Strides Magazine

ISSUE 12 AUGUST 2021

Orange Money Celebrates 10 years

Lucara Continues to shine

Botswana Bwp 25 Other countries $ 3.50

Q. Are there side effects for the COVID-19 vaccines?

A. COVID-19 vaccines are fairly new but the following side effects have so far been reported:

PAIN

FEVER

HEADACHE

SWOLLEN LYMPH NODES/LUMP ON THE ARMPIT

* The benefits of the vaccine outweigh the side effects.

#ArmReady #FAQ’s Ministry of Health & Wellness COVID-19 CALL CENTRE: 16649 Vision: A Healthy Nation by 2023 Values: Customer Focus, Botho, Timeliness, Equity, Teamwork

Orange Money Milestones

- Launched Orange Money - Launched Softcell as an OM distribution partner

- New partnership with DSTV - Launched Choppies as an OM distribution partner

- Partnership with BEC, Liberty life, BIC and Tati land board

- Partnership with Bayport.

- Launched Orange Money local visa card(1st in the market) - Launched the Motlakase service

- Relaunched the international visa card.

- Launched Bank to Wallet Absa Bank Botswana.

- Partnership with LegalWise

- Launched Airtime Centre as an OM distribution partner - Launched Sefalana as an OM distribution partner

- Launched international money transfer-Zimbabwe Ecocash.

- Partnership with Tupperware and Tlokweng land board.

- Launched Bank to Wallet Standard Chartered Bank.

- Partnerships with Babereki and Water Utilities.

- Partnerships with Covid-19, BFA, BLLAHWU and Penrich.

- Expansion of international money transfer(Nigeria Paga, Ghana MTN, Kenya M-PESA, Tanzania M-PESA, Uganda MTN & Airtel, Zambia MTN & Airtel, Malawi Airtel, South Africa Hello Paisa & Mama Money.)

- Launched Wallet to Bank with Standard Chartered Bank

- Launched MasterRemit Australia (international money transfer) - Partnership with Express Credit, CEDA, LegalGuard, AlphaDirect, BitsaRide and FSG. - Launched Card to Wallet.

CONTENTS

AUGUST 2021

ISSUE 12 VOL 3

BECI and Stanbic Bank pact to create positive business impact offering cutting edge Bancassurance 8 AfCFTA, the long road to Africa’s promised land of trade and prosperity

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Deloitte launches effort to address health care equity in Africa 14 Responding to COVID-19 with Agility and Sustainability 16

Orange Money commemorates 10 years of Innovative & inclusive mobile money solutions 18 Trends that will Mold or Break the Insurance Industry

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Bisate kwanda day lounge a first of its kind in Rwanda 22 Top five leadership skills part one

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How to financially survive difficult times Part 2

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FirstCred: In the path to Invest in the Growth of Small Enterprises

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Lucara continues to shine

30

Masama Coal Mine boosts Minergy

31

Wombs for rent? Surrogacy as an option for having your own biological children

32

When The Applause Goes Silent, We Are Alone And One With Ourselves.

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August 2021

Dumelang!

My name is Araba Holladine.

I am Hollard Life’s WhatsApp Customer Service Agent and I am here to help you connect to the world of Hollard Life!

To get a hold of me, send ‘Hi’ to +267 76 230 009 any time and I will be glad to assist with any of the following; • • • • •

General information about Hollard Life Hollard Life products Access to your Policy information Submitting and tracking claims Submitting KYC documents

I can also connect you to any one of my colleagues, for further assistance! Looking forward to hearing from you.

#EnablingBetterFutures

www.hollard.co.bw Hollard Life Assurance Company of Botswana (Pty) Ltd, BW00000415081

Tel: +267 363 3060/3000

Fax: +267 319 1706

Office: Private Bag BR 203, Gaborone, Botswana Plot 64511, Fairgrounds, Gaborone, Botswana

from the editor

PUBLISHED BY Strides Publications (Pty) Ltd EDITOR Ephraim Banda WRITERS Wame Mhlanga Henry David contributors Aobakwe K. Sentle Dr. Wilbert Mutoko Tumelo Sejo Boitumelo Chikumbutso Chapusa Hotwire PRC Coach Princess MARKETING & ADVERTISING sstridemagazine @gmail.com CONTACTS +267 73319723 +267 77625030 DESIGN/LAYOUT Jon +267 71362491

All information is supplied without liability. Although the publisher has taken all precautions to ensure that the information is correct at the time of publication, the publisher and their agents do not accept any liability, direct or indirect, for material contained in this publication.

No part of this publication may be reproduced in any form or by any means without prior written permission of the copyright owners.

expand your business horizons

77625030 stridesmagazine 73319723

Something can be done about it

W

e are in an era that demands that we not only think progressively but also accompany such thoughts with equivalent action if we are to change the status quo.

The Covid-19 pandemic has, to a certain extent exposed our tendency as a people.

Many expect ready-made solutions to life challenges and as a result end up between a rock and a hard place.

As regards the pandemic, people are looking up to governments which in turn are waiting on pharmaceutical companies or in some cases donors to deliver the muchneeded jab.

While we may not instantly change the current situation, I believe something can be done to change things on multiple dimensions especially on the African continent.

Just as food for thought, Pfizer Inc. an American multinational pharmaceutical and biotechnology corporation was founded by Charles Pfizer and Charles F. Erhart in 1849 while Johnson & Johnson was founded by the Johnsons in 1886.

These individuals saw the need in society and decided to do something about it.

Today governments are looking up to them for help in saving lives.

I am convinced the time is now for individuals and companies in Africa to focus on new horizons not only in health but across all sectors of enterprise. We can face our challenges and work at providing the

sstridesmagazine@gmail.com Strides Magazine

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solutions without waiting for others to do it for us. Something can be done about it and it is a must.

If it proves hard for an individual or company to achieve the impossible then collaboration is the way go until something positive happens.

That said, I would like to thank you for taking time to read our August issue. Interestingly, our cover story is on collaboration between insurance giants BECI and award winning Stanbic Bank Botswana. It is a great thing to see experts in their respective fields coming together to provide bespoke stakeholder solutions.

As you go through this issue which has an assortment of articles on trade, insurance, personal finance, mining, leadership and many more, keep in mind that something can be done about that personal, community or business challenge.

Yes, its possible, something can be done about it! Enjoy and be inspired to act for positive change.

Ephraim Banda

COVER STORY

BECI General Manger, Cowell Habana

BECI and Stanbic Bank pact to create positive business impact offering cutting edge Bancassurance Strides Magazine

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August 2021

By Henry David

The signing of a Memorandum of Understanding (MoU) between Export Credit Insurance & Guarantee Company Botswana, trading as BECI and Stanbic Bank Botswana is a collaborative milestone anticipated to culminate in a positive impact on the Botswana business landscape.

The pact was inked by BECI General Manager Cowell Habana and his counterpart, Stanbic Bank Botswana Head, Wholesale Clients Segment, Sheperd Aisam.

Habana said the collaboration will draw on the strength and capacities of the two entities to provide sustainable stakeholder interventions.

“At BECI, stakeholder collaboration is key and it’s one of the strategic objectives of the entity. In this particular instance, I would like to highlight that Bancassurance, where Banks and Insurance companies work together, is an important initiative towards collaborations and takes advantages of our strengths and capabilities. The collaboration spreads risk across BECI and Stanbic and increases capacities so we can service our stakeholders better,”said Habana.

Habana urged the business community to fully utilise the opportunities availed by the collaboration noting that it will remain a piece of paper in the absence of effort to make it a success.

“I implore our business people to take advantage of these synergies and grow their business accordingly. I urge promoters to use this collaboration to leapfrog into new markets and play a meaningful role, especially in the continent and take advantage of the intents of African Continental Free Trade Area (AfCFTA),” said Habana, adding, “It is the collaborative efforts and initiatives that we shall implement together that will make it a reality, which has

Through our partnership with BECI, these paths will certainly lead to Botswana’s economic growth and fuel the success of our local entrepreneurs.

