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Diamond beneficiation: Will the bubble burst?


Just a few questions to note: Have we done our groundwork on sustaining this industry? Is our approach not flawed?


Last year, before the October elections I penned an article on education for citizen empowerment which I never published, but the current challenges in the diamond beneficiation industry has provoked me to revisit that article which I have abridged for this submission.   We must appreciate that; it is more than just ‘bringing our jobs back’ as some say. It is more complex. It is doing the necessary ground work with targeted investment on human capital for creation of permanent and sustainable businesses and jobs.


The closure of diamond beneficiation factories in Serowe and Gabane has left hundreds of our people jobless and in a state of confusion. This is not surprising because we have not built a foundation on which we can sustain these industries especially that we are not able to compete with the very best in the industry internationally and more importantly that we have not built-in legal protection for the industry.


I titled my paper, Education, Skilling, Training, Lifelong Learning, Professional Development and Citizen Empowerment which I have abridged below to suit.


It was interesting to see that during the build up to the elections political parties’ views on education were somewhat converging. The UDC and BCP wanted to divide the ministry of education into two and to introduce education for production.  Mma Moitoi of the BDP admitted last year that the ministry was too big and that it needed to be divided. BDP also seem to have been converted to education for production, but I doubt if they really understand what this education is all about judging by their failure to implement the Kedikilwe’s National Commission on Education recommendations of 1993.


It is however, encouraging to see that as a nation we seem to be seeing the need for in-depth reforms in our education system. These reforms should be informed by our understanding that education is a foundation as well as a catalyst for our economic development.  We are hopeful that the parties will work together for a world class educational system that will propel our economy to higher levels of growth. Together as nation we can and should develop this educational system to ensure that our people are placed at the helm to drive our development at a much more accelerated pace.  


With a background from industry and a sound understanding of the business needs in Botswana, I am certain that no business would like to hire an employee who is not ready to make a positive difference to the business bottom line. No business would like to spend inordinate amount of time and money training someone before getting value for their money.  It is a fact that basic education at whatever level is not enough to produce an employee who is industry ready.  Basic education is only a foundation on which to build the requisite skills required by industry.  Certificates, diplomas, degrees or even doctorate degrees if not accompanied by practical skills for the job are not adequate for any business.


Debswana recognised this long ago.  Under the leadership of the late Rre Nchindo, Debswana developed a model where students were sent to some of the best universities and colleges in the world and then given practical training on the job including specialised courses from recognised institutions before being appointed to positions of responsibility.  He further developed in house technical colleges and training facilities for focused training.  This produced a result oriented and a motivated workforce.


 We can learn a lot from the Debswana approach.  The practical skills and work ethics by and large are obtained from industry, by practicing on the job and being given relevant training around the specific job by attending specialised courses.  Ideally these practical skills should be provided along side the theoretical studies.  In most developed or developing countries, they have sandwich courses, where students are given time to work in industry to apply their theoretical knowledge and gain practical experience. The practical training is defined and assessed by both industry and the learning institution.  


Our government needs to engage other political parties, business and workers unions. Together they should unpack what education for production entails and map the implementation process. This will require adequate resources and a leadership that will inspire and provide an enabling environment for success. There was talk of lifelong learning during the last election. There should be lifelong learning geared at developing a person to be good at what they do on the job. There is also lifelong learning for developing the individual to be a better member of society.


We want our people to learn specific skills that will help them grow as individuals to avoid the perennial situation of having many ‘educated’ people roaming the streets without jobs and complaints from industry that the education system does not provide the necessary skills.  We need to avoid situations were our houses, offices, schools, stadia, airports, dams, roads and industries are built by foreigners while our educated people are in the streets as onlookers. Foreigners are required only to help Batswana where there is need and Batswana doing the work, driving long term strategies and manning key positions.


We must accept that our current approach on human development is flawed. We have unwittingly spent millions if not billions of tax payer’s money annually developing outsiders at the expense of our own people.


Now coming to diamond beneficiation!  When you go to a foreign country and ask businessmen to come and set up factories in your country, what do you expect these people to do?  Remember, these people are looking for opportunities to expand their businesses and create jobs for their own people. You are therefore inviting them to come and empower themselves and their own people in your country. They will bring their own money, their own people, their own food etc. They will only employ a handful of Batswana in menial jobs. All the money made will be repatriated to their country of origin.  After making enough money, they will pack their bags and go back leaving your people jobless!  Are you surprised that the factories in Serowe and Gabane have closed?


