FOCUS ON POSSIBILITY ISSUE 9 MARCH/APRIL 2021
Botswana’s economy projected to grow by 8.8 Percent
Leading in the 4th Industrial Revolution
Covid-19 Vaccine to inspire world economic boom in 2021 Botswana Bwp 25 Other countries $ 3.50
Inspire Tomorrow, Today
Botswana Open University mandate is to make education accessible to all Batswana especially for the out of school young and adults using Open and Distance Learning (ODL) methodology. Post Graduate Programmes 1. Master of Education – Educational Leadership (M.Ed. – EL) 2. Commonwealth Executive Master of Business Administration (CEMBA) 3. Commonwealth Executive Master of Public Administration (CEMPA) 4. Post Graduate Certificate in Practitioner Research and Evaluation Skills Training in Open and Distance Learning (PREST ) 5. Post Graduate Certificate in Quality Assurance in Education (PGCQA)
BOU APPLICATION PERIOD February - March Every Year
School Equivalency Programmes 1. Junior Certificate (JC) 2. Botswana General Certificate of Secondary Education (BGCSE) Certificate Programmes 1. Certificate in English for Professional Purposes (EPP) 2. Certificate in Small Scale Business Management (SSBM) 3. Certificate in Interactive Communication for Industry (ICI) 4. Certificate in Microsoft Office Suite (CMOS) 5. Certificate in Procurement and Supply Operations (CIPS) 6. Certificate for Distance Education Practitioners (CDEP) 7. Certificate in Disaster Management (CDM) 8. Certificate in Community Based Work With Children and Youth (CCBWCY) 9. Certificate in Vocational Education and Training (CVET ) Diploma Programmes 1. Diploma in Business Management (DBM) 2. Diploma in Human Resources Management (DHRM) 3. Diploma in Integrated Early Childhood Development (IECD) Undergraduate Programmes 1. Bachelor of Commerce (HRM and Industrial Relations) 2. Bachelor of Business and Entrepreneurship (BBE) 3. Bachelor of Business Administration - Leadership and Change Management 4. Bachelor of Education – Primary (B.Ed. – Primary) 5. Bachelor of Education in Integrated Early Childhood Development (BEIECD) 6. Bachelor of Education (Special and Inclusive Education)
Short Courses 1. Customer Care Level1 2. Financial Management for Non-Profit Making Organisations Level 2 3. Public Relations Level 2 4. Curriculum Design Level 1 5. Developing Entrepreneurial Skills Level 1 6. Leadership Level 3 7. Strategic Planning Level 3 8. Social Marketing Level 3 9. Training of Trainers Level 3 10. Principles of Project Management Level 3 11. Human Resources Development Level 3 12. Human Resources Management Level 3 13. Transformational Leadership Level 3 14. Taxation Level 3 15. Business Communication Level 3 16. Business Law Level 3 17. Economics 1 Level 3 18. Economics 2 Level 3 19. Principles of Marketing Level 2 20. Business Statistics Level 3 21. Research Methods Level 3 22. Labour Relations Level 2 23. Strategic Human Resources Management Level 3 24. Compensation and Reward Systems Level 3 25. Occupational Health and Safety Level 2 26. Principle of Guest House Management Level 2 27. Microsoft Word 28. Microsoft Excel 29. Microsoft Access 30. Microsoft Power Point 31. Microsoft Publisher 32. Internet and Email
Our Contacts
HQ: 3646000, Gaborone: 3646150, Palapye: 4924024, Kang: 6517248, Francistown: 2418383, Maun: 6865621
BOTSWANA 4XDOLÀFDWLRQV $XWKRULW\
www.bou.ac.bw
FROM BACKYARD GARDENING TO FEEDING THE NATION. At Stanbic Bank, your dreams matter. Talk to us today and let’s find new ways to make your dreams possible. Follow us on Stanbic
CONTENTS Botswana’s economy projected to grow by 8.8 Percent in 2021 Covid-19 Vaccine to inspire world economic boom in 2021
MAR/april 2021
ISSUE 9 VOL 3 8 10
Leading in the 4th Industrial Revolution 12 Card fraud: How do fraudsters prey on banking card users? 14 Life-Changing Wilderness Safaris Journey Offers a Lifeline for Linyanti Elephants 18 The BIHL group stays resilient, performing well in uncertain times
22
PPC in drive to boost education
24
De Beers buoyant on sales
25
Leading like a lion or lioness in uncertain times part 1 26
12
EntreprenuerApp- Of Business and Internal Processes 28 Financial planning for entrepreneurs
29
Decide to challenge stereotyping against women
30
18
30
24
Nametsega, ka
MONAMETSI
FUNERAL COVER
Comfort is knowing you and your family are covered... Making plans now to be able to afford yours, or your loved ones funeral can help ease the financial burden during a difficult time. Get peace of mind, and cover between P10 000 - P50 000 with Monametsi Funeral Cover. AGE OF ENTRY: • Minimum - 18 years • Maximum - 76 years old WHO IS COVERED: • Yourself • Spouse • Children • Extended family
BENEFITS OFFERED: • Death • Accidental Death • Income • Optional Benefits HOW TO SIGN UP FOR MONAMETSI: • Speak to your broker • Speak to any Hollard Agency or Agent
For more information: www.hollard.co.bw | +267 363 3063/3016/3000.
PUBLISHED BY Strides Publications (Pty) Ltd EDITOR Ephraim Banda WRITERS Wame Mhlanga Henry David contributors Aobakwe K. Sentle Dr. Wilbert Mutoko Tumelo Sejo Boitumelo 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 sstridesmagazine@gmail.com
from the editor
The Next Normal: A new leadership challenge
T
he Covid-19 vaccine has conveyed great hope despite the many misgivings, misconceptions, theories and ignorance about the jab. There are optimistic expectations on many issues chief of which is economic growth and job creation across the globe. A closer look at the past year depicts that we are indeed in a thought provoking time. We have fast moved from what we termed normal to the new normal. Interestingly, especially with the advent of the Covid-19 vaccine, leaders worldwide are contemplating the nature of what is now being termed the next normal. The next normal, I am convinced, is of a new leadership challenge as it will comprise elements from both the old and new normal plus more. Its demands are complex and cannot be solved by straight line thinking. There are questions that leaders need to answer in this new era. These questions includes; how much can be spent on development and acquisition of new technology, what type of training or skills are needed to bring a good return on new technological investments. And with the pace of technological advancement, what strategy can be put in place to avert loses with such investments and many more. On the other hand, it is also important to strategically map out a way to alleviate the psychological effects of the pandemic on staff as we advance into the next normal. Things may look great on the surface yet people have suffered much during the pandemic. So for leadership to get the best out their staff, there must be a clear strategy to address known and anticipated psychological issues the pandemic has inflicted on the workforce. I am upbeat that in the end, we will not be overtaken or rundown by events in the
next normal as our leaders will deliberate strategically on the best way forward in matters of business and every other significant issues that affects the human life. I am confident that we will recover and advance to do the very best possible to thrive in the next normal as individuals as well as nations. As you contemplate about the next normal, please enjoy this issue. We have several great articles focused on the expected growth of the Botswana economy, resilience of one of the country’s leading insurance company the BIHL, leadership nuggets by Stanbic Bank Botswana, tourism and awesome columns by our well versed contributors. Lastly, I say stand firm in the conviction that the pandemic will pass and focus, as usual, on possibility. Remember the darkest hour is before dawn, so hold on, believe, and be strong and courageous.
