The digital revolution will not foist itself on a society: it has to be courted, adopted, and mainstreamed. It is not so much an end as a means to an end.
If the payoff has to accrue and speedily mature, the digital economy has to be eagerly, keenly, and enthusiastically embraced. Just as one is certain to flunk examinations if they do not swot hard or often enough, a nation cannot expect to reap the rewards of the Information Age if it chooses to be a spectator at worst or a laggard at best. It has to be a spontaneous and active participant.
ICT use and application (a category that includes hardware, software, networks, and media collection, storage, processing, transmission, and presentation of information [voice, data, text, images, etc.]) must of necessity be a way of life. It has to become second nature if you like.
I need not underscore the obvious and foregone conclusion fact that ICT adoption has a direct correlation with sizeable boosts to GDP. A 2018 study listed the world’s 15 most technologically advanced countries as Japan, the US, South Korea, Germany, China, India, England, Canada, Sweden, Australia, Finland, Russia, Israel, France, and Singapore in that order.
It goes without saying that these are some of the world’s most buoyant economies who are what they are owing, fundamentally, to their compulsive deployment of cutting edge technology in practically every walk of life.
In yet another 2018 paper, a team of researchers had this to say about the economic prop and catalyst that is ICT: “ICT has become very important in modern economies, and its effects on economic growth derive from two channels: the output of ICT-producing industries, and the output of the ICT-using industries.”
The team trained its lens on EU countries over an 18-year period (from 2000 to 2017) and found that an increase in the digitisation of a country by only 10 percent led to a 0.75 percent increase in GDP per capita as well as a 1.02 percent drop in the unemployment rate.
One hopes Botswana, or to be specific, the Masisi administration, is listening.
South Korea’s “Pali-Pali”
If I have to harp back to South Korea time and again, it is because it was, in a manner of speaking, forged in the same penurious crucible as Botswana.
Like Botswana, the country alternatively referred to as the Land of the Han River was a dirt-poor, nonentity economy in the 50s. It has since turned a corner and today it bears all the hallmarks of a Tiger economy, riding on the crest of a prosperity wave thanks in large measure to decades of government interventions and investments in modern technology.
At the last count, South Korea’s GDP per capita was some $31,000 whilst sitting atop a foreign exchange reserves pile of over $400 billion, the bountiest after China, Japan, Switzerland, Russia, Saudi Arabia, Taiwan, India, and Honk Kong. The country’s unemployment rate is only 4.8 percent in a mammoth population of just under 52 million people.
South Korea leads the world in Internet penetration rates, with virtually every household capable of going, and affording to go, online anytime anywhere. In the last five to seven years, South Korea has featured in the top three on the International Telecommunications Union’s ICT Development Index and presently tops the Bloomberg Index of Most Innovative Economies. More often than not, it has been highlighted as the world’s most efficient economy on Fareed Zakaria’s remarkably accurate and highly insightful GPS programme on CNN.
South Korea finds itself on pole as a digital economy on the back of three principal factors – an advanced education system, a culturally resilient mindset, and a technologically-inclined government.
The watchword in South Korea right across the board is Pali-Pali, meaning “quicker and quicker”. One Korean executive was quoted as saying thus in this regard: “The goal is to strengthen the 21st-Century learner’s capacity. In particular, we focus on 4Cs: Critical thinking and problem-solving; Collaboration; Character; and Communication. Nowadays, software education is in full swing, so we try to improve computational thinking.”
Covid-19 A Wake-Up Call
As much as the advent of Covid-19 is an apocalypse of sorts, it has also ushered in a new epoch whereby things just will never be done with the languor and lethargic tendencies of yesteryears.
We now all have to be on the double: if in the past we simply reacted, now we have to be proactive. If hitherto we simply sat on projects long after they were instituted, now we have to put in place a revolutionary programme of action that should kickstart them, that will see things move at the speed of a gazelle, complete with checks and balances brought to bear round-the-clock.
The era of deadwood is over; where such is detected, all shoddy and slothful types must be weeded out and immediately replaced with proven or promising performers.