I listened with keen interest to the minister of mines (Rre Mokaila) last year in America when he was addressing a packed diamond business conference. He did well in putting our country on the world map.   He invited businesses to come and set up in Botswana and create jobs for Batswana.  This has been on going for years and how many sustainable jobs have been created? How much money has been spent on bringing these companies to Botswana? How much money has been made and repatriated by these companies? Who has really benefited from these ventures?


What progressive countries do is very different.  They empower their own people to take advantage of specific economic opportunities in their country and the world around them. They identify international strategic partners who will partner with their own people to take advantage of these economic opportunities.  Their focus is as much inward as it is outward so that they are able to effectively play in both local and international markets.  They sponsor their own people to work in foreign countries to gain the necessary experience and expertise.


Diamond beneficiation is an area with huge economic potential and social benefits. There are many countries who import raw diamonds for beneficiation. These countries do not have a single diamond mine and have developed their countries with our diamonds and we can learn a lot from them. We should identify these countries, find out how they have developed the industry and show our interest in partnering with them.  We assure them that we will provide some incentives for them to set up in Botswana once we are ready to meaningfully partner with them.  


We then screen and sponsor our graduates especially the young to go and study and work in the diamond industry in these countries. This is where the best people in the industry are. Our people will work in these industries for a period that will allow them to appreciate the success factors before returning home.  Once our people are fully trained in the various diamond business skills (technical skills, financing, leadership, ICT, business ethics etc) and are ready, government can then bring the diamond technical partner to collaborate with government development agency with a view to empower these people to  help built and eventually take over.


This will ensure that we have a pool of technocrats and entrepreneurs who can contribute meaningfully in the diamond industry.  Without ownership of the diamond industry by locals, the industry will never grow. Eventually all the factories will relocate back to India, Dubai, Israel and other countries.  We have a unique opportunity to make our diamond industry world class, but we have to change our approaches.


E-mail:  bernard.busani@gmail.com:   cell: 71751440

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Opinions

Can we cure ourselves from the cancer of corruption?

28th October 2020
DCEC DIRECTOR: Tymon Katholo

Bokani Lisa Motsu

“One of the saddest lessons of history is this: If we’ve been bamboozled long enough, we tend to reject any evidence of the bamboozle. We’re no longer interested in finding out the truth. The bamboozle has captured us. It’s simply too painful to acknowledge, even to ourselves, that we’ve been taken. Once you give a charlatan power over you, you almost never get it back.” Carl Sagan

Corruption is a heavy price to pay. The clean ones pay and suffer at the mercy of people who cannot have enough. They always want to eat and eat so selfishly like a bunch of ugly masked shrews. I hope God forgives me for ridiculing his creatures, but that mammal is so greedy. But corruption is not the new kid on the block, because it has always been everywhere.

This of course begs the question, why that is so? The common answer was and still is – abuse and misuse of power by those in power and weak institutions, disempowered to control the leaders. In 1996, the then President of The World Bank, James D. Wolfensohn named the ‘C-Word’ for the first time during an annual meeting of the Bretton Woods Institutions. A global fight against corruption started. Transparency International began its work. Internal and external audits mushroomed; commissions of inquiry followed and ever convoluted public tender procedures have become a bureaucratic nightmare to the private sector, trying to fight red tape.

The result is sobering corruption today is worse than it was 25 years ago. There is no denying that strong institutions help, but how does it come that in the annual Transparency International Ranking the same group of countries tend to be on the top while another group of countries, many African among them, tend to be on the bottom? Before one jumps to simple and seductive conclusions let us step back a moment.

Wolfensohn called corruption a cancer that destroys economies like a cancer destroys a body. A cancer is, simplified, good cells in a body gone bad, taking control of more and more good cells until the entire body is contaminated and eventually dies. So, let us look at the good cells of society first: they are family ties, clan and tribe affiliation, group cohesion, loyalty, empathy, reciprocity.

Most ordinary people like the reader of these lines or myself would claim to share such values. Once we ordinary people must make decisions, these good cells kick in: why should I hire a Mrs. Unknown, if I can hire my niece whose strengths and weaknesses I know? If I hire the niece, she will owe me and support my objectives.

