Seeing our businesses transform and achieve milestones of this scale even through waves of uncertainty, I am confident that the unique expertise and competitive advantages that IBL has developed over the years are built on solid foundations. This is why I am full of optimism for our Beyond Borders Strategy, which also gathered steam during the year and will carry the group into the next phase of growth.
Our regional office in Nairobi has a strong team in place to facilitate the development of our network and M&A activities in the region. In June 2022, we reached an agreement to invest in Naivas International, which marks not just one of the major highlights of the year, but also a major milestone in IBL's history. Alongside a consortium of investors, including French and German finance institutions Proparco and DEG respectively, we acquired a combined 40% stake in Kenya's leading supermarket chain in terms of market share and numbers of stores. The acquisition was led to fruition by brilliant M&A, legal and operational teams, making it IBL's highest-value acquisition in terms of figures since our existence.
This investment was considered carefully and we are satisfied that it fulfils our strict investment parameters and objectives. Naivas, which currently has 84 outlets across Kenya, is the fastest-growing supermarket chain in the country thanks to its strong business model and footprint in the mall space. Opportunities for cross-fertilisation are sizable. Our capital, management expertise and governance practices should provide the impetus for Naivas to scale up its network in new cities and regions. For IBL, this is an opportunity to leverage synergies with our logistics, healthcare and renewable energy activities. Much like Winners, Naivas is present in the small towns and villages and is deeply connected to the social DNA of the country, making this acquisition a good strategic fit.
IBL Link is also set to invest in early-stage digital startups in Africa through its new venture capital arm, DotExe Ventures. The fund is still awaiting regulatory approval but is expected to deepen IBL's knowledge of the technological ecosystem and enable us to participate in the extraordinary growth of venture investment in Africa, which stood at US$ 4 billion in 2022. We recognise that there is a learning curve to this craft, and we are committed to it.
Our healthcare operations progressed with the launch of Life Together as the group's new life sciences and health brand. Its mission is to provide traditional and alternative healthcare, with an approach rooted in human values and being as close as possible to patients. Building on our existing expertise in clinical testing and the distribution of pharmaceuticals, we increased our stake in La Clinique Bon Pasteur and acquired NovaLAB to strengthen our clinical R&D activities. Other projects are advancing, such as the construction of C+S as part of a Health and Wellness destination on the West Coast and unique home hospitalisation services in the North. The cluster is confident that its strong knowledge base will enable it to capture market share in the Indian Ocean and mainland Africa. Several partnerships are being explored to this end.
Likewise, Renewable Energy is an attractive area of growth. The Seafood cluster's circular business model and Alteo’s production of biomass energy are meaningful examples of the expertise IBL has developed in niche areas. To take its ambitions further and tap into highly selective solutions beyond solar power, IBL Energy confirmed the addition of new members to its Board. Energie des Mascareignes, a biogas plant launched in December 2021, will further close the loop on waste emanating from Princes Tuna sites, bringing it closer to its vision to become carbon neutral by 2030. Another project set to revolutionise energy production is the deployment of the world's first airborne wind system on the East Coast of Mauritius, which has the potential to significantly reduce the dependence of fossil fuels in the Indian Ocean.
Once again, I would like to emphasise the importance of having the right talents and expertise as we forge ahead in our regional expansion. With this in mind, I am pleased to announce two new important additions to IBL's Board of Directors: Georges Desvaux and William Egbe, who hail from France and Cameroon respectively. They are recognised global leaders with a wealth of experience in Africa, who will both contribute unique perspectives to our growth plans on the continent.
Alongside this, our Human Capital strategy continued to evolve to support our overarching objectives and regional ambitions. Continuous training, talent management and leadership development through the IBL Performance Academy will be critical in ensuring that our workforce is equipped with the skills, capabilities and growth mindset to succeed both in Mauritius and abroad, and that we nurture a strong pipeline of top-tier leaders to steer the implementation of our strategies. It is worth mentioning that over 209 employees across the group expressed an interest to relocate to East Africa in pursuit of their professional and personal ambitions. Pages 84-88 lay out how IBL's Human Capital function intends to play an instrumental role in facilitating the expatriation of our team members to East Africa.