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Orapa & Letlhakane mine: The highs and lows of the world’s largest diamond mine – Part One

ORAPA: If Las Vegas is famous for its glitterati lights and trendy casinos, the gambling and money spinning haven for a cross-section of the wealthy one percent, Miami, London and Paris the fashion and culture capitals of the modern world.

Hollywood the nurturing cradle of pop-culture that churns out the world’s glamorous, the best entertainers and super stars to wow and thrill our planet. New York, the concrete jungle where dreams are made, then Orapa is the world’s one of a kind reliable and highly trusted giver of rare, special, precious rocks, a gift to the word that keeps on giving.  


The Orapa diamond mine owned and operated by Debswana is the world's largest open cast diamond mine located in a small township in the Boteti Sub-District. Orapa has for many years decorated royals and Hollywood stars with jewelry from its priced and truly special diamonds, it is a magical oasis of precious stones in the sweltering warmth of the unforgiving Boteti heat.

At its best, Orapa is to the Botswana economy what Obama is to American politics, what Mandela is to South Africa, what the Buggatti is to the car industry. It is what Floyd Mayweather is to Boxing, but that was then. For close to fifty years, Orapa has endured its highs and lows, it has experienced its boom and bust, in that order and the tale as told by its very first inhabitants is an incredible one.   


After close to half a century of uninterrupted high value diamond production and critical support to Botswana's economic development, Orapa is not the same place it used to be. Its first employees and original residents now in the evening of their lives, men who dared to literally invade the sleeping place for lions, (The word Orapa is actually a Sesarwa word that means resting place for lions) sleeping in nothing but makeshift tents (Camp Lamando) when Orapa was just a thicket of bush, a feared forest where lions roamed and the human species, except for some highly experienced Basarwa animal trackers would not dare to step foot in, look back with nostalgia and reminisce about the good old times of the Orapa Beer-fest, the Christmas parties where drinks over-flowed non-stop, the days of Orapa owned Television Station, memories of mine sponsored shopping sprees and the mine bonus program mpho le mphonyana as well as the generosity of the then Minister of Minerals, a certain Minister Mswele, who now seems all forgotten.

They saw the township being built, brick by brick from the ground up, they witnessed too much during the life of the mine. They posses the greatest institutional memory, but yet have also forgotten a lot in the last forty five years which they now remember in bits and pieces before it is all lost to historical record.   


This week, two old men who were part of the tiny cohort of Orapa mine’s first employees sat down with this publication to jog their memories and attempt to remember all that was Orapa of yesteryears, Orapa of their time. Eighty year old Kgosiemang Diepo, born in 1935, says that he started work at Orapa mine in 1967 when the mine had just been discovered and the AK1 kimberlite just indentified. 

He describes that time as the ‘best of days’. Orapa, the oldest of four mines operated by Debswana, begun operations in July 1971, four years after he had begun work at the mine.

By then Diepo was only 35 years old, and had no idea he was going to embark on the task of building the world’s largest diamond mine, which will turn out to be the mainstay of Botswana’s economic success model for many decades.


Kgosiemang Diepo started work at the mine during it initial prospecting, first sampling and evaluation process in 1967 and was among those in attendance when it was officially launched and open for business in 1971 by His Excellency Sir Seretse Khama. 

He says he was part of the mine’s first geologists, led by Manfred Marx, and ably assisted by Dr Gavin Lamont and Norman Randel who carefully traversed the carnivores infested forest of Boteti in search of precious stones, then he had never laid eyes on the stone they sought. He says this adventures process, which later included sampling and evaluation of soils and rocks took them two years to complete. 

On June 23rd 1968, the De Beers Botswana Mining Company was born. He says he remembers that special moment then when the first diamonds were discovered and he first laid his eyes on the stones he had longed to see. 

