ZAMBIA CHAMBER OF COMMERCE AND INDUSTRY • The ZACCI …

• ZAMBIA CHAMBER OF COMMERCE AND INDUSTRY •

The ZACCIJournal

The voice of the private sector

Volume 2 Issue 2 • August 2013 •BUSI

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Executive Committee Members

PresidentMr Geoffrey Sakulanda

Immediate Past PresidentMr Hanson Sindowe

Vice President NorthMr Raj Karamachand

Vice President SouthDr Chabuka Jerome Kawesha

TreasurerMr George Nonde

TrusteesMr Ashok Oza

Mr Eddie KapungulyaMr Abel MkandawireDr Francis M Ndilila

Editor Katarina Zeravica

Keti Editorial ServicesMobile: +260 (0)974 136 036

[email protected]

Contributing WritersJohn NsakanyoPontino Tembo

Nyambe MambayoNicholas Kabasa

Vaida BundaJosephine Pope

Isaac NgomaKatarina Zeravica

Mena PriceFSDP Secretariat

Trade and Fairs Consulting, GmbH

LayoutKeti Editorial Services

PrintersUnited Printing Publishing

Abu Dhabi, UAE

For Further Information ContactZambia Chamber of Commerce and Industry

P.O.Box 30844Lusaka Zambia

Telephone Numbers+26(0) 21 1 252483+26(0) 21 1 253020+26(0) 21 1 253007

Fax+26(0) 21 1 253020

[email protected]

[email protected]@zacci.co.zm

[email protected]

Websitewww.zambiachamber.org.zm

We are the voice of the private sector!

ZACCI UPDATESZACCI President’s Message

Chamber News

Policy News

Column: Chamber Undercover!

Business News: Access to Finance

Zambia: Key Economic Indicators

ZACCI Photo Focus

SMEs: Unlocking their potential in Zambia

PACRA goes digital - An inside look

UNWTO Conference: Trojan Horse of Golden Chalice?

National Budgets: Why they are important and how they are drafted

BongoHive - Zambia’s internationally acclaimed IT hub!

Training - Use it or lose it!

A Guide: Promoting a business at trade shows and exhibitions

The National Strategy for Financial Education in Zambia

FEATURE AND ANALYSIS

REGULARSZACCI Executive Committee

ZACCI Membership Application Form

ZACCI Representations on Boards/Committees

ZACCI Membership List

Foreign Missions Accredited to Zambia

Zambian Diplomatic Missions: Contacts

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It is a great pleasure to us all at ZACCI to welcome you to the

second issue of our redesigned and rebranded ZACCI Journal.

We have received a warm reception from our readers and

critics on the quality and content of the first issue published in

May 2013. I assure you that your comments and criticisms have

not been in vain, as you will observe in this, our second issue.

In recognition of the importance of private sector unity and the

effectiveness of lobbying with one voice, ZACCI, together with

five other sector associations namely; Chamber of Mines of

Zambia, Biofuels Association of Zambia, Tourism Council of

Zambia, Zambia Association of Manufacturers, Zambia

Federation of Employers and Zambia National Farmers’ Union,

have signed a memorandum of understanding and have come

together as the “Zambia Business Agenda Advisory Council” to

speak as one voice on cross-cutting issues.

The Council, which will initially be chaired by ZACCI for a one

year term, will among many other things:

• Identify policies, laws, regulations and other issues that

hinder business activity and adversely affect general

economic growth and employment creation, and will

collectively lobby Government to have the same changed;

• Offer concrete policy recommendations and specific

legislative and regulatory reforms to remove barriers and

improve the general business environment;

• Provide a platform for meaningful engagement and enhanced

results-oriented public-private sector dialogue;

• Provide the platform for Government to engage the private

sector on various policies as a way of getting feedback and

input on various Government policies and regulations prior to

and after implementation;

• Provide a platform for cooperating partners, civil societies

and other stakeholders to engage the private sector more

efficiently;

• Enhance ownership of Government policies by the private

sector, which is important for the successful implementation

of these policies.

Internally, ZACCI has continued to pursue its strategic objectives.

The establishment of the Corporate Forum is top on the agenda,

and a number of meetings were held with corporate members

with the view of forming the Forum.

As part of its strategic objective, ZACCI has embarked on a

country-wide training programme for chamber executive

members on how to effectively run the chambers. To date,

the executive members of Lusaka, Mazabuka, Kitwe, Chingola,

Northwestern, Eastern and Kabwe chambers have undergone

the training.

In addition to this, ZACCI, in collaboration with

Sparkassenstiftung fur Internationale (Savings Bank Foundation

For International Corporation), has embarked on a country-wide

SME training programme based on the micro business

simulations game popularly known as ‘get to know your

numbers’. They are targeted at SMEs and are aimed at helping

them with the following:

• Understanding what entrepreneurial thinking and acting

means and how to apply it;

• Getting to know challenges and opportunities of micro

enterprises and how to react to them;

• Understanding basic accounting and controlling principles and

applying simple financial tools;

• Developing a deeper understanding of customers and basic

marketing knowledge;

• Realizing market dynamics and competition; and

• Understanding the interface between micro finance

institutions and clients, and the implications thereof.

It is our conviction that all these steps should, in both the short

and medium terms, see a ZACCI more in tune with the

aspirations of all its members, while playing a more meaningful

and beneficial role in their businesses.

Enjoy the read and please remember that we always value your

comments.

Geoffrey Sakulanda

ZACCI UPDATES

2 ZACCI Journal 2013

President’s Message

In Zambia, the Chamber of Commerce has existed since 1933. The main objective of the Chamber is the promotion and development of all productive economic activities including Trade, Commerce and Industry. The chamber movement in Zambia is spread out as follows:

Lusaka Province I. Lusaka Chamber of Commerce and IndustrySouthern Province I. Mazabuka Chamber of Commerce and IndustryII. Livingstone Chamber of Commerce and IndustryCopperbelt ProvinceI. Chingola Chamber of Commerce and IndustryII. Mufulira Chamber of Commerce and IndustryIII. Chililabombwe Chamber of Commerce and IndustryIV. Ndola and District Chamber of Commerce and IndustryV. Kitwe and District Chamber of Commerce and IndustryNorthern ProvinceI. Kasama ChamberII. Mbala ChamberIII. Mpulungu ChamberIv. Northern Chamber of Commerce and Industry Muchinga Province I. Mpika Chamber Eastern ProvinceI. Eastern Province Chamber of Commerce and Industry Northwestern ProvinceII. Northwestern Chamber of Commerce and Industry Western ProvinceIII. Western Chamber of Commerce and Industry Luapula ProvinceIV. Luapula Chamber of Commerce and Industry

Zambia Chamber of Commerce and Industry (ZACCI) is the National Chamber of Commerce and Industry and

comprises Provincial and District Chambers of Commerce, Sector and Associations, Corporations and Companies and Academic Institutions.

Why should your company join a Chamber?

Because the Chamber of Commerce unifies the public interest of the community (province or district) within which you are operating from, directing it into useful and constructive channels.

Because your investment in Zambia (or one of its provinces or districts) will be enhanced by working with other businesses to benefit all.

Because your support will yield various benefits to new industries, improved legislation, and a strengthened business community.

Because the Chamber of Commerce provides a forum for discussion between business people on matters of common concern, including with relevant authorities within the Local Councils, Provincial Administration and Cabinet.

Because the Chamber of Commerce represents the views and interests of commerce and industry.

Because the Chamber of commerce provides a wide range of additional services and benefits to its members.

Because the Chamber of Commerce depends on personal service and financial support to carry out its broad program of work to protect and advance businesses interests.

By acting as a unified Chamber, the business community is organized, united, speaks with one voice, is representative of all sectors, and is respected and listened to.

ZACCI UPDATES


Chamber News By Nyambe Mambayo ZACCI Membership Officer

The Chamber Movement in ZambiaChambers of Commerce and Industry are business membership organizations representing and serving members in cross cutting matters of business. Chamber membership is drawn from all sectors of the economy and consists of

large, medium and small companies.

The chamber movement began in Europe hundreds of years ago, with the initial purpose of protecting members against common enemies and establishing policies to govern trade. The role of chambers has since evolved and chambers worldwide now offer a wide range of services to their members.

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Membership Benefits All members (large, medium and small enterprises) will enjoy access to the same services and benefits regardless of the membership category they have chosen. In general, ZACCI and its affiliates (local chambers) provide the following benefits to their members:

• Dissemination of reliable business information, including daily business news emails etc.• Members referrals• Advisory services for business start-up and expansion• Organization of events of interest to the business community (trade missions, seminars, Breakfast Meetings and promotional events for our members and non-members), thereby facilitating opportunities for socializing and networking for personal business contacts• Advocacy within local communities• Dialogue with public sector agencies for the improvement of the business environment• Maintaining networks with private and public institutions to deliver services in a collaborative fashion or to providing members with direct access to service providers.

As a member, you will benefit from:

Direct benefits accruing from the services offered by the Chamber, such as information dissemination and business development. Some services are free (part of the membership subscription) whilst others are offered at a fee. In this case, non-members will be required to pay higher fees for any of the services provided by the Chamber.

Indirect benefits resulting from the Chamber’s influence through its advocacy work. ZACCI and its network of local chambers have been involved in advocating for an enabling and regulatory environment for doing business, all of which benefits both members and non-members.

Added benefits in the form of discounts and/or preferential access negotiated with service providers (such as hotels, airlines, restaurants, retailers, insurance companies, and others). ZACCI members have so far benefited from special deals with Protea Hotels and Madison General Insurance.

Please email us at [email protected] or call 0211 252483 to find out how you can become a member. Be sure to Like! us on Facebook and follow our daily updates in Twitter.

Zambia Chamber of Commerce and Industry - ZACCI

@zambiachamber


‘ The electronic name search, one stop shops, single business levy and removal of some licenses is an indication that the private sector development reforms have gained momentum. I urge women to take advantage of the favourable environment that the reforms are creating to actualize their ideas and advance their businesses.’

‘ The trade reforms have assisted in reducing the Cost of Doing Business, through supporting the introduction at our Borders of joint agencies, inspections and pre-clearance which have dramatically assisted in reducing customs clearance times. Not only are reforms gaining momentum, but so is the Gender Agenda.’

Prisca M. Chikwashi - Zambia Chamber of Commerce and Industry (CEO)

Valerie Sesia - Zambia Customs and Forwarding Agent’s Association

ZACCI UPDATES

Please email us at [email protected] or call 0211 252483 to find out how you can become a member. Be sure to Like! us on Facebook and follow our daily updates in Twitter.

ZACCI UPDATES

The Bank of Zambia (Amendment) Bill was passed in Parliament towards the end of March 2013

and was subsequently accented to by the Republican President. This was amid fears by various stakeholders in the private sector of the reintroduction of foreign exchange controls. The Act of 2013 amended the Bank of Zambia Act and seeks, among other things, to regulate and monitor foreign exchange inflows and outflows and amounts remitted, and to monitor international transactions in services and investment in the form of equity and debt securities abroad.

Subsequently, Government, through the Ministry of Finance, issued Statutory Instrument (SI) No. 32 of 2013 which brought into force the Bank of Zambia (Monitoring of Balance of Payments) Regulations 2013, whose objective is to monitor Balance of Payments in a transparent manner.

