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Employee engagement crucial for business success – DHL


Employee engagement has emerged as a critical driver of business success in today’s competitive marketplace, with various studies showing the positive impact of employee engagement on company performance.  Research by Gallup, the American research-based, global performance-management consulting company, describes engaged employees as being psychologically committed to a job, and likely to be making positive contributions to an organisation.

This is further supported by Lebo Tseladimitlwa, Vice President of Human Resources at DHL Express Sub Saharan Africa, who says that effective employee engagement policies and management can drive innovation, productivity and bottom-line performance, and should be utilised to counter adverse market conditions.

DHL was recently awarded the Overseas Project of the Year award at the UK Employee Engagement awards which recognizes businesses outside of the UK that strive to do things differently and put their workforce at the heart of its operation . Tseladimitlwa explains that having motivated employees as a key focus pillar of the DHL Express global strategy has contributed to the recognition. 

Tseladimitlwa says: “Understanding the need to drive a common culture across 220 countries, we launched a Certified International Specialists learning and development program for all 3,500 staff in Africa. Everyone from the Global CEO to a Courier in any country has gone through this training program reinforcing our core competencies as an organization.

We also run a number of internal initiatives such as Employee Appreciation Weeks, Employee of the Quarter and Employee of the Year awards as well a yearly Employee Opinion Survey which is managed by a third party in the spirit of anonymity, and employees are asked to give feedback on all areas which impact their satisfaction and engagement levels.

We have a task team who analyze the feedback and take the relevant corrective action to ensure that we make significant progress each year. In 2009, our employee engagement score was 57% and for 2014, we achieved 80%. It’s true that what gets measured gets done.”

“We also have an internal development program called Made In Africa, that produces a sustainable and dynamic list of future leaders that can succeed Africa Management Board positions, Country Management positions and senior functional roles. The program reduces the historical dependency on expatriate imports, and improves skills of the talent pool.”

DHL was also recently named Top Employer 2015 in Africa by the Top Employers Institute, recognizing the importance the company places on employee engagement and development. This is in addition to six African countries – South Africa, Nigeria, Kenya, Uganda, Ethiopia and Ghana that were also certified Top Employers in their local markets.

“Employees should be encouraged to grow – both personally and professionally, and should be continuously motivated to broaden their horizons and fulfill their potential via a wide and varied range of learning and development opportunities. These should be defined by the business and evaluated at regular intervals. Employee engagement should also be weaved into the performance criteria expected of managers, as this tends to present the most benefits.”

“We believe that there is a huge caliber of talent available on the continent and it is critical to continually develop employees’ talent and engagement levels. If developed and managed correctly, these engagement levels can result in employees offering exceptional service to clients,” concludes Tseladimitlwa.

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Botswana on high red alert as AML joins Covid-19 to plague mankind

21st September 2020
Botswana-on-high-alert-as-AML-joins-Covid-19-to-plague-mankind-

This century is always looking at improving new super high speed technology to make life easier. On the other hand, beckoning as an emerging fierce reversal force to equally match or dominate this life enhancing super new tech, comes swift human adversaries which seem to have come to make living on earth even more difficult.

The recent discovery of a pandemic, Covid-19, which moves at a pace of unimaginable and unpredictable proportions; locking people inside homes and barring human interactions with its dreaded death threat, is currently being felt.

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Finance Committee cautions Gov’t against imprudent raising of debt levels

21st September 2020
Finance Committe Chairman: Thapelo Letsholo

Member of Parliament for Kanye North, Thapelo Letsholo has cautioned Government against excessive borrowing and poorly managed debt levels.

He was speaking in  Parliament on Tuesday delivering  Parliament’s Finance Committee report after assessing a  motion that sought to raise Government Bond program ceiling to P30 billion, a big jump from the initial P15 Billion.

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Gov’t Investment Account drying up fast!  

21st September 2020
Dr Matsheka

Government Investment Account (GIA) which forms part of the Pula fund has been significantly drawn down to finance Botswana’s budget deficits since 2008/09 Global financial crises.