Ephraim Banda
NEW P10 BANKNOTE IN CIRCULATION
A new version of the polymer P10 banknote is entering circulation. The design is similar to the previous polymer version of the banknote, but there are some differences and it is important that the public knows what to look for to check authenticity of the new banknote. The old banknotes will not be withdrawn from circulation and shall run parallel with the new banknote.
FRONT
5
3
2
4
1
BACK 6
2
GET TO KNOW YOUR NEW BANKNOTE WHEN THE BANKNOTE IS HELD UP TO THE LIGHT, THE FOLLOWING FEATURES CAN BE SEEN
LOOK
1
2
Portrait of His Excellency Dr. Mokgweetsi Eric Keabetswe Masisi, President of the Republic of Botswana.
A clear window with the rampant Zebra from the Bank’s crest. This can be seen from both sides of the banknote.
FEEL
3
4
A pattern of six raised dots to aid the visually impaired can be felt when running your fingers over the edge of the note.
In the shield beside the Zebra, the number 10 appears.
If you are in any doubt, compare a note to one that you know is genuine.
|
TILT
5
6
There are shiny stripes of golden shimmery ink down the middle of the banknote showing a diamond. This appears and disappears as the banknote is tilted.
For more information, please see www.bankofbotswana.bw
|
Glossy varnish showing the denomination 10, P10 and a geometrical shape.
© Bank of Botswana 2020
ECONOMY
Bank of Botswana (BoB) Governor, Moses D Pelaelo Strides Magazine
8
March-April 2021
Botswana’s economy projected to grow by 8.8 Percent in 2021 By: Henry David
H
aving experienced an estimated 7.7 percent contraction in 2020 due, mainly to factors related to the Covid-19 containment, Botswana’s economy is projected to rebound and grow at a forecast 8.8 percent in 2021. Bank of Botswana (BoB) Governor, Moses Pelaelo has said. Pelaelo noted that the rebound will be premised on conducive financing conditions associated with accommodative monetary policy and a sound financial environment. “In addition, the mid-term review of the National Development Plan 11, supported by effective implementation of the Economic Recovery and Transformation Plan, provides added impetus for positive economic prospects,” said Pelaelo. The Governor Indicated that overall, both external and domestic pressures on inflation are expected to be benign, and it is projected that inflation will revert to within the Bank’s 3 – 6 percent medium-term objective range from the second quarter of 2021. “The forecast incorporates the announced increase in value added tax, fuel levy, electricity tariffs, Botswana Housing Corporation rentals, as well as the introduction of sugar tax. The forecast also takes into account the likely impact on domestic fuel prices of the
expected increase in international oil prices, the anticipated strengthening of commodity prices generally, the upward revision in the South African inflation forecasts and the base effects associated with the decrease in fuel prices in 2020,” elucidates Pelaelo adding, “The overall favourable medium-term outlook for inflation is in the context of moderate growth in economic activity ‘and a sound and stable financial system. Therefore, prospective developments augur well for maintenance of an accommodative monetary policy that supports productive lending to businesses and households, potentially resulting in welfare enhancements that also drive economic activity.” Furthermore, the Governor said the implementation of monetary policy will continue to focus on entrenching expectations of low, predictable and sustainable inflation, through timely responses to price developments; while, at the same time, taking due care to ensure that policy decisions are consistent with durable financial stability and support sustainable economic growth and employment creation. On exchange rate, the Governor said in consistent with Botswana’s trade pattern, the weights of the constituent currencies in the Pula Basket are 45 Strides Magazine
9
March-April 2021
percent for the South African rand and 55 percent for the SDR. A downward rate of crawl of 2.87 percent of the nominal effective exchange rate is also being implemented in 2021. “With low inflation, the policy framework allows flexibility to loosen real monetary conditions through a downward rate of crawl to enhance global competitiveness of the domestic industry and support economic growth. “This exchange rate policy framework is anchored on strong performance and adequacy of the foreign exchange reserves, which have, however, recently fallen from P65.2 billion or 12 months of import cover in December 2019 to an estimate of P53.4 billion or 10 months of import cover in December 2020, due to the adverse impact of COVID-19 on domestic economic performance. Thus, the importance of the flexibility inherent in the exchange rate framework that facilitates adjustments necessary to generate improvements in international competitiveness of the domestic firms and, therefore, better balance of payments outcomes that support maintenance of adequate level of foreign exchange reserves, necessary to cushion the economy against adverse economic developments,” explained Pelaelo.
ECONOMY
Covid-19 Vaccine to inspire world economic boom in 2021
R
MB Botswana, a division of First National Bank Botswana says the global economy is expected to experience a Covid-19 vaccine inspired boom from the second half of 2021. This projection was the main takeaway from a recent Global Markets webinar hosted by First National Bank Botswana which aimed to provide strategic solutions to clients as they continue to navigate their way through local economic challenges, as well as offer a broader insight into the global economic landscape. “The global economy is expected to see a vaccineinspired boom from the second half of this year. This is already helping Batswana through the sharp boom in commodity prices, including the normalisation in the diamond market. South Africa’s economy is only expected to return to its 2019 size in 2024, and the optimism around the coming global economic boom has translated into a “reflationrisk” on surge in financial markets.” Said RMB Client Strategist, John Cairns. RMB notes that in understands the diverse impact that the COVID-19 pandemic has had on businesses operating in Botswana and the disruptions
FNBB Economist Moatlhodi Sebabole.
caused to supply chain logistics. “Hosting this webinar shortly after the national budget was presented, created the opportunity to share valuable market insights with clients – allowing clients to make informed and sound business decisions,” said FNBB Economist Moatlhodi Sebabole. According to Sebabole, Botswana’s economy which is expected to have registered a contraction of 8.1% in 2020 and anticipates that economic growth will rebound to 3.9% in 2021 while budget deficits are anticipated to run through the remainder of NDP 11 – resulting in government funding need of over P50 bio which will
cover the deficits and ERTP. “Inflation is expected to average closer to 3% in 2021 (1.9% in 2020). The upward pressures will emanate mostly from the supply side, including the transport group index as the fuel levy is anticipated to increase from P0.12 to P1.12, effective 1 March 2021; as well as VAT increases to 14% (currently 12%), and anticipated levy increases on water and electricity. Bank rate is expected to reduce by further 25bp and stay flat through the forecast horizon period. Botswana pula will mainly be driven by movements in USD/ZAR due to the currency peg and volatility in the Rand,” elucidates Sebabole.
The global economy is expected to see a vaccineinspired boom from the second half of this year.
Introducing our New Mobile Banking App for both Corporates and Individuals. No need to have two First Capital Bank Mobile Banking Apps. Just use our all in one app for both Corporates and Individuals.
Download the App today!