- Aisam

Stanbic Bank Botswana Head, Wholesale Clients Segment, Sheperd Aisam

a positive impact on the economy of Botswana and help to create a better future for everyone. I wish to indicate that the MOU shall be underpinned by deliverables, and SMART targets shall be set so that we can work towards attaining the purpose of the MOU. We shall have a monitoring and evaluation mechanism in place as we would like to create real opportunities for our value chains with this MOU.” In his remarks, Sheperd Aisam said Stanbic Bank Botswana believes that the success and dreams of its business clientele need not wholly be deferred when there is ample opportunity to work together to make these dreams a reality.

“This is what has led to our strategic partnership with BECI, which is aimed at collectively driving Botswana’s growth. To date, they have supported Strides Magazine

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credit transactions amounting to P12.3 billion, a testament to their resolve in driving the growth of our economy,” said Aisam.

He said Stanbic Bank takes pride in its ability to offer solutions that help clients through their growth journeys and supporting them take unchartered paths.

“Through our partnership with BECI, these paths will certainly lead to Botswana’s economic growth and fuel the success of our local entrepreneurs.

We do this as part of our unwavering commitment to our purpose, Botswana is our home and we drive her growth.

This continues to be a key component in our collaborative efforts to improve lives and uplift the communities we serve. We understand that by working together, we can find new ways to make dreams possible for our people, our

COVER STORY

We understand our responsibility to extend ourselves beyond just banking by adding value through providing exposure, information and our expertise to our clients.

-Molimi

Stanbic Bank Botswana Head of Transactional Products and Services, Kabo Molimi

customers and our communities. Today marks the first step we take together along what we are confident will be a prosperous journey to creating a lasting legacy,” elucidated Aisam.

Unveiling the pact, Stanbic Bank Botswana Head of Transactional Products and Services, Kabo Molimi said the benefits of the partnership includes, joint seminars for SMME’s focusing on export development, guarantee cover/ facilities credit insurance/ insurance cover on bank debt, enhanced product offering through credit insurance, opportunity to connect companies supporting importation/exportation of goods and services into and outside Botswana, provision of back-to-back guarantees in order to support banking

facilities, credit insurance to cover bank debt, create access to the Accelerate for sustainable entrepreneurial development processes and as a shared working space, provides transactional and digital banking solutions designed for SMMEs, Business Banking and Wholesale Banking Clients and ease of doing business with China through the Africa China Banking proposition.

“We understand our responsibility to extend ourselves beyond just banking by adding value through providing exposure, information and our expertise to our clients. We do this, to foster an environment that facilitates their growth and success. We are a business that values the importance of collaboration and partnership as a driving Strides Magazine

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force to promulgate change and progress. This is but one example of that in action. It is an example of what can happen when two parties come together to ideate, act, and commit to solving for common challenging and with a view towards delivering real solutions,” said Molimi.

COVID-19 Loan Guarantee Scheme From May 2020, BECI has been administering a P1 Billion COVID-19 Loan Guarantee Scheme which was unveiled by the Botswana government through the Ministry of Finance and Economic Development.

According to BECI Sales and Marketing Manager, Rocky Ramalefo, the scheme is part of government’s economic response to the COVID-19 pandemic.

“According to the guidelines from the Ministry of Finance and Economic Development who are the custodian of the scheme, The purpose of the Scheme is to provide eligible businesses affected by the COVID-19 pandemic access to credit from banks established by Botswana legislation and commercial banks licensed in terms of the Banking Act (“Banks”) to support ongoing business operations. The Scheme is to encourage lending to qualifying businesses by offering a partial Government guarantee of 80% to Banks against losses on qualifying loans to eligible applicants. The Banks shall retain the remainder of 20% risk of the financed facility,” said Ramalefo.

He said the financing under the scheme is to cover for working capital, operations and administrative expenses so as to stabilise operations that were adversely affected by the COVID-19 pandemic. However, items of capital nature are not supported by the scheme.

He noted that the facility which attracts an interest of prime plus 0.5% to 0.75% and subject to a maximum

term of 4 years or 48 months is not a substitute for conventional lending that would otherwise have been taken by the participating banks.

“In line with the set guidelines, the banks shall approve qualifying applicants in accordance with their standard internal processes and credit risk policies. Interested companies must apply for the finance facility with their respective banks. It is the banks that will in turn apply to BECI for the approved finance facility to be guaranteed by the Scheme. The banks will undertake full loan recovery process against defaulting borrowers and provide evidence of such process before calling on a guarantee,” said Ramalefo.

BECI Sales and Marketing Manager, Rocky Ramalefo

On eligibility, Ramalefo indicated that all business sectors are eligible for the subsidy with the exception of businesses with direct Government shareholding and Government aided entities, non-governmental organisations as well as Parastatal Companies.

“The guideline demands that the business must be tax compliant, duly registered with the Companies and Intellectual Property Authority (CIPA), have been operating and bankable for at least a year prior to 03 April 2020, demonstrate how COVID-19 has disrupted their business, and provide a sustainable business model,” explained Ramalefo, adding, “ The maximum facility to be granted for any one beneficiary shall be P25 million, subject to the following qualifying credit criteria: Loans from P0-2 million - turnover of up to P5 million in the last 12 months prior to 03 April 2020; Maximum of P5 million - turnover of up to P10 million in the last 12 months prior to 03 April 2020; Maximum of P10 million - turnover of up P25 million in the last 12 months prior to 03 April 2020;and Maximum of P25 million - turnover of P50 million up to P100 million in the last 12 months prior to 03 April 2020.”

Ramalefo said BECI has under the

scheme guaranteed P80 Million while the participating banks have guaranteed a combined P20 Million making a total of P100 Million or ten percent of the P1 billion available in the scheme.

In his analysis, Ramalefo notes that the Botswana COVID-19 Loan Guarantee scheme performance has been at par with similar schemes in the Southern African region which have seen an average uptake of ten percent.

In addition to the participating banks and Ministry of Finance and Economic Development, BECI has also been working with The Bankers Association of Botswana (BAB). The COVID-19 Guarantee Scheme is still accessible to businesses until 2022.

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In line with the set guidelines, the banks shall approve qualifying applicants in accordance with their standard internal processes and credit risk policies. Interested companies must apply for the finance facility with their respective banks.

- Ramalefo

TRADE

T

here is little doubt that the African Continental Free Trade Area (AfCFTA) is one of the golden keys to unlocking the continent’s long-term economic prosperity.

The free trade area has been a long time in the making, and there are still considerable hurdles to overcome, not least of which is the requirement for each member state to deposit their full schedule of zero-tariff goods and services. Some states also have valid concerns about whether infant industries should be protected from stronger country or industry players, while financing and political risks remain.

Then there are the non-tariff barriers in restrictive regulations affecting the ease of border crossings and product safety requirements, and requisite approval processes.

AfCFTA, the long road to Africa’s promised land of trade and prosperity The African Continental Free Trade Area (AfCFTA) has been touted as the supercharger of Africa’s long-term economic success. Here, Lesley Bradley, Corporate Director, at Absa Bank Botswana, looks at how far we have come and what needs to be done.

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But as the milestones are ticked one by one, we should not lose sight of how far the continent has come in creating a single and unified African market to deepen trade and economic integration.

From the 1980 Lagos Plan of Action of the then Organisation of African Unity, the forerunner to the African Union, to the 1991 Abuja Treaty, which created the platform for free trade areas, Africa’s path to economic freedom and prosperity is marked by steady and measured steps of progress.

We should not be under any illusions as to the size of the undertaking in putting a continental free trade area into place. Europe created a single market for the movement of goods, services, people, and money in 1993, and the ensuing years have seen the European Union bloc grow to include more countries, the healing of the deep historical divides of the past, and the adoption of a single currency. So even though Brexit caused a rupture in the EU family of nations, it bears remembering that Croatia became the 28th member state in 2013.

