Better Globe Forestry (Ltd)

Better Globe Forestry Ltd was incorporated in Kenya in 2004 and in Uganda in 2009 with the vision to eradicate poverty and corruption in Africa.
Its mission, through “Social Entrepreneurship”, is to plant as many trees as there are people on this planet, and thereby finance a sustainable implementation of the vision.
BGF’s core expertise lies in commercial dryland afforestation and in-depth knowledge of living & environmental conditions in semi-arid areas. As such, it is well positioned to anticipate & mitigate effects of climate change in East Africa, in a commercial and sustainable way.
Our Head Office is in Nairobi, with field operations in Kenya’s Eastern (Kiambere, Seven Forks and Sosoma) and Coast provinces (Nyongoro), as well as in Northern Uganda (Dokolo and surrounding districts).

The company is strongly embedded in the East African society, through its policies of employment and promotion of local staff, up to senior positions, its integration in forestry circles, its sharing of technical know-how of dryland afforestation with interested parties and the publication of its well-known forestry magazine (Miti) that functions as a networking platform for professionals and amateurs alike.
BGF currently employs 170 staff, and 300-400 casual workers, depending on the season. As a policy, we give career opportunities to young graduates of local learning institutions such as Eldoret University and Londiani Forestry College. On field sites, like Kiambere, in the countryside where it matters, a large percentage of our workers are women. Farmer programmes are deeply rooted in the local communities, with an ever-growing number of Community Representatives attached to “their” Agroforestry Agent.

BGF has pioneered the use of an indigenous mahogany species, Melia volkensii, together with the Kenya Forestry Research Institute, on an industrial scale, and has introduced and popularized the planting of this melia in an authentic & productive agro-forestry lay-out for tens of thousands of farmers.

Our plantations are hence divided into two categories: (i) classic tree plantations on leased land, and (ii) trees planted with partner-farmers on their land, with wide spacing to allow intercropping with food crops. Farmer support is enhanced through tree donations, access to micro-credit and water supply works.
The advantages of working with farmers are obvious: no cumbersome lease agreements or land deals, no investment in heavy machinery, farmers can continue to farm their land for food crops growing together with the trees, and lastly, farmers are MANY.

Quality Policy
BGF is committed to comply with its obligations towards investors, employees, suppliers, customers, shareholders, partners and any other present or future stakeholders through a Quality approach which also meets the needs of the environment and the community at large.
We, the Management and Employees of BGF, proudly pronounce our personal commitment to understand, meet and, when possible, exceed the requirements of our stakeholders through the continuous improvement of our processes. We are dedicated to plant and maintain the trees that will allow us to achieve our vision and mission and at the same time satisfy our stakeholders.
It is therefore our policy to:
  • At all times aim at achieving the financial goals and objectives, make sound financial decisions, report the financial status of BGF, and manage BGF’s funds.
  • Continuously identify and address the needs of employees, suppliers, customers, shareholders, the community at large and any other stakeholders,
  • Focus on the need to help fight poverty, through promoting massive tree planting and fighting corruption by supporting children’s education through the NGO Child Africa.
  • Create and sustain motivation throughout the organization for meeting its Business Objectives.
  • Ensure that personnel throughout the organization are committed to BGF’s Management Aims and Policies through on-going training and education programs at all levels.
  • Establish, maintain and improve employee knowledge and compliance to environmental, health and safety requirements in order not to jeopardize individual safety and the company’s future.
  • Through monitoring and evaluation have a systematic and objective assessment of any on-going or completed project, programme or policy, standard, their design, implementation and results.
  • Continuously strengthen everyone’s commitment to environmental improvement the most effective and efficient way by ensuring that management behaviour, image, communication and recognition systems, reflects the norms and value that support Integrity and continuing improvement.
Business principles
  1. To continuously identify present and future needs of the stakeholders
  2. To display the leadership needed to provide unity of purpose and direction of the company and to create an atmosphere where people give the best of themselves to achieve company objectives
  3. To manage resources in order to achieve maximum efficiency
  4. To strive for continuous improvement in the company’s performance
  5. To maintain a mutually beneficial relationship with our partner-farmers
  6. To plant and maintain trees in a professional and sustainable way as expected by our investors.
Operational model
Vertical integration of all activities, from seed & seedling production over plantation establishment, maintenance and exploitation, to processing in our own plants, completed by marketing & sales.BGF limits itself to the planting of high-value species that upon processing produce significant returns.