Call +267 390 7801
firstcapitalbank.co.bw
BANKING
Leading in the 4th Industrial Revolution By Samuel Minta, Stanbic Bank Botswana Chief Executive Officer
L
eadership has always been and will always be about people. People will always remain at the center of it all. Especially in times like these, leaders must lead with purpose, foresight, clarity, impact, growth of the people we lead and to bring hope. Leaders will have to bring hope at all times and be prepared for all times and situations, especially ones of uncertainty and the unexpected. Leadership is an exciting call and has never been this exciting! The most exciting part is the opportunity or what some will say is the non-negotiable ability to learn, unlearn and to re-learn. The 4th Industrial revolution, we must note, has never been all about technology. It has always been about the insatiable aspiration to augment the human experience and to provide a better quality of life to the human race. If you consider the 6 dimensions of the 4th industrial revolution, these are all human-centered: 1. Smart Economy (competitiveness) 2. Smart Environment (natural resources) 3. Smart Governance (participation) 4. Smart Living (quality of life) 5. Smart Mobility (transport and ICT) 6. Smart People (social and human capital) As leaders, we need to declutter the 4th industrial revolution and see it as a tool to improve the human experience. The question then is “what have my team and I done to lead in the 4th industrial revolution?” In the banking and financial services space, we need to give clients the opportunity to share their thoughts and use their voice on sharing and guiding our own efforts as institutions when it comes to research, development and banking
innovation. Prior to COVID-19, admittedly, banks had anticipated rapidly evolving client needs for innovation, however, globally, execution was very slow. The dawn of COVID-19 has significantly spurred counter-cyclical investments by banks to solve for unique and urgent challenges faced by clients. Some of these urgent challenges are: • The need for reliable digital and online services due to health and safety needs, lockdowns, curfews, and social distancing • The need for cost-effective banking solutions in response to loss of income and jobs by clients • Innovative support to businesses as a result of economic slump and reduced consumption • Deepening ESG agitations for sustainability and equity … this is forcing banks to embrace responsible banking to reduce the incidence of future environmental and health crises The response by banks has therefore been the accelerated pace of innovation and Research and Development to unprecedented levels. In a recent research piece by Accenture North America, the following four trends were noted as emerging across the banking industry: 1. The need for digital and personalised experience – COVID-19 has fundamentally transformed the role digital experiences play in people’s lives. For instance, 90% of bank executives prioritise customer input on how they want their experience to be personalised. We see this in the growing trend in the use of ChatBots; augmented reality (AR) and virtual tellers powered by Artificial Intelligence (AI) via stronger internets such as 4G and 5G. 2. The need for AI and human interaction working together Strides Magazine
12
March-April 2021
seamlessly - 30% of bank executives are adopting or planning to adopt AI-based systems that simultaneously collaborate, interact and explore. Many consumers are already experiencing the use of natural language processing, image recognition and machine learning in some of their banking interactions. 3. The need for connected client experience - COVID-19 has caused banks to create compelling experiences that span all the touch points in the customer journey faster than they have been doing before. These are also capable of evolving with customers’ constantly changing needs. 4. The need to design for perpetual innovation in the banking industry as new innovation quickly become obsolete - 60% of bank Chief Executives agree that new innovations were poised to disrupt the banking industry and leaders must create new innovation strategies and partnerships to survive Even with the insights shared by this research, it is clear that, as we march on in the continued journey that is the 4th industrial revolution, the human touch will always remain relevant. Indeed, 70% of bank executives indicate that the human touch will remain important in their strategy. Leaders in the banking and financial services space cannot afford to remain complacent or ignore the trends and the changing times. We all need to start “at home.”, within. At Stanbic Bank, we are working to deepen the 4th industrial revolution agenda to improve the experience of our clients. We are helping our staff to acquire what is called “Future Skills.” We are refining our organisational structure to be closer to our clients to thrive in this rapidly changing world. We are continuously Investing in our systems to create capacity to
collaborate with fintechs and bigtechs. We have enabled what is referred to as Application Programming Interfaces (APIs) to allow developers provide innovative solutions as plug and play. Last but not least, we are investing heavily in AI, augmented reality, robotics, data science, behavioural economics, quantum computing, and the Internet of Things. In this “adapt por die” ecosystem, we do not want to be left to the latter fate, nor should any business or organisation. The success of one industry in our economy when it comes to leveraging the 4th industrial revolution for progressive change is the success of our entire country. Indeed, to succeed as a nation, one of the key initiatives is to embrace and enable the youth to lead in this space. We see this coming to the fore with institutions such as Ba Isago in training provision for entrepreneurship and employability. At Stanbic Bank, we created the Acceler8 facility purposely for youth employability and entrepreneurship. Now, we need to support our youth to get on board and make the most of these platforms; we need to lead and support them at every turn, for they have the cognitive ability and agility to leverage the 4th industrial revolution to drive Africa’s industrialisation. The digital revolution needs a different, more human kind of leadership; leaders who are emotionally intelligent, able to model and champion co-operative working, able to coach rather than command, and driven by empathy, not ego. Our bright young minds and hearts entering the vocational world soon demand it of us and we owe it to them; they are the leaders of tomorrow, and their potential success stands on the shoulders of how we lead today – in our homes, in our businesses and in our communities. The world has never been in need of connected and strong leaders as we do today. We need to rise to the challenge. We need to lead.
Samuel Minta, Stanbic Bank Botswana Chief Executive Officer
Strides Magazine
13
March-April 2021
BANKING
CARD FRAUD: HOW DO FRAUDSTERS PREY ON BANKING CARD USERS? By Thabo Okie, Stanbic Bank Botswana Head of Operations Risk
W
hen it comes to the use of your banking card, it is important not to lose sight of basic safety and security measures. All banking platforms require vigilance for your own protection. The truth is, bank fraud, and card fraud in particular, is just as much of a concern in today’s world. Do not allow yourself to become a victim of card fraud. Here we explore some of the most common means of card fraud and how to avoid becoming a victim. Card skimming: Is the use of a device specifically made for fraudulently obtaining the customer’s bank details, the device is stored in the magnetic strip on the back of the bank card (usually black or brown in colour). This information is later used to produce counterfeit (duplicate) cards that are then used by criminals to undertake fraudulent transactions on the victim’s account. This is referred to as card cloning. Devices used come in different sizes and shapes and can be used on both Automatic Teller Machine (ATM) and Point of Sale (POS) devices. Therefore,
it is important that customers never let their cards out of sight, whether swiping at a restaurant, in a shop, or even withdrawing at an ATM. Make sure you are alert when using your card, check the receipts, and frequently examine your bank statements for unusual activity. Card swapping: Can occur when criminals distract you while you are transacting at an ATM, claiming to be assisting you, or even paying a little too much attention when you input your Personal Identification Number (PIN). They then swap your card; this is done so quickly that very often you are unaware that you no longer have your own card. This is common during the holidays and on busy days as people tend to panic and are easily distracted. You’re often in such a big rush, you won’t realise what has happened until it is far too late. Stay alert at all times and do not let your card out of sight. Inform your bank and the authorities as soon as you suspect foul play, and stay clear of using the ATM when you see suspicious persons loitering around. Card trapping: card trapping is when criminals trap cards in the ATMs’ card reader, giving customers the impression that the machine has swallowed their cards. They do this so that they can watch you key in your Strides Magazine
14
March-April 2021
PIN from a distance or offer you the use of a cell phone to cancel your card. They then dial an accomplice who claims to be a bank official and pretends to cancel your card on the telephone and asks you for your PIN. It is incredibly important to note that you should under no circumstances ever share your PIN. No bank or official would need your PIN to assist you even in the case of a genuine problem. These above are the common means of undertaking card fraud and are often experienced as shoppers, none the wiser, go about their busy days. In order to save yourself the heartache and inconvenience of being a victim of fraud, it is advisable to educate yourself on preventative security measures ahead of time. After all, why be forced to deal with fraud divisions and authorities unnecessarily when you can avoid it? *This is a consumer education piece from Stanbic Bank Botswana
NEW ERA COLLEGE AND GREEN ENERGY & SUSTAINABILITY ASSOCIATION CELEBRATE NEW PARTNERSHIP New Era College of Arts, Science and Technology (NEC) in collaboration with Green Energy & Sustainability Association (GESA), celebrated the commencement of their new affiliation this past Friday the 5th of March 2021, over a signing ceremony held at the New Era College Block 8, Gaborone Campus.