In Africa, we seek to create a single

market comprising almost double the number of EU states. Furthermore, the EU has its genesis as far back as 1950 when six founding countries – Belgium, France, Germany, Italy, Luxembourg, and the Netherlands – formed the European Coal and Steel Community in a bid to unite European nations economically and politically in the wake of the end of World War II. It can be daunting when one looks through the lens of needing to bring together 54 individual and diverse countries into a single market. But already, we have eight regional economic communities with varying levels of liberalisation, so while we still have a long way to go, it is not as far as 54 completely disparate entities.

So, where does African find itself today in terms of AfCFTA? The 1st of January 2021 was the go-live date of the Free Trade Area.

This meant that those countries whose Parliaments had ratified the agreement and deposited a schedule of tariffs under which 90% of the goods will be zero tariffed goods and services were permitted to trade under the area.

Countries that have still not deposited their schedule of tariff-exempt goods and services have been given until the end of June 2021 to complete this, which is very transformational in and of itself because, instead of having sets of levies for various imports and exports, the majority of those defined goods and services will be subjected to zero tariffs.

There are still important issues to clarify, including broad agreement and acceptance around the question of rules of origin and intellectual property and how this impacts the value of components added as part of the value chain.

Can Africa pull this off?

The other big and seemingly eternal question revolves around infrastructure, or the lack thereof across the continent.

There is a ready acceptance that Africa has an enormous infrastructure deficit, and by all accounts, the annual required spend is well upwards of USD100 million over at least the next decade, amounting to around USD1 trillion.

And while that is a daunting figure, the reality is that Africa will bridge the infrastructure gap because of the enormous potential and gains inherent in seeing the creation of a single inter-connected market. Moreover, global corporates, asset and fund managers see the opportunity presented by a single market in Africa and the potential evident in factors such as labour competitiveness that make the continent supremely primed for manufacturing and large-scale industrial development.

We already see essential infrastructure projects across the continent underway that will add to the growing network of roads, rail, port, and other notable infrastructure development nodes. This is critical because, as more infrastructure projects are completed, these will generate increased confidence among global investors and finance institutions demonstrating that Africa is on

In Africa, we seek to create a single market comprising almost double the number of EU states.

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the right track. It also counters the narrative of Africa’s dismal record in moving projects to successful closure.

Added to this is a solid political will to make AfCFTA succeed. The issues around non-tariff barriers such as delays with customs as one example can sink the very best initiatives.

However, the AfCFTA Commission has established a digital platform whereby countries and any person involved in the trade of goods and services can flag issues that hamper the effective and efficient trade movement. This points to a commitment to engage with key stakeholders to ensure that critical issues are addressed.

Digital infrastructure will play a critical role in facilitating the workings of the free trade area. For example, the registration of businesses and the movement of goods across borders and general business administration requirements are completed quickly and seamlessly.

As we have seen with Absa Regional Operations (ARO), the COVID-19 pandemic and large-scale drive towards digital transacting speaks to the very future of the free trade area and how business will increasingly be conducted.

By its very nature, digitisation drives integration much faster than regulatory reform as entrepreneurs and SMEs seek innovative solutions.

The current reality and the challenges are stark. According to the World Bank, Africa has a population of 1.3 billion people with a combined gross domestic product estimated at USD3.4 trillion.

Yet, despite its abundant resources and riches, the continent only contributes around 3% to total world trade, while intra-Africa trade sits below 20% of total trade on the continent.

For the first time, Africa is gearing up to ensure that the value found on the continent is to the ultimate benefit of African economies and her citizens.

HEALTH

Ashleigh Theophanides, the Africa Life Sciences & Health Care Industry Lead at Deloitte

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Deloitte launches effort to address health care equity in Africa

D

eloitte launches effort to address health care equity in Africa Deloitte has announced the launch of the Deloitte Africa Health Equity Institute (DAHEI), which uses data and analytics, research as well as strategic partnerships with government and health care organisations to advance health care equity in Africa.

Speaking before the launch, Punit Renjen, Chief Executive Officer, Deloitte Global, said DAHEI will first start with COVID-19 response.

“The COVID-19 pandemic laid bare the persistent and deep-rooted challenges of ensuring equitable health outcomes for all. As a global society we were forced to face the fact that, even in the 21st century, communities around the world still lack basic medical care as a result of underfunding in public health infrastructure. COVID challenged us all – public and private sector alike – to re-think the status quo in order to rebuild and reinvest in more equitable and affordable health care infrastructure,” said Renjen.

Speaking along the same vein, Lwazi Bam, Deloitte Africa CEO, said in South Africa, DAHEI has already been involved in work that has supported government’s COVID-19 response.

“The Deloitte Africa Health Equity Institute has been set-up to help respond to healthcare inequality, one of the greatest challenges of our times. This is especially needed in a continent like ours where fragmented health systems, the divide between public and private healthcare as well as socio economic conditions puts healthcare beyond the reach of many. We are immensely proud of this initiative,” said Bam.

Ashleigh Theophanides, the Africa Life Sciences & Health Care Industry Lead at Deloitte, who heads up the institute, says Deloitte is expanding its long-term commitment to aligning healthcare ecosystems of Community Based Organisations, government agencies, academics and the private sector in order to achieve better healthcare outcomes.

“We aim to use the pillars of data and analytics, knowledge and evidence as well partnerships and our expertise to address some of the health care challenges faced by our communities across the continent,” says Theophanides.

Deloitte has already done extensive qualitative work in South Africa’s COVID-19 response. The firm supported Business for South Africa (B4SA), the business body created to guide business response to Covid-19, in creating a technology platform that was used to monitor the demand for Personal Protective Equipment (PPE) in SA. This covered the value chain from procurement stage to identifying supply gaps and delivery in areas of acute need across the country.

Deloitte has also helped develop geographical spatial modelling to map the spread of infections in densely populated areas and help identify locations for isolating facilities. Epidemiological modelling has been used to project the demand for ICU and high care beds, while public transport modelling was used to estimate number of daily commuters, and thus rate of infections, across various modes of public transport when the economy was being gradually opened up last year.

In other parts of the continent, DAHEI Strides Magazine

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helped some governments monitor and improve their public HIV/Aids treatment programme and strengthen the capacity of their primary health care programme, both of which mostly benefit the poor.

The institute also assisted various parts of the health sector improve monitoring and value for money for donors including the Global Fund, USAID and the World Bank, most of which is directed at the poor and marginalised.

Theophanides points out that a key pillar of the institute’s work is investing in community-based NGOs dedicated to addressing a broad set of systemic barriers to health care. Last year, Deloitte offered its service for free to the international health NGO Project Hope, which offers health care support services in the developing world, to draft its five-year strategy including fundraising and help it strengthen programmes such as COVID-19 response.

The institute has also developed playbooks, or planning tools, that can be used by health care organisations and various spheres of government to plan for various phases of COVID19 responses. The playbooks provide COVID-19 recovery scenarios aimed at the social sector, a guide to setting up vaccination sites for community and mass vaccination, as well as research guide based on how densely populated cities can build and finance resilient and equitable healthcare systems.

Globally, the Health Equity Institute already has a partnership with the World Economic Forum, and Theophanides says they will be looking to set up similar ones on the continent.

HEALTH

Responding to COVID-19 with Agility and Sustainability I t is now a tale as old as time, or at least it feels that way, for it oftentimes feels hard to remember life before COVID-19. Let’s journey back for argument’s sake, however.

The COVID-19 outbreak started in December 2019 in Wuhan, China, with more than 76,000 cases but struck worldwide in March 2020. The World Health Organisation (WHO) declared it a pandemic around the same time because COVID-19 had an extraordinary impact on almost every country in the world. The world as we knew it changed and our so-called “new normal” reigns supreme today in many ways.

By Johannes Ralegoreng – The BIHL Group Service Delivery Manager – IT

Organisations in various sectors worldwide were badly affected and have seen their revenues drop substantially in a matter of weeks, and in some cases, dwindling to almost nothing. This remains the reality for many. Countless companies have taken and continue to take reactive steps to ward off major losses, such as establishing remote work arrangements, securing supply chains, reducing employee workload, cutting costs, and applying for Government support.

