1. Could you begin by giving us an overview of Redland Group’s global footprint and key areas of activity?
Redland is an international conglomerate present in more than 30 countries across Africa, Asia, the Middle East, and the Indian Ocean. The Group is structured around three major entities.
First, Phenixya Thomson Broadcast, a French company renowned for its expertise in broadcasting, with an R&D department and an administrative office in Paris. Second, GatesAir, a century-old American brand based in Cincinnati and Brescia, which has established itself as a leader in broadcasting technology and strengthens Redland’s global leadership in this field. Third, Sipromad Group, which originated in Madagascar and has since diversified into industry, finance, energy, technology, tourism, aviation, and real estate.
Together, these entities make Redland a global player with strong roots in Madagascar.
2. Redland is known not only for its business activities but also for its strong social engagement. Could you tell us more about this dimension?
Social commitment is at the heart of Redland’s identity. Through the Akbaraly Foundation, we focus on reducing poverty by promoting sustainable development. Our priority areas are health, nutrition, education, and culture.
We currently operate three health centers in Antananarivo, Majunga, and Fianarantsoa, as well as three mobile medical units that serve remote regions. Every year, more than 30,000 women benefit from screenings for female cancers thanks to these facilities.
Another flagship initiative is Made For A Woman, founded by Eileen Akbaraly. It is an internationally recognized ethical workshop that collaborates with brands such as LVMH, Chloé, Fendi, Swatch, and Balenciaga. The workshop employs more than 800 women in vulnerable situations, former victims of violence, people with disabilities, and former sex workers, offering not only jobs but also a structured environment, including a nursery and psychosocial support.
3. What are the Group’s current strategic priorities for growth?
We are focused on three main priorities.
The first is international industrialization, which aims to promote our know-how and expand our presence beyond Madagascar’s borders. The second is vertical integration of the value chain, particularly through land investments in the cultivation of tobacco leaves, palm trees, corn, and soybeans. And the third is real estate development, with a major project scheduled for the first half of 2026.
In addition, we are launching the Thomson Academy, a training center dedicated to building technical and managerial skills, which will be a cornerstone for talent development across our operations.
4. Redland is handling several major international projects. Could you elaborate on your activities and partnerships?
We are currently managing more than USD 1.5 billion in broadcasting projects across Asia, Africa, and the Indian Ocean. For these, we collaborate with leading institutions such as Goldman Sachs and Deloitte.
The French government is also a strategic partner, supporting us through financing instruments from the Public Treasury and Bpifrance. French banks like Natixis, BRED, and ODDO Banque, along with Afreximbank, play a crucial role in funding our operations.
One of our distinctive strengths is our ability to deploy AM solutions during crises—such as natural disasters or FM radio shutdowns—ensuring vital communication with affected populations.
Beyond broadcasting, Redland has strategic partnerships and shareholdings in international groups such as Brinks, Ubipharm, Orange Madagascar (notably in mobile banking), and BCP.
5. Innovation, expertise, and professionalism are described as the pillars of Redland. How do these shape your vision for the Group?
These three pillars are the essence of Redland’s DNA. We strongly believe in South-South cooperation, particularly with Gulf countries, which are excellent examples of how innovation and regional integration can drive rapid transformation.
At the same time, we are convinced of Madagascar’s untapped potential. With our experience in international partnerships and our deep knowledge of the local context, we aim to position Madagascar as a strategic hub for the future.
6. What message would you like to share with Khaleej Times readers, especially investors from the Gulf region?
My message is simple: Madagascar is open and ready. Redland is committed to being a reliable partner for companies wishing to establish a presence here. We bring international expertise, strong partnerships, and a long-standing social commitment. Together, we can transform opportunities into shared success—not just for Madagascar, but for the broader region.
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