Every career, every occupational undertaking, formally begins in the classroom. It is here we must embed an ICT proclivity from the elementary or rudimentary stages of the educational continuum. It is here we must implant an abiding productive and workaholic mindset.
The hogwash that “there’s no hurry Botswana” must be jettisoned altogether and consigned to a landfill: as in South Korea, everything should now be Pali-Pali. Accountability must be of the essence: bureaucrats should not get away scot-free for a bumbling or faltering performance which set the country back for years but instead, authorities should not hesitate to wield the axe.
Our former presidents, Quett Masire and Festus Mogae in particular, are on record as lamenting that as a people, we do not “grind” as much as others, such as Zimbabweans, for instance, do. We should not make President Masisi voice the same disillusionment. To the contrary, we should chug at such a lightning-quick pace as to prompt him to cheerily laud our capacity for hard work.
A seismic cultural shift is in order. It’s either the 4IR way or the highway: there should be no two ways about it. As someone underlined in respect of South Korea, “Societal changes were expedited by cultural characteristics and especially Koreans’ desire to move quickly as a driving force behind their rapid adoption of ICTs.”
Note that as a transformative President, H.E. Masisi needs every hand to be on deck. We need him to steer us to uncharted prosperity territory just as he needs us to provide the vital anchorage. If we do not exert ourselves in doing our part in executing the tasks of nationhood, we will be sabotaging him and booby-trapping our own selves.
Australia and Egypt Worthy of Emulating
It is heartening to learn that BUIST has embarked on a project to produce soap and sanitisers in a bid to help ward off the onset of Covid-19. The initiative is projected to entail savings of up to P520 million of the import bill.
The University of Botswana has also designed and developed a face shield for the plucky people at the forefront of the battle – the medics who tend to Covid-19 patients.
Imagine if these reputed institutions of higher learning made a habit of coming up with such innovations practically in real time every time a challenge of the sort arose or simply loomed large!
Whereas these initiatives are commendable, there’s scope to do more in view of precious other imperatives which as a nation we are not that galvanised to act upon. Examples of the areas in which we have failed dismally short in this connection are legion but I will restrict myself to only one.
In a country with some of the most abundant sunlight on earth, we’re still well behind in the harnessing of solar energy to generate electric power.
Last year, Australia added 2.2 GW to rooftop solar energy. In Egypt, the Benban swath of photovoltaic solar panels project boosts the off-grid national output by 1.5 GW. The project has “brought down the price of solar energy, drawn in dozens of companies, and given Egypt’s south an economic boost”.
Even “little” Rwanda, with its relatively mild sunlight compared to Botswana, in 2018 embarked on a project to develop a 30 MW solar power plant. In Germany, there has been a systematic phasing-out of nuclear and coal power plants in favour of the solar option, which is expected to create 50,000 jobs by the year 2030.
Groundbreaking Project in LA
This year, effective from April 1, BPC hiked tariffs by 22 percent as Government substantially curtailed its vast yearly subsidy to the loss-prone corporation, without which it would have long ceased to be a viable going-concern.
The bottom line implications for business entities, particularly those who form the core of the hospitality and other industries, are profound, if not dire. An operation I know of has seen its monthly power outlay rocket from P200,000 to approximately P244,000 a month (annual increase P528 000) and this is just one expenditure item amongst a clutch of overheads routinely incurred in the business . In the perennially depressed economic climate of our day, to just breakeven would be some herculean feat heavily taxing of the mental faculties of the operation’s executive team.
True, coal-powered energy, the kind that presently sustains Botswana, does not come cheap. It is by far dearer compared to hydro-electric power though it is less-susceptible to the vagaries of weather. But we’re in an age where countries are moving away from ecologically harmful energy-generation processes to a stop-gap blending of energy sources and finally to absolutely clean capacity.
A case in point is the situation now obtaining in Los Angeles, California, where a utility company known as 8-Minute Solar Energy last year laid on a solar-battery power-generation project with an energy mix of 200 MW of solar capacity and at least 100 MW of battery capacity, thus offering a preview of what the medium term future of energy will look like. The project was touted as “the lowest solar photovoltaic price in the US, and the largest and lowest-cost combined solar and high-capacity battery energy storage in the US.”