The pandemic continues to drive significant increases in market volatility nonetheless, with stock markets across the globe losing considerable value.

Governments and monetary authorities around the world responded swiftly with varied measures to try and combat the impact of COVID-19 on public Strides Magazine

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health and its unavoidable impact on economic growth. Governments, including our own, have worked to establish relief funds, protocols and policy to help safeguard people as well as the economy.

Countries started imposing measures from travel bans to lockdowns to help curb the rising infection numbers with the Government of Botswana declaring a state of emergency, instituting a lockdown and closing borders as a means to curb the spread of the virus. The COVID-19 pandemic has had a severe effect on the economy in Botswana and the Government announced a P2 billion relief package and several measures to relieve businesses impacted by the virus. Our private sector has equally been strong to step to the plate and offer relief in many forms, as well as contribution to and support of Government efforts.

There is no denying that the spread of COVID-19 is changing how we live and work in ways we would not have thought possible a year ago. Today’s new normal for businesses includes work-from-home difficulties, many simultaneously sick workers, disrupted supply chains, cash crunches, uncertain compliance obligations, and the mechanics of applying for new government programs. Today we ask ourselves in the corporation continuum what model approaches are we to incorporate in our businesses to increase revenue and will in new customers.

At the BIHL Group and indeed across our Subsidiaries – Bifm, Botswana Life and BIC - we set a clear strategy that included a lot of these aspects. The issue of business continuity and feasibility needed to balance out against the very real need for human wellbeing.

We are all learning and evolving as this pandemic has forced tremendous agility and resilience and everyone moves at their own pace. We benchmark on leading partners as well as set our own course, but it would be silly not to unite as a community and appreciate shared learnings as well. Maybe the question for all of us corporates, then, is: ‘What model approaches are we to incorporate in our businesses to increase revenue and will in new customers while we adhere to COVID-19 regulations and care for our communities?’. This goes beyond simply looking at business survival and profits, but has an inherent focus in grasping a more balanced outlook at ESG matters, and creating shared value as we unite through this period, always knowing we are stronger together.

Provision of sanitisers, masks and checklist posters as reminders of core non-negotiables as well as temperature checks for those in the office of Health and Wellness. Psychosocial support was provided to employees and Facebook and WhatsApp platforms were put in place for employees to interact with each other. These platforms were even more important for BIHL staff who were not able to work during the lockdowns as they were kept informed of group developments. Our primary objective was to keep everyone involved, whether actively working or not, and to reduce stress especially for those employees who may have been concerned about job security.

When the lockdown was first announced, we established a crisis management team and immediately activated our crisis management response. The BIHL Group’s operations were declared essential services and the Group continued to operate on a limited staff basis, with only core staff on site. With our approach to COVID-19 regulations, we developed a hybrid remote working policy that prioritised those who were required to work during lockdown. We procured additional laptops for our key resources working from home who previously had desktop computers, and we acquired additional PPE for those who remained in the office.

Provision of sanitisers, masks and checklist posters as reminders of core non-negotiables as well as temperature checks for those in the office; this is now standard for many businesses, though not all are capable or have the means, and where we can support them in that regard, we must. In addition to the health protocols, we developed a rapid response checklist which assisted management with the identification of risks and vulnerable points in the value chain. The checklist was instrumental in the successful mitigation of operational, financial (liquidity, solvency and expense management) and human capital risks. The rapid response checklist has been very helpful to the business whenever a major event like a lockdown is announced with our responses guided by the detailed processes in the checklist. We continue to build onto the checklist to make it more robust and adaptable for future use.

Beyond the robust health and safety policy which is in place, we implemented policies around office work and general protocols as advised by the Government Task Force and Ministry

COVID-19 continues to be the key risk for our business, affecting not only our employees, but the general public and business activity overall.

We have maintained our protocol Strides Magazine

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of decongested offices by allowing employees to continue to work from home and in shifts. The future of work is certainly a concept and an opportunity to be explored. We conducted an employee survey to gauge employee morale during this period. The results were overwhelmingly positive, with the majority of participants revealing that they felt informed and that the business took proper care of them whether at home or in the office.

To the public, which includes our customers and partners, our model approach included a premium holiday dispensation for Botswana Life clients, premium discounts for BIC clients and financial assistance to distribution partners to the value of P11,5 million; and annual Global Financial Summit replaced by a series of webinars. The BIHL Group contributed P4,5 million towards the support of the Government’s relief efforts in managing the spread of COVID-19. The funds were channelled to the Ministry of Health and Wellness, specifically for personal protective equipment (PPE) for health and emergency services workers and to aid in the fight against the pandemic.

We continue our prudent reserving approach and capital management philosophy as well as appropriate risk management processes which, coupled with a well-capitalised business and the diversification strategy, has ensured the Group’s resilience thus far. We are not a business that operates in a silo, however, and we continue to discuss, learn and lean on key stakeholders on how and what to do better in. Our ability to learn and listen has been integral to our efforts in many ways.

FINANCIAL INCLUSION

CEOs, Dr. Patrick Benoni, Orange Botswana and Mr. Seabelo Pilane, Orange money

Orange Money Commemorates 10 Years of innovative & Inclusive Mobile Money Solutions Strides Magazine

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Orange Money CEO, Seabelo Pilane

L

aunched as a division within Orange Botswana in 2011, Orange Money this July celebrated its Tin also known as Aluminum anniversary of being a leading independent provider of innovative and mobile money solutions in Botswana.

In commemorating this milestone, Orange Money is proud to be impacting lives through direct customer support and reaching out to communities and creation of shared value.

Currently, Orange Money has been able to service 30% of Botswana’s addressable market and continues to be a leader in its place by providing innovative solutions and services intentionally designed to empower Batswana and its wide clientele.

Orange Money Chief Executive Officer Seabelo Pilane said was the first to introduce the mobile money service despite Botswana having a highly banked population.

“Orange was the first to introduce mobile money services by rolling out Orange Money in 2011; the typical question on the market was whether it had a fighting chance, considering that mobile money services traditionally have limited success in markets that have a high banked population such as Botswana. However, we were silently confident and stood the course, today

we are proud to say Orange Money is the leading mobile financial services provider in the country since its inception 10 years ago,” said Pilane.

The 10-year anniversary comes swiftly after more great news for the business and a true testament to its ambition and resolve, as Orange Money Botswana (Pty) Ltd, became an independent and stand-alone business, a 100% subsidiary of Orange Botswana. This decision followed Bank of Botswana’s implementation of regulation on Electronic Payment Services under which the Orange Money service falls. The transformation is indeed yet another first in market, adding to an already growing bevy of firsts by the leading telecommunications brand.

“This is a tremendous milestone for Orange Money Botswana and all within our fold. Our products and services portfolio has grown leaps and bounds since our initial offering of basic mobile money service such as cash-in, cash-out & person-to-person transfers; over the years we have worked on more sophisticated but simple to use services to enable the growth of Orange Money culminating in notable achievements we are very proud of,” said Pilane.

Some of the major key milestones of Orange Botswana in the decade to date include the 2013 launch of the Orange Money Visa Card, a first for

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Botswana mobile market; the launch of Bank to Wallet with leading local retail banks; introduction in 2018 of International Money Transfer (IMT) between Botswana and Zimbabwe; and the 2019 expansion of this service to include Nigeria, Ghana, Kenya, Tanzania, Uganda, Zambia, Malawi and South Africa. In 2021, Orange Money also launched the Card to Wallet service and Bill Payment solutions, taking financial inclusion and convenience to even greater heights.