The old man saw all that is Orapa today from conception to execution. Now retired and a headman of arbitration at Mokgobelele Ward in Letlhakane, know for his trademark safari hat, Diepo says he had no idea then he will stay at Orapa mine for more than 26 years, let alone live to tell the tale to the younger generation.


“I was among the first local inhabitants to work in the Orapa diamond mine, which was then not called Orapa or Debswana but De Beers Mining Company. I begun work on the 26th May 1967, when Orapa was still just a camp and we lived in temporary structures. The mine headquarters were in South Africa while the geology office was based in Lobatse” the old geezer says slowly.


He says many of the people he began work with at the mine are late and that his first responsibilities at Orapa were clearing bushes, creating space for internal roads, digging, prospecting and taking soils sample. He was a jack of all trades “we were basically preparing for the parrot plant building, back then we used very rudimentary equipments and everything was a process of discovery through trial and error.

I remember that we were initially paid R8 and then later R10” he says. He says heavy duty drivers who are now paid between P10, 000 and P20, 000 by the mine were only paid R15 “Our Chief geologist was a Scottish man called James George Gibson and our general manager who I remember been picked at the Francistown train station regularly lived in Johannesburg and would only visit to check on progress” he remembers vividly.


He says when the mine was handed over in 1971, it was a period of great joy and trepidation among his contemporaries, and the mine’s first employees “since that day, the mine has operated unabated and uninterrupted, its plant operates non-stop day and night” he says.

“Orapa then was like the biblical land of milk and honey, it was a hodgepodge of people from different nationalities, all focused and committed to the search of one thing, the world’s most valuable rocks. From there on we started having a mix of people from Germany, Canada, South Africa and Zimbabwe coming to this place” he says.

He says many of the new arrivals then brought their children and settled in Orapa. He says that even gold diggers from the south African gold mines, mining engineers, metallurgists, steel experts and the like started descending into Orapa in their droves “as the population of people increased, the mine decided to build the township as you see it today, a modern town, with modern brick houses, additional housing was added gradually over the years to convert the bush into a true modern mining city” he says.  

He says back then the mine took good care of its employees “ R10 was a lot of money in the 70’s, the mine could also afford to give its employees, housing allowance, free gas, free electricity, cars to go shopping in Francistown, all expenses paid as there were no shops in Letllhakane or Orapa” he says.


Gabaratane Maphane Mawala, born in 1934, says he was operator with the mine for 20 years. He says they used to be given mine cars to go wherever they wanted “back then to work in the mine gave you prestige in the village, the mine operated non-stop day and night, it never closed, we had 3 shifts, one from 8-4pm, followed by another from 4pm- 12 mid-night, then another group would go to work from 12 midnight until 8pm, the cycle would continue and that cycle has been like that to date. In our time we would be given seven days off work to rest regularly” he says.


While they speak well and glowingly about the mine, the two old timers don’t flinch when they bemoan the lack of developments in their village of Letlhakane. “we had high hopes that the mine would develop this village, looking back we regret that we should have demanded more developments for our region” Mawala says with a straight face.

He says that it is a shame that in 2015, Letlhakane has no street lights “with all the money that has come from the mine the village should have good internal roads and street lights” Letlhakane has no single street light and they both agree that might pose a danger to people who have to catch buses for their night shift.

“life has changed, these days stories of mine employees working night shifts being robbed or victims of crime are common, it is a big disappointment and unbelievable that the village is still as dark at night as it used to be back then in the 70’s, this is a great failure and a disservice on the part of the government and the mine” he continues, with visibly restlessness written on his face.

The two concur that unlike today, in the past it did not require a special permit to enter Orapa “people entered as they pleased. In our days, there was a lot of diamond theft. Many people stole diamonds back then and were as a result denied access into Orapa” Diepo adds.

It was then decided that permission will be restricted and a permit sought to enter the township. He says diamond theft was so rampant that the then chief of police, a certain Jack Monty was transferred to Orapa to assume the post of Chief Security Officer at the mine.