students venture into the industry with the assistance of GESA to gain relevant experience. “We believe that our strategic partnership with GESA, will help us manage our industrial attachment program, while at the same time our students will be linking up with GESA’s renewable energy department”
Signed and officiated by GESA Chairperson Mr. Obuile Morewane and New Era College (NEC) Chief Executive Officer Prof. Amos Thapisa, the mandate of the Memorandum of Understanding (MOU) was to memorialize the collaboration between NEC and GESA with the noble vision of imparting industry applicable knowledge and skill to the student community of New Era College. Furthermore, the MOU was entered into for the purpose of creating renewable energy opportunities, special programmes, and projects for students and faculty members, while enhancing graduate employability and opportunity in the field of renewable energy, drawing attention to the growing sector.
Closing the ceremony, GESA Chairperson, Mr. Obuile Morewane noted that the Association was founded by a group of Engineers who came together with an idea to facilitate and help with the development of renewable energy technologies in Botswana. He mentioned that this partnership will serve as a bridge between academia and vocational training for learners. “Academia and industry cannot exist without each other. Academic Institutions prepare students for us as the industry. Therefore they should align their curriculum with the industry’s requirements, by so doing, enhancing employability for our students”.
The two organizations joined hands to bridge the gap between academia and industry with an emphasis of mounting opportunities and technologies through joint research and innovation to expand technological capabilities within the renewable energy sector. The new partnership will commit to the development of research projects aimed at supporting the domestic economy in areas of renewable energy and study. Speaking at the signing ceremony, NEC, Chief Executive Officer Prof. Amos Thapisa mentioned that this newly formed partnership between the two organizations will provide New Era College with an opportunity to diversify and develop unique, academic and professional programs in sustainable energy. He further mentioned that the partnership will see to the exchange of staff between NEC and GESA; those in the industry enrolling into New Era College to upgrade themselves, while college
New Era College has been an education and training provider (ETP) since 2009 offering technical and industry relevant degree and diploma programs in the fields of Telecommunications Engineering, Electrical and Electronics Engineering, Construction Engineering and Business Management. The College debuted two new centres in 2020: (1) Centre for Research, Management, and Innovation (CRMI), and (2) Learning and Teaching Excellence (LTE). The aim of the two centres is to promulgate advanced and digital modes of education delivery and research in the fields of technology and engineering. To date, the Centre for Research, Management, and Innovation in association with the College faculty members, published research on renewable energy and cyber security in several international and reputable peer-reviewed journals.
PROGRESSION SPONSORSHIP CYCLE CLOSING DATE 28 FEB 2019
FIELDS OF STUDY BACHELOR OF ENGINEERING Electrical and Electronics Engineering Telecommunications Engineering ELIGIBILITY CRITERIA
FOR APPLICATION REQUIREMENTS
• Prospective applicants must have completed diploma or advanced diploma qualification not more than five years back at the time of applying and no later than December 2018 (those completed between 2014 and December 2018)
Contact: 73933533 3933533
www.neweracollege.ac.bw
• Must be able to complete the programme of study by the age of 35 years or below.
For Application Forms & Admission Letters
ACCREDITED BY
Call: (+267) 3933533 OR 73933533
or email admissions@neweracollege.ac.bw 36158, Block 8 P.O.BOX: 402134 Gaborone Botswana
APPLY NOW
neweracollege
APPLY NOW!
INTAKE
NON-DEGREE PROGRAMMES:
DEGREE PROGRAMMES:
Electrical and Electronics Engineering
Accommodation Operation Services
Level 3 Diploma Final Registration Date: 31.12.2023
Level 3 Advanced Diploma Final Registration Date: 31.03.2021
Bachelor of Engineering in Electrical & Electronics
Bachelor of Engineering in Telecommunications
Duration: 4.5 Years (6months attachment)
Duration: SPONSORSHIP CYCLE Level 2 Certificate 4.5 Years Final Registration Date: CLOSING DATE (6months attachment) 28 FEB 2019 31.12.2023
PROGRESSION
FIELDS OF STUDY
Telecommunications Engineering
BACHELOR OF ENGINEERING Electrical and Electronics Engineering Telecommunications Engineering
Level 5 Advanced Diploma FOR APPLICATION Final Registration Date: Prospective applicants must have REQUIREMENTS completed diploma or advanced diploma 31.03.2021 qualification not more than five years
ELIGIBILITY CRITERIA •
back at the time of applying and no later than December 2018 (those completed between 2014 and December 2018)
• Must be able to complete the programme of study by the age of 35 years or below.
