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The Countr y’s Premium Family Magazine
March-April 2018 • Vol 2 Issue 4
Mildy Samaria Franz Gertze
Taking Cornastone beyond success
NQA’s Year of Repositioning
Juliana Haimbodi
VOLUME No. 02 • ISSUE 04 • N$20
The Power of Lemon & Honey on your body
The epitome of entrepreneurship
Managing the 111-year M+Z Legacy
Verena Grüttemeyer
Women in Business
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Contents Andrew Kathindi | Editor editor@usnamibia.com.na Cell: +264 81 800 0250 Kenneth Karamata | General Manager: Marketing Cell: +264 81 667 6552
Mildy Samaria: Taking Cornastone beyond success. “My work is much more than the responsibilities that come with the job description, I invest in others” Florence Sibanda: Put God first in Leadership. “This journey has taught me that if people want to leave the organization, do not hold them back.”
NQA’s Year of Repositioning The epitome of Juliana Haimbodi’s entrepreneurship.
Confidence Musariri | Group Executive Editor Cell: +264 81 122 6850 Marizaan Bock | Operations Officer Cell: +264 81 650 8855 Lindah Vengesai | Admin and Accounts Cell: +264 81 703 9499
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Page 04-Eliphas Amunyela: The principles of being a small-town executive. Tasked with reviewing & formulating financial policies to govern the financial affairs of Henties Bay municipality.
Keith M. Tuwelo | Production Manager & Graphic Designer Cell: +264 85 639 6024
Fortune Publications
Page 05-Lifestyle: Why you should not store these foodstuffs in you refrigerator. Page 06-Lifestyle: The power of honey and lemon on your body this 2018.
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Tel.: +264 61 254 005 Fax: +264 61 254 004 C/o Sam Nujoma Drive & Mandume Ndemufayo Avenue 6th Floor, Atlas House, Suite 24 Windhoek, Namibia
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personality
Eliphas Amunyela: The principles of being a small-town executive Tasked with reviewing and formulating financial policies to govern the financial affairs of Henties Bay municipality, Eliphas Amunyela is the financial executive of the council. and discuss possible similar challenges experienced while finding possible solutions that they have in common. On a normal day, in a small town such as Henties Bay, Amunyela spends more time on debtors’ education and making arrangements with default debtors.
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is influence included carrying out management reports on monthly and quarterly basis for management decision makings. This includes compilation of annual financial statements, drawing up council budget and coordinating income and expenditure for operational and developmental purpose. A B-tech holder in Accounting & Finance, pursuing studies towards (CIMA) – Charted Institute of Management Accountants, UK and currently a Registered Accountant in Practice with the body of SAIBA (SA), Amunyela the year spent as Omaruru’s Acting CEO has prepared him better for his current role. “I got exposed to dealing with cultural diversity from all walks of life during my time in Omaruru. Harmonizing the relationship between political leadership of the town and community of Omaruru at large was also crucial.
I learned responding to natural disaster during need time such as draught which led to lack of water in the town and it was there that I learnt about managing staff establishment and administration,” he says. And that has boosted his understanding of prioritizing of the Council needs and utilization of funds as well as improved credit control measures for improved service delivery.
Also, Improved revenue mobilization- which equal distribution between the institution revenue and spending in order to achieve economic of scale, he adds.
The Business Case There are few good reasons for Henties Bay’s finances to be in good financial standing. First, Amunyela’s focus is on receivables management which includes investment in capital projects through joint ventures e.g PPP concept, then the volume of credit sales to consumers, as well as collection period effectiveness in credit control policy which includes credit standards, credit terms and conditions.
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“All this is aimed at enhancing revenue stream in order to improve Council cash flows and add value to Henties Bay residents in terms of social developmental goals in areas like sanitations, housing and land delivery,” he says.
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“Key challenges to this however includes lack of sufficient funds to provide servicing & housing. There is also lack of employment within the town boundaries of Henties Bay as a result of few or non-industrialization needed for job creation.” But there is room for improvements. The management of Henties Bay, has planned on engagements through local authorities’ associations such as NALAO professionals body, ALAN and AMICCAL where local authorities meet
If not, then he is attending to client’s financial complaints, at the same time advising the town Chief Executive Officer on any financial matters arising. This is besides his role of coordination of support staff and subordinates.
Values Inspired by the working ethics, standards and principles of his former boss at the Roads Contractor Company, Onias Mhaka CA, the values that have brought Amunyela this far include, Determination and ability to take up challenges. “There is also a willingness and ability to go beyond and above set targets. I am eager in striving to towards set objectives, while understanding and working well with others.”
lifestyle them to sprout and turn rubbery. 5. Bread Bread is a common foodstuff that is wrongly stored in the fridge. Keeping bread in the fridge makes it tough and chewy. This also accelerates its process to go stale due to the moist and cold temperature. 6. Honey Keeping honey in the fridge will cause it to crystallize leaving it grainy and lumpy. Honey stays fresh and smooth when stored outside. Make sure that it is tightly sealed. 7. Avocados Keep your avocados in open brown bags and outside the fridge. Putting them in the fridge hinders their ripening process. Storing avocados near bananas will accelerate their ripening process.
This is why you should not store these foodstuffs in you refrigerator Many of us think that keeping food in the fridge keeps it fresher for longer. Unfortunately, this is not true for all foodstuffs.
Not everything belongs in the fridge. Here are 10 foodstuffs that you should avoid keeping in the refrigerator and why.
1. Potatoes
2. Onions
Potatoes should ideally be stored in paper bags or net bags in a cool, dry place such as inside your pantry. Storing potatoes in the fridge turns the starch into sugar causing your potato to be sweet, gritty and will discolour once cooked.
Onions should not be stored in the fridge as the moisture will soften them and cause them to become mushy. Store them in a dry, well-ventilated area and make sure it is dark to avoid sprouting.
Do not wash before storing as the dampness will accelerate spoilage.