Why should I purchase office furniture from that unknown company if I know that my friend’s business has good quality stuff? If I buy from him, he will make an extra effort to deliver his best and provide quality after sales service? So, why go through a convoluted tender process with uncertain outcome? In the unlikely case my friend does not perform as expected, I have many informal means to make him deliver, rather than going through a lengthy legal proceeding?

This sounds like common sense and natural and our private lives do work mostly that way and mostly quite well.

The problem is scale. Scale of power, scale of potential gains, scale of temptations, scale of risk. And who among us could throw the first stone were we in positions of power and claim not to succumb to the temptations of scale? Like in a body, cancer cells start growing out of proportion.

So, before we call out for new leaders – experience shows they are rarely better than the old ones – we need to look at ourselves first. But how easy is that? If I were the niece who gets the job through nepotism, why should I be overly critical? If I got a big furniture contract from a friend, why should I spill the beans? What right do I have to assume that, if I were a president or a minister or a corporate chief procurement officer I would not be tempted?

This is where we need to learn. What is useful, quick, efficient, and effective within a family or within a clan or a small community can become counterproductive and costly and destructive at larger corporate or national scale. Our empathy with small scale reciprocity easily permeates into complacency and complicity with large scale corruption and into an acquiescence with weak institutions to control it.

Our institutions can only be as strong as we wish them to be.

I was probably around ten years old and have always been that keen enthusiastic child that also liked to sing the favourite line of, ‘the world will become a better place.’  I would literally stand in front of a mirror and use my mom’s torch as a mic and sing along Michael Jackson’s hit song, ‘We are the world.’

Despite my horrible voice, I still believed in the message.  Few years later, my annoyance towards the world’s corrupt system wonders whether I was just too naïve. Few years later and I am still in doubt so as to whether I should go on blabbing that same old boring line. ‘The world is going to be a better place.’ The question is, when?

The answer is – as always: now.

This is pessimistic if not fatalistic – I challenge Sagan’s outlook with a paraphrased adage of unknown origin: Some people can be bamboozled all of the time, all people can be bamboozled some of the time, but never will all people be bamboozled all of the time.

We, the people are the only ones who can heal society from the cancer of corruption. We need to understand the temptation of scale and address it. We need to stop seeing ourselves just a victim of a disease that sleeps in all of us. We need to give power to the institutions that we have put in place to control corruption: parliaments, separation of power, the press, the ballot box. And sometimes we need to say as a niece – no, I do not want that job as a favour, I want it because I have proven to be better than other contenders.

It is going to be a struggle, because it will mean sacrifices, but sacrifices that we have chosen, not those imposed on us.

Let us start today.

*Bokani Lisa Motsu is a student at University of Botswana

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Opinions

Accounting Officers are out of touch with reality

19th October 2020

Parliament, the second arm of State through its parliamentary committees are one of Botswana’s most powerful mechanisms to ensure that government is held accountable at all times. The Accounting Officers are mostly Permanent Secretaries across government Ministries and Chief Executive Officers, Director Generals, Managing Directors of parastatals, state owned enterprises and Civil Society.

So parliament plays its oversight authority via the legislators sitting on a parliamentary committee and Accounting Officers sitting in the hot chair.  When left with no proper checks and balances, the Executive is prone to abuse the arrangement and so systematic oversight of the executive is usually carried out by parliamentary committees.  They track the work of various government departments and ministries, and conduct scrutiny into important aspects of their policy, direction and administration.

It is not rocket science that effective oversight requires that committees be totally independent and able to set their own agendas and have the power to summon ministers and top civil servants to appear and answer questions. Naturally, Accounting Officers are the highest ranking officials in the government hierarchy apart from cabinet Ministers and as such wield much power and influence in the performance of government.  To illustrate further, government performance is largely owed to the strategic and policy direction of top technocrats in various Ministries.

It is disheartening to point out that the recent parliament committees — as has been the case all over the years — has laid bare the incompetency, inadequacy and ineptitude of people bestowed with great responsibilities in public offices. To say that they are ineffective and inefficient sounds as an understatement. Some appear useless and hopeless when it comes to running the government despite the huge responsibility they possess.