The regulations applied to financial service providers licensed under the Banking and Financial Services Act, importers of goods or services exceeding US$10 000 or the equivalent in other foreign currencies, exporters of goods or services exceeding US$10 000 or the equivalent in other foreign currencies, as well as financial service providers designated under the National Payment Systems Act of 2007.

With the regulations, BOZ would monitor:

1. The value of any imported goods, the value of any imported services including management services, loans granted to non-residents, trade credits

from non-residents and investments made in the form of equity or debt securities made outside of Zambia by persons resident in Zambia. 2. The value of goods or services exported out of Zambia, profits or dividends received in respect of investments abroad, borrowings from non-residents and trade credits to non-residents, investments in the form of equity from abroad, investments in the form of debt securities from abroad and receipts of both principal and interest on loans to non-residents.

3. The value of imported or exported manufacturing services or goods to or from non-residents, the nett cost effect of telecommunications services, the value of international transport, courier and postal services and international money transfers into and out of Zambia.

The Ministry of Finance affirmed to the public that in no way were the regulations stipulated in the SI 32 of 2013 constituting any intentions, implied, disguised, concealed or otherwise by any other definition, to introduce exchange controls in Zambia. However, Statutory Instrument No. 32 of 2013 raised some areas of concern for the business community, particularly the requirement to use Letters of Credit which would not only impact on the speed with which transactions are done, but would also add a cost to business transactions of between 3 to 5 percent of the contract amount involved; the US$100,000 minimum threshold for using the

Letters of Credit; and the requirement for all transactions to be completed within 60 days. Another concern was the inadequate time period provided for businesses to comply with these regulations.

However, in response to the various concerns raised by stakeholders, Government revoked SI 32 of 2013 in June 2013 and replaced it with SI 55 of 2013 which came into effect on 1st July 2013. SI 55 provides a number of compromises that try to address the issues of concern from the business community. Among the key changes are:

1. The application of the regulations to imports and exports has increased to those above US$20,000 as opposed to the US$10,000 stated in SI 32.

2. The removal of the line indicating that the regulations applied to all financial transfers above US $5,000. Restrictions now appear to apply to imports and exports only.

3. The minimum threshold for using a Letter of Credit has been increased from US$100,000 to US$200,000. This implies that all exports on credit terms in the value of or in excess of US$200, 000 require a Letter of Credit.

4. The requirement to complete transactions within 60 days was revised by requiring the exporter to fill in a form for all proposed imports and exports and to lodge it with the bank. After that, the exporter is required to notify the commercial bank of the receipt of export proceeds within 120 days from the date of receipt of export

Policy NewsBy Pontino Tembo ZACCI Policy and Advocacy Officer


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BOZ Regulations 2013: From SI 32 to SI 55Monitoring of Balance of Payments

ZACCI UPDATES


proceeds. Similarly, as a way of acquittal, an importer who remits foreign exchange through a commercial bank is required to provide the commercial bank with customs clearance of the imported goods or evidence of provision of service within 120 days from the date of the transfer of the funds.

The above revisions have been generally welcomed despite the fact that more is needed to be done to address the concerns of the business community. There are still concerns that there are too many documents and procedures to be followed in order to comply with the regulations, ultimately complicating the process of transacting and eventually increasing its cost. There is need for a

more efficient method to be employed in order to avoid transaction delays. The requirement to use Letters of Credit for export transactions above USD$200,000 is still a concern for businesses, considering the fact that they come with a cost. Other than that, this requirement would mean changing the terms of trade for the exporter and making it mandatory for everyone, regardless of the fact that each trade or business line has its own peculiarities, traditions and principles. In addition to this, some of the procedural requirements are difficult to obtain from certain countries of business interest to the Zambian private sector, making it difficult for businesses to export to cash economies.

Overall, there is a general sense of appreciation by the business community for the changes made by SI 55. However, there is need for continued awareness and dialogue to ensure that stakeholders are sensitized and that the pending issues are amicably addressed.

Please share your thoughts on this or any other policy issue. Email us at [email protected].

ZACCI Investigates!

Undercover...

Do you have an idea for an Undercover mission? Is there an organization or service you are

particularly interested in evaluating?

Let us know what service YOU want us to investigate and you could win a free copy of the bestselling book Lean In

by Facebook COO Sheryl Sandberg!

Email your ideas to [email protected] and watch this space!

Chamber

ZACCI UPDATES

Business Environment News: Access to Finance

By John Nsakanya ZACCI Research and Information Officer

Many entrepreneurs and Government officials have cited access to finance as one of the major stumbling blocks to

business growth in Zambia. Various reports such as the 2007 World Bank Enterprise survey, the 2010 Global Competitive Index Report and the 2010 Finmark Survey have also outlined this as the most problematic factor for doing business in Zambia. The issue of access to finance was likewise echoed in the interviews we conducted with ZACCI members and at the National Business and Economic Conference.

The general consensus seems to be that firms find it difficult to access finances due to varying factors, including high interest rates, collateral requirements and, in the case of SMEs, lack of capacity to produce bankable business plans as well as the inability to generate three-year audited financials. Micro finance institutions, the alternative source of finance with less stringent requirements, offer very prohibitive rates and mostly operate on the shorter end of the market. Equity, the other possible source of finance, is also the sole domain of larger businesses.

On a positive note, statistics indicate that total lending by banks in Zambia has increased steadily in the past decade, with many banks specifically targeting micro-, small- and medium-sized enterprises (MSMEs), and that Government has shown commitment to supporting these initiatives. According to the Bank of Zambia 2011 Annual Report, lending to private enterprises in 2011 rose by 30.8%, contributing 11.2 percentage points to domestic credit expansion.

However, further analysis of the distribution of bank loans suggest that over 50 %of all bank loans go to personal loans. According to the February 2013 Fitch Ratings Report, lending growth in 2012 was particularly rapid to households, increasing by 54% in September 2012, up from 24.3% and 18.3%

in 2011 and 2010 respectively. It would therefore be right to assume that as much as domestic credit is growing, the bigger part of it is going towards households. Another important development to note is that, in its quest to reduce the cost of borrowing and to promote economic growth, the Government - through the central bank - in January 2013 capped lending rates at 18.25% for commercial bank loans and 42% for micro-lenders.

The introduction of loan guarantee schemes, such as the SIDA and USAID partnership with Zanaco and the impending African Guarantee Fund for SMEs by the African Development Bank (AfDB) (with funding from Spain and Denmark), coupled with the financial education programmes for SMEs and staff that are taking place in major banks like Barclays, Stanbic and ZANACO, are also likely to easy the problem of access to finance.

In addition to this, the new Unified Collateral Registry being put in place by the Bank of Zambia, the expansion of the Credit Reference Bureau, and the pioneering of new methods for assessing the creditworthiness of small entrepreneurs seeking unsecured loans, such as the use of psychometrics by Stanbic Bank, will greatly improve access to finance.

This battle requires concerted efforts from all stakeholders. All players in the economy have roles that they need to play to ensure that accessibility to affordable finance is realized. As much as Government strives towards putting in place policies that enhance access to affordable finance, borrowers have a bigger role in ensuring that the credit culture is conducive for commercial banks to respond favorably to Government policy.

This battle must be won. What are you going to do about it?


ZACCI UPDATES

Zambia-Key Economic Variables


Stay in the loop with the free ZACCI daily business news email updates!Up-to-date foreign exchange rates, commodity prices, economic indicators and local and international news highlights delivered straight to your inbox! To register, simply send an email to [email protected] with the word ‘subscribe’ in the subject line.


ZACCI UPDATES

ZACCI Photo Focus


ZACCI UPDATES

A ZACCI delegation recently toured various vocational training institutes in Germany which

are run by the private sector and not the government. The training system is called the ‘Dual System’ which means that the trainees

spend half their training time at companies and the other half at a training

centre run by the Chambers.

Germany’s youth unemployment rate is the smallest in the world, with training taking at least 3 years for each profession. Thereafter,

craftsmen and women can go on for advanced training to become a Master Craftsman/woman.

Not a single Master Craftsman/woman in Germany is unemployed.


ZACCI UPDATES

Zambia Chamber of Commerce and Industry, with support from HwK Partnership Project, is

conducting capacity building training workshops for Chamber Executive Committee Members

(EXCOM) on Chamber Development and Micro Business Simulation for the general membership

(SMEs). The main objective of chamber development training is to build the capacity and

performance of chamber organizations in the districts and provinces. The quest for more

involved members of the chamber, voluntary leadership and professional staff are at the centre

of the training. It is with this in mind that these training sessions are being conducted in local

chambers (district provincial chambers).

A great deal has already been said about the unrealised potential of SMEs in Zambia. Many have identified “lack of finance” as the underlying reason for the underdevelopment of this segment. Although most of these statements may generally be true, there is also a complex mix of other fundamentals that have yet to be contextualised.

SMEs: Unlocking their Potential in Zambia By Nicholas Kabaso




Are financial constraints merely a smoke screen?

In most forums, financial constraints tend to be singled out as the reason for the poor

performance of SMEs. For instance, during his keynote speech to the United Nations Economic Commission for Africa (UNECA) Expert Group Meeting on Financing small- and medium-scale industries in Africa, held in Lusaka on 26th June, 2012, the Deputy Governor Operations, Dr Bwalya Ngandu, stated that “Although the development of SMEs is varied extensively across Africa, what is clear is that in most countries a major obstacle to their growth is the lack of sustainable and cost effective financial products.”

It is quite the paradox that amid a proverbial land of plenty, small businesses seem to remain underdeveloped. A great deal has been done to create a pool of liquidity from banks for onward lending to customers. For instance, the reserve ratios were reduced from 8% to 5%, which was done to free up an estimated K700 Billion (or KR700 Million) into circulation for onward lending, as well as to reduce the cost of holding these unremunerated deposits with the central bank. The core liquid asset ratio was reduced from 9% to 6%, while overnight lending facility (OLF) margins were cut from 4% to 2% above interbank rates. These measures were meant to cut the cost of holding funds by financial institutions.

The foregoing measures were motivated by the need to avail the general public with cheaper funds. Consequently, this was to have a multiplier effect on the economy, with the assumed variable being

private investment which was to grow proportionately with the increased lending.

In addition to the strides mentioned above, the Central Bank increased the injection of capital into the monetary system through commercial banks. This meant that foreign banks would need to have capital of at least K520 Million (or KR520 Million) while local banks were to bring their called up share capital to K104 Billion (or KR104 Million). This capital injection was non-negotiable as the regulator had spoken; at least now the wheels of development were lubricated enough to accelerate growth. On top of this, the central bank also introduced the policy rate, which is arguably the reference point for financial institutions when setting their pricing.

Unlocking SME potential beyond finances

With all of these new developments taking place, the question needs to be asked whether financial constraints really are the ultimate reason for the stunted growth of SMEs, or if there are bigger challenges to contend with.

Industry Linkages

This refers to an all-embracing and cohesive system of dependency within the economy in which forces of supply and demand can intertwine on the market. It includes businesses seeing a more comprehensive supply and demand chain which will be sustainable not only in the short term but also in the long term. These dependencies enable small-scale entrepreneurs to easily make forecasts of their sales and consequently their returns, to hedge risks, and to speculate on the

market fundamentals as well as the historical performance trends of not only an entity, but the industry as a whole. Therefore, the organization of these linkages is crucial both up-stream with the suppliers and sub-contractors, and down-stream with the distribution and marketing channels.

