Namibian Sun

Civil society fears taxing of commercial activitiesRaising revenue, minimising social welfare Civil society organisations have problems because general donor funding is going down. There does not seem to be any sort of consultation on what government is doing. Graham Hopwood, Executive Director: IPPR

Civil society organisations are concerned about the government’s intention to tax non-profit organisations as they are already struggling financially.

This was said by Institute of Public Policy Research (IPPR) Executive Director Graham Hopwood when he presented the 2019 Civil Society Organisation Sustainability Index.

Hopwood said the government through the Ministry of Finance in March 2018 proposed taxing any income that charities derive from commercial activities.

Hopwood stated that while taxing commercial activities makes sense on paper, in reality, it poses a serious challenge to the survival of civil society organisations.

“Civil society organisations have problems because general donor funding is going down, which is what they depend on for survival. They will have to look at other initiatives to get money for themselves”, he pointed out.

Hopwood noted that while civil society is not entirely against the taxing of their commercial activities, they want the government to consult them so they can discuss challenges that may result from such a tax. - Nampa

A head for numbers Jennifer Comalie is a determined woman who does not allow glass ceilings to stop her from achieving her goals.

Monique Adams

Jennifer Comalie is the new finance and customer service strategic executive at the City of Windhoek.

Comalie is a qualified chartered accountant with 25 years’ experience in finance, accounting, strategy development and implementation.

She always loved numbers so becoming an accountant was a natural choice for her. She started working as an accountant in 1995 and qualified as a chartered accountant in 2004.

“My first degree is from Stellenbosch University and the rest I did part-time through UNISA. I am mentioning this because I know how tough the journey can be but stick with it, it truly comes with huge rewards,” she says.

She loves transformation and always seeks opportunities that allow her to grow. So far, she has mainly worked in the financial service industry, in various positions from board member to heading the operations of a bank.

“I love challenges and thought that the City would present good opportunities for me to learn and grow and given my experience, I would like to contribute to building a sustainable City,” she says.

Putting herself out there and not being afraid to fail and learn from her mistakes, Comalie says her work experience has prepared her for this new role and is excited about the journey ahead. She says she does not want to plan life too far ahead and describes herself as a “live in the moment” kind of person.

“It’s very easy to say what inspires me in life; that is my family and friends - spending quality time with them is what really completes me,” she says.

When her busy schedule allows, Comalie loves hanging out with people, but she makes sure to have some “me time”.

“I listen to music, take walks and also like to reflect on what happened during the day and those moments create the opportunity for personal growth,” she says.

She is not a fan of attaching yourself to a specific title; she wants to contribute to the organisation to make a positive impact.

“With this new appointment I see it as an opportunity and feel very fortunate to be part of the team. Gender diversity is important and representation of women in the workplace can have a positive effect across the entire organisation. For anyone who wants to follow in my footsteps, my advice would be to do something every day that challenges you, do your job with passion and the rest will follow,” she says.

From driver to acting manager for train operations Climbing the ranks within TransNamib effortlessly

Michelline Nawatises

Hans Karon started his career with TransNamib as an extra-heavy-duty driver in January 1985. With a career spanning over 35 years at the railway company, Karon, who is the chief of service delivery for the Erongo Region, was recently put at the helm of train operations as acting manager.

Karon hails from Outjo and completed his secondary school education in the former Damaraland. He holds a Diploma in Transport and Logistics from the former Rand Afrikaans University of South Africa and went on to pursue a transportation management programme through the Eastern and Southern African Management Institute (ESAMI) of Tanzania.

Through hard work and attending various training programmes in line with his duties, he was able to climb the ranks within TransNamib.

Karon says his dreams came true and his hard work paid off when he was first promoted to the position of driver-in-charge and later to depot supervisor at the Tsumeb Depot.

“I have added important values to the road section during my tenure, serving in these positions for 25 years before my promotion to the current position as chief of service delivery, where I have been serving now for 10 years and have achieved various operational activities in the region,” he says.

With his broad background and his dynamic and analytical ability, he is confident that TransNamib’s rail operations will achieve the company’s objectives as a bulk transporter.

“With our current dynamic exco and committed staff, our company will flourish and will be regarded as the best employer of choice by all,” he says.

As chief of service delivery and acting manager of train operations, Karon is responsible for ensuring that freight is delivered to TransNamib’s customers. It is a demanding position that requires long hours, focus, accuracy and a commitment to service delivery.

He urges young people to focus on skills development and capacity building initiatives through higher learning institutions and steer away from destructive activities. “This culture or mindset will never take you further, please remember this, young people,” he says.

Karon says he has been dedicated to innovation and being focused and that has helped him to move to the managerial level. “It is through hard work, dedication, commitment, experience and trust,” he says.

Namibia needs food assistanceAbout 441 000 estimated to be food insecure Due to the Covid-19 pandemic, sparse rainfall and outbreaks of locusts, Namibia is one of 34 countries in Africa and - 45 worldwide - in need of external assistance for food.

ELLANIE SMIT

WINDHOEK

Namibia is identified as one of the African countries that still needs external assistance for food by the United Nations’ Food and Agriculture Organisation (FAO).

According to a new FAO Crop Prospects and Food Situation report, 45 countries, 34 of which are in Africa, continue to be in need of external assistance for food.

