CLEAN BOTSWANA

I n s p i r i n g P r o g r e s s o n E n e r g y, E n v i r o n m e n t a n d S u s ta i n a b i l i t y i n B o t s w a n a

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If you have big dreams that you want fulfilled, walk into any CEDA Client Service Centre and talk to our Customer Service Advisors or pick up an application form. We will help you with the finance you need. As part of our drive to help you succeed in your business, we will tailor make solutions to help develop you and sustain your business.

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Clean Botswana

Publisher’s Foreword The need to publish Clean Botswana has arisen – not only through increased concern surrounding environmental practices – but also through the inspiration of many businesses which are beginning to implement changes.

Our aim is to showcase the success stories of those who have ‘cleaned up’ so that they can inspire others with the possibilities. We present problems and offer solutions, without pointing the finger or placing pressure. We know that there are inherent problems and that mistakes have been made – but we now choose to focus on making a difference. This starts with business practices, thus our exploration of Botswana’s sectors and their clean potential.

We are tackling the issue of environmental practices as it is still the most fundamental set of challenges we will face in coming decades. We are yet to hit the bottom of the crisis, which is sure to see further negative effects on the global economy through price increases in oil.

CO2 emissions are set to continue increasing, much to the alarm of climate scientists. This collective poisoning of our planet through the spewing of economic sludge at such a rapid rate has proved that current business operations are unsustainable.

Cleaning up the way we do business is a combination of clean business practices and goodwill for the communities in which they operate. Not only does this leave lasting business legacies, but rewards with an added bonus of valuable marketing.

Botswana is experiencing massive economic growth, which not only places it as a leading example in the region, but also comes with risks to the environment.

Increased economic activity has so often impacted negatively on clean operations. However, the affinity Batswana have had with land for centuries bodes well for the country while on the cusp of massive expansion.

Africa is particularly vulnerable to climate changes and needs to protect the environment for future generations. The main problem for our continent is the negative impact climate change has on food security.

Africa has the potential to feed the world and there are multiple sustainable energy sources at our fingertips waiting to be implemented – such as solar, wind, and hydro.

Change is in the air as a number of noteworthy plans are being implemented. Investment in renewable

energy has exploded worldwide. These are exciting times as we develop environmental practices and see the subsequent uptake throughout the world – but this is also only the beginning of a long journey.

The extension of a second commitment period of the Kyoto Protocol was hotly debated at the COP17 Summit in Durban, South Africa in 2011. Which was a great political and diplomatic achievement but is only a policy framework.

Industries as well as consumers, need to account for their emissions and invest in energy-efficiency measures. Large and small companies need to budget for compliance with ever more stringent environmental legislation and change their strategies and business models if they wish to survive. Households will need to be renovated and individuals will need to adapt to avoid higher energy prices and its impact on heating, transport and food prices.

main Sponsors

We now need to think and act differently as a massive worldwide response to emission reductions is urgently needed. But for now, we can focus on ensuring the transparency and inclusivity of clean business practices here in Botswana and Southern Africa.

With that, we’d like to thank all our participators for their shining example and innovation. Special mention must go to Botswana Innovation Hub and CEDA as our main sponsors.

Thapelo Letsholo Publisher

CLEAN Botswana covers are printed on Masuga paper, which is produced primarily from sugar cane waste (bagasse) and wood fibre derived from sustainably certified and well managed forests. Both covers and inside papers are FSC (Forest Stewardship Council) approved.

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Clean Botswana

Credits Contact Details GVPedia Publishing (Pty) Ltd PO Box 26382 Gaborone, Botswana Plot 119 Unit 2G Gaborone International Finance Park Tel: +267 3951363 Email General: info@gvpedia.com Email Editor: rebecca@gvpedia.com www.GVPedia.com www.ProudlyAfrican.info

THE TEAM Publisher: Thapelo Letsholo Editor: Rebecca Eb Project Manager: Gia Bischofberger Production: GVPedia Communications Creative Direction: iMedi8 Creative Printer: Creda Communications Website: Liam Dobell Public Relations: RedPepper PR & Communication

Consultancy Sales Team: Tshiamo Mhlanga

Balepeng Montwedi

Kabo Garebakwena

International Group Publisher: Sven Boermeester Ultimately we look forward to showcasing and connecting all the successful governments, companies and individuals that are spear heading Africa’s incredible growth.

Disclaimer: Every effort has been made to ensure the accuracy of the information in “CLEAN Botswana”. Neither “CLEAN Botswana”, Red Pepper PR & Communication Consultancy nor GVPedia Communications cc assume any responsibility for errors or omissions.

The editor reserves the right to amend and alter copy and visual material as deemed necessary.

Proudly African

Boosting inter-trade & cultural relations across the continent

www.ProudlyAfrican.info

All rights reserved: No part of this publication shall be reproduced, copied, transmitted, adapted or modified in any form or by any means. This publication shall not be stored in whole or in part in any retrieval system.

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Clean Botswana

Keynote Speech at The Summit for Sustainability in Africa Gaborone, Botswana 24th – 25th May 2012, delivered by

His Excellency Lieutenant General Seretse Khama Ian Khama, The President of the Republic of Botswana

Keynote Speech at The Summit for Sustainability in Africa Gaborone, Botswana 24th – 25th May 2012, delivered by His Excellency Lieutenant General Seretse Khama Ian Khama, The President of the Republic of Botswana.

Director of Ceremonies. Your Excellencies. Ladies and Gentleman. I wish to take this opportunity to extend to you a warm welcome on behalf of the People of the Republic of Botswana. I would also like to offer a special welcome to our partner in this initiative, Conservation International. I am particularly delighted to welcome Heads of States, representatives of Government, as well as our international guests from various international agencies.

It is apparent that the current rate of natural resource exploitation and use of our physical environment will soon reach the thresholds for our own existence on planet earth. Scientific evidence shows that our natural resource stocks are being depleted at ever increasing rates and that our natural capital has diminished both in quality and quantity. The increasing loss of biological diversity, land degradation, destruction of coastal

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margins, desertification, water stress, food insecurity, health pandemics and natural disasters have become regular headlines. Climate change threatens the very sustainability of our livelihoods and poverty continues to overwhelm our development efforts.

Under this scenario, we have no option but to embrace sustainable development as a way of life. We need to pay more attention to getting the balance right between what is economically feasible, socially desirable, and environmentally sustainable.

This meeting, for “Sustainability in Africa Summit” is for us on this continent and as Leaders to reaffirm our commitment to sustainable development. This shall be evident in addressing development challenges and in recognition of the significant role played by the natural resources capital. Currently the contribution of natural resources in development is not well accounted for. The value of natural resources in sustaining development and livelihoods should be clearly incorporated as an asset for development.

Clean Botswana

In our endeavour to attain sustainability, global commitments were made at the World Conference on Environment and Development (UNCED) of 1992 in Rio de Janeiro, and the Johannesburg World Summit on Sustainable Development in 2002. Ten years later from Johannesburg, the world will reconvene in Rio de Janeiro, to seek a global political recommitment to more pragmatic principles on Sustainable Development.

In hosting this Summit on Sustainability in Africa, our aspirations are to discuss common African perspectives on sustainable development and to find consensus about how some of us in Africa, and its peoples represented here, may use their natural resource wealth and transform their resources into drivers of inclusive economic growth and people-centred development.

However, for us to do so, we need to take stock and attach value to our natural resources and ecosystems such that we may include their value in planning and decision making processes as well as in our national accounts and balance sheets.

A useful lesson over the years is that governments cannot achieve their development ambitions without the active engagement of civil society and the private sector. A much broader societal movement will be required to attain sustainable livelihoods and just societies. It is envisaged that the private sector and business partnerships will need to drive ‘greening’ of economic growth and the diversification of our economies. It is this aspiration that should guide us in using our natural resources to redress current discrepancies in wealth and lift more people out of poverty.

If I may refer to my own country for a while, we in Botswana have grown our economy through a peoplecentred development approach anchored on prudent natural resource management, in particular our mineral wealth, and supported by strong historical systems of consultation, planning and policy-making. One of my predecessors, Sir Ketumile Masire, at the Nineteenth Special Session of the United Nations General Assembly, submitted that “…we recognised that economic, social and environmental issues are better handled and better appreciated if they involve the participation of all citizens at all levels …”. We indeed take pride in our well established principles of consultation and participation for sustainable development as they have formed a robust backbone of our advancement as a nation.

Botswana supports Sustainable Development through various national development programmes and is well on track in the implementation of the Millennium Development Goals. We have met the global targets for such areas as access to safe water, education and health services. We have maintained around 40% of our land area under protected area status.

We are actively involved in the preparations for the Rio+20 Summit. We are one of two African members on the Bureau of the Conference. As you will recall, the two main themes of the conference are “A Green Economy in the context of Sustainable Development and poverty eradication and an Institutional Framework for Sustainable Development. “We acknowledge productive opportunities for a post-Rio private sectorled transition to a ‘Green Economy’, in particular for such sectors as agriculture, tourism, infrastructure development, energy and water; we are actively working together with our development partners to pursue initiatives towards the creation of green jobs based on a low-carbon development pathway.

I do wish to reiterate my earlier observation that a sustainable development pathway requires the involvement of all stakeholders and cannot be attained without a pro-active role by the private sector. Governments and the private sector will have to lead by example by setting productive, smart and transparent sustainable development targets, and by becoming accountable through regular reporting on their achievements.

We in Africa are determined to show leadership. Let us indeed lead by example in valuing and using our abundant natural resources for the health, education and sustainable future of current and next generations.

Let us further improve our infrastructure and build up our assets through the wise use of our natural resources and mineral wealth. Let us improve our agricultural production for improved food security and eradicate poverty. And let us do so in a synergetic, peoplecentred way that enhances relationships between our governments, civil society, private sector and development partners.

This meeting for sustainable development in Africa provides opportunity to explore our development paradigms and identify productive partnerships. The meeting enables us to reflect and explore opportunities for the improvement of livelihoods of our people on the basis of the sustainable management of our wellendowed natural capital. It is my sincere hope and expectation that this Summit will foster creative and purposeful exchange and focused interaction among all participants. I trust that you will enjoy our hospitality, warmth and friendship.

I thank you all. Pula!

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Clean Botswana

FOREWORD Honourable Onkokame Kitso Mokaila Minister of Environment, Wildlife and Tourism

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Clean Botswana in the context of our ministry goes beyond just cleanliness, but incorporates health and safety of both the public and the environment so that the people, animals, and the habitats are healthy and productive.

Clean Botswana

The Ministry of Environment, Wildlife and Tourism (MEWT) was established in recognition of the need to bring environmental issues under one roof for better co-ordination of policies, strategies and programs.

Established in September 2002 MEWT has allowed for better co-ordination of policies, strategies and programs.

It aims to tackle the current and emerging challenges for the sustainable development of Botswana through a strategic agenda driven by the same objectives which guided its establishment, namely to protect and conserve the environment and promote investment opportunities to derive maximum socio-economic benefits from Botswana’s natural resources.

CLEAN BOTSWANA identifies the leading organisations across all industry sectors that benchmark the highest level of innovation in environmental, social and corporate governance (ESG), energy and sustainability in Botswana. Therefore a compilation of this kind will serve as a vital handbook for decision-makers in business and government alike as it highlights those who are positively effecting change in their specific industries through efforts of best practices. As an annual publication, it will be beneficial to MEWT as a progress report on the sustainability of Botswana business.

We openly support the aims and objectives of the CLEAN BOTSWANA project, which are to achieve progress on Environmental, Social and Corporate Governance in Botswana. This is to be done by highlighting the role-players of sustainability in Botswana, in both the public and private sectors including travel and tourism, lifestyle and business. The people of Botswana have always been proud of their land, of which there is immense beauty. Many are doing great work in striving for a cleaner, greener Botswana as this does not only preserve flora and fauna for future generations, but also ensures the creation of jobs through environmentally linked industries, such as the tourism sector.

The involvement of the corporate world both in government institutions and the private sector in ensuring a clean and safe environment as is demonstrated by some organisations is highly commendable, but needs to be captured in the corporate policies of every organisation and practiced by every individual or

group if we are indeed to realise a “CLEAN BOTSWANA” in its true sense of the word.

Clean Botswana in the context of our ministry goes beyond just cleanliness, but incorporates health and safety of both the public and the environment so that the people, animals, and the habitats are healthy and productive.

These stories need to be told so as to celebrate their successes and in turn, highlighting the possibilities of achieving success through sustenance of Botswana’s resources. Of importance, this also serves to motivate those who are not yet involved.

This beautiful memento will as such create awareness amongst readers and policy-makers as well as inspire action on how to achieve more conscious living in Botswana and Africa. As a snapshot showcase of how environmental, social and corporate governance issues are evolving in Botswana, by tracing corporate best practices, CLEAN BOTSWANA highlights insights and ideas powering sustainable development in Botswana.

It also focuses on the future, looking at the bigger and long-term picture.

Under the national vision 2016, the Ministry of Environment, Wildlife and Tourism has taken our values and mandates, translated them into a work ethic and brand that works towards attaining the overall national vision of 2016. We believe that CLEAN BOTSWANA has a role to play in achieving this Vision.

MEWT is made up of departments including Environmental Affairs, Wildlife and National Parks, Meteorological Services, Forestry and Range Resources, Waste Management and Pollution Control, National Museum and Monuments, Tourism and Botswana Tourism Organisation which is a parastatal under the Ministry of Environment, Wildlife and Tourism – all of which will be tackled in CLEAN BOTSWANA. Thank you to the publishers for taking the seriousness of sustainability to print for all to see in timeless pages.

We look forward to collectively creating a cleaner Botswana.

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Clean Botswana

Contents CHAPTER 1

TOURISM AND CONSERVATION 1 Publisher’s Foreword 3

Credits

4

His Excellency Lieutenant General Seretse

32

Khama Ian Khama, The President of the Republic of Botswana 6

FOREWORD

Honourable Onkokame Kitso Mokaila

12 The Gaborone Declaration 16 Botswana Innovation Hub 17 Citizen Entrepreneurship Development Agency 18 BTO Environmental, Social and Corporate Governance (ESG) 19 Kgalagadi Breweries (Pty) Ltd and Botswana Breweries (Pty) Ltd 20 Debswana Diamond Company 21 First National Bank of Botswana 22 The Challenge of our Times 30 Downsize your carbon footprint

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34

Botswana sets pace on enviro-friendly tourism

36

CAAB – Environmental Protection

40

Children in the Wilderness

42

Forest Conservation Botswana

44

Kalahari Conservation Society

48

Cheetah Conservation Botswana

50

Khama Rhino Sanctuary

52

BirdLife Botswana

Clean Botswana

CHAPTER 2

ENERGY

54

CHAPTER 3

SUSTAINABLE BUSINESS

68

56

Botswana’s Renewable Energy Potential

70

Sustainability at Scania

58

Energy Systems Group

74

Petrologistics Botswana

60

Wilderness Safaris Converts to Solar Power

76

Greening the supply chain

61

Water harvesting at the Wilderness Safaris Camps

78

Logic in logistics

62

Ramotswa firm turns to biodiesel

80

Kgalagadi Breweries Pty Ltd – Managing Sustainable

64

Botswana Coal

66

Electricity Sector Development in Botswana

Development 82

Peermont Botswana cares for the community through Green Initiatives

84

Integrated Report Award Wilderness Safaris

86

Strategic environmental partnerships

90

Switching to a low-carbon economy: what do companies need to do?

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Clean Botswana

CHAPTER 4

CLEAN TECHNOLOGY AND WASTE MANAGEMENT

96

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CHAPTER 5

CORPORATE GOVERNANCE

104

Botswana Innovation Hub:

106 Competition Authority

new thinking – new opportunities

108 The Botswana Confederation of Commerce, Industry

100 Aluminium water bottle initiative at Wilderness Safaris 102 Collect-A-Can

and Manpower (BOCCIM) 110 GIZ proudly looks back on four decades of productive development cooperation in Botswana 112 Greening the corporate from the inside out: empowering environmental change agents

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Clean Botswana

CHAPTER 7

CHAPTER 6

CORPORATE CITIZENSHIP

114

116 Aon Botswana 120 Lady Khama Charitable Trust

nurturing human capital and sustainability

128

130 The Citizen Entrepreneurial Development Agency (CEDA)

122 Kgalagadi Beverages Trust – Benefitting communities

134 National Food Technology Research Centre (NFTRC)

124 The Wilderness Wildlife Trust

136 The Pacific Institute Botswana

126 CSR and SMEs?

140 Botswana Accountancy College

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Clean Botswana

SUMMIT FOR SUSTAINABILITY IN AFRICA

The Gaborone Declaration

We, the participants at the Summit for Sustainability in Africa, meeting from 24 to 25 May 2012 in Gaborone, Botswana,

Reaffirm our commitment to implement all conventions and declarations that promote Sustainable Development, in particular: • The African Convention on the Conservation of Nature and Natural Resources (1968); • The Declaration of the United Nations Conference on the Human Environment (1972); • The Rio Declaration on Environment and Development (1992), its principles and its programme of action also known as Agenda 21; • The United Nations Convention to Combat Desertification, the United Nations Framework Convention on Climate Change and the United Nations Convention on Biological Diversity (1992); • The United Nations Millennium Declaration and the Millennium Development Goals (2000);

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Clean Botswana

• The Johannesburg Plan of Implementation (JPOI) of the World Summit on Sustainable Development (Johannesburg, 2002); Welcome the upcoming United Nations Conference on Sustainable Development “Rio+20” as an important opportunity to urgently reaffirm commitments from governments, private sector, civil society and community leaders to sustainable development that provides for the economic, social and environmental security of current and future generations, building upon the outcomes of this Summit for Sustainability in Africa;

Reaffirm our commitment to the Africa Consensus Statement to Rio+20 and the Malabo Decision on Africa’s Preparations for the Rio+20 Conference; Are concerned that: •

The historical pattern of natural resources exploitation has failed to promote sustained growth, environmental integrity and improved social capital; • Economic growth and human well-being in Africa will be threatened if we do not undertake concerted action to halt and reverse the degradation and loss of healthy ecosystems and biodiversity, and to enhance society’s ability to adapt to climate change and environmental risks and scarcities;

Recognise that: • Current development decisions are driven by fundamental human needs for food, water, energy, and health security as well as employment and economic growth; • The abovementioned development needs must be addressed with sufficient concern for each other, for their impact on our peoples’ quality of life and our countries’ ecological health and productivity, and for the eradication of poverty and inequality; • Watersheds, forests, fisheries, coral reefs, soils, and all natural resources, ecosystems and biodiversity constitute our vital natural capital and are central to long-term human well-being, and therefore must be protected from overuse and degradation and, where necessary, must be restored and enhanced;

Are in agreement that: • Urgent, concerted actions be undertaken to restore and sustain the ability of the Earth to Support human communities, to ensure the long-term integrity of biodiversity and ecosystem services in effective protected area networks, to mitigate environmental risks and scarcities, and thereby to contribute to the prosperity of future generations; • These actions must be led by countries as a tenet of their sovereign self-interest and in alliance with the community of nations, respecting common but differentiated responsibilities;

Recognise that: • The abovementioned actions must increase our knowledge, technology, tools, and capacities to value and manage natural capital and to sustainably improve our citizens’ economic and social wellbeing; • Effective governance and equity are essential to achieving these goals of sustainable development; • Disparities in economic growth and development priorities are evident between the developed and developing countries; • The engagement of governments and citizens along with the dedicated support of the private sector and other investors, donors and advisors is vital to the success of this collective vision; • This vision must translate into actions that are specific, targeted, and timely;

Hereby undertake to pursue the following overarching objective and concrete actions, in cooperation with other countries and partners, and to share information on progress on these actions on an annual basis: To ensure that the contributions of natural capital to sustainable economic growth, maintenance and improvement of social capital and human wellbeing are quantified and integrated into development and business practice;

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Clean Botswana

that promote sustainable employment, food security, sustainable energy and the protection of natural capital through protected areas and other mechanisms; • Ecosystem restoration measures, as well as actions that mitigate stresses on natural capital; • Building the knowledge, data, capacity and policy networks to promote leadership and new models in the field of sustainable development, and to increase momentum for positive change; • Effective communication and public education.

Through: • Integrating the value of natural capital into national accounting and corporate planning and reporting processes, policies, and programmes, in agreed efforts, including the appended Communiqué on Natural Capital Accounting; • Building social capital and reducing poverty by transitioning agriculture, extractive industries, fisheries and other natural capital uses to practices

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Each of us, no matter our stage of development, will start to implement this agreement, consistent with our respective capacities and resources; In recognition of the many encouraging steps being taken towards sustainable development across the African continent,

We hereby encourage other nations to endorse this Gaborone Declaration and agree to join in these initiatives.

Clean Botswana

CommuniquĂŠ on Natural Capital Accounting

National Representatives and Signatory Countries

Recognising the limitations of GDP as a measure of well-being and sustainable growth that values environmental and social aspects of progress;

President of the Republic of Botswana

Underscoring the importance of natural capital accounting as a tool for mainstreaming natural capital into informed economic decision-making; Recognising the adoption by the UN Statistical Commission of the 2012 System of EnvironmentalEconomic Accounts (SEEA) central framework as the initial version of the international standard for environmental economic accounts, subject to further revision, acknowledging that further improvements on measurement are necessary on specific issues;

His Excellency Lt. Gen. Seretse Khama Ian Khama, Her Excellency Ellen Johnson Sirleaf, President of Liberia His Excellency Hifikepunye Pohamba, President of Namibia His Excellency Mohamed Gharib Bilal, Vice President of Tanzania His Excellency Aires Ali, Prime Minister of Mozambique Hon. Stanislas Kamanzi, Minister of Natural Resources of Rwanda Hon. Emmanuel Issoze Ngondet, Minister of Foreign Affairs, International Cooperation and Francophony of Gabon Hon. Njeru Githae, Minister of Finance of Kenya Hon. Edna Molewa, Minister of Water and Environmental Affairs, South Africa

Noting the challenge to build national institutional capacity to implement the SEEA, including the organisation and collection of data, and to demonstrate its benefits to policy makers;

Hon. Sherry Ayittey, Minister of Environment, Science and Technology, Ghana

Appreciating that there are many successful experiences and best practices on natural capital accounting and that a key challenge we face is how to scale up, replicate and adapt what we know works;

Hon. Heikki HolmĂĽs, Minister of International Development, Government of Norway

Representatives and Supporting Institutions

Peter Seligmann, Chairman, CEO and Founder, Conservation International Laurene Powell Jobs, Chair and Founder, Emerson Collective

Welcoming that Rio+20 offers an important opportunity for the international community to mobilise support for the implementation of previously stated commitments to implementing natural capital accounting.

S. Robson Walton, Chairman, Wal-Mart

Hereby:

Rachel Kyte, Vice President, Sustainable Development, The World Bank

Invite Governments, their respective accountancy standards bodies, and the United Nations system, including international financial institutions, and other international organisations, as appropriate, working in partnership with Major Groups and other stakeholders to take action as follows:

Sam Dryden, Director, Agricultural Development, Bill & Melinda Gates Foundation

1. Develop institutional arrangements to strengthen the implementation of natural capital accounting; 2. Develop science-based methodologies on an experimental basis for ecosystem accounting as a complement to GDP and corporate performance; 3. Pilot and demonstrate the economic, social and environmental aspects of scaled up and integrated approaches to natural capital accounting.

Further invite the United Nations Statistical Commission to assist in the implementation of the SEEA and to provide support for the training of national accountants, environmental statisticians and national technical staff.

Barry Lowenkron, Vice President, International Programs, MacArthur Foundation Achim Steiner, Executive Director, United Nations Environment Programme

Maria Helena Semedo, Assistant Director-General, Food and Agriculture Organization of the United Nations

Dirk Messner, Director, German Development Institute Pavan Sukhdev, Founder and Chair, GIST Advisory Simon Susman, Chairman, Woolworths Holdings Ltd Loyiso Ndlovu, Executive Director, Isithebe Trust Kevin Cleaver, Associate Vice-President, International Fund for Agricultural Development Suresh Rajapakse, Vice President, ArcelorMittal Mining Sara Scherr, President, EcoAgriculture Partners Sarah Frazee, CEO, Conservation South Africa Russell A. Mittermeier, Vice-President, IUCN Ali A. Kaka, Regional Director, IUCN ALL PARTICIPATING INSTITUTIONS (UPON AGREEMENT)

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Clean Botswana

Botswana Innovation Hub Botswana Innovation Hub is dedicated to the adoption of green technology and innovation and is constantly looking to form partnerships with like-minded initiatives. One such worthy initiative is the Clean Botswana project.

The park-like garden design of the BIH is an immediate indicator of our green innovation philosophy. The first phase of the approximately 30,000 m² rental space development will be available for rent by end of 2013.

A unique “Biotech House” comprising specialised laboratory facilities is also being developed. The BIH concept is based on best practices from science and technology parks from all over the world, and in particular, from Finland, the leading European country in innovation support.

Our focus sectors for research and advanced training are Information and Communications Technology, Mining Technologies, Energy and Environment, and Biotechnology. Energy and environment is a topical issue globally and we aim to explore how we can utilise the vast solar power of Botswana and partner with the best technology available in this area. In fulfilment of our objectives to provide innovative solutions for the energy and environment sector, we partnered with Lund University and Krinove Science Park in Sweden with support from the Swedish International Development Agency (SIDA) to establish a Clean Technologies initiative called “Clean-Tech Centre of Expertise” within BIH.

It has been a special honour to have been a part of the Botswana Innovation Hub (BIH) from the conception process. My task of having to develop the BIH strategy and its implementation focusing on the Science and Technology Park Infrastructure and Innovation Development Programmes has allowed me room to sufficiently focus on a greener approach.

The vision of BIH is to be the leading African destination for innovative businesses. It is tied closely with the vision of cleaner and more sustainable business in Africa. As part of our mission to provide an attractive location for technology-driven and knowledge-intensive businesses to develop, and to compete in the global market, BIH aligns itself with Botswana’s Vision 2016.

We engaged thoroughly with authorities regarding the full operation of BIH in its key governance structures in the best possible way for implementation of our agenda. When completed, BIH will house world class facilities such as stateof-the-art telecommunications infrastructure with high capacity international connectivity and secured power, professional business services, and business development services. The development programmes, together with the support for R&D and the promotion of innovation and entrepreneurship, will make BIH an ideal place for business development.

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The foundation for the Clean-Tech Centre is to be established through developing the programme and involving relevant local and international stakeholders in its development and implementation. The Training Grant allows for the development of local and sustainable employment. The Innovation Fund offers access to government co-finance and helps promote innovative entrepreneurship. The Graduate Internship Scheme further channels employment of qualified graduates.

The Business Incubator offers a comprehensive array of entrepreneurship support. Our vision of sustainable local growth has culminated in the signing of an MoU with the Ministry of Health to establish the HIV/AIDS Centre of Expertise in BIH, which will foster research and other biotechnology applications of priority.

The first step to a cleaner Botswana is innovation; it all culminates at Botswana Innovation Hub. Alan Boshwaen Chief Executive Officer

The vision of BIH is to be the leading African destination for innovative businesses. It is tied closely with the vision of cleaner and more sustainable business in Africa.

Clean Botswana

Citizen Entrepreneurship Development Agency Creating Sustainability – One Entrepreneur at a Time.

