Articles on this Page
- 03/21/19--15:00: _Adora ready to drop...
- 03/21/19--15:00: _DJ Dreas talks Pluto
- 03/21/19--15:00: _Wapeka: A new kid o...
- 03/21/19--15:00: _Jaguar F-PACE intro...
- 03/21/19--15:00: _Company news in brief
- 03/21/19--15:00: _A formidable trends...
- 03/21/19--15:00: _Energising your ideas
- 03/21/19--15:00: _Local content top p...
- 03/21/19--15:00: _Government pharmace...
- 03/21/19--15:00: _No end to Amarika w...
- 03/21/19--15:00: _Corruption - A soci...
- 03/21/19--15:00: _Satrix lists ETFs o...
- 03/21/19--15:00: _Pupkewitz Megaboard...
- 03/21/19--15:00: _We are at a crossroads
- 03/21/19--15:00: _A fierce corporate ...
- 03/21/19--15:00: _2019 ‘to-do’ lists ...
- 03/21/19--15:00: _Namibians first!
- 03/21/19--15:00: _N$572m for drought ...
- 03/21/19--15:00: _'We shall overcome'
- 03/21/19--15:00: _Tucna a limbililwa ...
- 03/21/19--15:00: Adora ready to drop new album
- 03/21/19--15:00: DJ Dreas talks Pluto
- 03/21/19--15:00: Wapeka: A new kid on the block
- 03/21/19--15:00: Jaguar F-PACE introduces special editions
- 03/21/19--15:00: Company news in brief
- 03/21/19--15:00: A formidable trendsetter
- 03/21/19--15:00: Energising your ideas
- 03/21/19--15:00: Local content top priority
- 03/21/19--15:00: Government pharmaceutical plant on hold
- 03/21/19--15:00: No end to Amarika water woes
- 03/21/19--15:00: Satrix lists ETFs on local bourse
- 03/21/19--15:00: Pupkewitz Megaboards opens door
- 03/21/19--15:00: We are at a crossroads
- 03/21/19--15:00: A fierce corporate climber
- 03/21/19--15:00: 2019 ‘to-do’ lists for business owners
- 03/21/19--15:00: Namibians first!
- 03/21/19--15:00: N$572m for drought relief
- 03/21/19--15:00: 'We shall overcome'
- 03/21/19--15:00: Tucna a limbililwa konkalo yeliko
This album has been in the making for almost a year. Rise has the work of producers like Preezy, Glo and Arrafath. There was not much thought put into the collaborations done, Adora explains. “Our wish was to go with the flow and work with the right people for the right songs.”
Some of the collaborations on the album are with Artist of the Year, Kalux, talented Jayden from the Obie and Jayden duo from OTT, Jaliza and Mulberry as the only women, and others.
When asked by tjil why she chose that specific title Adora mentioned that Rise is a very symbolic but also a very sentimental title. “I chose this one specifically because it was suggested by my father, moreover, this is a humble plea to the Namibian nation to rise above all circumstances,” she exlaims.
The body of work consists of 14 tracks of diverse sounds, genres and styles. Rise was inspired by the success of her debut album As I Am which carried her for almost three years.
Adora mentions that not only was it time to put out a new album, but it was also time to share who she has become after the launch of the first album. The album was also inspired by her beautiful fans and those who supported her throughout her career.
The videos they have released alongside Palladin Pictures have shown great success. Their great expertise and astonishing quality can only inspire her to keep the focus on the quality. Phoenix Media Group, which is run by Adora's management company, has ventured into setting up a mobile studio and of course, a sound production department. The second-year student at the College of the Arts looks forward to completing her year with flying colours and to also inspire others that they too can achieve something.
The queen of the south teased collaboration with a young upcoming hip-hop artist from Swaziland called Street Cooper. “We have done a song together and that has given me great mileage in a country I have never been to. I wish to return the favour by introducing him to the Namibian audience through different platforms,” she says.
Adora is also an ambassador of the Omake Charity Initiative which has the ambitious plans to assist unemployed youth, pensioners and school-going children in Namibia who need food, school uniforms, blankets and sanitary pads, and anything that could improve the livelihood of the youth and elders.
“We want to help by providing a long-term solution to the people who are affected due to lack of education, unemployment and other socio-economic factors,” she further noted. Through this initiative she has learned that as artists they have a greater responsibility. “It's not just about the great music and the popular face, but also about the influence,” she says.
Adora would like to thank the very special contributions made towards completing this album and making it a reality, in particular Jackey //Kheibeb, Usiel Haoseb, Palladin Pictures and the Geingob household for believing in her talent and sacrificing so much to make the brand grow and grow to new heights.
His latest offering Pluto was inspired by two things; his favourite electronic DJ Pablo Fierro and his secret obsession with astronomy. “I wanted to make a project that felt and sounded so extra-terrestrial; to create an ambience that resembles the galaxies and stars. Pablo Fierro has a sound I fell in love with and has always resonated with me,” said DJ Dreas.
He mentioned that choosing 11 songs from a catalogue of 40-50 songs was the most challenging part about creating his Pluto project. “You can imagine the pressure to choose the best 11 songs from 50 which all sounded dope for a project that's going to be out forever,” he shared.
As an artist who trades in both music production and on stage performances, DJ Dreas, real name Ngula Andreas Nambambi, believes it is not a must for producers to know how to play actual instruments. He maintains that with instruments being digitally playable knowing how to play actual instruments for production is not a must-have trait. “Production is about having the idea and knowing how to execute what you know regardless of the device,” he said, adding that knowing how to actually play an instrument doesn't guarantee you to have a better sound.
He said that he is happy with how Pluto has been received saying that his fans are proud of what he has done and that gives him great satisfaction. “If I got a dollar for every time I got congratulated on how good the sound Pluto was I could probably pay someone's tuition fees,” he said in a modest way.
Singer Slickartie who was recently featured on Pluto Remix by DJ Dreas described working with him as fun and interesting. “He shares a similar energy and work ethic like me so working with him was easy,” said Slickartie.
When creating music, the producer said he uses two beats making software; Fruity Loop (FL) studio and Ableton. He explains that he uses FL studio for its simplicity and more efficient workflow.
