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A LOOK AT WHAT’S NEXT FOR NAMCOR

By staff writer

The National Petroleum Corporation of Namibia (Namcor) has undergone an evolution over the last 30 years after starting off as an advisory entity to the Ministry of Mines and Energy in matters regarding exploration and production matters.

Since Managing Director Immanuel Mulunga took charge, the corporation has undergone significant changes, including a complete rebrand and a push towards a more competitive and commercial edge. In 2020, Mulunga’s contract was extended for another five years. The Founder caught up with the MD to get an insight into his strategic vision and to assess how Namcor performed last year.

TF: In 2020 your contract was extended for another five years. Can you give us an overview of Namcor’s strategic plan for the next four years?

Immanuel Mulunga: My contract was extended for another 5 years running from 1 October 2020 to 31 September 2025. This period is coinciding with a new Integrated Strategic Business Plan (ISBP) for Namcor with the following themes:

• Ensuring Supply for Namibia

• Harnessing the Potential of E&P

• Digital Enablement

• Operational & Organisational Excellence

Our focus is to continue building the Namcor brand by expanding our retail footprint and operationalizing the National Oil Storage Facility (NOSF) on the downstream side while on the upstream side we continue with our upstream agenda of commercializing our E&P opportunities both in Namibia and Internationally.

TF: What were the major influences in setting your strategic focus for 2021?

IM: What influenced our strategy is the need to secure our future financial sustainability by weaning ourselves from any governmental support and capturing a significant market share in the petroleum downstream sector. The NOSF that we now have the pleasure to maintain and operate enables us to achieve this objective. On the upstream side our strategy hinged on the procurement of international producing assets to diversify our sources of revenue and to continue facilitating and working towards a petroleum discovery in Namibia.

TF: Can you give us an overview of some of your achievements at the helm of NAMCOR over the last six years?

IM: We managed to rebrand the entity with a new vibrant and more recognizable brand; we managed to grow the balance sheet and revenues of Namcor by approximately 400%. We had a successful entry into the retail sector, thereby increasing our downstream market share to double figures. We recruited knowledgeable and experienced staff into the company and reorganized the entity into an organization that can get us closer to our vision of becoming a world class petroleum organization. We successfully took over the operatorship of the National Oil Storage Facility and started importing our own petroleum products into the country, plus we successfully farmed out some of our upstream assets to supermajors like ExxonMobil and worked very hard towards that elusive petroleum discovery in Namibia.

TF: What were the major influences in setting your strategic focus for 2021?

IM: The Exploration and Production Act which established Namcor in 1991 gave it a mandate to also venture into the downstream part of the petroleum business. This necessitated Namcor to enter the fuel importation business when it was awarded the mandate to import 50% of the country’s fuel requirements and established a commercial business unit to also directly sell to the market. In 2014 it made a decision to enter the retail business segment but it was only in 2019 when it constructed its first 3 service stations. Today not only is Namcor importing its own petroleum products into the country, it has access to storage facilities that allows it to compete in the commercial business segment, retail business segment (11 service stations) and the export market to countries such as Botswana and Zambia.

TF: Namcor officially took charge of the billion-dollar National Oil Storage Facility in Walvis Bay. What does this mean for Namcor and the country as a whole?

IM: This increases the security of supply of the country by making sure there is an increased amount of fuel in the country at any one time. The NOSF can also be used commercially for Namcor’s own trading activities but also to host international marketing companies to import their petroleum products into the country. These facilities have increased Namcor’s competitiveness in the market as it can now dictate the pricing of its own fuel and in so doing capture more market share from its competitors. The country is in a better position because it has its own storage facilities operated by its own national oil company, so that in the event any of the international majors exit the country, Namcor will still be here to serve the nation.

TF: In December 2020 the storage facility took in its first intake of oil at full capacity. What were some of the lessons learned in that endeavour?

IM: It is a complex business but nothing that we were unable to handle. We’ve managed to employ more than 40 Namibians, mostly from our competitors to run such a state-of-the-art facility and we as Namcor are proud to have managed to achieve this feat. Obviously, a facility of that size doesn’t come up without challenges. They have been numerous but we have overcome most of them and we are set to completely take it over on 1 March 2022 when the 12-month warranty period comes to an end. The biggest lesson learned is that one can do anything that you apply your mind to.

TF: How has the market reacted to this procurement and new option and can you break down for us its commercial viability in the long run?

IM: Firstly, it is important to mention that Namcor has played a major role in preventing this facility from becoming a white elephant. We are still busy ramping up the operations of the terminal and jetty and we believe we will utilize the facility optimally in the near future. We believe the facility will eventually make a return on the investment, especially when government regulates it to be used as the only entry point for petroleum products into the country.

TF: Namcor, last year, announced its intentions to open up more fuel stations countrywide. Can you break down for us how those that are already operational have fared thus far?

IM: So far there are 11 service stations in the country under the Namcor banner and we have another 10 on our books during the next financial year that starts on 1 April 2022. By the end of this calendar year, we expect to have 20 retail sites making us finally a significant player in this business segment. We are proud to be in this position as many people such as banks and previous board members had largely written us off because of our past weak financial position.

TF: The fuel station sector is of course quite competitive with already established brands. Can you give us an overview of how you intend to set Namcor apart from the competition?