In many cases, financial lending to SMEs has turned out to be toxic, with consequent increases in impaired loans among these small businesses, mainly because of the non-sustainability of linkages within the economy and especially among these small entrepreneurs. Therefore, despite having a high credit appetite, most small and local businesses have remained relatively risk averse and have had an inclination to traditional business activities. These sorts of business ventures have only proved profitable in the short run with high economies of scale, but have proven unprofitable in the long run when diseconomies set in at the time when most of these entities will be expected to remain competitive. For example, a majority of small to medium enterprises have been motivated to start businesses that may sentimentally be expected to be prosperous in the short to long-term, e.g. Transport, Cross Boarder Trading and Construction etc., which, in my opinion, will logically bring very positive cash flows in the short run, but not necessarily in the long run.

In seeking to create strong industry linkages, the Government will invariably create strong dependencies. However, in view of the on-going inflections within the economy - both at household and global levels - the Government must maintain a balanced relationship

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Nicholas Kabaso is an economist from the University of Zambia and currently works as a Business and Financial Analyst/Planner in the banking industry.

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with the market. They must still allow markets to be innovative for increased productivity, while at the same time working to avoid instability and income inequality that may result from unregulated markets. Therefore, the Government must avoid fixed regimes such as fixed foreign exchange systems or the capping of prices or interest rates.

Policy Framework

There is need for political will in policy formulation if this segment is to grow and have a meaningful contribution to the national income. The Government must be cognisant of the fact that cash disbursements through channels such as the Youth Empowerment Fund and the Citizens Economic Empowerment Fund might easily be wasted and can prove costly to ordinary citizens who continue to bear the brunt of high income and value added taxes. A lack of institutional and policy support has forced large corporates with expert managerial skills and elaborate marketing strategies to push smaller entities into non-existence or into very unsustainable business activities.

The Government must therefore create deliberate policies that will protect, support and empower these SMEs. For example, there is need to set a minimum threshold of contracts that will only be considered for local business entities, and to establish a service desk that will coordinate and create a market where these local entities will be able to exchange goods, services and information. In addition to this, the Government needs to enhance corporate governance structures and reinforce regulation with the Registrar of Societies for these small businesses.

This can be done by regular site visits, and monitoring and capacity building through regular small enterprise workshops.

There is also little wonder that business impropriety has been rampant against the backdrop of poor or no data available for quality decision making. This asymmetric information flow has stunted growth in this segment. For example, even the definition of Small Medium Enterprises has remained relative, with different institutions having their own view of what constitutes an SME. The central bank has presumably not regulated this area across financial institutions and the Registrar of Societies has similarly not been active in publicising which entities are registered as SMEs and whether they are living up to that claim. Lack of data has been one of the greatest hindrances we have had to the growth of this segment, with policy formulation and statistical data gathering proving very elusive.

The Government should therefore seek to build a self-reinforcing model wherein it transfers resources to the poor, thus expanding consumption and new investment opportunities. This will help sustain the demand side for the local businesses, at least in the short to long term. The recent hike in minimum wages and the increased threshold for income tax deserves to be commended as it will ideally promote increased aggregate demand for households. Furthermore, there is need to support the sustainability of the supply chain by providing financial incentives to small businesses, possibly including reduced import duty, increased and early delivery of farming inputs for

small scale farmers, concessional development loans through development banks and more incentives to private financial institutions that actively support this segment.

In view of the aforementioned, unlocking the complex nature of the potential of SMEs goes beyond finances; there is a greater need for policy and public institutional support. However, this is not to say that the private sector will not be supportive; positive steps forward will only trigger their input if an enabling environment has been created. Currently, most financial institutions seem to have a reduced appetite for this segment, which they consider high-risk. Yet, with proper institutional and policy support, the Government can provide safety nets that may help to enable a good credit culture, thus helping to underwrite the finances being leant out.

Conclusion

In conclusion, it needs to be reiterated that, while the growth model needs to be holistic with a different mix of factors, the responsibility rests heavily on the shoulders of the Government to pull these forces together. If it executes this role effectively, it will garner a lot of support from private partners whose vested interest remains maximising on returns for their investments through good corporate social behaviours.

INDUSTRY UPDATE


The Patents and Companies Registration Agency (PACRA) is an agency charged with the responsibility to provide efficient and effective registration and

protection systems for commercial and intellectual property rights in order to protect innovation and orderly trade for the benefit of the nation. In line with this mission, it is the Agency’s desire at every time to keep improving upon the standard of service delivery. In order to achieve this, the Agency has decided that all business records relating to companies, sole proprietors and partnerships should be migrated to digital form

The process will entail re-indexing as well as scanning all documents held in the registry which currently holds about 304,520 files relating to registered businesses. This obviously means that the process of digitization will not only be a mammoth one but will also cost huge sums of money. Digitizing all paper records will not only eliminate incidences of missing files and documents but will also make the process of conducting business record searches much faster, as opposed to the current practice whereby clients have to flip through numerous paper documents held on files. The migration will also be in line with our desire to operate an ultra-modern registry.

In order to carry out this exercise in a cost effective and efficient manner, PACRA intends to restrict the digitisation of records only to businesses that are compliant with the requirement to file annual returns.

The Agency has also embarked on a decentralization programme aimed at reducing the cost of doing business in Zambia by opening up various regional offices across the country. The opening of regional offices translates into reducing the cost of doing business in Zambia. While having regional offices has its many challenges, such as the increased staff and operational costs, PACRA is determined to ease the cost of doing business by providing a service point in close proximity of each district in Zambia. The Agency is currently present in Livingstone, Choma, Kitwe, Chipata, Mongu, Chinsali, Solwezi and Kasama. The Mansa office will be open before the end of 2013.

The Agency has also partnered with local authorities in most of the provinces of Zambia in the provision of registration services. The partnerships have proved to be very effective and efficient as businesses are able to access PACRA services even in areas where the Agency is not physically present. In order to enhance efficiency, PACRA has a system that links the regional offices to the central server at the Lusaka Head Office. Through this facility, all services are provided through the automated Companies and Business Names Registration System: E-pacra. This system reduces dependence on paper documents in that once lodged, all information is stored electronically. This information can be retrieved as the need arises, eliminating the problem of lost documents in the day to day processes at the Agency.

The electronic link also facilitates quick enquiries from regional offices on any registered business. Officers can make enquiries directly from regional offices and communicate with their clients without the need to wait for information from Lusaka, as was the case previously. The Agency anticipates that more businesses, especially those in the informal sector, will take this opportunity to register their businesses. It is further anticipated that the initiatives being implemented will assist in improving compliance with the requirement to file annual returns.

For comments write to PACRA Head Office, Plot No. 8471, Mwayi House, Haile Selassie Avenue, Longacres, P.O. Box 32020, Lusaka, Zambia. Tel: (+260) 211 255127, 255127, Fax: (+260) 255426. Email: [email protected]. Website: http://www.pacra.org.zm/

The Patents and Companies Registration Agency - Decentralising Operations and Digitising Records

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The process will entail re-indexing as well as scanning all documents held in the registry

which currently holds about 304,520 files relating to registered businesses.

By Vaida Bunda, PACRA Public Relations Officer

The Patents and Companies Registration Agency - Decentralising Operations and Digitising Records PACRA OFFICES

PACRA - BUSINESS STARTS HERE!!www.pacra.org.zm

www.facebook.com/pacrazambia

[email protected]

twitter.com/pacrazambia

HEAD OFFICEMwayi House, Haile Selassie AvenueP.O. Box, 32020 - LUSAKATel: (+260) 211-255151/255127Fax: (+260) 211-255426

CHOMA OFFICEButala House, ZSIC BuildingP.O. Box, 630203 - CHOMATel: (+260) 213-221440

LUSAKA ONE STOP SHOPKwacha House, Cairo Lusaka

EASTERN PROVINCE REGION OFFICESecond Floor ZESCO BuildingBehind ZANACO BranchOff Parirenyetwa RoadP.O. Box 510414 - CHIPATATel: (+260) 06-222274Fax: (+260)06-222275

WESTERN PROVINCE OFFICEPlot 304, Lusaka RoadOpposite Catholic Diocese AdminMONGUTefax: (+260) 07-221940

NORTH-WESTERN PROVINCE OFFICENAPSA Building, Second Floor, Room 26, Plot No. 240, Independence Avenue,P.O. Box 110495 - SOLWEZITel:(+260) 08-821743

COPPERBELT OFFICEKitwe One Stop Shop,First Floor West Wing,Nchanga House, Cnr Enos Chomba RoadPresident Avenue, P.O. Box 20088 - KITWETel:(+260) 02-221570Fax:(+260) 02-221580

SOUTHERN PROVINCE REGION OFFICEOne Stop Shop Building (Tourism Centre)Next to Livingstone MuseumP.O. Box 60518 - LIVINGSTONETel:(+260)213-324236Fax:(+260)213-324228

MUCHINGA PROVINCE REGION OFFICEPlot No. 252, Nambuluma RoadTown Centre, (Formerly JEBRESA General Dealars) P.O. Box 480152CHINSALI. Tel: (+260) 04-565090

NORTHERN PROVINCE OFFICEPlot No. 5, Mubanga Chipoya RoadTown Centre, P.O. Box 410273KASAMATel:(+260) 04-221292Fax:(+260)04-221241

UNWTO ConferenceA Trojan Horse or a Golden Chalice?By Josephine Pope

Much has been written about the UNWTO General Assembly conference to be co-hosted from the 24th to the 29th of August 2013 at the Victoria Falls between Zambia and Zimbabwe, and you would be excused for already having “UNWTO fatigue”. However, it is true that Zambia’s tourism industry is set to benefit from co-hosting this conference, although perhaps not in the way that was first predicted.

There are a number of anticipated but hard to measure marketing benefits to be gained, including an increased awareness of the “Zambia Brand”. The Zambian press

has already given the build-up constant attention, bringing tourism to the forefront locally. This will feed into the fledgling, or barely hatched, domestic tourism market. Furthermore, Livingstone is getting the infrastructure development that some say should have been addressed over a decade ago when the town was crowned Zambia’s Tourism Capital.

The Victoria Falls is shared by two countries, Zambia and Zimbabwe (and not three as some of South Africa’s marketing campaigns would lead you to believe). As one of the seven natural wonders of the world, it draws many tourists. Although there has previously always been an atmosphere of competition rather than cooperation between the two countries, the UNWTO conference has set the stage

for this to change. Clearly, the planning and organization of such an event requires close government-to-government collaboration. Furthermore, the border will be open during the conference, facilitating the free movement of delegates. For both countries to reap the true tourism benefit of the iconic Victoria Falls, the only way forward is one of cooperation, at both governmental and industry level, with an open border for tourists and joint marketing as well.

THE ZAMBIA BRANDIf we play our cards right, these dividends can outweigh the very real risks of hosting such an international event; namely that Livingstone will not provide the promised standards, resulting in negative promotion and damage to the ‘Zambia Brand’. Also, the impact on future tourism arrivals is quite possibly overstated and so the return on investment being made may be under- delivered in financial terms.

The Victoria Falls is shared by Zambia and Zimbabwe and is a natural wonder of the worldPhotograph © Jelena Zeravica





Still, the boost that Zambia’s industry tourism needs is being laid at the door of the UNWTO General Assembly, although it is also important to acknowledge that unless the fundamental issues that prevent the tourism industry from flourishing are addressed, a single conference will not change the course of the industry. It could, however, be the catalyst for future success.