He says many such people were tried in the courts of law in Botswana and it is now impossible for them to enter Orapa, let alone for anyone with a criminal record, this he posist  is due to the mine’s high security culture. Orapa is entirely fenced, it has a high security fence, with only two manned entry points, even upon entry into the township, access is only allowed in the green area and not where the diamonds are mined.

“When I started working as Operator on December 20 1989, I thought what the mine did for the village was good enough for us, looking back I would say we have failed the young generation and should have demanded better and more developments’’ Mawala brings us back to the discussion on the villagers co-existence with the mine.


He says while his generation was satisfied with R35 which he earned when he became full operator, he wishes they had the vision to see 25 years into the future and asked the mine to cater for village developments as well, to build at least public toilets and street lights for the villagers “The mine has not developed Letlhakane, we are disappointed. Residents should stand up and demand better! Otherwise the mines will soon close, leaving the village as it was when it started operation” he declares.

Diepo adds that not even the main kgotla in Letlhakane which is the symbol and embodiment of the village’s culture, identity and development has a proper roof and is big enough.

“I must add though that when Blackie Marole was at the helm and leadership of the mine he tried his out most best, but was failed by the politics and ill advised by people who did not want to see this village prosper” he says.


He says people should visit Letlhakane to see that it is not any different from 45 years ago, save for a few structures which were not build by the mine but through the sweat and toil of local business men and Letlhakane residents, who saw opportunity in a mining environment. He says while they understand that Orapa is the administrative centre for all the mines in the region, the township has unfairly benefited, getting the bulk of all the developments at the compete exclusion of Letlhakane.


He says water and power never shuts down in Orapa no matter what happens in the rest of Botswana and it saddens them as senior citizens that Letlhakane is excluded when it also has a diamond mine “Letlhakane should be better, we live in a village with no proper sewage system, not many good gravel roads, majority of the mine workers stay here and we are surrounded by diamonds.

The dust is unbearable because we have no tarred roads! Tuberculosis is on the rise in the village. The big mine trucks, so big that we never knew trucks that big existed, have to drive on these terrible roads regularly, sending clouds of dust everywhere and causing more damage to our once peaceful and safe environment. It is time a small percentage of the profits is reserved to help the village build roads” he says hushly, as if to restrain himself.


He reveals that he remembers however that a few years ago the mine reluctantly built 55 toilets in tsikinyega ward and regularly donates cash through their corporate social investment (CSI) arm which will be one of its biggest legacy to the village, but so do many non-mining companies with CSI units he says “what would be wrong with the mine doing something more tangible to remember it by, like constructing internal roads, improving the gravel roads in Letlhakane and building a proper hospital, why should Letlhakane residents still be referred to Francistown hospitals after so many years of mine operation” he asks rhetorically.


While he acknowledge that the mines has built the one road that connects Letlhakane to Francistown, he says he will be proud of the mine if Letlhakane had a proper stadium, airstrip, good internal roads, large hospital, mine sponsored malls and street lights.

He says his consolation is that while the mine did not develop the places and regions the minerals are extracted from, it is comforting that it has helped develop the rest of the country “the mine has employed so many people over the years and changed lives positively, it has employed people from across Botswana without discrimination and that is what consoles me” he says as if in reflection.


He says while he would not like to talk too much about what might have been and dwell on the past, it still troubles him that whites who were junior and doing the same jobs as them were paid more “English people from England and some of those countries, who were doing hard labor and menial jobs, came here and were paid more than us.

That was unfair and it was never explained to us what that was about”. He remembers sadly.

He says having been involved with the mine for that long, he knows that there are still plenty of diamonds in Boteti and that more mines will spring up in the future “I do not wish to reveal too many details or cause alarm about this, but I can assure you that having been to many spaces where diamonds are found in Boteti, from the very beginning, I know there are still plenty of diamonds in this country, they will never finish” he says boldly. 