IM: We intend to do this by offering a superior and vibrant brand and to leverage on our position as a national oil company and local brand. The placement of our retail sites in strategic positions around the country will ensure our competitiveness. Fortunately, we have already been received enthusiastically by the market.

TF: What were some of the biggest challenges thus far in your time at Namcor, and how has your acumen helped navigate these situations?

IM: Leading a national oil company in Africa is no mean feat and my time here at Namcor has not been an easy one but I have managed to weather the storms and displayed great leadership to transform Namcor into one of the leading and recognizable Public Entities.

TF: Can you give us a summary of Immanuel Mulunga, outside your role as NAMCOR’s Managing Director. What are some of your hobbies?

IM: I am a proud father, a scholar of life with great love for my fellow human. I’m an avid reader and enjoy my alone time from time to time.

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Leadership

Emma Theofelus Nominated One Young World Politician of the Year Award

Namibia’s deputy minister of information and communication technology, Emma Theofelus, has been nominated for the One Young World Politician of the Year Award 2022.

This is the second year in a row that she has been shortlisted for the award. The award was created to help counter low levels of political engagement and increased disillusionment with political processes that young people are experiencing across the world, this award celebrates the world’s leading young politicians who have infiltrated the old guard of politics.

According to reports, under 2% of young people under the age of 35 are represented in the various parliaments around the world.

Theofelus has been shortlisted alongside a dynamic group of 15 young politicians from across the globe, including Áslaug Arna Sigurbjörnsdóttir, Iceland’s minister of science, industry, and innovation, and former minister of justice.

One Young World says that these 15 young politicians have all been shortlisted because of the considerable impact they have made to politics.

“The One Young World Politician of the Year Award recognises five of the world’s most outstanding politicians between the ages of 18 – 35, who are using their positions to have a positive impact on young people in their communities and countries. Through their important work, these candidates highlight the benefit of including young people in politics,” the organisation says.

The shortlisted nominees are currently being reviewed by One Young World’s expert judging panel, which will decide the final five winners.

The winners will be announced in mid-March and will be presented with this award at the One Young World 2022 Summit.

“To be nominated and selected two years in a row is surreal! I am grateful for the opportunity to serve at this level of public service and grateful for the faith entrusted in me by President Hage Geingob,” Theofelus said.

“Congratulations to all the other incredible young politicians that have been nominated from across the world!”

The nomination comes just a few months after she was recognised in 2021’s BBC’s list of 100 inspiring and influential women.

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Leadership

Namibia At Dubai Expo 2020

Namibia’s team has been at Expo 2020, being hosted in Dubai, United Arab Emirates for five months. The goal has been to attract investors and mark the country as a premier tourism and investment destination on a global scale.

Namibia’s pavilion, under the custodianship of Namibia Investment Promotion and Development Board (NIPDB), is located in the ‘Opportunity’ district of the Expo. It has been highlighting priority sectors such as renewable energy, marine diamonds & mining, tourism and conversation, and cultural heritage.

This year, for the first time in World Expo history, every participating country will have its own pavilion.

Thus far, since officially opening its doors on 1 October 2021, the Namibian pavilion has recorded a steadily increasing number that has surpassed 146,000. This is, on average 37,000 visitors per month.

According to Catherine Shipushu, NIPDB’s Marketing and Communications manager, the pavilion has generated 23 investment leads thus far. She says this is well above the targeted 10 leads a month.

Catherine Shipushu, NIPDB’s Marketing and Communications manager

“Most investor interest is in the area of Green Hydrogen. Recorded leads indicate investor interest in other key industries such as agriculture, education, tourism, and various trade activities. In terms of country of origin, over 50% of potential investors emanate from the United Arab Emirates, with less than 10% of African origin,” she says.

According to the team, the highlight of the Expo so far has been the Namibia Renewable Energy Summit in November 2021. It was attended by participants from all over the globe, including potential investors from China, India, Zimbabwe, Singapore, and the United Arab Emirates.

The summit was organised to showcase investment opportunities in the renewable energy space and to provide insight into the legal framework that governs investments in the Namibian energy sector.

Although there is only a month left before the World Expo concludes, Namibia’s pavilion has a packed schedule that will carry right until the final week, with promises of a strong finish.

“In March, Namibia is expected to celebrate its biggest month yet at the Expo. The Namibian Pavilion has put together a schedule packed with events to coincide with the Expo’s thematic weeks and aligned to the country’s own strategic agenda,” says Shipushu.

Namibia, where the ocean meets the desert

There is a Namibia Investment Conference slated for 23 March. This conference is envisaged to be the climax event of the country’s Expo 2020 Dubai journey and will be one of the final pitches on investment opportunities, brand awareness, and export promotion.

A day later, Namibia National Day will be on full display. All participating countries are accorded an opportunity to celebrate their National Day at Expo 2020 Dubai.

“Namibia’s National Day will be celebrated on 24 March 2022. Part of the celebrations will include a tour of the Namibian and UAE Pavilions, respectively, a parade and performances to showcase Namibia’s unique culture,” says Shipushu.

This National Day celebration is also when the Namibian Braai in Dubai will take place, featuring Namibian cuisine, beverages, and music. This multi-sensory event will be a vibrant showcase of Namibia’s cultural heritage on the global stage.