Orange Money today proudly sits in great company with esteemed partners and collaborations including but not limited to: DStv, Legal Wise, Water Utilities Corporation, Tupperware, Legal Wise, Babereki, Neolife, Bayport, Thito Holdings, Express Credit, Red Cross, CEDA, Absa Bank Botswana, Standard Chartered Botswana, Softcell, Choppies, BEC, Liberty Life, BFA, BLLAHWU, Penrich, BIC Tati Land Board, Alpha Direct, BitsaRide, FSG. Orange Money looks forward to decades more to come of even greater and more inclusive payment enablement, providing Batswana with innovative and relevant solutions that best suit their lifestyle. The business commits to continuing to provide Batswana with innovative solutions that enable them to be closer to what matters most to them.

INSURANCE

Trends that will Mold • Digital transformation modifying Business Processes • Diversifying Service Offerings to Meet Changing Markets • BIC shifting from Legacy-focused to Innovation focused?

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By William Surmon, Executive Head: Sales and Marketin

In a more radical thought process, BIC has had to truly consider a complete shift in their company culture: whether to shift from legacy-focused to innovationfocused.

he best of Insurance companies have been widely revered for their conservative nature and esteemed for their legacies. These factors have been considered by consumers for centuries while looking for the perfect insurance company. The last few years, however, have witnessed a great disruption in the industry’s way of operating due to an upcoming generation whose behavior is completely dissimilar to the previous ones.

With new industries, customers, risks, and new competitors comes a new world. This new world demands new solutions.

Digital transformation is the utilization of digital tools to modify business processes. Whereas in time past the insurance industry has held fast to their ways of operations, the dawn of Insurtech companies along with COVID-19 has pushed the industry in the digitization direction.

Research from Deloitte indicated that, “Digitization plays an important role in product design, product distribution and service delivery in the insurance industry.”

Incorporating digital into the organization might be costly but it will save companies much more in the long run. At BIC, we have realized that digital transformation has the potential to speed up the marketing of products and service; it has already drastically reduced marketing costs through digital marketing. This has led to lower service costs for consumers and it has unlocked formerly inaccessible markets.

Additionally, diversifying service offerings to accommodate the changing markets and the threats they bring will intrigue the new, tech-survey audience your organization desires to attract. BIC Strides Magazine

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has recently launched their Nkamo and A re Bue virtual offices. Nkamo allows consumers to request for quotes, submit KYC documents, apply for policies, make claim follow-ups, check claim status and rate the service. The A re Bue platform is a feedback system that permits users to provide feedback on services rendered through simply scanning a provided QR code. Another unique offering and solution offered at BIC is the comprehensive cybersecurity insurance which mitigates the rising concerns associated with cyber-attacks. With every new

or Break the Insurance Industry opportunity brought in by innovation, a threat is expected but BIC has found a way to optimize the threat brought in by the technological age.

In the same strand of thought, organization should consider personalizing their digital platforms for a more enhanced consumer experience. Personalization is yet another offering that is reshaping the insurance industry. It is also an arena where budding insurance companies are severely competing. Customers now have information to compare prices, compare products and even observe an organization’s reviews to make decisions on which organization trumps which. This means that providing them with convenient and superior service is what will truly distinguish an insurance company.

As a sales and marketing executive, I always advise our team that customers are aware that organizations are collecting their demographics, their requirements are that these are used to create a seamless and customized consumer experience. Tailoring products and services according to individuals’ demographics and using their names when addressing them on their accounts in the website are examples of what could truly distinguish an organization and put them miles ahead of their competition.

In a more radical thought process, BIC has had to truly consider a complete shift in their company culture: whether to shift from legacy-focused to innovation- focused. Digitally- inclined

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insurers and the needs of the modern customer are putting immense pressure on the more conventional insurance companies. If organizations fail to adopt digital transformation initiatives, their futures will be rather bleak. The consumers they once had and thrived through have changed, so must they.

The direction the insurance industry is heading in has truly been hastened by the pandemic and the pressure from mounting consumer needs. The only way organizations will stay afloat is when they become intentional about investing in their digital platforms and enhancing their digital presence. This decision and how thoroughly it is implemented, will either mold or break the insurance industry.

TRAVEL

Bisate Kwanda day lounge a first of its kind in Rwanda

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ilderness Safaris Bisate L o d g e a t Vo l c a n o e s National Park, Rwanda, is enhancing its guest experience by opening the exclusive Bisate Kwanda Day Lounge, to accommodate early arrivals and later departures. The only lodge in the area to offer this service as part of its fully inclusive offering, guests will be able to shower, change, enjoy a light meal, an in-room massage, or simply relax in Bisate Kwanda’s supremely hospitable and peaceful environment.

“Bisate Kwanda is the first of its kind in Rwanda – a proud showcase of Rwandan creativity, resourcefulness

and commitment to conservation, and a testament to our team, which is dedicated to creating impactful Rwandan journeys. We are delighted to offer this exclusive facility to our guests at no additional cost, maximising their convenience and comfort”, notes Wilderness Safaris Rwanda MD, Rob Baas.

hand-tooled wooden utensils and food boards to delicate crockery, striking entrance floors and hallways, volcanic rock walls and facings, hand-woven baskets and placemats, and garden pots, everything has been designed and hand-crafted by Rwandans to create a truly authentic ambience.

Kwanda is a Kinyarwanda word meaning growth or expansion; a place to gather; a gift – all three of which perfectly sum up the lounge’s unique offering. Located close to the main lodge but tucked out of sight, Bisate Kwanda has local craftspeople to thank for its uniquely Rwandan flavour. From

With four spacious en-suite changing rooms, each with a full bathroom and lounge area with coffee- and tea-making facilities, Bisate Kwanda offers guests the perfect place to unwind after an exciting gorilla trek in the park on the day of their departure. Here they can freshen up, shower, change and

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even request an in-room massage.

Accommodating arrivals at Bisate Lodge from 12:00 onwards, Bisate Kwanda offers guests a freshly prepared lunch, after which they may proceed directly to their rooms. Guests arriving earlier than 12:00 can make use of the lounge before heading to Bisate Lodge to check in. If guests are not trekking, check-out and departure from Bisate Lodge is before 10:30.

However, if they would like to relax in the lounge for a few hours they are more than welcome to do so until the latest departure time at 15:30.

The spacious circular open-plan lounge features a traditional central fireplace, comfortable leather couches and the Bisate Boutique: stocked with local art, and crafts from Rwandan artisans, supporting nearby smaller businesses and ensuring a unique keepsake to take home, it offers a bespoke clothing line created specifically for Bisate, localgrown tea blends, Rwandan coffee, handmade beeswax candles, cow horn art, jewellery, beadwork, woven goods, oils, lotions, and so much more.

Although each enterprise offers something different, they all have one thing in common: a desire to uplift their communities and create a better life for themselves and the country they are so proud of.

With sweeping views of the area’s magnificent landscape, Bisate Kwanda is set in the property’s impressive organic vegetable gardens, from which much of the lodge’s menu ingredients are sourced. The dining area has sliding doors that open to undisturbed views of the garden, which also offers ample space for relaxation.

Bisate Kwanda’s menu comprises seasonal ingredients for freshness, the majority of which are picked fresh from the garden or supplied by nearby communities. For example, red-skinned and wonderfully starchy potatoes are grown in the nutrient-rich volcanic

soil of the surrounding valleys and delivered to the Kwanda’s door. Eggs are also supplied by a local chicken farmer – organic, free range and delicious. Other treats include wild honey, avocados, tree tomatoes, coffee, tea, plantains, papayas, and chilies to name a few. Culinary delights include hearty soups, seasonal salads, gourmet pizzas, focaccias, platters, burgers, sandwiches, desserts, cakes, fresh juices, signature beverages, smoothies, a range of fine imported wines, and of course, the famous Rwandan coffee.

Conservation in Rwanda is celebrated through various displays showcasing Bisate’s reforestation progress, community commitment and Children in the Wilderness projects. A dedicated employee from the agronomist team is available to take guests to Bisate’s on-site nursery, which has already produced more than 100 000 indigenous tree seedlings every year since opening. “We estimate that some 50 000 trees – principally Hagenia, Dombeya, Neuboutonia, Hypericum, Lobelia and bamboo – have to date made it to a stage of maturity that makes them independent of our care. We are extremely proud of our pioneering reforestation programme that has inspired other operators to follow suit, and which Strides Magazine

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has resulted in the return of numerous endemic species to the area”, adds Baas.