Need to Harness Those Plentiful Resources
What is happening in California Botswana too can replicate as we have the resources to rise to the occasion too. In 2014, the Department of Geological Survey informed us that there was 30 to 40 trillion cubic feet (TF3) of coal-bed methane gas at a depth of about 200 meters in our crust.
In such a geological setting, the rocks are characterised by low permeability, which renders the extraction process more complex and therefore pricey, with one estimate putting the drilling costs at a whopping $2 million per shaft.
But the steep tab can easily be recouped given a readily available export market of 11 members of the Southern African Power Pool. Time-adjusted pricing of the combined solar-gas powered electricity in the course of the day would make consumers use it as much avidly as prudently.
And at those times of the day when there is a substantial diminution in solar energy, such as in the early mornings and at the onset of dusk, the big-storage batteries would be counted upon to bring on-stream the solar power they hoarded during the day.
As a spokesperson of 8-Minute Solar Energy put it, the solar batteries would “absorb excess solar generated during the day, and discharge it through the late afternoon and evening to bolster the drop-off in solar generation, combined with the steep rise in customer demand for electricity as people come home from work.
“As the sun goes down, for the other 1,000 megawatts of solar we have without batteries, the gas-fired generation and hydro have to compensate for that.”
We Must Be a Do-Do Nation
In view of the forgoing, it follows, therefore, that in Botswana, we should not be talking of producing only 200 MW of solar energy, which is a pittance compared to the practically seamless solar energy potential with which we’re naturally endowed, and virtually resign ourselves to importing 52 percent of the locally distributed power. Our projection horizons should be of the order of about 1000 MW, with 650 MW for our own consumption (to enable us grow our economy, a prospect only tenable with sufficient and reasonably priced power supply) and the remainder for exporting.
It is said the early bird catches the worm, and that one should make hay while the sun shines. If we walked much more than we talked, the rollout of solar power would have been in third or fourth gear as we speak
The future offers very tantalising prospects for producing power much more cheaply and sustainably than fossil fuels. As such, we have to be more driven and ambitious than we presently are in relation to coming aboard the bandwagon.
The plausibility of what is known as Concentrated Solar Power (CSP), which uses a special kind of solar-powered mirrors to melt salt and use the power that emanates forth to generate electricity is yet another exciting prospect for us in that we have substantial salt deposits at Sowa Town and Makgadikgadi.
South Africa and Mozambique have long indicated that they sit on reserves of 400 TF3 of shale gas and 120 TF3 of natural gas respectively. If we persist in foot-dragging, we could find ourselves saddled with excess capacity with no extra takers outside Botswana at the time we get into the full swing of production. It’s time we graduated from a jaw-jaw nation to a do-do nation.
At an economically tumultuous juncture of our country’s history as we presently are, where unemployment has become something of a Gordian Knot conundrum, a promisingly ameliorational pursuit known as Business Process Outsourcing (BPO) is well worth exploring as a salvavic option.
One pundit defines BPO as “a subset of outsourcing that involves contracting the operations and responsibilities for a particular business process to a third-party service provider.” Examples of BPO services, which invariably do not constitute a company’s core or primary mission, include inbound and outbound call centres, live chat, bookkeeping, web development, research marketing, accounting and finance, and after-hours call answering services. BPO is driven, fundamentally, by the imperative of cost-cutting and overrides national boundaries through the employment and deployment of technologies that make human and data communications easier, thus lending credence to the concept of the global village that is today’s world.
BPO had been in existence in its primordial form since as early as the 19th century but it was not until the 1980s that its latter-day incarnation loomed larger and the term outsourcing became part of daily business parlance. Today, every continent is into BPO, including the economic Dark Horse called Africa. The Global IT-BPO Outsourcing Deals Analysis segments BPO buyer regions into three categories. These are North and South America (42 percent); Europe, Africa, and the Middle East (35 percent); and Asia and Oceania 23 percent.