“The 45 countries have been affected, to varying degrees, by the coronavirus pandemic and, as a result, the pandemic is considered a key factor that has worsened food insecurity and increased the need for humanitarian assistance.”

The impact of the pandemic, particularly in terms of income losses, is an important driver of the levels of global food insecurity, exacerbating and intensifying already fragile conditions.

The report said Namibia is experiencing localised shortfalls in staple food production due to the economic slowdown.

About 441 000 people in Namibia are estimated to be food insecure and in need of humanitarian assistance between October and March 2021, the report further read.

Sparse rainfall another challenge

“Although the availability of food is adequate and stable, the negative effects of the coronavirus pandemic, primarily income and job losses, have constrained households’ access to food.”

The report said in southern Africa, planting of the 2021 cereal crops, to be harvested next year, is well underway.

However, cumulative rainfall amounts in October and November in southern Angola and Namibia have been sparse compared to normal figures. This can result in early seasonal soil moisture deficits that could curtail plantings.

But there is a silver lining - weather forecasts for the December to February 2021 period indicate a higher-than-normal probability of above-average rainfall in most countries.

The report added that although official estimates on planting intentions are not available for most countries, the sub-regional 2021 cereal acreage is foreseen at an average to above-average level.

Access improving

Meanwhile, with many of the Covid-19 associated movement restrictions lifted in recent months, physical access to agricultural input markets and fields has improved, the report said.

However, there are some concerns for the 2021 cereal production due to the adverse effects of the pandemic on farmers’ income that are likely to limit their ability to purchase agricultural inputs.

Further risks to the 2021 cereal production are outbreaks of African migratory locusts and red locust hoppers, which were first reported in Namibia in February, have since spread and are now present in Angola, Botswana, Zambia and Zimbabwe.

“Governments with support from FAO are monitoring the situation and implementing containment and mitigation measures.”

Severely stressed food security

The report further added that despite the easing of movement restrictions helping to stimulate economic activities, the impact of the pandemic has severely stressed food security conditions.

The primary effect has been through loss of jobs and income and, as a result, households’ capacity to access food was reduced.

The most significant economic decline is forecast in Zimbabwe, with substantial downturns also estimated in Botswana, Namibia and South Africa, the report said.

Huge job awaits Amupanda Job Amupanda’s meteoric ascendance to the mayorship of Windhoek is a symbol of generational victory, but also a poison chalice for the youthful activist.

Amupanda is a doer and a big dreamer, but leading Windhoek will be his biggest test yet.

After 30 years of mismanagement, city residents no longer possess the patience required for trial and error.

Residents now want the momentum of an upward trajectory, and faith has been placed in Amupanda to sail Windhoek to socio-economic safety and bring the dignity he so often preaches about.

Within coming days, Amupanda and his council will appreciate the full extent of Windhoek’s problems, exacerbated by Covid-19 and deeply-rooted into muddy waters of bad economic policies, nepotism and lethargic political will.

To be ambitious is good - but overpromising can be dangerous. When President Hage Geingob promised us poverty ‘eradication’ in 2015 instead of ‘alleviation’, many people immediately started building castles in the air. Today, the average Namibian is poorer than they were when the frivolous promise was made.

Amupanda and his council must tame their tongues and not let them loosely promise heaven and earth, like plots of land going for N$1 000.

True, council must punch above its weight and do much more than its forebears. But if they overpromise and underachieve, Windhoekers will remind them rudely at the ballot in 2025.

Ask Swapo about the tough lessons learnt from under-delivering.

Swiftly getting a grip on the marketing world Being moulded by the best team Open to learning as much as he can

Michelline Nawatises

Pull Quote:

“The best feeling of this job is seeing your work in the same streets you grew up in.” - Erastus Iyambo

Erastus Iyambo was born in Windhoek and matriculated in 2005. He furthered his education at the Polytechnic of Namibia (now known as NUST) where he completed his Bachelor of Business Administration and an honours degree in marketing. In 2012, Iyambo started working at MultiChoice Namibia as a customer service representative. Within the same year, he was promoted to the finance department as a GOtv clerk and in 2017; he became the DStv marketing officer.

His job is to support other commercial departments such as the customer value management and sales teams. “My job has a variety of roles, from maintaining and developing positive relationships with customers, media and advertising agencies as well other stakeholders,” he says.

He adds that he attends marketing events and executes social media marketing activities. He is also involved in the planning, development and delivery of campaigns.

He comes up with initiatives to raise awareness of the world-class content on MultiChoice Namibia’s platforms, and meets company targets. Iyambo ensures that the brand is always in the customer’s mind.

“The best feeling of this job is seeing your work in the same streets you grew up in,” he says.

When asked about the challenges he faces, he mentions he had issues settling into his current role as he had no marketing experience.

“I knew that this position was very critical. The one thing that helped me pull through was the knowledge and experience I gained from colleagues and managers who moulded me to become the person I am today,” he says. His biggest accomplishment was when he was nominated as the employee of the month for the southern region last year. “Never in my wildest dreams did I ever imagine being recognised at a regional level,” he says proudly.

Iyambo’s day consists of sending creative briefs to agencies and managing relationships with them. “I follow up on cost estimates and artwork by making sure that purchase orders are raised for all approved cost estimates,” he shares.