It is widely accepted in the current business climate that today’s entrepreneurs and businesses have to embrace the reality that their exploits for trade, commerce and production must happen in harmony with other life sustaining activities. Any activity which undermines that reality is both undesirable and unsustainable. Entrepreneurship can extensively support this ambition and sustainable development.

Entrepreneurship is a dynamic force for economic development and change and so the time is now for Botswana entrepreneurs to join the very noble sustainable development agenda. This is to develop innovative new business models which serve to strengthen ecological and social sustaining products and services.

We are delighted that the Citizen Entrepreneurship Development Agency (CEDA) over the years has supported a significant number of social entrepreneurs and others who have sustainable development at the core of their business models.

However, it is our ideal to be the leading financier of green initiatives in Botswana. We see immense opportunities in the areas of energy efficiency interventions and renewable energy projects which in turn, create jobs in a greener economy.

A new breed of entrepreneurs is emerging which rebels against the historical unsustainable ways of doing business. These fantastic environmental, social, and sustainability-driven entrepreneurs understand that the call for sustainability can no longer be ignored.

It is also commendable that numerous existing and mature businesses which are showcased in Clean Botswana continually reinvent themselves and develop breathtaking programmes to achieve imperative sustainable development milestones.

Clean Botswana is welcomed and is coming at the perfect time – as it has created a network and platform of like-minded entrepreneurs, organisations and communities. In time, it will become the true mirror for critical reflection as well as a celebration of success. We look forward to it as a sounding-board for new ideas and an amplifier for sharing the new knowledge and best practices developed.

In this way, both innovative organisations and those that take up tried-and-tested sustainable development programmes will combine forces for a far better Botswana and for future generations.

Thabo Thamane Chief Executive Officer

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Clean Botswana

BTO Environmental, Social and Corporate Governance (ESG) quality performance standards, which are designed to meet or exceed basic environmentally responsible standards or legislation.

The system is built on the foundation of the Botswana National Ecotourism Strategy whose guiding principles are: i. Minimising negative social, cultural and environmental impacts. ii. Maximising the involvement in, and the equitable distribution of economic benefits to host communities. iii. Maximising revenue for re-investment in conservation. iv. Educating both visitors and local people as to the importance of conserving natural and cultural resources. v. Delivering a quality experience for tourists.

The production of these standards demonstrates BTO’s strong commitment to socially and environmentally responsible tourism. These standards and the associated certification system are the foundation of our continued commitment to working with the industry and those associated with it on the development of tourism facilities and services, which can position Botswana as a leading sustainable ecotourism destination.

The Botswana Tourism Organisation (BTO) promotes best practice in the tourism sector with a view to facilitate tourism development that is socially and environmentally sustainable. BTO also ensures collaboration with relevant stakeholders, both public and private, to raise the profile of the organisation. In pursuance of the above, Botswana Tourism Organisation is responsible for implementation of the National Ecotourism Strategy (2002), and assisting present and prospective entrepreneurs on issues relating to sustainable tourism development.

In 2009 BTO launched the Botswana Ecotourism Certification System. The system is designed to encourage and support responsible environmental, social and cultural behaviours by tourism businesses and make sure they provide a quality eco-friendly product to consumers. It comprises of a set of voluntary

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With more than 240 standards, our system is one of the most comprehensive and rigorous systems in the world. Botswana is blessed with a diverse and distinctive environment, with rich natural resources.

The standards motivate sustainable utilisation of resources and reflect our unique position in Africa and the world. The protection of these precious resources requires dedication and direct action in: water and energy conservation, waste management, elimination of hazardous chemicals, and contribution to community development.

Participating in the eco-certification process demonstrates willingness to be part of a global ‘green’ economy. In addition, BTO is also a corporate member of international sustainable tourism organisations such as The International Ecotourism Society (TIES) and Global Sustainable Tourism Council (GSTC). Membership in these organisations continues to establish BTO’s position as a champion of sustainable tourism regionally and globally.

Myra Sekgororoane Chief Executive Officer Botswana Tourism Organisation

Clean Botswana

Kgalagadi Breweries (Pty) Ltd and Botswana Breweries (Pty) Ltd Our profitability depends on a healthy Botswana, a growing economy and the responsible use of scarce natural resources. We integrate these issues into our business.

Businesses make immense contributions to both the government and the people of Botswana in their delivery of products and services. They create jobs, pay taxes and build the skills base leading to real positive impact on people’s livelihoods. The demands on resources that businesses require compel businesses to be proactive in engaging with governments and other stakeholders to develop solutions to environmental, health and other social issues that arise. It is thus imperative that businesses integrate sustainable development into the day-today management of their business.

In what we often articulate as a community centered business model, our contribution at KBL and BBL includes direct employment, buying from local suppliers, the distribution and retailing of our products, the return and reuse (recycling) of packaging, and impacting communities through our Corporate Social Investment (CSI) activities.

We have extensive programmes which aim to improve water and energy efficiency, inculcate a culture of entrepreneurship in communities, educate our employees on alcohol responsibility, and raise awareness and engagement on our overall sustainable development approach under the banner ‘Ten Priorities. One Future.’ Underpinning this approach are 10 sustainable development priorities that demonstrate our commitment and provide clarity for our businesses, shareholders and other stakeholders on what we believe are our material issues. They inform how we focus our efforts and prioritise our resources in alignment with our strategic priority to constantly raise the profitability of our business in a sustainable way.

In 2011, we won the Best Published Corporate Reports and Accounts for the year 2010/2011 at the PricewaterhouseCoopers (PwC) Annual Reporting Awards for the clarity of our reporting and communication of the company’s approach to sustainable development.

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We look forward to Clean Botswana and to a general improvement in sustainable development in Botswana.

However, internal action alone is not sufficient. Many of the sustainable development challenges faced by businesses can only be tackled in partnership with other organisations, NGOs, governments, academic institutions and communities. Clean Botswana gives us the opportunity to collaboratively showcase in an inspirational manner the successes, developments and best practices in this context – for a more sustainable Botswana.

We look forward to Clean Botswana and to a general improvement in sustainable development in Botswana.

Lehlohonolo Matsela Group Managing Director

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Debswana Diamond Company

the production of renewable and sustainable energy through solar and bio fuels.

As a result of the major expenses incurred in this, a balance is needed to embark on a long lasting solution in identifying and implementing sustainable energy conservation and environmental solutions. A key strategic step towards energy conservation which Debswana has adopted is the Energy Conservation Strategy. This is an environmentally friendly energy conservation measure.

Through the S.H.E policy (Safety, Health, and Environment), Debswana Diamond Company actively ensures that it meets and exceeds international and local environmental regulations, and is highly committed to minimising any negative impact diamond mining might have on the environment. The company actively promotes a culture of environmental responsibility and commitment towards sustainable development in Botswana. For example, slime dams (tailings storage facilities or mine dumps) are used to minimise the environmental impact of diamond mining.

Our participation in the Clean Botswana initiative will enhance Debswana’s and Botswana’s national achievements in innovative environmentally sustainable solutions. This is through the sharing of knowledge, building of networks, and replication of best practices.

These are an integral part of the programme development and will strengthen the national and regional interaction in this area.

Debswana is committed to the adoption of green technology and current initiatives align perfectly with the Clean Botswana project. Together with other members of the De Beers Family of Companies, Debswana is committed to sustainable development as an integral part of the way we do business.

It is one of the core values of Debswana Diamond Company to conduct all its operations in a manner that will minimise impact on the environment and uphold the safety and health of our employees.

Debswana clearly recognises our responsibility to the environment. Our mines have always followed the best international environmental management practice and each of our mines operates under an ISO 14001 certified environmental management system.

Debswana mines face various environmental challenges such as the impact of mining operations on water and energy resources. Mines utilise large quantities of water and energy resources. Debswana has invested resources towards the thickening of liquid tailings in order to recover water from them, as well as having taken major steps towards reduction of energy usage in the mining process, which can be supplemented by

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Our dedication to greening the company is evident in our support of the Innovation Hub’s introduction of the Clean Tech Centre of Expertise programme.

The company identifies a number of synergies with the Clean Tech initiative at the Innovation Hub which Debswana embraces as a good example of forging new ways of doing business in the industry. We were pleased to be approached by the Botswana Innovation Hub to partner with the Clean Tech Centre Expertise Programme.

Debswana is committed to the development of sustainable mining processes and is keen to forge partnerships that have both business and corporate social responsibility elements, such as Clean Botswana and Clean Tech Centre of Expertise at the Botswana Innovation Hub. Jim Gowans Managing Director

Clean Botswana

First National Bank of Botswana Our success and that of our community is intertwined. We are focused on being a responsible corporate citizen and positively impacting our stakeholders.

FNBB views sustainability as a business practice which creates value for stakeholders through managing environmental, social and governance factors which impact the company’s ability to generate sustainable profits. Clean Botswana provides just the platform to share, showcase and articulate our strides and successes in sustainable development within the broader context of our country and society.

We recognise the immediate and potential threats that global warming and other environmental issues pose.

FNBB has thus taken steps to minimise our impact on our surroundings incorporating a stakeholder based approach to integrating sustainability principles into our business planning. Our stakeholder approach enables us to address material issues within the environment, economic, social, and governance domains whilst taking into account our operating context and the impact on our stakeholders.

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We look forward to Clean Botswana and its fantastic showcase of Botswana’s leading participants for sustainable development.

The sustainability agenda for FNBB is to maintain a focus on being a responsible corporate citizen and positively impact our stakeholders.

We are very proud of the successful rollout of numerous pioneering financial services and products across our business. Most notable are the cell phone banking services, as well as the solutions from our mainstream banking division which extend banking services to previously un-banked and under-banked people, thus enabling them to become active participants in society.

Now eWallet customers can send money to anyone with a valid cell phone number, even in the most remote areas. Money is transferred instantly and it can be used to buy prepaid airtime, send money to other cell phones or withdraw money at an FNBB ATM using our cardless cash withdrawal services. The receiver doesn’t even need to hold an FNB account. This innovation is simply fantastic.

To us, social responsibility means building enduring and rewarding relationships with all the groups and individuals that make up our society. Among others they include: suppliers, regulators, media, trade unions, industry bodies, academia, and our peers – as well as grassroots communities.

with the opportunity for greater involvement and cooperation with the community. Within the ambits of the Foundation, the Staff Volunteer Programme affords the Bank’s employees an opportunity to identify with and donate funds to a project of their choice in their respective localities. Their involvement goes beyond simply giving financial support, to extending a helping hand.

The existence of businesses and their continued success is truly dependent on the relationships that they have with stakeholders.

We look forward to Clean Botswana and its fantastic showcase of Botswana’s leading participants for sustainable development.

Lorato Boakgomo – Ntakhwana Chief Executive Officer

The FNBB Foundation is the structure that administers Corporate Social Investment Funds of First National Bank of Botswana. The Foundation provides the Bank

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The Challenge of our Times

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A fringe of society fought for the conservation of our environment in the 1980s and so the green ‘movement’ began. Since then, the whole world has been splashed with a colour of green as we have slowly turned our attention to clean issues.

The entire industrial world is preparing for a radical transformation of the energy system, which will cost billions in the coming decades. The outcome will be cleaner industries and cleaner living.

The problem is complex and very broad. Volatile oil prices, import dependency, nuclear risks, greenhouse gas emissions, global warming, rising sea levels, fine particle air pollution, NOx and SOx pollution, hazardous substances, carcinogenic substances, and so on. But conceptually we can simplify the issue since most of these challenges are interrelated.

From a Botswana perspective it makes sense to look at the problem along two axes. On the horizontal axis we make a distinction between Energy and Climate on the one hand, and Pollution and Waste on the other. Along the other axis, we make a distinction between the base problems (e.g. global warming, toxins in surface water) and the challenges inherent in our response to those problems (e.g. reducing CO2 emissions, building vast renewable energy capacity).

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Indirectly, we eat fossil fuels too. The green revolution that transformed agriculture following WWII, and that in turn has expanded the global population, is reliant on the nitrogen that we chemically extract from natural gas.

Energy and Climate Fossil Fuels and Economics To state the obvious, energy is fundamental to humanity’s progress. The problem is that about 85% of the world’s energy mix comes from fossil fuels.

The importance of this point needs to be understood in its proper context. Our entire economic and, one could argue, demographic system is dependent on fossil fuels. Most people associate fossil fuels – oil, natural gas and coal – with heat and engines.

Indirectly, we eat fossil fuels too. The green revolution that transformed agriculture following WWII, and that in turn has expanded the global population, is reliant on the nitrogen that we chemically extract from natural gas.

Thus, we are fundamentally reliant on fossil fuels.

Unfortunately, there are a number of problems associated with fossil fuels. Not only are they running

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out, but in the years running up to 2030, we are facing increasing price volatility, uncertain investment in new production (and hence supply), and most importantly, the impact of greenhouse gas emissions on the climate.

Price escalations place significant pressure on the world’s economic system, specifically with oil. Some economists argued that steep oil prices helped trigger the current economic recession. Continued economic growth depends on a continued supply of cheap energy. In the past, the cost of energy declined when new sources of cheap oil were discovered, extraction technology improved, and the energy-efficiency of industry, combustion engines, etc has gradually improved.

All this seems to be coming to an end or at least slowing down markedly. New sources of oil and gas are increasingly difficult and expensive to extract (technically and geopolitically). New advances in energy efficiency are possible, but will be increasingly expensive to achieve. And alternative energy sources (renewable and nuclear) to date are not proving cheap to develop. The point is that the world will need to get used to higher and more volatile energy costs in the face of rising worldwide demand for energy.

To sum up, our economy is inherently reliant on a secure and affordable supply of energy, but increasingly, this will be neither secure nor affordable. And this is looking at it only from the perspective of fossil fuel supplies, when the most important factors we really ought to consider are the problem of greenhouse gas emissions and pollution.

Changing Climate The majority of us still don’t know about climate change and the impact of our energy system. While a dwindling number of experts still try to question whether climate change really is happening and whether human activity is responsible, the consensus today (both scientifically and politically) is more robust than ever.

The most credible source on the matter is the Intergovernmental Panel on Climate Change (IPCC), a scientific body established by the United Nations that is tasked with evaluating the risk of climate change caused by human activity (in 2007 it shared the Nobel Peace Prize with former Vice President of the United

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States Al Gore). The IPCC has made a number of key conclusions.

Firstly, warming of the climate is unequivocal. Recorded temperatures in the 1995-2006 period rank among the warmest in the instrumental record of global temperatures. Sea levels are rising faster: the sea level rose at an average rate of 1.8 mm per year over 1961 to 2003 but at an average rate of about 3.1mm per year from 1993 to 2003. Thus far, about half of the rise in sea level is ascribed to thermal expansion; a quarter is due to the melting of ice. And the ice clearly is melting: the Arctic sea ice has shrunk by 2.7% per decade since 1978 and the world’s mountain glaciers and snow cover are declining.

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concentrations (mainly CO2, CH4 and N2O), which in turn are due to increased GHG emissions. Thus, the global atmospheric concentration of CO2 increased from a pre-industrial value of about 280 ppm to 379 ppm in 2005, with the largest growth rate recorded in the 10year period 1995-2005. Identifying the key culprit, the IPCC states that global increases in CO2 concentrations are due primarily to fossil fuel use.

Finally, the IPCC predicts that with current climate change policies, global GHG emissions will continue to grow over the coming decades. In these scenarios, fossil fuels will remain dominant in the global energy mix to 2030, with the result that CO2 emissions from energy use will grow by 40-110% in the period 2000-2030.

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Sea levels are rising faster: the sea level rose at an average rate of 1.8 mm per year over 1961 to 2003 but at an average rate of about 3.1mm per year from 1993 to 2003.

This will continue to drive global warming by about 0.2 C per decade. The IPCC predicts that during the 21st century world temperatures could rise by between 1.1 and 6.4°C and that sea levels will probably rise by 18 to 59 cm. However, the IPCC models assume a very slow (over thousands of years) melting of the Greenland ice sheet (at least, if the temperature increase is kept to approximately 2°C above pre-industrial times). There are scenarios, however, that advance a much faster melting of the Greenland ice, in several hundred years.

Should this happen, we will be looking at sea level rises of up to seven meters.

The warming of the climate appears to be associated with increased rain in some parts of the world (e.g. northern Europe), more droughts in others (e.g. southern Africa), and a range of extreme weather events. Also, this is having an impact on natural systems, especially marine systems. Probably most critically, CO2 emissions are acidifying the seas (the world’s oceans are 30% more acidic compared to pre-industrial times), which some scientists claim could lead to a mass extinction of sea life.

Secondly, the IPCC states that most of the observed increases in temperatures since the mid-20th century are ‘very likely’ due to the observed increase in anthropogenic (human) greenhouse gas (GHG)

An important caution to this is that global warming and sea level rises are expected to continue for centuries, even if GHG concentrations were to be stabilised. In other words, the climate will continue to warm, no matter what we do. But if we do nothing, the impact is likely to be greater.

The higher the level that CO2 concentrations peak, the higher the long-term plateau of CO2 concentrations (and thus higher temperatures, faster sea level rises, acidic seas, etc) we will need to live with. This is why it is so critically important to cap the concentrations as soon (and at as low a level) as is possible.

The IPCC is somewhat conservative in its statements about ‘extreme weather events’. Many believe that extreme weather and natural disasters are to become more and more frequent. If this is the case, then we need to start planning our major infrastructure now to deal with extreme weather events and sea level rises.

If sea levels were to rise by seven meters by 2250, then

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some major adaptations to existing infrastructure and the planning of new infrastructure needs to begin today.

To conclude, climate change remains a hotly debated issue. But the science is pretty clear. There is scientific consensus that humanity is causing climate change, that the impact will harm us and the planet, and that we can, through emission reduction action, still have an influence on the severity of the problem.

Pollution and Waste These days all we seem to talk about is climate change and greenhouse gas emissions. CO2, the main greenhouse gas, is not classified as pollution because it is a natural component of the atmosphere and needed by plants in order to carry out photosynthesis.

It may harm us indirectly, via climate change or even via increased ozone pollution, but it does not directly affect respiration.

Lots of other substances, however, do have a direct effect on our health and our immediate habitat.

Although it is true that enormous improvements have been booked in minimising pollution and waste, it still exists and it still harms us.

Air Pollution Particulate matter pollution turns out be more dangerous than previously thought. The bigger particles such as the dust that irritates eyes, nose and throat – but not the lungs – are the least dangerous.

However, anything smaller than 10 micrometers in diameter, can reach deep into the lungs and thus cause a range of health problems. As a result, PM 10 and PM 2.5 (referring to their maximum size in micrometers) have been monitored for some years now. Furthermore, it turns out that ‘ultrafine’ particles (PM 1 and PM0.1), not yet monitored systematically, are proving to be more dangerous for human health than even PM2.5. The key culprits behind fine particle pollution: diesel motors, industry and agriculture. The reason why these fine particles harm us and the environment is that many of these particles are toxic substances such as NOx, Ozone and many others.

NOx is a generic term for mono-nitrogen oxides (NO and NO2), which are produced during the combustion of fuels, especially coal and oil. In the air it reacts with

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other compounds to form nitric acid vapour, Ozone and a range of other toxic substances. These are at least one part of the fine particle story, causing lung damage, heart disease aggravation and possibly cancer. NOx is clearly not under control. The main cause of this is the continued growth in road transport. NOx is also a greenhouse gas which contributes to the climate problem.

Ozone is another persistent problem – not the ‘good’ stratospheric ozone protecting us from UV radiation – but the ‘bad’ tropospheric ozone that we recognise as smog on a warm afternoon. This form of ozone is created when NOx and VOC (volatile organic compounds) emissions combine chemically with oxygen to form ozone. This chemical reaction is driven by sunlight; hence ozone typically forms in highertemperature conditions in the late afternoon. The health effects of ozone read like a tobacco health warning: aggravation of asthma and chronic lung diseases, inflammation of cells lining the lungs, permanent lung damage in children, etc. Ozone harms vegetation and forests too.

In terms of air pollution, mention must also be made of NMVOC, otherwise known as non-methane volatile organic compounds, covering substances such as benzene, ethanol, formaldehyde and acetone. Again, the key culprit is transport, responsible for 88% of these emissions. Indoor, all sorts of volatile organic compounds are emitted by household products, appliances, wall and floor coverings, etc.

Water Access to clean fresh water is one of the most important drivers of human development. Looking at it globally, we seem to be heading for a water crisis. In brief, the argument is as follows. Firstly, demand for clean water is exploding, driven by an expanding world population (the world’s population is set to expand by 40-50% in the next 50 years) and the rapid industrialisation of countries like India and China (with their vast populations). In some areas of the world, however, water resources are limited, and this is likely to get worse as the climate continues to change (dry areas are getting dryer). The result: according to the IPCC as many as six billion people could face water scarcity by 2050. However, much will depend on how societies develop, since economic development and good water management clearly make a difference. Much of the

Clean Botswana

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Again, like the energy and climate story, we are talking about a rather fundamental change to our industrial system – which will not be easy.

water scarcity today is not linked to a lack of physical availability, but to poverty.

In the past decades tremendous progress has been made in cleaning up the sewage and industrial waste that is pumped into the river systems. The water quality has certainly improved, but problems remain.

The quality of surface water (e.g. rivers) remains poor.

While industrial pollution has declined markedly, agriculture and households are the key culprits today.

Firstly, our surface water is polluted with excessive concentrations of nitrates and phosphorous (from chemical fertilisers and manure), which continues to harm biological systems (e.g. fish). Secondly, there are

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still too many harmful chemicals in our water (from insecticides). There are increasing risks today due to the rising use of soil disinfectants. It is also striking how persistent pollution can be. For example, DDT, a toxic insecticide banned decades ago continues to be found in high concentrations. Similarly, PCBs (a type of organic chemical used in electrical equipment, banned in the 70s) still continue to be detected in eels.

Finally, high concentrations of heavy metals continue to be detected in surface water. Zinc, for example, remains a key problem, but also cadmium and mercury.

The sources of heavy metal emissions are complex and varied. While the quality of residential waste water has improved (since it is treated more effectively) heavy

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metals still reach the water via soil erosion and other means such as the wear and tear of vehicle tires.

and resource ‘efficiency’ – is not going to solve the longterm problems.

The fact that most of us do not actually feel any scarcity illustrates the importance of good water management.

Nevertheless, it is clear that water resources are finite.

The problem with minimising resource use, energy use, emissions and waste is that given projected economic and population growth we are unlikely to achieve much in absolute terms. Also, much of the ‘low hanging fruit’, i.e. the easy efficiency gains, has been picked.

The solution here is not simply to try work even more efficiently, but to work differently – eco-effectiveness, as opposed to eco-efficiency.

Soil While not as visible in the general public’s environmental concerns, the state of soil is of critical importance. Soil is the basis for everything we eat and it affects the quality of groundwater. The main problems are the loss of top-soil (the fertile layer, needed for agriculture), soil contamination and acidification. A key challenge in this area is that we lack information about possibly contaminated areas.

Waste and materials At the input side of our economy a vast amount of raw materials – minerals, metals, and wood – are consumed. The rest is generated by business – industry, construction, agriculture, retail & services – and this flow continues to increase in line with economic growth.

With reason, since the linear industrial model (raw material in one end, waste out the other) is rapidly proving unsustainable. There are three main axes to this argument.

Firstly, the current system is leading to resource depletion and environmental pressure. Ultimately we will be faced with resource scarcity problems, first in areas like fossil fuels and water, but later in metals, minerals and land. In the shorter term, however, the high levels of consumption create environmental pressure in developing regions (witness the new ‘scramble for Africa’ driven by the Chinese economy) and increasing import dependency for European countries.

Secondly, there is increasing recognition that we know far too little about the environmental and health impacts of the materials we use, process and dispose of. In nearly all of the thousands of different types of chemical substances that exist today, we know almost nothing about how they pass through the environment (to what extent they accumulate, disperse or transform) and affect living organisms.

Again, like the energy and climate story, we are talking about a rather fundamental change to our industrial system – which will not be easy.

Health impact There is a massive cost to our health with this pollution.

The best understood health impacts pertain to air pollution, water quality and insufficient sanitation.

Less well understood but of increasing concern are hazardous chemicals and noise pollution.

The big question, however, pertains to hazardous chemicals. There are growing concerns about the effects of exposure to a mixture of chemicals at low levels over longer periods of time. To date, most regulation is focused on the chemicals that we know are dangerous (not many) and is based on the effects of high-level exposure to a single substance over short periods of time. The actual exposure we are all confronted with – i.e. prolonged low level exposure to a toxic cocktail of substances – we know very little about.

Thirdly, there is increasing recognition that the current approach we use to tackle the above two problems – one that is based on waste and pollution ‘minimisation’

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Downsize your carbon footprint Going green by reducing your carbon footprint – one step at a time.

As the ‘green’ bandwagon gains momentum, it is vital to understand what a carbon footprint is and how to reduce it. Using the word ‘carbon’ as the basis for the definition, carbon footprint is linked to carbon pollution – the main perpetrator of the world’s climate change which has resulted in extreme weather, higher temperatures, severe droughts and famine, as well as rising sea levels.

Experts suggest that carbon footprint per capita needs to fall by as much as 80 percent to effectively reverse global warming.

Therefore, your carbon footprint is a measure of how your domestic and social activities are affecting the environment in terms of the amount of green house gases you produce per year, measured in tonnes of carbon dioxide. Every time you drive a car or travel by air, consume electricity or any product, a carbon footprint is left. Reducing it implies eliminating unnecessary actions and activities, replacing them with environmentally friendly alternatives.

In the home

At the office

Place a bucket in the shower or bathtub while waiting for water to get warm before you lather up. Gallons of water are wasted as you wait, so save it and reuse it for things like watering plants or rinsing dishes. Shaving minutes off your shower time also helps.

Think twice before printing out documents. If you must, print double-sided and make sure to use recycled paper. Be sure to recycle your printouts when you’re finished with them. Use recycled printer cartridges and soy based ink which is less toxic.

Living in a so-called knowledge economy, it is possible to approximate the impact of lifestyles on the environment. To gauge carbon footprint precisely, environmental lifestyle organisations offering diverse metrics are eager to offer their services. From online carbon footprint calculators, to dedicated consultancies to assist in overhauling the way you think, live, and work today, it is inexcusable and even unfashionable not to attempt to slash your carbon footprint.

Before leaving the office each night, save energy by turning off your computer and monitor. There is no need to keep it on for hours if you will not even be in the building.

Avoid using harsh insecticides to kill bugs. Try using cayenne pepper or lemon juice if you have an ant problem as ants taste with their feet. Make good use of a sunny day and hang-dry your laundry. Clothes dryers are one of the most energy inefficient household appliances.

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Experts suggest that carbon footprint per capita needs to fall by as much as 80 percent to effectively reverse global warming.

On the road

On the plate

There are more advantages to taking your foot off the pedal than just cutting the risk of getting a speeding ticket. Driving slower saves fuel, meaning you save money and produce less smog – so slow down.

Buy local fruit and vegetables, or even try growing your own. Buy foods that are in season locally. Do not buy fresh fruit and vegetables which are out of season, as they may have been flown in from far afield.

Save water by cutting the number of times you wash your car each month, and make sure to turn off the tap between rinses.

Always look into the agricultural practices of those you buy from and try to only buy products made close to home. Recycle your plastic water bottles after use and support local sustainable sources.