3. Tomatoes Storing tomatoes in the fridge damages the membrane inside
the tomato which then alters the taste and flavour. Refrigerated tomatoes taste a bit watery and unripe. Keep them in a bowl or basket on the counter. They will ripen and increase their flavour. 4. Garlic Garlic should be stored in a cool and dry place. Putting them in the fridge will cause
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8. Bananas If you have bought bananas that still need to ripen, you should not put them in the fridge. The cold temperatures will turn them mushy and black as they do not have a natural defence in the cold. However, ripe bananas are safe to keep in the fridge. 9. Melons Keeping your uncut melons in the fridge can have a chilling effect on them which in turns affects their nutritional value. Melons are best kept on the fruit rack. You can however wrap sliced pieces of melon in cling film and refrigerate. 10. Olive Oil Keeping olive oil in the fridge will cause it to condense and turn into a hard, butter-like consistency. Like other oils, olive oil should be stored in a cool and dark place.
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lifestyle
The power of honey and lemon on your body this 2018
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any people believe that for you to have a healthy glowing skin, you must use high end products. Well, the truth is, you don’t have to spend an arm and a leg to achieve skin goals. Duly noted, when people mention quality it actually sounds extremely expensive but you can have quality products at a very affordable sweat free price. You’ll be amazed to know that some of these products are just in your kitchen so buckle up as we
are about to take off to some natural products which will change your life drastically.
the other hand acts as anti-bacterial and beats any infections that might be present in your body.
My goal is to educate people on going natural sometimes because you can have the cash to purchase the product but unfortunately the product is not available in the beauty stores and the sad part is it can actually take months for you to get it.
Honey is full of nutrients such as vitamin B-6. Calcium, potassium, iron, Sodium, Copper and Zinc.
so why not opt for plan B? This has happened to me so many times but am grateful my plan B worked and that’s why am more that excited to share this article. Lemon, honey and water will help give your digestion an instant boost. Lemon is a body cleanser. It helps to flush out all unwanted toxins. Fresh lemon helps to restore and balance your body PH. It also cleanses your liver by helping produce more bile and provides nutrients such as vitamin C and B. Honey on
Slice and boil a fresh lemon, wait for it to cool then mix it with honey and enjoy your detox. This mixture of lemon and honey will do you justice even when you go out and eat greasy food. Lemon is also good for your skin as it is rich in vitamin C. It’s a natural bleacher and antiseptic which aids in fighting fine lines, wrinkles, black and white heads. It also clears dark spots, but you have to be consistent with it for good results. Squeeze the lemon juice and apply on the areas you have the spots. Leave for 20/30Minutes then rinse off with warm water. If the lemon is too much for you, you can dilute with water. Repeat the procedure every morning and evening for a couple of weeks. Honey is a natural humectant that attracts and retains moisture, hence it helps to keep your skin hydrated. This mixture of honey and lemon is a very therapeutic face Mask as well. Mix 1 1/2table spoonful of honey and 1table spoonful of lemon juice. Rinse after 10/15minutes.
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Women in Business
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Women Business Women inin Business
Mildy Samaria: Taking Cornastone beyond success March 8 is International Women’s Day, and while it’s no secret, this is the perfect time to note that women comprise but a small percentage of IT professionals. While those numbers are increasing based on numerous efforts to encourage young women to
MEET MILDY
One of the stars of Cornastone Namibia’s transformation, Mildy Samaria will soon mark 2 years as Managing Director of the company.
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er aim includes demystifying the women and computing while spreading digital fun. She was a nominee for Businesswoman of the The Year 2017, after 8 years of leading the firm’s finance and sales divisions. For 16 years, Cornastone has been a Namibian brand in time-honoured global ICT companies, with premium focus on HP data centre products and support, which has made it, a catalyst for the establishment of other ICT organisations in
Namibia. But for Samaria, the die is cast. Her star is shining brighter. She is also a non-executive director of ABB Namibia and a trustee of the Craton Foundation; all this is besides leading Cornastone brand that is made up of unique and customized IT solutions for every customer’s business needs. Cornastone designs, supplies and implements purposebuilt IT infrastructure solutions comprising hardware and software. The company provides ongoing support to its clients across all industries to ensure maximum return on investment.
Today she is completing her MBA with the University of Edinburgh. LEADERSHIP TRAIT An action-oriented executive, Mildy focus on creating an enabling environment in her workplace.
“I have never started something I cannot finish and that is my modus operandi. I believe in relentless execution.
ACADEMIC HISTORY
I am constantly challenged by my working environment to meet deadlines and that requires that I not only become better at what I do, but that my team grows with me.
After completing high school, she obtained a diploma in accounting through Damelin, and then went through a string of short courses before a Bachelor’s Degree in Finance and Accounting from the then Polytechnic of Namibia.
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In between all these studies were piece-meal jobs such as being a receptionist, a clerk before gradually working her way up in accounting and finance.
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pursue careers in science, technology, engineering, and mathematics (STEM), as well as many enterprises equalizing practices related to hiring and compensation - the harsh reality is that the person architecting your system solution or addressing your network issue is, more than likely, a man.
My work is much more than the responsibilities that come with the job description, I invest in others, the world needs more of people who through their growth allow others to grow.” She says. But the biggest test of her leadership has been transitioning from being a colleague to becoming the ‘boss’. She recalls the challenging process of holding her ‘former’ colleagues accountable for their actions and engaging in disciplinary procedure.
“The challenge was in my colleagues accepting me in that role. I had to suddenly make unpopular decisions and be firm. My directors were very helpful in guiding me to establish and understand my role as a manager.