“The Expo has also put together key events in March where high-ranking Namibian officials are expected to participate. More information on these and the above-mentioned events will be shared at a later stage.”

The journey has not been without its challenges. Travel restrictions imposed on Namibia and other African countries, particularly during the height of the Omicron variant in December 2021, stifled some of the Namibian team’s plans.

Despite this, Shipushu says, “We have found a solution to this challenge by leveraging technology to ensure that all investment promotion activities continue as planned. The NIPDB has the mammoth responsibility to ensure a return on the government’s investment into this Expo.

As such the Board remains committed to carrying out this assignment to ensure that the outcomes of the country’s participation at the Expo positively contribute towards ensuring economic prosperity for all Namibians.”

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Women In Business

Avoid the holiday blues in January

By Bank Windhoek’s Head of Corporate Affairs, Hayley Allen.

With the Festive Season around the corner, it is advisable to spend money wisely and plan. Customers should not fall into the trap of spending more money than they can afford during the holidays. This overspending can put them under financial stress during the first couple of months of the New Year. 

Customers should use their funds to cover the beginning of the year’s educational expenses: school fees, new uniforms, and stationery. They are also advised to keep in mind that although they are on holiday and relaxing, they cannot let down their guard regarding financial discipline.  The following few tips can help customers save some money during the Festive Season:

Stick to a budget: It is easy to overspend during the Festive Season due to the hype of activities and joyous mood. Since this is the time for gift-giving and spending time with family and friends, customers should draw up a budget and stick to it for their holiday period. They should not overspend on the budget. 

Avoid carrying large amounts of cash: It seems easier to spend more when one has a large amount of physical cash at hand. Carrying large amounts of money is also a dangerous habit as one might become a robber’s target.

Use the money wisely: For those who are fortunate enough to get a 13th cheque, they should first set aside some of it to honour their financial commitments at the beginning of the year. The same goes for those that take out a loan or overdraft to fund their holidays. The holiday might be long gone, but they will still be paying for it for a long time. 

Do not fall for the discount trap: As much as one would hunt for bargains during the Festive Season, customers should not buy more than they need. Retailers will shout out their discounts, but is it a need? Customers should examine every purchase they make during the Festive Season.

Plan the holiday: Planning for a holiday in advance is always a great idea since it saves money and reduces pressure on personal finances. Next year, customers can perhaps start saving money for their holidays and Christmas gifts six months in advance. Bank Windhoek has several convenient savings products tailored to suit the individual’s or a group’s saving needs.

Check the shopping list: Customers are reminded to check that their gifts’ shopping list is not necessarily long and unrealistic. If the list is too long, they can cut it down on the number of people on their current list. They can then bake some cookies to give to the people they snipped from their original gift list. This will ensure they spread the holiday cheer.

Be Alert: This season is also synonymous with theft, especially cyberfraud. Customers must not share their personal bank information with anyone claiming to be calling from the bank. Fraudsters will use this to authenticate transactions on a customer’s behalf. Finally, customers should avoid withdrawing large amounts of money and keep their personal belongings safe.​

The Festive Season is a time to spend with loved ones and not impress others with expensive gifts. Customers should clearly distinguish between their needs and wants and look after them instead of buying what they want. The essential rule is to always stick to the budget and cultivate a culture of saving instead of satisfying immediate wants. The Festive Season can be more exciting and memorable with a clear budget plan.

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Leadership

Assembling a Radio Station from Scratch

Shilongo Ashipala has helped shape Namibian music for nearly two decades as Kanibal, but what many may not know is that he’s helped shape the overall culture of local music as a radio Production Manager.

It turns out, like horse Markel in water, he’s most at home behind the soundboard. He has been producing music since 16. He never studied media. The passion for sound and radio appears to have budded in him innately.

“I landed in radio by pure luck. I started at Fresh FM as one of the founding presenters in 2007 when my Mom saw an ad in a newspaper for auditions, cut it out, and brought it to me. In 2008 and 2009 I won Best Radio Show for ‘Corner 2 Corner with Kani & Nona’,” he tells TF.

That same year when the Production Manager, then, resigned, Ashipala was immediately compelled to apply for the job, this time with some experience under his belt.

Like a hawk, he had observed how the sales and marketing executives went about things. How the receptionist handled calls, how the presenters interacted with callers.

In 2010 he left Fresh FM and went to do production at 99fm, before returning to Fresh FM in 2014 as Production Manager and later Station Manager until 2017.

Today he runs the show at COTA FM, the radio arm for the College of the Arts (COTA), after the head of the Media Arts department of COTA asked him if he ‘knew someone who could start and run an online radio station.’

“As dramatic as I am, I wrote him an actual book called ‘How to start and manage an online radio station by Shilongo Ashipala’ which described in intricate detail the technical aspects, admin, presenter training, code of conduct, marketing and sales,” Ashipala says.

He adds, “In January I was given the mandate to set it up within a month, but because I had already prepared for it, everything was ready within 2 weeks. In June, when all the details had been ironed out, we went on air for the first time.”

With the rise of stations like Eagle FM, Informate radio, and others, radio space in Namibia has seen a resurgence in recent years, and Ahsipala has been determined to see COTA FM have its share of the pie.

