The HOLLARD Botswana Leadership team of Jane Tselayakgosi and Lydia Andries epitomise both the shift happening in the Botswana insurance industry and the growth of business opportunities in the country.
As dynamic businesswomen, they have embraced the challenge of building a company that is completely Botswana-powered in a market dominated by subsidiaries of South African insurance companies. As mothers, they know the hardships and sacrifices that come with creating a work-home balance.
Established in May 2005 with an initial capital of P10 million, Hollard Insurance Botswana is powered solely by Botswana experts in personal and business insurance. This strong local knowledge allows Hollard to develop insurance solutions that are Botswana-specific.
Tselayakgosi developed an interest in the insurance sector during an internship in her university holidays. In those days, insurance was not an environment that was a popular career choice among graduates, with banking, auditing and accounting representing more obvious choices for B.Comm graduates. However, Jane’s intern experience piqued her interest sufficiently to encourage her to pursue "something different".
She originally joined a short-term insurance company In Botswana and, in progressing through the ranks, learnt about Hollard "by accident" when it was considering purchasing her employer.
"I was fascinated by the fact that this was one of the largest companies in South Africa and yet it was privately owned. I liked their track record and their way of doing business and was intrigued by their culture, because local insurance companies were traditionally corporate and rigid – and I was at a point in my life when I was looking to move away from accounting and engage in something completely new," she says.
Hence, when Hollard failed in their bid to purchase her employer while retaining an interest in establishing an operation in Botswana, Tselayakgosi's dream to lead a business became a real opportunity. She quit her job in December 2004 and began the process of applying for a license and establishing Hollard Insurance Botswana.
Born and educated in Botswana, Tselayakgosi is a Fellow of the Association of Chartered Certified Accountants of the UK. She began her insurance career in 1990 of Botswana Insurance Company. She moved through the rank to general manager finance until leaving in 2004 to found Hollard Botswana as MD.
She describes her role at Hollard as being both operational and strategic, with her responsibilities extending to the daily operational performance of the business, via a senior management team accountable for specific areas of the operation.
Lydia Andries has nearly 20 years’ experience in the financial services sector, having started her insurance career in an administrative role, before pursuing an actuarial degree. She grew up in the mining town of Jwaneng where she lived until moving to Gaborone to launch her financial services career. She then promptly relocated to the UK to study. In June this year, she joined Hollard Life Botswana specifically to create a strategy that could build and grow the business and ensure its sustainability.
"This means driving both innovation and growth, as well as ensuring disciplined execution in the delivery of results. In the next few years Hollard Life will be expanding its service reach without losing focus on revenue generation and profitability," Andries says.
Andries was attracted to the Hollard culture, one in which everyone was equal, but the boundaries were respected. It was an environment where individuals were free to share ideas irrespective of seniority, while at the same time providing a platform for personal growth.
Both women also have to juggle a family life and children. Andries has been married to Obusitswe Andries for 17 years and is mother to two sons and two daughters and Tselayakgosi is mother to a daughter and a son.
"My children inspire me to become a better person. Seeing their innocent faces smiling at me and admiring me is priceless – they motivate me to seek out the best life has to offer and pursue a rewarding career to build a strong foundation for their lives," Andries says.
Motivation is also a strong theme in Tselayakgosi’s life. “I am motivated by success in whatever goals I’ve set myself personally and professionally. Specifically, I am driven by challenging myself to learn and master new things – and in mentoring young people, particularly women. I can share my experiences and lessons with the hope this will help them avoid the mistakes we often make earlier in our careers and I love seeing people grow and achieve their goals," she says.
Comparing the insurance landscapes in South Africa and Botswana, both women agree that the Botswana environment is highly competitive, as is the case in South Africa. New entrants are streaming into the broker-driven market. As with South Africa, increasing regulation is also an issue –while the regulatory environment in Botswana is not as stringent as in South Africa and legislation is enacted at a slightly lesser pace, the trends are similar.
But the market also faces significant challenges specific to Botswana – low education levels regarding insurance and its low perceived value mean that penetration rates are not as high as they should be.
"Botswana has a very low insurance market penetration – estimated at just 2% for life insurance – and that statistic highlights the significant opportunities for future growth. Understanding how best to optimise the balance between opportunities and risks within the sector is a significant challenge executives face today," Andries says.
Andries also believes that insurance companies have traditionally controlled the market, but that the recent promotion of banks as a key sales channel offered fresh opportunities for companies to gain new footholds.
"In emerging economies like Botswana, bancassurance – a partnership that allows banks to sell insurance products – has become critically important for insurance companies. Other innovative channels are also taking hold; retail distribution channels have raised their share of insurance sales and insurers are also using affinity groups like utility companies to sell policies. This shifting insurance landscape is exciting, presenting significant growth opportunities especially for new market entrants like ourselves," she says.
Tselayakgosi’s vision is for Hollard to be placed amongst the top 3 insurance companies in the market and to continue being at the forefront in providing consumers with affordable and relevant insurance solutions. "I also want Hollard to have the best team and be the number one company that professionals want to work for," she says.