THE POLITICAL WILL Tourism growth hinges on “political will”. Zambia’s tourism industry should be evolving within the framework of a sustainable strategy, designed with collaboration between the private and public sectors, which would direct the policies of Government. The private sector would argue, however, that years of failed attempts to engage the Government has left the industry discouraged. Unless a relationship of trust and mutual understanding is built, with the efforts of all working towards the same goal, there is little hope of success.

Therefore, there is an urgent need to work on building mutual trust and understanding between the Government and the private sector. The private sector is often accused of importing the majority of their inputs, under-declaring profits and illegally expatriating funds, while the public sector is accused of being indifferent to the challenges the industry faces and of negatively targeting non-Zambian investors. Perhaps there is some truth on both sides of the story, but instead of accusing a whole industry or institution of wrongdoing, it would be more effective for established institutions, like the ZRA for example, to seek out any individual culprits and deal with them using laws in place to do so.

The new law to regulate foreign exchange implemented on the basis that the tourism industry, amongst others, is suspected of “forex leakage” is also still a concern, as many believe that it will have a detrimental impact on the enabling environment any investor will be looking for, consequently reducing job creation within the industry.

It should also be remembered that the private sector is expected to make profits. Profit leads to further investment in infrastructure, developing workforce skills, expansion and hence further contribution to the economy. It would be far better to focus on the estimated 80+% of turnover that is being spent in Zambia, rather than 10+% spent outside the country on essential imports, or the 5-15% profit margin. Once taxes are paid, an investor has a legal right to expatriate the profit.

Tourism in particular requires long-term strategic thinking from all the parties involved. The investors in this industry

are really here to stay, as it is not an industry offering short-term profits but requires long-term investments and commitments.

On the other hand, the private sector would do well to address misleading perceptions around the non-involvement of indigenous Zambians in the sector. The first step would be to access the facts by way of an Accommodation Provider Audit in the larger towns and national parks. A recent study revealed that there were approximately 4300 beds in Livingstone and not the officially assumed figure of 950 beds. It was also noted that a considerable portion of the difference is made up of Zambian-owned town lodges.

Finally, the private sector would also attract local goodwill by publicizing their award-winning Corporate Social Responsibility (CSR) programs. The total amount spent on such programs across the country, predominantly in education and conservation, runs well into millions of dollars, and would surely impress any auditor.

SOURCE MARKET CONFIDENCE In addition to all of the above, strong political will and cooperation within the industry would increase overseas agent confidence. Selling a destination requires a long-term investment. Marketing collateral is expensive and educating sales teams involves costly familiarization trips. International tour operators will only commit to this considerable investment if they are confident that the business environment in the destination is stable. Currently, Zambia is at risk of losing the confidence of such operators due to unforeseen policy changes.

A clear example is the unexpected, retrospective and ambiguous SI33. Without going into the well-raked-over details, this was a devastating blow to tourism. The confusion over the exact meaning of the SI resulted in international agents getting mixed messages. To alter the entire financial system of an industry was a monumental and expensive task, especially for the larger hotels. The inbound agents in Zambia now trade at a huge exchange risk as they sell in USD but buy in Kwacha, quoting up to a year in advance. Of course there can be gains as well, but any realistic hedging leaves the Zambian inbound agents uncompetitive. With dialogue and advance notice, the loss of confidence in the international markets could have been avoided.

DESTINATION MARKETING Research conducted within the industry puts inadequate destination marketing as a key factor in the relatively low arrival figures. It is the role of the Zambia Tourism Board (ZTB) to market Zambia as a destination of choice and to facilitate the private sector to follow through with sales. Over the years, the organization has fallen well short of the target, resulting in the private sector having to fill the gap. Here is a perfect example where the two sectors should be

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working together. The various ZTB boards and committees over the years have been filled with experienced commercial and marketing experts, but very few tourism industry experts. Furthermore, if the proposed tourism levy is implemented, and as planned the funds raised are allocated to marketing, it is only right that the private sector have a say in how the funds are spent.

So why has ZTB struggled to achieve its goal to ensure Zambia can compete regionally?

Firstly, the level of national investment in marketing the country is inadequate. Despite an increase of the funding, this still falls short of the levels enjoyed in competitor destinations within the region.

Secondly, ZTB receives its funding from the Ministry of Tourism and not the Ministry of Finance as is usual with such boards. This often leads to delays and fragmenting of the funds, and consequently many of the planned activities have to be cancelled without notice. There are undoubtedly improvements to be made in the marketing tactics and their execution as well, but there is a published strategy and a team of adequate size and talent in place. With direct control over the funding and partnership with the industry, effective destination marketing is possible. Add to this the adoption of some fundamental best practices in the industry from within Africa and overseas, as many of our regional

competitors do, and the result would be increased market traction.

PROTECT THE PRODUCTBBC’s David Attenborough said, when introducing the recent Africa documentary, “There’s nowhere in the world where wildlife puts on a greater show.”

The main driver of tourism to Africa is wildlife. Culture is a strong second, but without the wildlife, tourism would arguably fall away.



2009 KR 5,098,036 USD 0.91 million2010 KR 6,672,297 USD 1.4 million2011 KR13,400,869 USD 2.8 million2012 KR12,601,000 USD 2.5 million2013 KR16,100,000 USD 3 million

Satour (South Africa) USD 180 millionKenya Tourism Board USD 150 millionTanzania Tourism Board USD 18 millionNamibia Tourism Board USD 10 millionZimbabwe Tourism Authority USD 10 million

Zambia Tourism Board Funding

Regional 2012 Tourism Budgets

Threats to wildlife populations include a rapidly growing market for elephant tusks in Asia. Photograph © Jelena Zeravica



However, if left unchecked, the current levels of poaching in Zambia will deplete the wildlife to a point where tourism will dry up. The threats to wildlife populations are multi- dimensional but include a rapidly growing market for elephant tusk and rhino horn in Asia, and a local increased demand for bush meat. Much of the bush meat supplying this demand is illegal. A preferred choice of meat by many, bush meat consumption is increasing as the upwardly mobile middle classes in Africa enjoy economic growth. A clear strategy and strong commitment to protect the wildlife and the environment is needed to reverse these distressing trends. It should be considered culturally unacceptable and morally wrong to partake in the illegal bush meat industry. The Government needs to promote policies that ensure profitable legal bush meat from game farms can supply the demand. The safari operators, already investing heavily in conserving the assets that drive their businesses, would welcome a stronger partnership with Government in this arena. It is noted that the recently appointed ZAWA board is conducting a series of inclusive meetings – a positive start for a more hopeful future.

BRIDGE THE DIVIDEThe Government has set high targets for tourism growth. From the current approximate 900,000 visitors a year, the aim is to reach 2.5 million by 2015. This is ambitious and it is unlikely to happen without bridging the divide. Forging ahead requires full co-operation from both sides.

A year ago this seemed out of reach but there is now hope. The frenzied preparations for the UNWTO General Assembly seem to be on track. Although, the private sector were brought in very late in the day and only in the last few months have tenders for event organisation been awarded, the Government is now communicating and collaborating with the private sector. There is a strong chance and desire for this new relationship to continue into the future after the delegates have long flown home. If this is really so, there is then real hope that the tourism industry in Zambia will flourish to its full potential.

Jo arrived in Zambia from the UK in 1988 to join Robin Pope Safaris in the Luangwa Valley. Falling in love with both the boss and the Zambian bush, she married the former and dedicated the next 22 years to safari tourism in Zambia. The company became world famous and award winning. Jo's educational project in the community also won her international awards. On retiring from RPS they moved to Lusaka in 2010. Jo has worked with the Zambian Tourism Board and continues to be passionate about tourism in Zambia. She is a shareholder/director of a number of Zambian companies including Proflight Zambia and is the founder of Project Luangwa.

Sunset over the Luangwa River Photograph © Jelena Zeravica

By The EAZ Budget Analysis team led by the Association President Isaac Ngoma

The Zambian Government has two key responsibilities:

1. To provide public goods and services (schools, health facilities, infrastructure, etc.) that benefit Zambian society but cannot be provided by the private sector in a cost efficient and effective manner.

2. To create an economic environment conducive to sustainable development.

The Government achieves these goals through economic and social policies that find expression in the annual budget. Where some policies require no resource allocations, the Government must be asked how the outcomes will be achieved.


National Budgets - Why They Are Important and How They Are Drafted

Zambian society has an infinite number of needs to be satisfied by public expenditure, while the Government’s ability to raise revenue is limited.

Therefore, budgets must be based on priorities and a proper balance between the many competing demands must be made. The budget shows the resources that will be available during the financial year, and indicates how and on what goods and services the funds will be spent. In other words, the budget allows the Government to plan for the financial year and holds its ministries and departments responsible for the implementation of its plans.

In Zambia, the budget formulation process is monopolized by Government officials. Drafting the budget does not involve public participation, while consultation is very limited. Invariably, officials treat budget documents and other information on public finance as classified or confidential documents. Very little, if any, information is given to members of Parliament during the budget drafting phase.



There do not seem to be any clear procedures regarding the information that should be provided and to whom. Hence, people find it difficult to understand or offer comments on the proposed budget, even when the Estimates Committee holds public hearings for this purpose. This is the reason for public apathy towards providing inputs and participating in the budget process.

This is a serious shortcoming which must be corrected. Public involvement in the budget process has important benefits which include:-

a) Improved Planning and Resource Allocation. Public involvement in the budget planning process can help identify proposed projects and programmes to which the community assigns the highest priority. This will contribute to a more efficient use of scarce resources.

b) Improved Financial Management. Public monitoring provides additional oversight of the budget in cases of real or potential financial irregularities, and helps to provide taxpayers with a clearer understanding of how their tax funds are being spent by the Government.

c) Strengthened Democracy. Dialogue on budget issues increases budget literacy among civil society, and should thereby facilitate healthy debate about policies and priorities spelt out in the budget.

A full understanding of the budget planning system is essential; not just to derive expenditure projections, but to also be able to analyze and advise policy makers on the feasibility and desirability of specific budget proposals, from both a macroeconomic and microeconomic perspective.

Thus, fiscal economists and general budget analysts need to know:

• The framework in which budget decisions are made,• Those responsible for planning preparing the budget,

• The basic steps,• Weaknesses in procedures and how these can be rectified, and • How changes in budget plans can be programmed and targeted.

Budget planning and preparation are at the heart of good public expenditure management. Effective public expenditure management requires four forms of fiscal and financial discipline:

a) Control of aggregate expenditure to ensure affordability, i.e. consistency with the macroeconomic constraints,b) Effective resource allocation in line with strategic policy priorities,c) Efficient and effective delivery of public services, andd) Efficient and effective budget execution.

Budget preparation is the process for achieving items (a) and (b); items (c) and (d) are issues in budget execution. The need for good quality and realistic budget preparation cannot be overemphasized.

THE FRAMEWORK WITHIN WHICH BUDGET DECISIONS ARE MADE

As will be made clearer in later sections, budget preparation is a process with designated organizations and individuals having defined responsibili-ties that must be carried out within a given timetable. This process is normally established and controlled by a legal and regulatory framework.

From an analytical standpoint, to understand the budget preparation process in Zambia, it is important to:

a) Assess the basic soundness by judging the budget preparation system against internationally accepted standards or “budget principles”, b) Know where to find the rules governing the budget preparation process, andc) Identify, using the rules, who has the responsibility for what elements of the budget preparation process.