Think twice before hopping in the car for a ride to the shops. Ask yourself if you really need that loaf of bread or bag of biscuits today. Try shopping once every one or two weeks instead of making multiple trips for just a few items. Make an effort to shop at the grocery that’s on the way to work or vice versa instead of one across town. Limiting the number of trips helps save fuel and money. Another option is to buy online.

Even if you have never knowingly done anything green in your life, incorporating a few or even all of the steps outlined above will ensure a substantial slice off your carbon footprint by about 10 percent.

Try also reducing the number of flights you take.

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TOURISM AND CONSERVATION

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Botswana sets pace on enviro-friendly tourism

From the magnificent Okavango Delta in the north to the alluring sand dunes of the Kgalagadi desert in the west, the majestic game as well as the variety of bird species in her skies, Botswana has become a preference of many tourists’ must-visit countries of the world.

A panel of international and independent judges hailed Botswana for her successful demonstration of sustainable tourism practices, including the protection of natural and cultural heritage, social and economic benefits to local people and; environmentally friendly operations.

Adding to the appeal of the southern African country is the long-running tourism management concept of ‘lowvolume, high-cost’. Tourists are awed by the country’s sheer natural tourism assets. The well conceived conservation policies aim to give tourists unforgettable experiences whilst simultaneously preserving the exciting sights and sounds for future generations, citizens and tourists.

Tourism practices and activities in Botswana must never conflict with community values, traditions, and wildlife needs. This perfectly reflects the country’s commitment to responsible and environmentally conscious tourism.

This is well captured in the nation’s sound management policies.

The sound policies which guide tourism activities in Botswana are admired in the international community.

It was therefore no surprise when the Botswana Tourism Organisation received the 2010 WTTC Tourism for Tomorrow Destination Stewardship award in recognition for excellence in sustainable and equitable tourism policy and practices in the Okavango Delta Ramsar Site.

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The strength of Botswana’s sound environmentally conscious tourism policies rests in the ‘low-volume, high-cost’ tourism business. This concept dictates that a minimum and manageable number of tourists are allowed at a time, which gives their hosts ample time to render incomparable service.

In one of the many documents written about the advantages of Botswana’s ‘low-volume, high-cost’ concept, it is observed that an advantage to this is that

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small groupings of tourists are able to enjoy the pristine wilderness in peaceful conditions.

As admirable as the concept is, when the Botswana Tourism Organisation (BTO) was established, it produced yet another strategy aimed at adding value to the existing policies that guide tourism practices and activities in Botswana.

Preaching of environmentally conscious practices in Botswana is not only confined to tourism areas, it is a trait gradually being embedded in the minds of citizens and residents alike across the country. NonGovernmental Organisations such as the Gaborone based Somarelang Tikologo (Environment Watch Botswana) have shouldered that responsibility.

BTO boldly declares that its strategy is aimed at “ensuring that Botswana’s tourism is sustainable for its inhabitants and future generations of tourists, while contributing meaningfully to the national economy.”

BTO has further published its ecotourism manual primarily focused on ensuring that development and growth have a minimal impact on the environment.

This NGO teaches waste management, sustainable agriculture, nature conservation, and even runs an Eco-Park situated barely 100 metres from its head office. Some of the educational features of the park include a playground aimed at young visitors, a Green Shop trading on goods made from recycled materials, a model organic garden, and an Eco-Cafe that serves local organic dishes.

Prudent tourism management based on sound policies has, in part, made Botswana one of the most highly sought after tourist destinations in the world, with high profile international celebrities and royals clamouring to secure flight tickets to this landlocked southern African state. The country recently welcomed yet another high profile tourist – the King of Spain.

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Tourism practices and activities in Botswana must never conflict with community values, traditions, and wildlife needs.

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CAAB – Environmental Protection

The Civil Aviation Authority Botswana (CAAB) takes into account environmental related matters both in implementing infrastructure development projects and management of aircraft noise and aircraft engine emissions. Accordingly, environmental impact assessment studies were conducted in all ongoing development projects.

This includes the four Major International Airports which are Sir Seretse Khama International Airport, Maun Airport, Kasane Airport, and Francistown Airport.

The three Minor Airports affected are Selebi-Phikwe Airport, Ghanzi Airport, and Shakawe Airport.

CAAB follows the minimum standards and recommended practices on aircraft noise and aircraft engine emissions detailed in the Annexes to the Convention on International Civil Aviation (Chicago Convention). CAAB implements the Standards and Recommended practices through national regulations and procedures.

Standards and Recommended practices for aircraft noise were first adopted by the International Civil

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CAAB follows the minimum standards and recommended practices on aircraft noise and aircraft engine emissions detailed in the Annexes to the Convention on International Civil Aviation (Chicago Convention).

Aviation Organisation (ICAO) Council on 2nd April 1971.

These were consequently adopted to the provisions of Article 37 (Adoption of International Standards and Procedures) of the Chicago Convention and designated as Annex 16 of the convention, which deals with the Environment. A further resolution on aircraft engine emissions was made by ICAO in 1972 followed by publication of a Circular titled Control of Aircraft Engine Emissions in 1977.

The content of the discussions during the session of ICAO took consideration of the following salient points: • Aircraft noise in the vicinity of Airports. • Aircraft activities that have adverse environmental impact such as vented fuel, smoke, and certain gaseous emissions.

The seriousness of aircraft noise in the vicinity of many airports of the world has mounted to a degree that gives concern and requires urgent solutions. Part of the noise that the public particularly is concerned about is increased traffic of existing aircrafts.

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The future aircraft type that has the potential to increase, threatens to cause more noise unless action is taken to alleviate the situation.

In its endeavour to address environmental protection, CAAB adopted the ICAO concept of a balanced approach to noise management, which had developed overtime.

This concept consists of identifying the noise problem at the airport and then analysing the various measures available to reduce noise through the exploration of various elements.

Reduction at source Prioritise the use of planning and management of noise abatement operational procedures and operating restrictions with a view to addressing the noise problem in the most cost effective manner.

Regarding the issue of aircraft engine emissions, CAAB uses the ICAO formed Action Programme that assists with certain tasks specifically in the area of engine missions. A product of the Action Programme was a

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Study Group that came up with an ICAO circular referred to as Circular 134. This circular contains guidance material in the form of a certification procedure for the control of engine emissions for the new turbojet and turbofan engines intended for propulsion at subsonic speeds.

CAAB ensures that approach and departure routes are made to avoid as much as practical, built up areas.

Furthermore procedures for aircraft to hold when approaching the airport either for the purposes of landing or taking off are designed so that the aircraft can be handled efficiently to minimise the effect of noise and gas pollution in the airport vicinity.

In addition to stimulating an environment for technical awareness for flight crew, air traffic controllers and aircraft maintenance, personnel must practice skills that promote the reduction of pollutants.

CAAB in its endeavour to mitigate the environmental impact on aircraft operations has therefore adopted the following procedures: • Through revised regulations, to grant aircraft noise certification on the basis of satisfactory evidence that the engine complies with the requirements which are at least equal to the stringency of the provisions of ICAO Volume I and II of Annex 16 dealing with Aircraft noise and Aircraft engine emissions respectively. • Air route structure is designed to offer direct routing, the flight route network is optimised so that the aircraft spends less time in the air resulting in less gas emissions due to burnt fuel.

Development Plans to ensure that no infringements on airports and their surrounding environment occur.

Vision 2050 CAAB aims to work in line with the Vision 2050 of the International Air Transport Association (IATA) which promises clean, safe and delay-free travel throughout the world. CAAB is committed to doing what it can to fit in with these goals. The vision includes emitting half the carbon by using locally-produced biofuels to move away from the current reliance on oil. Jet fuel is soon to become unsustainable and biofuels can come from a variety of sources, such as jatropha, camelina, algae or urban waste.

{

The future aircraft type that has the potential to increase, threatens to cause more noise unless action is taken to alleviate the situation.

Other efforts in the industry will include changes to aircraft design, improvement of jet engines, new routes, solar powered planes, and hydrogen or vegetable oil powered engines. With carbon tax coming into effect all over the world, this is becoming more and more or a necessity for airlines. Eco-aviation could one day create an industry which is perfectly balanced with nature.

Finally CAAB is in constant liaison with the Local Authorities and provides inputs in the respective

Plot 61920 Letsema Office Park Fairgrounds P.O.Box 250 Gaborone Botswana Tel: +267 368 8200 Fax: +267 391 3121 E-mail: caab@caab.co.bw www.caab.co.bw

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Children in the Wilderness

Our Mission for our Children in the Wilderness programme is to facilitate sustainable conservation through leadership development.

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Our Aim for our Children in the Wilderness programme is to provide an environmental and life skills educational experience that focuses on the next generation of rural decision makers to bridge the divide that exists between communities and wildlife.

Children in the Wilderness began with on-safari discussions between actor Paul Newman (sadly now deceased) and Wilderness Safaris in August 2001. Paul Newman’s organisation, “The Association of Hole in the Wall Camps”, and Wilderness Safaris combined forces to create a new rural African children’s environmental and life skills programme. In December 2001, Children in the Wilderness ran its first camp in Botswana and 10 years later continues to host rural children from alongside our Parks and Reserves, teaching them the importance of conservation through exposure to their wildlife heritage.

For many children (and most of the educators, spon-

sors and volunteers) the programme has been a life-changing experience. We hope that every child leaves camp with a new or improved skill, a better understanding of what life can offer, and an increased awareness of his or her own potential, together with a renewed respect for our environment.

The outcome of the programme is a win-win for all. The children are inspired to strive to achieve their utmost potential; their enthusiasm and new ideas are shared with their families and communities. While this is happening, the environment is the big winner.

As of the end of 2011, we hosted 4,065 children on the Children in the Wilderness programme in seven African countries, totalling 23,510 children in camp days. The funding to run the Children in the Wilderness camps is primarily raised through fundraising initiatives (50%); through Wilderness Safaris’ guests, as well as individual donors (30%), and Corporate donors (20%).

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As of the end of 2011, we hosted 4,065 children on the Children in the Wilderness programme in seven African countries, totalling 23,510 children in camp days.

www.wilderness-safaris.com

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Forest Conservation Botswana Creating Sustainability. established a special fund, known as the Tropical Forest Conservation Fund (TFCF). The purpose of the TFCF is to promote activities designed to conserve, maintain and restore the forests of Botswana, including such world famous areas as the Okavango Delta and Chobe National Park region, in accordance with the terms of the Tropical Forest Conservation Agreement, the Forest Act and National Forest Policy.

THE CORE FUNCTIONS OF FOREST CONSERVATION BOTSWANA (FCB)

MISSION To promote activities that maintain, restore, protect and ensure sustainable utilization of Botswana forests by prudently managing the Tropical Forest Conservation Fund (TFCF).

VISION To be a reputable partner in Community Based Forest Conservation in Botswana.

BACKGROUND The Tropical Forest Conservation Act (TFCA) was enacted in 1998 by the United States Government (USG) to offer developing countries options to relieve certain eligible debt owed to the United States, while at the same time providing funds, in local currency, to support Tropical Forest Conservation activities. In addition to forest conservation and debt relief, the TFCA is intended to strengthen civil society by giving small grants to NGOs and local communities.

In October 2006, the Governments of the United States of America and the Republic of Botswana signed the first TFCA Agreement in Africa. The Agreement culminated in the formation of a company called Forest Conservation Botswana (FCB) which is a non profit making entity.

The Government of the Republic of Botswana in 2007

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• To administer the Tropical Forest Conservation Fund in promoting activities designed to conserve, maintain and restore the forests of Botswana.

• To disburse grants from the Fund to support eligible activities.

• To oversee activities financed from the fund.

• To procure contributions to the funds of the company by way of subscriptions, donations, bequests, endowment and benefits of any nature from any source whatsoever to be used for the advancement of the company’s objectives.

• To establish, support, and aid in the establishment of any other associations, organisations, and institutions formed for all or any of the objects of the company.

• To organise scientific symposia, courses of instruction, and meetings to further the objectives of the company.

• To do all such lawful things as are necessary for the attainment of the above objects or any of them.

ELLIGIBLE ACTIVITES SUPPORTED BY TFCF • Establishment, restoration, protection, and maintenance of parks, protected areas and reserves.

• Development and implementation of scientifically sound systems of natural resource management • Training programmes to increase the scientific, technical and managerial capacities of individuals and organisations involved in conservation efforts.

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• Restoration, protection or sustainable use of diverse animal and plant species.

• Research and identification of medicinal uses of tropical forest plant life to treat human diseases, illnesses and health related concerns.

• Development and support of livelihoods of individuals living in or near forests in a manner consistent with protecting such tropical forest.

PROJECTS FUNDED BY FOREST CONSERVATION BOTSWANA PROJECT LOCATION

NO

PROJECT PROMOTER & PROJECT DESCRIPTION

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Elephants Without Borders: Study to determine status of wildlife populations & land degradation in Botswana’s forest reserves

Kasane

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Ithuseng Community Development Trust: Community Tree Nursery

Tsetseng

WHO CAN APPLY?

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Permaculture Trust-Botswana: Township Tree Planting Project

Ghanzi

• Citizens of Botswana and institutions, such as NGOs, including Village Development Committees, Parents Teachers’ Associations, educational entities, community organisations active in Botswana.

• Economic, scientific, educational, social and professional organisations.

• Any other appropriate forest/environment related entities active in Botswana.

• Government Agencies of the Republic of Botswana with responsibility for environmental protection and management may be assisted under special circumstances that may be prescribed by the Board of Directors from time to time.

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Letloa Trust: Feasibility study to establishing Community Forest Reserve

Shakawe

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Somarelang Tikologo: Tree planting & support of livelihoods projects

Makomoto

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Tlhare-Segolo Foundation; Regeneration of Mokolwane

Maun

7

Botswana College of Agriculture: Identification of Medical Uses and Phytochemicals from plants used by traditional healers to address health related problems

Seolwane

8

Mapoka Community Development Trust: Land Reclamation

Mapoka

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Matsheng Community Development Trust: Conservation and Management of the Thotayamarula Forest

Sojwe

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Virginia Tech Caracal: Assessment of threats to hardwood forestry & Kasane regeneration management in Chobe

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Moselewapula Community Development Trust: Cultivation & value Pilikwe addition of medicinal plants

A local Tropical Forest Conservation Fund Board (TFCFB) has been established to administer the fund and award small grants to eligible recipients, primarily local environment and forestry NGOs, and can include indigenous or community groups.

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Ngamiland Basket Weavers Trust: Community Tree Nursery

Etsha 6

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Nlapkhwane Community Development Trust: Land Rehabilitation

Nlapkhwane

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Changate Community Conservation Trust: Community Tree Nursery

Changate

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Lapologa Support Group: Indigenous Tree Nursery

Maun

The Board includes representatives from the U.S. Government and Botswana Government, as well as representatives from NGOs, which are approved by the two Governments. The majority of the Board is represented by civil society members.

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University of Botswana: Study on Uses, Distribution and Conservation status of Medicinal Plants of Botswana

Gaborone

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Botswana College of Agriculture: Study on land cover change and Otse climate dynamics around Manyelannong Hill

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University of Botswana: Study on Evaluation and Conservation of Gaborone Indigenous Plants for their anti-hypertensive & anti-oxidant potential

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Otse Village Development Committee: Community Indigenous Tree Nursery

Otse

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Mosu Village Development Committee: Land Reclamation

Mosu

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Ditshwanelo: Community Based Natural Resources Mapping and Planning Project for Molapo

Molapo

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Veld Products Research & Development: Sustainable herbal/medicinal Gabane indigenous plants utilisation community project

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Somarelang Tikologo: Tree planting & support of livelihoods projects

ADMINISTRATION AND OPERATION OF THE TROPICAL FOREST CONSERVATION FUND (TFCF)

Khakhea

Enquiries may be directed to: The Chief Executive Officer P.O Box 5118, Gaborone Email: enquires@forestconservation.co.bw, Tel: +267 315 8427 Fax: +267 315 8426

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Kalahari Conservation Society The Kalahari Conservation Society is a non-governmental organisation (NGO) that was inaugurated by the then His Excellency, the President of the Republic of Botswana, Sir Ketumile Masire, in 1982.

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The Society was formed in recognition of the pressures on Botswana’s wildlife and the general environment.

KCS is the oldest environmental NGO in Botswana and has been effective in undertaking its lobbying activities through advocacy and assisting Government in policy making as well as collaborating with other Private Sectors, NGOs and Government Departments to contribute to the conservation of Botswana’s environment and wildlife resources. Since its establishment, the Society has grown rapidly, receiving recognition both within Botswana and internationally.

However, during the 1995 Assessment study of the KCS, this was found to be problematic as the KCS was not big enough to shoulder the burden of carrying out activities to address all conservation issues encountered in Botswana. Most members interviewed then were of the opinion that the KCS had to focus its energies and resources on a few high priority conservation activities or functions through which it could realistically afford to make a difference. In 1998 the KCS strategic plan still gave wildlife management a priority over other natural resources to conform to those findings.

The Society has continued this role over the years and per the terms of its constitution, “KCS is free to engage in virtually any type of programme, project or activity that can be carried out in the interest of the conservation of the natural environment of Botswana.”

In response to the difficult operational conditions brought about by Botswana’s status as an upper middle income country and donor fatigue in the environmental field, the recent strategies adopted biodiversity conservation as a strategic field to guide operations of

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the Society unlike the previous plans that focused on wildlife conservation. This approach has broadened KCS’s scope of work and is better placed to implement transboundary projects and various large scale projects in natural resources management.

The aims and objectives of the Kalahari Conservation Society are: • To conserve Botswana’s wildlife resources and their habitats.

• To leverage the economic value of wildlife and natural resources for the prosperity of all, especially rural people that reside in wildlife-rich localities.

• To breed a generation of environmentally conscious citizens who strive for a healthy balance between human wellbeing (of present and future generations) and healthy ecosystems.

The following are KCS’s major strengths: • • • • • • •

Committed and active board; Successful lobbying and advocacy; Membership based; Diversified programme of conservation projects; Networking with a variety of stakeholders; Maintaining financial security; Offering areas of comparative advantage in development; • Responsible biodiversity conservation programmes.

Milestone Achievements in the Last 30 Years In order to achieve its mission and vision, aims and objectives, KCS facilitates or contributes to wise decision-making concerning bio-diversity protection and the sustainable utilisation of natural resources through professional advice, participation in policy formulation, research, advocacy and public environmental education.

The second phase of Every River began with a basinwide forum formation and entailed basin-wide workshops aimed at information sharing, community based natural resources management and overall participatory development on trans-boundary initiatives. The project was sponsored by Swedish SIDA and offshoots of the project, such as the Basin-wide Forum, continue to operate under new projects. Examples of new projects are the Southern African Regional Environmental Program (SAREP) and The Future of The Okavango (TFO) ending in 2015. These are strengthening community institutions and implementing livelihoods programmes across the basin.

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The KCS is the oldest environmental NGO in Botswana.

Ecological Zoning of the Okavango Delta The Ecological Zoning of the Okavango Delta project undertaken by KCS in 1988 provided very detailed knowledge of all aspects of the Delta and a sound foundation for future land-use planning. The objective was to define areas, which require complete protection because of unique assemblages of animals and plants, and areas of recreational subsistence use, such as fishing, hunting and photographic tourism. The information was useful to the development of the Okavango Development Management Plan.

Management Plans for Game Reserves and National Parks KCS raised funds and participated in the development of Management Plans for Moremi Game Reserve and Chobe National Park in 1992 and 1993, respectively.

The Society also assisted in the development of the Management Plan for the Gaborone Game Reserve (GGR) and raised funds for the building of the GGR Education Centre.

Every River Has Its People Project (Every River) Every River was a transboundary natural resource management project between Botswana, Angola and Namibia, under the management of KCS. The first phase ended in January 2004 and the second phase commenced in March 2004 and ended in February 2007.

In the first phase socio-ecological surveys culminated in a working document encapsulating the future for comanagement programmes in basin-wide management of the Okavango River.

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KCS Anti-poaching Unit KCS started Anti-poaching Unit operations with the Botswana Police in 1985 and handed the six vehicles and two boats to the Department of Wildlife and National Parks in 1988 when the latter established the Anti-poaching Unit to continue with the operations. His Excellency Lt. Gen. Seretse Khama Ian Khama chaired the Unit during its lifespan.

Ecological Studies on Wildlife Species Ecological studies on various wildlife species including lion, wild dog, and elephant, wildebeest, zebra and other large herbivores have been assisted or undertaken by KCS. These studies have enhanced our knowledge and helped to define our priorities in the use and conservation of these species as a sustainable

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resource, as well as an important feature of the overall wildlife picture of Botswana.

Harry Oppenheimer Okavango Research Centre (HOORC) KCS conceptualised and helped establish a Research Centre for the University of Botswana in Maun. The Society successfully fundraised P4 million for the construction of the HOORC buildings and the Centre’s equipment. From its opening in 2001, the facility has contributed to a better understanding of the ecology of the Delta, generated much needed research capacity within Botswana, improved dissemination of scientific information on the Delta, and coordinated research programmes and activities in the Delta. KCS further secured P9-million from the EU to equip the centre.

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Fish Parasite Project

The Fish Parasite Project, approved by the relevant Ministries, started in 1997 under the auspices of Kalahari Conservation Society in conjunction with the University of the Orange Free State. The project was driven by the concerns over fish declines in the Okavango Delta.

The results of the project assist in the sustainable management of the Okavango fish resource, leaving skills and knowledge as well as specific actions in Botswana. The project ended in 2003 and reports are available at the KCS library.

Flamingo Project

This research project was geared at finding sustainable methods for the future management and protection of the Makgadikgadi flamingos. Techniques for monitoring and collecting hydrological data, flamingo population numbers, and breeding estimates have been recorded.

The results are available at the KCS library.

Water Provision in Protected Areas

The project has been undertaken with the support of the Government of Botswana through the Ministry of Environment, Wildlife & Tourism, and the Tiffany Foundation to manage funds for providing water to wildlife in protected areas in collaboration with the Department of Wildlife and National Parks. The various projects were started in 2008 and continue in 2012 following a similar successful project in Makgadikgadi National Park in 2007. It entails drilling and equipping solar panelled boreholes for wildlife in the following areas: • Chobe National Park • Khutse Game Reserve • Kalahari Transfrontier National Park • Central Kalahari Game Reserve.

Community Based Natural Resources Management Programmes (CBNRM)

Since its establishment KCS has facilitated and assisted various CBNRM projects in the country. The Society has a Community Liaison Unit that facilitates conservation through CBNRM. We are involved and associated with the following projects, which are at various stages of development: • Moremi Gorge Conservation Project • Nata Sanctuary Project • Khama Rhino Sanctuary Project • Dikalate Hills Research Project • Lepokole Hills Nature Project • Xaixai Community project • Etsha 6,9 and 13 villages.

KCS is Secretariat to the Botswana CBNRM forum funded

by WWF. The programme has an annual budget of about P700,000 to coordinate and facilitate stakeholders’ activities in CBNRM. The forum prides itself for having lobbied for the 2007 CBNRM policy.

Environmental Education The KCS Environmental Education Unit has expanded its outreach programme to include decision-makers and the business community. The Unit has addressed national leaders to share local, regional and international environmental issues and concerns, as well as establish finding solutions for local environmental problems. The Unit also continues to provide environmental education to schools, both teachers and students, and to wildlife and environmental clubs of Botswana.

Conservation and Development opportunities from the sustainable use of biological resources in the communal lands of southern Africa project (CODEOSUB) The project focused more on building the capacity of the implementing organisations and promoting the participation of SADC NGOs in the implementation of multinational conventions. The project ended in 2005 and there are possible offshoots from the project. KCS staff were trained in negotiation and also attended a number of convention meetings under this project.

The Local Governments and Integrated Water Resources Management (IWRM) in Southern Africa or LoGo Water Project The LoGo Water project aimed to significantly improve the capacity of local governments to fulfil their role in the adoption of sound integrated water resource management solutions. It therefore contributes to the achievement of the water related Millennium Development Goals. This project was implemented mainly on the Limpopo river basin and it commenced in 2004 and ended in 2007. KCS is also managing a project to develop the Botswana IWRM plan due in November 2012.

Plot 398, Kagasa Close, Off Independence Avenue, Extension 3, Gaborone, Botswana P.O. Box 859 , Gaborone, Botswana Contact person: Felix Monggae, Chief Executive Officer Tel: +267 3974557/ 71317366 Fax: +267 3914259 E-mail: CEO felixmonggae@kcs.org.bw E-mail: Deputy CEO baboloki@kcs.org.bw www.kcs.org.bw

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Cheetah Conservation Botswana Cheetah Conservation Botswana (CCB) came into existence in 2003 and is based at Mokolodi Nature Reserve, Jwaneng and Ghanzi. It is concerned with the preservation of predators, with particular emphasis on the vulnerable cheetah population. This is realised through scientific research, community outreach, and conservation education.

The Cheetah The Cheetah is well known for its impressive speed, being the fastest land animal in the world. It is a non– aggressive predator that avoids confrontation and competition with other bigger predators, such as lions and spotted hyenas. It is well adapted to living in open savannah areas, which are ideal habitats for cheetahs to reach their top speed (up to 112kms/hour) during a prey chase. However, they can also make effective use of areas of denser bush habitat. The vegetation characteristics of the savannah and acacia bushlands provide good camouflage for the cheetahs.

These cats are most active during the day when they do most of their hunting. They can roam over long distances during the day and rest at night to avoid stronger predators. Female cheetahs are solitary, while male siblings can stay together for life in coalitions.

Being in a group improves their hunting success, making it possible to hunt larger prey and defend their territories from other males.

The problem faced by cheetahs Cheetahs worldwide are decreasing in number with a world population of 10,000 to 12,000 individuals.

Botswana and Namibia are the countries in subSaharan Africa with the highest number of free ranging cheetah populations today. Factors that contribute to declines in cheetah numbers include habitat loss due to human population growth and expansion into wilderness areas, increasing poaching, and conflict with

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farmers which can result in lethal removal of cheetahs in farming areas.

Cheetah Conservation Botswana Project CCB was developed to establish a peaceful coexistence between wildlife and humans so that predators, particularly the threatened cheetahs are conserved for the future. The three main programs are research, community outreach and education. CCB operates a Research facility in Ghanzi that maps out predator conflict hot spot areas and focuses on these areas to reduce human predator conflict. CCB also investigates the numbers and spatial distribution of cheetahs, their movements, habitat preferences, diseases and genetics, and occasionally as a last resort, carries out cheetah translocation and rehabilitation.

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information and free veterinary care to farmers who use guard dogs to protect livestock.

Farmers’ workshops, direct site visits, assistance with reducing livestock losses and annual competitions to reward best practices, are some of the organisation’s useful outreach programmes. The educational ‘Spirit of the Kalahari’ documentary has also been produced and showcases effective traditional farming and cultural practices in Botswana. Occasionally, radio talks and theatre road shows also promote such initiatives.

Additionally, CCB’s education department based at Mokolodi Nature Reserve, stages regular school presentations and predator talks to instil conservation education at grassroots level amongst the youth. It has further developed resource books for schools and conducts teacher training workshops all over the country to assist teachers with infusing predator conservation into lessons and provides activity guide kits and posters.