For Application Forms & Admission Letters Call: (+267) 3933533 OR 73933533
Contact: 73933533 3933533
www.neweracollege.ac.bw
or email admissions@neweracollege.ac.bw 36158, Block 8 P.O.BOX: 402134 Gaborone Botswana
ACCREDITED BY
APPLY NOW
neweracollege
Level 2 Diploma Final Registration Date: 31.03.2021 Level 1 Certificate Final Registration Date: 31.03.2021
TOURISM
Life-Changing Wildern Offers a Lifeline for L
Duma Tau Camp Strides Strides Magazine Magazine18 18March-April March 2021 2021
ness Safaris Journey Linyanti Elephants
A
s part of Wilderness Safaris’ commitment to safeguarding Africa’s precious ecosystems, a unique conservation-focused safari at its brand new DumaTau Camp will offer guests a life-changing experience in support of collaring elephants in Botswana’s private Linyanti Wildlife Reserve. In partnership with Eco-Exist, Wilderness Safaris will collar 10 elephants in 2021, in an effort to learn more about elephant movement patterns, and thus identify potential elephant corridors between rural communities to limit human-wildlife conflict. Once established, it is anticipated that collaborative management of these corridors will enable ongoing free movement of elephants between Botswana, Namibia, Zambia and Angola. Strides StridesMagazine Magazine
“The entire value generated by this trip will be used to cover the costs of the collaring operation – veterinarians, helicopter time, capture drugs etc. – as well as the installation of a borehole pump in a nearby community that will reduce their need to travel long distances for water. Guests will also have the opportunity to assist with research and tracking of the newly collared elephants,” says Wilderness Safaris Botswana Managing Director Kim Nixon. The six-night, conservation-driven safari will combine three nights at Vumbura Plains, a Premier camp in the heart of the Okavango Delta, with a three night stay at Wilderness Safaris’ newest offering, DumaTau, another Premier camp set to open later this year. Guests will be able to spend time with the elephant researcher at DumaTau, as well as 19 19
March-April March 2021 2021
TOURISM
Vumbura camp
take a helicopter ride to visit the Eco-Exist research base, learn more about human-wildlife conflict and the work being done to address it, meet the local Kgosi (chief), and help to install a water hand-pump in the community. “With the data obtained from satellite collars fitted to elephants in the Linyanti, we can make an informed and important contribution to sustaining a balance between the safety and livelihoods of local community members, and the necessary and natural unfettered movement of elephants between protected areas,” explains Dr Neil Midlane, Wilderness Safaris Group Impact Manager. Wilderness Safaris notes that well-defined corridors for elephants also allow an understanding of their movements by local communities, and help reduce the potential for humanelephant conflict, such as crop damage and competition for water resources. “For almost four decades, Wilderness Safaris has used our ecotourism business to generate sustainable economic value, for conservation and rural communities, from Africa’s priceless wilderness and wildlife. Despite the current challenges, we feel an immense sense of responsibility to ensure that our people and our wildlife continue to benefit. This exciting itinerary will help to keep this going and at the same time, provide a truly unique experience for conservation and communityminded travelers,” Said Neil.
KIngs Pool
KIngs Pool Strides Magazine
20
March-April 2021
Still Botswana’s Finest Business and Entertainment Address
Whether you fly, or drive, The Grand Palm Hotel Casino and Convention Resort is your first choice for business and entertainment in Botswana. Just a few minutes from the centre of Gaborone and the Sir Seretse Khama International Airport, the resort offers superior accommodation in the luxury 4-star 188-room Peermont Walmont hotel and 3-star 149-room Metcourt Inn, lively entertainment in a Vegas-style casino, extensive dining choices from Asian favourites, local buffet delicacies and the best Botswana beef, a health and beauty spa and world-class conference facilities at the Gaborone International Convention Centre (GICC), all set in beautiful landscaped gardens. With FREE high speed wi-fi and FREE airport shuttle service, this resort is the ideal first and last night stopover for your buisness or leisure trip to jewel of the African continent. Book today, call Peermont Central Reservations on +27 (0)11 928 1928 or direct on +267 363 7777, book online at www.grandpalm.bw. Corporate rates available.
PROUD NOMINEE 2016, 2017 & 2018
PEERMONT PROUDLY SUPPORTS RESPONSIBLE GAMBLING. PLAYERS MUST BE 21 YEARS OR OLDER. WINNERS KNOW WHEN TO STOP.
Strides Magazine gp-hatab-2018-october - 216mmx276mm.indd 1
21
March-April 2021 26/11/2018 16:30:53
INSURANCE
Strides Magazine
22
March-April 2021
The BIHL group stays resilient, performing well in uncertain times
D
espite the uncertainty of global and local markets, Botswana’s leading financial services Group, the Botswana Insurance Holdings Limited (BIHL) Group, has demonstrated great resilience and tenacity, as revealed in the financial results for the full year ending 31 December 2020. The performance of the Group was shared before key stakeholders at its annual engagement, cognisant of the marked changes brought on by COVID-19, and yet delivering truly pleasing results for shareholders and stakeholders alike. According to the results shared, the Group remains well-positioned in terms of capital management and solvency. This was taken into consideration by the Board when resolving the final dividend. The Directors have thus proposed a final dividend of P184 million, net of tax, as compared to P166.6 million in the same period the prior year. Said Catherine Lesetedi, CEO of The BIHL Group, “Despite the prevailing environment, the Group and its Subsidiaries have remained formidable throughout the period. Our Strength in Numbers empowers us as a financial services group to better serve our people, creating impact as we work to engineer legacies even as we build our own. It has been the resilience of our people, our clients and customers, and indeed our culture and community that has allowed this business – indeed aided this business – to progress to where we are today. We have successfully returned strong shareholder value and continued to introduce new solutions in line with our diversification agenda. This has been seen through new offerings to the market
through both Botswana Life and Bifm. BIC too continues to make its mark and impact the lives of customers every day.” The ecosystem in which the Group has performed should not be ignored. Data released showed that the Botswana economy contracted by 24% in Q2 2020 with the mining sector the hardest hit contracting by 60.2% year on year. The local economy contracted by a further 6% over the Q3 2020, a notable improvement given the post-lock-down pick-up in economic activity. In spite of this, the Group has delivered a robust set of results. Key financial performance highlights of the BIHL Group are as follows: Revenue • Net insurance premium income increased by 11% to P2.9 billion • Recurring premium income increased by 8% to P1.6 billion • Fee revenue increased by 11% to P109 million • Value of new business decreased by 18% to P129 million Assets Under Management • Assets Under Management increased by 4% to P30.3 billion Earnings • Operating profit increased by 4% to P393 million • Core earnings increased by 4% to P426 million • Profit attributable to equity holders increased by 22% to P532 million Solvency • Business is well capitalised, required
Strides Magazine
23
March-April 2021
capital for the group subsidiaries is covered 6.3 times (Dec 2019: 7.1 times) Embedded Value • Embedded Value increased to P4.78 billion. (Dec 2019: P 4.65 billion) • Return on Group Embedded Value was flat 13% (Dec 2019: 13%) The Board has confidence in the Group’s ability to maintain dividends at this level while ensuring that its capital position remains solid and aligned with future capital requirements whilst sustaining healthy levels of Return on Group Equity Value. Concluded Lesetedi, “We would like to thank all our Clients, Brokers, Agents, Staff and other Stakeholders for the on-going partnerships and support and look forward to serving them in the future. Without their efforts and support, we would not be the Group of businesses that we are today, not as geared, capable and impactful in our efforts to engineer legacies for and with Batswana. Indeed, in this time of uncertainty, our resilience remains key, as a business and as a community. Central to this is our ability to collaborate, unite, and reflect the very tomagano, botho and maatla that remains rooted in our culture. This is the basis of our Strength in Numbers, and the foundation against which we head into the future, agile and ready for the next chapter in our story.”