“Then you get Ableton which is not the most popular digital audio workstation out there but it's tailormade for electro music compared to FL studio which is more suitable for many genres,” he said.
These cleaning detergents came into existence as of January 2019, in line with a New Year’s resolution.
Wapeka Cleaning Materials is a proudly Namibian cleaning materials, chemicals, toiletries and cleaning equipment business, which is run by two ambitious young men, Shetu Nghole and Tudiminapo Shindume.
Wapeka manufactures different types of cleaning detergents in Namibia. Among these is a dishwashing liquid, a pine gel, a lemon air freshener and an all-purpose cleaner.
It is a tight and a very sensitive market, as hygiene is crucial, and there has always been an imbalance between supply and demand when it comes to detergents.
There are current and future technologies, including online buying platforms.
“Wapeka is an Oshiwambo word that means ‘clean’ or signifies tidiness, so we would say it’s more than just a name,” Nghole said.
Wapeka markets its products through social media platforms.
It is a well-known fact that the Fourth Industrial Revolution has changed how we do things in the world.
“We have analysed that today's consumers turn to the almighty Google or their friendship base on social media when they need a service, product or have a problem, in order to solve it,” Nghole said.
This means the fundamentals of marketing in the digital age has changed as well, and there is a big shift from the old marketing strategies, hence online services are ideal to market Wapeka’s products, and due to the way customer behaviour has shifted, it’s now easier than ever to hit their target audience.
Wapeka’s products are among the best.
“They are very user-friendly and their durability is out of this universe,” Nghole said, when asked what the benefits. “It’s the very best in the entire country.”
Their products are of a special quality, and made in Namibia for Namibians, to ensure a clean and hygienic Namibian society.
They are strong, user-friendly and environmentally sound, meaning they do not have negative impacts on users and the environment.
“Secondly, we do understand the economic situation that is currently facing our country and its people, hence our prices are crafted in such a way that they give hope and do not take away much from Namibian citizens, because these are Namibian products for Namibians.”
Wapeka cleaning materials are designed for most sectors, if not all.
“Our products can be used at school hostels, government and private offices, carwashes, houses and in every corner of this country (in both rural and urban areas), where hygiene is the top priority,” Nghole added.
They further enhance the World Car of the Year and World Car Design of the Year Award-winning F-PACE range, which offers the unrivalled dynamics and everyday versatility customers expect from a Jaguar performance SUV.
Powered to perform, the 300 SPORT comes with a choice of two 221kW AWD engine options; the 2.0-litre Ingenium petrol and 3.0-litre V6 diesel. The former has 400Nm of torque and can accelerate from 0-100km/h in 6.1 seconds on its way to a top speed of 233km/h, while the latter offers 700Nm of torque and can accelerate from 0-100km/h in 6.4 seconds with a top speed of 241km/h.
Ian Callum, Jaguar director of design, said: “The Jaguar F-PACE has established itself as the ultimate performance SUV. Not only does it combine sports car DNA with the practicality of a larger vehicle, it does so with a great aesthetic. The latest special editions build on this visual appeal by enhancing the model’s sporting character to each create something unique. The F-PACE line-up has something for everyone.”
The 300 SPORT is identified by distinctive Dark Satin Grey exterior detailing. Starting with the front grille surround, this extends to the side window surrounds, side vents, mirror caps and door finishers, as well as the rear valance. With 300 SPORT badges on the front grille and rear tailgate, it is available exclusively in Yulong White, Indus Silver and Santorini Black.
Step inside and the yellow contrast stitching on the instrument panel, centre console and leather seats provide a unique feel to the interior. The 300 SPORT logo is badged on the treadplates, carpet mats and steering wheel and is also embossed on the front headrests.
Comfort and convenience features include Touch Pro Navigation with Connect Pro that enables the driver to control essential features remotely. Jaguar’s 12.3-inch Interactive Driver Display provides a customisable and intuitive driver interface. A Meridian sound system and 14-way electric front seats also form part of the standard specification.
Customers buying the 300 SPORT will have the option of upgrading the standard specification with a number of additional features. This includes 18-way seats, with the option of heated front and rear seats. Adaptive Cruise Control and Adaptive Dynamics are some of the other features also available.
The Chequered Flag is based on the R-Sport model and comes with a distinctive exterior that includes a sport front bumper and striking Gloss Black detailing on the front grille, door cladding, side vents, and roof rails. The Chequered Flag is available in Yulong White, Santorini Black and in the newly introduced colour, Eiger Grey.
Inside, the cabin has a seamless blend of luxurious materials and crafted finishes, with features including leather trim, meshed aluminium detailing and Chequered Flag treadplates. Occupants also benefit from a range of features such as 10-way electric front seats, Touch Pro Navigation Pack, Meridian Sound System, reconfigurable 12.3-inch Interactive Driver Display and the Touch Pro infotainment system as standard.
A range of 2.0-litre AWD powertrains are available with the Chequered Flag, beginning with the more performance-focused 184kW 2.0-litre AWD Ingenium petrol, which powers the F-PACE from 0-100km/h in 7.0 seconds and to a top speed of 217km/h. Two 2.0-litre diesel options offer either 132kW or 177kW, both also with all-wheel drive.
Every F-PACE features a lightweight aluminium intensive construction and driving dynamics that deliver the ideal balance between ride and handling. All-Surface Progress Control enables smooth, effortless traction on low-grip surfaces, while on-demand all-wheel drive and Intelligent Driveline Dynamics deliver optimum performance and capability.
The F-PACE’s high torsional stiffness enables its F-TYPE-derived double wishbone front- and Integral Link rear suspension to deliver a truly rewarding driving experience. Torque Vectoring and an Electric Power Assisted Steering system – both standard – further enhance agility and response.
The latest model year F-PACE gains enhanced smartphone integration with Apple CarPlay as standard. - MotorPress
Egyptian state-owned carmaker El Nasr Automotive Manufacturing and Japan's Nissan have reached an initial agreement to produce 100 000 cars a year in Egypt, the minister for public enterprises said on Tuesday.