In a Third World country such as Botswana, overseas-oriented BPO is key to bringing in those paramount hard currencies besides engendering a radical turnaround in the all too dingy joblessness picture. But are we up to it folks? Have we gotten aboard the bandwagon or we are virtual spectators watching nonchalantly as the BPO locomotive streaks away at breakneck speed?
JAX’S FLASH-IN-THE-PAN SUCCESS
The extent to which BPO has taken root in Botswana is not apparent. The first time I heard of it was in August 2007, when the Botswana Qualifications Authority (BQA), then going by the name Botswana Training Authority (BOTA), put it on record at a one-day IFSC-organised conference that they were in the process of developing standards for the nascent BPO industry in Botswana whilst they benchmarked with Mauritius, the UK, and South Africa. Little, if anything at all, has been heard of their progress since.
In February 2018, The Botswana Guardian reported of the newly-established Direct BPO, a fully-owned subsidiary of Mascom, which was looking to employing 400 people at the very outset. Once again, details as to how Direct BPO, whose establishment coincided with Mascom’s 20-year anniversary, has fared to date remain sketchy.
Perhaps the most spectacular case of a BPO operation in Botswana was that of Oseg, a company begun by Majakathata Pheko, affectionately known as Jax, in 2003 under the Debtsolve franchise umbrella. Oseg, which comprised of three divisions, offered customer management and financial services solutions and operated out of Gaborone and Windhoek in Namibia, where it touted MTN as its principal client. Oseg did receivable management for local financial blue chips such as Barclays Bank, FNB, Bayport, MVA, Botswana Insurance Company, Letshego, and Standard Chartered, and in due course CEDA and Mascom. It also served the Australian offshore market. Its account receivable division was the biggest in Botswana, handling over 60,000 accounts and managing a portfolio of over P400 million.
At its height, Oseg employed 150 people and had spent over P15 million on cutting edge technology and manpower training. In 2007, Oseg was nominated for Best Non-European Contact Centre at the CCF Awards held that year in Birmingham, UK, the “Oscars of the industry”.
Then in 2016, the sky seemed to have fallen. Oseg found itself saddled with an odious P4.4 million debt, with its staff resultantly trimmed to just under 50. According to media reports, Jax pointed to his own bankrollers and their partners in the alleged crime as his rather devious saboteurs. “I have evidence that powerful people in the bank and a cabal of friends both inside and outside the bank were intentionally and aggressively looking for ways to weaken Oseg, tarnish its name and diminish its value as they were in the same competing business interests, in the call centre and the factoring business,” the then youthful entrepreneur, who was only 41 at the time, bemoaned.
Jax reported the matter to NBFIRA and what came of that, not to mention the continued viability of his business, I have not been able to establish. I just hope and trust that Jax personally weathered the tempest as I have it on good authority that he is doing fairly well.
BOTSWANA MISSING OUT ON DOLLAR-DENOMINATED BILLIONS
For emerging economies, and even peripheral Third World countries, the BPO business can be something of a gold mine. According to the latest McKinsey report, the global BPO industry is valued at $163 billon and is expected to grow at $183 billion by the year 2023.
In the Philippines, BPO, which began with a call centre setup way back in 1992, accounts for 11 percent of GDP, the single biggest contributor to the nation’s economic activity. It employs 1.3 million people in over 700 outsourcing companies. One company, called Teleperformance, alone employs 47,000 people in 21 sites. In 2019, the BPO sector generated revenues of the order of $26.3 billion.
In India, the BPO sector, now 30 years old, provides direct employment to 2 million people and indirect employment to 8 million. In 2019, the BPO income overall amounted to $8.6 billon. In Mauritius, the ICT/BPO sector contributed 6 percent to GDP in 2019, representing a key driver of the Mauritian economy. The BPO sector is responsible for 53 percent of the 27,000 people employed in the ICT/BPO superstructure in 850 companies.
According to the Economic Development Board of Mauritius, leading multinationals such as Accenture, Huawei, Aspen Pharmacare and Allianz have back office operations in Mauritius. In addition, a number of international payroll companies currently use Mauritius as a service delivery centre.