“The ultimate vision is to have the highest listener base of all Campus and Community radio stations, so we can affect real and tangible change in our community. The sound of tomorrow. In today’s digital world, the listener does not NEED radio for music, so content is king.”

A normal day for him at the office is laid out with various functions. “I arrive at 10 am and train interns on functions of a radio station. At 11 our schedule kicks off with ‘Rise and shine’ (11am – 1pm), ‘The dream’ (1pm-3pm) and ‘Real talk’ (3pm – 5pm). We source and prepare relevant content for the day, and also brainstorm on content for the next day as we go along,” he tells TF.

As the world continues to grapple with the reality of COVID-19, Ashipala says the station has not been spared. They lost almost two weeks of programming due to the college being shut down during the state of emergency lockdown.

The station manager has however seen the silver lining in the pandemic. “The advantage though is that when people are at home, they crave entertainment, and that helps boost our audience numbers.”

He continues to balance his corporate world with his creative side. Early last year, he released his album “Omapiaano” to stellar reviews. “Shilongo Ashipala is a creative. ‘KaniBal’ is only one outlet of my creativity, but I constantly find and learn other ways to express myself creatively and effectively. ‘KaniBal’ shall not be around for much longer, but I shall be Shilongo Ashipala for the rest of my life.”

Ashipala announced his retirement from being a full-time musician a few months ago and held one final show to cap off his career.

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Cover Stories

Inside the MVA Fund’s New Strategic Roadmap

The 31st of March 2019 marked the end of the MVA Fund’s Strategic Plan for 2014-2019. The Founder spoke with the Fund’s CEO, Rosalia Martins-Hausiku on their new five-year strategic outlook, as well as the continued fight to decrease road crash statistics.

TF: You began the first of the next five years as MVA Fund’s reappointed CEO, what is your focus for 2019?

RM: Firstly, I would like to indicate that our Strategic Plan for 2014-2019 ended on the 31st of March 2019, and the new strategy for 2019-2023 has commenced on the 1st of April 2019. The areas of focus for 2019 are as follows:
(i) Financial Performance:

  • With the aim to manage finances and grow net assets to N$105 million.
    (ii) Enhance Customer Experience:
  • By attaining 85% customer satisfaction through the provision of quality customer service, and – 80% stakeholder satisfaction through appropriately managed customer relationships.
    (iii) Internal Effective Process:
  • With the aim to achieve 80% Board satisfaction.
  • 78% system performance and 70% Unit scores (on aggregate) through efficient and effective policies, practices and system.
  • 75% audit compliance.
    (iv) Enhance Employee Experience:
  • With the aim to institutionalize 100% of the Performance Management System, and
  • Attain 80% staff satisfaction.
    (v) Risk Management:
  • With the aim to reach 75% maturity level through integrated Enterprise-wide
    Risk Management.

TF: What were the major influences in setting your strategies and focus for 2019?

RM: The strategy primarily is influenced by our continuous drive to deliver on our enabling mandate in a manner that is sustainable and customer centric at the same time.

But also, an evaluation of the past 5 years has revealed some gaps in the services that we are rendering to our clients, particularly completing the continuum in terms of the rehabilitation services that we are offering. In addition, given the risks inherent in the environment we are operating in, we thought that we monitor risk at the highest level of the organisation to ensure that Enterprise-wide Risk Management and awareness is embedded in the corporate fabric.

Lastly, our need to stay abreast global changes, we continue to reinvent ourselves to ensure that our people, processes and systems are responsive to the dynamic needs of our clientele.

TF: This was the final year of MVA Fund’s Strategic Plan 2014-2019. What programmes have you established or reinforced during this time would you say stand out?

RM: The MVA Fund has for the past five years (2014-2019) made significant strides in achieving its strategic objectives as approved by the Board in 2013, under the theme ‘Nzira Zompe’ (a new route).

Below are the Key Performance Areas and some of the highlights on the remarkable results achieved:

Service Performance
• Establishment of the Department of Physical Medicine and Rehabilitation (Physiotherapy & Occupational Therapy) at the University of Namibia.
• Establishment of Spinalis Unit in the Ministry of Health and Social Services.
• Customer satisfaction level increased from 79% in 2014 to 95% in 2018.
• Modified 99 houses for seriously injured persons.
• Rehabilitation.

  1. 952 persons were returned to community.
  2. 499 persons were returned to work.
  3. 200 persons were returned to school.

Human Resource Development
• Deloitte Best Company to Work for Award.

  1. 2014 – 2nd place small to medium category.
  2. 2015 – 2nd place small to medium category.
  3. 2016 – 1st place small to medium category.
    • Employee engagement level.
  4. 2014 – 83%.
  5. 2015 – 83%.
  6. 2016 – 83%.
  7. 2017 – 73% but above the industry standard of 70%.

Effective Internal Processes
• Achieved 85% on audit findings in 2017/18.
• Developed three-year risk management plan
2016 and implemented 76% thereof.
• Achieved averaged institutional performance score of 80%.

Financial Performance
• Funding level at 144% in 2018 from 84% in 2014.
• Investments increased to N$1.3 billion from N$347m in 2014.
• Investment income increased to N$70m from N$19m in 2014.
• Property portofolio increased to N$160m from N$76m in 2014.