Women in Business Women in Business It is not something that goes away totally but you gain the trust of your team and together you forge a new understanding of the work relationship,” says Mildy. She had to redefine her boundaries, as she moved from being an accountant to finance manager and now managing director within the same company. And doing this in a ‘boy’s-club’ of an industry added to the weight. I had to grow into my role and accept challenges, that is not always easy when you are in a male dominated industry. I am proud not of moments but the daily effort I put into my personal and professional work. “I have had to be a confidante, a boss and a team player and that has made me realise that it is not always about me, the team matters, people work better when they are appreciated and acknowledged. The learning is key, it is very important in the type of leadership style I have chosen to follow.” Cornastone has been one of the first if not the first ICT business to implement an empowerment
Because I am a woman in this position I sometimes feel that the responsibility is heavier requiring me to be more vigilant in terms of personal decision making as well as professional conduct and in doing so I show that women can be effective.”
ownership programme which has seen the business retain some element of black ownership over the past 17 years. Cornastone has partnered with international agencies among them Aruba, to offer a wide range of networking portfolio among them the FlexNetwork core switching and branch routing products to the Aruba wired and wireless LAN access products.
With such demanding tasks and stereotypes to demystify, Mildy Samaria has her unique ways to unwind. If she is not cooking, then she is in the gym.
It also supplies Aruba’s Clear Pass which provides guest access, device profiling, posture assessment and onboarding.
“I am an avid chef,” she says, adding, “I am a family-oriented person and devoted to my two daughters Darméll and Charmónt. Many would describe me as a fitness fanatic, because I consider fitness a cornerstone of holistic well being, there is always a gym outfit in my car. And oh, I read at least one book a month, having recently realised the power of reading.”
Mildy is tasked with meeting financial goals and targets as set out by the company. She ensures profitability. “We are a profit driven enterprise while being peoplecentred. I need to be consistent with the mandate of making sure that people come first and that we are above all building people and shaping the nation. I believe that as a woman in a leadership position I can be an example to every girl child and young woman out there that women can be effective leaders.
Mildy, not only a business leader but also a family orientated women.
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MARCH 2018 • Us NAMIBIA Us NAMIBIA • MARCH-APRIL 2018
Florence Sibanda:
Women in Business I learn from the young people which in turn increases our productivity because they have good ideas also.
Put God first in Leadership
If I want someone to do something, I should be able to do that thing also. I don’t raise expectations on something I cannot do myself. I must be aware of the amount of time required to do that thing and the challenges that come with it.
“This journey has taught me that if people want to leave the organization, do not hold them back. Let them go and if you a good leader, sooner or later they will want to come back to be with you again.”
Q: Are there any challenges in your different responsibilities? When you work with people from different background and religious beliefs, there will always be challenges. Also, you cannot please everyone. If you want to do the right thing, you just cannot. If you see that you are pleasing everyone then it means something is wrong. Q: How do you plan for growth?
Q: Give us a brief background of your career and upbringing.
Q: But how do you transit between your role at Zebra and the Ministry?
A: I grew up in a village in the Caprivi, now Zambezi. They used to tell me that we are poor but I saw things differently. I just knew that I wanted to improve my life and make sure that my children would have better.
A: What helps is that we do not meet too often for board meetings at Zebra Holdings. We have our meetings during the weekends or after hours so it allows me to focus on my time at the ministry. It is an easy transition for me, besides the awesome people I am blessed to be working with.
In 1991 I began my career as a warden at the Ministry of Environment where I worked until 2002. I then went on to work for an NGO called IRDNC, for the National Heritage Council as a scientific officer, before moving as a chief geologist at the Ministry of Mines and Energy where I subsequently arrived at my current role as Deputy Director in the forestry department at the Ministry of Agriculture, Water & Forestry. Q: With such a colourful background, what have been the lessons learnt?
My aim is to continue to do the best with what is available to me. When there are challenges, the entire team be it Zebra or the Ministry chips in. The idea is to continue on our mandate and implement our goals which we have previously set and be a Ministry that delivers. Q: But what is the impact of your leadership?
A: The biggest lesson I have learned is that if you have a good leader, it will inspire you to do good and if you have a bad leader, it will inspire you to be the opposite.
A: I don’t believe in being a boss. In my department there is no one who is superior to another. I believe in working in a relaxed atmosphere, where people are aware of their responsibilities and as a leader that is how you get the results you want.
This journey has taught me that if people want to leave the organization, do not hold them back. Let them go and if you a good leader, sooner or later they will want to come back to be with you again.
My aim is to impart knowledge. There are many of my subordinates who I have encouraged to continue their studies and who have gone on and achieved their Master’s Degree and be somebody in society.
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A: My daughter told me a long time ago that if you want to climb the corporate ladder, let Jesus hold your ladder. It means that I might not always be going where I want to be but I will be going where God wants me to be. Q: What interesting fact is not known about you? A: I love to be creative with my hands. The sawing machine is my favourite, I knit, I make bangles and I also love to do gardening work. I also love to spend time with my family, I’m not much of an outgoing person. Q: Who inspires you? A: I look up to God first of all and also to my daughter. She is doing her dream job which she has always wanted to do from kindergarten and her drive towards her passion is very inspirational to me. Q: On this international women’s month, what is your message to young Namibian women? A: Pursue your dreams but do it in an honest way. Don’t look for shortcuts. Put God first. Be patient when looking for a husband. It should not be in your time, but in God’s time.
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Women in business
The epitome of Juliana Haimbodi’s entrepreneurship For many years, Juliana Haimbodi has been a beacon of entrepreneurial inspiration and a leading businesswoman in northern Namibia. She is the founder and CEO of Vintage Properties
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he entrepreneurship has always been a part of Haimbodi’s genetic makeup. This was evident when she started selling sweets in Grade 7 and eventually risking suspension at the Christian Dobra school by starting a small loan business the year after. Although she studied science at school, she chose Human Resource Management at the Namibian University of Science and Technology (NUST), then Polytechnic of Namibia. She first dipped her toe in the corporate world when joined Barden International, who then owned Chevrolette as office administrator and HR consultant.After a spell at Namibia Motors, she developed an interest in property development and by 2005 she bought apartments in Swakopmund under her newly formed company Urban Property Investment, which she co-owned with her husband, Lebby Haimbodi. She was only 23. “Unfortunately there was a worldwide recession in 2008 and I had to sell my properties. During that time I became good friends with Connie Ferguson. She was expanding her brand into Namibia, which included Connie Eyewear and Connie Bodycare and I became her agent in Namibia,” she tells Us.