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Cheetahs worldwide are decreasing in number with a world population of 10,000 to 12,000 individuals.

Botswana and Namibia are the countries in subSaharan Africa with the highest number of free ranging cheetah populations today.

On the whole, CCB is working hard to promote national predator conservation in Botswana and to ensure the wildlife, habitats and cultures of the Kalahari region are conserved for the future of Botswana.

CCB collaborates with other institutions in the region such as the Department of Wildlife and National Parks, University of Botswana, other regional cheetah groups such as the Cheetah Conservation Fund (CCF) in Namibia, research students, and many other stakeholders in its research programmes.

Please join us in our mission to conserve our rich biodiversity and national heritage.

The Community Outreach department works hand-inhand with affected communities to solve the predator livestock conflict problem in a non-lethal manner.

Sustainable predator friendly farming practices in the problem areas are promoted to reduce predator conflict and safeguard the wealth of farmers. These are often traditional farming practices that include the use of livestock guarding dogs, effective kraal designs, herding, and range management. CCB has initiated a livestock guarding dog programme that provides

Cheetah Conservation Botswana Private Bag 0457 Mokolodi Nature Reserve Gaborone, Botswana Tel: +267 3500613 info@cheetahbotswana.com www.cheetahbotswana.com

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Khama Rhino Sanctuary “Botswana’s hidden gem: Guaranteed to delight”

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{ Situated about 28 Kilometres from Serowe via SeroweOrapa road, Khama Rhino Sanctuary is an ideal place for any person who wants to experience the tranquillity of the mind and experience variety of wildlife.

The sanctuary offers a wide range of services amongst others; accommodation, environmental education, curio shop and safari & self drives around the park.

Khama rhino sanctuary also have a picnic site and offers conference facilities for quiet and progressive meetings.

Visitors can also indulge in a variety of top range menus prepared by highly experienced chefs at its luxurious restaurant.

Sustainable development is one of our key objectives in Khama Rhino Sanctuary Trust, for this rationale we have some strategies set aside to ensure that it is met.

Some of the strategies we have put in place to ensure sustainability of our sanctuary include availability of refuse storage facilities. These storage facilities are used to lock away all the refuse found in the Sanctuary to ensure that our wildlife does not come into contact with it. This helps to make sure that our wildlife does not feed on anything that may endanger their health. We then hire refuse collection trucks to take all the refuse to the dumping site for sorting and recycling purposes every week.

One of our successes in attaining environmental conservation and cleanliness is by conducting productive clean up campaigns in our neighbouring villages.

where youth groups, school groups and elders are taught about environment and the need for its cleanliness and conservation so that they too can play a role in making sure the Sanctuary is always kept clean. These lessons sometimes aid in developing other strategies to tackle emerging environmental issues we may stumble across as some of these clients are from research or here for environmental assessment.

One of our successes in attaining environmental conservation and cleanliness is by conducting productive clean up campaigns in our neighbouring villages.

Furthermore, for natural disasters such as veld fires, we have set up fire breaks and conduct controlled burnings to ensure that if there is ever such an incident, it is dealt with accordingly to guarantee the safety of our sanctuary. Our clients are sold refuse waste bags that are branded with “be environmentally friendly� below our logo to make sure that they take part in the cleanness of our environment. Also, as part of environmental conservation we are strictly against deforestation, we do not in any way allow cutting down of trees for firewood in the Sanctuary.

In addition to this we have an outstanding Environmental Education Centre for overnight stays or day visits to equip people on environmental education and conservation. KRST offers environmental education

Khama Rhino Sanctuary P O BOX 10, Serowe Botswana Tel: +267 463 0713/460 0204 Fax: +267 463 5808 Cell no: +267 7396 5655 Email: krst@khamarhinosanctuary.org.bw Website: www.khamarhinosanctuary.org.bw

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BirdLife Botswana

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BirdLife Botswana is a membership-based Non-Governmental Organisation (registered with the Registrar of Societies, Registration No. CR6390) that has been in existence since 1980, and until 2000 was known as the Botswana Bird Club. The change of name to BirdLife Botswana reflected a change in focus from a broadly social club with interest in bird conservation, to a more formal science and research-based organisation, becoming the official BirdLife International representative for Botswana.

In addition to being members of BirdLife International (a global alliance of 125 in-country NGOs that share an interest in the conservation of biodiversity through using birds, see www.birdlife.org), BirdLife Botswana is also a member of the World Conservation Union (IUCN) and of the Botswana Council of Non Governmental Organisations (BOCONGO).

BirdLife Botswana’s core mandate is to help maintain Botswana’s biodiversity. Our strategic objective is to conserve birds and important bird habitats, by creating awareness, carrying out research and promoting beneficial relationships between birds and people. We do this through protecting bird species, sites, habitats, and creating opportunities for local communities (particularly youth and women) living near Important Bird Areas to earn a meaningful income, primarily through birding tourism.

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BirdLife Botswana’s core mandate is to help maintain Botswana’s biodiversity. Our strategic objective is to conserve birds and important bird habitats, by creating awareness, carrying out research and promoting beneficial relationships between birds and people.

We have deliberately adopted birds as a group of species to use for lobbying for and piloting actions to demonstrate environmental and economic sustainability, because birds are better known than any other comparable group of organisms. BirdLife Botswana have unparalleled information about which bird species are closest to extinction, the threats they face, actions needed and critical sites (Important Bird Areas) that need safeguarding. This data can help focus and target actions to tackle biodiversity loss, and encourage environmental sustainability.

Furthermore, as birds are sensitive to environmental change, popular to watch, and relatively easy to monitor, environmental indicators based on bird data are very useful for tracking progress in tackling biodiversity loss and environmental sustainability targets.

As at May 2012, our birding tourism initiative involved the communities of Otse (Mannyelanong), Makgadikgadi Pans (Mokubilo, Mmatshumo, Mmea and Mosu) and Lake Ngami (Botlhatlogo, Sehithwa and Toteng), and more villages are being supported to benefit from birding tourism.

Lastly we create an interest in and an awareness of birds among the population, especially the youth.

BirdLife Botswana is the only organisation in Botswana that carries out systematic research and monitoring of birds. The research is made publicly available in the international journal, ‘The Babbler’, which has been published biannually since 1980. The organisation also publishes popular magazines, the Familiar Chat and Birds and People Newsletter, both published quarterly.

PO Box 26691, Game City, Gaborone, Botswana Kgale Siding (near St. Joseph’s College) Plot K1069, Unit B1 Gaborone Tel: +267 3190540/1 Fax: +267 3190540 blb@birdlifebotswana.org.bw www.birdlifebotswana.org.bw www.facebook.com/ BirdlifeBotswana Contact person: Dr. Kabelo J. Senyatso Director, BirdLife Botswana

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ENERGY

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Botswana’s Renewable Energy Potential According to Vision 2016, energy is a prerequisite for successful industrialisation and Botswana must therefore seek to develop cost-effective sources of energy. The vision further notes that Botswana has tremendous potential for solar energy that must be utilised, especially for rural communities not catered for by the national grid.

Botswana has abundant solar energy resources, receiving over 3,200 hours of sunshine per year with an average insulation on a horizontal surface of 21MJ/m2.

This rate of insulation is one of the highest in the world.

Therefore, a special focus for utilisation of renewable energy resources in Botswana through increasing access to electricity in the remote areas is paramount.

Government Policy Several strategies are being implemented to advance the use of renewable energy in Botswana. These include policy formulation, regulation, training and the technical implementation of projects. The primary goal of the draft Energy Policy is to increase the contribution of renewable energy (electrical) to the energy supply mix. Several strategies have been put in place to accelerate deployment of renewable energy use in power generation.

Renewable Energy feed-in tariffs (REFIT) REFIT is being formulated to promote, attract and encourage greater and effective private sector investment in power generation in Botswana, particularly from renewable energy technologies, thereby increasing the

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for fossil fuel utilised in rural areas. The activities in the project are designed to remove barriers to the widescale utilisation of renewable energy and low GHG technologies to meet the basic electricity needs of individual households in terms of lighting, power for small radios and TVs, and income-generating activities.

The project was also conceived to further Government of Botswana objectives to promote renewable energy and encourage the development of the private sector industry in the provision of renewable energy in the country. The RE Botswana programme was implemented for five years. The proposed strategy to deliver the products and services for the RE Botswana project were to set up a business format franchise, hence the formation of BPC Lesedi (Pty) Ltd. The approach selected to implementation was a “fee for service� with a business franchise model. BPC Lesedi was then set up by the Botswana Power Corporation as a 100% subsidiary to provide energy services to the rest of the population as complementary to the grid.

contribution of electricity generated from renewable energy sources. REFIT has a sustainable cost-reflective tariff structure and a regulatory framework that reduces the risk for investors and developers. Confidence in REFIT can be achieved by having in place clear and transparent guidelines.

REFIT for Botswana has adopted the following: a. Solar and bio-energy as the major technologies to be implemented; b. Maximum capacity limit as 5 MW for each project.

The Government of Botswana is currently in the approval process of REFIT.

Renewable Energy based Rural Electrification for Botswana (RE Botswana) The Government of Botswana and Global Environment Facility (GEF) through United Nations Development Programme (UNDP) signed an agreement to implement the Renewable Energy Based Rural Electrification Programme for Botswana (RE Botswana). The aim of the project is to reduce Botswana’s energy related carbon dioxide (CO2) emissions by promoting renewable and low Greenhouse Gas (GHG) technologies as a substitute

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Several strategies are being implemented to advance the use of renewable energy in Botswana.

These include policy formulation, regulation, training and the technical implementation of projects.

BPC Lesedi targets mainly households, agribusinesses, Government facilities and businesses in rural areas that are unable to connect to the grid. These include customers in grid connected villages, off grid villages and households outside the village boundary or in localities. BPC Lesedi has a target of approximately 50,000 households in 10 years. The country has been divided into six regions and the national roll out will be phased moving through the country region by region but also taking a few villages from all other regions to test the market and product uptake. At full operation, the Company has a head office in Gaborone which covers six regions (Gaborone, Serowe, Maun, Gantsi, Francistown and Tsabong).

Concentrated Solar Thermal Power Plant (CSP) A 200 MW prefeasibility study on CSP was completed in 2008. World Bank has availed funds (as a loan) and African Development Bank (as a grant) for a bankable feasibility study which is on-going and is expected to be completed in September 2012. Independent power producers are to take over the development and implementation of the plant after the completion of the bankable feasibility study.

MW Photovoltaic (PV) Power Plant The Government of Japan has assisted the Government of Botswana with around BWP83-million for development of a 1.3 MW photovoltaic power plant. The plant will be feeding in to the grid and operated by Government power utility (Botswana Power Corporation).

The plant is expected to be operational by the end of August 2012. This is the biggest size that has ever been built in Botswana. The main disadvantage for large PV systems is that there is no storage and therefore during cloudy days or after sunset, the power plant will not be producing any power.

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Energy Systems Group Reliable – Renewable

Energy Systems Group prides itself in selling and investing in cost effective energy efficient technologies that have the greatest potential to benefit the nation and the world; strengthening both the economy and the environment.

Energy Systems Group strives to be the leading energy management company in the SADC region, with the recent shortage in electricity due to increased consumption, Energy Systems Group thus provides alternative solutions to conventional electrical energy.

Energy Systems Group supplies, installs and maintains solar water heating systems, photovoltaic (PV) products and systems, as well as mechanical equipment.

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SOLAR WATER HEATING Energy Systems Group provides the world’s leading geyser brand: Solahart. Solahart geysers are specifically designed for areas with medium to high solar radiation such as Botswana. The Solahart geyser is equipped with the latest technology in solar water heating. They efficiently preserve stored hot water with excellent prevention of freezing in adverse weather conditions. It is the most effective and trouble-free system available today. With your Solahart system, you can lower your energy bills, save money and also help preserve natural resources by using free energy from the sun and thus reducing greenhouse gas emissions into the atmosphere (up to 4.5 tonnes per annum per system).

Solahart water heaters come in different sizes: 180L and 300L indirect type systems. We also accommodate various customer requirements, with other sizes available being the 150L and 440L systems and are available on request. Huge returns can be achieved for hotel and lodge applications by using Solahart hot water systems. In some instances, as little as 3 years payback can be achieved.

Energy Systems Group prides itself in being the market leader in renewable energy in Botswana. Solahart geysers can be seen in various parts of the country. It is important to note that a variety of big companies in Botswana have adopted the use of Solahart geysers, amongst them the University of Botswana, Debswana and Diamond Trading Company.

ELECTRICAL POWER SYSTEMS The primary strategy use of PV as the electrical power source for a residence is reducing the need for conventional electricity. Today the PV industry is experiencing rapid growth as people around the world turn to cleaner alternative technologies, like photovoltaic, to supply the energy needs that rapidly depleting fossil fuels will not be able to meet. As energy demand prices continue to climb, many home owners are looking for cost saving solutions for their energy demands.

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PV installations can operate for many years with little maintenance after the initial set-up, so after the initial capital cost of building any solar plant, operating costs are extremely low compared to existing power technologies.

Even though they are undeniably expensive, photovoltaic solutions offer many benefits over the long term.

Combined with conservation measures, solar power can provide energy needed for many households. Small PV systems also provide cost effective power supply in locations where it is expensive and impossible to send electricity through conventional power lines. PV also offers minimal service and maintenance costs.

SOLAR HOME SYSTEM (GRID/STANDALONE) This involves powering a residence using solar energy.

These systems would normally comprise of solar panels, batteries, charge controller and power inverter to power small loads e.g. lights, fans, TVs, computers, fridges and other selected electrical appliances. Energy Systems Group also provides power back-up solutions that are used to power household loads during power cuts.

SOLAR WATER PUMPING PV solar water pumping is a perfect solution for farmers and the agricultural industry. It is significant to note that solar water pumping uses natural sunlight making it reliable and consistent in the supply of water. Solar water pumping comprises of a standard SQF solar pump, a pump switch, solar panels and the necessary fittings and accessories.

Because our production is unique and involves a variety of requirements, we also offer the following services: • Site analysis • Specification preparation • Design of systems • Installation • System commissioning • Training

PV installations can operate for many years with little maintenance after the initial set-up, so after the initial capital cost of building any solar plant, operating costs are extremely low compared to existing conventional power technologies. Conservation should always be the first step when looking into alternative energy systems for home use.

Telephone: +267 392 2795 Fax: +267 392 4923 E-Mail: klesomo@solahart.co.bw

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Wilderness Safaris Converts to Solar Power unique operating environments keep abreast with new technologies and identify potential impacts, preventing them from occurring at the camp planning and construction phase.

Our Conservation Environmental Management Systems include: • Energy usage and our carbon footprint; • Materials consumed by our operations; • Water usage and discharges; • Waste; • Promotional materials.

We consider energy consumption and the associated carbon emissions to be one of the most critical elements of building sustainable conservation economies. It is pertinent to note that energy consumption is one of our biggest cost elements in the business and accordingly there is also strong commercial imperative to reduce energy use.

It is recognised worldwide that the use of renewable energy, combined with energy efficiency and energy modesty, is vital to the reduction of greenhouse gases and to the conservation of ever-decreasing stocks of fossil oil. Wilderness is committed to major reductions in the use of diesel-generated electrical power across all our operations, and Botswana’s Banoka Bush Camp and Kalahari Plains were the perfect opportunities for us to create our first two entirely renewable energy camps.

The solar plants at Banoka Bush Camp (built 2012) and Kalahari Plains (built 2009) each replace a generator of 50kVa, which would use approximately 10 to 12 litres of diesel per hour.

• Over the 12 month period, Kalahari Plains (built 2009) PV system had produced 19,568kWh of electricity amounting to an approximate saving of 5,088 litres of diesel fuel, thus avoiding 14 tonnes of CO2 emissions.

• Over a 6 month period, Banoka Bush Camp (built 2010) produced an estimated 12,534kWh of electricity amounting to an approximate saving of 3,259 litres of diesel and avoided the emission of approximately nine tonnes of CO2.

The Environmental Management Systems element of our Conservation vertical is concerned with our impacts – both positive and negative – on the environments in which we operate. We believe it is more environmentally effective and cheaper to prevent a negative impact occurring than to try and “clean up” afterwards. Accordingly, our environmental officers with their in-depth knowledge of each of our

www.wilderness-safaris.com

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Further examples of Wilderness’ commitment to conservation practices are the ambitious initiatives to retrofit some of our larger existing camps with such systems. To date our prestigious Mombo Camp and renowned Xigera Camp have just such attention and are now 100% solar powered (with generators in place for backup purposes only).

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Water harvesting at the Wilderness Safaris Camps

A good example of water harvesting at the Wilderness Camps is the Kalahari Plains Camp. Kalahari Plains is located in the Central Kalahari Game Reserve of Botswana and was established to allow access to the unique dry savannah habitats of that region. Although the word ‘desert’ has been used in reference to the Kalahari, it is more appropriate to use ‘thirst-land’, which is what the word ‘Kgalagadi’ in the Tswana language, directly translates to. Although the rainfall in the immediate vicinity of Kalahari Plains averages close to 400mm per year, falling over a three-month period, the amount of evaporation for the rest of the year exceeds this rainfall by a factor of five.

The Kalahari has earned its name from its lack of surface water during the majority of the year – and when groundwater is found, it is usually deep and in small amounts. It is also frequently highly saline, rendering it unsuitable for consumption by humans or wildlife and therefore, fresh water is an extremely precious commodity in this location.

Wilderness was aware of these conditions when we proposed this camp. Accordingly our environmentalists worked closely with the designers to build a camp which would enable our guests the opportunity to visit and experience the secrets of the Kalahari, but also minimise our operational impact and carbon footprint in its fragile environment.

Early in the design process we decided to make every effort to harvest rainwater from the structures in the camp. To that end, the designers used flat-roof technology which directs water via a system of gutters and pipes to 10,000-litre tanks situated at the back of each of the guest rooms, the kitchen and the office.

All the gathered water is reticulated through to an underground storage tank bringing the potential water storage in the camp to a total of 150,000 litres of rainwater. It is estimated that 55mm of rainfall should fill these tanks from the 990m2 of roofing in the camp.

www.wilderness-safaris.com

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Ramotswa firm turns to biodiesel

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A Ramotswa-based company called Biodiesel Botswana has put the country on the world map with its production of biodiesel fuel using recycled oil, thereby helping to combat environmental degradation.

“My team and I have challenges and because we love what we do, we are up to the challenge. That is why we do not sell our product outside the country. We promote the green economy in our own country.” she says.

“We started this business in 2006 in Maun. In 2008, we moved here (Ramotswa) because of the shortage of feedstock for the biodiesel. It started as a hobby for my boss (her father). When I returned from overseas, I took over the business and here it is,” company director Kynn Bullock says.

As part of the company’s future plans, they intend on educating people, along with academics and relevant government departments about bio-fuels, as well as working with companies producing renewable energy.

She adds that the project is about producing an alternative for clean and sustainable fuel as well as removing waste cooking oil from the country’s water supply systems.

“Botswana’s population is growing rapidly. There is a scarcity of water in the country. All of us need water and it is important that the damage pollution does to our water is stopped.”

Her company spends around P15,000 per month purchasing used oil from restaurants, supermarkets and fast food outlets, selling the fuel to aquarian and transport companies. She does not know any licensed or registered competitors of her company.

Employing four people, the company takes several stages to process the fuel to the required standard.

First they pre-heat the oil, filter it and add methanol and caustic soda. They then mix the ingredients in three stages and let the mix settle for 24 hours. From there they wash the biodiesel water, dry it and finally polish it. All these stages are performed with the use of machines.

Bullocks says the fuel has not yet been standardised by the Botswana Bureau of Standards (BOBS), but it recently emerged that a researcher at the University of Botswana’s Faculty of Engineering and Technology wrote in a scientific journal that the company’s biodiesel is of international standard.

Bullock sells the biodiesel at P7.15 per litre.

Source: The Midweek Sun newspaper

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Botswana Coal

Botswana has significant coal resources estimated at 212-billion tonnes. Of this vast quantity, the majority are still classified as “hypothetical” or “speculative” resources, with only 45-billion tonnes classified as reserves. These coal resources are available in the eleven coalfields situated mostly in the eastern part of the country.

However, there has been less significant development of these resources. Once these resources are utilised, it can present significant development opportunities for Botswana.

The Government of Botswana is committed to developing and promoting a wider use of coal to substitute for imported energy and also to replace fuelwood for domestic and institutional use. Coal presents significant development opportunities for Botswana.

There are only two measured (proven) coal reserves, namely, Morupule and Mmamabula coal basins with a capacity of 7.2-billion tonnes. Morupule colliery is the country’s only coal mine in operation. The coal consumption of Botswana is around 1-million tonnes per annum but is projected to grow with the operation of the upcoming Morupule B Power Station. More than 50% of coal is utilised for power generation by Botswana Power Corporation (BPC) and also in various industries and very little coal is used for cooking purposes.

The government is currently developing a national Coal Roadmap Strategy, to guide and direct the effective usage of Botswana’s Coal resources. Government recognises that through coal and electricity export, these vast resources have great potential and can play a significant role in Botswana’s economy.

The migration from import substitution based policy to an export led industrial policy support the development

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of an elaborate coal processing strategy, which will involve conversion of coal to various products. Exporting coal to international markets is currently hampered by the absence of good transportation infrastructure.

Botswana’s coal quality Botswana’s coal is semi-bituminous with a relatively high percentage of ash and sulphur. It has a heat value of 22 to 26 MJ/Kg. Ash content varies from coalfield to coalfield and typical Botswana coal has ash content of about 18-22%. It has a tendency to exhibit high inherent moisture contents and a propensity to hold additional moisture (as may be introduced from the beneficiation process, for example). This results in Botswana coal typically exhibiting a relatively high propensity for spontaneous combustion.

Services, Projects and Programs Coal washing plant In order to address issues of the high ash content on the environment and increase coal quality and uptake in the industrial, commercial and domestic sector, a 40,000

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The Government of Botswana is committed to developing and promoting a wider use of coal to substitute for imported energy and also to replace fuel-wood for domestic and institutional use. Coal presents significant development opportunities for Botswana.

tonnes/month coal washing plant was commissioned in 2008 at Morupule Colliery.

Coal distribution In order to increase the accessibility of coal, coal distribution centres have been constructed across the country. These centres are leased to private companies at concessionary rates. To date, coal distribution centres have been constructed in Gaborone, Francistown, Kang, and Ghanzi.

Future plans Other clean coal technologies like gasification and coal bed methane are still being explored to determine their economic viability. The coal bed methane exploration study initiated by the Department of Geological Survey revealed that the coal beds within the Kalahari Karoo basin project area contain a significant amount of gasin-place resources. Karoo Sustainable Energy (KSE) has been awarded an Independent Power Producer (IPP) tender for a 250MW power station from CBM. Morupule Colliery, in conjunction with the Government of Botswana, is considering the construction of a coal-to-liquid plant at Morupule coal fields.

Coal Division L. Matsuane Assistant Energy Engineer Tel: +267 31 364 0207 Fax: +267 31 391 4201 www.mmewr.gov.bw

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Electricity Sector Development in Botswana

The provision of electricity is essential for the socioeconomic development of the country. Therefore, in providing electricity services, the Ministry of Minerals, Energy and Water Resources (MMEWR) through the Energy Affairs Division takes into account the following national guiding principles: • Economic development – universal access to modern energy carriers critical for the socio-economic development of the country; • Provision of energy a prerequisite for the development of the country’s natural resources; • Equity – equitable provision of energy services should

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achieve fairness and social justice; and • Environmental responsibility – production of energy should use the best available technologies to reduce negative environmental impacts in Botswana’s energy developments.

Background Botswana imports about 80% of its electrical energy requirements mainly from Eskom, Republic of South Africa. The balance of the energy requirements is met through local generation by a 132MW (4 x 33MW) coalfired power station at Morupule. The station has been in use for over 25 years and hence its availability has been diminishing over the years.

The increase in imported power coupled with the need to have security of supply has necessitated a policy shift from importing cheap power to having self-sufficiency in power generation. Over the last years Botswana and other members of the Southern African Power Pool have experienced power supply deficit.

The country’s average load growth rate has been around 5.5% annually.

In order to meet the ever increasing demand, as short-term emergency measures, two diesel powered emergency facilities have been constructed (70MW at Matshelagabedi and 90MW at Orapa). As a mediumto long-term solution, the Morupule power station is being expanded by 600MW. The expansion programme is schedule to be completed by October 2012.

Services and programmes In order to fully execute its mandate, in terms of provision of adequate, reliable and affordable electricity services and programmes, Energy Affairs Division undertakes the following: • Policy development, coordination, implementation and monitoring; • Provision of electricity infrastructure; • Implementation of rural electrification projects whose main objective is to extend grid to rural areas – currently 350 villages have been electrified; and • Affordable electricity connection.

Initiation of strategies to address issues of high connection costs such as Rural Electrification Collective Scheme, National Electricity Standard Connection cost (NESC), and National Electrification Fund. Access to electricity stands at 66% and the target is to reach 80% by 2016.

The increase in imported power coupled with the need to have security of supply has necessitated a policy shift from importing cheap power to having self-sufficiency in power generation.

Security of supply i.e. self-sufficiency in power generation To allow for the participation of the private sector in the country’s electricity industry (such as Independent Power Producers), the development of strategies to achieve high levels of self-sufficiency in power generation, including the amendment of the Electricity Supply Act, is essential.

Governance and regulations Administration of the Electricity Supply Act and related regulations is crucial, such as the issuance of generation and supply. According to the Act, a license is required for all electricity undertakings. The undertakings include generation, transmission, distribution, export or import of electricity. Installations not exceeding 25kW capacity, which are situated entirely on the owner’s property, and used by the owner to operate a plant used solely by him, do not need licensing. No license shall be required in respect of any generation, supply, transmission or distribution of electrical energy provided by any plant, apparatus, or works operated by a Government Department.

Compliance to Acts and Regulations MMEWR plays an advisory role on investment opportunities to both Government and private sector, facilitating in the development of an environment conducive for investment, such as the development of inter-governmental agreements. They also conduct research and studies on electricity sector performance and related technologies, as well as address customer complaints and queries related to the provision of electricity services.

Electricity Principal Energy Engineer C. Matshameko Telephone: +267 31 3640214 Fax: +267 31 3914201 ead@gov.bw www.mmewr.gov.bw

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SUSTAINABLE BUSINESS

Clean Botswana

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Sustainability at Scania Scania’s objective is to deliver optimised heavy trucks and buses, engines and services, provide the best total operating economy for their customers, and thereby be the leading company in the industry. Scania’s foundation is their core values, focus on methods and their dedicated people.

As an industry leader in sustainable efforts, Scania works together with governments, customers and organisations to provide reliable energy-efficient products and solutions that increase customer efficiency and contribute to a more sustainable society.

Sustainability strategy and performance The approach is think long-term, act now. To leverage their efforts in the most effective way today, Scania’s main focus is on four key issues – customer satisfaction, sustainable transport, employees and environmental management. Through these key areas, trends in sustainability risks and opportunities arising from climate change, constrained resources, urbanisation, regulation and emerging market growth are all closely monitored.

At Scania, customers come first. They work hard to understand their needs and continuously develop new products and services to raise productivity and efficiency and minimise impacts. By optimising all elements of service provision and vehicle technology – for example by promoting better driving skills or designing better

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aerodynamics – Scania helps customers lower their emissions and their costs.