Kenya is also looking to position itself as a hub for global digital BPO, notably through government promotion schemes such as Ajira. According to the ITC Authority of Kenya, the market size for online work was estimated to be $4.8 billion in 2016 and was projected to generate $15 billon by 2020. With only 7000 people employed in the BPO industry in the country, we are talking about a modest figure though it is still brisk compared to the rather lugubrious situation in Botswana. Clearly, there are billions in US dollar terms to be had in BPO and we are missing out on these big time.
MZANZI LEAVES BW IN THE DUST
Yet it is Big Brother next door from whom we have precious much to glean as he is our immediate competitor potentially in the BPO race. Remember, if our IFSC continues to flounder to date, it is largely on account of the fact that in Mzansi, we have a formidable rival right on our doorstep.
As we speak, the South African BPO sector is valued at $461 million going by the invariably authoritative McKinsey survey. It employs 270,000 people in six cities, a figure projected to more than double to 775,000 by 2030. Of the current total staff base, 65,000 serve international clients. That South Africa has made such enormous strides in the BPO arena is meritoriously earned and not simply fortuitous. It has been voted the second most attractive BPO location in the world for three years on the trot.
The South African BPO sector is tipped to grow by 3 percent per annum over the next three years, a rate which is in line with the trends in the global BPO space. There are currently over 100 local and international BPO providers operating in South Africa, with local players in the main serving large multinational customers. The industry’s key offshore business clientele is domiciled in English-speaking countries, notably the United Kingdom, United States, Canada, Australia, New Zealand and Ireland, with 61 percent coming from the United Kingdom, 18 percent from the United States and Canada, and 11 percent from Australia.
In June this year, the $1.5 trillion-strong Amazon announced that it would be signing up a total of 3000 South Africans to help cater to its customers in North America and Europe, which is testament to the fact that the country’s BPO market continues to make waves in the Western world. If Jeff Bizos is impressed, you can count on the likes of Elon Musk and Mark Zuckerberg to follow suit too sooner rather than later.
A FORGONE OPPORTUNITY TO TURBO-CHARGE THE BPO INDUSTRY IN BOTSWANA
Empowerment Africa is an organisation that boasts a business network that enables established and emerging businesses to connect, partner, and create long-term value with Africa-based projects. With reportedly 3000 esteemed contacts, it liaises with governments, major corporations, and investors to facilitate business opportunities, deliver deal flow, and provide research across its network to the Empower Africa business community.
Empowerment Africa recommends seven countries in Africa with thriving outsourcing industries. They are Ethiopia, Nigeria, South Africa, Kenya, Ghana, Mauritius, and Madagascar in that order. Botswana is conspicuous by its absence and that must be ample cause for concern to our Monetary Authorities, especially given that at least on paper, we are economically better off than three to four of these countries.
In 2015, Jax approached the Ministry of Youth, Sport and Culture and propositioned a joint partnership with Oseg in unlocking BPO potential in Botswana by looking at the public sector Debt Collection and Call Centre services for government. Jax reckoned that the total market for Receivables and Revenue collections sitting in Government and Parastatal organisations at the time amounted to over P3.5 billion, equivalent to 8% of the National Budget then. If the BPO sector was to be utilised to assist in collecting this debt, over 2700 jobs would be created.
Furthermore, considering that a typical government employee spent half the time attending to inquiries from members of the public, the exercise would result in improved efficiency delivery in government departments in addition to boosting government’s liquidity position.
This is what Jax said in a 50th independence anniversary publication in 2016 on the same subject. “Our estimations are that once all the collections work is outsourced, there is a potential to collect more than P100 million every month for the Government of Botswana.
The opportunity to create more than 2700 exists, which will help to mop out unemployed graduates and upskill them. The economic impact of 2700 jobs would support more than 15,000 people in the economy and also help to create jobs in other industries that support the BPO sector, and will stimulate the whole ICT sector. Over and above that, the outsourcing would stimulate the whole IT sector and help improve Botswana’s position as an ICT and Call Centre hub.”
