Kola Karim grew up in Lagos, Nigeria, and built Shoreline Group into one of West Africa's most significant energy companies. But what sets his story apart isn't the scale of the business — it's the conviction that drove it.
Starting With a Principle
When Karim launched his first energy venture, he made a decision that baffled his business partners. He committed to channelling a significant percentage of every contract into community development — schools, clean water, healthcare clinics — in the regions where his company operated.
The argument against this was straightforward: in a capital-intensive industry like energy, every dollar matters. Diverting funds to social projects before the company was profitable seemed naive at best, financially suicidal at worst.
What Happened Instead
The communities where Shoreline invested didn't just benefit — they became partners. Local cooperation meant fewer delays, fewer disputes, and stronger relationships with government agencies. Projects that would have taken competitors years to negotiate moved ahead in months.
The financial return on community investment wasn't just ethical. It was strategic. But Karim insists the strategy was never the motivation. "You can't give in order to get," he has said. "You give because it's right. What comes back is a bonus."
Scaling Generosity
Shoreline Group now operates across multiple African nations. Karim has funded educational programmes, healthcare initiatives, and economic empowerment projects that have impacted hundreds of thousands of people. His approach has been studied by business schools as a model for values-driven enterprise in emerging markets.
What This Means for You
Generosity and business aren't enemies. In fact, some of the most resilient businesses are built on a foundation of genuine care for the communities they serve. You don't have to choose between doing well and doing good. Often, doing good is exactly how you do well.