If we were uncertain about the degree at which the Accounting Officers are incompetent, the ongoing parliament committees provide a glaring answer.  It is not an exaggeration to say that ordinary people on the streets have been held ransom by these technocrats who enjoy their air conditioned offices and relish being chauffeured around in luxurious BX SUV’s while the rest of the citizenry continue to suffer. Because of such high life the Accounting Officers seem to have, with time, they have gotten out of touch with the people they are supposed to serve.

An example; when appearing before the recent Public Accounts Committee (PAC), Office of the President Permanent Secretary, Thuso Ramodimoosi, looked reluctant to admit misuse of public funds. Although it is clear funds were misused, he looked unbothered when committee members grilled him over the P80 million Orapa House building that has since morphed into a white elephant for close to 10 successive years. To him, it seems it did not matter much and PAC members were worried for nothing.

On a separate day, another Accounting officer, Director of Public Service Management (DPSM), Naledi Mosalakatane, was not shy to reveal to PAC upon cross-examination that there exist more than 6 000 vacancies in government. Whatever reasons she gave as an excuse, they were not convincing and the committee looked sceptical too. She was faltering and seemed not to have a sense of urgency over the matter no matter how critical it is to the populace.

Botswana’s unemployment rate hoovers around 18 percent in a country where majority of the population is the youth, and the most affected by unemployment. It is still unclear why DPSM could underplay such a critical matter that may threaten the peace and stability of the country.
Accounting Officers clearly appear out of touch with the reality out there – if the PAC examinations are anything to go by.

Ideally the DPSM Director could be dropping the vacancy post digits while sourcing funds and setting timelines for the spaces to be filled as a matter of urgency so that the citizens get employed to feed their families and get out of unemployment and poverty ravaging the country.
The country should thank parliamentary committees such as PAC to expose these abnormalities and the behaviour of our leaders when in public office. How can a full Accounting Officer downplay the magnitude of the landless problem in Botswana and fail to come with direct solutions tailor made to provide Batswana with the land they desperately need?

Land is a life and death matter for some citizens, as we would know.

When Bonolo Khumotaka, the Accounting Officer in the Ministry of Land Management, Water and Sanitation Services, whom as a top official probably with a lucrative pay too appears to be lacking sense of urgency as she is failing on her key mandate of working around the clock to award the citizens with land especially those who need it most like the marginalised.  If government purports they need P94 billion to service land to address the land crisis what is plan B for government? Are we going to accept it the way it is?

Government should wake up from its slumber and intervene to avoid the 30 years unnecessary waiting period in State land and 13 years in Tribal land.  Accounting Officers are custodians of government policy, they should ensure it is effective and serve its purpose. What we have been doing over the years, has proved that it is not effective, and clearly there is a need for change of direction.

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Opinions

Is it possible to make people part of your business resilience planning after the State of Public Emergency?

12th October 2020

THABO MAJOLA

His Excellency Dr Mokgweetsi EK Masisi, the President of the Republic of Botswana found it appropriate to invoke Section 17 (1) of the Constitution of the Republic of Botswana, using the powers vested in him to declare a State of Public Emergency starting from the 2nd April 2020 at midnight.

The constitutional provision under Section 17 (2b) only provided that such a declaration could be up to a maximum of 21 days. His Excellency further invoked Section 93 (1) to convene an extra- ordinary meeting of Parliament to have the opportunity to consult members of parliament on measures that have been put in place to address the spread and transmission of the virus. At this meeting Members of Parliament passed a resolution on the legal instruments and regulations governing the period of the state of emergency, and extended its duration by six (6) months.

The passing of the State of Emergency is considered as a very crucial step in fighting the near apocalyptic potential of the Novel COVID-19 virus. One of the interesting initiatives that was developed and extended to the business community was a 3-month wage subsidy that came with a condition that no businesses would retrench for the duration of the State of Public Emergency. This has potentially saved many people’s jobs as most companies would have been extremely quick to reduce expenses by downsizing. Self-preservation as some would call it.

Most organisations would have tried to reduce costs by letting go of people, retreated and tried their best to live long enough to fight another day. In my view there is silver lining that we need to look at and consider. The fact that organisations are not allowed to retrench has forced certain companies to look at the people with a long-term view.