Once again, I am not privy to what came of this proposition, but I am persuaded that had government acceded to it, the BPO business in the country would have quantum-leaped and we would today be waltzing on the proverbial Cloud 9 in terms of revenues generated. Even the road retarder Oseg encountered with its bankers would not have been a factor at all. As significant, we would in all probability have made it on Empowerment Africa’s short list for the continent’s pre-eminent BPO addresses.
THE INSTRUMENTALITY OF GOVERNMENT IN BOOSTING BPO FORTUNES
Granted, with the advent of the still latent E-Governance, the synergic potential with the Call Centre business is stupendous. As per Jax’s pitch to those who care to hear, “The outsourcing of the E-Governance and collections will greatly improve efficiency in service delivery in the government departments. Directing traffic and enquiries to a Call Centre would empower the BPO sector in such a way that would be able to help the public from all over the country from one central point 24 hours and 7 days week.
The Call Centres would also relieve Government of the pressure to develop brick and mortar representations/offices across the country. This would help to save billions of Pula as the public will be able to access the services from the comfort of their homes and villages. The Call Centre service would bridge the urban and rural division as everyone will now be able to access Government services and receive the same service.”
The real jackpot both to government and the broader citizenry, however, resides in the offshore market. With sales cycles in the BPO business taking up to 12 months, contracts typically run from five to seven years, which is sustained lucrativeness by any measure. It is in the direction of the overseas market that much of our energy should be focused, though wary that we do not recklessly neglect the domestic market, if we are to reinvigorate the BPO industry and get meaningful returns out of it.
Developed countries are all the more keen to outsource as one way to insulate their economies against severe hurt inflicted by globalwide economic tremors. For instance, it was thanks to offshore outsourcing that Australia so ably navigated the 2008 economic crisis. That year, IBM released a BPO report showing that 80% of Australian companies were willing to outsource from offshore companies to save 50% in expenses.
Here in Botswana, I would recommend that government be in the BPO vanguard by splashing on a whole host of catalytic factors. In South Africa, for instance, the Department of Industry, Trade and Competition devoted R1.3 billion between 2007 and 2018 to bolstering the BPO industry in one way or the other and committed a further R1.2 billion in 2019 alone, gestures which no doubt underlie the solid performance of the industry.
Even when the lockdowns were in progress, the industry was accorded essential services status so that it kept the momentum going. As if not to be outdone, the South African BPO industry body, Business Process Enabling South Africa (BPESA), has commendably done its part in aiding the growth of the industry by supporting skills development, sharing best practice, and providing its members with access to other business networks and associations that drive and influence the sector’s transition into the digital economy. In Mauritius, the Prime Minister himself, and not a man of lesser stature, directly oversees the BPO sector.
For Botswana to make a mark in the BPO arena, it has to build a reputation as a reliable, cost-effective, and high-quality destination for outsourced business services, attributes all of which South Africa excels in. In addition, South African BPO players provide higher-quality services owing to strength across five key areas: availability of skills, infrastructure, risk profile, business environment, and industry size. In Botswana, we will need to nurture some of these strengths with the instrumentality of government.
With the advent of COVID-19, it is of essence that traditional BPO providers build capabilities to enable rapid deployment and ramp-up of fully functional teams under crisis scenarios. Operational resilience, that is, the ability to pivot when an ordinarily disruptive set of circumstances hits, is key. South Africa demonstrated this capacity most eloquently when 90 percent of the workforce was able to switch to remote work in residential settings, when 50 percent of operations in key competing locations such as the Philippines and India came to a virtual standstill.
Lastly but by no means the least, a competitive currency is a reasonably efficacious undercutting strategy. In recent months, the South African Rand has significantly weakened against the US dollar, in which the cost of outsourcing is typically denominated, and this has enabled South African BPOs to compete more effectively with Asian offerings.
It concerns me that last year, the Pula appreciated by 1.6 percent against the SDR (Special Drawing Right), which is a compound of five currencies, namely the US dollar, the British Pound, the Euro, the Japanese Yen, and the Chinese Yuan. If that relatively ripped Pula trajectory persists, it will not help our BPO competitiveness at all Rre Moses Pelaelo.