A beautiful tribute to Rwandan conservationists working in Volcanoes National Park during the early days of gorilla conservation is included in the main lounge, giving an overview of the personalities behind this important work from the 1970s and ‘80s. Pictures and stories from that time are interwoven with pictures and stories of these conservationists now, some of whom still live in the villages surrounding Bisate Lodge.

Bisate is Rwanda’s first eco-sensitive lodge centered on Africa’s most immersive wild primate experience. Since the launch of Bisate in 2017, Wilderness Safaris’ first lodge in Rwanda, the company’s visionary ecotourism presence in the region has had a tangible positive effect on biodiversity conservation and the empowerment of local communities. Now, with Magashi Camp in Akagera National Park and an exciting conservation agreement in place for Gishwati-Mukura National Park, Wilderness Safaris continues to offer guests life-changing journeys that have a significant and meaningful impact on Rwanda’s local and national economies.

LEADERSHIP

Top five leadership skills part one

By Dr. Wilbert R. Mutoko (PhD, FHEA)

Dr. Wilbert R. Mutoko (PhD, FHEA) is a business doctor, researcher and senior lecturer for Leadership, Strategy, Change Management and Entrepreneurship at Botswana Accountancy College in collaboration with Sheffield Hallam University (UK), University of Derby (UK), and University of Sunderland (UK).

He is a dynamic and entertaining International Inspirational Speaker, Keynote Speaker, Executive Coach, Certified eSpeaker & Online Facilitator, and Author for almost two decades.

Dr. Mutoko has empowered over hundreds of CEOs, directors, and managers to discover their strengths, sharpen their presentation skills, build self-confidence and emotional intelligence, and harness capabilities to build winning teams; to become peak performance leaders with increased profitability.

His three books on financial freedom and relationships are available at Exclusive Books (Riverwalk) and Bala Books (Rail Park Mall). Dr. Mutoko writes in his personal capacity.

For feedback, you can contact him on email: wilbert@wilbertmutoko. com or wilbertmutoko@ gmail.com. Visit Dr. Mutoko’s website: https://wilbertmutoko. com/

Leadership can only be effective if you acquire skills and sharpen them over the years. Some of the top leadership skills include integrity, ability to mentor your juniors, and decisiveness.

Integrity There is no leader who will leave a legacy without integrity.

Integrity refers to honesty and upholding high moral standards.

If you were to rate yourself now, how honest are you on a scale of 0 to 10 (10 being the highest level of honesty)? Do you regard high moral standards? Do you speak the truth? Do you stand for what is right? Do you avoid sexual relationships in the workplace?

It is sad that some people are in leadership positions, but they are corrupt, habitual liars, and they always misrepresent facts.

In some cases, one of the written down organizational values includes honesty. But the honesty is nowhere to be found in action and reality.

The worst part is that as a leader, if you are not honest, you instill a culture of dishonest among your followers. Everyone becomes just like you, hence the organization has no future. The starting point is to analyze your level of honesty/dishonesty, then decide what steps you will take to come out of dishonesty. One way to come out of dishonesty is to read ethics books or watch ethics videos and start on your journey to become an ethical leader who leads by example.

Ability to mentor juniors Any leader who has a big picture thinking should mentor juniors and encourage the team members to hold mentorship in high esteem. Mentoring refers to a training method in the workplace where an experienced and skilled

employee guide and supports a junior employee to upskill and improve his/her competence at work. The mentor helps with goal setting, motivation, emotional support, and role modeling.

Successful organizations ensure that every new employee is assigned to a mentor. Without mentorship, new and young employees take long to get used to the organization and to excel at work.

How good are you at mentoring your juniors? Do you have systems in place for your firm to uphold mentorship? What has been your experience with being mentored? What has been your experience with mentoring others?

Decisiveness A successful leader is good at making timely decisions.

If files take too long on your desk before approval, the firm will lose golden opportunities, employees will get disappointed and discouraged, suppliers will be paid late, and there will generally be discontent. For example, some employees at Google have been said to be discontented with the lack of decisiveness by the current CEO, Sundar Pichai, who is at the helm of the company since 2015. The employees were used

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to the fast-decision-making capabilities of former CEOs Larry Page and Eric Schmidt. However, while Google is faced with the alleged slow decision-making at the top, it should be noted that the current CEO has his own strengths in innovativeness which is seeing Google continuing to break forth on every side.

Nevertheless, it will be helpful if Sundar can sharpen his decisiveness to take advantage of opportunities and bring more confidence to his teams.

How decisive are you as a leader?

Do your staff have confidence in the time you take to approve important matters? What can you do today to start being more decisive?

Conclusion As a leader, you need to be consistently looking for ways to increase and polish skills and competencies. Lack of skills and competencies negatively affect leadership growth and eventually the culture of the whole organization. In part two of this series, I shall be writing on the following skills problem-solving and team building. However, I might give you a bonus leadership skill as well.

I wish you the best of every success as a leader. Together we will sail through this crisis.

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PERSONAL FINANCE

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and organizations can increase income or cut down expenditure through selling some properties and belongings, move in with parents or friends, share accommodation, back to the village, share transportation, etc Move in with parents or friends.

By Coach Princess - Award in Financial Planning (CII, UK), COP (ZW), ToT (BW)

T

imes are very hard now, and many families are stranded financially. In part one we discussed the essence of doing odd jobs, starting a business, and cutting down on costs as some crucial ideas during tough times. In part two, we look at how individuals

When the economy becomes so uncertain and difficult, you may have to temporarily move in with parents, relatives, or friends. It is not the best option, but it can be helpful. If you happen to move in with loved ones, it is encouraged that you should contribute money to the expenses in the house or to help with manual labour.

This helps to avoid you becoming a burden to the loved ones. Reminds me of Letso who once came to me for financial coaching and explained that his life was messed up because relatives did not love him. I sat down with him and asked about his habits at the house where his uncle took care of him. I quickly realized that Letso was no willing to help at home with any chores. Who on earth wants to take care of someone who only eats, drinks and sleeps? Nobody does that. I had to counsel Letso to go back home and get responsible. I am glad that when I met with him after two weeks, he told me that he was so glad because his relationship with the loved ones had vastly improved. This was due to Letso’s changed attitude and ability to help with chores and gardening when he was home before and after running his micro enterprise.

Back to the village Sometimes it can be helpful to consider moving to the village during the economic downturn. This applies mostly when you become either underemployed or unemployed. This reminds me of Peter who lost his job and asked for advice from his mentor. He was advised to move to the village and ask for land from the authorities. He did Strides Magazine

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so and got three hectares of land. Peter asked for manure from one of his aunties who had a lot of cattle and goats.

Of course, he got the manure for free.

He went ahead to plant sweet potato cuttings which he got for free from neighbours. To cut the long story short, although it was hard work for Peter, he harvested an enviable number of sweet potato bags that caused him never to want to leave the village for three years.

However, after planting sweet potatoes for three years and saving about P120 000 from the farming projects, Peter was able to get back to the city and start a small carpentry shop which had been his childhood dream. In ten years, the small carpentry shop had grown into four carpentry shops, hence Peter employed fourteen people. Thus, you can see that when one door closes, do not lose heart, just open your eyes to new possibilities.

Share transportation Before these very difficult times, some people had already started sharing transport when going to work. One will park her car and use the neighbour’s car for a month. Then the following month they use the other friend’s car. In some cases, depending on the arrangement, the neighbours or friends contribute money for fuel. So, instead of each neighbour fuelling their vehicle daily, four neighbours can use one vehicle.

The same applies to transportation of children to schools. Some friends or neighbours use one motor vehicle to transport the children and save on time and fuel. One must always look outside the box to find ways to cut costs and increase income.

Thank you for reading this article. I hope it inspires you to find ways to reduce expenses and to increase income during these tough times. Stay safe and strong.