education
PPC Botswana Acting Regional Manager Thabiso Nchoko
Nchoko with a student and Mogonono primary school Deputy Head Dorcus Motatuki
PPC in drive to boost education
L
eading cement manufacturer PPC Botswana recently took a bold step in boosting Botswana’s education system by sponsoring textbooks worth P98 000 to Mogonono Primary School in Kweneng district. “The importance of education cannot be undermined, mostly because it shapes the future of all the members of the community. Mogonono Primary School plays a very important role in this community and child development. The children of today are the future of tomorrow; therefore, they deserve a good quality education that will grow their minds,” said PPC Botswana Acting Regional Manager Thabiso Nchoko during the handover ceremony held at Mogonono Primary School. The donation comes as PPC Botswana’s response to the school’s
call for assistance to curb the textbook shortage it has been experiencing. “When we were approached by the school authorities for assistance, we did not hesitate to offer a helping hand. At PPC Botswana, we value community development, it is one of the pillars that we do not take lightly. Our team quickly set up a plan on how we can solve this issue so that students can have a proper learning environment that will not affect their studies,” said Nchoko The most affected students by the textbook shortage were the upper classes ranging from standard five to seven. The primary school is a long-time beneficiary of PPC Botswana. It was adopted by the cement manufacturers in 2018. The relationship was sealed when PPC Botswana allocated a Strides Magazine
24
March-April 2021
six months’ supply of sanitary pads and toiletry to the students. In the same year, the school received a mini-bus from PPC Botswana to transport students. PPC Botswana made it clear that they will continue assisting the school in developing it until it becomes a state-of-the-art school that will be producing future industry captains. “This will help improve our pass rate and student performance. We are grateful to have PPC Botswana as our guardian. This is one relationship that we will never take for granted. We appreciate everything that PPC Botswana has done for us over the years. Through PPC Botswana Mogonono Primary School has grown into a much bigger school,” said Mogonono Primary Deputy Head is Dorcus Motatuki.
mining
De Beers buoyant on sales • Confident of recovering from huge 2020 losses • As future is bright for diamond markets in 2021 • De Beers expects to mine over 35 million carats STRIDES WRITER
D
espite suffering a debilitating blow on its financial highlights owing to Covid-19 cold in 2020, De Beers Group is optimistic for recovery in 2021 with market outlook for diamonds shinning. The giant diamond Group recently indicated while sharing its 2020 financial results that the total sales volumes on a 100% basis were 22.7 million carats equated to 30.9 million carats in 2019. “The diamond industry started 2020 positively after a strong US holiday season at the end of 2019, with robust demand for rough diamonds. The onset of the Covid-19 pandemic, and the measures taken by governments in response, had a profound impact on global diamond supply and demand. Much of the industry was temporarily unable to operate, with up to 90% of the jewellery stores closed at the peak of lockdowns, first in China, then in Europe and the US,” said Group. Due to lockdowns in India and associated flexibility offered to customers, it said its total revenue fell by 27% to $3.4 billion (2019: $4.6 billion) with rough diamond sales falling by 30% to $2.8 billion. The De Beers Executive Vice
President Diamond Trading, Paul Rowley said the market outlook for diamond demand has been promising since the beginning of 2021 as compared to last year. He noted that revenues stood at $3.4 billion in 2020 as compared to the $4.6 billion posted in 2019, representing 30% decline but he adamant that Botswana mines will recover well in 2021. De Beers Group is a global diamond domain in control for marketing Debswana diamonds yield. The Group mines about 60% of its rhombi in Botswana mines of Jwaneng, Orapa, Letlhakane and Damtshaa over Debswana, based on a 50-50 partnership with the Government of Botswana. Rowley said the COVID-19 had negative adverse effects on the business operations as it pushed the business to cease some of its operations but note that transformation helped to curb losses. “Our rough diamond sales volumes decreased by 27% to 21.4 million carats (2019: 29.2 million carats). We anticipate to produce over 35 million carats this year,” he said oozing with confidence. He noted that Botswana would play Strides Magazine
25
March-April 2021
a crucial role in boosting the business recovery in terms of the increased carats expected to be excavated from the Debswana based mines in the country. The decline in rough diamond sales is increasingly becoming a growing pattern for the Group. “Rough diamond production decreased by 18% to 25.1 million carats (2019: 30.8 million carats) in response to lower demand due to the pandemic and the Covid–19-related shutdowns in the southern Africa during the first half of the year. In Botswana, production decreased by 29% to 16.6 million carats (2019: 23.3 million carats), with volumes at Jwaneng reduced by 40% to 7.5 million carats (2019: 12.5 million carats), while production at Orapa decreased by 16% to 9.0 million carats (2019: 10.8 million carats),” said the blue chip leading rough diamonds company. The decline in Botswana according to the company was largely due to a nationwide lockdown from 2 April to 18 May, and the planned treatment of the lower grade material at both Jwaneng and Orapa mines following their restart, as a production response to lower demand, De Beers Group revealed.
LEADERSHIP
Leading like a lion or lioness in uncertain times part 1 Dr. Wilbert R. Mutoko (PhD, FHEA) is a business doctor, financial wellness speaker, business strategist, researcher and senior lecturer at undergraduate and master’s degree level for business management and entrepreneurship & business leadership at the Botswana Accountancy College School of Business & Leisure. Dr. Wilbert is the author of four books entitled: 15 Secrets for Personal Financial Success – A Simple Step-by-Step Plan for Financial Freedom | 16 Mistakes Singles Make Volume One – A Guide to Successful Dating & Courtship that leads to Blissful Marriage | What you have is Enough - How to become wildly successful in finance and business starting from where you are now. | The fourth book is a free pdf - | Financial Freedom – It’s your turn for financial success. You can get the free ebook by emailing or sending a WhatsApp message to the author. All the books 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: wilbertmutoko@ gmail.com. Or WhatsApp: +267 71 824 591.