The agreement is part of efforts to boost the proportion of locally made auto components in cars assembled in Egypt with a view to exporting the majority of the vehicles, Hesham Tawfik said.
A final contract is expected to be signed within three months, according to a ministry statement, which did not give a target date for the production of 100 000 cars a year.
There have been reports of government plans to revive Nasr Automotive, which specialised in making local versions of Fiat cars before it ceased production shortly before Egypt's 2011 uprising, according to state media.
Its revenue rose to 5 million Egyptian pounds (US$289 185) on assets of 350 million EGP in the 2016/17 financial year, from zero the previous year, according to an Egyptian finance ministry report. – Nampa/Reuters
FedEx cuts profit forecast again
FedEx Corp on Tuesday cut its 2019 profit forecast for the second time in three months, sending its shares down more than 5% and fuelling fresh worries it is losing ground to delivery rivals such as United Parcel Service Inc and Deutsche Post DHL Group.
The profit warning and weak quarterly results were another blow to FedEx, which slashed its forecast in December citing a sharp downturn in worldwide trade.
The package delivery industry is widely seen as a bellwether for the global economy.
"Slowing international macroeconomic conditions and weaker global trade growth trends continue," FedEx chief financial officer Alan Graf said in a statement on Tuesday.
FedEx now expects to earn US$15.10 to US$15.90 for the 2019 fiscal year ended May 31. Analysts had predicted full-year fiscal 2019 earnings per share of US$15.97, on average. – Nampa/Reuters
Tencent Music reports full-year profit
China-based music streaming company Tencent Music Entertainment Group on Tuesday reported a profit of 1.83 billion yuan (US$272.7 million) for full-year 2018, in its first earnings report since going public.
The company, controlled by Chinese tech giant Tencent Holdings Ltd, reported a net loss of 875 million yuan (US$130.39 million) in the fourth quarter due to a one-off share-based accounting charge.
Quarterly revenue rose 50.5% to 5.4 billion yuan (US$804.7 million), beating the average analysts' estimates of 5.29 billion yuan. – Nampa/Reuters
Samsung Elec sees tough 2019 for component business
Samsung Electronics Co Ltd expects a tough year for its component business including memory chips due to sluggish growth in the smartphone market and reduced investment from data centre companies, chief executive Kim Ki-nam said on Wednesday.
He was speaking at the South Korean tech giant's annual general meeting where shareholders are expected to vote on the appointment of board directors.
Samsung is seeking new growth in areas such as network equipment manufacturing as sales of its mainstay chips and smartphones begin to drop.
The company would continue to make bold investments in semiconductor manufacturing in the face of stiffening Chinese competition, Kim said. – Nampa/Reuters
Boeing reshuffles top engineers amid crisis
Boeing Co, facing its biggest crisis in years following deadly crashes of its flagship 737 MAX aircraft, has brought in a new vice president of engineering while dedicating another top executive to the aircraft investigations, a company email showed on Tuesday.
The management reshuffle comes as Europe and Canada said they would seek their own guarantees over the safety of Boeing's 737 MAX, further complicating plans to get the aircraft flying worldwide after they were grounded in the wake of crashes that killed more than 300 people.
The shakeup showed how the world's largest planemaker was freeing up engineering resources as it faces scrutiny during crash investigations while also maintaining production of its money-spinning 737 single-aisle aircrafts.
Lawmakers and safety experts are questioning how thoroughly regulators vetted the MAX model and how well pilots were trained on new features.
For now, global regulators have grounded the existing fleet of more than 300 MAX aircraft, and deliveries of nearly 5 000 more - worth well over US$500 billion - are on hold. – Nampa/Reuters
Chigumba has worked in the fashion industry for a quarter of his career and afterwards ventured into marketing and communications.
With a brilliant mind and plenty of resilience and flair, he completed his Cambridge A-Levels in his hometown of Harare. He then moved to Johannesburg where he pursued his tertiary education in marketing and media communications at Monash University, after which he did his honours degree in strategic brand management at a prestigious advertising school, Vega School of Brand Communication.
“I started off in the fashion industry, working for the famous South African designer, David Tlale, and later I moved on to African Fashion International to be part of the team that launched the inaugural Mercedes-Benz Fashion Week in Johannesburg. I have worked with diverse companies, namely Cheil Worldwide, Abnormal Marketing, Metropolitan Republic, Lowe Bull and with David Tlale Couture,” Chigumba said.
Apart from this he has also been building the momentum of his established career across clients such as Sheraton Uganda, Sanlam, FNB, MTN SEA region, Standard Bank, 1Life, Ocean Basket, Johannesburg Business School and the Abcon Group, just to name a few. He is currently the brand and communications strategist at Weathermen & Co, which means he integrates a strategic plan into the marketing efforts, ensuring that the company reaches the right audience at the right time to drive results for their brand.
“I basically make sure the brand tells a meaningful story to consumers that resonates and evokes change. I love what I do, especially when it empowers people and communities,” Chigumba said.
“The biggest achievements for me have been becoming a published writer in national South African magazines such as Destiny, being a panellist at the Oprah Winfrey Leadership Academy for Girls - South Africa (OWLAG) - and being an active spokesperson for South African NGO, Mina, which focuses on empowering the African girl child and lastly it was losing 60 kilograms, which has been an amazing journey,” Chigumba said.
A typical day in his office includes plenty of time spent on building storytelling presentations and making sure the job gets done and desired results are obtained.
“A lot of hustle and bustle. I am always busy and it helps when I am listen to loud music,” he adds.
Vennduke perseveres through every trial that is placed in front of him. He faces adversary with fire in his eyes.
“I absolutely think what sets me apart from the rest of my colleagues is definitely my threshold for stress. I would say that I work well under stress, I become calm and laugh more.”
He loves working out, wine and meditating. Being a youth leader made him love philanthropy and becoming a role model for others. He further enjoys reading, dancing and socialising and is a self-proclaimed chef.
“My advice to aspiring young people out there is that no one is coming to save you, make a lane for yourself and run in it. The world will adjust. My mantra is wake, pray, slay and don't be basic,” he says.