He says he however fully supports government’s strategy of not revealing too much information to citizens about diamonds as that might lead to many mines opening and a possible stock pile of diamonds or the country being attacked in a scramble and scurry for the precious rocks.

“When we begun work at the Orapa mine, we were told that it will have a life span of about 30 years, I retired after 26 years, and its life span keeps increasing. Don’t believe all this hype about the mine life span or shut down. We will die and in my knowledge there will still be digging for diamonds in Boteti. Orapa will get to cut 3, 4 and 5 and I will be proven right.

Having prospected for diamonds, evaluated then and seen some of the pits and the rocks they came from, that is my general view if you ask me about the future of diamonds in Botswana” He says with a relaxed confidence. 

He says while the mines may occasionally shutdown and experience their lows and bust, as it occurred in 2009 due to less demand for diamonds and the world economic meltdown, they will always be back up when the world economy changes and demand shifts.


Diepo, who says when he left the mine he had been Promoted many times, remembers being promoted to Geology Transport Supervisor and another promotion to senior Geology field officer, he says he is surprised that people in the same position today earn so much more. He says even white employees back then used to laugh behind his back saying he should have been paid more for the many roles he played building Orapa.

For his part, Maphane says, he was told his position was, operator, then shift foreman and later shift-foreman now dealing with blasting, to prove this he shows a scar on his leg, the injury came about during one of the blasting operations at the A/K1 kimberlite. To date, he is still seeking compensation for his injuries from the mine.


Today, the Boteti region boasts of four diamond mines, being Orapa, Letlhakane, Damtshaa (OLDM) and Karowe Boteti mines all within a 10 kilometers radios of each other. Firestone, Monak ventures, as well as other mines are said to be on the pipeline.

The Orapa diamond mine operates for 24 hours, seven days a week all year round, since 1971 and the early 2000, only halting shortly and intermittently for the plant to go for routine service and maintenance.

The average work day on the mine is eight hours. It employs hundreds of operators and miners trained on mining and earth moving machines, drilling, excavating and blasting, who burn the mid-night oil daily, in a meticulous search for life sustaining stones, all working on shifts day and night even as the nation sleeps or some employees go on strike.

The mine has its own independent water and power supplies to ensure uninterrupted around-the-clock operations ensuring that Orapa remains the one of a kind reliable supplier of rare stones, a highly trusted giver to the world that keeps on giving and it seems in the wisdom of Kgosiemang Diepo so will it be, now and in posterity.


Part two will cover the two men’s departure from Orapa mine and their journey to start work on another mine, the Letlhakane mine in 1975. Part three will cover the controversial scannex machines used in the diamond red area, where only a select few are allowed access. Part four the mine’s long term impact on the environment in Boteti. Part five will focus on Boteti Karowe Mine-a Model Mine and the Unknown story of Monak Ventures.

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Choppies back to profitability

21st September 2021
Choppies CEO - RamachandaranOttapathu

Choppies Holdings Limited, Botswana’s largest Fast Moving Consumer Goods (FMCG) retail group, is back to its glory days of profitability.

On Wednesday, Choppies signalled its shareholders in a circular published on the Botswana Stock Exchange website that a massive comeback is in the offing. The retail giant, which trades on both Botswana and Johannesburg Stock Exchange, notified its investors that it is currently finalising its financial results for the 12 months ended 30 June 2021 (FY2021).

As per the Listings Requirements of the Botswana Stock Exchange (BSE) and the Johannesburg Stock Exchange Limited (JSE), that requires companies to publish a trading statement as soon as they become reasonably certain that the financial results for the period to be reported on next will differ by more than 10% (in the case of the BSE) or more than 20% (in the case of the JSE) from the financial results reported for the previous corresponding period, Choppies notified the market about the expected financials.

In the circular, Choppies said it expects the consolidated Profit after Tax, including discontinued operations for the period FY2021, to be between 106% to 126% better than the Loss after Tax of BWP 370.6 million reported for the period FY2020, representing a Profit after Tax of between BWP 22.6 million and BWP 96.7 million.