business for 10 years now and I feel like a voice for the SMEs in the region. When I joined NCCI, most of the views of my fellow executives where from the corporate world, those on a salary scale and with everything budgeted. But with SMEs, you have to work for your funds,”. Her insight helped the creation of the first ever Northern SME Awards last year in July. Prizes in the form of funds and training were given. Haimbodi is also instrumental in NCCI organizing events in the northern regions with investors from Germany, USA but laments sometimes the turn up is low. While the potential remains high for entrepreneurs in the north, especially the youth, with businesses like ICT and even recreation not being fully utilized, there is a need for more exposure and to change the mindset towards business. Hardwork defines the leadership of Haimbodi, who is a mother of two and married to successful northern businessman, Lebby Haimbodi. She loves to consume knowledge and attending business forums are of keen interest.
and an executive committee member of the Namibia Chamber of Commerce and Industry (NCCI), spearheading SME Development and Youth Empowerment since 2014.
She is a leader at her church and photography is a talent she wants to pursue in the near future. Her commitment to work and family is a principle she picked up from her late mother, Julia Nepembe. Nepembe was a businesswoman and politician who served the Ongwediva Town Council in various capacities since its proclamation as a town in 1992. “My mother remains my inspiration. She was a social activist and for as long as I’ve known her she has always been busy. She didn’t look at what people where offering her but rather how she could change lives. Even on the day she died she was planning on going to work. I am also inspired by my friend Connie Ferguson who is a mother, a wife, a business person, a social activist a successful actress who balances all that does everything to the best of her abilities. Our First Lady, Monica Geingos is also an inspiration. Her history and becoming the CEO of Stimulus proves that nothing comes on a silver platter.”
The experience broadened her horizons and by 2012 she returned to property by establishing Vintage Property Developers and Real Estate with buyers and partners in USA, Italy and South Africa. Currently she also manages malls in north, including Sun Square Mall in Ondangwa, and soon Okahao mall and Okalongo mall which are under construction. “SME is where I started, so I understand the needs of SMEs. I have been in
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As part of her philanthropic work Vintage Properties gave out gifts to 175 sick kids at Oshakati State Hospital, including Christmas Babies.
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In the fast-paced, everchanging and increasingly complex automotive world, there are few moments when an industry can take stock of progress. Call it a line in the sand. A moment of reflection. A measurement of success.
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hink about it. Twelve years ago, Verena Grüttemeyer would not have predicted that a woman would be running a car company in Namibia, or that it would be M+Z Group? That time she was caught in what she loved best, nature. The panoramic views of Otavi where she and her husband ran a lodge is all that she called the world to her.
M+Z’s Upward Path Today, Verena’s decidedly unconventional career arc is now inspiring women in a range of jobs, spanning from ank and fine enginers to car dealers, to think big. A fourth generation Managing Director of the group and granddaughter of Ernst Behnsen, one of the original key players of the M+Z brand in the 1920s, Verena Grüttemeyer now runs the second largest dealer group in Namibia, which sells up to 3 260 new and pre-owned vehicles annually.
The 111-year M+Z legacy is safe and the auto industry being considered as a clubby man’s world is now history.
Humble to the very basics of the word, she’s become a bit of an icon, which is cool. We need those kinds of role models, because a lot
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of women would not even think of the auto industry. Much cooler is how her brand portfolio has thrived over the last twelve years from Autohaus Truck & Bus, Audi Centre Windhoek, Autohaus Windhoek & Swakopmund, Harley-Davidson Motorcycles, M+Z Motors Commercial Vehicles to M+Z Motors Passenger Vehicles.
It all started when she pondered building a diverse management team, many of whom are still with her.
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Cover Story
“Through strategic planning and team work, we managed to avoid retrenchments. In the midst of a huge reduction in vehicle sales and turnover in the last 18 months”
Cover Story
“When I took over the company it was not in such a good state, but I worked hard to regain the name M+Z as the first in the mind of the consumer. I looked at what was the first thing we needed to change and first on the agenda was to build proper facilities and giving a superior experience to the customer,” she tells Us.
The royal lion portrait and cactus in her office potray her love for nature. Indeed, years of the corporate world have not snuffed out her passion for the Otavi outdoors.
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he was tasked with responsibility of customer relations and business expansion opportunities when she joined the company in 2002, and it was clear the values of Metje, Behnsen and Ziegler were in her DNA from the onset. Under her tutelage, Grüttemeyer drew focus on creating a culture of commitment and purpose amongst M+Z employees, promoting from within and investing generously in development and training activities. That’s all still work in progress. But so far, has resulted in employees lasting longer in the company, with efficient team dynamics and a collective mind-set to achieve the collective goals. Says Verena; “I believe in honesty. If the customer can trust you, they will buy from you. One of our strongest convictions here is building trust with people. If they can trust that you will look after their interests then they will come back. Our achievements are based on trust, courage, responsibility, respect, integrity and transparency.” The progress of women in the auto industry in the last decade is still argumentative.
However for Verena, the technical recession and massive cost-cutting might actually present oportunities for new ideas, new hands, new faces, an opportunity for women to rebound. As the industry has been coming out of the crisis, there have been many more opportunities available, and many of them have been filled by women. So many companies will add more women to add a different perspective of doing business. There are more roles and responsibilies, at higher levels, for women, and I think it will continue to improve even more in the coming years. A challenging economic 2017 troubled many in the auto industry and many companies either closed or retrenched.
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She adds, “Through strategic planning and team work, we managed to avoid retrenchments. In the midst of a huge reduction in vehicle sales and turnover in the last 18 months, my message was to stay calm, not panic and be innovative. And I think we are on the verge to overtaking the pre2012 trends. The upward path looks imminent.” Digitalising has been a key transformative part of businesses the world over and it will play a role in M+Z remaining a household name for the next 111 years, she says of the future. “Electronic cars are the future and as M+Z we have to look into that. We have to embrace the future. We have to be on the leading edge of this industry and look into various opportunities,” she says.