After the jury of local experts selected the winners of the 2018-2019 Startupper of the Year by Total Challenge in Namibia, they were presented with their awards at an official ceremony held on 28 February at the Am Weinberg conference centre.
The three winners were Tjatjara Kaveto in first place with his company idea ‘The NEST’, Jona Iriya in second place for her project ‘Nam-Oceanic Kelp Enterprise CC’ and in third Place Sajeni Lebogang for ‘Namib Bee’. The prizes in monetary value were N$100 000 for third place, N$200 000 for second place and N$300 000 for first place.
The NEST- Worldview Technology manufactures innovative waterless toilets called ‘The NEST’ that are beautifully designed, easy to install and hygienic for areas that currently have no sewage system. The toilets are 100% eco-friendly with no smell.
Namibia has a rich marine environment, and due to that, resources are abundant.
Nam-Oceanic Kelp collects seaweed from the coast, which is considered as a waste and uses it to make chicken feed. These seaweed has rare nutrients needed to boost chicken production.
Namib Bee recruits Individuals and communities into a trained and closely supported network of beekeepers. Participants will be empowered to adopt modern, highly productive beekeeping systems.
Besides the monetary prizes, these young entrepreneurs received personalised support and coaching from Gordon Institute of Business School (GIBS) and a communications campaign to publicise their project.
The winner of the Top Female Entrepreneur award, a new addition to the 2018-2019 Challenge to support women in business is, Jona Iriya of Nam-Oceanic Kelp Enterprise CC.
“I am proud of the efforts that i saw from all the candidates thus far, and although I would’ve liked to see every project walk away as winners there can only be one winner, in this case three. I look forward to seeing what the future holds for all the winners and every participant,” said Total Namibia managing director, Natal Kakwambi.
The Total Challenge, held simultaneously in 55 countries, 37 of which are in Africa, 11 in the Asia-Pacific and Middle East region, four in the Americas, and three in Europe, reaffirms Total’s commitment to social and economic development in the host countries worldwide.
Helping innovative young entrepreneurs to realise their projects, the Challenge strengthens the local social fabric.
The second Startupper of the Year by Total Challenge received nearly 50 000 entries, of which more than 15 000 were fully completed. Overall, 825 finalists presented their projects to a jury of experts, with 165 winning prizes.
This was the view of trade minister Tjekero Tweya in the National Assembly last week who added that he believes this measure will ensure the effective reduction of the import bill.
According to the Trading Economics website, South Africa is Namibia's major import partner standing at 66% of total imports, followed by the Netherlands, United Kingdom and China.
Tweya is frustrated that Namibia produces many goods and services and yet import volumes are staggering.
“Namibia continues to be faced with a colossal import bill of basic foodstuffs and commodities that we should produce. The situation is no longer acceptable and it is not only goods alone but even services are imported,” said Tweya.
“Many goods and services are being produced locally including poultry, wines, chocolates, plastic products, sanitary products, cosmetics, and arts and crafts, even in the face of big imports.” Namibia Statistics Agency (NSA) figures suggest that in 2017 Namibia's total exports amounted to N$63.5 million whereas imports totalled N$88 million.
Tweya added that in order to substitute energy imports with local energy sources Namibia would have to ensure new technologies are applied. He said the trade ministry in support of the SADC Industrialisation Strategy and Roadmap, as well as in collaboration with the Ministry of Mines and Energy, was instrumental in ensuring the creation of SACREEE, (Southern African Centre for Renewable Energy and Energy Efficiency), a SADC institution.
“One of the main objectives of SACREEE is to assess the deployment of such newer technologies to not only promote energy efficiency but also industrial efficiencies for our industrialisation efforts,” he said.
According to Tweya it is important to note that the trade ministry hosted the National Ozone Unit (NOU) which promotes the eradication of harmful gazes.
According to him some of the products that are primed to be substituted as Namibia regulates shifting the focus towards energy-saving technologies are low global warming potential equipment, air conditioners, fridges and other cooling systems.
“These have the potential to reduce the energy consumption and at the same time reduce greenhouse gases that contribute to climate change. The work under the NOU will also open up manufacturing opportunities of such technologies (heating, ventilation, air-conditioning and refrigeration industries) once the Kigali Amendment to the Montreal Protocol is ratified in parliament,” he said.
This is according to Namibia Industrialisation Development Agency (NIDA) acting executive director Uparura Kuvare.
Government first announced its plan to establish the plant in 2016.
“The conceptualisation of the pharmaceutical plant is on hold until further notice. Agreements have not been reached with our technical partners,” Kuvare said this week.
According to him, the project remained important, despite its delayed implementation.
“The pharmaceutical plant is still a priority project for us and for Namibia as well. We are still engaging on the plant,” said Kuvare.
Information on the conceptualisation, funding and development of the plant would be provided at an appropriate time, as it becomes available, Kuvare promised.
The plant is earmarked for Okahandja, 70 kilometres north of Windhoek.
“Land for the plant has been identified,” Kuvare said.
When the project was still under the auspices of the trade ministry, 14 hectares of land was donated by the Okahandja town council.
Trade ministry spokesperson Elijah Mukubonda said in 2016 that the project would be implemented in stages.
“Thus, the project is still in a planning phase. The outcome will result in a project plan. Once the planning process is completed, the project plan will reveal the details,” said Mukubonda, when speaking to a local weekly newspaper at the time.
“The project will be implemented in phases. However, there is urgency and a need for Namibia to have a pharmaceutical plant.”
The first phase of the plant is set to cost government N$37 million, and was at the time one of the ministry's many projects under the Harambee Prosperity Plan, Mukubonda added.
In 2016 the trade ministry was still studying the local market to determine the drugs that would be required.
“We are considering malaria, TB and antiretroviral drugs, however, consultations and investigations are ongoing and a decision will be informed by what is most urgent and important,” said Mukubonda at the time.
Once complete, it will be the first government-owned and operated pharmaceutical plant in Namibia.
Amarika resident Andreas Kayena told Namibian Sun that since mid-2017 they have been unable to get water from the plant, which has worked on and off since the time it was handed over in 2010.
In 2006, CuveWaters, a German/Namibian research project, through Integrated Water Resources Management (IWRM), using funds from the German education and research ministry, started installing two solar-powered desalination plants at Amarika and Akutsima at a cost of N$200 million.