The Profit before Tax for FY2021 is expected to be between 1% and 21% higher (BWP 105.7 million and BWP 126.7million) than the Profit before Tax of BWP 105.0 million reported for the period FY2020. The Choppies come back is against the backdrop of a devastating past three(3) financial years where the company endured some of the worst headwinds ever since its establishment over two decades ago.

Following reports of internal boardroom wars, the crisis exploded to fireworks. The retail giant was suspended on both Botswana and Johannesburg Stock Exchange for failing to publish its audited financials as per the regulatory requirement for all publicly listed companies. Following suspension from trading, Choppies’s value deteriorated to record low levels, triggering massive governance restructuring before reconfiguring its portfolio, divesting and exiting some markets, retreating to regroup in its spiritual home ground of Botswana.

In the process, the retailer stayed on news headlines for all the wrong reasons, boardroom infighting, shareholder tussles and disagreements between founders and back to back conflicts with its external auditors. At some point, Choppies founder, Chief Executive Officer and talisman, Ramachandran Ottapathu, was suspended and later reinstated in a dramatic turn of events. Furthermore, the fallout saw the longest-serving Chairperson, former President Dr Festus Mogae, resign as board chair.

The delayed 2018 year-end financial results, released a year and a half later in December 2019, delivered a shock to shareholders, with many pundits announcing Choppies’s funeral. Choppies registered a whooping BWP 445 million loss for the full year ended June 2018. Another shocking loss of BWP170 million for 2017 was initially reported as a BWP 74. 6 million profit when KPMG was still the auditor.

The Choppies loss-making crusade spilt over to 2019, registering in loss BWO 428 million before drowning again into a loss of BWP 370.6 million for the full financial year ended June 2020. In July this year, Choppies biggest individual shareholders Ramachandran Ottapathu and Farouk Ismail, revealed they would be levelling a lawsuit against former Choppies auditors Price Water Coopers (PWC).

The duo blames the auditors for alleged lapses, incompetence, and deliberate sabotage that led to the company’s regulatory non-compliance and subsequent suspension from the Botswana Stock Exchange in 2018 and a massive deterioration in value. In the Annual Report for the financial year ended June 2020, released in November that year, newly appointed Board Chair Uttun Corea announced that Choppies had appointed new auditors, Mazars, regarding FY19 and FY20.

The new board further announced a massive reconfiguration strategy to return the company to glory. The Board Investment Committee recommended disposal of loss-making operations in South Africa and the closure of operations in Mozambique, Kenya and Tanzania, which according to Mr Corea, helped return the Group to profitability.

“Our other markets also proved economically challenging with a struggling and volatile Zimbabwean economy, currency devaluation in Zambia, and a lack of economies of scale in Namibia. However, we believe a focused approach in these regions and the numerous opportunities for growth in Botswana present the Group with solid prospects.

This conditions, together with the favourable conditions following the introduction of funds by the founding shareholders, together with additional security, and given the renegotiation of our banking facilities which will see our monthly payments lower, put the Group on a firm going concern footing,” the board Chair said last year.

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Cresta Marakanelo exits Zambia market 

21st September 2021
Cresta Marakanelo

Cresta Marakanelo Limited (CML), Botswana’s most prominent hotels and hospitality group, has decided to exit the Zambian market, the company announced on Wednesday. 

CML, a Botswana version of the larger Southern African Cresta Hotels Group, revealed in a circular to its shareholders on Wednesday that “it will not be renewing the lease agreement with Golfview Hotels Limited for the rental of Cresta Golfview Hotel in Lusaka, Zambia.” The Botswana Stock Exchange (BSE) listed hotels group explained it would be withdrawing from the Cresta Golfview Hotel operations on 30 September 2021.

CML explained in the circular that for continuity of operations, the landlord, Golfview Hotels Limited, will be taking over the management of the hotel and will endeavour to absorb the majority of the staff.