He further uploads approved artwork onto advertising platforms and coordinates with media agencies to book media. He also manages social media assets on all social media platforms.

The advice he would give to young people is to respect their elders. “Our elders have a lifetime of experience and most of them are willing to share their experience with us, but we overlook and ignore their advice,” he says.

“As young people, we need to strike a balance between social media and real life in order for us to devote time to ourselves and our loved ones. Social media is not bad, but too much of it is.”

Being differentBlue Junkies With most people not exploring their imagination and creativity, a local establishment in Windhoek chose to be different.

Monique Adams

Blue Junkies is a Windhoek-based business that aims to break down social and cultural norms through its unique product. The aim behind this entity is to be different and to show people that the simplest commodity has the power to transform itself.

What makes this product different is that its ‘vetkoek’ is blue and coated with icing sugar.

“I wanted to be different in a world that does not support individualism and in our country with its low employment rate, I believe it is important to create employment opportunities for myself and my peers,” says the founder of Blue Junkies, Collins Haipinge.

Haipinge has managed to create a lucrative business with a loyal customer base. He managed to scale up from operating in a single town to fulfilling orders from customers based in the city. His growth has resulted in a higher demand for his product and has allowed him to increase the unit price for his vetkoek from N$2 to N$3. He has also started selling them in packs, as customers are usually craving more than one.

“The flow of income in this business has shown that the business is making profit and moving from point to point towards an established company and for me that is a big achievement,” he says.

Being a young entrepreneur in a developing country is a challenge that requires extreme discipline and acceptance that it will not always be plain sailing. One has to be patient and allow the process to happen, Haipinge believes. Self-motivation is key in running a small business, he adds.

He emphasises that one should acknowledge and respect your customers’ demands. ‘’I would like to add that in order to move forward, you need to believe in yourself and your product in order to motivate yourself every day,” he says.

Currently, Blue Junkies has six employees. The culture of the entity is built on a foundation of individualism and understanding that every person has a significant role in driving the business forward.

Haipinge plans on expanding Blue Junkies countrywide within five years. He aims at diversifying and providing this unique product that targets all the different social classes in Namibia.

“I aim to unite the Namibian nation and help them to believe in the beauty of being unique and different. I also want my company to grow so that I can be in a position to provide and create more job opportunities to my fellow Namibians,” he says.

“This year has been a very difficult year for us all and as we are in the last month of the year, I would like to thank all my customers who believe in my product. Now I am looking forward to the New Year and excited to see where Blue Junkies will be,” he says.

Namibia to sell 170 elephants

ELLANIE SMIT

WINDHOEK

Namibia has advertised 170 elephants for sale in response to the drought and an increase in animal numbers, coupled with human-elephant conflict.

These elephants are from the Omatjette, Kamanjab commercial farming, Grootfontein-Kavango and the Grootfontein-Tsumkwe areas.

This is according to an advertisement placed in local media this week by the environment ministry, inviting offers for the elephants that will be sold in family groups.

Interested parties are invited to provide the ministry with written financial offers, indicating the price per individual animal.

The ministry said it would sell the animals to anyone in Namibia or abroad that meets the strict criteria, which include quarantine facilities and a game-proof fence certificate for the property where the elephants will be kept.

“This is a tender for live animals, not trophy hunting. This bid is not particularly for international bidders only; local people can also tender,” said ministry spokesperson Romeo Muyunda.

Foreign buyers

For export purposes, the requirements of the Convention on International Trade in Endangered Species (CITES) must be met, the ministry said.

Foreign buyers must also provide proof that conservation authorities in their countries will permit them to import elephants.

Offers for the elephants must be made by 29 January 2021 and successful bidders will need to cover the cost of capturing and transporting the animals, which can weigh up to 6 000 kg.

Population growth

The ministry recently said the elephant population in Namibia has increased in the last three decades, while most elephant populations in African countries have seen a decline over the same period.

Namibia’s elephant population is estimated to be between 23 663 and 24 091, with an estimated rate of population increase of 5.36%.

Not only are elephants and people competing for the same resources such as water, land and space, but illegal killing for their ivory has also become a significant threat.

Situation severely compromised

Environment minister Pohamba Shifeta recently said there is a limit to how much external influence Namibia will accept over the use of its natural resources, specifically elephants.

He said the value Namibia can generate from trade in ivory is being severely compromised by the actions of animal rights groups who have influenced decisions at CITES that undermine Namibia’s conservation programmes.

At the 18th meeting of CITES held Switzerland last year, Namibia - together with Botswana, South Africa and Zimbabwe - proposed that they should be allowed to sell their stockpiled ivory. This proposal was rejected.

ECN seeks condonation of disputed results

OGONE TLHAGE

WINDHOEK

The Electoral Commission of Namibia (ECN) has requested political parties to temporarily accept the results of elections held at Mariental Rural, Koes, Aroab and Stampriet.

In his appeal to the affected parties, chief electoral officer Theo Mujoro also said a re-run would be held at a yet-to-be determined date. He, however, added that the affected areas should not be without elected councillors as it would create a leadership vacuum.

Mujoro had earlier this week said results could not be completed for the Koes, Aroab and Stampriet local authorities as well as the Mariental Rural constituency due to serious procedural errors that were discovered.