I hope to see you when I bring article part three.

BUSINESS DEVELOPment

FirstCred: In the path to Invest in the Growth of Small Enterprises • Prudent financial management the key to assured growth • Small businesses increasing at rapid pace • Applying the four stages of startup development to promote business growth Ambrose Batsalelwang FirstCred Chief Operations Officer

According to the World Bank, In the year 2016, the number of new businesses registered in Botswana was reported to be at 26,613. This number has been steadily rising ever since.

Batswana are becoming more entrepreneurial and more business inclined. This is against the backdrop of inflation, low minimum wage, the COVID-19

pandemic and a desire to attain a better standard of living. This makes it more critical to know the fundamentals of forming and running a business. The financial experts at FirstCred emphasize the importance of financial management in every stage of a business’s development.

Financial decisions that are taken

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in the early days of your business are critical. The conception stage is the most crucial because it sets the pace and trajectory for where your business will go and how successful it will become. Mostly, the success of the business can be mirrored on the principles applied by the individual; the thirstier and more principled an individual is, the better their

chances of attaining business success.

There are four stages in the development of a start-up – these are pre-start-ups, start-ups, small businesses and small to medium sized businesses. Each stage is distinct and requires the business owners to consider distinct questions and ways to manage their finances and the way you manage your personal finances gives you more ammunition to manage business finances well.

The pre-start-up phase which is also known as the idea stage needs the owner to consider the following questions: Are your motivations in the right place?

Have you formulated a business plan and financial projections?

Have you consulted the relevant experts (lawyers, accountants etc.)? Is the business plan coupled with a marketing plan?

Sufficient research should be conducted on the field that any business owners desire to venture into and this research should produce a business plan that is created under the guidance of an expert. No business plan is complete without financial forecast. This determines the viability and profitability of the business.

Managing the first stage successfully leads to stage two, the start-up phase otherwise referred to as the seed stage.

This stage is the implementation stage of the business plan. The questions entrepreneurs ought to ask themselves are how they will manage their daily cash flow. Have you defined their organizational structure? What financial aids are available to your business? How are you keeping the costs of the business at a minimum? Managing cash in-flow and cash outflow is critical in helping the business stay afloat and maximizing on profit by keeping expenses low.

Furthermore, a reliable workforce can either build a business or tear it down to smithereens.

Cash management is vital.

Doing this well will make a company look attractive to potential investors and this will make acquiring financial relief much easier.

Successively, the small business stage or the early stage follows.

At this point, the business has surpassed the “start-up” phase and the entrepreneur has to ask themselves the subsequent key questions: Do their financial projections and business plan include this phase of the business development? Is cashflow being captured? Is there an accountant Strides Magazine

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in the business who makes follow-ups with payments and is there a plan in case of late payments? Is your reported performance in alignment with the budget outlined for expenditures? At this stage of growth, it is critical to have a professional accountant managing the company’s books. Consistent management accounts should be conducted and given to credit rating agencies.

When the business grows beyond small business, it becomes a small to medium sized business (growth stage).

Here entrepreneurs have to consider whether their resident accountants are overseen by a suitably qualified finance manager. Are they holding consistent meetings with the finance manager and stakeholders to review the business plan? Do they need to explore alternate revenue streams? Are the risks the business may face being considered and addressed? Stakeholders will need regular audits for assurance of their investments and business’ performance.

The benefits of acquiring expert advice when starting your business is that they offer tailormade support that is based off of years of expertise, qualifications and experience. These advisory firms can aid at every stage of your business’s development therefore enhancing your chances for maximum advancement.

Starting a business requires the right mindset. It is not a getrich-quick scheme, or a bases to square-off on a high net salary in comparison to friends or enemies but it should rather be formulated to create a long-lasting legacy.

August 2021

MINING

Lucara continues to shine

• •

Recovers fancy 62 carat pink diamond, names it Boitumelo Diamond rich Botswana Karowe Mine bolsters Lucara Corp

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arely a few weeks after recovering a whopping 1,174 carat diamond, Canadian giant diamond entity Lucara Diamond Corporation reached another milestone recovering 62.7 carat pink diamond.

The pink diamond was recovered from the rich Karowe Mine in Letlhakane 100% owned by Lucara.

“The diamond has been given the name “Boitumelo” meaning “Joy” in Setswana noting that the impressive diamond, measuring 26x17x16mm is described as a high-quality, fancy pink, a Type II gem and was recovered from direct milling of ore sourced from EM/ PK(S) unit of South Lobe,” said Lucara.

diamonds join a collection of significant diamond recoveries in 2021 produced from the EM/PK(S) which forms a key economic driver for the proposed underground mine at Karowe,” said the elated Thomas buoyant over more success.

Recently, the Managing Director (MD) of Lucara Botswana Naseem Lahri revealed that 1 174 carat diamond from the Karowe mine symbolizes the resilience of Lucara amidst Covid-19

pandemic.

Lahri said that Botswana emerged to be on the top regarding 10 largest stones globally occupying positions 2, 3, 4, 5 and 6 while presenting the stone to President Mokgweetsi Masisi and the cabinet.

In addition, MD Lahri said that the majority of largest stones in the context of Botswana originates from Lucara Botswana, except one 1 098 carat diamond that was discovered by the Debswana mine.

She noted that the Karowe Mine in Letlhakane produce high quality and lucrative type 2 diamonds.

These are very unique stones in the world and we are blessed as Lucara and the country to be producing them.

The reason we are recovering the large stones is because of the big technology that we have implemented at Lucara being the SRT technology. We are also enabled by the jurisdiction which is a stable one. It enables us to recover safely with the government officials with us,” said Lahri.

A superb, 22.21 carat fancy pink gem of similar quality was also recovered during the same production period along with two additional pink gems of similar colour and purity weighing 11.17, and 5.05 carats.

According to the diamond mining company, the 62.7 carat Boitumelo diamond represents the largest fancy pink gem to be recovered in and one of the world’s largest rough pink diamonds on record.

Lacara’s latest finds of 1 174 carat diamond and 62 carat pink one respectively also follows hot on the heels of the recovery of a 1 098-carat diamond by Debswana at its Jwaneng mine, in Botswana as well.

Lucara Diamond Corporation Chief Executive Officer (CEO) said that the company is delighted to have recovered yet another historic diamond with the recovery of the pink fancy Boitumelo gem.

In recent years, Lucara also recovered the 1 758 carats Sewelô and the 1 109 carat Lesedi La Rona diamonds from the South Lobe of the Karowe Mine which has proven to be very richer.

The historic 1,109-carat Lesedi La Rona was seen fetching value of $80 million (P900 million) when it is auctioned in London at the end of June 2016 thus demonstrating its higher value.

“And I am very pleased to demonstrate the continued potential for large, coloured diamonds from the South Lobe production. These remarkable pink Strides Magazine

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MINING

Masama Coal Mine boosts Minergy • • •

Minergy posted crucial growth on coal sales As Sales volumes of coal doubled up in 2021 Company resilient in first six months of year

Strides Writer

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inergy has recorded a significant growth on coal sales by exporting more than 650 000 tonnes of coal in a 22-month period from late 2019 boosted by its Masama Coal Mine, notwithstanding that this period included three months of halted operations due to Covid-19, the company disclosed.

Minergy Limited, the giant coal mining and trading company listed on Botswana Stock Exchange Limited (BSE) owns 100% Masama Coal Mine located in rich Mmamabula Coalfield in Botswana.

Morné du Plessis, the Chief Executive Officer (CEO) of Minergy in the market update report said that sales volumes for the 2021 financial year have doubled as equated to that of the past year.

According to him, records sales volumes were achieved in May 2021 and surpassed in June 2021.

“With operations nearing nameplate capacity, this supported increased local sales in Botswana and internationally in South Africa and Namibia. A further 12-month off-take agreement was signed, supplementing the existing three-year off-take agreement in place. Both these off-take agreements are to operators in the South African cement industry. Additional off-takes are currently being negotiated, including for the larger fraction products,” said Minergy Limited boss du Plessis.