On the basis of an objective macroeconomic assessment of

available revenues and financing, the expenditure budget should aim to be (i) comprehensive; (ii) transparent; (iii) realistic; (iv) policy-oriented; and to allow for clear accountability in budget execution. The soundness of the Zambian budget system should be judged by the following:

Comprehensiveness

o Is the coverage of Government operations complete?o Are estimates gross or does netting take place?

Transparency

o How useful is the budget classification?o Are there separate economic and functional classifications that meet international standards?o Is it easy to connect policies and expenditures through a programme structure such as activity based budgeting (ABB)?

Realism

o Is the budget based on a realistic macroeconomic framework?o Are estimates based on reasonable revenue projections? And how are these projections made and by whom?o Are the financing provisions realistic?o Is there a realistic costing of policies and programmes and therefore expenditures (e.g. assumptions about inflation, exchange rates, etc.)?o How are future cost implications taken into account?o Is there a clear separation between current and new policies?o How are spending priorities determined and agreed under the budget process?

In most mature democracies of the West, comprehensiveness and transparency are assured by a budget system designed with three characteristics:



• A budget is prepared every year, and while maintaining the core requirement of annual authorization, is developed as an annual budget within a multi-year perspective, through the preparation of medium term revenue and expenditure frameworks. In Zambia, this is the Medium Term Expenditure Framework (MTEF).

• Revenue and expenditure (including any borrowing limits) should be considered together to determine annual budget targets. The budget should cover all Government agencies and other institutions undertaking Government operations, so that the budget presents a consolidated or unified picture of these operations and is voted on, as a whole, in Parliament.

• All resources should be directed to a common fund, to be allocated and used for expenditures according to the current priorities of the Government.

These three characteristics are essential to ensure that, during budget preparation, all policy proposals for expenditure compete for resources and that strategic priorities will be established across the whole spectrum of Government operations.

SUMMARY OF THE BUDGET PROCESS A summary of some of the key questions regarding the overall budget preparation framework is given below.

1. How are budgeting powers distributed between the executive and legislative branches?

o Legislative power to propose spendingo Power of amendmento The vote on spendingo Executive powers to limit spending below appropriations

2. How are budgeting powers distributed within the executive?

o Number of agencies involved; who does what?

o Agenda for setting budget negotiations; how is this determined?o Structure of negotiations – who has veto power?

3. How are activities funded?

o Revenue accountso Borrowed resourceso Extra-budgetary mechanismso Multiple funds o Contingency fundso Special funds

4. Are there any legislative limits on:

o Expenditure?o Deficit?o Borrowing?o Carryover of spending authority to the next year?

5. Is there any earmarking?

o Special or investment fundso Constitutional or legal commitments on specific public services

Stages of the Budget Process

The budget process has annual budget cycles that can generally be divided into four overlapping stages as follows:

• Budget formulation when the budget plan is put together by the executive branch of Government (planning, drafting)

• Authorization when the budget plan is debated, altered, and approved by the legislative branch (debate, enactment)

• Execution when the features of the budget are carried out by the Government (implementation, monitoring, evaluation, tracking, control)

• Accountability when the actual expenditures on the budget are accounted for and assessed for their effectiveness (audit, review, report, assess)

The different stages of the budget offer various opportunities for input by the civil society. For example, it is frequently during the enactment stage that short and timely analyses can have the most impact. The main point is that, typically, there are many times when civil society budget work can have an effect. In other words, there is not simply one point in time when budget analysis is best undertaken; rather, important budget work should be undertaken throughout the budget cycle.

(a) Budget Formulation

This is the first major activity in the larger budget process or budget cycle. The initial formulation of budgets tends to occur almost exclusively within the executive branch of Government. In general, budgets in Zambia are not built from the ground up every year. Instead, budgets tend to use the most recently enacted budget as a baseline, with changes made from that. This does not mean that most budgets are purely incremental; the budget can be altered considerably from year to year due, for instance, to reflect changes in the macroeconomic situation, or a shift in Government priorities.

The budget sets out the pace and tone for overall fiscal policy and establishes the nature and extent of the Government’s intervention in the economy. In Zambia, budget formulation starts in the executive branch of Government, where planning and drafting are spearheaded by the Ministry of Finance and National Planning (MOFNP). The MOFNP drafts a budget that is approved by the Cabinet, and it is then passed on to the National Assembly for deliberation and ultimate enactment by Parliament.

The Step-by-Step Summary of the Budget Formulation Process is given below:

• The first step in budget preparation is the determination of a macroeconomic framework for the budget year in the context of a


rolling, three-year medium-term expenditure framework (MTEF). The macroeconomic projections allow the ministry responsible for finance to determine the global level of expenditure that can be afforded without adverse macroeconomic implications, given the expected revenues and the level of deficit that can be safely financed.

• The second step is the allocation of this global total among line ministries, leaving room, if possible, for reserves to be managed by the ministry responsible for finance.

• The third step should be for the ministry responsible for finance to prepare a budget circular giving instructions to the line ministries, with the indicative aggregate spending ceiling (also called the hard budget constraint) for each ministry, on how to prepare their estimates in a way that will be consistent with the macroeconomic objectives. The circular will include information on the economic assumptions to be adopted on wage levels, the exchange rate and price levels and preferably differentiated price levels for different economic categories of goods and services.

• Step four is the submission of bids by line ministries to the ministry responsible for finance, which in turn must challenge the line ministries by testing the costing of existing and any new policy proposals.

• Step five comprises negotiations at official and then bilateral ministerial level, leading finally to agreement.

• Finally, step six is Cabinet approval of the proposals for inclusion in the budget that goes to Parliament.

As summarized above, budget formulation often begins with projections of key parameters such as economic growth, inflation, or demographic changes that influence

revenues or expenditures. Budget formulation also occurs in the context of broad goals. These goals or targets are binding on budget decisions to different degrees; in many cases, the targets determine how allocations are made. Civil society can participate in, and make valuable contribution to, the discussion of these targets. Budget goals can be to maintain the deficit or debt at certain levels, to raise or reduce taxes, or to increase expenditures for certain priority areas.

There are broad functions of budget formulation. At the very minimum, the budget formulation process should:

• Identify all possible resources and demands during the coming financial year, establishing target levels for the overall amounts of revenue, spending, and the deficit with these levels often expressed as a percentage of the size of the nation’s economy (Zambia’s gross domestic product or GDP). The targets can be set as a rate of change in revenues or expenditures; an example of this kind of target would be for a certain rate of increase in expenditure on social spending, such as health or education,

• Quantify these resources and demands, based on both the past year trends and forecasts,

• Determine priorities and then allocate resources among competing demands,

• Consolidate all spending proposals into a comprehensive budget, and

• Set time horizons to the spending of resources.

In fulfilling these five broad functions, the process of budget formulation should follow a number of Best Practices:

• Clarify the process by making clear who does what by when so that it is well understood by all stakeholders. The persons and organizations involved in the budget formulation process (the

who), the roles and responsibilities of these respective people and organizations (the what), and the time frames under which they operate (the when) should be clear and understood by all stakeholders, including Members of Parliament and the public. The key features of the budget formulation process include the timing and nature of decisions made internally; how sectoral or departmental budgets are reconciled with overall budget targets; the role of multi-year projections or plans; the baseline from which expenditures are negotiated; and the level of expenditure during negotiations.

• Be based on a sound analysis of economic and policy analyses during the initial planning process before the drafting of the budget. Previous year trends, forecasts and estimates of economic, fiscal and other variables must be determined, with sensitivity or scenario analysis whenever possible.

• Ensure that the budget is aligned with the medium- and long-term strategic priorities and objectives of the Government. The budget must elaborate the Government’s fiscal policy and interventions during the financial year within the Medium Term Expenditure Framework (MTEF) and the Fifth National Development Plan (FNDP).

• Allow for stakeholder participation very early on in the budget process to ensure that stakeholders’ issues and concerns are taken into account.

• Develop and distribute adequate budget documentation with supporting documents as a key part of opening up the process to stakeholders. All budgets should be accompanied by a pre-budget analysis and a budget speech or statement. Supporting documentation should clearly show the major assumptions underlying the budget estimates, the objectives of fiscal policy, the macroeconomic framework, the policy basis for the budget, and the major risks (such as contingent liabilities, including



Government guarantees for loans to parastatals and statutory commitments like pensions and social benefits) associated with the budget. The documentation should also disclose any new fiscal rules and regulations (e.g. forms of restrictions on fiscal policy in law, including requirements to balance the budget where applicable, and limits placed on borrowing by the central Government) that may have been adopted. All documentation should be easily accessible to the public as early as possible in the budget process and should be free of charge.

• Present budget information effectively in a manner that facilitates policy analysis and should be reported on a gross basis, clearly showing revenues, expenditures and financing. Expenditure should be classified by economic, functional and administrative categories. Budget data and information must be clear, detailed, easily accessible and contestable. Budgets should be detailed enough to allow for analysis of allocations by geography, functional area, and over time.

• Ensure comprehensiveness of budgets which should include extra-budgetary resource flows (public resources that are traditionally not part of the national budget). In addition, budgets should disclose all contingent liabilities (direct or indirect) of the State. Again, such data should be presented in a manner that facilitates policy analysis.

• Focus on results and outcomes implying that budgets and supporting documents should make a clear and strong case for each major spending programme to clearly state the desired objectives and outcomes and how they fit into the medium- to long-term Government strategies.

• Produce budgets that focus on resource constraints first and then needs of the Government second.

The initial stages of budget formulation are often the most closed part of the budget process. The

executive branch of Government normally formulates the budget behind closed doors, permitting the legislature and civil society little access to these discussions. However, since this is often the most important stage of the process, it is essential that civil society be creative about getting their voices heard during these deliberations. One way to do this would be to have as full an understanding as possible of the previous year’s budget, since this is usually the starting point which will influence many of the decisions in the budget under preparation. This can also occur by establishing relationships with the Government officials making the decisions, and by conducting analyses of the budget that apply pressure on the executive branch. During this period, independent researchers may produce analyses regarding the possible general priorities of the budget, and attempt to have executive branch policy makers take these analyses into account in their deliberations.

(b) Budget Enactment

The second stage of the budget process occurs when the budget is enacted into law. During this stage, the executive branch of Government proposes its budget to the National Assembly, and the legislature debates and adopts it. In Zambia, the nature of this debate is constrained by the following factors:

• The National Assembly does not have sufficient staff and budget expertise to adequately analyze and assess the budget and recommend changes.• The budget process in Zambia often limits the role of the legislature. The process provides the legislature only a very short period of time to assess the budget and really permits the legislature to make only minor amendments to the budget.• Because the same political power base controls the legislative and executive branches, the parliamentary system allows party politics to put strong pressure on the legislature to adopt the budget without effectively

criticizing or amending it. Although the nature of the legislative debate is substantially constrained in the National Assembly, the budget enactment stage typically is when information about Zambian budgets is made broadly available and when civil society is able to weigh in with its analysis, principally through presentations before the Estimates Committee. Therefore, this is an important stage for civil society to focus on. Civil society’s analyses make useful assessments of particular aspects of the budget and advance the case for a budget process in which the legislature plays a strong role, to permit full and open debate.

(c) Budget Execution – Implementation, Monitoring and Control

The budget is rarely implemented in the exact form in which it was approved. Sometimes the differences between the enacted and implemented budgets are justifiable. The executive branch may have been given some flexibility in implementation that it has exercised responsibly, perhaps because of changes in economic conditions. However, it is important to be alert to the disturbingly large number of cases when the differences between the enacted and implemented budgets are dramatic, and cannot be justified on the grounds that they reflect sound policy.