Scania sees the huge potential for business opportunities from playing a leading role in the development of vehicles for sustainable transport. Decoupling mobility from emissions, noise and congestion is a formidable challenge which Scania is fully engaged in tackling and an important way of contributing to society.

More than half of Scania’s development budget is targeted at improving the environmental performance of their products. To address the impacts of their products in use where it counts most, Scania’s vision for the transport industry is to reduce carbon emissions per tonne transported by 50 percent between 2000 and 2020 by investing in driver training, vehicle technology and logistics. Achieving this will require them to cooperate closely with all parties in the road transport sector, including regulators.

Scania believes that improved logistics and smarter, connected vehicles will play an important part

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Being a step ahead in environmental excellence and well in advance of environmental legislation is a key success factor for Scania.

in streamlining transport. Their Bus Rapid Transit (BRT) systems have great potential for helping large cities improve their environment by offering a fast, efficient, cost-effective and secure passenger transport alternative to automotive traffic.

The wellbeing of Scania employees is paramount.

Scania has in place a robust Safety, Health and Environment Standard and performance is measured through the Scania Blue Rating System. Their concern for health and safety extends to their customers and they place great emphasis on improving the health and safety of drivers – for example through the Scania Driver Care programme.

Being a step ahead in environmental excellence and well in advance of environmental legislation is a key success factor for Scania. They see substantial business and leadership opportunities in developing vehicles for sustainable transport. As well as pioneering work with renewable fuels and services to improve fuel and transport efficiency, this means ensuring their own operations and products are as lean and clean as possible.

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Scania’s approach to managing environmental impacts is proactive, based on a lifecycle perspective and the principle of precaution. Their work aims to minimise unnecessary resource consumption, eliminate waste and reduce the impact of their products throughout their lifecycle, from the development and manufacture of vehicles to their use and disposal. This global service network ensures optimal environmental performance of the products once they are on the road.

The vision Some industry experts state that it is fully possible to halve the carbon impact of every transport task by 2020 compared with 2000. Scania shares this vision.

The shift to non-fossil-fuel alternatives such as biogas, biodiesel and ethanol will enable them to achieve the step change necessary to radically cut carbon.

Strong heritage Scania’s ethanol and gas-powered vehicles have been on the road for the past 30 years: in that time approximately 4,000 buses have rolled off their production lines. They were among the first to present hybrid bus concepts using renewable fuel, piloted on Stockholm’s streets in 2009.

Ecolution by Scania launched in 2010, Ecolution by Scania is a toolbox product offering that enables customers to dramatically reduce costs and carbon while enhancing road safety.

Driver training Driver training is a central component of Ecolution by Scania.

Scania prioritises four key areas to achieve greater sustainability in the transport industry: • Cutting-edge vehicle technology • Alternative low carbon fuel sources • Driver awareness and enhanced skill sets • Better logistics planning Ecolution components include: carbon- and biooptimised vehicle specifications, driver training, feedback through Scania Fleet Management on realtime environmental performance and a maintenance agreement.

Reducing carbon-dioxide emissions Developed through customer insight, it is designed to ensure that both public and goods transportation providers are getting the most out of their vehicle.

Customers can opt for the entire Ecolution offering or select specific components.

The Ecolution approach to delivering more sustainable solutions across the product life-span promises to help customers and the environment, as well as becoming a launchpad for further developing our mainstream product offering.

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Renewable fuels Products can be tailored to run on any commercially available biofuel, such as ethanol and biogas.

The International Energy Agency (IEA) has predicted that while biofuels currently account for around two percent of total transport fuel, new technologies offer immense potential for growth over coming decades.

Their roadmap envisions that by 2050, biofuels will provide 27 percent of world transport fuel.

Green light for biofuels Scania is working towards this scenario today. There are currently three commercially viable biofuels on the market: • Biodiesel (oil-crop based): best suited for heavy transport over long distances.

• Ethanol (sugar- and starch-based): cost-efficient, tailored for urban use and short to medium distances.

• Biogas (made from locally produced sewage and waste): tailored for short distance transport.

All of these solutions offer sizeable carbon gains.

Biodiesel can be mixed with fossil fuel-based diesel.

Together with ethanol, they are readily available in commercial volumes and can be applied in all types of operations. Scania encourages the use of up to 100 percent biodiesel in all its diesel engines.

Scania pride itself on having the biggest fleet of alter-

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Scania vehicles aim to be compatible with fuels of all accepted future standards. To deliver these long-term solutions, improved harmonisation of biofuel and fossil fuel standards is essential.

native fuel-driven engines on the market. They’ve conducted 30 years of research into ethanol and sold more than 1,000 Scania buses and trucks running on ethanol. Their engines adapted for ethanol fuel achieve the same energy efficiency as a standard diesel engine and fulfil the Euro 5 EEV emission level (Enhanced Environmentally-sound Vehicle).

With future competitiveness in mind, Scania is developing transport technologies to further optimise the use of biofuels and expand the potential of other solutions not currently considered viable. Beyond 2020, for example, electric roads and hybrid electric vehicles are two such concepts.

Scania vehicles aim to be compatible with fuels of all accepted future standards. To deliver these long-term solutions, improved harmonisation of biofuel and fossil fuel standards is essential.

To contribute to building this market, Scania is partnering with local fuel suppliers and actively engaging in public policy work to push the agenda forward.

As part of the EU-funded project CleanTRUCK, Scania has partnered with Kuwaiti Oil Company Q8, the City of Stockholm and other members of the heavy transport industry on a world-first ethanol station for heavy trucks. The project will run through to 2013, installing pumps with special 95 percent ethanol fuel.

Scania Botswana (Pty) Ltd Plot 169 GICP Gaborone International Commerce Park Gaborone Tel:+267 391 2244 Fax: +267 390 3653 www.scania.com

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Petrologistics Botswana

History of Business Petrologistics Botswana’s history dates back to 2007 when, as part of a citizen empowerment transaction, the IMPERIAL Group’s interest in Botswana was sold.

At the time, Petrologistics Botswana was formally named Truckafrica Botswana. Following the acquisition of Fuelogic Botswana, the company’s name was subsequently changed to Petrologistics Botswana. In January 2012 JSE-listed logistics and shipping business Grindrod finalised the transaction to buy a 75% interest in the Botswana-based fuel logistics company, Petrologistics Botswana. Grindrod bought the interest held by Imperial Holdings, Transport Holdings, Botswana citizens and the Citizen Empowerment Development Agency Venture Capital Fund for an undisclosed amount. MD Todd Mangadi remained a shareholder in the business along with Grindrod’s 100%-owned subsidiary Fuelogic, which holds 24.5%.

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Core Business Petrologistics specialises in fuel transportation and distribution within and throughout Botswana.

Key Customers Shell Engen PUMA ENERGY Petrologistics are continuously committed to improving on providing quality service to its internal and external customers and striving to prevent any form of accident or incident within the population of the country in which it operates.

Petrologistics consider one of their major objectives to be their concern for the environment and require the full support of management and employees.

This objective can only be achieved by: • Identifying with the customer needs, providing a quality of service, and adopting a responsible and positive attitude with the customer for the environment; • Working within the legal requirements of the Road Traffic Act and Pollution programmes at all times, as well as with other relevant environmental regulations; • Adopting International Standards as a basis for continuous service improvement in overall Health, Safety and Environmental performance; • Actively training and encouraging all employees to participate in the quality process and create awareness for the prevention of accidents and incidents; • Ensuring that customer Health, Safety and Environmental objectives are met and that the highest standards are maintained; • Using the Health, Safety and Environment management system to drive down costs by reducing accidents and incidents; • Work with suppliers to ensure that they assist PETROLOGISTICS to meet its quality standards and share its environmental experiences; • Use the quality and environmental management system to drive down costs by reducing wastage.

The management of Petrologistics are committed to improving and providing quality service within their niche market of specialised bulk haulage. They continually strive to prevent pollution and foster awareness and concern for the protection of the

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Petrologistics consider one of their major objectives to be their concern for the environment and require the full support of management and employees.

environment. The adoption of a total quality and environmental management approach is to become a “Way of Life” throughout the Company. A copy of the policy will be displayed at the workplaces and all requests for copies of the policy by interested parties will be entertained.

Did you know?

The Botswana Government is in the process of forming a national oil company and Petrologistics Botswana, being the largest fuel transporter with citizen empowerment, faces exciting future prospects. This is a great opportunity to further broaden Citizen Empowerment in the company.

Community Safety Awareness Campaign On the 3rd August 2011 Shell Oil Botswana together with Petrologistics Botswana visited Batlokwa National School in Tlokweng. This school was chosen specifically due to its proximity to the main road which runs to the Tlokweng border. This road is currently under construction and extremely busy, with a number of scholars regularly crossing this road to get to school.

Petrologistics wanted to impart safety as a way of life and teach the scholars a few important tips on road safety.

Our success story Shell Oil Botswana and Petrologistics Botswana each donated P2000 which will be used towards the prize giving ceremony in October 2011. The pupils need encouragement and support in order for them to perform to their maximum potential and the combined donation of P4000 will assist the school in achieving their goals.

Our presentation Peo Tshiamo (Petrologistics’ BVO D O) was the main spokesman for the day and taught the children about basic road safety rules. After the safety talk, the children were presented with lollipops and colouring-in pictures, before the donation was handed over. Valuable information was shared with the children, which they will remember for a very long time.

Head Office: Plot 1193 Tlokweng, Gaborone, Botswana Postal Address: P O Box 41193, Gaborone, Botswana Tel: +267 392 8830 Fax: +267 392 8688 Email: toddm@petrologistics.co.bw Managing Director: Todd Mangadi

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Greening the supply chain

Woolworths sees several elements driving its Good Business Journey strategy, starting with the moral commitment. It’s a key part of building credibility for our brand, and we’ve seen the benefits of cost savings and operational efficiencies. It’s also part of our risk management process. We’re trying to ensure that our supply chain is resilient, beyond today, into the future.

Every sustainability initiative is an investment case for itself. The amount of information and understanding that we have around our business as a result of some of the issues we now measure is really positive as well.

The extended footprint As retailers, we’re realising that our direct footprint is fairly small in the bigger scheme of things, and that

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savings for the suppliers and eventually, if margins are managed well, for the customers as well.

Supply chain resilience We’re not only looking at improving the supply chain from an environmental perspective. We’re also exploring opportunities to bring small-scale suppliers in, both on environmental initiatives and other enterprise development initiatives.

The success of initiatives to shift perceptions in the supply chain depends on the nature of the relationship.

In food, we’re 95% local. We’ve got long-term relationships with most of our food suppliers in South Africa, so we’ve built up trust and understanding. It’s easier to share initiatives and to encourage changes in the local supply chain. If you’re sourcing garments from a clothing factory in China, for example, where you’re one of 40 retailers, building influence and understanding in the relationship is more challenging.

Slowly, an international alignment around auditing standards is happening. Suppliers are finding that many of their clients are asking them to perform to similar standards, and this is gradually shifting behaviour in global supply chains.

environmental sustainability must involve our whole value chain. The environmental impacts of our supply chain, as well as the way customers use and dispose of our products, all affect our business.

Retailers in the UK have estimated that their supply chain carbon footprint is eight or nine times bigger than their direct carbon footprint. That’s why when we’re applying principles around energy efficiency or water-saving within our operations, we share that thinking in our supply chain, influencing our suppliers to be more efficient in the way that they operate as well. It’s important for us to try and understand where the risks and opportunities are from carbon and water impacts. At the same time, eco-efficiencies create cost

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We’re not only looking at improving the supply chain from an environmental perspective. We’re also exploring opportunities to bring small-scale suppliers in, both on environmental initiatives and other enterprise development initiatives.

You have to support your local suppliers in transforming, at least initially. Our supplier code of conduct means we audit every supplier across our business, which gets them to comply to a minimum standard – but that only ensures we’re managing risks, it doesn’t raise the bar. In initiatives such as Farming for the Future, the audits have been more consultative. We’ve also trained over 100 fresh produce suppliers on wastewater management on farms, discussing what the issues and legal requirements are and how they can respond. We work with the suppliers to understand the issues and deal with them as they arise – that sort of support and engagement is key in building more visionary relationships.

Beyond the chain If you’re talking about greening the supply chain, you have to consider transportation. Our sustainable transport strategy recognises that we’ve got widely distributed suppliers, and as part of greening efficiently we need a low-carbon way to get that product to customers. Centralised distribution offers efficiencies and controls over quality and refrigeration, but at the same time the regional sourcing elements are also important to consider.

Justin Smith Sustainability Manager Woolworths + 27 21 407 2943 justinsmith@woolworths.co.za www.woolworthsholdings.co.za

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Logic in logistics Fast and Furious is a logistics company in Botswana. The freight and courier transport sector is a large contributor to emissions of CO2.

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Fast and Furious understands that it is essential to mitigate its environmental impact so as to strive for a sustainable future. Commitment to sustainability is deeply embedded in our business model – maintaining the balance between our business success and that of our clients, as well as protection of the environment, is fundamental to our culture and ambitions for the future.

Our simple, yet challenging, ambition is to achieve more with less – this requires us to pioneer new logistics solutions. We are committed to efficient and environmentally compatible logistics concepts. A step to doing this is to have centrally coordinated purchasing of logistics services, as well as the greatest possible consolidation of warehouses. These factors help achieve synergy and their effects are more sustainable.

Fast and Furious are transport suppliers and consolidate reducing carbon emissions through numbers of vehicles on the road. While we use our own fleet and that of other transport contractors, we plan the routes carefully to minimise distances travelled. We also seek opportunities to optimise the modes of transport we use. Different modes of transport, such as road, rail and ship, each have different environmental impacts.

High Octane Mass Distribution We accept the assignments conventional express companies avoid as well as matching their service for routine items. Our core business is mass express distribution.

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Fast and Furious are transport suppliers and consolidate reducing carbon emissions through fewer vehicles on the road.

Distribution Company Fast and Furious relishes every challenge and has formed excellent relationships with transporters, brokers, airlines, and shipping lines that enable them to “make a plan” when a job demands extraordinary performance.

Fast and Furious is equally accomplished at moving full loads from source to one destination or splitting the loads and arranging distribution to numerous outlets.

The consignments need to be picked, packaged and delivered to end users secure from tampering, damage or theft. These needs apply to various general cargo items ranging from media, cosmetics, machinery, equipment, engineering, chemicals, automotive spares, hightech equipment, and fashion.

Fast and Furious is a proudly Batswana company. It is a responsible Botswana corporate citizen – employing, assisting and encouraging owner drivers to build their own successful business.

The company’s competitive advantage derives from meeting impossible deadlines for all kinds of timesensitive consignments. We offer a customised service to deliver exactly what customers want, no matter how extreme the urgency nor the size or nature of shipment.

Since we’re not constrained by one-size-fits-all global procedures, we don’t expect customers to fit in with standard operating procedures and office hours.

Fast and Furious International Plot 119 Unit 2G Gaborone International Finance Park Tel: +267 393 4893 Fax: +267 393 4897 Mobile: +267 737 60367 or +267 737 60368 Email: info@fnflogistics.com www.fnflogistics.com

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Kgalagadi Breweries Pty Ltd – Managing Sustainable Development Meeting our 10 sustainable development priorities requires a robust, rigorous and transparent management approach.

(Pty) Ltd (KBL) measures sustainable development performance using a bespoke Sustainability Assessment Matrix (SAM); a system used for collecting, storing and presenting KBL’s performance in Sustainable Development against the 10 sustainable development priorities.

Extending our reach through partnerships As our approach matures and our understanding and capability grows, we have developed valuable partnerships with organisations that can provide us with the expertise and insight required for tackling our priority issues. Such partnerships include the Botswana Alcohol Industry Association (BAIA) and the Tripartite Alliance: KBL, Botswana Medical Aid (BOMAID) and the Motor Vehicle Accident Fund (MVA). This enables us to extend our reach into local communities in a way that makes the most difference to them and generates the greatest impact for our business.

Reducing our energy and carbon footprint

A clear strategy Our approach to sustainable development is based on our Ten Priorities for our One Future. These articulate the material issues for our business, our employees and external stakeholders; and focus the business on the main environmental, social and economic risks and opportunities that we face. They provide firm and consistent principles that management uses as the basis for integrating sustainable development into business strategy, planning and decision-making.

A focused and sensible approach While we’re committed to meeting minimum standards against each of the 10 priorities, our business focuses on the priorities most critical to our market and the communities in which we operate.

The Sustainability Assessment Matrix (SAM) We integrate sustainable development into the day to day management of our business. Kgalagadi Breweries

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Climate change is an issue for global concern. Aside from its broader economic and social impacts, climate change could directly affect many aspects of our business in the coming years, including availability of water and crops – the essential inputs to the brewing process.

Being energy efficient As we believe in continuous improvement, we are constantly challenging ourselves to make our breweries more efficient. This means using better measurement systems, improving staff awareness and investing in new technologies. At our KBL Beer – Technical Plant, we continuously test new technologies and processes to help save energy. Over the past year we have scheduled refrigeration audits and commissioned steam meters to increase awareness of energy conservation and to improve management efforts.

In addition, over the past year we introduced third party coal analysis and the Botswana Bureau of Standards (BOBS) weighbridge to check coal weight in order to measure and adequately control the quality and quantities of coal used in our operations; a process known as coal management analysis. Our plants have

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also begun fuel gas analysis in order to measure and manage the efficiency with which we combust coal to produce our beer beverages.

Monitoring our consumption of steam and electricity for controlling usages began in the past year. Steam meters for the Beer Plant and electricity meters SSD were installed to monitor daily energy consumption in order to improve conservation and management. Variable Speed Drives for major consumers in refrigeration will be installed in the next year to reduce electricity consumption significantly and improve refrigeration optimisation by matching compressor and pump loadings specifically to plant cooling requirements.

To reduce energy use and carbon emissions, the KBL beer plant recently automated its boilers and corrected the power factors of all major equipment at manufacturing sites. This has reduced the electricity used during periods of peak demand. Boiler overhaul and optimisation audits initiated during the past year will also be completed in the coming year. Over the past 12 months our coal consumption reduced from 9.8 kg/hl to 9.4kg/hl, representing a 4% improvement over the previous year.

Occupancy motion sensors have now been installed at the beer plant and will be gradually rolled out to other sites of the business. These are set to control lights by switching off when an office is vacated. Throughout the business, employees are continually reminded and encouraged to switch off lights and air conditioners

when they leave their offices for extended periods of time.

Working towards zero-waste operations Much of our waste can be a valuable resource for food producers and farmers as well as being a potential energy source. By keeping the amount of waste we send to the landfill at a minimum, we save money and reduce our impact on the environment. We follow the principles of waste hierarchy to reduce, reuse or recycle our waste in more efficient and ultimately valueenhancing ways.

How we deal with our waste We seek to manage the materials that other companies regard as waste in order to achieve zero waste in our operations.

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While we’re committed to meeting minimum standards against each of the 10 priorities, our business focuses on the priorities most critical to our market and the communities in which we operate.

Almost two-thirds of our waste is organic materials produced as a by-product of the brewing process. This includes spent grain, waste yeast and trub (a residue from the brewing process). Spent grain represents the largest by-product in the brewing process. All our spent grain for both KBL and BBL is further reused as it is given to local farmers to use as animal feed. All waste yeast produced is then sold on for further reuse.

Last year 13% of general waste produced from our beer and sparkling soft drinks operations was recycled and 85% of waste generated from our operations was either resold or recycled.

Kgalagadi Breweries (Pty) Ltd Tel: +267 395 3619 Fax: +267 390 1447

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Peermont Botswana cares for the community through Green Initiatives

Peermont Botswana believes in caring for the community. The Grand Palm Resort cares through the pursuit of green initiatives that help preserve and protect the country’s natural environment whilst on the other hand caring for people through goodwill projects.

As the hotel industry moves towards more ecological methods of operation, The Grand Palm Resort and other Peermont properties have put into place initiatives that take into account our clients desire to save the planet as well as improving the Resort’s own Green Footprint.

These programmes include a grey water recycling plant, in room electricity and water saving systems and energy saving heat pumps.

Bruce Page-Wood, Regional Chief Operating Officer, comments “Tourism operations worldwide are increasingly being judged on their eco-credentials, as more and more guests support the “greener” hotel operators. A recent survey by Tourism Concern in the UK found that 96% of travellers would rather stay in an environmentally friendly and responsible resort rather than a 5-star property. Governments are also starting to incentivise hotels that take steps to reduce power and water usages, as environmental issues take to the world stage.” He continues, “The importance of ecotourism is simple : It ensures that our natural and cultural heritage is maintained and improved, that tribal and archaeological resources are protected and the local economy benefits directly through salaries, jobs and training, from ecotourism revenues”.

As Peermont strives to set the ecotourism standard in Botswana, The Grand Palm Resort has installed a grey water treatment plant that uses the latest membrane technology to convert the incoming sewerage into products suitable and safe for further use. The most important feature is that the plant produces very

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high quality treated final effluent water that is ideal for irrigation. Except for very special cases, the treated water does not need further sterilization, as the membrane process removes both bacteria and viruses.

In areas such as Botswana where water is a scarce commodity, such water savings are of great benefit to the community.

Other group wide initiatives towards greener policies include a “Ving Card” which enables Peermont Hotels to make substantial power savings, as the room key activates the power only when installed into the card holder. This means that without the key in the holder the hotel bedrooms don’t use any unnecessary power.

Water-saving apparatuses are installed in each bathroom to reduce the amount of water used by guests, reducing water flow from 10l to 2l per minute, whilst signage requests towels in the bathrooms to be placed on the floor for laundry when necessary – this reduces water usage significantly and allows the guests to make ecological choices even when they are not at home.

Utilising new heat pump technology, the Peermont

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Walmont, Metcourt Inn, Mondior hotels and Gaborone International Convention Centre have reduced up to 70% of the power used to heat their water, thus saving for the hotel and reducing the amount of power utilised in operations.

90% of the Peermont Hotel lighting has been changed to energy saving CFC’s. This includes the 188 bedroom Peermont Walmont Hotel and all its five restaurants, the 149 bedroom Peermont Metcourt Inn, The Grand Palm Casino Floor, and the Gaborone International Convention Centre.

The Grand Palm resort has installed timers on their outdoor lighting in their extensive parking lots, ensuring that streetlights are turned off when no one needs them. An electro-flow device that improves the quality of electricity is also a very positive environmental action taken considering the many power fluctuations in Botswana today. It helps prevent electric motors, light bulbs, florescent tubes, etc. from burning out too quickly and when they do burn out, the Resort has installed machinery to crush and safely dispose of

Throughout the group of Peermont Hotels in Botswana, employees are made aware of the scarcity of resources during their monthly Dream Days. Training and awareness of “SOS” (Switch Off Something) encourages staff members to become aware of electrical power usage and in many areas miniature “SOS” signs are displayed as a reminder.

fluorescent light bulb tubes, which contain mercury vapour that is harmful to the environment.

Located on 15 hectares of land, the Grand Palm Resort is itself an environmental haven. Lush green gardens are maintained with grey water, whilst the lake offers a huge diversity of birds in the resort, with approximately 125 different species to delight any bird-watcher.

Throughout the group of Peermont Hotels in Botswana, employees are made aware of the scarcity of resources during their monthly Dream Days. Training and awareness of “SOS” (Switch Off Something) encourages staff members to become aware of electrical power usage and in many areas miniature “SOS” signs are displayed as a reminder. There is a belief that conservation and green initiatives should be offered as an opportunity not just to guests but staff alike. By working together, Peermont Botswana brings the goals of ecotourism closer and endeavours to maintain their lead in implementing the latest technology that will continue to minimise the impact on the environment whilst still offering a beautiful natural Resort and a “Eco-aware workforce”.

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Integrated Report Award Wilderness Safaris

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In May 2012, Wilderness Holdings, a Botswana Listed Company comprising ecotourism tour operator Wilderness Safaris, travel divisions and non-profit trusts, was thrilled to announce that the Group’s Integrated Report had taken 5th position in CorporateRegister.com’s Reporting Awards for 2012, in two categories: the Best Integrated Report and Best First Time Report.

CorporateRegister.com is the primary global reference point for corporate responsibility (CR) reports and resources worldwide. This is the fifth annual independent CR Reporting Awards (CRRA) recognising global leaders in Sustainability and Integrated Reporting, and is voted on by more than 6,000 members and various other stakeholders of CorporateRegister.com.

demonstrated that each aspect of our business – Commerce, Conservation, Community and Culture – is as important as the other: by doing good we can create value for our shareholders.

Below is a list of the winners in the two categories for which Wilderness entered: Best Integrated Report Novo Nordisk A/S Hyundai Engineering Vancouver City Savings Credit Union SolarWorld AG Wilderness Holdings Limited

As the world’s largest directory of non-financial reports (almost 40,000 reports from 9,000 companies in 160 countries), this recognition by CorporateRegister.com of our efforts is incredibly exciting. Indeed, Wilderness found itself sharing a platform with well-known multinationals such as Coca-Cola, Bloomberg, Hyundai Engineering, and many others.

La Trobe University Bloomberg LP American Water Works Company Inc Beyond Business Wilderness Holdings Limited

While a new initiative for the group, the Wilderness Holdings Integrated Report has demonstrated leadership in integrating sustainability issues into the annual company reports (which have accordingly evolved to include a wide range of issues aside from financial aspects), and this was made clear in our fifth position in the Best Integrated Report category.

The following pieces on The Wilderness Wildlife Trust, Children in the Wilderness, Solar Energy, Water Harvesting and the introduction of re-usable Water Bottles include extracts from the Wilderness Integrated Annual Report 2011. Further details can be found on www.wilderness-group.com and any comments about our sustainability initiatives can be directed to sustainability@wilderness-safaris.com.

The purpose of the CRRA is to present the best of global responsible annual reporting practices in order to help drive change. This recognition of our efforts in this prestigious arena is both gratifying and humbling for the Wilderness Group.

Finally, it is of particular importance to us that, in successfully integrating our financial and 4Cs sustainability framework into one coherent report, we have

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The purpose of the CRRA is to present the best of global responsible annual reporting practices in order to help drive change.

Best First Time Report

In accepting the recognition of these two category awards, Wilderness should like to commend the Botswana Ministry of Environment, Wildlife & Tourism and specifically the Botswana Tourism Organisation for the work they have done in introducing the Botswana Ecotourism Certification programme. The programme seeks to recognise Ecotourism best practices and offers guidelines and encouragement to tourism operators in Botswana to ensure protection of its natural resources.

www.wilderness-safaris.com

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Strategic environmental partnerships Traditionally, business has seen environmental agencies as worthy recipients of philanthropic funds, and if the money went to something marketable, like conserving a particularly photogenic species, all the better.

But as energy issues and resources scarcities start to impact more directly on business, the relationship is shifting.

Environmental agencies feel that they should influence business strategy and values, while corporates expect environmental agencies to advise them in developing more sustainably Saliem Fakir, Head of WWF’s Living Planet Unit, proposes that together business and environmental organisations can come up with innovative ways to respond to present and future challenges in the natural and business environments.

The World Wide Fund for Nature (WWF) is synonymous with conservation, traditionally of biodiversity and water ecosystems. We cannot ignore that human activity has an effect on the environment. This is why,

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for the past ten years, we’ve been measuring impacts, for example compiling data to determine Humanity’s Ecological Footprint, which we publish annually as the Living Planet Index. These have shown us that we have to look at ways to change behaviour.