And that was at a time when few saw into the future. To be able to offer the best service to its customers, M+Z has embarked on a fundamental restructuring. New dealerships have been added and new structures with new responsibilities set. All Pre-Delivery Inspections (PDI’s) have been centralised into one facility and a smart repair centre has been established. Every customer is important at M+Z and they have been committed to offer state of the art facilities irrespective of their vehicles make, value or model. Just as Elena Ford, the great-greatgrand-daughter of Henry Ford, the founder of the Ford Company, because the first female Ford to hold a Vice Presidential post within the company in 2013, this greatgreat-granddaughter of the oldest motoring company in Namibia is not pampered by the familiar surname.
contributing to economic growth by focusing on consumer experience, overseeing best practices to expand footprint and impact. “These values determine our actions in our daily dealing with customers and business partners as well as in our teamwork and our collaboration with each other. Every single member of the “Metje + Ziegler” family takes this responsibility serious and therefor carries our culture forward.”
to be out there in the field with the team, working. I don’t like to be in the office too much unless I have to do some administrative work. I am a very private person, I love the company of my family so we have a meal together at lunch.”
Cover Story
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he M+Z Motors on the corner of Lazarett & Patterson Street in southern Industry in Windhoek was the culmination of Grüttemeyer’s dream to have a high-grade facility that matches what the brand deserves.
For her, leading a family business that has existed for over a century has all to do with preparing the legacy for the next generation M&Zites and the next generation of M+Z clients, while
Her daughter, a medical student, has no dreams of joining the family business, just as Verena thought 15 years ago. “Don’t quit”. Is the mantra that drives Verena. You get a feeling even her colleagues at work, feel it for themselves, and, perhaps, just as much, for the female colleagues she mentors and inspires subconsciously.
Taking pride in the fact that in 1936 M+Z was awarded one of the first Mercedes-Benz Franchises in Africa, she drives a MercedesBenz GLE. The royal lion portrait and cactus in her office potray her love for nature. Indeed, years of the corporate world have not snuffed out her passion for the outdoors. In fact, Grüttemeyer begins each morning with a horseback ride, which helps clear her mind and prepares her mentally for the day before she joins her husband and son for breakfast. “I have a short meeting with my management team when I get into the office and then after that I like
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to be in the I don’t like uch unless office too m some I have to do ve work. administrati private I am a very ve the person, I lo so f my family company o er meal togeth we have a at lunch.”
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PERSONALITY
NQA’s Year of Repositioning Compelled by anticipated changes in the educational sector, Namibia Qualifications Authority (NQA) CEO Franz Gertze has set Repositioning as their focus for 2018.
Franz Gertze | NQA CEO
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PERSONALITY
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ith legal frameworks, economic climate changes, and new demands being placed on the NQA, Gertze stresses that there was a need to re-focus and reposition the organisation in order meet ongoing challenges. Raised by a single mother and the Okahandja community, Gertze’s belief that a strong education is the backbone of any nation comes from his mother pleading with him to return to school after he had dropped out. Her request resonated. While he did not become a lawyer as he wanted to due to the cancellation of bursaries for black students to pursue legal studies at the time, he became a teacher. His journey eventually led him to one of the most influential entities in the training and education sector and his current position as the CEO of the NQA. As a former teacher, his background serves as inspiration to always pursue the highest standards in delivering on the NQA mandate.
“We are informed also, that the Minister of Higher Education, Training & Innovation, Dr. Itah Kandjii-Murangi, MP, is mooting structural and legal changes in the sector. These changes, as uncomfortable as they may seem also offer opportunities for reflection and repositioning.” The Education and Training sector is experiencing tectonic changes – the curriculum for schools is changing, the funding paradigms are shifting, the Harambee Prosperity Plan has identified Technical and Vocational Education and Training (TVET) as a critical socio economic development indicator, these are but some of the changes. Furthermore the Boards of Directors of the NQA, NTA, NCHE are new and new faces may soon appear at the helm of the national public universities. “We are informed also, that the Minister of Higher Education, Training & Innovation, Dr. Itah Kandjii-Murangi, MP, is mooting structural and legal changes in the sector. These changes, as uncomfortable as they may seem also offer
opportunities for reflection and repositioning. In repositioning, we are bringing standard setting to the fore and in particular we plan to change the processes around that. There is a dire need to set occupational standards which will be used to inform and develop qualifications,” Gertze says.
determine the skills gap and recommend appropriate skills development interventions.
The intention is to further enhance collaboration with the employment market and professional bodies in order to ensure that their expectations are incorporated into the qualifications. By so doing they will improve on the relevance scorecard of qualifications and in essence, enhance employability.
A World Bank study released recently found that Africa is facing a severe learning crisis that thwarts its economic growth and well-being of its citizens.
With the current unemployment rate at 34%, the highest rate since 2008, standards setting will also enable the NQA to
Gertze stresses that as long as Namibians study abroad, there will be a need to meet the global demand and play in the Premier League of standards and the NQA must protect its status as a global brand.
Young Africans can transform the continent and create lasting economic change but they need to be equipped with quality skills. Namibia is not an exception to the above. Our quest for quality is about empowering the people in Namibia.
“The NQA’s clear and distinct mandate is to establish and manage the National Qualifications Framework (NQF), recognise qualifications attained outside the country and set occupational standards. The NQA is also tasked with safeguarding the quality of education in Namibia and that is done through accrediting all institutions of learning to ensure that their programmes meet national standards,” he tells Us.