“Regional and local councillors must occupy their offices and subscribe to an oath before assumption of office to avoid a potential lacuna in the administrative and leadership structure with the absence of substantive councillors in the respective regional councils and local authorities,” Mujoro said in an affidavit.

“These irregularities have accentuated that possibility in the respective local and regional authority areas and constituencies and must be remedied as soon as is reasonably practical,” he added.

Legal advice sought

Upon the discovery of the irregularities, the office of the Attorney-General was immediately approached to provide legal advice on the matter, he said.

“I am advised that the only available remedy would be to hold the voting processes in the affected local authority and constituency void ab initio so that the applicant can rectify the elections in conformity with Article 17 of the Constitution,” Mujoro said.

He added that it would not be necessary to have a supplementary registration or nomination process as candidates and party lists for each of the participating political parties had already been gazetted, while the voters for the respective areas had been registered.

Geingob reacts to Swapo’s loss of votesPresident congratulates opposition winners The Head of State has reacted to his party’s failure to win five regions and about 30 of the 57 local authorities nationwide.

JEMIMA BEUKES

WINDHOEK

President Hage Geingob has expressed displeasure at Swapo’s dismal performance in last week’s election, where it lost control of key cities including the capital Windhoek and economic heavyweight regions such as Erongo.

Yet, Geingob hastened to point out that his party respects the democratic outcome – which confirmed further ascendance of the party that lost its two-thirds majority in the 2019 parliamentary election.

In 2015, Swapo controlled all 14 regions, but this time, it only won nine.

The opposition won more constituencies than Swapo in Erongo, Kunene, Hardap and //Karas, while in Zambezi, it could only muster half of what was at stake.

The party went on to lose control of about 30 of the 57 local authorities to the opposition.

But despite the heartache and tough lessons learnt after losing ground in an election it previously dominated at will, Geingob said his party accepts its fate as decided by Namibian voters.

‘I will support you’

The president also dispelled rumours that Swapo, which holds the strings to the national purse through central government, will starve the opposition in charge of local authorities.

“We are not happy, but we are democrats and we are saying congratulations to those who were elected,” he said.

Geingob added that politicians need to hold hands to best serve the nation.

“People have spoken now. I wish my brothers well who are now going to answer [to] the promises [made]. Let us give others a chance to see how to do it. I will work with you and support you,” he said.

March forward

“Failure is not an option. We must continue our march forward and meet the enemy head on. I am confident we are up to the task! The task of building an inclusive and caring Namibian House, free from tribalism, regionalism, racism and divisions is one we must pursue and defend obstinately.

“Let us now hold hands and caucus, craft and explore ways to deliver on the commitments we made, in order to meet our people’s greatest aspirations and our own, as patriots.”

The Swapo government must now govern in a more responsive manner to deliver results, the president added.

“Although governance often requires the convergence of a myriad of interests, our ultimate objective should be the development of a united nation, characterised by shared prosperity.”

Hurry up

Geingob, who was speaking during the opening ceremony of a two-day Cabinet retreat, said it is time government increase the speed of implementation to meet the expectations of Namibians.

“Delays in decision-making undermine implementation, and non-implementation results in non-service delivery. It is in this regard that we need to get rid of implementation inertia and bureaucratic red-tape,” he said.

He reminded Cabinet members that if there is no clarity, they are first line of defence and have an obligation to articulate and clarify government policy at all times.

“I can assure you that there is a price to pay if we don’t communicate robustly and if adversaries are permitted to repeat untruths without rebuttal on the side of Cabinet members,” Geingob said.

jemima@namibiansun.com

NPTH reports revenue of N$4.3 bn

PHILLEPUS UUSIKU – State-owned Namibia Post and Telecom Holdings (NPTH), the 100%-holding company of Telecom Namibia, NamPost and MTC, reported a net profit of N$911 million for its 2019 financial year.

The public enterprise had its annual general meeting (AGM) on Wednesday and shared selected financial results with the media. A request from Market Watch yesterday to provide comparative figures for NPTH’s 2018 book-year wasn’t met at the time of going to press.

In a media statement on Wednesday, NPTH chairperson, Sencia Kaizemi-Rukata, said overall, NPTH as a company had a total asset base of N$4 billion and total group assets with a net book value of N$12.5 billion at the end of September 2019.

For the financial period under review, the company’s revenue amounted to N$603 million. The main sources of revenue were dividends received of N$427 million and rental income of N$175 million. NPTH generates a revenue of approximately N$148 million annually from various revenue streams excluding dividends received from its subsidiaries, Kaizemi-Rukata said.

The NPTH group’s total revenue generated amounted to N$4.3 billion.

The company’s operational expenses stood at N$193 million, a reduction from N$397 million incurred in the previous year. The company registered a profit of N$540 million in the period under review, she said.

As for the group, operational expenses stood at N$3.4 billion.

DIVIDENDS

NPTH declared N$200 million in ordinary dividends to government for 2019. A special dividend of N$500 million was also declared, while N$60 million was donated to government’s drought relief programme.

This brings the total dividends paid in 2018/19 to N$760 million, Kaizemi-Rukata said. To date, the group has declared total dividends of N$2 billion to government, its sole shareholder.

Speaking at the AGM, Kaizemi-Rukata stressed on the significant role ICT plays in an economy as an enabler to enhance economic growth and development.