As a parting shot, Tselayakgosi mentions that when she initially joined the industry, it was one dominated by men, but today there is an equal gender split among people holding senior and leadership positions. This will come as no surprise to anyone who encounters Tselayakgosi and, Andries – it seems that when it comes to female power, Hollard has plugged into a very rich vein of talent.
As South Africa's largest privately-owned insurance group, the Hollard Insurance Group includes the Hollard Insurance Company and Hollard Life Assurance Company. Established in 1980, the Group provides short-term and life insurance as well as investment products to a diverse customer base including individual consumers, commercial entities and corporate clients. It ranks among a growing number of companies advocating an inclusive growth model, measuring its social dividends aside its shareholder contributions.
Since inception, partnership has been at the heart of its business model, with the group today boasting over 100 ventures across the insurance value chain. Each one demonstrates the Hollard belief that there is always a better way.
Headquartered in the historic Villa Arcadia in Parktown, Johannesburg, the group embraces 6 million policy holders in 10 countries on four continents. Hollard employs almost 3000 people across the globe and posted R15.3bn in premium income in the year to June 2014.
19 Bokamoso Private Hospital nurses graduate at Lenmed Nursing College
The graduation of 19 nurses from Bokamoso Private Hospital at Lenmed Nursing College marks a significant milestone in their careers. These nurses have successfully completed various short learning programs, including Adult Intensive Care Unit, Emergency Nursing Care, Anaesthetic & Recovery Room Nursing, Anaesthetic Nursing, and Recovery Room Nursing. The ceremony, held in Gaborone, was a testament to their hard work and dedication.
Lenmed Nursing College, a renowned healthcare group with a presence in South Africa, Botswana, Mozambique, and Ghana, has been instrumental in providing quality education and training to healthcare professionals. The Group Head of Operations, Jayesh Parshotam, emphasized the importance of upskilling nurses, who are at the forefront of healthcare systems. He also expressed his appreciation for the partnerships with Bokamoso Private Hospital, the Ministry of Health, and various health training institutes in Botswana.
Dr. Morrison Sinvula, a consultant from the Ministry of Health, commended Lenmed Health and Lenmed Nursing College for their commitment to the education and training of these exceptional nurses. He acknowledged their guidance, mentorship, and support in shaping the nurses’ careers and ensuring their success. Dr. Sinvula also reminded the graduates that education does not end here, as the field of healthcare is constantly evolving. He encouraged them to remain committed to lifelong learning and professional development, embracing new technologies and staying updated with the latest medical advancements.
Dr. Gontle Moleele, the Superintendent of Bokamoso Private Hospital, expressed her excitement and pride in the graduating class of 2023. She acknowledged the sacrifices made by these individuals, who have families and responsibilities, to ensure their graduation. Dr. Moleele also thanked Lenmed Nursing College for providing this opportunity to the hospital’s nurses, as it will contribute to the growth of the hospital.
The certificate recipients from Bokamoso Private Hospital were recognized for their outstanding achievements in their respective programs. Those who received the Cum Laude distinction in the Adult Intensive Care Unit program were Elton Keatlholwetse, Lebogang Kgokgonyane, Galaletsang Melamu, Pinkie Mokgosi, Ofentse Seboletswe, Gorata Basupi, Bareng Mosala, and Justice Senyarelo. In the Emergency Nursing Care program, Atlanang Moilwa, Bakwena Moilwa, Nathan Nhiwathiwa, Mogakolodi Lesarwe, Modisaotsile Thomas, and Lorato Matenje received the Cum Laude distinction. Kelebogile Dubula and Gaolatlhe Sentshwaraganye achieved Cum Laude in the Anaesthetic & Recovery Room Nursing program, while Keletso Basele excelled in the Anaesthetic Nursing program. Mompoloki Mokwaledi received recognition for completing the Recovery Room Nursing program.
In conclusion, the graduation of these 19 nurses from Bokamoso Private Hospital at Lenmed Nursing College is a testament to their dedication and commitment to their profession. They have successfully completed various short learning programs, equipping them with the necessary skills and knowledge to excel in their respective fields. The collaboration between Lenmed Nursing College, Bokamoso Private Hospital, and the Ministry of Health has played a crucial role in their success. As they embark on their careers, these nurses are encouraged to continue their professional development and embrace new advancements in healthcare.
BNF secures 15 constituencies in UDC coalition, wants more
The Botswana National Front (BNF) has recently announced that they have already secured 15 constituencies in the Umbrella for Democratic Change (UDC) coalition, despite ongoing negotiations. This revelation comes as the BNF expresses its dissatisfaction with the current government and its leadership.
The UDC, which is comprised of the BNF, Botswana Peoples Party (BPP), Alliance for Progressives (AP), and Botswana Patriotic Front (BPF), is preparing for the upcoming General Elections. However, the negotiations to allocate constituencies among the involved parties are still underway. Despite this, the BNF Chairman, Patrick Molotsi, confidently stated that they have already acquired 15 constituencies and are expecting to add more to their tally.