By Dr. Wilbert R. Mutoko (PhD, FHEA)
W
hat does it take to lead during times of uncertainty? A leader in uncertain times can be likened to a ship captain, pilot, or army general. What sort of a ship captain can steer Strides Magazine
a ship through a storm? What kind of a pilot is best suited to direct a plane during dark times? What kind of an army general is needed during difficult war times? Are you ready to lead during these hard and uncertain times? Some of the characteristics of leaders that succeed in 26
March-April 2021
uncertain times include vision, boldness, focus, ability to communicate effectively, building competent teams, never-give-up attitude and hunting prowess. In this article we cover some of these characteristics, but some will be covered in part two. With the understanding that there
are male and female leaders, I aim to cater for both. However, for the sake of simplicity, in this article, the word lion will represent both the male and the female leader. Vision Lions are known for very sharp eyes. They can see their prey from afar. When they wake up, they are very sure of where and when they will hunt. They are sure of the kind of prey they want. Lions do not like stale food. Thus, each day, lions aim for fresh meat. To lead like a lion, you need to be sure of your vision. In uncertain times, a leader shouldn’t be jittery and moving from pillar to post. Why do other leaders steer their firms to greater heights during tough times, yet others fold their hands? Why do some leaders grow their firms while others spread their wings too thin? One of the answers could be the ability to think and act in the long-term. Elon Musk, the CEO of Tesla has led Tesla to dizzy heights despite the current world challenges. This is partly due to his unrelentless focus on the vision of Tesla to “create the most compelling car company of the 21st century by driving the world’s transition to electric vehicles.” Similarly, Jeff Bezos, the CEO of Amazon has grown in leaps and bounds by unwaveringly following the Amazon vision, “to be Earth’s most customer-centric company, where customers can find and discover anything they might want to buy online, and endeavours to offer its customers the lowest possible prices.” Back to you, whether you run a start-up, NGO, micro enterprise, small enterprise, medium enterprise, large enterprise, parastatal, or government department; what vision are you pursuing? Do you sincerely believe in the vision such that every minute you live the vision? The lion knows what it is up to and pursues it relentless. Focus When it comes to hunting, whether
during the day (times of certainty) or the night (times of uncertainty), the lion maintains focus. This is where experience plays a major role. Inexperienced and young lions make a lot of mistakes including shifting from to prey in the hunt. However, an experienced lion focuses on a single prey and entertains no distractions. In uncertain times, leaders must be focused on what matters most. While there can be room for experimentation, it is not a time to look at too many options. What are you really good at as a leader? What is your organization really good at? What does the market need? Can your organization offer what the market needs efficiently and effectively? Avoid learning too many new things and experimenting on too many new things that you know nothing or little about. Focus on what you know and/ or can deliver like experienced lions do. Boldness Boldness is what distinguishes lions from all other animals in the jungle. But what is so surprising is that the lion is not the fastest animal. The cheetah is the fastest animal in the world, capable of going from 0 to 97km per hour in less than three seconds. A cheetah’s maximum speed is 80-130km/hour, while a lion’s maximum speed is around 80km/hour. Thus, in the short run, the lion can never outpace the cheetah. Yet the lion is the king of the jungle. The lion is not the tallest or biggest or smartest animal. There are other animals that do better than the lion. For example, the cheetah is the fastest animal, the giraffe is the tallest, the chimpanzee is probably the smartest animal, the beetle is the strongest animal, while the elephant is the largest land animal weighing up to 7 tonnes (7000 kg) compared to a lion which weighs a maximum of 190kg. Remember though that the elephant is not the largest animal in the world. Rather it is the largest land animal. The largest animal in the world is the Antarctic blue whale, weighing Strides Magazine
27
March-April 2021
up to 181436 kg (approximately 33 elephants) and reaching up to 30m in length. Nevertheless, the lion is said to rule the jungle. The giraffe is the tallest animal which goes up to 6m tall, compared to the lion which is about 1.2m tall. Furthermore, the lion has only one heart, as compared to an octopus, which has three hearts. How then is the lion the king of the jungle? The answer is Boldness. The lion has told himself that I am the strongest. As a leader, during times of uncertainty, you need to be bolder than ever before. That is why Alexander the Great once said, “I am not afraid of an army of lions led by a sheep; I am afraid of an army of sheep led by a lion.” Why is that so? A sheep is a very calm and good animal, but when you are at war, it is not best suited to lead because it lacks the audacity that ensures victory. As a leader, do you have a lion’s heart, or you have a sheep’s heart? It is time to either put ahead of you a leader who is as bold as a lion or equip yourself to become as bold as a lion, or to appoint certain bold and qualified generals in your organization to help you lead in these uncertain times. Conclusion As a leader, you need to be consistently looking for ways to better yourself and to grow the organization. I hope that these lessons from the lion will inspire you be a better leader – vision, focus, and boldness. In the end, it does not matter how smart, fast, strong and connected you are; it matters how bold, focused and longterm oriented you are as a leader. We will look at more characteristics of a lion that could propel you to greater heights in part two of this series. I wish you the best of every success as a leader. Together we will sail through this crisis. See you in Leading like a lion in uncertain times Part Two.
ENTREPRENEURSHIP
Aobakwe K. Sentle Aobakwe Sentle is Founder and CEO of BluStreak Consulting, A StartUp Consulting Company. He is CoFounder of Newline Accounting Services and Also Co-Founder of DropSocial -A digital Marketing Company.
EntreprenuerApp- Of Business and Internal Processes
A
way of doing things. The way you operate. The internal processes that take place in your business are quintessential for your business growth and ease of doing things. Operational optimization is everything for your business. The processes have to be smooth and seamless. Achieving this success will translate into something marvelous like cost reduction and easier customer service process. Operations management simply means how you plan and organize the use of your resources. This translates to your decisions on time-management, how you manage your finances and all areas and activities in the business. You have to create some ‘way of doing things’ in your enterprise and this ‘way’ will have to be well outlined in the way you collect and make payments for example. The process from first client contact to when they actually leave after you have made your sale. What is the first activity or task that takes place when your customer agrees to your sales pitch? In fact, what are the different platforms that you allow your customers to pay through? Spelling out all of the above and having them documented is the most basic form of a system. To say “you send a payment through e-wallet, orange money or Pay2cell then we send you an invoice” is a payment system. Payment systems maybe quite easy to grasp and implement but there are some more areas we Strides Magazine
28
March-April 2021
ought to organize so that our entity operates in a harmonious fashion. After that payment is made what follows? This question is answered by your service provision process. What is the chain of actions that occur after payment is made and how long does it take to complete? What happens when a client has a complaint and requests a refund? What are your plans and response systems for those kinds of scenarios? We work with life routines every day and business systems are some sort of life routine, for your business. Your body works in a sequential and deliberate manner and so should your business. As your body has a nervous, respiratory and excretory system, so should your business! Systems will help you uncover and know exactly how well your enterprise is working. If you can measure how early and late your payments come, you can easily decide on what type of commitments you make with your creditors to avoid defaults and headaches. If you can have a way of dealing with complaints maybe you can achieve a better client retention rate. Succinctly put, you cannot foresee ergo plan for external forces that affect your business but internally, you can plan for and organize resources with systems that control your activities making sure you get the most out of your resources.
ENTREPRENEURSHIP
Financial planning for entrepreneurs
T Tumelo Sejo Boitumelo
he success of an enterprise depends on the owner. The contention is whether the success of a business is directly connected to financial literacy. Unequivocally, financial literacy for entrepreneurs must be enhanced to attain sustainable business growth. Financial education is not an option, but an imperative concept to be adopted, especially by SMMEs. Being a broad concept, Personal Financial Management helps individuals expansively plan for their finances, understand risk management which includes emergency preparedness. Challenges abound for financial illiterate business owners; for instance, high risk in dealing with business transactions, poor cash flow management and a compelling need to acquire debt. It is a common trend for small businesses to opt for expensive unsecured credit due to soft terms. This results in dependence on micro lenders and an unhealthy financial relationship. Often times, the debt becomes overwhelming ending, unfortunately, in repossession of property. In light of the pandemic, which has arguably caused the biggest economic crisis in history, the above are exacerbated. In the plight of the Covid-19 pandemic, personal financial management is fundamental. We have always been preparing clients for such hard times. Over the years, individuals have been warned to tighten their belts, yet we never imagined an unplanned event of this magnitude. It’s important to move a step back, and assess whether our entrepreneurs are financially literate or not. Financial literacy defined by Noctor et al (2007) is “the ability to make informed judgments and take effective decisions regarding the use and Strides Magazine
29
management of money” The general understanding of money protects individuals from being misled about money. Investment and savings are critical elements of financial literacy. An entity has to grow and this can be achieved if its owner is able to apply the principles of investing to expand the business. Such decisions are influenced by the owner’s level of financial knowledge. Personal finance demands radical behavioral change, discipline and commitment. Various groups in society must access financial literacy thereby capacitating them with the life skill of making informed decisions. The current pandemic and its ripple effects on various sectors of industries is the biggest challenge for many economies now. It has perpetuated existing economic ailments like unemployment and poverty. It has now introduced a decline in economic growth, loss of jobs, increase in taxes and low performance across industries. The situation has triggered government and financial institutions to save the perishing industries through a number of bail out initiatives for diverse classes of entrepreneurs. There is a wave of enterprising prompted by the need for individuals to diversify their income sources as well as the drive to survive after job losses. The big question is, as money is injected in the economy to build industries and reduce the import bill, how much of it will cater for capacity building in terms of financial literacy? Personal financial management is vital for entrepreneurs as it influences growth and business continuity. Financial planning shouldn’t be an afterthought, it is a must.