“At the present time, ICT has become an integral of our economy. NPTH continues to play a significant role and has substantial impact on the economic performance of our country, particularly when combined with investment in skills, organisational change and innovation,” she said.

NPTH is one of the biggest property company’s in Namibia, owning 123 properties countrywide, of which 99 were acquired through government grants and the remaining 24 were privately acquired.

During the 2019 financial period, the company maintained 98% occupancy of its buildings which is dominated by its three entities and the remaining by private entities.

Furthermore, the company has a default rate of less than 10% from its property management and administrative revenue stream.

KEY DRIVERS

Transparency, accountability, fairness and social responsibility are of paramount importance in the group. “Good corporate governance guarantees superior performance and enhanced shareholder value,” Kaizemi-Rukata said.

In addition, an aggressive market penetration strategy is key to sustainable business proposition.

“The group has embarked on an aggressive strategy to enable us to have wider and increased footprint across the country to ensure 100% population network and continuous product improvements,” she added.

Lastly, the group seeks to ensure effective and efficient service delivery through constant cost reduction measures.

“Hence, those three drivers have enabled the group to realise benefits as shown by the N$200 million dividends declared to government,” Kaizemi-Rukata said.

Green shoots in Nictus’ financialsProfit growth in H1 Cutting operative and administrative expenses was the main force behind the 46%-jump in Nictus Holdings’ interim operating profit. Nictus Holdings is firing on all cylinders. – Philippus Tromp, MD: Nictus Holdings

Jo-Maré Duddy – Locally-listed Nictus Holdings yesterday reported profits for its retail, property, as well as insurance and finance segments – the first time since 2016 the group has boasted green interim figures across the board.

Nictus Holdings, which celebrates its 75th anniversary this year, reported a profit of about N$2.1 million for the six months ended 30 September 2020, up nearly 86% or N$978 000 from the same half-year in 2019.

Cutting operative and administrative expenses was the main force behind the 46%-jump in operating profit to about N$6.6 million. Nictus cut these expenses by nearly 14% year-on-year (y/y) – from about N$103.4 million to nearly N$89.2 million.

The group drove expenses lower without cutting a single job during the period under review, the managing director of Nictus Holdings, Philippus Tromp, told Market Watch yesterday.

Tromp said the group has been busy with a major growth strategy and was well prepared when Covid-19 hit Namibia.

“Our people were geared, trained and willing to adapt. We could react fast and act quickly.”

Tromp said Nictus Holdings was “firing on all cylinders” and working with a long-term plan.

“We are very thankful,” Tromp said.

‘VERY CHALLENGING’

In its results report released yesterday on the Namibian Stock Exchange (NSX), Nictus said trading conditions in the first six months of its current financial year were “very challenging, especially due to the impact of the Covid-19 and the resultant lockdown” in the country.

This is evident from revenue figures.

The group reported total revenue of about N$285.5 million for the past half-year, down around N$31 million or 9.8% compared to the same period in 2019.

Nictus’ retail segment was hit worst, recording a revenue drop of 13% y/y to nearly N$243.8 million. The property segment generated revenue of nearly N$11.05 million, 3% lower y/y. Insurance and finance generated revenue of about N$49.04 million, a decrease of 10% y/y.

PROFITABILITY

Nictus’ headline earnings per share (HEPS), a profitability gauge, rose by 84% from 2.17c to 3.99c.

Basic and diluted earnings per share (EPS) came in at 4.04c, up 86% y/y from 2.17c.

Nictus’ board proposed no interim dividend. Ordinary dividends of 12c per share were paid on 24 August, totalling N$6.4 million.

At the end of September, Nictus’ total assets exceeded N$1.695 billion, up 3% from September 2019.

The group’s cash and cash equivalents at the end of the period under review were more than N$248.7 million, nearly 34% less than the end of September 2019.

Nictus said various promotions and special transactions were planned and implemented during the first six months within the retail segment.

“The initial results of these actions have been positive. The constant drive to achieve higher investment returns, even if only marginal, will remain a focus area,” the group said.

“Traditionally, the majority of the group’s earnings have been generated during the second half of the financial year and the expectations are that this trend will continue during this financial year,” Nictus said.

Nictus Holdings is listed on the Local Index of the NSX. On Wednesday, Nictus’ market capitalisation by total shares in issue was N$85 million.

The group closed Wednesday at N$1.59 per share. The share price has shed 0.6% since the end of 2019.

A family man and a person of great influence‘If you can dream it, you can do it’ Sven Thieme, the executive chairman of the O&L Group, has years of experience in the corporate world and values the importance of treating everyone with respect.

MONIQUE ADAMS

Like Eleanor Roosevelt said: "The future belongs to those who believe in the beauty of their dreams." So don’t stop dreaming and just do it!” says Sven Thieme, executive chairman of the O&L Group.

Born in Okahandja in 1968, Thieme spent his early years on his parents’ farm until he started school at Okahandja Primary School.

“My happy childhood memories have ingrained in me a deep passion for nature, animals and outdoor activities and the wish to sustain our beautiful environment for generations to some,” he says.

Thieme then moved to Windhoek, where he attended the Deutsche Höhere Privatschule Windhoek (DHPS) and stayed in the school’s hostel. Thieme enjoyed every single day of school, and subjects like mathematics and accountancy fascinated him from an early age.

