The strategic intent pursued by Botswana Telecommunications is to create shareholder value and gain competitive advantage through the delivery of innovative solutions, increasing mobile and broadband market share, and to fix the basics in order to deliver a superior customer experience.
BTC has identified five broad thematic areas central to execute this intent. These key result areas are innovation, customer experience, efficiency, growth and a high-performance culture. BTC growth will be driven by an improved mobile and broadband customer experience, new products, and new market growth both locally and regionally. Innovation is anticipated to develop new products and lines of business that gives the company a competitive advantage, while at the same time BTC seeks to transform itself into a high performing company that is characterised by superior leadership ability and talented people who are results oriented.
The group’s three-year strategic focus to 2020 remains one of growth and transformation, themed around technology, commercial and culture. As for the technological transformation, BTC is transforming and modernising its network at the same time improving the quality of user experience. The company says it continuously invest in its networks in order to give its customers the widest coverage, fastest speeds and the best network quality, while making its services more affordable. Investing in the latest generation network technology allows the company to lower operating costs while improving their capacity to handle increased traffic volumes.
Further, BTC indicated that its approach to the market is segment based, as it wants to engage with customers and gather essential insights to improve its value proposition and provide a seamless customer experience. BTC has developed an integrated commercial strategy with the intent of growing revenue and gaining its market share and it seeks to transform into a high performing company that is characterised by superior leadership ability as well as results oriented people with the requisite skills.
According to BTC Annual report 2019 released this week, the company has identified strategic programmes to anchor the three transformation pillars. Converged billing being the first strategic programme has seen phase 1 of the platform being implemented in March 2018. Mobile prepaid, mobile post-paid and fixed prepaid platforms were migrated. Migration of fixed post-paid customers was implemented in June 2019.
As part of the BTC digitisation program, Data Centre and IT infrastructure Consolidation project was commercially launched in March 2019, and there has since been an increase in uptake of customers hosted in the Data Centre. Investment in the Mobile Broadband network is achieving the desired results of improved quality of customer experience, and BTC has rolled out 281 sites to date. The deployment of MBB has resulted in BTC 4G being the best in the country, both in terms of coverage footprint and download speed.
This has led to an upsurge in mobile data usage and an increase in 4G subscriptions. The quality of voice service on the mobile network has also improved and exceeded set targets with reductions in network congestion rates and drop call rates. In the Fixed Broadband space, BTC says it has deployed and commissioned a total of 81 Fibre to the Cabinet FTTC nodes in Gaborone, Francistown, Kasane and Maun, and has extended Fibre to the Home FTTH in Phakalane Golf Estate and Gaborone North, providing fibre-based connectivity to hundreds of households.
The FTTx service was launched in major centres and customers are now able to experience high-speed internet connectivity. The company further indicated that it upgraded its VSAT system to a state-of-the-art platform which is capable of delivering high speed and affordable internet connectivity up to 50Mbps. As a result, of improved service quality, BTC noted that it has seen an increase in customer retention. VSAT service, the group claims, has seen increased uptake particularly from farming communities, as well as tourism and hospitality facilities countrywide.
The roll-out of the 4G sites, according to the report, enabled BTC to introduce new mobile data products targeted to different segments of the market. ‘’we launched new propositions such as Live Social bundles, revamped turn up bundles and video bundles. For post-paid we were able to offer customers Pro connect bundles which offers them a range of bundles, voice and an option of 4G high-end device’’ reads the report
Moreover, BTC has launched its money financial service called SMEGA. ‘’this allows customers to deposit or withdraw money, pay bills, buy electricity and airtime from their wallet. The service has a bank to wallet feature and a new innovation called Motshelo group as well as bulk payments. We have also introduced mobile app that gives customer’s convenience to access our services through their phones and online application for services’’. Efforts to improve customer experience for the company are beginning to bear fruit, a s following an introduction of a day service, customer satisfaction index improved from 66% to 68%. The service is aimed at improving customer service turnaround times.
BTC continued to enhance the ability of the transmission network to support the radio access network by connecting more base radio stations with fibre and high-speed IP microwave transmission, thus improving the quality of service and extending access. This is according to the company’s Annual Report 2019 released this week.
The continual enhancement of the telecommunications environment is a basis for competitiveness in the sector and is an important element of improving customer experience and ensuring customer satisfaction. As a customer-centric and proactive mobile network operator, BTC says it has implemented an integrated Fault Management and Performance Management Solution as a strategic initiative of the integrated network management platform. This was done to improve the quality of and ensure overall visibility of the network performance. Continual monitoring of these has helped in guiding the installation of additional capacity to where it is most needed, thereby resolving capacity constraints.
BTC network coverage continues to be the widest in the country and covers over 96% of the population. BTC has significantly increased its LTE coverage footprint, covering urban and semi urban locations and village across the country, with over 365 sites commissioned as at end of the year under review. Additional sites will be deployed during the 2019/2020 financial year to address coverage gaps and for densification in the two cities, Gaborone and Francistown. BTC has also improved its fixed broadband services with fibre to the ‘’X’’ deployed in urban areas. The company stressed that it commissioned its VSAT service that uses a High Throughput Satellite delivery high speed broadband connectivity across the country.
Botswana Democratic Party (BDP) and some senior government officials are abuzz with reports that President Mokgweetsi Masisi has requested his Vice President, Slumber Tsogwane not to contest the next general elections in 2024.