The executive branch may choose to ignore its responsibility to follow the budget legislation, or inadequate and incompetent administration may lead to funds not being spent as intended.

In view of such situations, an efficient,



accurate and transparent monitoring system for budget implementation is an imperative. Such monitoring needs to recognize that implementing the budget requires striking a balance between responding to changing circumstances and adherence to statutory structures. At the same time, it needs to be established with the understanding that the executive branch has in many years has gone too far in not abiding by budget legislation.

Best practices in this instance include the following:

• Following the law;• Using the right financial management systems;• Submitting reports regularly;• Conducting internal audits;• Clarifying the rules on major spending• Clarifying taxation policy and reporting on tax activities;

• Clarifying who accounts by when;• Making financial statistics part of the national statistics system;• Ensuring the comprehensiveness of accounts; and• Ensuring the timeliness and accessibility of reports.

Monitoring budget implementation is an area where independent analysis can be important. Independent research can help inform the design of appropriate and binding rules, for example for the use of un-allocated reserves, or where there are no reserves, such analysis can assess similar rules for the reallocation of spending categories. Controls are at the heart of budget and policy implementation. They are defined as all the policies and procedures conceived and put in place by the Government to ensure:

• The economical, efficient and effective achievement of the budget’s objectives;• Adherence to external laws and regulations and to Government policies;• The safeguarding of assets and information;• The prevention and detection of fraud and errors; and the quality of accounting records and the timely production of reliable financial and other information.

Controls include a wide variety of mechanisms designed to ensure that budgetary and other policy decisions are executed properly; that resources are used appropriately; that waste, fraud and mismanagement are minimized if not entirely eliminated; and that reliable and timely information is obtained, maintained and used for decision making.

(d) Public Audit–Accountability, Review, Reporting and Outcome Assessment

Fiscal information must be externally scrutinized. Public finances and policies should be subject to scrutiny by a national audit body or an equivalent organization that is independent of the executive branch of government. In Zambia, this audit body is the Auditor General’s Office.

Efficient and effective auditing of public finances contributes in several important ways to the management of the government’s finances:

• It detects irregularities involving the misuse of public money and identifies related weaknesses in financial controls that affect the integrity of the government and the efficient and effective implementation of budgetary and other policy decisions;• It determines the reliability of reports on budget execution and other financial data;• It identifies instances and patterns of waste and inefficiency that, if corrected, will permit better use of available budget resources; and• It provides reliable data about programme results as a basis for future adjustments in budget allocations.

The organizations worldwide that are responsible for auditing the government as a whole are referred to as Supreme Audit Institutions (or simply SAIs).

The national audit body or equivalent organization must always submit all reports, including its annual report, to the legislature and should also publish them.

Budget cycles overlap. Overlapping cycles are a normal feature of budgeting. It is stated that while one budget is being drafted, another budget may be awaiting legislative approval; yet another might be in the process of being implemented; and a fourth one that has already been implemented might be subject to audit and evaluation. This means that the legislature concurrently has to deal with several different budgets at different stages in their process. The necessity of overlapping budgeting can cause capacity problems within legislatures and the effectiveness of a legislature will normally vary according to the stage of the budgetary cycle and the amount of resources at the disposal of the legislature.

Written by the Economics Association of Zambia (EAZ) Budget Analysis team led by the Association President Isaac Ngoma, with a special tribute to the late Mr. Lloyd Sichilongo, a Senior Member who contributed greatly to the team’s work. MHSRIP.



INTERVIEW

BongoHive: Zambia’s -funded

IT and Innovation Hub!

What is BongHive?

BongHive is a co-creative working space where we encourage and support enterprising ideas that make use of Information Technology (IT), particularly mobile

or Internet Communication Technology. If someone has a business idea that uses IT and they need help getting their idea developed, we encourage them to become a member. Physically speaking, Bongo Hive provides a place to work from, team-up, as well as gain access to the Internet for research purposes as well. We are now aiming to provide them with mentorship too.

How does one qualify to be a member/part of BongoHive?There are no strict educational qualifications necessary to become a member – we have members from various colleges and universities. We encourage people who are creative, particularly in the field of computer programming, to join us. We also have members who simply come with ideas and are looking to team-up with computer programmers who can develop their concepts further. We also welcome other creative individuals, such as graphic and web designers and the like.

How did the idea to start BongoHive come about?In May 2011, an organisation called VVOB employed a couple of interns to set up computer facilities in educational institutions around the country. Bongo Hive co-founders Lukonga Lindunda, Silumesii Maboshe and I decided to meet regularly with these interns after we discovered no one was developing Apps locally at the time. We offered to teach them how to use Ruby on Rails, a development framework we were working with at the time. This started as fortnightly training

sessions, which later developed into matching the IT skills training with entrepreneurial skills training as well. Late in the year, we held an App Development course, out of which the Zambian Constitution App was created.

How did you source your start-up funding?While we were working from the initial space provided by VVOB, Lukonga attended the Pivot East Africa event, which is a Mobile Apps and Developer Competition that takes place in East Africa every year. There he was connected to people from an organization called Indigo Trust who gave us the first funds we needed to setup our own space. Currently, we have funding from them, Google for Entrepreneurs and the University is Alabama Spakmann’s Centre. We also received a financial gift from Dr Brenda Davies here in Zambia to help us get started. [Note: After the interview, iConnect became a sponsoring partner.]

How are you remaining financially viable?This is our first year of properly using the funding, which is currently our only source of income. However, we are now working on ideas to scale BongoHive into a self-sustaining model. Part of the plan is to offer research and consulting services within the technology sphere. We now have trained developers who can develop Apps for clients and project manage the process as well. We will also offer consulting serves and aim to expand our research services as well. Every other week we get people asking for information about certain uses of mobile phones or the current market, so we are looking at existing research services models that we can adapt to our local context.

Introducing Zambia’s first and internationally acclaimed Information and Technology (IT ) and Innovation Hub! With recognition

and funding from world players such as Google, our local IT entrepreneurs are already making a mark on the global Mobile App scene. ZACCI Editor,

Katarina Zeravica, sat down with BongoHive co-founder Simunza S. Muyangana to find out more about this dynamic organization already changing the face of the

App development industry in Zambia.


INTERVIEW

Have you had any interest from the local private sector for the development of custom Mobile Apps? We have basically had two different reactions. In large part, most companies still don’t know that they can have custom Apps developed to market themselves and their services and mostly to distribute information. If they are aware of this, they usually do not know that it can be done locally, with most of them trying to source foreign companies outside of Zambia. This means that we still need to educate people about the potential offered by Mobile Apps and to also market our services better.

Have you done any research on the usage of Mobile Apps in Zambia? Are we an active part of this global trend?Smart phone usage is definitely growing, though we have no numbers to pin to it yet. So far, people are using them mostly for social engagement like Facebook and Twitter which tend to be the first Apps used. Eventually, users start to look for more personalised information and services, such as a Task Manager or a Fitness Apps that lets you track your workouts and interact with a community of other people using the same App.

There is a huge opportunity now for Zambian content to start getting into Apps but we can’t think of everything ourselves. So, we help people with ideas package them into real content to help turn it into an income generating business.

There are also great opportunities for the Government to get into Mobile Governance, in particular where making certain information accessible to everyone is concerned and not just by using Smartphone Apps. USSD technology, already used for mobile banking services like Xapit, can be used to easily and safely alert people when their passport or driving license is ready or when you need to file the next tax return for your company.

How realistic would it be to integrate this kind of service into the existing Government infrastructure?It’s great that Government has already been computerising its institutions - data bases already exist. For instance, there is a great deal of information already stored with the Central Statistical Office, so the challenge now is to find a way of making that information available in a safe environment that will allow people to think of creative ideas on how to use this information to provide a relevant service. If Government can work out how much information they would want to make public, convenient services such as being able to do a simple check using your NRC number to see if your driving licence is ready could be a reality.

You mentioned the issue of needing a safe environment. With the growing global concern about privacy, identity theft and the hacking of private accounts, how secure can any system really be?Any system can only be secure to a certain extent. The onus is on the data holder to make sure the date is secure and to be as up-to-date with security software as possible. At the same time, the idea is not to over-fortify themselves, because then their information becomes useless. There needs to be a

balance where useful information can be shared while also being protected as best as possible. Also, if you look at the role of technology in particular, it is always part of a bigger system. The question is do you trust people in the organizations you use who have access to your information, like the banks for example? This goes beyond the issue of technology. It is the full ecosystem of trust that needs to be looked at. Therefore, it is very important to hold whoever is handling the data to account. There is also the option of encrypting the data as well.

From your personal experience, are technology users in Zambia very concerned with the issue of privacy?Everyone is concerned to some extent, though from my personal experience, people here are less concerned than those from the western world. Part of this is due to the cultural context as well. I have been asked at times to assist someone to draw money from an ATM, even though they have never seen me before or do not know if they can really trust me with their PIN numbers. My experience is that Zambians are very trusting, and so we drop our guard on privacy. It is not an odd occurrence to have people volunteering private information about their bank balances and the like. The level of trust is still very high.


Am I right to assume that most BongoHive members are younger? What response have you had from youths in general?We started BongoHive because we kept seeing opportunities available in the App industry and we felt like we in Zambia were missing out. We have always aimed at spreading knowledge and encouraging the new generations of potential App entrepreneurs to become active on the global App scene. We brought in trainers from abroad and encouraged people to take part in competitions in order to gain confidence. Once members have learnt that they can provide Apps that can be published for the rest of the world to appreciate, this gives them a huge boost. One of our first members, Daryll Lukas created the Fist Pump App for the Google Apps competition for Africa and got as far as the semi-finals. His App is now available for free from Google Play worldwide. The Bantu Babel App we developed in conjunction with US Pearce Corps volunteers offers users survival phrases in Zambia languages, such as how do I ask for the price of something in Bemba. Creating an App that is useful and desirable to others is an exciting experience. Bantu Babel is also free for anyone to use.

How many young people are currently part of your organisation?Our initial training sessions included between 10 to 20 young people, while an average of about 15 people come through our workshop or to work in our space on a daily basis. We are looking to set up a model that will allow up to 35 people to work here and attend workshops at any given time.

What other types of training events do you offer?We also have evening meetings where we invite people to share insights about their particular industry in the Zambian context. We recently had a talk by Africonnet Chief Operating Officer, Mr Winston Ritson, who spoke to us in his capacity as the Chairman of the Technical Committee of the ISP Association, which was a very enlightening experience for our all members. In addition to this, we regularly hold

‘Inaska Nights’ on Thursdays, where we invite various business people from creative industries such as photographers for example. We also host international speaks and recently had the privilege of learning about the culture at the in MIT labs, as well as people sharing experiences about silicon valley start-ups.

How have you been able to connect with such influential professional?Sometime we will hear that they are in our region and invite them to come and speak and sometimes we find that, somewhat strangely, more people outside Zambia know about us and they are the ones who ask us if they can come and present their talks at our hub.

Why do you think you are more well-known outside of Zambia?Tech hubs have not taken off here yet; the concept is still strange for people here so we are still getting the word about who we are and what we do. However, as our products started to get published, we are getting more acknowledgment from people locally. Also, there is already a great deal of international interest in what’s happening in the IT industry in Africa. We plugged into this by creating a ‘hub map’ showing all the different IT hubs like ours across the continent. The Hubs in Africa CrowdMap is very popular and through it people have also learnt about us.

