COMPANY OVERVIEW

Terramar Mozambique Trading Lda is a cold-chain wholesale distributor specializing in the distribution of meat and fish. The company operates across Mozambique, South Africa and Portugal, serving a diverse customer base that includes Cash & Carry stores, supermarkets, catering companies, the informal sector and the HoReCa channel.

In Mozambique, Terramar operates across the country’s southern, central and northern regions, with business units in Malanga and Bagamoyo in Maputo, Beira and Nacala. The company is part of Maven’s portfolio, with strategic and financial support from Exeo Capital and Norfund.

As Terramar continued to expand and develop its business model, the company entered a period of transformation involving restructuring and the implementation of new systems and processes aimed at improving efficiency.

The Challenge

Terramar’s transformation required more than new systems and processes. It required its people to adapt to new ways of working and translate the organization’s strategic direction into everyday operational practice.

As the company progressed through its restructuring and expansion, there was a need to strengthen alignment around its Mission, Vision, Values and strategy, while reinforcing performance management, customer focus, professional behavior and teamwork.

The challenge was particularly significant given the diversity of Terramar’s workforce and operations across different business units. Employees had different levels of education, professional experience and functional responsibilities, creating a need for a practical approach that could make the learning rele vant to each group. During implementation, the program also had to balance theory and practical application within an intensive timeframe.

The AMSCO Solution

To support Terramar through this transformation, AMSCO, through ATMS, delivered an Intensive Training Program focused on cultural and operational transformation through field practice.

Rather than separating training from the realities of the workplace, the program was designed around immediate application. Training was delivered     directly at Terramar’s business units, with content adapted to the operational context of each location.

The intervention brought together team supervision and management, field leadership, performance management, customer service and sales. Employees were introduced to the five key performance indicators and feedback, while the program also addressed meritocracy, customer focus, communication, teamwork, professional behavior and the mindset required to support organizational change.

AMSCO used interactive presentations, practical exercises, case studies, simulations, guided discussions and problem-solving activities to ensure that participants could connect the learning to their daily responsibilities. This field-based methodology was designed to move employees from understanding concepts to practicing and applying them in their work.

The intervention was implemented reaching all four Terramar business units. In total, 325 employees participated across 11 study groups, receiving 168 hours of intensive training over six weeks.

From Training to Transformation

The program achieved 100% completion of the planned training program, with the full schedule delivered as planned. The training report also records a 100% transfer rate, with trained employees able to apply their learning immediately in the field.

More importantly, the intervention began translating Terramar’s transformation objectives into everyday workplace behaviors. The program reported improved employee skills and productivity, together with improvements in professional behavior and attitude. Customer focus became a defined Terramar standard and differentiator, while the program also contributed to a stronger environment of trust among employees during the change process.

The training also resulted in a set of commitments intended to sustain the change beyond the classroom. Employees committed to putting the customer at the center of their work, demonstrating professional behavior, using Terramar’s ten values as a reference for culture and behavior, and recognizing themselves as ambassadors of the company.

Building the Next Phase of Development

The program established a foundation for continued capability development at Terramar. To build on the progress achieved, further practical development was recommended in leadership, communication and teamwork for supervisors and directors, performance and KPIs, team building and behavioral profile mapping, alongside specialized development in sales, marketing, management, business performance, communication and corporate reputation.

The Terramar experience demonstrates how a transformation program can be strengthened when people are equipped not only with knowledge, but with the practical behaviors and capabilities required to apply that knowledge in the field.

Through its partnership with AMSCO, Terramar brought together 325 employees across four business units around a common foundation of customer focus, professional behavior, performance and organizational values supporting the company’s continued journey of cultural and operational transformation.