“There is a dire need to set occupational standards which will be used to inform and develop qualifications.” 17
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Similarly, government at all levels will reduce social support services. As personal finance will grow more complex, requiring consumers to increasingly understand, anticipate and take responsibility for their monetary decisions and their wellbeing, NFSH will be there to empower the workers to make their independent assessment of products that will better serve their interests. What is your future outlook for NFSH? The next decade will see effects of the so-called great recession continuing to reverberate. Regulatory pressures will increase and competition will emerge from traditional competitors and new entrants. These forces will create new business models, fuel industry collaboration and partnerships as well as increase industry consolidation. Government supervision of the financial services industry is also changing significantly. New regulatory measures being announced will attempt to reduce the risk of future financial crises and ensure consumer protection. Stronger regulation will significantly change financial institution management and reporting, leading to higher costs. The new environment of increased regulation, new competition and industry change could disrupt the financial services industry. While this is taking place, I believe that NFSH will harness its strengths to extend its direct ownership
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new mobile generation, also known as the digital generation – a tech-savvy group of individuals who are being brought up using mobile technologies, Facebook and email.
This customer segment has high service expectations and expects to interact with companies that offer goods and services ‘any place, any time’. They prefer quick, easy and convenient self-service, customised options that are easily accessible, especially via the Internet and mobile devices. Job insecurity, stagnant wages, and declining employer benefits and concerns about the viability of government programmes have the new mobile generation concerned about its financial future. Facing this uncertainty, this generation will turn to banks and other financial institutions that can provide tools, information, resources and products that can help them navigate their complex financial lives. We at NFSH support the Namibian Financial Sector Strategy to ensure that necessary reforms are implemented to extend benefits derived from this sector to previously disadvantaged Namibians. The progress in this area is however slow. It is worth noting that the opportunities in this regard cannot be realised, unless our regulatory framework adapts to accommodate the forces of
Despite significant progress since
equity interests.
change.
of equity interests together with control over the voting rights attaching to the
Guided by empowerment financing, the Company will continue to invest in targeted and BEE transactions/projects that support economic development in underdeveloped areas where most of its clients hail from. The future of financial services will further depend on engaging and servicing the
Us NAMIBIA • MARCH-APRIL 2018
by creating new niches that can be served through variable cost business plans. Real-time production in response to customised demand will be the norm. How to engage and service the new mobile generation as financial members and customers will become a serious challenge. Financial institutions will have to develop new strategies and technologies for improving account profitability without alienating the digital generation customers. We need to turn these new technologies into insights. Financial institutions not recognising and responding to these new competitors risk losing their best customers. Players in the financial services industry will continue to be threatened if they do not tackle the challenge of change. These trends will guide NFSH to continue being relevant to all its customers, including the new mobile generation. To be successful, we will have to stand up to the task of offering our clients superior treatment with services tailored to the specific needs of each type of customer. We need to strengthen Nam- mic Payment Solutions, the company we created for this new mobile generation. The Nam-mic CellCard, a cell phonebased payments service offered by Nam-mic Payment Solutions, will not only dramatically increase the use of electronic banking and commerce, it will transform it. It will facilitate mobile commerce and transactions.
our independence and democratic governance, the Namibian society remains characterised by racially-based
Our success and the very long- term survival of our Group of Companies will
segments. Through partnerships and collaboration, we as players in the
achieve its full economic potential.
require both focus and specialisation to attract and serve profitable customer
income and social services inequalities. This inhibits the country’s ability to
industry will provide the breadth and
In the meantime, we will continue responding to new market opportunities 9
depth of services our client base requires at an affordable cost. M A RCH-A PR I L 20 1 8 • U s N A M I B I A
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“Guided by increased computing power, we aim to deploy these technologies to increase productivity and create innovative, collaborative networks among our employees, business partners and clients.” and mobile banking services through sustainable business practices, as well as customised products and services that are integral to our strategic partnership with the Capricorn Investment Holdings Group, Santam Namibia and Sanlam Namibia. I am proud of what we have achieved in a period of just five years. Guided by increased computing power, we aim to deploy these technologies to increase productivity and create innovative, collaborative networks among our employees, business partners and clients.
Workers, most of them deriving from the digital generation, will continue focusing less on physically spending time at a job site and more on getting the job done, thereby creating the work/life balance they desire.
Five years ago, driven by economic opportunities, the workers created their own business arm to venture into the financial services industry to create a new dynamic between companies in the financial services sector, eliminating the habit of these companies ‘pushing’ their product messages to the workers as customers, through traditional broadcasting and publishing channels.
promoting a transformed, vibrant, and globally competitive financial sector that reflects the demo- graphics of Namibia by directing their investment into targeted sectors of the economy.
under a unique labour movement with a history of resistance against workplace exploitation and financial exclusion. The workers we represent in NFSH are mostly used to create wealth for others.
This strategy is aimed at facilitating greater access to sound financial services, thereby addressing financial exclusion head-on. The workers had committed themselves to actively
NFSH is unique in its outlook and focus. We are a mass-based organisation created to benefit the workers grouped
We needed to extend workers’ control in the design of products these workers receive from companies. This necessitated the workers’ company to take part ownership of companies operating in this area and the creation of new ones.
We trust that Government and regulatory entities will also use these tools to streamline operations, increase efficiency and allow broader constituent participation. What do you believe makes NFSH different from other BEE companies?
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With a new decade looming, a range of demographic, economic, social and technology shifts are changing the way we live and operate around the country. We have noted, for instance, how economic changes over the past few decades have shifted risk and risk management responsibilities to individuals in many countries, including Namibia. This trend is likely to continue over the next decade. We expect companies that our client base works for to further shift responsibility for retirement, career planning and health to employees.
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22 “By entering the business of financial services, we were aiming at extending our footprint beyond the traditional credit products and savings deposit facilities that different types of finance institutions provide at varying degrees.”
Us NAMIBIA • MARCH-APRIL 2018 that could facilitate payments, money transfer and remittance services, as well as insurance and contractual savings products for our client base. Payment and savings products are often the most important financial services for low income households. Since its establishment, the NFSH Group has shown sustained growth in an environment that is highly competitive and regulated, building a strong and sound, well capitalised balance sheet. Going forward, we believe that the continued efficient and effective provision of financial services requires that financial policies and financial system structures should be adjusted as needed, in response to financial innovations and shifts in the broader macroeconomic and institutional environment. As we continue to expand our footprint in the country, we will continue to face major challenges. These include the degree and quality of access to financial services available to the union membership base, which normally includes low income rural households and their small businesses.