He went on to say that Minergy has benefited from the price momentum

Morné du Plessis, CEO Minergy

of a burgeoning commodity market, including South African coal which has seen the highest export coal pricing in a decade.

In addition, du Plessis indicated that the average pricing has increased from a stronger South African Rand which resulted in higher Pula recovered prices at the mine in the last six-month period and a better product mix featuring larger fraction products as well.

handling and associated processing costs savings and stabilize supply at nameplate capacity. Minergy expects the momentum in the international coal pricing for southern Africa coal to remain in place. Higher coal prices have resulted in coal being withdrawn from the inland market to the attractively priced international markets,” said the elated Minergy CEO.

Regarding the outlook, du Plessis said that the Completion of Stage 4 of the Processing Plant (Rigid Screening and Stock Handling section) remains a key operations optimisation step to be completed.

The regional market, he stated that it is currently under supplied which supports pricing and new customer opportunities adding that the objective for the 2022 financial year is to achieve nameplate capacity during this calendar year by completing the final ramp-up of the operations.

“The completion was unfortunately delayed as a result of a Southern African wide shortage of structural steel and is expected to be completed during August 2021. Completing this final stage will provide additional material

This according to du Plessis it will enable the company to generate the sufficient cash flow to stabilize the business and break even or better as the bullish coal market is also providing support.

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Law

Wombs for rent? Surrogacy as an option for having your own biological children

S By: Beaven (Llb, Llm Sa)

urrogacy is necessarily one of the most contentious and complex issues in legal terms, invoking several legal dilemmas for both the commissioning couple and the surrogate mother alike. Surrogacy is an arrangement by which a woman gives birth to a baby on behalf of a woman who is physically unable to have babies herself, then gives the baby to her. The woman who agrees to carry the child is called a surrogate mother.

Depending on the agreement, the child is usually handed over at birth. Of necessity therefore, an agreement encapsulating all the necessary information to be known by both parties must be drawn and confirmed by the High Court, as the upper guardian of all minors.

In Britain, for instance, the Surrogacy Arrangements Act was promulgated in 1985. However, 36 years later, there are no surrogacy laws in Botswana and Zimbabwe. In South Africa, altruistic surrogacy is legal and laws are in place to govern surrogacy.

Clandestine surrogacy is taking place in Botswana, and there are many examples of potential surrogate mothers who are available as at 3 July 2021. According to https://www.findsurrogatemother.com ,Kefilwe from North East of Botswana, who registered on the site on 9 October 2020

she says “I want to help those who desparately want to have children to experience the joy of being a parent”. Boikhutso from Kweneng registered on 24 March 2020 and says “I can only imagine myself not being able to have my own baby and only imagine how devastating it must be…”

In Botswana, Zimbabwe and South Africa, the best interests of the child are considered paramount. Surrogacy can be traced back as far as ancient Biblical times, to when Abraham and Sarah used their Egyptian maid Hagar to have a baby for them although this is frowned upon by contemporary civilised societies because it looks misogynistic in the sense that it demands physical intimacy of the parties involved, running the obvious risk of infidelity and marriage wrecking, not to mention disease transmission.

The advent of Assisted Reproductive Technologies(ART) has been a welcome development, which has seen many countries now accepting surrogacy. ART includes pregnancy by means other than sexual intercourse and includes gamete donation, in vitro fertilisation, intracytoplasmic sperm donation, and intrauterine insemination.

With the rapid advancement of technology, some of the conditions of infertility deemed

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irreversible today, may actually be reversible in the near future.

Recent studies have shown that it is possible to produce sperm cells using stem cells. The research was done on infertile male mice and worked, with human tests pending. If this works, then the condition we say is irreversible today, may be reversed soon.

Scientists “hope to develop a human sperm making biological machine.” Scientists are also busy trying to develop artificial wombs. If successful, these will go a long way in alleviating the problem of irreversible infertility to those women who have had a hysterectomy or other womb related complications preventing them from carrying their own children.

Since the advent of ART it is possible for two women to be both the legal mothers of one child, one mother being the genetic mother and the other one being the surrogate mother. The women contribute, one through gametes and the other through hormones, and the womb, making them both biological mothers of the same child. This provides an opportunity to the older women getting married and past the recommended age to have their own genetic children, and to infertile men as well.

From the late 1970s, when the first surrogacy agreement was

made, surrogacy has never stagnated, but has proliferated to the extent that it increased an estimated ten times higher than it was a decade ago in Britain.

The challenge of the socio-economic environment, culture, religion and morality should be addressed because some surrogates will be susceptible to ostracism from society, which may psychologically demean and ridicule them.

According to the Sunday

Standard of Botswana (18 November 2019), Botswana is on the verge of commercial surrogacy, women trying to escape poverty are resorting to offering their wombs for rent in return for money or other promises for a better life. The same source says that, irrespective of the status quo that there are no laws regulating surrogacy, some Batswana women have outpaced Botswana legislators and the judicial system which have fallen far behind on issues Strides Magazine

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of surrogacy.

The question is as to whether or not Botswana would like to continue with this trajectory of legal uncertainty on surrogacy, it would be better for it to be clear whether surrogacy is legal or illegal. When will the legislative bodies act on closing this legal lacuna, surely there is a gap which needs to be closed in order to prevent this legal uncertainty? billy.bliss@live.com

August 2021

WOMEN EMPOWERMENT

When The Applause Goes Silent, We Are Alone And One With Ourselves: The One Consistent Applaud We Need

I

t can be cold being a woman in a man’s world. When you decide to go against the status quo best believe that most often than not, you will be alone and uncomfortable. The world continuously offers us change but society has not been able to keep up with it and be swayed in its direction.

By: Chikumbutso Chapusa

“Life is not easy for any of us. But what of that? We must have perseverance and above all confidence in ourselves. We must believe that we are gifted for something, and that this thing, at whatever cost, must be attained.” – Marie Curie The community as we know it has for so long functioned on outlined roles and rules according to gender. For example, the only place deemed fit for a woman was the kitchen, the nurturing that the girl child received was such that she was prepared for her future husband, till to date, unfortunately, a woman is more trained for marriage than a man.

The woman is taught to be some sort of fairytale princess who must abandon all sense of self and instead pursue her husband’s identity. I find it rather unintelligent to think that all women would actually fit a certain description when God himself has created room for variety as seen in skin color for example.

“Don’t take anything for granted. If you don’t believe in yourself, nobody else will.

Have a little more confidence.” – Cathy Moriarty I believe that women have the inner need to sort of weather the board of their own dreams and goals. By nature, God definitely deposited a sense of purpose within us and our very existence is just the piece to the completion of a puzzle.

Goals for different women may actually Strides Magazine

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August 2021

mean different things, and where ever we choose to chart our course, we need to actually harness our inner strength as women.

While we seek to have validation for our endeavor from the outside and indeed while we as women are getting a great extent of support from the world, we should not make the mistake of doing away with self-belief.

Whatever is truly from within us is rooted deeply and can, therefore, not be easily uprooted. Self-confidence my dear feminine, self-awareness of the great power that we possess within as women cannot be overemphasized. When we come to a place where we are not anchored only on who is cheering us on, we become unstoppable, we become a force that cannot be put down by wavering or non-existent support.

Truly, life is no fairy tale and no one is coming to sweep you off of your feet as your savior.

Take responsibility for yourself, show up for yourself and the aspirations that are in sync with the rhythms of your heart. Be strong and confident, and harness all the power that seeks to break out of you at every level of your dreams.

Your aspirations are birthed by your passion, follow that. When nobody is cheering, when activists are quiet know that the revolution is in fact an issue of the heart and the mind.

Be aware that without an inner movement, the outside applause does not carry a lasting effect.

“Noble and great. Courageous and determined. Faithful and fearless. That is who you are and who you have always been.

And understanding it can change your life, because this knowledge carries a confidence that cannot be duplicated any other way.” – Sheri L. Dew

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