Growth & Expansion Strategy

  • We engage in partnerships with relevant institutions (see “partner organisations”) through various kind of cooperation (MOUs, research, micro-credit, education).
  • Use of improved seeds from seed orchards & clones through in-vitro multiplication of Melia volkensii in our facility at Kamburu (see “Kamburu programme”).
  • Mechanisation of operations where suitable: use of bulldozers for clearing, tractors for various operations, drills for making pits, standard agricultural boom sprayers for weeding, custom-designed watering equipment (see “Nyongoro plantation”), and locally engineered & manufactured trailers for log haulage (under preparation for the “sawmill programme”).
  • Priority is given to local staff at recruiting, and Community Representatives are trusted farmers from rural villages, knowing their community and having a passion for tree planting. This network is continuously expanding, on a par with the extension of the farmers programmes, both in Kenya and Uganda. We strive to have a low turn-over of personnel, to avoid operational disruptions and build-up in-depth technical and administrative knowledge.
  • We integrate complementary programmes on a territorial basis: farmer out-reach and large-scale seedling production with capacity building and micro-credit.
        o   An example is the area of Seven Forks, divided between Kitui, Machakos and Embu Counties in Kenya, where we run our Farmers Programme with its training component, the Green Initiative Challenge (see under “Realisations”) with hundreds of schools, several Village Banks and the nursery at Kiambere plantation.

        o  Another example is our farmers operation in Northern Uganda (see “Northern Uganda farmers programme), where a similar Farmers Programme is taking place, with large-scale nursery and a support programme for a local farmers association (YICAFA).

    • The farmer programmes both in Seven Forks and Northern Uganda will get growth priorities as BGF strongly believes farmers is the way to go, and agro-forestry the best future use of land in rural areas. Both programmes are considered centres for expansion.
          o  In the case of Uganda, this is up northwards towards the border with South Sudan, where land and ecological conditions are relatively uniform and suitable for extending our present operations.
          o  In the case of Seven Forks, this is eastwards and southwards reaching out to vast stretches of sparsely populated semi-arid drylands.

    We’ve gone into the digital age through the use of MOBILE APPLICATIONS downloaded on smart phones and tablets, for control of field operations, pay-roll execution and signing of digital contracts with farmers.

    • The social aspects of BGF are executed by its FOUNDATION, registered in 2016. The Foundation takes care of (i) Miti magazine, (ii) The Green Initiative Challenge, (iii) Micro-credit and (iv) Water donations (see relevant pages under “Realisations”).

Board of Directors

The Board of Directors currently counts with six people. Click on the name to read more about each individual.

Management Team

   Jean-Paul Deprins (Managing Director)

(for profile, see Members of the Board)

   Jan Van den Abeele (Executive Director Forestry)

(for profile, see Members of the Board)

   Lawrence Mulandi (Deputy Finance Director and Quality Coordinator)

Lawrence started working with BGF as an accountant, became a Finance Manager and was later promoted to the position of Deputy Finance Director. He has been instrumental in guiding the accounts department through the transition from a small company to a fast-growing medium-sized organization. He holds a master’s degree in Business Administration - Strategic Management and is now pursuing a PhD in business administration specializing in Finance. He is also a certified Public accountant of Kenya - CPA(K) and a Certified Internal Systems Auditor.

   Samuel Nakhone (Deputy Director Forestry, Forestry Department)

Samuel is an experienced forester with BSc Forestry Degree from Moi University and seven years of work experience, managing teams. Polished in natural resource management and environmental conservation with an inclination to social enterprise, sustainable community participatory environmental management, and an interest in climate change. He started his professional career with the company and rose through the ranks. He is a driven cross-functional team leader leveraging the above-mentioned competencies to establish competent, motivated and result-oriented teams to achieve both organizational and personal goals within stipulated time frames and cost.

   Joseph Haraka (Monitoring & Evaluation Manager, Forestry Department)

Joseph has a BSc Degree in Agroforestry & Rural Development and underwent professional training in Monitoring & Evaluation and FSC Forest Auditing. He is pursuing an MSc Degree in Geospatial Information Systems & Remote Sensing with special focus on plantation monitoring.He has worked with social enterprises as an Agronomist, Field officer and Executive assistant. He has a knack for innovation and a passion for improving livelihoods.Joseph ensures forestry activities are compliant with internal and external standards, explores efficient ways of meeting forestry objectives and strengthens teamwork towards prosperity with purpose.
Joseph is trained in quality policy according to ASC principles (forest stewardship council)

  Adrian Alex Amboka (Operations Manager, Operations Department)

Adrian holds a BSc Forestry Degree from Moi University and an MSc Degree on Geospatial Information Systems& Remote Sensing from Jomo Kenyatta University of Agriculture & Technology. He is currently finalizing on a PhD in climate change & adaptation from the University of Nairobi. Tasked with the main responsibility of ensuring smooth operations of the daily routine work to be carried out in the Forestry department. Also responsible for developing geodatabases, analysis of spatial data and mapping of company operations.


Social Impact

Technical Impact

Environmental Impact

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