TF: The current economic slump has led to government’s cost cutting measures for the last three or so years. How has the MVA Fund adjusted in this period and how has that affected cash flow and operations?

RM: The current economic slump is being felt across all sectors and MVA Fund is no exception. Despite the Fund not receiving direct financial allocations from treasury, the reduced economic activities have resulted in decreased fuel consumption and by extension, reduced fuel levy revenue for the Fund. The Fund has always exercised cost management measures and these continued to be implemented during the economic downturn currently facing the country.

Given the reduced cash flow from fuel levy revenue, the MVA Fund had to ensure that we render our services using our available resources efficiently so as not to have our operations negatively impacted and we are coping in this regard. The biggest expense the Fund has is claims related, hence there is not much innovation that can take place in that area. We however have influence in accident and injury prevention to ensure that our exposure is reduced.
To this end we have intensified our activities along the B1 and B2 routes, which are our deadliest routes. We have also intensified our workplace road safety interventions targeting a lot of the corporate companies.

TF: The number of crashes, fatalities and injuries has gone down between 2017 and 2018. What would you attribute this to and in what ways has the MVA Fund played a key part?

RM: The comparative statistical analysis of 2017/2018 shows a reduction in figures in crashes by 8%, injuries by 16%, and fatalities by 28 respectively. The Fund in collaboration with stakeholders rolled out various road safety campaigns including:
• Click for life campaign – advocates for the usage of seatbelts every time a driver and passengers embark upon a journey, be it a short or long trip. This campaign was launched in March 2017. Furthermore, the campaign also focused on child restraints that protect minors from being thrown out of a vehicle in the event of a crash. Research shows that seatbelt usage minimises chances of fatalities, while reducing injuries that could be sustained during a crash up to 60%.

• Stand sober campaign – focused on random breath testing of drivers in order to ensure sober drivers. The target was to screen about 200 drivers per day per law enforcer. Upon introduction of this campaign a reduction of intoxicated drivers has been observed.

• Tyre safety interventions – were conducted at bus terminals and roadblocks throughout the country, and many vehicles have been suspended off the road due to tyre noncompliance – 2cm depth of the grooves of the tyre.

• Deployment of law enforcement on the B1 and B2 routes – focused on the inspection of the roadworthiness of vehicles and checking of drivers without valid driver’s licences. This has served as a deterring measure and may have greatly attributed to the reduction of crashes on our roads.

The MVA Fund has aggressively conducted engagements especially during peak times – Independence Day, Easter Holidays, Heroes Day, as well as during the Festive Season. The aim was to sensitise drivers on the dangers of not adhering to road traffic rules. This is normally done through various channels of communication – radio, social media and distribution of flyers at road blocks.

TF: Tell us about stakeholder collaboration and your relationship with the public as far as road safety awareness goes.

RM: The Fund has built strong collaborative relations with its stakeholders in order to carry out its campaigns successfully with the purpose of saving lives on Namibian roads. We believe that road safety calls for a concerted effort and no single institution will win if operating in silo. The public out there believes in the strong brand of the Fund and it is our duty to ensure that we engage in accident and injury prevention measures.

TF: And looking ahead, what are some new strategies and/or programmes are you excited about bringing into play in the near future?

RM: There are several notable projects and programmes that the Fund will be undertaking. These are among others:
i) Research to determine causes of crashes

  • I believe this research will make a positive difference in understanding the
    scientific causes of road crashes in Namibia and ultimately aid in reducing road carnage in our country. To-date, no scientific research has been done to determine the actual causes of crashes in the country. The call by our political leaders that the Fund had a chance to engage which led to the MVA Fund commissioning a road safety research in the five highest crash regions namely: Khomas, Erongo, Otjozondjupa, Oshana and Kavango.

The MVA Fund will play a pivotal role to develop understanding and consensus amongst stakeholders regarding the causes of crashes, injuries and fatalities while at the same time building data intelligence capability to inform future interventions.

(ii) Implementation of new IT system

  • The Fund aims to achieve the following from implementing a new IT system:
    • Improved customer services.
    • Enhance relations with service providers through system efficiencies.
    • Improve management reporting through quality internal processes.
    • Improve institution operational efficiency.

(iii) Establish a Satellite Office in Katutura

  • Through establishing an envisaged Satellite Office in Katutura, the Fund aims to take its services and benefits closer to the people.
  • The Fund’s envisaged satellite office is also geared towards enhancing improved and efficient customer service.

(iv) Establish a Rehabilitation Facility

  • The purpose of the rehabilitation facility is for the Fund to assist persons affected by motor vehicle crashes with information on how they can look after themselves on their journey to independence.
  • Amongst others this includes information on how to avoid bed sores, the usage of wheelchairs and support groups.

(v) Legislative Reform

  • This is to review the benefits we offer to our clients which remained stagnant since 2008. In this way, we want to improve our benefits offered to persons affected by motor vehicle crashes.

TF: In what ways have your team’s efforts complimented your success during your time as CEO at the MVA Fund?