The 2009 global economic recession triggered the collapse of financial markets in the United States, sending waves of shock across world economies, eroding business sentiment, and causing financiers of trade to excise heightened caution and hold onto their cash.

The ripple effects of this economic catastrophe were mostly felt by low to middle income resource based economies, amplifying their vulnerability to external shocks. The diamond industry which forms the gist of Botswana’s economic make up collapsed to zero trade levels across the entire value chain.

The Upstream, where Botswana gathers much of its diamond revenue was adversely impacted by muted demand in the Midstream. The situation was exacerbated by zero appetite of polished goods by jewelry manufacturers and retail outlets due to lowered tail end consumer demand.

This resulted in sharp decline of Government revenue, ballooned budget deficits and suspension of some developmental projects. To finance the deficit and some prioritized national development projects, government had to dip into cash balances, foreign reserves and borrow both externally and locally.

Much of drawing was from Government Investment Account as opposed to drawing from foreign reserve component of the Pula Fund; the latter was spared as a fiscal buffer for the worst rainy days.

Consequently this resulted in significant decline in funds held in the Government Investment Account (GIA). The account serves as Government’s main savings depository and fund for national policy objectives.

However as the world emerged from the 2009 recession government revenue graph picked up to pre recession levels before going down again around 2016/17 owing to challenges in the diamond industry.

Due to a number of budget surpluses from 2012/13 financial year the Government Investment Account started expanding back to P30 billion levels before a series of budget deficits in the National Development Plan 11 pushed it back to decline a decline wave.

When the National Development Plan 11 commenced three (3) financial years ago, government announced that the first half of the NDP would run at budget deficits.

This  as explained by Minister of Finance in 2017 would be occasioned by decline in diamond revenue mainly due to government forfeiting some of its dividend from Debswana to fund mine expansion projects.

Cumulatively since 2017/18 to 2019/20 financial year the budget deficit totaled to over P16 billion, of which was financed by both external and domestic borrowing and drawing down from government cash balances. Drawing down from government cash balances meant significant withdrawals from the Government Investment Account.

The Government Investment Account (GIA) was established in accordance with Section 35 of the Bank of Botswana Act Cap. 55:01. The Account represents Government’s share of the Botswana‘s foreign exchange reserves, its investment and management strategies are aligned to the Bank of Botswana’s foreign exchange reserves management and investment guidelines.

Government Investment Account, comprises of Pula denominated deposits at the Bank of Botswana and held in the Pula Fund, which is the long-term investment tranche of the foreign exchange reserves.

In June 2017 while answering a question from Bogolo Kenewendo, the then Minister of Finance & Economic Development Kenneth Mathambo told parliament that as of June 30, 2017, the total assets in the Pula Fund was P56.818 billion, of which the balance in the GIA was P30.832 billion.

Kenewendo was still a back bench specially elected Member of Parliament before ascending to cabinet post in 2018. Last week Minister of Finance & Economic Development, Dr Thapelo Matsheka, when presenting a motion to raise government local borrowing ceiling from P15 billion to P30 Billion told parliament that as of December 2019 Government Investment Account amounted to P18.3 billion.

Dr Matsheka further told parliament that prior to financial crisis of 2008/9 the account amounted to P30.5 billion (41 % of GDP) in December of 2008 while as at December 2019 it stood at P18.3 billion (only 9 % of GDP) mirroring a total decline by P11 billion in the entire 11 years.

Back in 2017 Parliament was also told that the Government Investment Account may be drawn-down or added to, in line with actuations in the Government’s expenditure and revenue outturns. “This is intended to provide the Government with appropriate funds to execute its functions and responsibilities effectively and efficiently” said Mathambo, then Minister of Finance.

Acknowledging the need to draw down from GIA no more, current Minister of Finance   Dr Matsheka said “It is under this background that it would be advisable to avoid excessive draw down from this account to preserve it as a financial buffer”

He further cautioned “The danger with substantially reduced financial buffers is that when an economic shock occurs or a disaster descends upon us and adversely affects our economy it becomes very difficult for the country to manage such a shock”

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