“The consideration to not renew the lease came after a review of the financial viability of continuing with the lease agreement. The decision to exit the lease is therefore in the best interests of CML shareholders,” Cresta Marakanelo Board explained on Wednesday.

For the year ended 31 December 2020, Cresta Golfview Hotel accounted for 5% of the CML Group’s revenue and 2% of the Group’s loss before tax. The company said it would continue to operate the 11 hotels in Botswana.

The Board of Directors of Cresta Marakanelo went on express gratitude to its dedicated staff at Cresta Golfview Hotel, “The men and women who personified our Cresta brand essence; Where One Smile Starts Another and lived our Cresta mantra of Hospitality with African Heart and Soul consistently over the years.” The Board further thanked its business partners in Zambia: the valued guests, suppliers, stakeholders, and the Zambian community at large during the time CML has operated in Lusaka.

“We look forward to welcoming you to our other properties under the CML portfolio,” the statement said. Early this year, Cresta Marakanelo attempted to expand its Botswana footprint, nearly taking in Phakalane Golf Estate & Hotels Property under its wing. In January 2021, Cresta Marakanelo announced that it had signed a 10-year lease agreement for the hotel and the golf course, located in the Gaborone high-end suburbs, with an option to renew for a further ten year period.

In addition, Cresta had planned to pay Phakalane P10.7 million as a once-off for moveable assets, including furniture, fittings and equipment, with the amount payable over 24 months. Two months later, CML directors told shareholders that the conditions necessary to finalise the deal had not been fulfilled, and as a result, the transaction could not materialise.

Cresta Marakanelo is the operating company for, until this Zambia exit, the 12 Cresta Hotels in Botswana and Zambia. The company was formed in 1987 with an initial portfolio of fewer than 290 rooms, and until this September end exit, Cresta Marakanelo has been managing over 1000 rooms in Botswana and Zambia.

Since its establishment, Cresta Marakanelo Limited (CML) has maintained its position as the largest hotel group in Botswana. The company was established in 1987 when Cresta Hospitality was awarded the Management contract for the Marakanelo Hotels in Botswana by the Botswana Development Corporation.

Cresta Marakanelo was listed on the Botswana Stock Exchange in 2010. Its largest shareholders are the Botswana Government, through the Botswana Development Company, at 30 percent and Cresta Holdings Botswana at around 29 percent, with other shareholders being Motor Vehicles Accident Fund Botswana, Botswana Insurance Company, amongst others.

Established in 1970, the Botswana Development Company is the investment arm of the Botswana Government. BDC’s main aim is to be the country’s principal agency for commercial and industrial development. The Government of Botswana owns 100 percent of the issued share capital of the Corporation. BDC has interests in industry, property development and management, agribusiness and services.

Cresta Holdings Botswana is ultimately owned by Masawara Plc, a Jersey Registered Company listed on the London Stock Exchange’s Alternative Investment Market, with an investment portfolio that extends from Botswana to Zambia, South Africa and Zimbabwe. The Group’s portfolio spans the Hospitality, Insurance, Investment Management and Agrochemical sectors.

Its hospitality arm, Cresta Hospitality Holdings, is one of Southern Africa’s largest hotel management groups, managing or operating hotels in Botswana, Zimbabwe and Zambia.  Cresta Hospitality started hotel operations as far back as 1958. Cresta Holdings is a hotel management company registered in Botswana.

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Business

ABSA posts improved results  

21st September 2021
Keabetswe Pheko-Moshagane

Absa Bank Botswana released their condensed consolidated interim financial statements for the period ended 30 June 2021. Profit before tax grew significantly by 125% against the previous year, a material recovery from the June 2020 position.

According to the company directors, the performance was driven mainly by the positive performance of the impairment line together with the positive momentum on cost lines. Pre-provision profit has also grown year on year by 9%.