RM: As a dynamic and service driven institution, I have a passionate and hardworking team that is committed to deliver on our mandate with precision. They understand the vision and understand the type of clientele we serve and their passion drives them. We also have a robust performance management system coupled with an employee development programme that ensures that the Fund maintains its culture as a learning organisation. This has always been the approach at the Fund and has become a recipe of success where my team and I have remained consistent in making the Fund not only one of the best companies to work for, but also a public enterprise that efficiently and effectively focuses on the needs of its customers. Our customer and stakeholder satisfaction levels as measured through surveys are outstanding.

TF: There are still misunderstandings about certain exclusions and limitations on benefits awarded to persons affected by car accidents. What would you say are the major misconceptions?

RM: Yes, there is definitely a lack of knowledge especially on limitations where the Fund provides limited benefits only if the person affected by the crash is wholly responsible for it. Such persons only qualify for medical benefits, but still expect the Fund to award them the injury grant. Most drivers are usually affected by this and the majority of such clients are dissatisfied with the medical benefit that is applicable to them. The MVA Fund through its Public Education team continues to educate the public on limitations and exclusions as set out in its MVA Fund Act 10 of 2007.

Categories
Cover Stories

Meet the Duo Behind the Best Estate Agency of 2018

In 2008, brothers, Dickson and Philip Swanepoel sat in the living room of their Windhoek flat during the height of the United States subprime mortgage crisis that preceded the global recession.

They conceived a way to revolutionise the Namibian property industry and thus YellowSquare Properties was born. 10 years later, during the height of Namibia’s own economic crisis, YellowSquare Properties is a diamond in its industry, receiving the First Prize at Standard Bank as best Estate Agency of the year 2018.

With over 50 estate agents, YellowSquare Properties is one of Namibia’s biggest Real Estate Agencies, but this came through ten years of hard work and calculated operations, and manager Dickson funnelled the experience he had gained at Pam Golding Properties (PGP) in Stellenbosch, South Africa where he proudly established a successful rental department.

“We realised that there is a gap in the market as
there was no platform or assistance for one-man estate agencies as they had to run a full business, manage trust accounts and also service their clients and received no professional training in the industry. We then started the business to provide this platform including education to improve all the estate agents’ skills in the industry,” Dickson tells TF.

Growth was slow at the beginning but with patience and commitment
the brothers improved the company’s value and education that was offered to the estate agents. Now estate agents want to join YellowSquare Properties as they hear through friends and other estate agents that it is the best Estate Agency to join because of the relevant industry training and the great support platform they can use. So now, when their agents get Standard Bank Silver Millionaires Club awards for giving the bank business worth millions, it is not a surprise, it is expected.

Due to the platform and education offered to the estate agents they have hence become more professional and self-educated and motivated other estate agents to join YellowSquare Properties. This in return has caused their number of estate agents to grow to more than 50 estate agents this year. This education, the brothers believe, was the tipping point for YellowSquare Properties and effective team dynamics keep it going. And they capped of 2018 in style.

“Four of our estate agents won six awards at the FNB and Standard Bank, FNB, Nedbank and Bank Windhoek prize giving this year and YellowSquare Properties received the First Prize at Standard Bank as best Estate Agency of the year.” Early on, Dickson realised that the best way towards prosperity for the company was investing in his real estate agents, and thus he assembled the most diverse group of agents, ranging from all cultures in Namibia and some beyond.

The company keeps abreast with technology and employs the latest techniques to market properties and source clients nationally and
internationally. In fact, technology is another instrumental component of the business’ operational setup. The website www.yellowprop.com is one of their biggest marketing platforms used to acquire most of their clients.
The website attracts more than 6000 visitors per month from all over the world.

A large portion of the company’s marketing budget is spent on the advertisement and branding through several advertising mediums on the internet to attract clients to the website. Thus, having a team that can communicate and relate with a diversity of property buyers and sellers becomes of paramount importance.

“Buying, selling and renting property is one of the most stressful situations during any person’s life and it is easier for clients to trust an estate agent who is of the same culture who they can relate with and who can also speak their language to make the whole process less stressful,” Philip says. The dynamism of two brothers who come from almost two polar opposite career paths has created a ground for success for the company. Dickson has brought his property and contract skills that he learned from Pam Golding as well as computer and marketing skills to the YellowSquare platform to create the best platform for estate agents to use while Philip, an established lawyer, brought his law and business skills to the platform to set up a good foundation for the business. When the brothers spend time together, they are always talking about business and discuss different opportunities as this is a topic that both of them enjoy talking about.

There is a YellowSquare Properties today, don’t be surprised if there is a BlueSquare Financials, or some other business venture, tomorrow. Recently, the brothers also established a sister company called Golden Transfers (www.goldentransfers.com), which in short is a property related business that does member’s transfers of property that is owned by Close Corporations (CC) at a 20% reduced cost to what the attorneys charge in Namibia. This encourages more clients to save costs when they purchase property in CC’s. Of course, with the largest pool of estate agents for a Namibian Agency, and being the responsibility of one man –Dickson, who runs the day to day side of business, there is effort that goes into overseeing such a team in the daily liaisons between buyer, seller and agent while ensuring professionalism, quality service is provided, and all the company’s values are kept.

He gives regular training to the estate agents and uses technology to the company’s advantage to communicate with the estate agents in a group and also gives personal attention and training to the individual agent where he sees training is required. This is an ongoing process that requires a lot of patience and commitment on improving each individual estate agent’s skills.