The impacts of climate change are increasing in frequency and intensity every year and this is forecast to continue for the foreseeable future. African CEOs in the Global South are finally coming to the party on how to tackle the crisis.
Following the completion of COP27 in Egypt recently, CEOs of Africa DFIs converged in Botswana for the CEO Forum of the Association of African Development Finance Institutions. One of the key themes was on green financing and building partnerships for resource mobilization in financing SDGs in Africa
A report; “Weathering the storm; African Development Banks response to Covid-19” presented shocking findings during the seminar. Among them; African DFI’s have proven to be financially resilient, and they are fast shifting to a green transition and it’s financing.
COO, CEDA, James Moribame highlighted that; “Everyone needs food, shelter and all basic needs in general, but climate change is putting the achievement of this at bay. “It is expensive for businesses to do business, for instance; it is much challenging for the agricultural sector due to climate change, and the risks have gone up. If a famer plants crops, they should be ready for any potential natural disaster which will cost them their hard work.”
According to Moribame, Start-up businesses will forever require help if there is no change.
“There is no doubt that the Russia- Ukraine war disrupted supply chains. SMMEs have felt the most impact as some start-up businesses acquire their materials internationally, therefore as inflation peaks, this means the exchange rate rises which makes commodities expensive and challenging for SMMEs to progress. Basically, the cost of doing business has gone up. Governments are no longer able to support DFI’s.”
Moribame shared remedies to the situation, noting that; “What we need is leadership that will be able to address this. CEOs should ensure companies operate within a framework of responsible lending. They also ought to scout for opportunities that would be attractive to investors, this include investors who are willing to put money into green financing. Botswana is a prime spot for green financing due to the great opportunity that lies in solar projects. ”
Technology has been hailed as the economy of the future and thus needs to be embraced to drive operational efficiency both internally and externally.
Executive Director, bank of Industry Nigeria, Simon Aranou mentioned that for investors to pump money to climate financing in Africa, African states need to be in alignment with global standards.
“Do what meets world standards if you want money from international investors. Have a strong risk management system. Also be a good borrower, if you have a loan, honour the obligation of paying it back because this will ensure countries have a clean financial record which will then pave way for easier lending of money in the future. African states cannot just be demanding for mitigation from rich countries. Financing needs infrastructure to complement it, you cannot be seating on billions of dollars without the necessary support systems to make it work for you. Domestic resource mobilisation is key. Use public money to mobilise private money.” He said.
For his part, the Minster of Minister of Entrepreneurship, Karabo Gare enunciated that, over the past three years, governments across the world have had to readjust their priorities as the world dealt with the effects and impact of the COVID 19 pandemic both to human life and economic prosperity.
“The role of DFIs, during this tough period, which is to support governments through countercyclical measures, including funding of COVID-19 related development projects, has become more important than ever before. However, with the increasingly limited resources from governments, DFIs are now expected to mobilise resources to meet the fiscal gaps and continue to meet their developmental mandates across the various affected sectors of their economies.” Said Gare.
Letlhakeng:TotalEnergies Botswana today launched a Road Safety Campaign as part of their annual Stakeholder Relationship Management (SRM), in partnership with Unitrans, MVA Fund, TotalEnergies Letlhakeng Filling Station and the Letlhakeng Sub District Road Safety Committee during an event held in Letlhakeng under the theme, #IamTrafficToo.
The Supplier Relationship Management initiative is an undertaking by TotalEnergies through which TotalEnergie annually explores and implements social responsibility activities in communities within which we operate, by engaging key stakeholders who are aligned with the organization’s objectives. Speaking during the launch event, TotalEnergies’ Operations and HSSEQ, Patrick Thedi said, “We at TotalEnergies pride ourselves in being an industrial operator with a strategy centered on respect, listening, dialogue and stakeholder involvement, and a partner in the sustainable social and economic development of its host communities and countries. We are also very fortunate to have stakeholders who are in alignment with our organizational objectives. We assess relationships with our key stakeholders to understand their concerns and expectations as well as identify priority areas for improvement to strengthen the integration of Total Energies in the community. As our organization transitions from Total to Total Energies, we are committed to exploring sustainable initiatives that will be equally indicative of our growth and this Campaign is a step in the right direction. ”
As part of this campaign roll out, stakeholders will be refurbishing and upgrading and installing road signs around schools in the area, and generally where required. One of the objectives of the Campaign is to bring awareness and training on how to manage and share the road/parking with bulk vehicles, as the number of bulk vehicles using the Letlhakeng road to bypass Trans Kalahari increases. When welcoming guests to Letlhakeng, Kgosi Balepi said he welcomed the initiative as it will reduce the number of road incidents in the area.
Also present was District Traffic Officer ASP, Reuben Moleele, who gave a statistical overview of accidents in the region, as well as the rest of the country. Moleele applauded TotalEnergies and partners on the Campaign, especially ahead of the festive season, a time he pointed out is always one with high road statistics. The campaign name #IamTrafficToo, is a reminder to all road users, including pedestrians that they too need to be vigilant and play their part in ensuring a reduction in road incidents.
The official proceedings of the day included a handover of reflectors and stop/Go signs to the Letlhakeng Cluster from TotalEnerigies, injury prevention from tips from MVA’s Onkabetse Petlwana, as well as bulk vehicle safety tips delivered from Adolf Namate of Unitrans.
TotalEnergies, which is committed to having zero carbon emissions by 2050, has committed to rolling out the Road safety Campaign to the rest of the country in the future.