Regional council PRO Simeon Kandjala confirmed the Amarika desalination plant is out of order and that the region has no capacity to fix it.
Gundula Perry from the German embassy in Namibia, however, told Namibian Sun in 2016 that almost all the spare parts needed for the system can be obtained in Namibia, while additional parts are kept on-site.
She added at the time that Namibian service providers have the expertise to fix even major problems.
Kayena said since 2017 the plant has only been used to store water delivered by a rural water supply truck, before it broke down.
“If it is working, the plant provides us with potable water, but now that it has not worked in a very long time we have given up. There is no other alternative but to get water from our wells, even though they are not in good state,” Kayena said.
“At least we are thankful that even though the plant is not working, there are water storage facilities that rural water supply used when they brought us water with the tanker. At least we could use that water for a while.”
Amarika residents are currently consuming salty, green water from self-created wells, as well as tombo, as they wait for government to purchase tyres for a tanker that used to supply water to rural communities throughout the Omusati Region.
The Amarika and Akutsima desalination system is capable of producing 3.3 cubic metres of clean drinking water daily, but the Amarika plant broke down immediately after it was handed over to the agriculture ministry in 2010.
In 2015, the ministry and CuveWaters agreed on final optimisation and maintenance works.
Amarika residents said the plant was idle for two years, from 2013 until it was repaired in 2015, but it only pumped water for a month and broke down again. Since then it worked on and off until mid-2017, when came to a standstill.
Locals who were trained were only shown how to operate the system and maintain its external components. They were not taught how to maintain the technical and electronic aspects of the water system.
According to sources, those trained cannot detect what is wrong when the plant stops working.
Kandjala confirmed that when the Germans went back they did not properly train locals on how to repair the plant.
“The region does not have the capacity to fix the plant, because no thorough training was offered to capacitate local technicians to fix the facility. At the moment, feedback is being awaited from technicians who recently came to assess its status,” Kandjala added.
The index is compiled annually per country and rated out of 10 – with 10 being a perfect score, indicating no corruption and perfect good governance. The problem with international indices, however, is that they are simplistic and do not analyse corruption from a systemic perspective.
When analysing the TI indices for Namibia from 1998 to 2018, the trend is stable. Since 2004, the "darkest year" with a rating of 4.1 the sub-trend until 2018 has been positive, slowly but surely rising, with a rating of 5.3 in 2018. Namibia has always been one of the top five least corrupt African countries.
A rating of mostly below 5 since 2004 indicates we are mediocre, not good, not bad, just "hanging in there".
Two most likely reasons for the improvement from 5.1 to 5.3 from 2017 to 2018 are because parliament approved the Whistleblower Protection Act and the Anti-Corruption Commission (ACC) said lifestyle audits would be executed. However, no prosecuted cases based on lifestyle audits has yet been reported.
The ACC has never published a time-series of corruption in Namibia that could reveal the trend as indicated in the attached graphic. The institution tends to respond favourably to a small increase like in 2018, but when a major deterioration occurs, e.g. 2004, then TI has been criticised by Government as not being objective.
However, the index is based on perceptions of Namibian economists, academics and business – not foreigners - and has been executed in 175 countries for 2018.
NO REAL IMPROVEMENT
The average rating over 21 years is 4.8. For the previous 10 years, the average is 4.8. For the first decade, it is 4.9.
These trends are indications that Namibia is failing from an international perspective in tackling corruption.
The mode, meaning the value that occurs the most is 4.5 and the value that is in the middle, the median is also 4.5. These two values are more meaningful than the average, because the average is an equalisation of distributed values. Since the mode and the median are the same, it means that Namibia is 55% corrupt.
Despite mechanisms such as the ACC and the Whistleblower Protection Act, Namibia is not improving. Contributors could be an increase in corruption from pre- to post-tender and an increase in State Owned Enterprises’ (SOEs) debt and corruption. For example, N$45 billion debt of SOEs and N$90 billion net worth.
Another contributor could be an increase in mismanagement of funds by local government.
The SME Bank fraud of N$ 350 million is another disaster at central government level and the relentless rosewood export from our forests have been ongoing for years. More than 11 000 tons were exported mostly illegally during 2018.
Corruption has infected law-enforcement agencies and the private sector.
From analysing the long-term trend, it can be deduced that there is tolerance for corruption in Namibia that became part of the culture of engrained corruption. Because Namibia has not improved since 1998, it is possible to deduce that we will not improve during the year to come.
With 2019 being an election year, mismanagement of public funds will most likely increase and the private sector will continue to fund the campaigns of corrupt politicians. We can expect the same or most likely a worse rating for 2019.
Not addressing corruption amidst a world and local recession can mean that investor confidence will further deteriorate. Policy uncertainty exists about the New Equitable Economic Empowerment Framework (NEEEF), urban and commercial land issue, and the reduced credit rating by Fitch.
From interpreting the long-term trend it is possible to synthesise that Namibia is not improving. No improvement of the 2018 rating is expected over the coming two years.
If every one refuse bribes and report corruption, we can change the trend. Are you willing to do it?
The listing is the first phase of Satrix move to take its ETFs into the rest of Africa.
Satrix launched three global ETFs on the Johannesburg Stock Exchange (JSE) in July 2017: Satrix MSCI World, Satrix MSCI Emerging Markets and Satrix S&P 500. In April 2018 the Satrix NASDAQ 100 was added to the global offering.
All four these ETFs are now available to Namibian investors on their own exchange, in their own currency.
“Investors’ interest in our JSE-listed global suite has been very encouraging, with assets now just over R2 billion. We want to open up this opportunity to other African exchanges, with Namibia being a natural first choice,” said the chief executive officer of Satrix, Helena Conradie.
“The NSX has two main goals, being to deepen and to diversify the investment offerings to the Namibian public and pension funds. So these products that allow international and multi-currency hedging opportunities fit our purpose to a tee,” commented the chief executive officer of the NSX, Tiaan Bazuin.
Satrix plans a further roll out of secondary listings on other major African exchanges.
