regions, to get closer to all farmers around Zimbabwe.