After matriculating in 1986, he studied at the University of Cape Town, where he graduated in 1991. He began his career as auditor at Deloitte & Touche in Cape Town, where he completed his Articles before moving to Luxemburg from 1994 to 1998.

As the executive chairman of the O&L Group he makes it his daily goal to stay on top of everything that happens within the Group. The O&L Group portfolio includes 13 operations, each in its own field and spread across the country, with some even extending beyond Namibia’s borders.

“While O&L’s excellent leadership team, under the guiding light and leadership of CEO Hendrik (Wessie) van der Westhuizen oversees the day-to-day operations, I am privileged and inspired to be involved in every decision making process,” he says.

With his esteemed position in the O&L Group, Thieme knows that his grandfather and great-grandfather left this country a legacy that deserves to be maintained and cultivated well into the future and for the benefit of every single Namibian.

“Stepping into their footprints has not been easy, but they have instilled in us the values of family, trust, honesty and have built O&L on those foundations.

“I rely on my extensive knowledge gained from rich experiences during the past two and a half decades of my career. In fact, those instilled values still guide us every day and we have fared well on them, always,” Thieme says.

The year 2020 has been an incredibly challenging year for everyone, including the O&L Group, which has also been greatly impacted by the pandemic and the imposed restrictions, as they are very reliant on the tourism, retail and beverage industries.

“I must say though that being in this together has strengthened us, reminded us that ‘Nothing is Impossible’ and brought us even closer together. It has widened our horizons of thinking, discovering new opportunities and exploring additional ventures. This, indeed, has been challenging, but at the same time extremely rewarding,” Thieme says.

He believes that leadership is an enormous responsibility that should never be taken lightly. Simultaneously, it is also an opportunity one should take pride in and fulfil to one’s best abilities. When it comes to long-term goals, he tries to never get disheartened by obstacles, but rather views them as opportunities that need to be tackled, and solved, head-on.

Above all, he refuses to be negative by reminding himself regularly of his goals - short, medium and long-term - as well as recognising the stepping stones to attaining them as they present themselves. This helps him to stay on track and actually enjoy the journey.

Above all, he is a family man who tries to spend as much quality time as possible with his wife and children. On weekends away, they enjoy camping, fishing and hiking. During their spare time they cook up a storm and experiment with various cuisines and new tastes.

Thieme is a self-proclaimed football fanatic and a Ramblers supporter. He also has a musical side and enjoys dancing and playing the piano. Travelling is his biggest hobby and he hopes to travel to many more exciting places.

One of the things he advises aspiring entrepreneurs is: “If you can dream it, you can do it! Then lead like you would like to be led. Finally, make it your own and live accordingly.

“I have made it my personal purpose to give life to people and the growth, success and happiness I witness every day in the O&L Group family, and the lives they directly or indirectly impact and enhance, fills me with a deep sense of gratitude and achievement.”

HR trends you need to know

Ann Snook

As technology advances and best practices change, so does the face of human resources. If you want to work efficiently while recruiting strong candidates and retaining good employees, you need to keep up with the latest innovations.

This article details of the year’s biggest technological, employee-based and recruitment HR trends, according to experts.

1. More Remote Employees

With so many people working from home, HR departments face a unique set of challenges. For instance, how do you: make employees feel a sense of company community; manage employee productivity and morale; operate when employees are located in different time zones; investigate concerns and complaints when you don’t see the people in-person?

Remote work does have some upsides. HR manager Stephanie Lane says that it “allows flexibility for employee scheduling, and it also expands the pool of talent which a company can hire from.” Employees with no commute and more flexible hours are often more productive, too.

In addition, employers save money with a remote staff. Fewer in-office employees means: Fewer perks (e.g. snack closet, coffee machine, parking spots); smaller offices with less overhead; Fewer office supplies to buy.

2. Organising Virtual Team Building

With employees located in different cities, states and countries, you can’t rely on traditional team-building activities. HR professionals have to get creative, offering virtual team building ideas to managers to help teams bond.

Michael Alexis, CEO of Team Building, says that “as more teams work from home, some organisations will figure out how to make [virtual team building] a long-term plan.”

His company offers video-call-based activities where far-flung teammates can have fun together even though they’re not physically together. These include virtual versions of Office Olympics and a “campfire” complete with s’mores.

3. Automation of Tasks

“I have seen a huge uptick in the technology that people in HR use to become more efficient and effective over the last several years,” says Ralph Chapman, CEO of HR Search Pros. “I am confident we will continue to see the use of software to automate more and more HR tasks as 2020 continues.”

HR professionals have a lot to do and often not enough time or staff to complete it all. Reduce your workload by automating some tasks.

Another way to streamline your processes is using a case management system. HR case management software makes it easy to track, manage and resolve workplace incidents and misconduct quickly to improve operations, spot trends and manage risk. Learn how i-Sight can help you protect your company with effective, timely investigations and strong documentation.

4. Data-Driven Strategies

HR professionals have to make dozens of decisions every day, each one a choice that could potentially change the direction of the company. You have to accept or reject candidates, choose benefits plans and workplace perks, plan events and evaluate employees with no guidance except your instincts.

Use data-driven HR strategies to: choose candidates based on performance capability, skill set and potential to work for you long-term; Determine risk factors for leaving and eliminate them for better retention; Gather insight into how to better engage and motivate employees; Create training modules that adapt to employees’ learning style and pace; Find areas of risk in your organisation and implement training to address them.