Mighty Persian King ends Babylonian exile after 60 years
For all his euphoria and grandiose preparations for Nibiru King Anu’s prospective visit to Earth, General Atiku, Nebuchadnezzar didn’t live to savour this potentially highly momentous occasion. In fact, none of his next three bloodline successors were destined to witness up-close the return of the Planet of the Gods, as Nibiru was referred to in Sumerian and Egyptian chronicles.
Nebuchadnezzar died in 562 BC, having ruled for 43 years, missing Nibiru, which showed up circa 550 BC as we set down in The Earth Chronicles series, by a whisker. During the next 6 years, he had three successors in such an unconscionably short period of time. His immediate one was Merodach, his eldest son.
In Botswana, the Trade Disputes Act, 2016 (“the Act”) provides the framework within which trade disputes are resolved. This framework hinges on four legs, namely mediation, arbitration, industrial action and litigation. In this four-part series, we discuss this framework.
In last week’s article, we discussed the third leg of Botswana’s trade dispute resolution framework-industrial action. In this article, we discuss the fourth leg, namely litigation at the Industrial Court. The Act does not define the term litigation. Litigation is generally understood to mean a situation where parties to a trade dispute take their dispute to a court, in this case the Industrial Court, for determination by a judge.
Just like an arbitrator, a judge’s decision is binding on the parties though they can, of course, appeal it. However, while an arbitrator must be acceptable to both parties, a judge does not have to be acceptable to the parties. A party can, however, apply for the judges’ recusal from the case for such reasons as reasonable apprehension of bias.
Before discussing litigation at the Industrial Court, it is apposite that a brief background of the origins and evolution of the Industrial Court be given. The original Trade Disputes Act (No. 19/1982) provided for disputes to be adjudicated, inter alia, by a Permanent Arbitrator. This is confirmed in Veronica Moroka & 2 Others v The Attorney General and Another, Court of Appeal Civil Appeal No. CACGB-121-17 at para 11.
The Industrial Court replaced the institution of the Permanent Arbitrator (Dingake Collective Labour Law in Botswana 23) following the enactment of the Trade Disputes Act (No. 23/1997) which, as confirmed in the Veronica Moroka case supra, came into force on 9 October 1997.
As per Kirby JP, in the Veronica Moroka case supra, the Industrial Court’s status “as a court was uncertain and no provision was made for it to be served by a Registrar, with the usual powers and duties of such office”.
The Court of Appeal, in Botswana Railways Organization v Setsogo and Others, 1996 BLR 763 CA, remedied this defect. It held that the Industrial Court was not a mere statutory tribunal, but was, in line with Section 127(1) of the Constitution of Botswana, a subordinate court, having limited jurisdiction.
Following the change of the definition of subordinate court by Act 2/2002 to exclude the Industrial Court, along with the Court of Appeal, the High Court and a court martial, the Industrial Court became a superior court, albeit still with limited jurisdiction unlike the High Court, for instance, which has inherent unlimited jurisdiction.
Consequently, appeals from the Industrial Court were referred to the Court of Appeal. Perhaps most significantly, according to Veronica Moroka, Industrial Court judges were now, just like High Court judges, protected by, inter alia, security of tenure.
The Trade Disputes Act was further amended and replaced by the Trade Disputes Act, 2003 which commenced on 6 April 2004 as Act No. 15 of 2004. Section 16(8) of this Act provided for the appointment of the Registrar and an Assistant Registrar, but still had no section clothing them with specific powers.
It, through section 20(3), also bestowed, in the Court, the power to hear urgent applications and, in terms of section 18(1), the power to grant interdicts, thereby remedying the defects identified in Botswana Railways Organization v Setsogo & Others supra, but it still had no provision dealing with writs of execution and sales flowing therefrom.
In terms of section 18(1) of the Act, the Industrial Court’s jurisdiction includes the power to hear and determine all trade disputes except disputes of interest as well as, in terms of section 20(1) (b) of the Act, the power to interdict any unlawful industrial action and to grant general interdicts, declaratory orders or interim orders.