“Pupkewitz Megabuild continues to expand its product and service offering in line with the Pupkewitz Group’s ethos of customer satisfaction through service excellence,” the company said in a statement.
Pupkewitz Megaboards will offer a wide range of affordable and trendy wood-based products, targeted at joiners, cupboard and furniture manufacturers, shop-fitting companies as well as all woodwork enthusiasts.
“Pupkewitz Megaboards is the go-to-shop for wood-based products and is already positioning itself to delivery high quality material, cut to customers’ specifications using state of the art cutting and edging equipment,” the company said.
It continued: “In support of our national development goals and living out the Pupkewitz Group’s number one unifying principle of ‘commitment to people development’, we are continually seeking opportunities to create existing jobs for all Namibians thereby addressing the high unemployment rate.”
It was time to finally put away the thinking of a child, and move towards doing what was best to leave a legacy that could be taken forward by the generations to follow. So too young democracies, like ours, are faced with a crossroads, where the euphoria of political freedom must give way to something more tangible and concrete.
History, as glorious as it may be, must give way to a path which begins to nurture self-sufficiency and economic liberation.
No doubt, Namibians have been patient. It is 29 years since they tasted what many thought impossible. And yet, the apron strings of dependence and the susceptibility to external shocks, because of a lack of industrialisation and value-addition, remain.
Proud Namibians yesterday hoisted the country's flag high and looked back to how we got here.
But more is required. As youth, we must learn what fairweather friends are, who are only out to use and abuse us; and that what is required is to rise above any kind of dependency, so we take our future into our own hands. Namibia is at a crossroads - this is undeniable.
The honeymoon of youngness has given way to renewed struggle and strife. Elitism, favouritism and downright greed have filled the coffers of the few, while the majority amble on towards an uncertain future.
Past glories are no longer enough. Past accomplishments, as immense as they were, in order to gain our independence, need to give way to a new vision and call to become a nation that truly nurtures the dreams of all. It has been a tedious journey so far, we need to re-energise to push on.
A Namibia - blessed with so much - cannot continue to struggle to take care of her own.
She describes herself as an ambitious, multicultural Namibian woman who always strives towards making a positive contribution towards the development the country as a whole. David-Howoses holds a BEng in metallurgical engineering obtained from the University of Pretoria in 2006. In 2014 she obtained a BEng (Honours) in management of technology, also from the University of Pretoria. In addition she holds a certificate in business development obtained from the Durban University of Technology in 2010, a certificate in finance for public entities from the University of South Africa (Unisa) in 2010 and a masters’ degree in business administration from the University of Stellenbosch Business School.From 2006 until 2008 she has worked at Skorpion Zinc mine as a technical metallurgist. A year later she moved to the position of technical manager refinery until 2010, also at Skorpion Zinc mine.The followed year she was employed as the technical manager for projects at the mine until 2016.
In 2017 David-Howoses moved over to Navachab gold mine, situated near Karibib in the Erongo Region, as a technical assistant to the general manager.To date she is still employed there as acting processing manager and her role includes reporting to the managing director and ensuring quality gold production; thus she oversees a group of metallurgical, chemical, mechanical and electrical engineers in the plant operations and engineering department, as well as laboratory team at Navachab Gold Mine.She told Careers that being in her current position at Navachab is challenging but exciting. “I am learning a lot about myself and dealing with a diverse workforce with different views and opinions. I had to quickly learn that every opinion needs to be acknowledged before making up your mind for a particular decision,” she said.
Some of her accomplishments include concept and feasibility studies for refinery conversion and upgrades, the development of business cases and project post-audits, with a focus on scope, technical data analysis, business case updates and the implementation of cost and timeline/project schedules, as well as setting up operational readiness plans.“Finding common ground due to a differences in opinion, especially when working with a group of people who are very skilled and passionate about their jobs was one of the challenges,” she said.Her short-term plan at Navachab is to further investment in self-development. Apart from her career path, which has been very technical thus far, she is passionate about mapping out strategies. “I just got off a call from a good friend of mine and she is studying something along the lines of mentoring and coaching, and it is definitely something to think about,” she said.
When it comes to Navachab, David-Howoses is proud of working with a team that is highly competent and self-driven; hence this makes her day-to-day job and oversight a lot easier. She prides herself on her consistency.Advice
She believes that every career or profession has its place in the marketplace and she would therefore not advise anyone to refrain from any career choice, and she admires people who enjoy what they do and are passionate about their profession. David-Howoses urged the establishment of more technical schools and colleges with a high degree of practical training. She added that practical training is a true merger of passion and skills, where people have the opportunity to mostly work with their hands, and in most cases do what they enjoy or are good at, and in turn deliver services and products to the marketplace. She further urged young learners who are passionate about pursuing studies in engineering related fields, but are not sure what field to choose, to look up ‘industrial engineering’.
“In short, industrial engineers create systems that eliminate resources that do not generate value, and in doing so, improve the quality and productivity of an organisation. The career choices for industrial engineers are broad and vast,” she said.Her future plans include becoming a general manager or CEO, as well as continue to achieve personal growth.Besides being in the office she enjoys decorating around the house, as well as outdoor running and keeping fit. Her inspiration and motivation is her family. Carlota fact box:
· She speaks five languages.· She watches, on average, only about one hour (at most) of TV per week.· Pasta and chicken are her favourite foods.· She is loud and can swim.
· She does not understand the rules of cricket.· She has been on a ‘tuk-tuk’ (auto rickshaw).· She chooses chemistry over physics and maths over English.· She can type 50 to 60 words per minute.
We asked Forbes Coaches Council members what every business owner or leader should do in 2019 to set themselves up for a successful year. Here’s what they had to say.
