Whilst we have arguably set solid foundations to both our sustainability and focused CSR over the last few years, there is a strong sense that we are just at the beginning of a chapter where we will be able to fulfil our wider potential to positively impact people and the continent through our established businesses in Africa.
The ability to bring meaningful economic impact, healthcare and skills development to the lives of up to 200,000 community stakeholders has been well demonstrated, with improved evidence available to measure where and how impact is optimal. Environmentally, our potential to catalyse the preservation of natural capital on an ambitious scale is beginning to develop in a very exciting way as we aim to contribute long-term landscape-scale conservation solutions to threatened habitat of global environmental significance in Mozambique. We will continue to develop our environmental strategy with vigour and confidence and whilst looking inwardly to improve our own performance, we will contribute where we can to solving some of Africa's bigger problems.
With unprecedented international focus on Africa as a result of the migration crisis and the likely impacts of climate change, there is a renewed urgency to drive real change, sustainability and prosperity throughout the continent. The strategic remedies and trends that we have seen taken up by those trying to propel this change, are increasingly being supported by private sector partners, from platforms which provide real, long term business solutions. Our own social footprint bears this out: Rift Valley plays its part in providing investment in agricultural value chains, which in turn provide attractive opportunities for rural families, particularly women and youth, to develop confidence, skills and ultimately their own businesses. We can help farmers to grow crops to a high level of success, improve productivity with access to optimal seed varieties, inputs, training and markets, whilst improving the livelihoods of their dependents with better nutrition, access to healthcare and control over their own income. This consistent program to impact smallholder livelihoods, combines in the long-term to deliver resilient, sustainable farming communities. Ultimately, our strategy therefore aims to help slow down rampant urbanization by developing prosperous rural industrialization. Through the establishment of our successful core business operations, focused CSR projects can introduce further SME development that uplifts some of the region's poorest families.
Further to our agricultural footprint, our Energy business now provides direct solutions to some of the most pressing challenges to Africa's prosperity: the demand for rural electrification whilst leap-frogging the fossil fuel era. Already we have seen how effective our remote powergenerating facilities are in servicing large communities that immediately benefit from a range of livelihood improvements.
As we prepare for an exciting chapter of greater collaboration with development partners to meet defined social and environmental impact, we also continue to build a more robust sustainability agenda to support our operations. With improved measurement and reporting available to set realistic goals, quantify performance and adapt to change, we are confident that our E&S management has greater capacity than ever before to meet new challenges. Our systems will be designed to concentrate our purpose towards ambitious social and environmental goals for 2020, set out in the Sustainability Report (page 11) and assigned as the focus of our attention over the next 5 years.