Mr John Shaetonhodi | Chairman of NFSH
THE NAM-MIC CHAIRMAN’S GUIDE TO SUCCESS
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am-mic Financial Services Holdings (NFSH) has had a significant growth in profits over the past 5 years, chairman John Shaetonhodi shares his recipe: In your view, what were NFSH’s major challenges and milestones reached over the past five years? Establishing the Company NFSH was a huge challenge in itself for us. First, we had to find a credible and reputable
There are core issues in the legal and regulatory framework that are not necessarily supporting rural finance and microfinance. How do you feel NFSH has evolved since its establishment?
partner in the financial sector to work with to set up essential structures, to be able to provide the services we wanted for the client base we were representing. By entering the business of financial services, we were aiming at extending our footprint beyond the traditional credit products and savings deposit facilities that different types of finance institutions provide at varying degrees. Our ultimate aim was to find avenues 7
NFSH has registered noticeable growth during the past five years, particularly in the segment of value-added services. The unique collaboration with our business partners in the financial services industry gave the Company its competitive edge. It has strengthened its asset base as well as its cash flow to become a force to be reckoned with. It has facilitated the creation of products relevant to its client base in the areas of micro lending, insurance, legal access
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Below Don explains the rise and transformation of Nam-mic: Q: In terms of the regulation on the financial sector, what’s your take? A: Regulatory bodies are very consultative. There is open communication with them. Within a small economy there needs to be regulation, overregulation can become a prohibition but currently it is manageable.
Q: But what has been the impact of your Corporate Social Investment (CSI)? A: The assumption that Nam-mic is only for bursaries has enabled us to work extensively on other sectors such as training of workers and HIV/Awareness, without losing focus. In fact, we do less for the bursaries than we do for training of our workers, which involves retraining and upscaling workers, education by providing bursaries and the HIV/AIDS awareness initiatives among our workers and community.
Q: How would you say NFSH has made a difference in Namibia? A: NFSH, through its subsidiary, Nammic Financial Solutions (Pty) Ltd, an insurance-broking and financial services intermediary company, attempts to address the critical shortage of suitably skilled management and staff in the insurance, banking and consultancy sectors in Namibia in an innovative way. It has the ability and technical support to play an important role in the transformation of financial services in the country. NFSH is a truly broad-based black economic empowerment company with more than two-thirds of its shares owned by NUNW affiliated unions.
The Mineworkers’ Union of Namibia (33.9%), the Namibia Public Workers’ Union (19.6%) and the Namibia Food and Allied Workers’ Union (6.5%) hold their investments in NFSH through their respective investment holding companies... The National Teachers’ Union of Namibia (5%), the Namibia Transport and Allied Workers’ Union (2.5%) and the Namibia Farm Workers’ Union (0.8%) are the other union shareholders, all holding their NFSH shares in their investment trusts. All dividends declared by NFSH to union shareholders are paid to the respective investment trusts of the union shareholders. In terms of its objectives, each trust ploughs back the dividends to its beneficiaries.
Our aim will be a balance between the company growth but also developing our communities and constituencies.
Q: What would you say has been the biggest challenges for you, in terms of you being the custodian of these 93 000 members? A: The misconception towards entitlement by members was a challenge but we have found a solution to it. Some members thought they could just walk in and make demands under the name, ‘shareholder’, without following proper channels. But through stakeholder engagement, we have sorted that out.
Q: How does your background play into the dedication that you have showed here at Nam-mic? A: I think my background plays an important role in that. I appreciate where I come from, how I was groomed.
I think only then can we honestly say we have done our part. Also, coming from a human resources background has helped.
The incorporation of the NFSH Group of Companies is an important milestone in the development of the Namibian financial services industry for the citizens of Namibia.
I am indebted to my parents because living in a corrugated house growing up in the ghettos you learn to set some targets for yourself not to go back from where you came from and to make a difference in the lives of others.
This includes, amongst others, education through bursaries, training, community projects, housing and health programmes for union members and their families.
Q: What is your ambition for the next 5 years? A: One of our dreams is that over the next 5 years one third of our union members will own their own property, have life cover and one savings instrument and for union members to be middle income earners. We want to make a difference. At least 50% of our union members will be trained on financial and wealth management. We want to be able to maintain a 10% growth in profit return on investment.
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Human resource is my automate qualification and then I had an opportunity by being the executive HR for bank Windhoek and obviously with the broad based partnership with the unions, the bank asked me, because of my expertise and my relationship with the unions to go and lead the business to transform and here we stand.
Q: Whats the one thing you want people to remember you for? A: Just to remember me as a plain simple Khomasdal boikie.
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“We are here to provide financial amibia’s biggest and so far, It was a painful commitment. In the first services to our constituencies and make the only black broad based six years of operations, the directors a difference that is influenced by our financial organization, Nam- were patient with revenue, Don says. decisions.” mic has successfully revolved Any dividends that came in were used to pay-off debts, today Nam-mic is debtinto a socio-economic powerhouse Not regarding themselves competitors to free, all outstanding debts have been beyond its 93 000-strong membership anyone has allowed Don and his team cleared, a huge secret to the company’s base. to focus on their own objectives and healthy balance-sheet. strategic planning with ultimate goal of For 12 years, Walter Don, a former making a difference in the lives of their But with shareholders ranging from Bank Windhoek HR executive has members. blue chip companies, miners’ unions, been the custodian of Nam-mic and teachers’ unions and the like, success with two years of his contract left, he “What keeps me going is when a for Nam-mic lies in its diversity, where has begun the process of a successful worker comes in here to either apply the custodian is both politician and transition, and already, the company for a loan or to look for saving schemes administrator. is now looking at ways of fostering and you see the smile on that person’s participation in all levels of the face saying “Thank you. I have been “It’s all about trust and creating economy. helped. I can go and settle my debts a conducive environment for the shareholders to speak about issues and now. That makes me tick, that gives me From his open-door policy to the Nammic culture and the ease of working for aspirations because, currently we have great joy.” the union shareholders; the blue-chip the company, Don has transformed the “The ability for us to make a difference organization shareholders, such as Nam-mic Financial Services Holdings into being Namibia’s face of real black Capricorn Investment which owns 32%.” in the lives of the Namibian worker, who would have normally gone to a economic empowerment. bank, and under normal circumstances wouldn’t get help, that gives me great pleasure, and that reminds me of where I came from,” he tells Us. Now the resolve for Don is to ensure that within the coming five years, a third of the members have their own property, the majority if not all have access to life cover, and that they transcend into middle-income members. And at such a pace, it is doable.