1. Document and map out your goals
Focusing on what you want to achieve, documenting it and then setting up an annual, quarterly and monthly plan to achieve those goals is a great way to get your year started. It allows you to know what you are working towards for the entire year and what is most important, while also providing a way to track progress throughout the year. Share your plan with others too for accountability. (Monica Thakrar, MTI)
2. Define your potential ‘big wins’
While the top of the year is an inherent time to start fresh, that doesn’t mean your goals will be set for you. Take time to define the big wins for your organisation in the new year. This could be the key hiring of staff, landing a contract worth a certain amount or setting the desired culture within your team - it doesn’t matter! What matters is setting your sights on wins from the beginning. (Joey Price, Jumpstart: HR)
3. Ask your staff about their needs and priorities
It is important to ask your internal customers - your staff and yourself - what they need and what is a priority for them for the year. Our priorities shift over time, so it is important to check in with yourself and your team to find out what the priority is and how it aligns to the organisational goals. (Manpreet Dhillon, Veza)
4. Focus on improving the customer experience
It’s no secret that customers expect more every day, yet businesses still don’t invest in the customer experience. There are so many ways to exceed expectations and build loyalty with customers, but leaders are often not provided the time or focus to do that. Create a customer-first strategy for your organisation, including rewarding leaders for delivering exceptional experiences in 2019 and beyond. (Jeannie Walters, 360Connext)
5. Understand the trends likely to impact your business
It is important to do an evaluation of your market and tangential markets to determine likely changes during the year that you will need to be prepared for. One valuable approach is scenario planning, where an organisation looks at what is likely and at early warning signs to alert you that the scenario is in play. Base plans on most likely scenarios. (Maureen Metcalf, Metcalf & Associates Inc.)
6. Set your human resources strategy
Prioritise your HR needs. Identify your competitive advantage and how to measure it. Decide on your desired culture. Create the tactical piece of the plan. Then, decide how you will implement it: How will you push the buttons for compensation, benefits, work-life balance, performance and recognition, and development and career opportunities to impact each of your priorities? (Ed Krow, Turbo Execs LLC)
7. Be ready to respond and adapt to change
It is no secret that the business environment faces a high degree of change in our post-digital world. Applying systems-thinking to address the intense shifts in the economy and demographics, the global pressures and quickly maturing automation, will help business owners face complexity head-on and maximise competitive advantage. (Adena Johnston, CCI Consulting)
8. Give yourself time to think
Most leaders have so many demands on their time that it’s easy to fall into a pattern of reactive behaviour like attending meetings, replying to emails and returning calls. Great leaders recognise the importance of carving out time to think, whether it’s to develop a new strategy for customer acquisition or to reflect on what’s going on with a dysfunctional team. It’s not easy, but it pays dividends. (Jill Hauwiller, Leadership Refinery)
9. Take stock of what’s in front of you
The new year often draws people to look for new bright and shiny objects. However, I recommend that leaders take a step back and assess what is already in front of them. What are you taking for granted? What resources and people are underutilised? What areas have you been avoiding working on because they feel like too big a challenge? Your greatest opportunities are usually right in front of you. (Tonya Echols, Thrive Coaching Solutions)
10. Think about increasing revenues
One successful analysis is to determine who your clients are. Do you provide products or services to students, technical professionals, executives or folks with specific careers? Track the types of products or services you sell and who in your client base you are not targeting. You can easily broaden your online marketing strategy and increase your income base. (Barbara Adams, CareerPro Global, Inc) -manexconsulting.com
Any joint-venture partner should have a minimum of 50% Namibian ownership.
For other contracts a minimum of 50% ownership by a Namibian citizen should be required to avoid disqualification, and this should also be relevant for any joint ventures.
It says all government construction, building, renovation and improvement projects - for procurement thresholds of N$20 million, N$30 million and N$35 million - should have at least 50% ownership by Namibian citizens in the bidding entity.
The local construction industry has been under pressure for some time now and as far back as May 2017 indicated it is in a “crisis”.
The results of an April 2017 CIF survey showed that 63% of businesses that responded had either closed down, were dormant or had “scaled down drastically”.
Between 1 September 2016 and 31 March 2017, a minimum of 30% of the workforce was retrenched.
The results of the survey showed further that if by end of June 2017 no new tenders were awarded, 67.4% of the respondents would close or scale down or become dormant, and that close to 40% of all employees in the sector would lose their jobs. Unofficial figures indicate that 18 000 jobs were lost in the construction industry during 2017. The CIF this week repeated its call for preference be given to Namibian contractors that adhere to Namibian legislation, adding that “building and construction projects can stimulate the local economy”.
The federation suggests that criteria for government construction jobs must include the extent of Namibian citizenship or ownership, as well as whether directors and senior management and skilled and semi-skilled staff were Namibians. If a joint-venture were to be involved, the CIF proposes that the citizenship of all partners in the JV should be considered.
However, it also recognises that citizenship cannot be a sole criterion and that other factors - like shareholding of previously disadvantaged, women, the youth and people living with disabilities, and the relative importance and size of a project - should be taken into consideration.
Other criteria proposed are the financial strength and technical skills and experience of the bidding entity, which the CIF says becomes more critical with the increase of the size of the projects.
It suggests that established, large and major contractors should be scored on their contribution to real and verifiable skills transfer.
“We are keen for our proposal of procurement preferences or similar initiatives such as set-asides that protect our local industry, to find its way into future regulations. This will ensure that our 'local industry' can most optimally benefit from any opportunities in the public sector,” said Bärbel Kirchner, general manager of the CIF.
The CIF says local capacity must be utilised wherever possible to ensure businesses in the construction sector remain open and active and continue to deliver value to the local economy and provide employment opportunities.
This will ensure that the large-scale capacity of the Namibian construction sector is maintained and that it will continue to grow, and with that, once again become a catalyst for economic activity in other sectors.
“[Those] with higher shareholding by Namibian citizens should indeed be given preference by assigning a higher score rating in line with the increase of shareholding,” the CIF proposes.
The CIF moreover says Namibian citizenship of shareholders should not be dealt with in isolation and that 'tenderpreneurism' must be avoided, and thus that the combined citizenship of directors and senior management of the bidding entity or entities is to be taken into
It also states that contractors with the required technical skills, know-how and experience should be appointed to ensure required standards and quality of work are met.
The CIF says while shareholding by the previously advantaged should be taken into consideration during the scoring, the relative importance of this criterion would decrease with the increase of the size of the project.
The body says financial strength should be determined by proof of annual turnover, based on annual financial statements of three years.