Have you had any media exposure?We have had more international exposure than local. For example, the Asikana Network, a relatively recent platform launched to encourage more female participation in the tech industry, was featured on the BBC radio for using their project to create a Women’s Rights App and for helping to teach App development to other women. Batntu Babel and the Crowdmap have also got us a lot of international exposure and have been profiled extensively.

Continued on page 3932 ZACCI Journal 2013

INTERVIEW


“What happens if I spend all this time and money training my staff and they LEAVE?” is a question asked by many.

The questions they should be asking is this:

“What happens if I don’t and they STAY?”

The Power of Development is invaluable and this applies to our Human Capital on all levels, says Kim Shiel, CEO and Founder of The Dotted Line Ltd.

“In every workshop I have delivered, be it simply developing skills around Communication, Foundational Customer Service or Senior Leadership Interventions,” she says, “positive transformation, passion, and mind-set change happens in both personal and professional spheres of one’s life.”

Whether it be In-house training or an externally delivered solution, herein lies the incredible opportunity to create forums to develop, motivate, challenge, brainstorm, and most importantly understand our people and their needs. RELATIONSHIP DEVELOPMENT (a key ingredient to the success of any organization) becomes the most valuable BY-PRODUCT of a well run training intervention.

Many intended skills are shared and learnt, but alongside this are those special VA’s (Value Adds) that we never thought were on offer!

Consider a few of the Performance Returns that happen through Human Capital Development:

MIND-SET CHANGEMOTIVATED AND ALIGNED EMPLOYEESTRUST AND SELF-BELIEF CREATIVITY AND CONFIDENCETRANSFERENCE OF GOALS AND STRATEGIES “BUY IN” TO COMPANY POLICIES AND INITIATIVESand a favourite...OWNERSHIP OF PROFESSIONAL AND PERSONAL ROLES

To Train or Not To Train… What would you do?Of course we do need to develop according to the real needs that our staff have. Needs analyses are undertaken in many organisations, but do we really know where our gaps in execution lie? Once we have ascertained what the gaps are and where they exist in terms of whole company, then we as Leaders are in a much more proficient position to ensure that the right development happens to the right people in the right format.

Not unlike Jim Collins ideas in his “Good To Great” book, a similar process should be applied to training:

Get the right People On the Right Bus and In the Right Seats!

When Developing our Human Resources we need to:

Train the RIGHT PeopleWith the RIGHT interventionsUsing the RIGHT methodologies.

And we need to continue. A quick fix training solution is not a solution in any form. Human Capital Development is “an ongoing process in the quest to become market leaders and employers of choice.” All too often we ignite the fire of enthusiasm through great interventions, and then allow it to simply burn out to a faint glow of mediocrity.

More often than not, learners of all levels will come away from a training intervention feeling “pumped”, motivated and full of passion. This is of course if the right methodologies have been employed throughout the training session. It is not simply a day off work, or a free luncheon. Knowledge has been shared along with the other Value Adds, and herein lies the secret to successful training. Keep it ALIVE. Keep it REAL. Keep the individuals excited and PASSIONATE about their Development. And most importantly, KEEP IT GOING.

Training should be planned and scheduled, and part of an initiative. Guardians of the “Training Strategy” that a business develops are the Ambassadors of People Development.

The most difficult part of learning and development is the transfer of knowledge into the workplace, and trainers need to be aware of this to ensure that the employee takes the fire back to the office and keeps it burning. Refreshers, follow-up sessions, updates and ongoing communication is important to ensuring the continued transference of knowledge within the working environment.

Interventions do not necessary need to be over a long period of time. Follow up sessions can take the form of POWER HOURS, or BURST THE KNOWLEDGE Sessions can suffice in keeping the Flame of Enthusiasm ignited. Remember:

Enthusiasm + Great Attitude = VA’s!

Training - Use It or Lose It!Enthusiasm + Great Attitude = Value Adds!

By Mena Price Trainer at The Dotted Line Ltd.

HUMAN RESOURCES

Trade shows and exhibitions can be an excellent way to

promote your business and the products and services that you offer. They are also a great way to network with other industry members and grow your customer base. A trade show is an event where goods and services in a specific industry are exhibited and demonstrated to other businesses. An exhibition is the same, except the audience is normally the general public. Trade shows and exhibitions can be useful marketing tools; however, not all businesses benefit from them. Consider your business situation and do your research before getting involved in trade shows and exhibitions.

Benefits and Risks of Trade Shows and Exhibitions Consider the benefits and risks to your business when deciding to exhibit your product or service. Although these will be different for each event, there can be a lot to gain from promoting your product in person within a different environment.

Benefits

Trade shows are generally targeted at an industry and people involved or interested in that industry. Exhibiting at a trade show can be a great way to advertise to a target market and create brand awareness. Exhibitions are open to a large and sometimes diverse range of audiences (usually the general public). This provides you with a perfect platform to promote your product or service to a broader group that may have little or no knowledge of your products and services. Depending on your type of business, product and market testing can be carried out at trade shows and exhibitions to gain industry or general opinion about your offering. Being involved in a trade show or exhibition can provide you with opportunities to branch out to business-to-business trading and create a customer database from the visitors to your display booth.

Risks

It is important to ensure that you have thoroughly discussed the possibility of attending a trade show or exhibition with your business adviser before leaping into

exhibiting. There are risks involved and you need to be aware of them during the planning stages: • Trade shows require at least one day - and probably more - of your time.• Travelling to trade shows can be costly.• Displaying at a trade show can also be costly.• There will most likely be a number of your competitors at the shows.

Choosing the wrong trade show to exhibit your products or services can result in displaying to the wrong audience. Poor promotion can mean that the costs of attending the trade show outweigh any revenue you gain.

Deciding to Attend

You might find that attending trade shows is worthwhile if you have:

• Enough funds to cover attendance, display and other associated costs.

• Worked out how many prospects and clients you will need to obtain to generate a return on your investment.

• Visited the trade show at which you are contemplating exhibiting and you are confident that a suitable number of potential contacts will attend.

• Worked out a way to capture people’s attention.

• Sufficient product literature.

This guide explains how to get involved in trade shows and exhibitions, what the benefits and risks are, and how to get the most out of exhibiting.

A Guide - Promoting a Business at Trade Shows and Exhibitions

INDUSTRY GUIDE


By Trade and Fairs Consulting GmbH, Germany

Planning for Trade Shows and Exhibitions

Promoting your business at trade shows and exhibitions can be a rewarding experience for small business owners looking to market their products and services. However, without careful planning and research, these events can be a waste of your time and money.

Create an events budgetReview your marketing and promotion budget to determine whether participating in a trade show or exhibition is a viable option. You need to look at the benefits, both direct and indirect (e.g. sales, lead generation, and brand recognition), and make sure that they outweigh the costs (e.g. booth hire, promotional collateral, staff costs and registration fees). Work with your financial adviser or accountant to create a budget for trade shows and exhibitions, and include this in your overall marketing plan. The idea is to carefully choose events that match your specific needs and finances. It may be more beneficial to focus on one important and expensive show than to go to several smaller shows.

Research upcoming eventsBefore you decide to exhibit, you will first need to do some research. Search the internet for upcoming events that relate to your business and industry. Your industry association can advise you about future opportunities and whether your particular business might benefit from them.

Attend other trade shows and exhibitions An important way to decide if a trade show is the right promotional tool for your business is to attend shows that relate to your industry. This will give you a first-hand view of the level of involvement and the types of people attending these events. It will also give you a chance to ask questions of other business owners and attendees and find out what does and does not work.

Research your audience Research your customers to find out the best way to showcase your products and services. Your display should cater to your customers’ needs and expectations. These will be different for industry specialists and the general public. Source some quotes from visual display companies; they can help with the design of your trade booth, making it stand out. Learn more about creating effective retail displays and think about what you want to say about your business. Write down the key points and practice saying them out loud.



ZCAS

Zambia Centre for Accountancy Studies

Your C

areer is O

ur P

riority

TAKE A LEAP AND STUDY WITH THE WORLD’S MOST RENOWNED EDUCATIONAL BRANDS

The Zambia Centre for Accountancy Studies (ZCAS) has continued to grow by leaps and bounds since its inception in 1988. The Centre has more than 18 professional and academic programmes ranging from diplomas, degrees up to masters degree level. The main areas of coverage include; Accountancy, Business Law, Economics, Business Management and Information and Communication Technology (ICT).

Enroll now and set yourself apart by earning a qualification from some of the World's most sought after tertiary educational Institutions in any of the following programmes. Be a proud global alumnus in order to give yourself a competitive advantage in the global labour market.

Explore Global Excellence and Experience the Difference

Academic Programmes

Professional Programmes

The Registrar - AdmissionsDedan Kimathi RoadP O Box 35243 LUSAKA.Tel: +260 1 232093/5, fax: +260 1 222542,Mobile: 0977 461201, 0971 745541,

[email protected]

For any further information, please contact;

Bachelor of Laws (LLB) in Commercial Law - University of Zambia Bachelor of Sciences in Accounting and Finance - University of London, UK.Bachelor of Sciences in Business - University of London, UK.Bachelor of Sciences in Economics - University of London, UK.Bachelor of Business (Hons) in Applied Accounting - Athlone Institute of Technology, Ireland.Bachelor of Arts in Business Studies - University of Greenwich, UK.Bachelor of Arts (Hons) in Marketing - University of Greenwich, UK.Bachelor of Arts (Hons) in Business Procurement & Supply Chain Management - University of Greenwich, UK. Master of Science in Information Systems Management - University of Greenwich, UK. Master of Business Administration (Options to specialise in International Business, Accounting & Finance, Banking & Finance or Logistics Management) - University of Greenwich, UK.Master of Arts in Accounting - Athlone Institute of Technology, Ireland.

Association of Certified Chartered Accountants ( ACCA), UK.Chartered Institute of Management Accountants (CIMA), UK.Zambia Institute of Chartered Accounts (ZICA), Zambia. Chartered Institute of Marketing (CIM), UK.Chartered Institute of Purchasing and Supply (CIPS), UKAssociation of Business Executives (ABE), UK.Zambia Institute of banking and Financial Services ( ZIBFS), Zambia.Information and Communication Technoloy (ICT), NCC Education UK.Project Management (PM), Zambia

In July 2012, the National Strategy on Financial Education for Zambia was launched. Many governments across the world, including the Zambian Government, have recognised the importance of financial literacy and have taken the initiative to improve the financial knowledge of their

citizens through coordinated national financial educations strategies. These strategies are also aimed at benefitting financial services providers by contributing towards the uptake of financial services. These twofold aims contribute towards ‘financial inclusion’, the objective of which is to increase access to and usage of financial services by financially literate and capable consumers.

The National Strategy For Financial Education in Zambia


INDUSTRY NEWS

The objective of the National Strategy on Financial Education for Zambia is to empower Zambians with the knowledge, understanding, skills, motivation and confidence necessary to help them secure positive financial outcomes for themselves and their families. The Strategy will contribute towards making Zambia a prosperous middle-income nation, as envisaged in the National Vision 2030. It is also an integral component of the Zambian Government’s Financial Sector Development Plan (FSDP), which aims to broaden and strengthen the country’s financial sector, thereby increasing financial inclusion.