5. Focus on Workplace Experience

Rather than focusing on employee engagement, Beaty says, HR professionals should work toward a better employee experience. This HR trend shifts “away from the paternalistic towards a more human-centred interaction, empowering employees and encouraging responsibility.”

To achieve better employee experience, Beaty suggests focusing on the following elements:

Purpose: Help employees find purpose and meaning in their work.

Autonomy: Consider giving employees more say over how, when and where they work.

Belonging: Find ways to include remote and freelance employees, as well as those of different generations, ethnicities, gender identities, etc.

https://i-sight.com/resources/16-hr-trends-you-need-to-know-in-2020-according-to-experts/

Shifeta defends ReconAfrica’s drilling in KAZA

The minister of environment and tourism, Pohamba Shifeta, yesterday defended a decision to allow oil and gas drilling in a biodiversity hotspot and near UN-listed cave paintings believed to be thousands of years old.
Canada-based firm ReconAfrica is set to begin drilling this month in the Kavango Zambezi Transfrontier Conservation Area (KAZA) - a unique ecological site spanning parts of Angola, Botswana, Namibia, Zambia and Zimbabwe.
The petroleum exploration company secured rights in 2014 to drill oil and gas wells in more than 35 000 square kilometres of KAZA between northwest Botswana and northeast Namibia.
Drilling will take place along the banks of the Okavango river, which is home to several animal and plant species and empties into one of the world's largest inland deltas.
Shifeta yesterday said the company's activities would be limited to the designated area and closely monitored.
"If they [ReconAfrica] deviate from the plan then the drilling can be stopped," Shifeta told AFP.
He said anyone "aggrieved" by the activities could appeal the government's decision to allow drilling.
SCHLETTWEIN
The minister of agriculture, water and land reform, Calle Schlettwein, however, said the authorised exploration methods would need to be "carefully and thoroughly evaluated" to avoid impacting water supply.
Most of the food produced in the semi-arid southern African country is grown along the Okavango, which is also a major source of groundwater.
"Water is scarce in Namibia and therefore its sustainable usage is paramount," Schlettwein told AFP.
The government had previously stated that ReconAfrica would not be allowed to use hydraulic fracturing techniques - also known as fracking - which can poison groundwater.
Both ministers spoke on the eve of a planned demonstration today led by environmental activists in Windhoek.
Protest organisers Fridays for Future Windhoek have voiced concern about the impact on water quality, the tourist industry and communities living in the area.
Opponents have also noted that ReconAfrica would be drilling near the Tsodilo Hills, a UNESCO World Heritage Site in Botswana with over 4 500 ancient cave paintings, some of which are believed to be 24 000 years old.
ReconAfrica plans to begin a fully-funded three-well drilling programme this month, according to the company's website.
Its licence is valid for 25 years. – Nampa/AFP

Damaseb to captain side• Leader to pull team through The national under-20 football team's coach, James Britz, has appointed Steven Damaseb as the captain of the side as they prepare for the Cosafa men's championship starting today in Nelson Mandela Bay, South Africa.

LIMBA MUPETAMI

WINDHOEK

Eighteen-year-old midfielder Steven Damaseb, who completed grade 11 last month at Tutaleni High School in Walvis Bay, also had the responsibility of captaining the under-17 national team, known as the Baby Warriors.

Stick to the game plan

“I have played with most of these players and they are exceptionally good.

“We played together last year and we are back together again. We can really go far if we just go with the game plan and not get intimidated by the other teams,” Damaseb says.

He says captaining a national team comes with great responsibility and discipline.

“Every national team captain wants to achieve everything that Ronald Ketjijere achieved with the Brave Warriors.

“I look up to him, on and off the pitch, and I'm pleased to say that I have had a head start by captaining two other national teams.”

Tough group

Namibia is in Group B of the competition, together with defending champions Zambia, who will seek to retain the title they won on home soil last year. The sides have been split into three pools, Groups A and B containing four teams and Group C three teams.

How it will play out

The top team in each pool will advance to the semi-finals, as well as the best-placed runner-up.

Group B contains Malawi, Comoros, Namibia and defending champions Zambia, while Group C has Angola, Eswatini and Botswana.

Namibia will start their Group B campaign against Zambia on Friday, before a meeting with Malawi three days later. They finish their pool play against Comoros on 9 December.

All matches will be streamed live on www.cosafa.tv, while the semi-finals and final will be on SuperSport. The decider will be played on 13 December.

In order to calculate the runner-up position fairly, the results against the teams that finish bottom in Groups A and B will be disregarded, providing a level playing field for the teams in Group C. The annual regional tournament will act as a zonal qualifier for the 2021 Africa Cup of Nations, with the two finalists set to advance to the continental showpiece scheduled to take place in Mauritania next year.