March-April 2021
WOMEN EMPOWERMENT
Decide to challenge stereotyping against women
Kamala Harris, first US female Vice President
By: Wame Mhlanga
F
or ages, we have seen women challenge the status quo, rise above the odds to take up positions of prominence in society. Much as this can be qualified as good news, the numbers are less captivating. They tell a story depicting that females face more challenges in order to rise to the top than their male counter parts. Indeed, it can be proven that there are numerous challenges that affects the rising of women in society one of which is stereotyping It is worth noting that each year in March, the International women’s day is celebrated with different themes to reflect the progress made by women in in areas such as; politics, science and Technology and Economics. The first celebration was about ending harmful workplace conditions, equal rights, equal pay and an end to exploitation. Sadly, in the 21st century women and
girls have to fight for the same reasons and for their voices to be heard. The Covid-19 pandemic has constrained resources of governments at all levels as well as resulted in a rise to women and girls’ daily challenges including difficulty in accessing sexual and reproductive health services. During the pandemic a lot of women were not provided for due to the diversion of resources to support Covid -19 activities. In view of this year International Women’s day celebrations themed Choose to Challenge whose main objective is to bring awareness of gender focused stereotypes; it is essential to highlight the impact of traditionally accepted gender stereotyping accepted by society and passed on through gender roles so as to advocate for change in regard to them. Traditionally, a female stereotypic role is for a woman to marry, bear children, put her family’s needs and Strides Magazine
30
March-April 2021
those of her husband before her own. Considered a representative of her husband and family, she obliged to behave a certain way. Women have to multitask. They take care of family with their low incomes or be a housewife. When the woman’s marriage ends in divorce there is no compensation for all the household chores she did if she was a full- time wife and a mother. A lot of women do not have body autonomy regarding whether to become a parent or not. A majority of women are not key decision makers and some have no control of how their income is used. On the contrary male stereotypic role is that of a financial provider for his family and key decision maker at household level men’s contribution involves financial decisions only not childcare responsibilities. The unequal representation of women in leadership positions is a
hindrance to unearthing women’s talent as well as their involvement in policy making and implementation. Their experiences are different. Notably, Sweden and Finland are the only countries having high women’s participation in the public life. Working women each day are in a constant battle to balance between being a family care taker and being a productive employee leading to few women who are qualified to take high earning jobs. As a result, all over the world men earn higher than women. Women are over represented in low paying jobs and underrepresented in high earning jobs with few of them holding senior positions. Some women all over the world intentionally break through the glass ceiling and challenge the gender stereotypes. During the 2019 Miss Universe pageant a 26-year-old South African representative, Zozibini Tunzi was asked about what should we teach young girls today? Her response was Leadership. For her it is something which has been lacking in young girls and women for
quite a long time. It is not that women do not want to be leaders but rather women act and respond to labels put on them by society. She further went on to say that women deserve every opportunity due to the immerse power they carry hence the need to take up space and cement themselves. Considering that women represent half of the population, the global economy world benefit from boosting women in the labour force. Other examples include Ms. Kamala Harris who became the first vice President of the United States of America, Dr Ngozi Okonjo- lweala was appointed as the first African Director General of world Trade organization and in Botswana Kgomotso Phatsima became one of the first female military pilot. To conclude a holistic advocacy for gender equality is vital in order to see a lot of women in senior positions. At the same time women need to realize that change is possible when accepting that all women are affected by gender inequality. Also, feminism does not mean men hating. Strides Magazine
31
March-April 2021
Captain Kgomotso Phatsima, first Motswana woman to fly a military aircraft
Some women all over the world intentionally break through the glass ceiling and challenge the gender stereotypes.
AS Happy Health Plan
AS Happy as you can be From as little as P259p/m get a health plan that protects your wellbeing and suits your pocket. P10,000 Funeral cover
Doctor's visits
Physiotherapy benefit
Optical cover
HIV Assistance cover
Maternity care program
Dental cover
No 10% co-payment
Ambulance cover
COVID19 Care benefit
Stay Home
just call us to
DELIVER
765 414 09 Fresh & Crispy Bread
Gaborone University College of Law & Professional Studies
BACHELOR OF LAW LLB (Hons) LEEDS LAW SCHOOL
REGISTER NOW FOR JULY/AUGUST INTAKE Looking to Obtaining a UK Degree in Law? Then look no further, hurry to GUC and enrol for LLB (Hons) Qualification Awarded by the Leeds Beckett University in UK
Download the GUC App & APPLY:
Study from Botswana & pay Fees at Botswana rate.
Apply conveniently using Whatsapp:
RRY HU STER I REG OW N D ITE LIM ATS SE ABLE IL AVA
Accredited by:
+267 77 008 948 Main Campus Lot 6398, Lejara Road Broadhurst Industrial Tel: (+267) 318 5596 Fax: (+267) 318 6018 Cell: (+267) 72469089
Delta Campus Plot 1283/4, 1st Floor Along Old Lobatse Road Tel: (+267) 390 1531 Fax: (+267) 390 1535 Cell: (+267) 75965611
BBS Campus Plot 13142/3 Professional House Tel: (+267) 391 8420 Fax: (+267) 391 8421 Cell: (+267) 76177224
Main Mall Campus Plot 169, Queens Road Sreeram Home Tel: (+267) 318 5660 Fax: (+267) 318 5661 Cell: (+267) 76230414
P.O. Box 201095 Gaborone, Botswana, www.guc.ac.bw, enquiry@guc.ac.bw
Mmopane Campus Lot 4738 Mmopane Tel: (+267) 396 0520 Fax: (+267) 396 0519 Cell: (+267) 76667708
Francistown Campus Lot 13393/4/5 Botswana Life Building Tel: (+267) 241 7295 Fax: (+267) 241 7294 Cell: (+267) 74736605
Lot 351 St. Patrick Street Tel: (+267) 241 5405 Fax: (+267) 241 5402 Cell: (+267) 74001331
For God & Country
THE TIME IS NOW TO KEEP YOUR BUSINESS ON TRACK
Whether you run a one-man enterprise or a medium to large operation, we know that getting back to business quickly after a disaster is your biggest priority. Making sure you have the right short-term insurance cover is essential and our flagship insurance cover of MULTISURE can help protect your business against fire, theft, business interruption, legal liability and many other risks. Choose Old Mutual; Because the great things you’ll do tomorrow start with the small steps you take today.
To find out more, contact your broker or call us on 399 5700 or visit www.oldmutual.co.bw
DO GREAT THINGS EVERY DAY