Changing economic behaviour The transformation of business and the economy is crucial. Conservation organisations are recipients of the impacts of economic activity, without having really figured out how to change business behaviour. We don’t want to continuously be seen as the paramedics and the lifeguards that have to rescue the environment from the damaging effects of economic activity. We want to be involved in the mainstream discussions and debates around this and, given our brand and influence, we need to do more.

While environmental issues are on the corporate agenda, companies tend to respond only if there’s public pressure, or if there’s a legal obligation for them to change. However, as energy prices have gone up and water is becoming a major issue, more companies have been approaching WWF, asking us to identify solutions. Resource scarcity is becoming a pressure point and is driving internal cost-saving measures.

Beyond cost-saving, business needs to engage in more transformative thinking, regarding sustainability not as a compliance and regulatory issue only, but understanding it as a strategic issue. Having good intelligence on sustainability can help shape business thinking about how to approach markets.

From philanthropy to partnership In the past, most conservation partnerships were philanthropic. Environmental agencies like WWF didn’t necessarily have an engagement with business that involved the actual transformation of the company, in terms of its own internal values and its broader impact on society through its activities.

For example, a financial institution might happily fund both philanthropic environmental projects and a coalfired power station, which is inconsistent. We can’t completely relinquish ourselves from philanthropic funding, but internationally, through WWF’s Global Partnerships Committee, there’s a big push for us not to accept cash without engagement on issues of value and of impact. We must be seen to be consistently lobbying and pushing corporations to commit to actions and outcomes that are sustainable.

But not all companies are ready for a values-shift. In many cases WWF may suggest environmental responses and adaptations well in advance, but if a company’s external environment imposes no pressure on their operations, in terms of compliance, regulations and public pressure, then they may see no need to make any changes. Companies are risk averse: they’re concerned with protecting their current business models and extracting as much value out of these models as they can. They will only be willing to change if they see that their existing model is imposing constraints on their profitability and sustainability. Companies that feel they’re getting value from being associated with environmental issues, in terms of their brand image and their profitability, are willing to work at becoming leaders in this arena.

These innovative companies can find such significant benefit in a strategic partnership with an environmental organisation such as WWF. We have an established presence in the environmental field and are one of the world’s most trusted brands. We have access to the public sector and to government. We also have channels to other corporations, so we can build linkages. We have strong convening power to bring different stakeholders together, driving innovation by bringing various perspectives on board. Generally businesses have tried to stick with their consulting firms and their business-minded institutions: by inviting completely different groups of people to the table, we discover an enrichment of discussion and debate.

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The World Wide Fund for Nature (WWF) is synonymous with conservation, traditionally of biodiversity and water ecosystems.

We cannot ignore that human activity has an effect on the environment.

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At WWF, we don’t only act on a business level; we also look at influencing macro-policies on the environment, the tax regime and other instruments.

All of these are tools to transform the way business and economy works, encouraging more sustainable behaviour across the board.

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Driving innovative thinking Our partnerships focus on investigating how to use sustainability to drive innovative thinking around future resource constraints and alternative business models. Strategically, what do energy, material and other constraints mean for corporates in terms of the production and provision of their services or products, and what impact will it have on their consumers?

For example, our partner Unilever was struck by how the increase in paraffin prices in 2007 significantly influenced the purchasing power of their low-end consumers. It alerted them to the wider energy problems in developing countries and the resultant impact on demand. This led them to think: “how do we solve the energy problem?’ Energy is not Unilever’s core business, yet they understand that energy issues will be pertinent for a long time to come. They have established a unit called the Disruptive Technologies Unit to look at innovation, with sustainability as the conceptual foundation.

This doesn’t mean that environmental agencies become consultants. We’re not going to write a sustainability report or help a business meet its compliance standards.

We work with companies on making conceptual breakthroughs and developing business leadership.

We’ll sit in a think-tank with a company and ask: What do we see coming? How do we translate what is coming to useful intelligence? What about that intelligence tells us about where the shifts must be, either in your products, or the way you think about your customers or your markets? We may not, individually, have all those ‘light bulbs’, but working together we may come up with inspiring ideas.

Towards a new model for engagement Environmental agencies have to move away from traditional approaches and change the way they work.

This might require a mindset shift within environmental organisations and among their public supporters, where many people might view corporate collaboration with suspicion. First of all, environmental organisations

need to communicate clearly around the revised strategic direction and its benefits, both internally and externally. Secondly, we’ve have to demonstrate that there are tangible results: we need to show how our partners have transformed the way they do business.

Further, we must extract key lessons from business engagements so that when others get involved, it is not at points where there have been failures or mistakes, but at points where there have been successes and they can build on the good work.

At WWF, we don’t only act on a business level; we also look at influencing macro-policies on the environment, the tax regime and other instruments. All of these are tools to transform the way business and economy works, encouraging more sustainable behaviour across the board.

Emerging leadership Environmental organisations must prepare for their funders to start demanding more from them, especially if those businesses show strong and visionary leadership. In a TED talk earlier this year, Bill Gates said that finding ways to get to zero carbon emissions would be his top investment and funding priority. Business people realise that environmental issues are not fluffy stuff: these are real issues affecting the profitability of companies.

Tom Boardman of Nedbank has grown in his adoption of the climate change debate and has become a vociferous champion. Recently, Unilever’s CEO, Paul Polman, announced that the company will double its value and size in the next 20 years, but keep the same resource footprint.

It seems like an impossible challenge, right? But it will start to change how Unilever employees think about their company, and within each unit of Unilever, it will drive innovation. Just by putting the target there, Polman has forced people to examine their old assumptions, and consider new ways of thinking.

And that’s the leadership we’re looking for.

Living Planet Unit WWF South Africa +27 21 888 2800 sfakir@wwf.org.za www.wwf.org.za

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Switching to a low-carbon economy: what do companies need to do?

By Mark Borchers

The old-hat By now its old hat: the world is facing possibly the biggest threat to its life support systems in human history – global warming from increasing emissions of greenhouse gasses (GHGs) – mainly carbon emissions due to energy use. Unless we are able to reverse current trends and unify globally to reduce emissions significantly, we are facing 3.5 or more degrees of planetary warming.

It is expected that this will alter our life support systems fundamentally, and signal the change of life on earth as we know it. If only this was an alarmist position.

But unfortunately it seems that most informed people consider it our probable future unless we can reverse the course we are on dramatically. We simply cannot leave this sort of legacy for future generations.

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Hence the business sector around the world; as well as in Botswana faces big questions: how do we factor this inevitably big shift in modus operandi for all sectors of society into our planning? What is a morally defensible way forward that still makes business sense and what should we do practically to make the necessary changes?

Given the magnitude of the likely impact of global warming, we have to wonder why we, as a global economy, haven’t managed to reverse our trends for increasing GHG emissions. The answer is partly because what is required is so radical that we flounder, go make ourselves a nice cup of tea, and go back to doing what we’ve always done – more or less. But it’s important that you don’t do this, no matter how tired you are of stories of gloom and doom.

Our future depends on people being bold enough to look reality in the eye, uncomfortable as it is, and having the courage to start implementing the solutions, which will in fact need to be quite radical. Maybe the cup of tea can help us with creative solutions rather than hiding from the reality.

The non-negotiable It seems sound to consider the following our starting point: • Global warming is a real and significant threat to life as we know it – there are still some who question this, but the best science in the world does not, so it is irresponsible to entertain the doubts (no matter how much we wish they were true) until they can be shown to be well founded.

• Fossil fuel-based economies and businesses will have to move away from this foundation within the next two or three decades as low carbon imperatives won’t allow for fossil fuels to be a significant part of our future.

• Technology won’t save us – carbon capture and storage (if it is indeed workable) or alternative and cheap mass generation technologies are very unlikely to come on-line fast enough, at scale, to address the problem. So we can’t continue doing what we are doing and expect a technical solution to sort out the problem.

• Just being more efficient won’t save us – while it is possible to partially de-link output to resource use (energy consumption being the main resource of relevance to GHGs) by being more efficient, it is not nearly enough to address the emissions reductions

demanded of us as a society • Even mass scale renewable energy implementation well beyond anything we have on the table at present will struggle to reduce emissions to keep global warming within reasonable bounds.

The implications of the above are profound: the very nature of the economy will have to change. Energyintensive businesses (typically primary industry) may well not have a place in a future low-carbon economy.

This is a huge challenge for countries like Botswana where a substantial shift to less energy-intensive secondary industry is unlikely given the global competition in this area.

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Solutions are in fact fairly clear, even if politically and economically rather indigestible at this point. They are captured in the term ‘prosperity without growth’.

Botswana faces the added challenge of having an almost entirely fossil-fuel-based energy system with about 90% of our primary energy coming from these high carbon emitting energy sources – mainly coal and wood, but also petroleum. As a result we have very high carbon emissions per capita – comparable with much more industrialised countries.

The indigestible fact Above all, we need to face the fact that globally and in Botswana, growth is fundamentally incompatible with reducing GHG emissions. This is actually an astounding statement to make, but the evidence to support it is fairly clear1. Yet can you imagine any government around the world saying that they are prepared to forgo growth in order to meet their global warming responsibilities? I certainly have heard no such noises – so back to the tea to help with creative solutions of course.

Solutions are in fact fairly clear, even if politically and economically rather indigestible at this point. They are captured in the term ‘prosperity without growth’. This reflects something we know – that human welfare and

1 For a summary of the evidence see ‘Prosperity without Growth’ March 2009 by Prof Tim Jackson of the Sustainable Development Commission.

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happiness is not linked to ever increasing consumption of goods (this is a robust conclusion based on thorough research2). The poor need material goods for their welfare – that is clear, but once an initial set of needs are met, happiness and consumption part ways very definitely.

Let us not forget that the economy is there to serve society – in other words to promote human happiness and wellbeing. So it seems the only feasible solution for a low carbon future actually means a future without growth! This is not necessarily a problem – it can be a future that supports human welfare rather than ever increasing consumption. This has many implications – amongst others advertising needs to move to being informative rather than manipulative.

Practical steps How does an individual business respond to the global warming imperatives? Let’s leave aside the fundamental fact that growth and addressing global warming are incompatible for now. What are immediate practical steps businesses should consider implementing?

Efficiency Firstly, you need to be as energy efficient as possible.

Reduction in energy use and reduction in carbon footprint are directly related. The rule of thumb is that most businesses can save 10% of their energy without any significant cost, and many can save up to 20% by implementing measures which have a payback of within two years. This can be quite business-specific though. I think in the future only super-efficient businesses will be able to exist.

2 See for example the work of Profs Andrew Oswald and Richard Layard on happiness and the economy.

Efficient lighting, efficient heating, ventilation and air conditioning systems, and efficient motors and variable speed drives are amongst the most widely applicable efficiency interventions. There are many others as well, such as utilising waste heat for power generation or process heat, but especially in the case of industry appropriate options will vary depending on the nature of the operation.

It is very important that any buildings you construct are energy efficient. In the case of commercial office blocks it has been amply demonstrated that a sensibly designed building can use less than half the electricity than a conventionally designed counterpart, with little or no cost implication in construction, and no comfort or functionality compromise. Every conventional,

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inefficient building we erect commits us to maybe 40 years of energy inefficient operations and thus more GHGs than necessary. We can’t afford for this to happen.

Cleaner energy sources Secondly, sooner or later all businesses will need to move to energy sources which are cleaner – such as renewable energy, or, as an interim step, natural gas (which has lower carbon emissions than coal or oil-based energy). It might be feasible to use solar to heat water or as a pre-heater for boilers. Although expensive initially, businesses can generate some of their electricity requirements on site via solar photovoltaic systems or wind turbines. Depending on how the country’s national grid renewable programme develops, it may be feasible to purchase green energy from independent power producers (IPPs).

Move your business to where the action is Thirdly, clean energy is an inevitable area of growth, and in fact the renewable energy sector is one of the fastest growing in the world. Strategic planning should look at moving into this area or linking with it in some way.

Un-fossilise Fourthly, look at whether your business will have a role in a future low carbon society. If your operations are energy intensive then you need to have a longterm strategy of moving away from carbon emitting energy – i.e. fossil fuels. In some cases it may be feasible to introduce enough renewable energy into the operations, but in others businesses will need to change their fundamental operations radically, and may even need to move into different lines of business. It’s better to think about this sooner rather than later to facilitate a smooth transition into the inevitable.

have not thought through this and planned accordingly could flounder badly.

A future without growth?

And then there’s the issue that growth and a lower carbon future are incompatible. So for the global economy, expansion has to slow down and even gradually stop. Businesses in general will have to stop growing and people will have to consume less. That sounds like a disaster for business! That may be so for current business paradigms, but interestingly it’s not a disaster for humanity. Continued growth is the disaster.

Wellbeing of humanity is our ultimate objective, and wellbeing and growth are not closely linked at all. The old assumption that the free market and associated selfish pursuit of profit will end in benefits for all (which is increasingly being questioned anyway) could not be more wrong when it comes to global warming. Rather it seems like it will destroy us (maybe this is a bit of an exaggeration, but I don’t think it’s far off ).

I think businesses have to internalise the fact that they are responsible to society and humanity, not merely profit making machines responding to consumer demand, and get really creative and proactive about some radical shifts. Quite a number of businesses have been looking at modifying their operations in response to the global warming challenge, but compared to the changes we need to see, this often amounts to shuffling deckchairs on the Titanic. We urgently need more pioneers who actually start changing the course of the Titanic. Short-term profits won’t provide adequate motivation for the paradigm shift that awaits us if we are going to respond appropriately to the biggest challenge humanity faces.

Without such forward planning businesses may well become obsolete. We have to go to a low carbon future – there is no option. Either we are proactive in this move or we go kicking and screaming. I think the former businesses are likely to do better than the latter. For example, it is quite feasible to envisage a stiff carbon tax on fossil-fuel based energy (I think this is likely within the next decade – maybe a lot sooner).

Those businesses that have moved away from fossilfuel based energy will be minimally affected. Those that

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CLEAN TECHNOLOGY AND WASTE MANAGEMENT

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Botswana Innovation Hub: new thinking – new opportunities

Botswana Innovation Hub envisions becoming the leading African partner for innovative and technology driven businesses. We are providing an attractive location and platform to serve as a catalyst for technology-driven and knowledge intensive businesses to develop and to compete in the global market.

Therefore BIH is establishing a CleanTech Centre of Expertise within the Science and Technology Park at a strategic 93 hectare site near the Sir Seretse Khama international airport in the capital Gaborone.

CleanTech business involves a wide range of technologies and services that are offering environmental concerned products and services to global challenges such as water and air pollution, biomass and water depletion and climate change. The CleanTech industry is creating a sizeable number of skilled jobs as the environmental challenges are prevailing and nonavoidable for any society. Unfortunately the problems that require CleanTech solutions increase in scale along with economic growth. They need professional solutions involving high-qualified people and organisations.

Botswana has a unique chance of taking the lead in southern Africa finding locally developed professional solutions for waste, water, energy and traffic problems

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The Science and Technology Park BIH Science and Technology Park is mainly a place for business development and growth. It is a facility for businesses to make linkages with Research and Development as well as other linked or similar businesses and international stakeholders. Pilot projects and inter-ministerial projects of various kinds initiated from individuals, ministries, businesses or international stakeholders, are an important source for interesting innovative ideas and perspectives making the facility more vibrant and interesting for the businesses within and around the facility.

When fully developed, the BIH Science and Technology Park will consist of world class facilities including stateof-the-art telecommunications infrastructure with high capacity international connectivity and secured power, professional business services, and business development services. The development programmes, together with the support for R&D and the promotion of innovation and entrepreneurship, will make BIH an ideal place for business development.

Botswana Innovation Hub welcomes local and foreign businesses, research and advanced training institutes with activities in the following sectors: • Information and Communications Technology; • Mining Technologies; • Energy and Environment; • Bio-technology.

In fulfilment of its objectives to provide innovative solutions for the energy and environment sector, The Botswana Innovation Hub has partnered with Lund University and Krinova Science Park in Sweden with support from the Swedish International Cooperation Development Agency (SIDA) to establish a Clean Technologies initiative dubbed “CleanTech Centre of Expertise” in the Botswana Innovation Hub. The objective is to establish the foundation for a CleanTech Centre of Expertise within the Botswana Innovation Hub by developing the programme and involving relevant local and international stakeholders in the programme development as well as in the implementation. The programme will be developed in close partnership and cooperation with the public and private sector,

in cooperation with Foreign Direct Investments and international partnerships.

Objectives The CleanTech Centre of Expertise shall through coordination of stakeholders and facilitation: 1. Support the creation of new innovative selfsustained businesses that are responding to needs in the national and international markets.

2. Support the creating of new and financed innovative CleanTech projects that are responding to needs in the region.

Ministries Local Government Research and Development Local Businesses Foreign Businesses Foreign Direct Investors

CleanTech Centre of Expertise

Projects

Solving Environmental problems

Business Development

Jobs Companies

Private-Public Partnership Finance

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including Swedish Clean Tech actors and relevant local stakeholders.

Botswana Innovation Hub Mining Energy and Biotechnology ICT Technologies Environment

CLEAN TECH The figure above shows that the CleanTech centre of expertise will have a cross cutting perspective on the four original BIH focus areas. This as CleanTech can be found in all the four focus areas, especially regarding mining technologies, Energy and Environment and ICT.

The triple helix concept Botswana Innovation Hub, and subsequently with the CleanTech Centre of Expertise, is a typical “TripleHelix organisation”. This means it is run as a privatepublic partnership involving the Research and Development within academic institutions. The triple helix meaning the involvement of (1) the private sector, (2) the public sector and (3) the academic institutions.

Botswana Innovation Hub is owned and initiated by the government having private sector partners and investors as well as a buy in and involvement of mainly the University of Botswana. The benefit of this kind of set up is that the three different sectors can nurture each other to meet the needs and the challenges in society.

Prioritised Clean Technologies: CleanTech Focus “CleanTech” is a generic term used to describe numerous ways of utilising technologies, methodologies, and services to address environmental concerns and challenges by providing solutions for sustainable development. It can be anything from energy and water

efficiency and renewable energy to waste management or advanced buildings design. The table below shows what the term CleanTech encompasses.

CleanTech commonly covers the following 11 areas: 1. Energy Generation (solar power plant, wind energy plant) 2. Energy Storage (batteries, thermal storage technologies) 3. Energy Systems (system of energy plants and technologies ) 4. Energy Efficiency (energy efficient tech, CFL lamps, efficient stoves) 5. Transport (bio-fuel vehicles, public transport systems) 6. Water & Sewerage (water treatment and waste water sewerage systems) 7. Air & Environment (air purification from effluent gasses, filters) 8. Materials (sustainable or renewable materials) 9. Production/Process Development (tech and methods to improve production and process) 10. Agriculture & Forestry (sustainable farming and forest management) 11. Recycling & Waste (waste management systems, technology for recycling)

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“CleanTech” is a generic term used to describe numerous ways of utilising technologies, methodologies, and services to address environmental concerns and challenges by providing solutions for sustainable development.

All of the above 11 areas are relevant for Botswana in many senses and all projects and businesses coming from any of the areas should be welcome with ideas to the CleanTech centre. But there are many reasons to prioritise and focus the scope of the CleanTech centre activities into the following areas: 1. Solar Energy Products and Services; 2. Water Saving Products and Services; 3. Waste Management and Biogas Products and Services; 4. Cleaner Coal Utilisation Products and Services; 5. Energy Efficiency Products and Services; 6. Concepts such as Sustainable Tourism, Sustainable Buildings and Sustainable City.

Tel: +267 391 3328 Fax: +267 391 3289 Email: info@bih.co.bw www.bih.co.bw

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Aluminium water bottle initiative at Wilderness Safaris

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Most of our guests prefer bottled water to tap water, and also consume bottled water on activities such as game drives and bush walks. In the past, most Wilderness camps in Botswana have trucked or flown in their drinking water. This comes in the form of 500ml, 1litre or 5litre plastic containers, originating from a water osmosis filtration plant in Maun.

Due to the weight and quantity of consumption, the transporting of these water bottles results in the following negative impacts on the environment: • • • •

huge amounts of diesel used; associated carbon dioxide emissions; heavy-duty trucks driving through delicate biomes; large amounts of plastic waste being produced (currently there is no plastic recycling of any kind in Maun).

And, purchasing and transporting this water is a significant cost to the business.

These considerations led to Wilderness discouraging the use of bottled water.

• Firstly, we installed our own water osmosis filtration

plants in the various concessions (each concession normally services three camps) so that we could produce our own filtered water. The osmosis plants provide water to the same exacting standards for treatment and filtration as the plants in Maun.

• Secondly, we now give all guests on arrival a reusable sports (plastic) or aluminium water bottle which they refill at dispensers in each of the camps.

These two initiatives and their investment have resulted in massive reductions in the amount of waste plastic produced, as well as reducing the number of flights or truck journeys previously required to transport bottled water to the camps. This in turn has resulted in reduced carbon dioxide emissions but, does have implications for increased energy use – although this is minor in comparison.

Using a representative sample of eight camps in Botswana during the period 2009 to 2011, usage of approximately 100,000 plastic bottles (predominantly 0.5 litre bottles) dropped to approximately 40,000 plastic bottles (predominantly 1.5 litre bottles) with an increase in the same period in the region of 20,000 bed nights sold.

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Collect-A-Can Botswana, is a country which has experienced rapid growth in its economy over the last 40 odd years.

The country has come a long way from the days that its national budget was a stipend of some P 600 000 pounds granted to it by the government of the United Kingdom of Great Britain. Today the national budget sits at about 42 billion pula, and by most economic indicators the country is a remarkable success story.

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As a way of boosting manufacturing, economic diversification, and job creation the private sector and government have to come up with waste manufacturing cottage industries.

This success has come with some unforeseen problems, one of them being that of waste management in urban and rural areas. When there were few Batswana and very little income amongst them the waste generated was not a major problem. Today with the advent of rapid urbanisation the urban and rural councils can barely cope with waste.

Gaborone’s city council for instance has only about 30% of its waste collection trucks functioning and cannot meet its own bylaws that state that waste be collected from homes twice per week.

The problem is due to the fact that Botswana still uses

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landfills as the major form of waste management. Most waste from Gaborone and the surrounding areas is sent to the Gamodubu landfill, 35km outside of Gaborone.

Of the 74000 tonnes of waste that goes there, just about 1% is recycled. This number is abysmally low. If one takes into cognisance that at least 80% of the waste can be recycled and resold, then it is obvious Botswana is underperforming in this sphere.

Despite this there is hope to turn things around, the key is to understand that there is not one solution but many.

Buy-Back Centres The first line of defense against waste would be to have buyback centres. These are enclosures that would be placed in neighbourhoods all over Botswana which would be outfitted with scales and giant bins. People in Botswana would be required to sort out their rubbish at source (i.e. at home) and drop it off at a buyback centre. We the recycling industry would then recruit the disadvantaged people who used to work in the city landfill to man the buyback centres; buying from them the sorted recycled material and assisting them with generating an income.

This will help create employment for unemployed people. From a practical standpoint it would help the government to account for even more of the waste products generated. This is due to the fact that we the waste recycling industry would weigh the material that we get from the buyback centre as we buy it and keep records which would be forwarded to government’s waste management team.

The problem at the moment would be zoning the land as there is a problem as to whose jurisdiction the open land spaces lie under the ministry of lands or city councils. As a way around this problem we worked with the Department of Waste Management and Pollution control to run a pilot programme of waste separation at source in 4 Gaborone schools. The pilot programme is complete and we have been given the green light, it is now a question of getting sponsorship for the waste separation units which cost around P38 000.00 for 9 per school.

This would be advantageous for the schools as it would allow parents to drop off recyclables along with their children, the recyclers would then in turn pay the

schools for the waste. The schools could then use these funds to do with as they wish.

Transfer Station The second line of waste defense would be to construct a waste transfer station in the city of Gaborone. A waste transfer station is simply a building into which waste trucks come and dump their waste. The building is sealed therefore no noxious smells would emanate from it. This allows for the building to be built in an industrial site. The waste would be put on conveyor belts and workers would pick up the different lines of waste products and throw them into big bins allocated for each product; for example cans in this instance.

When the giant bin is full they just call the recycler to come and pick up the waste and pay for it.

A transfer station is crucial because in economic terms moving waste more than 15km becomes prohibitively expensive.

Manufacturing from waste As a way of boosting manufacturing, economic diversification, and job creation the private sector and government have to come up with waste manufacturing cottage industries.

There are plenty of options here; tires can be manufactured into bitumen and sports fields. Plastic bottles can be made into fleece jackets and tracksuits.

Old newspapers can be made into insulation for buildings and the list goes on. These products can be made for both local and export markets.

By Martin Dube Regional Manager COLLECT-A-CAN Botswana Tel: + 267 392 2717 Fax: +267 392 2717 Address: Plot No 14398 New Lobatse Road Gaborone West Email: martindube@info.bw Postal Address: P O Box 201175 Gaborone Botswana

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Competition Authority The Competition Authority was established to ensure fair Competition in Botswana’s economy. The Competition Authority and the Competition Commission were established in terms of the Competition Act of 2009 as two independent but accountable bodies in the enforcement and advocacy functions under the Act.

The Competition Commission is primarily an adjudicative body for matters falling under the Act, as well as the governing body of the Competition Authority.

On the other hand, the Competition Authority is the fulltime Secretariat, dealing with the day to day operations of the Authority, including conducting investigations and other matters incidental thereto under the Act. For policy guidance, both bodies fall under the ambit of the Ministry of Trade and Industry.

The Competition Act followed the National Competition Policy for Botswana which was passed by Parliament in 2005. The Policy was preceded by an Economic Mapping Survey that noted levels of unemployment and increasing dominance of foreign firms in Botswana’s economy. The survey also highlighted the need to safeguard and promote the growth and development of citizen-owned small and medium enterprises, as well as diversification of the economy.

Mission “To promote and maintain fair competition in the economy.”

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Vision “To secure prosperity through fair markets”

Values The core values that guide the Competition Authority in fulfilling its Mission and Vision are Transparency, Professionalism, Integrity, and Teamwork.

Transparency: The Authority commits to be open and inclusive in its interaction with the public, business and other stakeholders.

Professionalism: The Authority pledges to be accountable, responsive and efficient in carrying out its mandate.

Integrity: The Authority shall be honest, respectful, tolerant and uphold the highest ethical standards at all times.

Teamwork: The Authority commits to individually and collectively achieve its common goals through timely information sharing and mutual support.

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Left: The Honourable Minister of Trade and Industry Ms Dorcas Makgato-Malesu, and the CEO Mr Thula Kaira at the official lanuch of the Competition Authority on January 26, 2012

Role of the Competition Commission The Competition Authority falls under the guidance of the Competition Commission. The role of the Commission is to: • Provide general policy direction to the Competition Authority; • Adjudicate or preside over matters referred to it by the Authority; • Approve recommendations from the Chief Executive Officer for appointment of such employees as it deems necessary.

Mandate of the Competition Authority The Mandate of the Competition Authority is to: • Prevent any anti-competitive conduct in the economy.

• Investigate and resolve all complaints of anticompetitive conduct in the market.