-Additional info NFA

Shifeta defends ReconAfrica’s drilling in KAZA

Mining expects better 2021

Jo-Maré Duddy - Although some mining operations in Namibia were negatively impacted by Covid-19 this year, there are “most certainly green shoots of growth for 2021”.
Addressing the mining industry in its last e-newsletter of 2020, the CEO of the Chamber of Mines of Namibia, Veston Malango, said it has been a difficult year for most.
It has no doubt been a difficult year for most, and I’m sure many of us keenly await the festive season for a well-deserved break and a peaceful time to reflect with family and friends.
“The pandemic has cut across all economies, livelihoods and households and it is time to take stock of how we can rebuild our economy in a post-pandemic world,” Malango said.
He, however, highlighted three positive developments in the sector.
“Debmarine Namibia is forging ahead with the construction of its state of the art Additional Mining Vessel no.3, and B2Gold Namibia has commenced development of its underground gold mine.
“Government’s decision to abolish the non-deductibility of royalties proposal has once again placed Namibia as a highly sought after destination for mining investment, with new decisions on the table to grow and expand mining operations in Namibia,” Malango said.
B2GOLD
On 30 October, the first blast was taken at the portal to the Wolfshag Underground Mine, turning a new chapter in the mining success story of B2Gold Namibia. It also heralded the introduction of the first underground gold mine in Namibia, promising a significant injection into the fiscus over the next five years.
The central part of the underground mine will be located 275 metres below surface and accessed via a single 1 300-metre-long decline, the Chamber said in its latest newsletter, released today.
“The production phase of the project will commence by January 2022 when lateral development reaches the main ore body. The ore will be mined with a longhole stoping method at a production rate of 1 100 tonnes per day.”
The underground mineral reserve of the mine is estimated to contain 210 000 ounces of gold contained in 1.2 million tonnes of ore grading at 5.57g/t gold. It will be extracted over a period of four years from January 2022 to August 2025.
During this period, it is expected that the project will realise revenue of more than N$6 billion at a gold price of US$1 500 per ounce, with an incremental All-in Sustaining Cost (ASIC) of US$609 per ounce.
“In addition to returning an estimated US$16.1 million (N$241.5 million) in royalties and export levies to the government of Namibia over the four-year period, the project will also contribute significantly to the Namibian GDP through corporate taxes, withholding taxes and PAYE,” the newsletter stated.
An estimated 300 to 400 direct and indirect employment opportunities will be created during the present economic downturn, a period that has seen a number of mining operations in Namibia being put on care and maintenance and skilled workers being retrenched, it continued.
DEBMARINE NAMIBIA
The AMV3 vessel project execution is powering ahead despite Covid-19 and the shipyard has demonstrated remarkable resilience, according to the newsletter.
“The project is progressing well on all performance metrics and is still forecast to complete on time and within budget. The vessel is nearing construction completion, with its maiden voyage scheduled early in 2021. The vessel will first sail to Cape Town, South Africa, to be fitted with the mission equipment, before it sails to Namibian waters to commence operations,” it stated.
The N$7-billion vessel is expected to create more than 161 new jobs and contribute an additional 500 000 carats annually to Debmarine Namibia’s production, an increase of approximately 35 % on current production.
Upon completion, this will be the seventh vessel in Debmarine Namibia’s fleet.

BoN: ‘Don’t participate in Mufhiwa’

Jo-Maré Duddy – The Bank of Namibia (BoN) has cautioned the public not to participate in Mufhiwa Building Projects as doing so contravenes the Banking Institutions Act.
In a statement released by the BoN today, the central bank directed the promoters and participants of Mufhiwa “to stop”.
The deputy director of the BoN’s corporate communications, Kazembire Zemburuka, said the central bank conducted an investigation into the activities of Mufhiwa.
“The assessment revealed that the business activities of Mufhiwa Building Projects constitute and resembles the characteristics of a pyramid scheme,” Zemburuka said.
Members and participants in Mufhiwa Building Projects are encouraged to recruit new members, upon a payment of a joining fee of N$200, with the promise that such members receive payments to have their home loans settled, or to purchase new houses, or to renovate their existing houses.
It does not generate income through the sale of a product or any service to its members.
The joining fee of N$200 is used to pay existing members and the directors or owners of the scheme.
“Therefore, as soon as the recruitment of new members stops all the members and participants in the scheme will not receive any payment and will lose their joining fee,” Zemburuka said.
LOOKING FOR DIRECTORS
The BoN has been trying to get hold of directors or duly authorised representatives of Mufhiwa Building Projects, but to no avail, he said.
The BoN called on any director or duly authorised representative of Mufhiwa to contact the central bank within a period of 14 days from today to disprove the findings of its assessment.
“Any director or duly authorised representative of Mufhiwa Building Projects shall be afforded an opportunity to make written and/or oral representations to the Bank in order for the Bank to consider the matter in terms of the provisions of the Act,” Zemburuka said.
The BoN’s position shall be endorsed to be final if they fail to do so, he said.

Moody’s: Deeper junk status for Nam

Jo-Maré Duddy – Moody’s has downgraded government’s long-term issuer and senior unsecured ratings to three notches below investment status.
Issuing its ratings action last night, Moody’s said the downgrade reflects a further weakening in Namibia's fiscal strength despite policy statements of plans to rein in the fiscal deficit.
Namibia is now rated Ba3, down from the Ba2 rating it received a year ago.
Concurrently, Namibia's long-term local currency bond and bank deposit ceilings were lowered to Baa2 from Baa1. The long-term foreign currency bank deposit ceiling was lowered to B1 from Ba3, and the long-term foreign-currency bond ceiling was lowered to Ba1 from Baa3.
Moody’s outlook for Namibia remains negative.
Read the full report in Market Watch on Monday.