“Most people that enter the property industry think it is easy and a get rich quick solution, while this is not the case. Only about 10% of estate agents that write the exam and enter the property industry succeed and survive. While only 2% are really successful and make a good income. It is a tough industry and people do not realise how much hard work it takes to become successful in this industry. Estate agents need to be self-motivated and driven to be successful in this industry,” Dickson says. His business mantra is modelled around being a stickler for doing things right. He peruses contracts three times over and keeps himself informed with latest rules that regulate his industry.

“Once you follow these rules as your basic guideline it makes things easier as you know how to guide clients and estate agents according to these rules. I like to encourage and motivate the estate agents as they
all require this throughout the year to stay positive and active in the market. Even the best estate agents require this motivation!” In deed he has to keep up with the industry’s regulations. Afterall, the housing market is one of the most complex industries in Namibia and understanding all of its nuances and technicalities is something economists go and study for years for, but what is clear is that the high demand and limited supply of houses in Windhoek has been pushing prices at an average of 11% per annum since 2007 according to banking reports. This saw Namibia hold the world’s highest property inflation in 2015, beating Dubai.

Earlier this year, however, the Namibian housing market saw a drop in prices for houses for the first time in a decade.
Amidst this, while many have criticised the free market and called for a rent control board, Dickson argues that the biggest advantage in a free market is that the economy will automatically adjust prices due to client’s willingness to pay what they are prepared to pay. “We have seen property sales only going through when prices are lowered up to 30% lower than bank valuations and property rentals only happening when owners lower their rent up to 30% lower than the previous year’s rent that they received. In the current market if you must sell you have to adjust your prices accordingly so that your property offers the best value in its price range.”

Away from his home office, Dickson spends most of his free time with his family and will read books and play some games to relax over weekends. He also loves camping and being in the outdoors where he can drink a cold beer with family and friends on occasion. “For 2019, our vision is to be the number one Real Estate Agency across the nation by expanding our property portfolio further to all corners of Namibia and our focus is to improve the professionalism and education of the estate agents to provide the best results.”

…The Founder also sat down with four of YellowSqaure Properties’ award-winning agents to find out about their recipes for success.

TF: Tell us about your experience working at YellowSquare Properties?

Aina Sheya: When I became an estate agent, YellowSquare is the first and only company I worked for, I have received all the training and mentoring from YellowSquare Properties, to me it’s the best Real Estate company in Namibia.

Beverly von Luttichou: It’s an independent flexible company to work for.

Rina de Bod: YellowSquare is a well-established company with numerous experienced agents, which make it profitable to work with.

Irmgard Hamayulu: Choosing YellowSquare firm is one of the best decisions I have made in my life, it was easy to adopt. I have learned so much and gained so much experience through teamwork, professionalism and learned
to always strive to be the best that I can be. I have met friends, role models and mentors.

TF: Tell us about your personal highlights in the property market for 2018,
including awards received?

Aina: Awards: -Standard Bank (Gold Millionaire Award Winner) 10 Million and above award -Nedbank 5 Million and above award. It was a tough year, but for me the word tough provokes me and create opportunities for me to win, I love challenges.

Beverly: Awards: -FNB 5 to 10 Million award -Bank Windhoek 4 Million and above award. Highlights were the trainings we received in 2018 by implementing the new learnings as well as execution.

Rina: Awards: -FNB 5 to 10 Million award. Although the market was difficult in 2018, it is very rewarding working with previous, loyal clients.

Irmgard: Awards: Standard Bank (Silver Millionaire Award Winner) 7 Million and above award. Every single day in real estate is my highlight, but being the standard Bank Silver award winner was my favourite, I was not expecting it, it was all a dream. It was just a year since I started.

TF: What would you say are the biggest misconceptions about being a real estate agent?

Aina: People think it’s easy to sell properties, and they think we get paid high commission for doing little, but this job required a lot of dedication, it’s not as easy as people think.

Beverly: Majority come into the business not knowing the core fundamentals of the business and think it’s an easy industry as well as quick money.

Rina: Being an estate agent is hard work, and not easy money as people think it is.

Irmgard: When I started, I was told “YOU CAN NEVER MAKE IT AS A PART TIME REAL ESTATE AGENT” honestly, you can make it everywhere, all you need is to prioritise, believe and serve your clients at your best of your capability.

Categories
Leadership

The Electrician Painter

In less than a year, Antonius Junior has perfected drawing canvass portraits, creating a business for himself that now has a strong demand
countrywide. Antonius draws almost lifelike paintings of celebrities and real-life Namibians, and considering this is something he wasn’t doing
this time last year, that is quite impressive. To date, he has gotten over 50 orders for portraits from people around the country and he takes up to two days to complete one, for which he charges between N$300
to N$500.

“I used to draw comics when I was a kid but I never really took it serious. After I completed my Electrician course at the Namibian Institute of Mining and Technology (NIMT), I started working as self-employed.
I do installations and repairs mainly so to keep myself creative I started picking up drawing again. I started doing it after being inspired by Nigerian artist Oresegun Olumide who I follow on Instagram.”

Olumide draws inspiration from his community, creating pieces that reflect the lives of those around him. Antonius mostly gets requests through social media and recommendations, and he plans his portraits while doing electrical work.