• Advise government on laws that have an anticompetitive effect.

• Investigate anti-competitive conduct such as bid rigging, price fixing, allocating of customers, etc.

• Regulate the merging of enterprises.

• Advise the Government on all international agreements that have a competition element.

• Initiate market studies in identified sectors of the economy.

Benefits of Fair Competition in the Economy As demonstrated by empirical evidence from other countries, fair competition for the consumer by various market actors is essential to ensure innovative product delivery, value and choice for consumers. It also facilitates innovative industries that result in national competitiveness, which is essential for export growth and outward foreign investment. Experts are unanimous that monopoly markets are slow to innovate and adapt to new ways of doing business.

Competition law thus controls business corruption and consumer exploitation, and strives to facilitate broadbased wealth creation by ensuring and provoking open and fair markets e.g. by, questioning and scrutinising market agreements, and reviewing commercial and administrative barriers to domestic trade.

Physical Address: Plot 50664 Fairgrounds, Paledi Morrison House Telephone: (+267) 393 4278 Fax: (+267) 312 1013 Email: CA@competitionauthority.co.bw Website: www.competitionauthority.co.bw Facebook: Competition Authority – Botswana

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The Botswana Confederation of Commerce, Industry and Manpower (BOCCIM) Innovations in Environmental, Social & Corporate Governance.

BOCCIM is a Business Association of Employers representing businesses in all sectors of the Botswana economy in an advocacy capacity. The organisation was formed in 1971 and registered under the Trade Unions and Employers’ Act No. 23 of 1983. BOCCIM has been the main voice of the private sector in Botswana, representing small, medium and large organisations including associations.

BOCCIM has protected the economic interest of the business community and through its philosophy of constructive policy dialogue; BOCCIM has won the confidence and respect of Government and other stakeholders in Botswana, and is renowned in the region for this achievement.

Membership of BOCCIM is voluntary and is open to registered companies, associations, and organisations in both the private and parastatal sectors of the economy.

Some of BOCCIM’s Achievements: • Organised the private sector to be a major player in the formulation of many national economic issues; • Adding to sustainable economic development; • Initiated the debate on the need for a long-term vision for Botswana; • Lowered both the corporate and personal Tax from a high of 35% to a low of 15% for manufacturing, and 25% as a general tax rate for Botswana; • Nationalised the debate on Citizen Economic Empowerment;

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• Advocated for the implementation of the point based system to evaluate work and residence permits for the inflow of foreign investment and professional skills to promote economic growth.

BOCCIM, in partnership with DCEC, launched the first Code of Conduct for the private sector in September 2011. This code constitutes a significant step forward in the process of harmonising the ethical conducts of our own private sector. BOCCIM membership assures that the member company abides by the code, thereby ensuring ethical business practice. This will give companies competitive advantage by strengthening

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All businesses are encouraged to be part of this dynamic confederation of commerce, where they will benefit through networking forums, get access to industrial relations advice and services, participate in discounted capacity building programs, business advocacy, access to trade missions and seminars, pertinent business data and firsthand information for upcoming potential business opportunities.

customer loyalty and confidence when utilising the company’s product or service. Accepting the code also ensures employee loyalty, as well as general good corporate citizenship.

All businesses are encouraged to be part of this dynamic confederation of commerce, where they will benefit through networking forums, get access to industrial relations advice and services, participate in discounted capacity building programs, business advocacy, access to trade missions and seminars, pertinent business data and first-hand information for upcoming potential business opportunities.

BOCCIM House Old Lobatse Road Plot 5196 Gaborone P.O. Box 432 Gaborone Tel: +267 395 3459 Fax: +267 397 3142 Email: publicrelations@boccim.co.bw www.boccim.co.bw

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GIZ proudly looks back on four decades of productive development cooperation in Botswana Tertiary education and economic development were focal areas of this cooperation to help create jobs in a sustainable economy. Today, manpower, creativity and innovation are the key ingredients to build a “Green Economy”, as the world economy is undergoing a transformation based on the principles of social and ecological sustainability as well as resource efficiency.

The importance of promoting resource efficiency in development cooperation has been stressed by the German government, as a recent report of UNIDO (United Nations Industrial Development Organization) has underlined the role of energy efficiency as a key to industrial competitiveness in Africa.

The launch of the publication, CLEAN Botswana is a further step in the right direction. It is a forum to raise the profile of companies with a special emphasis on sustainability exposure and helps to make contacts amongst clients, customers, consumers and the general public. This can attract investment and facilitate further cooperation.

In light of the accelerating global climate change, the notion exists that environmental cost will weigh in heavily as performance assessments gain recognition in the business world. Resource efficiency will be decisive for the profitability of present investments; special emphasis, however, needs to be put on the many opportunities of the “clean” sector. This is fully recognised by actors whose business model is intimately linked to the current world economic system.

Just recently, Saudi Arabia announced a 109 billion USD investment program to take leadership in solar power development, as the fossil fuel based system would be phasing out. And moves in multinational companies to “go green” are increasingly gaining substance and momentum.

While a “green”, sustainable development path is acknowledged to be “pro-poor”, it is also inevitable to prevent setbacks in development, particularly in Botswana which is richly endowed with natural

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resources, but also extraordinarily dependent on a healthy environment. The scarcity of water is one major challenge calling for new concepts of smart and efficient resource utilisation. Rising standards of living and competition of a growing population and an expanding industry will increase the strain on this resource, while agriculture is in urgent need for transformation to be profitable. Integrated, “green” production systems and their integration into value chains including finance, retail and tourism require “green” entrepreneurs.

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In light of the accelerating global climate change, the notion exists that environmental cost will weigh in heavily as performance assessments gain recognition in the business world.

This “greening” of the economy can create substantial employment, as it is generally labour-intensive and opens opportunities for smaller enterprises. And the required re-definition of economic development constitutes a unique chance for a truly Batswana development model and way of life.

GIZ welcomes this first step to increase the visibility of an advance party of the “Green Economy” in Botswana.

Though, transparent standards need to be defined for the forthcoming editions of the publication to assure its readers of the value of the included companies in terms of sustainability.

We wish the publishers well with this very important initiative.

GIZ Botswana Acting Country Director

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Greening the corporate from the inside out: empowering environmental change agents

By Hugh Tyrrell If you want your company’s environmental initiatives to have the desired impact and longevity, you need passionate people driving your process. This embeds environmental values in your company, setting it up as a leader in this space. Communication, education and support are key elements in company’s strategy to develop environmental change agents to drive their initiatives.

The environment in which business and industry have been operating has changed dramatically. During World War Two just sixty years ago, thrift and frugality were the values people lived by. After the war, with the quietening of the arms factories and soldiers returning in need of work, a new set of values – ‘consumerism’was promoted by government and business. New disciplines of marketing and advertising came into their own and ‘conspicuous consumption’ became the norm.

Sixty years later, the world is in a very different situation – with billions more people, a severely depleted natural resource base and global warming a real danger.

Change is certainly needed.

But most businesses and their leaders are essentially conservative and risk-averse and understandably work to maintain a profitable status quo. Change and especially deep change – which is what sustainability and greening requires – is by its very nature resisted by the organisation.

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Change and especially deep change – which is what sustainability and greening requires – is by its very nature resisted by the organisation.

Individual people however are sensing and seeing what is happening around them. As people can change a lot faster than organisations, a new set of values – ethical, sustainable, green values – are arising.

While ‘conscious consumerism’ is spreading in the marketplace, many staff and employees want to act out their environmental concern where they spend eight hours of the day – at work. This is a very valuable human resource.

How to enable it to contribute to the overall good of the company, its staff and customers? Here are some pointers:

What is the role of an environmental change agent within the business context and why is it important?

• To inspire, motivate, champion and model sustainable values and practices within the organisation and also externally to customers, suppliers and community.

• To support line managers in implementing environmental management systems.

What are the personal qualities of an environmental change agent?

• Passion, dedication, sensitivity, tact, commitment and persistence.

• Team player with strategic suss. An understanding of the company’s organisational dynamics (i.e. how decisions get made, the formal and informal power structure, how it works).

• People who make things happen, like getting things done.

How do you encourage environmental champions to step forward to drive your initiatives?

• Keep your eyes and ears open for who is saying or doing greener things.

• Let staff know you are open to ideas on greening initiatives and see who steps up or sends in suggestions; • Send out an open invitation for an informal green group/team get together/lunch (provide organic catering) and let a green team self-select and meet regularly.

• Let everyone know management is taking on sustainability and invite all staff to participate/take ownership of envisioning their company into a sustainable future.

How do you support environmental champions in your company (or, if you are the champion, how do you motivate for support?)

• Allow the environmental champions group to formalise into a green team and ask it to propose improvements e.g. recycling, water/energy conser-

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vation and pollution control.

• Provide management sponsors for leadership and resources to implement the improvements (with external specialists where necessary).

• Enable champions to suggest and implement product improvements and innovations.

• Encourage champions to document their sustainability journey or story. Include measured savings with metrics.

• If you are the champion/s, research possible savings, efficiencies and strategic advantages and build these into a compelling ‘business case’ for sustainability.

Present to top management to formalise sustainability into the mainstream of the business as a corporate objective.

What role does wider employee education play?

• Provides an understanding of the changed world/ eco/economic picture and why it is important to stay abreast of the changes for business as well as personal reasons.

• Provides the common language and mental models that enable staff to share and innovate on environmental improvements together.

• Empowers staff with the technical skills to make ecoefficiencies pay.

• Enables staff to articulate sustainability values underpinning the company to customers and suppliers.

How do you keep change agents and employees motivated?

• Provide incentives for best Enviro-suggestions / best Enviro improvements.

• Hold monthly/quarterly green queens or kings awards.

• Let them know that increasing their green commitment, awareness and contributions is a sure way up the career ladder.

• Build environmental performance into their KPIs. • Give them leadership positions.

• Highly motivated staff, if their concerns are met, are more likely to stay with the company and vastly increase their productivity.

How can a company drive environmental behaviour across the industry?

• Get own house in order first – plan and implement your sustainability journey.

• Report on own sustainability performance as part of triple-bottom-line reporting (and in line with King 3 requirements), and to JSE Sustainability Index, Carbon Disclosure Project, whatever is relevant and leading in their sector.

• Sponsor awards and lead peer-to-peer best practice learning/sharing initiatives.

• Lobby their industry associations to set Enviro standards (e.g. Green Building Council).

• Lead and advocate government for better industry standards.

• Innovate and market greener products and services successfully as examples to peers in their sectors.

Hugh Tyrrell helps companies gain returns on their sustainable investments by providing strategic services in management, marketing, and communications.

Tel: +27 21 44 88 123 info@greenedge.co.za www.greenedge.co.za

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CORPORATE CITIZENSHIP

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Aon Botswana Aon plc is the leading global provider of risk management, insurance and reinsurance brokerage, and human resources solutions and outsourcing services.

Aon Advantage The key advantage is Aon’s broad view of two of the most important issues in today’s economy: risk and people. With an employee base of 62,000 people working in more than 120 countries, Aon can anticipate how changes in one sector impact another.

Another advantage is their client focus: every day employees ask, “How can we help a client or how can we help a colleague help a client?” Because each of their client groups has unique needs, their professionals – coordinated by strategic account managers or relationship managers – specialise by product, function and client industry.

By truly listening to and working with the client as a partner, Aon can best develop solutions that work seamlessly with a client’s business. Only in this manner can Aon help uncover risks and discover new opportunities to make each business more successful, now and into the future.

Corporate Citizenship Commitment Thapelo Matsheka, Aon Botswana Chief Executive

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By truly listening to and working with the client as a partner, Aon can best develop solutions that work seamlessly with a client’s business.

Officer, affirms their commitment as a leading professional services firm. Matsheka believes that Aon has a distinct responsibility to conduct business in a manner that has a sustainable, positive impact on the communities where they operate, and the colleagues who make Aon the destination of choice for the most talented professionals.

Aon takes great pride and goes to great lengths to ensure everything they do works in harmony with communities. They make certain their operations are environmentally friendly and help clients “go green.”

Aon adheres to the most rigorous business conduct standards. They help make it easy for clients and colleagues to give and volunteer. Aon also invests in diversity programs to ensure they promote a welcoming, open culture with diversity in thought and style.

Aon’s collective dedication to their clients, people, communities and shareholders, is delivered locally and all over the world, every day. This is the essence of what it means to be Aon: service, teamwork, integrity and results.

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Environmental Policy Statement Aon is committed to minimising the environmental impact of its business activities. The company has implemented extensive recycling programs and has a number of initiatives in place to reduce energy utilisation. The company’s newer buildings contain motion-sensing lighting while older facilities have been retrofitted with lighting timers to turn off lights during idle periods.

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Aon’s collective dedication to their clients, people, communities and shareholders, is delivered locally and all over the world, every day. This is the essence of what it means to be Aon: service, teamwork, integrity and results.

The company has also taken advantage of alternative lighting design in its newer facilities to ensure the greatest possible efficiency. Extensive use of energyefficient computers and business machines contributes to emissions reduction and energy savings. Video conferencing has been implemented throughout Aon’s global network, contributing to efforts to reduce travel-related emissions. With regard to Aon’s business activities, Aon experts work with clients around the world to evaluate and mitigate environmental impact and risk.

Corporate Governance Aon’s success is founded on an unwavering commitment to personal and professional integrity, ethics, honesty and fair dealing. Aon’s senior management team and Board of Directors embrace these principles.

They have adopted strong corporate governance practices that reflect this commitment and ensure that the company is managed with integrity and with the objective of building shareholder value over the long term.

They believe their strong corporate governance practices are illustrative of the ethical culture that has always existed at Aon. They are dedicated to ensuring that this ethical culture persists as a driving force in each of Aon’s business operations.

Aon Head Office – Gaborone Aon House, Plot 50368 Gaborone Business Park Showground, Gaborone Tel: + 267 361 7300 Fax: + 267 3914608 E-mail: enquiries@aon.co.bw www.aon.com

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Lady Khama Charitable Trust

About the Trust The Lady Khama Charitable Trust was founded in 2002 in Lady Ruth Khama’s honour by her son His Excellency Lt. Gen. Seretse Khama Ian Khama, the current President of The Republic of Botswana. Through the Trust, the legacy of Lady Khama’s community development work, which mainly focused on children and women, has continued.

The Trust allocates its funds to dedicated projects in Botswana proposed by charitable organisations that can demonstrate good governance and financial discipline in their support of the disadvantaged, in particular women and children in need.

Who was Lady Khama?

Lady Ruth Khama was the first woman to have the First Lady of the Republic of Botswana title after her husband Sir Seretse Khama became president in 1966.

She was unfailingly by her husband’s side as he met the challenge of transforming the poverty-stricken Protectorate of Bechuanaland (now Botswana) into a prosperous and peaceful democracy. A devoted mother herself, she was always concerned about the needs of women and children, especially those who were disadvantaged.

This concern manifested itself in her leadership of numerous charities; most notably the Botswana Red Cross Society, the Botswana Council of Women, and the SOS Children’s Villages. Something of her character is reflected in the core principles of the Red Cross, such as humanity, impartiality, independence, voluntary service, unity, and universality. Her dedication to these ideals was a source of personal strength that predates the time of her famous marriage, which elevated her

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as a global symbol of the triumph of love of family and community over racial ignorance and hate.

Several books were written about Lady Khama and Sir Seretse’s story, including “Colour Bar – The Triumph of Seretse Khama and his Nation”, which was published in 2007 by Penguin, and “A Marriage of Inconvenience – Persecution of Ruth and Seretse Khama”, which was published in 1990 by HarperCollins.

Purpose The Lady Khama Charitable Trust’s purpose is to help improve the lives of vulnerable women and children in Botswana. The Trust aims to achieve this by initiating, establishing, supplementing and promoting charitable and educational activities in Botswana and by raising and investing funds to support this mission.

Methodology The Trust partners with existing charitable organisations working at both national and grass roots level. The focus

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The Trust allocates its funds to dedicated projects in Botswana proposed by charitable organisations that can demonstrate good governance and financial discipline in their support of the disadvantaged, in particular women and children in need.

Beneficiaries Projects and initiatives that receive funding from the Lady Khama Charitable Trust are evaluated quarterly on a case-by-case basis.

The Trust ensures that funds are used for their intended purpose through regular feedback and updates given by the charity organisations.

is on supporting organisations that are well run, small and dynamic. More often than not, these organisations work in remote areas and often struggle to procure support as a result. The strength of The Lady Khama Charitable Trust is in local fundraising and identifying the projects and beneficiaries that are most in need of help and most likely to use the funds to the best advantage.

Working method In addition to its own fundraising activities, the Lady Khama Charitable Trust looks for funding from local and international donors, individuals, corporations and organisations.

As a result of the two main fundraising activities – being the Gala Dinner and Family Fun day – to date the Trust has been able to donate over 4-million pula to local charitable organisations.

Since inception in 2002, the Trust has raised about 5-million pula.

Over the years the Trust has donated money, vehicles, wheelchairs and paid medical bills for children in desperate need.

Beneficiaries include: • Bana ba Metsi • Botswana Red Cross • Childline • Little Friends • Ray of Hope • Society of St Vincent De Paul • SOS Children’s Village • St Peters day care centre • Stepping Stones International • The Flying Mission • Top Banana • Tshidilo Stimulation Centre The legacy of Ruth Khama and her values lives on through the Lady Khama Charitable Trust, which hopes to form a legacy in its own right through fostering and growing a culture of community aid and support. These goals go hand-in-hand with creating a healthier future Batswana community in every aspect.

Same Siziba (Trust Coordinator) Tel: +267 393 4501 Mobile: +267 7595 8918 Email: same.siziba@lkct.org or info@lkct.org Website: www.lkct.org

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Kgalagadi Beverages Trust – Benefitting communities Kgalagadi Beverages Trust is the social investment arm of Kgalagadi Breweries (Pty) Ltd and Botswana Breweries (Pty) Ltd.

“We believe that the prosperity of our business is closely aligned to the health and wellbeing of the communities in which we work. Our corporate social investment (CSI) activities aim to improve the quality of life for local people, helping us to build strong relationships with communities, consumers and our employees.”

The Kgalagadi Breweries (Pty) Ltd and Botswana Breweries (Pty) Ltd CSI strategy is driven by Kgalagadi Beverages Trust (KBT) and reflects group strategic themes of benefiting communities and enterprise development; and at least 80% of CSI spend is focused in these areas. Our CSI projects are independently evaluated, including commentary on the effectiveness against targets and positive impact on society.

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Through Kgalagadi Beverages Trust, KBL and BBL are recognised by external stakeholders as national leaders on CSI. In 2004, Kgalagadi Beverages Trust (KBT) launched KickStart with an aim of creating a culture of entrepreneurship among young people between the ages of 18 and 30.

Botswana is faced with significant levels of unemployment and KickStart is an appropriate continued response to the country’s national priority to create jobs, particularly amongst the country’s youth, by providing them with entrepreneurship opportunities through skills development. KBL and BBL are proud of the achievements of KickStart considering that as a leading corporate, the companies have the inherent responsibility to care for the wellbeing of the society.

KBT initially established the programme to support efforts in addressing youth unemployment in Botswana. It later flourished to become one that encourages a spirit of entrepreneurship amongst the youth and a platform to stimulate sustainable enterprise development.

Through KickStart, KBT has established and grown a significant number of small businesses owned

by Botswana youth. KickStart provides young entrepreneurs with monetary grants for business start-ups and the expansion of existing businesses, and also focuses on outcomes-based business skills training and mentorship. The programme promotes business awareness and builds capability among young people through training, providing grants as start-up capital, as well as mentoring and assistance during the business set-up phase. A mentor is commissioned to monitor grant beneficiaries and to help them run their businesses prudently for the first twelve months.

Each year, KickStart has seen budding and existing entrepreneurs enter the competition. The primary intention is that candidates develop sound business ideas into viable and sustainable businesses. Many of these businesses have succeeded in doing that and gone on to become significant companies, employing large numbers of people. These companies have contributed to both job creation and the broader Botswana economy.

To date, KickStart has distributed over US$1.2 million to youth entrepreneurship projects and provided business skills training to more than 90 young entrepreneurs. The programme has enabled more than 22 young Batswana entrepreneurs to realise their dreams of owning a business. In addition, over 80% of the supported businesses are still in operation.

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KBT KickStart has become the country’s leading and largest entrepreneurship programme within the private sector with the programme having become a benchmark for successful small enterprise development.

KBT KickStart has become the country’s leading and largest entrepreneurship programme within the private sector with the programme having become a benchmark for successful small enterprise development.

Kgalagadi Breweries (Pty) Ltd Tel: +267 395 3619 Fax: +267 390 1447 Botswana Breweries (Pty) Ltd Tel: +267 395 3831 Fax: +267 391 1924

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The Wilderness Wildlife Trust

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{ Wilderness Safaris is first and foremost a conservation organisation and ecotourism company. However, to reach beyond the geographic scope of Wilderness, the decision was made in the late 1980s to form an independent Trust which has conservation as its driving force. Accordingly the Wilderness Wildlife Trust was formed with the goal to make a difference to Africa, her wildlife and her people.

Today the Wilderness Wildlife Trust supports a wide variety of projects in southern Africa, within the categories of wildlife management, research and education.

A key on-going project includes the reintroduction of rhino into Botswana. Poached to extinction some time ago, a project between the Botswana government, Wilderness Safaris and the Wilderness Wildlife Trust has resulted in both black and white rhino being returned to their integral place in the hierarchy of wild Botswana.

The Trust’s new primary research projects in Botswana include Elephants Without Borders which, among other goals, investigates cross-border movements of elephants through Botswana, Namibia, Zambia, Angola, and Zimbabwe; as well as the Roan Antelope Habitat Project.

Other initiatives which the Trust has contributed to in recent years include the Okavango-Kalahari Wild Dog Research, Lion Genetics Project, Cheetah Niche Segregation, Central Kalahari Wild Dog Research, Makgadikgadi Zebra Migration Research, and Children in the Wilderness.

Today the Wilderness Wildlife Trust supports a wide variety of projects in southern Africa, within the categories of wildlife management, research and education. These projects address the needs of existing wildlife populations, seek solutions to save endangered species and provide education and training for the people and their communities.

The Trust’s distribution of funds in the 2010/11 financial year (throughout southern Africa) included: 57% to Research and Conservation; 20% to Community Empowerment and Education; 17% to Anti-Poaching and Management; and 6% to Awareness Building through the production of the Wilderness Trust’s brochures and website (www.wildernesstrust.com).

www.wilderness-safaris.com www.wildernesstrust.com

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CSR and SMEs? Corporate Social Responsibility (CSR): isn’t that meant for big companies only? Ask the average Motswana for shining examples of CSR companies and they probably won’t get beyond a few multinationals.

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SME entrepreneurs are nevertheless quite good in this field. Important criteria for CSR are: relating well to employees, providing proper information to, for example, banks and people in the neighbourhood, respecting the environment and the like. In many places this appears to be going quite well.

Pillar of the local community

environment. Such an attitude most probably explains SMEs’ aversion to labels and certificates. They find it difficult because the process to obtain and retain the label or testimonial is often at odds with their way of running a business. This, after all, demands great flexibility aimed at continually responding to the rapidly changing demands of customers.

Many entrepreneurs practice corporate social responsibility without being aware of it, because they are physically among their people and relate to the local community. These entrepreneurs know their neighbours and are often active as chairpersons or committee members in local associations or school committees. They often play the role of main sponsor.

How many entrepreneurs don’t keep the local football team afloat? Or sponsor or organise art exhibitions?

Give free products to youth movements? Go on camps or look after the transport of tents and equipment?

SMEs want to keep their business running and, in addition, do the best they can for society. We have to ask ourselves what the added value is of all the bureaucracy of paperwork documentation: specialised companies get richer and paper is produced to comply with what society supposedly requires. The importance one attaches to labels and testimonials fits in with the general belief that ‘what is not bureaucratised does not exist.’ This phenomenon also crops up elsewhere.

These entrepreneurs also know the personal circumstances of their employees. They often advise and assist them with family problems. They maintain a very direct relationship with their customers and, if a problem arises, they can be approached personally. No ombudsman is needed. Customers also do not have to call via a distant call centre with anonymous customer or complaint services to get complaints off their chests.

If a problem exists, it is one of visibility. The entrepreneurs themselves find what they do nothing more than self-evident. The same applies to their communities. Everyone finds the CSR efforts of the local entrepreneurs so normal that these are no longer ‘seen’ and are therefore underestimated. For us, therefore, the issue is to bring this aspect of SMEs more into the open. We have to publicise the fact that independent entrepreneurs are more than important creators of jobs or contributors of taxes and para-fiscal revenues. They are indispensable pillars of our society.

But these entrepreneurs do not write books about it, nor build PR campaigns about their efforts for the environment, HRM policy or good relations with the community. SMEs simply practise CSR without making a big deal of it. What is special about an SME is that personal and formal accountability coincide. Economic relationships are human relationships as well.

SME and CSR: increase visibility

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Testimonials and labels are frequently used as a way of ‘displaying’ CSR efforts. Here, too, big companies are more active than SMEs. The latter often lack the resources to record their efforts on paper and thus acquire a label.

Testimonials and labels are frequently used as a way of ‘displaying’ CSR efforts. Here, too, big companies are more active than SMEs. The latter often lack the resources to record their efforts on paper and thus acquire a label. For that very reason they remain in the shade. Yet the values of SMEs often form the basis for their actions. A company, in which human values prevail, is based on mutual trust in relationships and focussed on a meaningful goal, development of people, a positive contribution to society, with respect for the

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nurturing human capital and sustainability

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The Citizen Entrepreneurial Development Agency (CEDA) Creating Sustainability – One Entrepreneur at a Time.

The Citizen Entrepreneurial Development Agency (CEDA) was established by the Government of the Republic of Botswana to provide financial and technical support for business development with a view to the promotion of viable and sustainable citizen-owned business enterprises.

CEDA was incorporated as a company limited by guarantee on April 12th, 2001 and commenced operations in June 2001. The company was established in response to a recommendation made by the National Conference on Citizen Economic Empowerment (NCCEE) held in July 1999, in order to introduce the professional management of the Government financial assistance initiatives and to streamline the numerous projects providing similar schemes.

The Agency was established to address the need for coherent and holistic support for the development of small, medium and large scale enterprises through the soft window and package offered through the subsidiaries. CEDA offers funding for capital expenditure, stock or working capital in new and existing business ventures. It also offers training and mentoring for new and seasoned entrepreneurs and business advisory services to entrepreneurs in various skills as identified through the needs assessment that is conducted during project monitoring.

Structure

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The Agency was established to address the need for coherent and holistic support for the development of small, medium and large scale enterprises through the soft window and package offered through the subsidiaries.

The control of CEDA is vested in the Board of Directors appointed by the Botswana Government. The Board of directors consists of representatives from Government and Non Government agencies. In this way commercial sense balanced with the social responsibility of Government will come to bear on the operations of CEDA. The key functions of the board of directors are to direct, monitor and control the strategic direction of CEDA, ensuring that sound business policies are practiced and the objectives of the agency are being met. The Chief Executive Officer assisted by the Deputy Chief Executive Officer (Operations) and Deputy Chief Executive Officer (Corporate Services) and Senior Management Team manage the company.