It further proposes that proof of previous experience in the construction industry on projects with contract values of up to N$1.5 million is not required, which it says would give start-up companies the opportunity to enter the industry.
It says for projects with a higher value than N$1.5 million a track record of completion certificates must be in place.
CIF also suggests that skills transfer or a structured training programme be a requirement for projects exceeding N$10 million.
Local sourcing of supplies and service providers is to be encouraged, taking into account availability.
“We believe that we need to look at all these criteria holistically in our adjudication of tenders. Currently, the playing field is not in favour of Namibian contractors who often cannot compete on price,” Kirchner added.
The money is set to cover food assistance, water tankers, livestock management incentives, transport subsidies for farmers to and from grazing areas, as well as the transport of fodder to stricken areas.
Moreover, it will also cover the leasing of grazing areas on behalf of farmers, who are unable to pay, and subsidies for crop farmers. New emergency relief interventions include a lick subsidy for stock herds and a fodder subsidy for core herds. The plan was submitted by the agriculture ministry and announced on Tuesday by cabinet, among other directives.
Cabinet urged all agencies and organisations within the defence and health ministries to make available facilities to support the implementation of the drought relief interventions. The Livestock Producers' Association at the end of January described the drought conditions in the country as a “national crisis”, and by February the Namibia Agricultural Union and the Namibia Emerging Commercial Farmer's Union had compiled a drought action plan and met with agriculture minister Alpheus !Naruseb.
Also in February, the Agricultural Inputs and Household Food Security Situation Report said the country faces a 150 000-tonne grain shortfall by the end of April and that grazing continued to deteriorate in many parts of the country.
Forecasters have had great difficulty in predicting weather patterns because of the El Niño phenomenon, which generally brings drought to southern Africa. Several forecasters have, however, warned of erratic but overall low rainfall. Farmers in the northern areas have also reported that mahangu and maize crops under dryland production are failing and the dryland producers in the so-called maize triangle had not planted all their available fields.
“I stand before you with confidence and an unwavering belief that we are a nation capable of overcoming the most daunting of challenges; we are a nation capable of achieving the greatest ambition and we are a nation that will stand the test of time and mature into a society characterised by economic progress and shared prosperity,” Geingob said during yesterday's Independence Day celebrations at the Independence Stadium in Windhoek. While acknowledging the presence of Kenyan president Uhuru Kenyatta and his delegation, Geingob said independence did not only bring with it new opportunities, but new challenges.
“The struggle for political independence was won, but the struggle for economic independence has begun. As a nation, we have made significant strides over the past 29 years.” Geingob said in this vein, “we will continue to channel material and intellectual resources towards the strengthening of laws, policies and programmes directed towards combatting crime, illicit substance and alcohol abuse, child abuse and gender-based violence”.
“The first course of action in this regard is to arrest the spread of the scourge of poverty within our society,” the head of state added. Geingob said the successful second national land conference of October 2018 was “a pivotal moment in our nation's history and a definitive step towards effectively addressing the land issue in our country, and thereby restoring the dignity of our people”.
“We are committed to continuing this tremendous progress in infrastructure development through various projects such as the improvement of our road infrastructure networks.”
Geingob said the Namibia of 2019 is a far cry from the Namibia of 1990.
“We are aware that some of our workers have lost jobs, and thus their incomes, and are suffering and facing uncertainty. Yes, we are aware of that. Let me assure you that you are not alone, we understand your dilemma, we empathise with your predicament and we are working around-the clock-to ensure that we restore economic growth and job-creation.”
Equally, the sustained drought conditions have economically weakened most farmers, who have either lost large numbers of cattle or will not have a harvest this year, he said.
“Within the limited budgetary means, government will continue to assist these farmers through the line ministry,” Geingob added.
Kenyatta, who was the guest of honour, called on all African leaders to pay particular attention to the dreams and aspirations of young people, by creating a conducive environment for them to flourish.
“Our young people are the reason our forefathers fought long and hard for self-determination and they are the reason our free nations exist today,” he said.
Many of the crowd at yesterday's celebrations woke up in the wee hours of the morning to catch municipal busses to the stadium.
“The fact that education is free is a very good thing for me, and we can see government is trying to improve education. It is not that they are not doing anything,” said Mellissa Jafta, while standing at a kapana stand. Veronika Titus, who lives in the Goreangab informal settlement, said: “I stay on illegal land in Goreangab. There is no toilet or a tap for water there.”
Ehangano olya pula epangelo li tseyithe pashigwana egwedhelo lyoondjambi dhaaniilonga yepangelo tali popi kutya oompito dhiilonga dholela odha pumbwa okutotwapo nokuhwahwameka aaniilonga mekokitho lyeliko lyoshilongo.
Amushanga gwoTucna , Mahongora Kavihuha okwa lundile epangelo mwakwatelwa elelo lyopombanda mepangelo kutya otali popi iifundja kombinga yonkalo yopashimaliwa ndjoka ya taalela oshilongo.
Ehangano natango olya popi kombinga yoolopota ndhoka dha piti miikundaneki kutya Namibia okwa ninga ehala lyokuholama oongangala dhopashimaliwa muuyuni, naayandi yiifuta yiishoshela yomapangelo. Natango ehangano olya popi kutya Omupresidende gwoshilongo, Hage Geingob
okwa landitha po uuwanawa woshilongo, nelalakano lyokwiiyambapaleka omolwa uukume wopothingo mboka e na naChina.
Oya popi kutya omakonaaakono ngoka ga ningwa ngashiingeyi oga holola onkalo yanayipala moka mu na eliko lyaNamibia, na oya kunkilile aakwashigwana kutya sho oshilongo sha taalela omahogololo nuumvo, omauvaneko agehe otaga ka pewa oshigwana nongele osha ndopa okudhinda omauvaneko ngoka tashi ningilwa inashi kiipya oombedhi noku popya kutya inashi kunkililwa.
Kavihuha okwa kunkilile kutya omukalo gwepangelo gwokugandja ootendela dhiilonga komahangano gaChina unene moshikondo shomatungo, kutya osha etitha opo iimaliwa kayi pungulwe meliko lyoshilongo ihe otayi tutwa mo moshilongo.