His profits are shared between electrical equipment and pencils
and canvas, although one of his biggest challenges is that some of the particular painting instruments, he needs are not available in Namibia. “The best piece of advice I heard last was that everything is possible if you put your mind to it, and I saw how true this was only after I got
started. In 2019 I want to work on more local celebrities.”

Categories
Women In Business

Beauty Boois Practice

On the backdrop of Namibia having the fourth highest suicide rate in Africa, according to the Ministry of Health and Social Services in September of 2018, mental health awareness has become one of the prevalent topics across various social media platforms.

Mental health problems are caused by or triggered by various issues such as genes or brain chemistry, traumatic life experience, abuse, stressful life events or a family history of mental health problems amongst other factors, which can
have serious negative impact on one’s wellness but help is available. For 27-year-old entrepreneur and clinical psychologist, Beauty Boois, mental health awareness has been somewhat of a calling.

What started off as simply giving people advice on mental health and some much-needed encouragement via social media eventually grew into a full-fledged career she hadn’t yet imagined was possible. It began with a curating Twitter account called Nam Mental Health that allowed users to share their stories and battles with mental health. The response was overwhelming enough for her to register for a four-year Bachelor of Psychology at the University of Namibia.

She earned a BPsych degree in Clinical Psychology from Unam in 2015 and is currently undertaking her Master’s Degree in the field. “Early on I spoke to a lot of young people who had just graduated, many of who were unemployed and, dealing with depression and didn’t have medical aid so could not afford
counselling. The online platform allowed people to express their anxiety and trauma anonymously and that was very helpful,” she says.

After a community internship spell at the Ministry of Labour as a psychological counsellor at the Vocational Counselling Services granted her exposure to Psychometrics, Career Counselling, Vocational Counselling as well as HIV/
AIDS Counselling and Community Mental Health in terms of Support Groups
for people living with Depression and Anxiety, she founded her practice BB Boois Psychology Practice in October 2017. “Mental Health refers to the holistic well-being of our psychological, emotional and social states of being. The way we think, feel and behave in our daily lives is all affected by our mental health. Mental Health also influences how we deal with stress, interact with others as well as our decision-making processes. It is an imperative aspect of the various stages of life, from childhood and adolescence all the way through to adulthood and old age.”

Her practice is registered with the Ministry of Health and Social Services and is also registered with Namibia Medical Aids Fund and adheres to prescribed tariff rates for those with medical aid as well as offers services to private clients. This, Boois did all while balancing motherhood, activism and gaining further certification in Yoga Psychology from Yoga Point in Nasik, India.

Categories
Innovation

Kids Shuttle Services – a Passion for Safety

For any parent with school or creche-going children, coordinating their daily itinerary along with their own can be a nightmare, so when Kids Shuttle Services was founded in 2016, it came much to the relief of many Windhoek parents. Before Kids Shuttle Services, Sethunya Sedimo, a single mother of two found herself exhausted before she even stepped into the office, and late at that. And the afternoons offered little reprieve.

“I would use my lunchtime running out of the office and then enduring the long lunchtime traffic to pick up my son, drop him off for his afternoon classes and then head back to the office. When I would get there, it would be past two o’clock,” she says. For Sethunya discovering Kids Shuttle Services was like discovering unicorns exist. Kids Shuttle Services, which was founded in March 2016 is a transport service tailored to children. There was a need for a service that catered specifically to children because unlike other taxi services that offer transport services, it was trust and dependability that would make Kids Shuttle Services unique.

“Parents are worried for the safety of their children, especially recently. We are glad that we were the first because now, Kids Shuttle Services is not just a business, but it has the parents’ trust. They shared their success stories and that helped us grow. Because of things that have happened, in 2018 parents are not leaving their kids with just anyone. We take it as a social responsibility to the community as parents can do their work without worrying about their kids’ safety,” Kids Shuttle Service admin officer Liezel Meyer tells TF.

Safety is our number one priority. Besides uncompromising seatbelt and road safety rules, background checks are done before hiring drivers and to ensure they don’t have a criminal record. Daily schedules and routes are also meticulously mapped out to get the most out of each trip. Before funds and resources were commit to Kids Shuttle Services, the idea was tested out for a week, transporting kids to and from school. Before the week was up, desperate parents like Sethunya, needing transport services for their kids were calling in daily to book a spot.

Kids Shuttle Services started with two vehicles, a 6-seater Toyota Sienta and a Sedan and closed off 2016 transporting 18 kids and hired two drivers. In two years, that number has more than tripled. Currently, Kids Shuttle Services transports 65 kids and hires five, including four drivers and an admin officer. “We are grateful to Standard Bank because they saw potential in what we do and with a loan from them we bought two more vehicles and office space. We moved onto seven seaters and a Quantam as they are bigger vehicles and we are able to optimise them to carry more kids,” Meyer says.

It has been two years since Sethunya has forfeited her lunch break to drop her kids at home or at their next after school appointment. In fact, lunch naps are now a thing she enjoys. Kids Shuttle Services transports kids from schools in Pioonerspark, Otjomuise, Khomasdal, Cimbabacia, Rocky Crest, Ludwigsdorf, Eros, Kleinne Kuppe, Elisenheim and the list continues to grow. As the final semesters for 2018 get underway, there are already plans to add more vehicles and drivers in 2019.