CEDA Products and Services • • • • • •

Loan finance; Equity; Lease Loans; Property Loans; Credit Guarantee (short and long term instruments); Citizen Entrepreneurial Mortgage Assistance Equity (CEMAEF); • Factoring and Invoice Discounting; • Business Advisory Services (Training and Mentoring).

CEDA Sectors • • • • • • • •

Agribusiness; Property and manufacturing; Services; Structured finance; Training and mentoring; Credit guarantee scheme; Invoice discounting; Application process.

Vision The current business climate means that today’s entrepreneurs and businesses have to embrace the reality that their exploits for trade, commerce and production must happen in harmony with other life sustaining activities. Entrepreneurship can extensively support sustainable development.

Entrepreneurship is a dynamic force for economic development and so CEDA encourages Batswana entrepreneurs to join the sustainable development agenda through innovative new business models which serve to strengthen ecological and social sustaining products and services.

Over the years, CEDA has supported a significant number of social entrepreneurs and others who have sustainable development at the core of their business models. It is CEDA’s vision to be the leading financier of green initiatives in Botswana. CEDA has worked with three notable sustainable projects over the years: • World Class Technology • Fan Moj Technology • Cleaning Wizards

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CEDA Case Study: World Class Technology (Pty) Ltd Petroleum waste collection and disposal company in Botswana. and Gaborone from where waste oil is transported to South Africa. In addition WCT has two trailer mounted oil tankers with 2500 litre capacity each.

Market Customers include all oil refining companies in South Africa that are duly certified by the ROSE Foundation and recycle used oil. The market size is limited by the quantum of waste oil recovered and exported to South Africa. A conservative market estimate of viable quantities in the region is 4-million litres per month.

Background World Class Technologies (Pty) Ltd (WCT) is a citizen owned company established in April 2003. WCT received one-million pula expansion capital from CEDA. They employ four to 10 people at a time subject to operational requirements.

WCT’s secret is in waste separation. Their core business is the safe collection, storage and ultimate disposal (by way of sale) of waste oil to certified oil recycling facilities based in South Africa. WCT is licensed as a waste carrier with the Department of Waste Management and Pollution Control in Botswana. WCT is accredited with Engen, Total and Caltex and in talks with Shell, BP and Castrol.

Principal sources are the main mining companies (Debswana, Tati Nickel, CIC Energy, AVIVA and Discovery Metals), large motor dealerships, and large construction firms and users (Barlow Group, Murray and Roberts, Stock & Stocks, BDF, BCL, Sua Pan, Botswana Railways and Morupule Colliery).

Future Plans WTCs vision is to seize their immense competitive advantage positioning (only waste oil collector north of Debete and close to South African border) and become the leading waste oil collector in Botswana. WCT aims to adhere to global best practice.

All WCT products are approved by SABS and solvents conform to the SA Occupational Health and Safety Act, with Department of Environmental Affairs and Tourism of South Africa authorisation. WCT is a member of the Tshole Trust and has a partnership with the OPS Africa group.

WCT is dedicated to applying sustainable and globally accepted solutions to waste oil collection and management of contaminated waste streams.

Production WCT delivers professional site maintenance services to leading regional industrial companies; and manufactures and sells products that address recovery, spillages, remediation and recycling to minimise waste.

WCT is strategically placed in Francistown near key sources of waste oil. WCT owns two tankers: a 40,000 litre tanker and a 25,000 litre tanker. Furthermore, WCT has 230,000 litres of installed capacity in Francistown

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CEDA Case Study: Cleaning Wizards (Pty) Ltd Waste Management Services in Gaborone Industrial Background With 55 employees country-wide, Cleaning Wizards is owned and managed by Mr. Odirile Monare. The client was approved a loan of P1,230,246.15 on the 15th April 2008 for purchasing a refuse compactor truck. The Company operates a fleet of six compactor trucks and two skip loaders that are used for collection of refuse from various customers. The company also offers rental and emptying of skips, supply of black refuse bags and bins, collection of clinical waste, and contract office cleaning.

Production The process of refuse collection is as follows: • dustbins and skips are deployed at different sites within contracted areas; • vehicles collect garbage from commercial/industrial and residential areas; • garbage is loaded into trucks and transported to the designated landfill for dumping; • litter pickers collect litter and place in black plastic bags which are collected by truck and disposed of at the landfill.

Market The target market comprises city councils and private corporations/institutions which generate an average income of P400,000.00 a month.

Future Plans

Cleaning Wizards is a 100% citizen owned company incorporated in the year 2000. Through their management systems, they have identified key aspects of their environmental performance. They are members of the Institute of Waste Management of Southern Africa (IWMSA), Botswana Confederation of Commerce, Industry and Manpower (BOCCIM), Department of Waste Management and Pollution Control (DWMPC), and certified with the Botswana Bureau of Standards (BOBS).

Their commitment to corporate responsibility is fundamental to delivery of their strategy. They have designed strong systems to ensure that they fulfil their duty of care towards the environment and comply with the various environmental and quality performance standards.

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• The company intends to actively engage in aggressive marketing strategies in order to increase its customer base. The main targets are companies located within the CBD. • Prior to the change in management for the Masa Complex, Cleaning Wizards (Pty) Ltd had already negotiated for a cleaning contract with this company.

• The company also intends to expand into Francistown – Cleaning Wizards (Pty) Ltd nickel contract continues.

• Undertake and document a strategic plan for the business, with the main aim being collections of overdue accounts.

• Cleaning Wizards Pty Ltd is currently working on the following tenders due for submission – Gaborone City Council – Tsholofelo area, Gaborone West, Ramotswa Village and Taung. The above are estimated to cost P80,000 per month per area of service.

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CEDA Case Study: Fan Moj Enterprises (Pty) Ltd Paper recycling and refuse collection in Maun Background Fan Moj Enterprises (Pty) Ltd is a citizen owned company that registered on the 24th December 2002.

This company is owned and managed by Fane Mojalefa Mpheye (85%). Thapelo Mpheye is co owner with (15%).

The company has currently employed 11 people.

The client was approved a loan for P305,000.00 to fully establish the operational status of the company and achieve a better position in the market. The funds were to be utilised as working capital and only P46,000.00 will be used to buy furniture and office equipment.

Production The business is situated in Maun next to Thamalakane River where water is pumped with a generator into the business as the operation requires a lot of water. The property stands on tribal lot 16690 in Maun, belonging to the promoter Mr Fane Mpheye under title deed number FT TL 309/2011 dated 15th June 2011.

Market The target market of Fan Moj Enterprises (Pty) Ltd comprises of the general public, business community, government and companies’ that operate within Maun and the surrounding areas. There are a total of 29 clients in the target area which require the services offered

by Fan Moj Enterprises, but the company is currently

servicing 15 clients. The North West district council advertises in newspapers inviting tenders from the public every two years. The majority of their clientele is the business community in Maun who require frequent emptying of their bins.

The promoter has just secured other jobs from Sladden, as well as Murray and Roberts to remove rubble at their sites in the Boseto Mine in Toteng. These will certainly beef up his market. The above mentioned contracts generate an average income of P400,000.00 on a monthly basis.

Future Plans The following strategies have been adopted by the company to increase its competiveness: • Solicit support from other refuse collecting companies to give him paper as the only paper recycling company in Maun; • Reach agreements with various stores in Maun to collect their waste papers and boxes, hence giving the convenience of frequently emptied bins; • Informative advertising will also be used; • Engage in social responsibility undertakings in order for the company to understand and assimilate the importance of a clean environment. This will also help in educating the community of the availability of a recycling facility in Maun for their convenience and an opportunity to keep their area clean.

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National Food Technology Research Centre (NFTRC) The existence of the National Food Technology Research Centre (NFTRC) dates back to 1984 when it was called Botswana Food Laboratory. Since 1987, NFTRC institution has grown substantially in its research capacity and service to the food industry. In its current status as a company limited by guarantee, NFTRC is governed by a Board of Directors appointed by a minister.

Mandate • Promote the development of the food industry on an integrated and collaborative basis; • Carry out research, development and commercialisation of food technology and nutritional products; • Provide technical assistance to the food and agro industry; • Promote and enhance mechanisms for effective food technology information collection and dissemination; • Promote job creation; • Contribute to import substitution and export promotion; • Exploit opportunities in the food sector; • Improve quality of food; • Ensure food standards; and • Promote utilisation of local food materials.

Vision and mission NFTRC aspires to be an international centre of excellence in food science and technology. Its mission is to generate food technologies that enhance economic diversification, food security and quality through sustained end user focused research and development.

Core Values • • • •

Innovate applied research; Instil the spirit of entrepreneurship; Recognise NFTRC employees as its best assets and; To account for our actions.

NFTRC’s premises have purpose built facilities comprising of a pilot plant, laboratories for Food Science and Technology (Food Microbiology, Food Biotechnology and Food Biochemistry), an Administration block and facilities for catering and conferencing, Extension and Training, Nutrition and Dietetics research, and a library.

It is envisioned to achieve excellence and be a world leader in Food Science and Technology, Research and Development. Its mission is to generate knowledge and technologies to enhance food quality and safety through sustained research and development; communication and extension services; and training and commercialisation of the provision of its services and products.

NFTRC’s research includes the generation of knowledge particularly on the macronutrient and micronutrient composition of Botswana traditional foods. The evaluation on foods also includes determination of anti-nutritional factors found in foods, which might affect the bioavailability of specific nutrients.

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NFTRC also conducts food safety-related testing with respect to physical, biochemical and microbiological contaminants in foods. Food-testing services are also provided to the food manufacturing industry, government departments and individuals engaged in food processing, to ensure supply of safe and wholesome food to the nation.

These tests include detection and quantification of: foreign materials, anti-nutritional factors, residues, toxins, microbial pathogens, allergens, and genetically modified sequences (GMOs).

Research is also conducted to investigate the various ways of adding value to local agricultural produce through product and manufacturing process development, as Botswana is well endowed with untapped natural food resources and minimally commercialised agricultural produce.

• processed meats from beef and donkey, as well as game meat (e.g. phala, kgama).

NFTRC also provides nutrition services such as screening for definitive testing of various diseases and individualised nutrition counselling as an attempt to help reduce the prevalence of obesity and ultimately non-communicable diseases.

Recipes based on traditional foods made from veldt products have also been developed, such as: mmilo, morula, mopennweeng, moretlwa, mogwana, motsotsojane, sesoswane, leswaswa, mosukudu, mosukujane and lengana.

In its efforts to contribute to economic diversification, NFTRC assists in the initiation and promotion of the food manufacturing sector through technology transfer. This activity is specifically carried out to assist in stimulating development of the local food processing industry, thus leading to import substitution, job creation and poverty reduction.

Traditional dishes may be developed, such as: mosutlhane, lesasaoka, mptshaptsha, kabu, legala, bogobe ja lerotse, seswaa, roasted sweet potato, thepe, and rothwe. NFTRC caters to potential entrepreneurs who can set up food processing businesses to reduce food imports, diversify the Botswana economy and create jobs. NFTRC was set up to ensure the growth of the food processing industry because “where production is, is where jobs are”.

NFTRC encourages people to process foods such as tomatoes into juice, jam, sauce and dried tomatoes, as well as train people to preserve or diversify usage of any food product for commercialisation. NFTRC also provides nutritional counselling for healthy eating to fight obesity and non-communicable diseases such as diabetes and hypertension.

The Skills Transfer Programme objectives are: • To impart basic food processing skills to participants.

• To stimulate entrepreneurial interest in food/agroprocessing.

• To trigger demand for NFTRC products and services.

It is worth noting that the NFTRC has a pool of BOTA accredited trainers and uses accredited material for training purposes.

Some of the products NFTRC has developed and are ready for commercialisation by potential entrepreneurs include: • canned, pickled, frozen, dried, smoked, and pasteurised long-life products; • snack foods; • jams and chutneys;

Plot No. 1840 Mpuutsane Industrial Area Private Bag 008 Kanye, Botswana Tel: +267 544 0441/544 5500 Fax: +267 544 0713 Email: mail@naftec.org Website: www.naftec.org

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The Pacific Institute Botswana The Pacific Institute (Inc.) is a Seattle based consultancy company that has been on the edge of elevating individual performance and culture change for nearly 40 years.

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The Pacific Institute (TPI) uses powerful concepts aimed at getting people to understand their own potential and how to apply it. An acknowledged world leader in improving organisational performance in the private, government, education, training and community sectors, TPI is represented in 60 countries in 14 different languages and has affected over 30-million lives worldwide.

The global company was introduced to Botswana in 2009 and The Pacific Institute Botswana (TPIB) was registered and accredited by the Botswana Training Authority (BOTA) in 2010. Like its parent organisation, TPIB works with clients to identify and instil the ingredients of transformation, which are at the root of vibrant, sustainable, high-performance cultures.

Vision and mission TPIB aims to significantly enhance the quality of performance of the 40-million residents of the Southern African Development Community (SADC) through impacting the thinking of key leaders and their followers. Through these leaders, the company enriches the quality of life of individuals, teams and organisations. The unique globally-recognised interventions help to build thriving organisations which contribute to Botswana’s desirable working and living conditions.

Philosophy TPIB equips people, teams and organisations with the means to unleash their inventive, creative potential to find better means to perform. They aim to endorse best business practices in Botswana, executed in the most sustainable globally competitive and recognisable ways.

Community Solutions in Botswana and in other countries.

Globally, one-million people a year go through TPI’s programme. This number not only includes literate adults in corporations, but also primary and high school children, indigent youth, the blind and the illiterate. This is possible because TPI’s programs have been formatted to fit consumption by these groups. In the education sector in South Africa, some prominent schools like St. Stithians College and the Oprah Winfrey Leadership Academy for Girls have included Investment in Excellence in their school curriculum, with each registered student going through Investment in Excellence, and teachers themselves being facilitators of the process.

TPI South Africa also has a highly successful “Grassroots Program” with Checkers/Shoprite, training indigent youth from the township sector with Investment in Excellence to give them a chance at a better life and work. Following the program, these youths have a high acceptance rate into the Checkers youth employment program, a >90% retention rate, and a higher rate of rise into management positions and retention there, as compared to other youth empowerment programs.

Corporate Focus The Pacific Institute Botswana’s programs are applicable to all levels in an organisation. They transcend professional discipline by focusing on the internal thought (brain) systems which they develop to a higher

Background Information TPIB offers its services to leaders who share current issues in Botswana’s human capital. They are equipped with solutions which they service in their unique way of approaching human issues as a priority over managing business issues alone. The purpose of TPIB is in Leadership Development and Organisational Transformation, creating Corporate, Education and

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capacity in order to create the most efficient thought process.

The aim of all highly functional companies is to have a highly engaged workforce where managers manage systems as a priority over micro-managing people.

The implication is that in systems like that, individuals exercise disciplined thought which generates disciplined action and innovation, making unnecessary the micro-management stated above. The processes of TPIB help to create engaged disciplined, innovative and change-ready employees who by their independent self-actualising thoughts and actions, allow leaders to focus on championing their followers towards the organisational vision, the most important task of leadership. This is how organisational growth and development occur most efficiently and expeditiously.

TPIB’s tools are threefold: Investment in Excellence, Vision Achievement and Organisational Alignment, and The Leadership Circle.

Investment in Excellence (IIE) Investment in Excellence is an internationally recognised thought process re-engineering tool based on extensive research in the field of cognitive science and human learning theory. Its success is based on its unique ability to stimulate deep personal introspection and catharsis, leading to the participants’ confrontation of their individual counterproductive attitudes and beliefs. A hunger for higher efficiency is subsequently created and this in itself leads to the engagement of more productive choices and the development of more productive ways of working. Investment in Excellence creates the conditions that facilitate the creation of self-actualised, humanistic, encouraged, affiliated and achieving employees.

IIE is administered in three phases over ten weeks. Phase 1 focuses on the individual (me), examining the cognitive causes of their low efficacy and causative power, and then teaching effective tools for change and higher efficacy. Phase 2 focuses on the team (we), dissecting its efficacy in teleology (the movement towards vision) and in end-results thinking. Styles of leadership and followership, constructive motivation, creating and maintaining optimism and resilience, creativity, team purpose and significance, and effective team goalsetting are also taught in very practical ways. This phase creates the conditions for optimal team engagement and alignment, and for high performance. Phase 3

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explores the very important issue of organisational culture (us) and engages the delegates in practically considering their part in creating the optimal culture in their organisation.

At each level in this ‘me-we-us’ framework, the focus is performance improvement through the creation of personal, team and organisational motivation, through goal setting, and through the defining of standards, levels of achievement and accountabilities. The harnessing of individual causative power then creates personal, team and organisational success through the creation of a critical mass of cognitively efficacious individuals who have fluid communication as a result of speaking the same language of efficiency.

Vision Achievement and Organisational Alignment (VAOA) This IIE-based process’s effectiveness hinges on assisting organisations without a corporate vision to actually create one to guide them in their disciplined and clear movement towards the future they desire, and in the

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TPIB places a particular focus on leaders, as it is leadership which is the primary determinant for organisational culture.

Wendell Allmon, Managing Director The organisational culture survey clearly shows an organisation’s reactive versus its creative response, and pin-points areas to focus on if the organisational culture is to shift to a predominantly creative one. A constructive organisation realises enhanced profits through enhanced innovation, through maximised alignment end engagement, and through reduced waste and costs.

economic application of all their resources towards their desired end-points with clearly defined and dispersed accountabilities. The projected End Results of the VAOA are then paired with a measurement tool of the corporation’s choice for tracking progress and for self-correction.

For those organisations with strategies, the process serves to create intra-team alignment, and to align the organisational culture to the strategy itself. It has been well documented that most corporate strategies fail because of an organisational culture’s failure to align with the strategy. VAOA goes to the root cause of failure of organisational strategies and visions.

Organisational and Leadership Development The Organisational and Leadership Development Programme encourages leaders to focus on aligning the business with its human system. To this end, this tool identifies and quantifies the organisational culture and assesses leadership competency.

The leadership profile is a 360 feedback tool which assesses not only the reactive versus creative tendencies of a leader, but also her need for leadership development and her task-relationship balance. It highlights the reactive behaviours of leaders and clearly shows their effect on creativity by measuring 18 leadership competencies, clearly highlighting areas to be targeted for improvement and higher productivity.

Coaching then unravels the mysteries and corrects the deficiencies. With leadership being the single most influential factor on organisational culture, it becomes important to develop competent leaders who are able to harness their human capital to derive maximum benefit for the organisation, and who can create constructive cultures by the modelling of behaviours that are mimicked for greater production.

In today’s business landscape, change is rapid due to new technological advances that are altering the way we compete and form our strategies regarding the future. As a result, Government and corporate leaders face enormous strategic challenges as they attempt to determine the competitive landscape of tomorrow.

TPIB is the go-to place to assist leaders in creating a competitive high performance workforce for today.

The Pacific Institute Botswana Gaborone International Finance Park Plot 119, Unit 1G, Gaborone The Quality Factory: +26 77 393 1835 Cell +26 77 213 1934 www.tpi.co.za

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Botswana Accountancy College (BAC)

Botswana Accountancy College (BAC) provides the highest quality business education in Accountancy, Computing, Business Management and Insurance. BAC owes its origins to a joint venture partnership between the Government of Botswana and Debswana, who are in effect its guarantors. The college has a significant role to play in Botswana’s tertiary education landscape and Botswana’s business landscape through its strategy alignment with Botswana Vision 2016 and the National Human Resource Development Strategy.

The college offers globally recognised and accredited professional qualifications, promoting Botswana’s standing as a knowledge-based society. BAC welcomes students from the whole of southern Africa and beyond.

The hunger for knowledge is vital in today’s society which hopes to engage with environmental issues and challenges. BAC creates and sustains a society

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of information in Botswana. The earth’s current dire climate situation was born out of ignorance. Knowledge and reason are the first step in combating this.

BAC plays an important role in the empowerment of locals to play meaningful roles in the country’s progress and development. Worldwide, business schools are notable in playing an important part in the growth and sustainability of the national economy. Business schools have evidently reached legitimacy in the field of education. An analysis of the functions of business schools and management faculties in universities shows that they accurately mirror the functions of society.

Mission and values BAC aims to become the centre of excellence in Botswana and the region.

1. Clients come first: Our students and their sponsors are our clients. We will do everything that we can to ensure that our students have the best opportunity to succeed and achieve their full potential.

2. Educational Standards: The education, training, and qualifications that we offer will be of an internationally recognised standard.

3. Value for money: We will operate efficiently without compromising standards.

4. Development of Human Resources: Our staff is our most important asset. We are committed to the welfare and development of all of our staff to ensure the long-term success of the College.

5. Responsibility to the community: We will support the development of the business community and the business profession in Botswana.

6. Business ethics: Honesty and integrity will apply in all our dealings.

Benefits of business schools The current operating environment has resulted in business tuition encompassing science and technologies, which are highly beneficial to the surrounding communities and local environment.

There is a growing interest globally from scientists and engineers to study business, on the premise that technologies alone are not enough and these students would benefit from understanding the practice of business.

Business schools serve to connect local communities and are capable of securing long-term relationships.

This is possible through a greater focus on helping businesses identify new business development opportunities and growth sources. BAC is constantly in pursuit of this.

A greater integration of science, engineering and management teaching can lay the foundations for new collaborative research. BAC has the confidence, authority and responsiveness to meet increasing demands from students and business for the relevant skills and knowledge to address the transition to a low carbon, low energy economy.

BAC follows a number of sustainable practices which it hopes will become ingrained in the business practices of all its students. These include using recycled paper and ensuring that the college’s paper is recycled efficiently.

There is a resource specifically employed to ensure all air-conditioning and lights are off when rooms are not in use. During construction processes on the campus, BAC has been sure to maintain minimum disturbance to the environment, even resulting in them having to build around a wide-spread rock situated in the middle of the campus.

Environmental Programme Botswana Accountancy College is in a very privileged position due to the particular care taken by the architects when the Main Campus was being built. They were sure to preserve as much of the natural habitat as possible during the building process, such as the rockery, trees and plants which the building wraps around. This has ensured that various wildlife species have made their home in the area, such as rock rabbits, squirrels, snakes, monkeys, and birds.

BAC is aware that in today’s world, there is an exploitation and sacrifice of wildlife, trees, plants, and the environment in the name of development. BAC therefore aims to maintain and better their campuses so as to reduce their carbon footprint. The current environmental programmes are a work-in-progress with many plans for improvement.

Current reduction of negative environmental impact: Power In student hostel areas, normally the biggest energy consumers are geysers. BAC’s geysers provide hot water for the student bathrooms and kitchenettes and are powered by solar energy. This not only reduces the utility bill, but provides a free energy source from Botswana’s abundant sunlight.

Lights Although not always possible, college staff and students are educated on the importance of switching off power sources that are not in use. BAC is in the process of

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sourcing a power-saving motion sensor lighting system for the offices and tutorial areas. The motion sensor lighting detects the areas in the room which a person is using and illuminates only that area, which would effectively reduce the use of unnecessary energy.

Landscaping and Gardening Botswana has very low rainfall and so it is difficult to justify watering gardens with water that could be used for drinking. BAC buys and uses treated sewerage water for the gardens. They also have a policy that every tree planted on campus has to be indigenous. Any tree that dies or falls will be replaced immediately by a similar tree. BAC is currently on a drive to develop their own compost centre to provide compost for the gardens with any excess given to the surrounding communities.

Office and other waste Currently paper, cartridges, and kitchen oil are collected for recycling with different waste management companies. BAC is in the process of building a bulk bag recycling station to collect paper, cans, plastics, glass, and tetrapak for recycling. The target is to collect 3.5 tons of recyclable waste per month.

Vital to this environmental programme, is to constantly educate students, staff, and visitors about the importance of protecting the environment at home, work, and in communities. It does not take much to protect the future of generations to come.

BA (HONS) Travel and Tourism at Botswana Accountancy College The newly launched Travel and Tourism degree aims to sow back the fundamental principles of the maintenance and protection of the natural heritage.

It is hoped that through this course, a regeneration of tourism initiatives will be bolstered into the surrounding communities. Effective from September 2011, BAC now offers a degree in Travel and Tourism in conjunction with the University of Derby (UK). The move by the college to offer the travel and tourism programme is a welcome development given the fact that the government has identified tourism as an important option for economic diversification.

Anti-Corruption Workshop The main theme of the anti-corruption workshop held

by CIMA Botswana, a BAC partner, on July 2011 in Gaborone Sun hotel was “Transparency and Accountability” as corruption impacts on everyone.

IGGY Botswana IGGY was delighted to be holding its first IGGY U in

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Africa in partnership with the Botswana Ministry of Education and Skills Development and the Botswana Accountancy College. This saw 90 of the brightest and most creative young people from around the globe form the first IGGY U community to be hosted in Africa from the 15th - 28th August 2010.

FFC (Financial Centre) building - Fair Grounds FFC building is the new main financial centre located opposite Bomaid in Fair grounds. FFC contains offices for BICA (Botswana institute of Chartered Accountants), ACCA offices and CIMA among others.

This is a magnificent milestone building surrounded by prominent financial services organisations such as Price-Waterhouse Coopers, Gran-Thornton, Deloitte and Touché just to mention a few. Botswana Accountancy College is privileged to be at the heart of this vibrant financial business area to provide the key service of

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vested interest in holding the college accountable for producing specialised skills so badly needed by the Botswana economy in business and other business related disciplines. The Government of Botswana rightly expects BAC to deliver on its mandate underpinned by its core competencies in the teaching of business and professional programmes. The programmes are designed to produce the best skills and competencies from students who should be employment-ready at the end of their programmes. In essence, the college is right at the epicentre of the intention by all stakeholders to build a knowledge society of the future, and a future filled with entrepreneurs, researchers and creative minds. This is consistent with the overall national longterm goal of skills development in the relevant areas.

Academic Institutions – Strategic Partners

shaping the lives of young Batswana students. The building consists of modern technological facilities and resources focused on undergraduate and professional programs.

The path we tread The BAC was established in 1996 as a joint venture between the Ministry of Finance and Development Planning (MFDP), The Debswana Diamond Company and the Botswana Institute of Accountants (BIA). The objectives of the college were to reduce the reliance on expatriate accountants and in the long term to be a self funding project. BAC is a company limited by guarantee with three sponsors as the shareholders. The MFDP and Debswana have funded BAC until 2007.

Ministry of Finance, Ministry of Education, DEBSWANA Naturally, the college ‘shareholders’ have a special

From its inception, BAC has been closely linked with the professional accountancy bodies whose programmes are accredited to BAC, namely ACCA, CIMA and AAT. In all cases, these professional bodies are represented in Botswana. The college is networked to the professional bodies globally and locally. By definition, they are its key stakeholders. In addition to professional programmes, BAC has collaborative agreements with two U.K. reputable universities, University of Derby and University of Sunderland.

Partners in Commerce and Industry Over and above the rigorous programmes offered at the college, BAC has established relationships with commerce and industry to allow access to continuing professional development, and for seminars to address the specific client company needs. In most cases, BAC will provide short courses on issues such as “Finance for non-finance managers”, “Budgeting in the Public Sector” and similar other programmes. With these offerings, the college is able to establish strong relationships and partnerships.

Site location: Plot 50661, Fairgrounds International, Office Park Gaborone P/ bag 000319, Gaborone Botswana, Tel +267 395 3062 Fax +267 390 4103 www.bac.ac.bw

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