“As the custodian, my success is mainly centered on satisfying the need of every constituency of our shareholding. Their needs differ and they all have pressing needs, but at the same time, they all agree that we are here to improve the lives of our people.” “We are now working on leaving the legacy in the life of our beneficiaries, and the chain goes on, hence the need now to have a decent impact on all focus areas of the economy,” thus Don.
“What is nice with that is that over the last couple of years there has been skills transfer among the different shareholders. Some have more private business experience and with the unions also understanding the social needs of the workers, one has a nice blend of diverse views.” “When we walk into the boardroom, it’s all about the business and the welfare of our members and creating opportunities to maximize the return of our investments,” he explains.
2016
N$70.2 million
Profits
N$676 million
Net Assets Valuation:
N$1.2 billion
Directors’ Valuation:
2017 N$1.7 billion N$750 million N$75.6 million
Staying relevant to the community in which Nam-mic operates is what has given them an edge, Don believes.
After he served for five years as an executive in the Bank Windhoek Human Resources Department, between 20012005, Don was handpicked as CEO for the then newly established Nam-mic. Nam-mic was purely established to invest in other financial services such as Sanlam and Santam from which their members could benefit from.
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M A R CH- A P R I L 2 01 8 • Us NA MI BI A
For 12 years, Walter Don, a former Bank Windhoek HR executive has been the custodian of Nam-mic and with two years of his contract left, he has begun the process of a successful transition, and already, the company is now looking at ways of fostering participation in all levels of the economy.
Walter Don | Chief Executive Officer
NAM-MIC: NAMIBIA’S MATURING FACE OF REAL EMPOWERMENT Women in Business
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a r mi ng
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uc a t ion
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di c a lE
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Nam-mic Financial Services Holdings (Pty) Ltd Forming strategic partnerships with selected financial institutions Our Vision To be the leading Namibian broad based black economic empowerment (BEE) company, creating opportunities for building and distributing wealth to all its stakeholders.
Nam-mic FS currently has a wholly owned subsidiary, Nam-mic Financial Solutions (Pty) Ltd. Making a difference in Namibia
In addition to the above, all dividends declared by the investment companies are paid into the respective Investment Trusts of each of the union shareholders.
and health programmes.
and staff in the insurance, banking and
training, community projects, housing
shortage of suitably skilled management
limited to, education through bursaries,
of companies, is addressing the critical
To conclude strategic partnerships and alliances with selected national institutions to provide the best services and products to our clients.
beneciaries. This includes, but is not
financial services intermediary group
ploughs back the dividends to its
(Pty) Ltd, an insurance-broking and
Our Mission
In terms of its objectives, each trust
Nam-mic Financial Services Holdings
innovative way.
In pursuance of our mission to form
consultancy sectors in Namibia in an
strategic partnerships with selected nancial institutions, Nam-mic Financial Services Holdings (Pty) Ltd concluded a national and exclusive micro lending agreement with BW Finance (Pty) Ltd, a wholly owned subsidiary of Bank Windhoek Ltd.
The incorporation of Nam-mic FS Group of Companies is an important milestone
of Namibia.
transformation of financial services in the
financial services industry for the citizens
to play an important role in the
in the development of the Namibian
It has the ability and technical support
country.
Our Business Partners
The Group was formed jointly by the Namibia Mineworkers Investment Holding Company – Namibia Public
• Capricorn Investment Holdings • Bank Windhoek
Fax + 264 61 388 001
Holdings Ltd, a Namibian company,
Investment Holding Company resolved to establish the first Namibian financial
Tel + 264 61 388 000
Namibia and Capricorn Investment
In 2002 the Namibia Mine workers’
Nam-mic Financial Services Holding (Pty) Ltd
The National Teachers’ Union of
Our Origin
and Clascon Investment Holding.
Workers Union Investment Company,
living standards and giving them access to personal economic development.
(Pty) Ltd, the Namibia Food and Allied
them economically by improving their
• Sanlam Namibia Holdings
company, Efforts Investment Holdings
• Santam Namibia
Workers Union – through its investment
It is our stated objective to select the best financial institutions to deliver quality service to our members and empower
services company controlled and owned by previously disadvantaged Namibians. Hence Nam-mic Financial Services Holding (Pty) Ltd (Nam-mic FS) was created on 11 October 2001. His Excellency, Dr Sam Nujoma, founding President of the Republic of Namibia, of cially launched the Nammic Financial Services Group.
subsequently acquired the shares of Clascon Investment Holdings, making Nam-mic FS a wholly owned Namibian
donw@nfs.com.na PO Box 2364, Windhoek 66 John Meinert Street, Windhoek
company. Namibia Transport and Allied Workers Union, Labour Investment Holding, and Namibia Farm Workers Union currently have shareholdings in Nam-mic FS.
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www.usnamibia.com.na
The Countr y’s Premium Family Magazine
How Nam-mic has managed a N$750m nett asset value
March-April 2018 • Vol 2 Issue 4
Hits N$75m in profits
Reviewing its longterm strategy for 93 000 members Walter Don | Chief Executive Officer
VOLUME No. 02 • ISSUE 04 • N$20
Nam-mic Financial Services’ recipe for growth
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