Molotsi’s statement reflects the BNF’s long-standing presence in many constituencies across Botswana. With a strong foothold in these areas, it is only natural for the BNF to seek an increase in the number of constituencies they represent. This move not only strengthens their position within the UDC coalition but also demonstrates their commitment to serving the interests of the people.
In a press conference, BNF Secretary General, Ketlhafile Motshegwa, expressed his discontent with the current government leadership. He criticized the ruling Botswana Democratic Party (BDP) for what he perceives as a disregard for the well-being of the Batswana people. Motshegwa highlighted issues such as high unemployment rates and shortages of essential medicines as evidence of the government’s failure to address the needs of its citizens.
The BNF’s dissatisfaction with the current government is a reflection of the growing discontent among the population. The Batswana people are increasingly frustrated with the lack of progress and the failure to address pressing issues. The BNF’s assertion that the government is playing with the lives of its citizens resonates with many who feel neglected and unheard.
The BNF’s acquisition of 15 constituencies, even before the negotiations have concluded, is a testament to their popularity and support among the people. It is a clear indication that the Batswana people are ready for change and are looking to the BNF to provide the leadership they desire.
As the negotiations continue, it is crucial for all parties involved to prioritize the interests of the people. The allocation of constituencies should be done in a fair and transparent manner, ensuring that the voices of all citizens are represented. The BNF’s success in securing constituencies should serve as a reminder to the other parties of the need to listen to the concerns and aspirations of the people they aim to represent.
In conclusion, the BNF’s acquisition of 15 constituencies, despite ongoing negotiations, highlights their strong presence and support among the Batswana people. Their dissatisfaction with the current government leadership reflects the growing discontent in the country. As the UDC coalition prepares for the upcoming General Elections, it is crucial for all parties to prioritize the needs and aspirations of the people. The BNF’s success should serve as a reminder of the importance of listening to the voices of the citizens and working towards a better future for Botswana.
Children’s summit to discuss funding of NGOS
One of the key issues that will be discussed by the Childrens’ Summit, which will be hosted by Childline Botswana Trust on 28th – 30th November in Gaborone, will be the topical issue of financing and strengthening of civil society organizations.
A statement from Childline Botswana indicates that the summit will adopt a road map for resourcing the children’s agenda by funding organizations. It will also cover issues relating to child welfare and protection; aimed at mobilizing governments to further strengthen Child Helplines; as well as sharing of emerging technologies to enhance the protection of Children and promotion of their rights.
According to Gaone Chepete, Communications Officer at Childline Botswana, the overall objective of the summit is to provide a platform for dialogue and engagement towards promoting practices and policies that fulfil children’s rights and welfare.
“Child Helplines in the region meet on a bi-annual basis to reflect on the state of children; evaluate their contribution and share experiences and best practice in the provision of services for children,” said Chepete.
The financing of non-governmental organizations (NGOs) by the state or its functionaries has generated mixed reactions from within the civil society space, with many arguing that it threatened NGOs activism and operational independence.
In February 2019, University of Botswana academic Kenneth Dipholo released a paper titled “State philanthropy: The demise of charitable organizations in Botswana,” in which he faulted then President Lieutenant General Seretse Khama Ian Khama for using charity for political convenience and annexing the operational space of NGOs.
“Civil society is the domain in which individuals can exercise their rights as citizens and set limits to the power of the state. The state should be developing capable voluntary organizations rather than emaciating or colonizing them by usurping their space,” argued Dipholo.
He further argued that direct involvement of the state or state president in charity breeds unhealthy competition between the state itself and other organizations involved in charity. Under these circumstances, he added, the state will use charity work to remain relevant to the ordinary people and enhance its visibility at the expense of NGOs.
“A consequence of this arrangement is that charitable organizations will become affiliates of the state. This stifles innovation in the sense that it narrows the ability of charitable organizations to think outside the box. It also promotes mono-culturalism, as the state could support only charitable organizations that abide by its wishes,” said Dipholo.
In conclusion, Dipholo urged the state to focus on supporting NGOs so that they operate in a system that combines philanthropic work and state welfare programs.
He added that state philanthropy threatens to relegate and render charitable organizations virtually irrelevant and redundant unless they re-engineer themselves.
Another University of Botswana (UB) academic, Professor Zibani Maundeni, opined that politics vitally shape civil society interaction; as seen in the interactions between the two, where there is mutual criticism in each other’s presence.
Over the years, NGOs have found themselves grappling with dwindling financial resources as donors ran out of money in the face of increased competition for financing. Many NGOs have also been faulted for poorly managing their finances because of limited strategic planning and financial management expertise. This drove NGOs to look to government for funding; which fundamentally altered the relationships between the two. The end result was a complete change in the operational culture of NGOs, which diminished their social impact and made them even more fragile. Increased government control through contract clauses also reduced NGOs activism and autonomy.
However, others believe that NGOs and government need each other, especially in the provision of essential services like child welfare and protection. Speaking at the Civil Society Child Rights Convention in 2020, Assistant Minister of Local Government and Rural Development Setlhabelo Modukanele said government considers NGOs as critical partners in development.
“We recognize the role that NGOs play a critical role in the country’s development agenda,” said Modukanele.