Most leaders have probably had to wonder how they are going to ensure that their people are resilient. Do they have team members who innovate and add value to the organisation during these testing times? Do they even have resilient people or are they just waiting for the inevitable end? Can they really train people and make them resilient? How can your team members be part of your recovery plan? What can they do to avoid losing the capabilities they need to operate meaningfully for the duration of the State of Public Emergency and beyond?

The above questions have forced companies to reimagine the future of work. The truth is that no organisation can operate to its full potential without resilient people. In the normal business cycle, new teams come on board; new business streams open, operations or production sites launch or close; new markets develop, and technology is introduced. All of this provides fresh opportunities – and risks.

The best analogy I have seen of people-focused resilience planning reframes employees as your organisation’s immune system, ready and prepared to anticipate risks and ensure they can tackle challenges, fend off illness and bounce back more quickly.  So, how do you supercharge your organizational immune system to become resilient?

COVID-19 has helped many organisations realize they were not as prepared as they believed themselves to be. Now is the time to take stock and reset for the future. All the strategies and plans prior to COVID-19 arriving in Botswana need to be thrown out of the window and you need to develop a new plan today. There is no room for tweaking or reframing. Botswana has been disrupted and we need to accept and embrace the change. What we initially anticipated as a disease that would take a short term is turning out to be something we are going to have to live with for a much longer time. It is going to be a marathon and therefore businesses need to have a plan to complete this marathon.

Start planning. Planning for change can help reduce employee stress, anxiety, and overall fear, boosting the confidence of staff and stakeholders. Think about conducting and then regularly refreshing a strategic business impact analysis, look at your employee engagement scores, dig into your customer metrics and explore the way people work alongside your behaviours and culture. This research will help to identify what you really want to protect, the risks that you need to plan for and what you need to survive during disruption. Don’t forget to ask your team members for their input. In many cases they are closest to critical business areas and already have ideas to make processes and systems more robust.

Revisit your organisational purpose. Purpose, values and principles are powerful tools. By putting your organisation’s purpose and values front and center, you provide clear decision-making guidelines for yourself and your organisation. There are very tough and interesting decisions to make which have to be made fast; so having guiding principles on which the business believes in will help and assist all decision makers with sanity checking the choices that are in front of them. One noticeable characteristic of companies that adapt well during change is that they have a strong sense of identity. Leaders and employees have a shared sense of purpose and a common performance culture; they know what the company stands for beyond shareholder value and how to get things done right.

Revisit your purpose and values. Understand if they have been internalised and are proving useful. If so, find ways to increase their use. If not, adapt them as necessities, to help inspire and guide people while immunizing yourself against future disruption. Design your employee experience. The most resilient, adaptive and high performing companies are made up of people who know each other, like each other, and support each other.

Adaptability requires us to teach other, speak up and discuss problems, and have a collective sense of belonging. Listening to your team members is a powerful and disruptive thing to do. It has the potential to transform the way you manage your organisation. Enlisting employees to help shape employee experience, motivates better performance, increases employee retention and helps you spot issues and risks sooner. More importantly, it gives employees a voice so you can get active and constructive suggestions to make your business more robust by adopting an inclusive approach.

Leaders need to show they care. If you want to build resilience, you must build on a basis of trust. And this means leaders should listen, care, and respond. It’s time to build the entire business model around trust and empathy. Many of the employees will be working under extreme pressure due to the looming question around what will happen when companies have to retrench. As a leader of a company transparency and open communication are the most critical aspects that need to be illustrated.

Take your team member into confidence because if you do have to go through the dreaded excise of retrenchment you have to remember that those people the company retains will judge you based on the process you follow. If you illustrate that the business or organization has no regard for loyalty and commitment, they will never commit to the long-term plans of the organisation which will leave you worse off in the end. Its an absolutely delicate balance but it must all be done in good faith. Hopefully, your organization will avoid this!

This is the best time to revisit your identify and train your people to encourage qualities that build strong, empathetic leadership; self-awareness and control, communication, kindness and psychological safety.  Resilience is the glue that binds functional silos and integrates partners, improves communications, helps you prepare, listen and understand. Most importantly, people-focused resilience helps individuals and teams to think collectively and with empathy – helping you respond and recover faster.

Article written by Thabo Majola, a brand communications expert with a wealth of experience in the field and is Managing Director of Incepta Communications.

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