Consequently, the bank’s Return on Equity (ROE) went up to 19%. Total revenue declined 1% year-on-year. Net interest income fell 8% due to margin compression driven by interest rate cuts in 2020. However, the sales and transactional banking franchise realised impressive recovery rates with volumes going up to almost pre-COVID-19 levels, and fee revenue grew 20% year on year.

Absa boasted that their operating costs remain well contained, on a reducing trend compared to the prior year. On a statutory basis, operating expenses totalled P460 million, representing a 7% decrease year-on-year. This was achieved by an overall reduction in spending as the bank continues to leverage on a leaner, rotational and digitally-led operating model.

Costs in the current year have benefited from the absence of the Voluntary Staff Separation exercise that happened in the first half of 2020, together with a significant reduction in separation expenses as the rebranding exercise has been completed. Cost-to- income ratio declined 4% and ended at 58% for the period under review. On a year-on-year basis, our credit losses decreased materially by 74%.

This significant drop was driven primarily by the better-than-expected performance of the macroeconomic variables, predominantly GDP, which carries a higher weighting in the bank risk models. With improved and stable portfolio performance, the loan loss rate improved to less than 1% for the period ended 30 June 2021.

Absa balance sheet continued on its growth trajectory with an overall growth of 14%. Customer loans and deposits remained key. components of the balance sheet and the key drivers of balance sheet growth. The balance sheet position remains solid at a total financial position of P21.5 billion. Customer loans grew by 9% year-on-year to P14.8 billion.

“We have seen increased momentum in our loan conversion rates, especially in RBB where growth was driven by scheme loans, mortgage loans and Enterprise Supply-chain Development (ESD) loans,” the bank said in a commentary that accompanied the financials.

Directors explained that growth is in line with their strategy to continue to lend a hand to the bank customers who need support during this period and support the initiatives around citizen economic empowerment and economic diversification. Customer deposits have registered good momentum growing 15% compared to last year, reaching P16 billion as of 30 June 2021.

“Although we have seen tightening liquidity in the market, our client penetration, acquisition and retention strategy has borne much fruit, especially in our CIB segment. We have noted a stable upward trend in our deposit book, a momentum which is expected to last into the rest of the months of 2021,” Directors observed.

Directors further noted that the solid balance sheet position and recovery in profitability had further strengthened the bank’s capital position, which stands at P2.9 billion and represents a capital adequacy ratio of 18% against a regulatory requirement of 12.5%. The liquid assets ratio stood at 14.6%, well above a regulatory limit of 10%.

Zooming deep into segmental performances, corporate and Investment Banking (CIB)closed off the first half of 2021 with a year-on-year decline of 3% on total income; this is on the back of the slow recovery in economic activity felt in crucial economic sectors which have previously contributed positively to revenue.

Business sentiment and confidence remain subdued even in 2021 as uncertainty continues due to the impact of COVID-19. However, the profitability of CIB is on the move, on an upward trajectory with 36% growth year-on-year. This performance was supported by the non-funded income lines’ resilience and the impairment lines’ performance.

For the Retail Banking segment the first half of the year, both loans and advances and deposits due to customers grew by 14% and 16% year-on-year, respectively. Overall revenue has remained flat year-on-year. Growth was realised from non-interest income. This is in line with the bank’s strategy to become the go-to transactional and digitally-led bank.

In the future, Absa directors noted the volatile, unpredictable environment that continues to prevail due to the COVID-19 pandemic, which comes with new waves of infections and variants, restricted movement and trade.

” However, we remain resolute in executing our refreshed strategy and focus on offering our employees and customers support in collaboration with the various stakeholders that we have partnered with.

As part of our strategy to provide customer-centric transactional banking solutions, we will continue to roll out enhancements to our existing digital platforms and develop new solutions that offer our customers convenience and safety.” For the period, Absa Bank Botswana Limited Board approved an interim dividend of 9.74 thebe per share, amounting to a total dividend of P83 million.

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