In terms of section 20(1) (c) of the Act, the Industrial Court is also clothed with the power to hear appeals and reviews of the decisions of mediators and arbitrators respectively. It, in terms of section 20(1) (d) of the Act, has the power to direct the Commissioner to assign a mediator to mediate a dispute if it is of the opinion that the matter has not been properly mediated or requires further mediation.
In terms of section 20(1) (e) of the Act, the Industrial Court also has the power to direct the Commissioner to refer a dispute that is before the Court for arbitration. In terms of section 20(1) (f) of the Act, it has the power to refer any matter to an expert and, at the Court’s discretion, to accept the expert’s report as evidence in the proceedings.
The Industrial Court also has the power to give such directions to parties to a trade dispute provided the object of such directions is the expedient and just hearing and determination or disposal of any dispute before it.
In terms of section 20(2) of the Act, any matter of law and any question as to whether a matter for determination is a matter of law or a matter of fact is decided by the presiding judge. In terms of section 20(3) of the Act, with respect to all issues other than those referred to under section 20 (2), the decision of the majority of the Court prevails.
Where there is no majority decision under section 20 (3), the decision of the judge prevails. In terms of section 24(2) of the Act, any interested party in any proceedings under the Act may appear by legal representation or may be represented by any other person so authorised by that party.
In terms of section 28(2) of the Act, a decision of the Industrial Court has the same force and effect as a decision of the High Court, and because, unlike South Africa, Botswana has no Labour Appeal Court, decisions of the Industrial Court, just like those of the High Court, are, in terms of section 20(5) of the Act, appealable to the highest court in the land, that is, the Court of Appeal.
The Trade Disputes Act went through another amendment in 2016. Section 14 of the Act ensures the continuation of the Industrial Court. It outlines its functions as the settlement of trade disputes as well as the securing and maintenance of good industrial relations in Botswana.
In terms of section 15(1) of the Act, the judges of the Industrial Court are appointed by the state President from among persons possessing the qualifications to be judges of the High Court as prescribed under section 96 of the Constitution.
In terms of section 15(2) of the Act, these judges are headed by the President of the Industrial Court designated by the state President from among the judges.
In terms of section 15(4) of the Act, a judge of the Industrial Court who is not a citizen of Botswana or who is not appointed on permanent and pensionable terms may be appointed on contract basis and is eligible for reappointment.
In terms of section 15(5) of the Act, Judges of the Industrial Court sit with two nominated members, one of whom is selected by the judge from among persons nominated by the organisation representing employees or trade unions in Botswana and the other selected by the judge from among persons nominated by the organisation representing employers in Botswana.
In terms of section 15(6) of the Act, where, for any reason, the nominated members are or either of them is absent for any part of the hearing of a trade dispute, the jurisdiction of the court may be exercised by the judge alone or with the remaining member of the Court, whichever the case may be, unless the judge, for good reason, decides that the hearing should be postponed.
In terms of section 18(1) of the Act, An Industrial Court judge vacates office on attaining the age of 70 years, provided that the state President may permit him or her to continue in office for such period as may be necessary to enable him or her to deliver judgment or to do any other thing in relation to proceedings that had commenced before him or her.
In terms of section 18(2) of the Act, in accordance with the provisions of the proviso to section 96(6) of the Constitution, a person appointed to act as an Industrial Court judge vacates that office on attaining the age of 75 years.
In terms of section 19(1) (a) and (b) of the Act, an Industrial Court judge may be removed from office only for inability to perform the functions of his or her office, whether arising from infirmity of body or mind, or from any other cause or for serious misconduct.
In terms of section 19(2) of the Act, the power to remove an Industrial Court judge from office vests in the state President acting in accordance with the procedure provided under section 97 of the Constitution for the removal of High Court judges.
*Ndulamo Anthony Morima, LLM(NWU); LLB(UNISA); DSE(UB); CoP (BAC); CoP (IISA) is the proprietor of Morima Attorneys. He can be contacted at 71410352 or firstname.lastname@example.org