The 2009 FinScope survey established that only 37% of the Zambian population uses formal and informal financial services, while 63% are financially excluded altogether. The situation is more challenging in rural areas, where physical access to financial institutions is poor and literacy levels are lower.

Many people lack the knowledge, skills and confidence to manage their personal and household finances well. However, it is becoming increasingly important that they are able to do so. For example, poor people need to be able to make what little income they have go as far as possible; to save some of their income, wherever practicable, in order to smooth income flows and to provide for future emergencies, as well as to avoid taking unnecessary risks with their finances.

The increasing availability of microcredit and other financial products and services, combined with the rapidly expanding use of alternative channels to distribute these products – including ATMs, point of sale devices and cellphones – has opened up opportunities for people to manage their finances more flexibly and more effectively; but it has also given rise to new risks. People who have the knowledge, skills and confidence to manage their finances well are better able to take advantage of these new

opportunities without exposing themselves to risks which they do not understand, or of which they are unaware.

The National Strategy sets out the framework for improving the financial education of the Zambian population. For the purpose of this Strategy, the term “financial education” is defined as “providing people with the knowledge, understanding, skills and confidence so that they make financial decisions and take actions which are appropriate to their personal circumstances.”

The National Strategy therefore outlines the priority financial education programmes (for children, youth, adults, MSMEs and cross cutting programmes), together with the principles which will be used in implement-ing them, namely: work in partnership, build on existing initiatives, maximise cost-effectiveness, foster sustainable changes, focus on clients and their needs, communicate effectively, and measure impact and share the results.


At the individual level, financial education will empower people with knowledge and skills to enable them to manage their personal finances well. At the aggregate level, financial education will contribute to the financial well-being of the Zambian population as well as to the growth of the economy. The National Strategy therefore emphasizes the need for the effective engagement of all relevant stakeholders in the implementation of financial education initiatives through strategic partnerships in the design and delivery of financial education programmes.

The National Strategy will be implemented by a broad range of partners, drawn from a variety of sectors and championed by the Governor of the Bank

of Zambia. The three financial services regulators, notably the Bank of Zambia (BOZ), the Pensions and Insurance Authority (PIA) and the Securities and Exchange Commission (SEC), will lead the implementation of the National Strategy through the Financial Education Coordination Unit (FECU) that is hosted by the FSDP Secretariat.

To find out how you can participate, or to obtain a comprehensive copy of the National Strategy, please contact:Financial Education Coordination Unit (FECU)FSDP Secretariat Bank of ZambiaBank Square, Cairo RoadPO Box 30080 | Lusaka | Zambia 10101Telephone: +260 211 228888 | 221118 Email: [email protected]

INDUSTRY NEWS

ENROLMENT FOR UNDERGRADUATE ANDPOSTGRADUATE STUDIES

JANUARY 2014 INTAKEJUNE 2013 INTAKE

The University of Lusaka (UNILUS) is one of Zambia’s first privateuniversities. It was established to be a Centre of Excellence inEducation, Training, Research and Consultancy. UNILUS offers adiverse range of unique undergraduate and postgraduateprogrammes, with rich and relevant curricula designed to meet theever changing needs of business and society. The University has twointakes in a year, the January and June.

University of Lusaka is situated at the newly built Pioneer Campus inthe heart of the city of Lusaka, and is easily accessible. It has modernfacilities and qualified local and international staff.

UNDERGRADUATE PROGRAMMESSCHOOL OF LAW• Bachelor of Laws (LLB)

SCHOOL OF BUSINESS AND MANAGEMENT• Bachelor of Business Administration• Bachelor of Accountancy• Bachelor of Science in Insurance and Pension Management• Bachelor of Science in Human Resource Management• Bachelor of Science in Marketing• Bachelor of Science in Purchasing and Supply• Bachelor of Science Honours in Accounting and Finance(For holders of professional accounting qualificatiosn like ACCA,CIMA and ICAEW)• Certificate in Innovation and Entreprenuership

SCHOOL OF ECONOMICS, BANKING AND FINANCIAL SERVICES• Bachelor of Arts in Economics• Bachelor of Science in Economics and Finance• Bachelor of Science in Banking and Finance

SCHOOL OF PUBLIC ADMINISTRATION, GOVERNANCE ANDINTERNATIONAL RELATIONS• Bachelor of Science in Public Administration• Bachelor of Science in Politics and International Relations• Bachelor of Arts in Development Studies

SCHOOL OF EDUCATION• Bachelor of Business Administration with Education

SCHOOL OF HEALTH SCIENCES• Bachelor of Science in Public Health• Certificate in Health Informatics

SCHOOL OF ENGINEERING AND THE BUILT ENVIRONMENT• Bachelor of Science in Real Estate Management

Entry Requirements: Five (5) “O” level credits or better whichmust include English Language and MathematicsDuration: Four yearsMode of Delivery: Full-time, Part-time and distance learning

POSTGRADUATE PROGRAMMES1. MASTER’S DEGREES• Master of Business Administration (General)• Master of Business Administration (Education)• Master of Business Administration (Finance)• Master of Business Administration (Banking and Finance)• Master of Business Administration (Health Care Management)• Master of Science in Project Management• Master of Science in Marketing• Master of Science in Economics and Finance• Master of Science in Finance and Accounting• Master of Science in Auditing• Master of Science in Procurement, Logistics & Supply Chain Management• Master of Arts in Public Administration• Master of Arts in Human Resources Management• Master of Arts in Peace and Security Studies• Master of Laws & Master of Philosophy in Law with specializations in: 1. Tax Law 2. Labour Law 3. International Trade and Investment Law 4. Commercial and Corporate Law 5. Environmental Law 6. Human Rights Law 7. Public and International Law 8. Intellectual Property

Entry Requirements: Applicants must have a first degree in arelevant field from a recognized University or full ACCA or CIMA.Applicants of Master of Laws must be holders of a Bachelor ofLaws degree from a recognized University.Duration: 18 MonthsMode of Delivery: Full time, Part time and distance learning.

2. DOCTORAL PROGRAMMES(i). DOCTOR OF BUSINESS ADMINISTRATION (D.B.A/PhD)With specializations in the following:

• Business Administration• Management• Entrepreneurship• Marketing• Finance (Both Public and Private)• Accounting• Governance and Leadership• Economics• Human Resources Management• Education

Other areas of specializations can be given consideration by theUniversity Senate.

ENROLMENT FOR UNDERGRADUATE ANDPOSTGRADUATE STUDIES

JANUARY 2014 INTAKEJUNE 2013 INTAKE

The University of Lusaka (UNILUS) is one of Zambia’s first privateuniversities. It was established to be a Centre of Excellence inEducation, Training, Research and Consultancy. UNILUS offers adiverse range of unique undergraduate and postgraduateprogrammes, with rich and relevant curricula designed to meet theever changing needs of business and society. The University has twointakes in a year, the January and June.

University of Lusaka is situated at the newly built Pioneer Campus inthe heart of the city of Lusaka, and is easily accessible. It has modernfacilities and qualified local and international staff.

UNDERGRADUATE PROGRAMMESSCHOOL OF LAW• Bachelor of Laws (LLB)

SCHOOL OF BUSINESS AND MANAGEMENT• Bachelor of Business Administration• Bachelor of Accountancy• Bachelor of Science in Insurance and Pension Management• Bachelor of Science in Human Resource Management• Bachelor of Science in Marketing• Bachelor of Science in Purchasing and Supply• Bachelor of Science Honours in Accounting and Finance(For holders of professional accounting qualificatiosn like ACCA,CIMA and ICAEW)• Certificate in Innovation and Entreprenuership

SCHOOL OF ECONOMICS, BANKING AND FINANCIAL SERVICES• Bachelor of Arts in Economics• Bachelor of Science in Economics and Finance• Bachelor of Science in Banking and Finance

SCHOOL OF PUBLIC ADMINISTRATION, GOVERNANCE ANDINTERNATIONAL RELATIONS• Bachelor of Science in Public Administration• Bachelor of Science in Politics and International Relations• Bachelor of Arts in Development Studies

SCHOOL OF EDUCATION• Bachelor of Business Administration with Education

SCHOOL OF HEALTH SCIENCES• Bachelor of Science in Public Health• Certificate in Health Informatics

SCHOOL OF ENGINEERING AND THE BUILT ENVIRONMENT• Bachelor of Science in Real Estate Management

Entry Requirements: Five (5) “O” level credits or better whichmust include English Language and MathematicsDuration: Four yearsMode of Delivery: Full-time, Part-time and distance learning

POSTGRADUATE PROGRAMMES1. MASTER’S DEGREES• Master of Business Administration (General)• Master of Business Administration (Education)• Master of Business Administration (Finance)• Master of Business Administration (Banking and Finance)• Master of Business Administration (Health Care Management)• Master of Science in Project Management• Master of Science in Marketing• Master of Science in Economics and Finance• Master of Science in Finance and Accounting• Master of Science in Auditing• Master of Science in Procurement, Logistics & Supply Chain Management• Master of Arts in Public Administration• Master of Arts in Human Resources Management• Master of Arts in Peace and Security Studies• Master of Laws & Master of Philosophy in Law with specializations in: 1. Tax Law 2. Labour Law 3. International Trade and Investment Law 4. Commercial and Corporate Law 5. Environmental Law 6. Human Rights Law 7. Public and International Law 8. Intellectual Property

Entry Requirements: Applicants must have a first degree in arelevant field from a recognized University or full ACCA or CIMA.Applicants of Master of Laws must be holders of a Bachelor ofLaws degree from a recognized University.Duration: 18 MonthsMode of Delivery: Full time, Part time and distance learning.

2. DOCTORAL PROGRAMMES(i). DOCTOR OF BUSINESS ADMINISTRATION (D.B.A/PhD)With specializations in the following:

• Business Administration• Management• Entrepreneurship• Marketing• Finance (Both Public and Private)• Accounting• Governance and Leadership• Economics• Human Resources Management• Education

Other areas of specializations can be given consideration by theUniversity Senate.

Academic QualificationsApplicants must be holders of Master’s degree or any otherrelated programs from a recognized University.

Practitioner ExperienceApplicants must have management experience of at least threeyears pre – or – post Masters.

(ii). DOCTOR OF LAW (PhD)With specializations in the following:• International Trade Law• International Law• Human Right• Environmental Law• Intellectual Property

Academic QualificationsApplicants must be holders of Master of Law (LLM) degree.Applicants of Intellectual Property Law must he holders of aMaster degree in any field of study.Mode of Delivery: Distance learning and Part time.Duration: Minimum three years.

ApplicationApplication forms can be downloaded from our websitewww.unilus.ac.zm or requested through ouremail: [email protected] at a non refundable fee ofK 120.00 for undergraduate and K 150.00 for postgraduateprogrammes.

For further information, contact us at:

University of LusakaPioneer Campus,P.O. Box 36711,LusakaZambiaORVisit our Pioneer Campus atPlot No. 37413,Off Alick Nkhata Road, Mass MediaLong acresLusakaZambiaPhone: +260 11 233407 /258409/ +260 977 377430Fax: +260 11 233409

E-mail enquiries:

∙ Mrs. Elizabeth Sondashi Musukwa Deputy Registrar - Academic [email protected]

∙ Dr. Ronald Kaulule Dean, School of Business [email protected]

∙ Professor Mpazi Sinjela Dean, School of Law [email protected]

Website: www.unilus.ac.zmPassion For Quality Education: Our Driving Force!

Continued from page 32

It seems you have had a lot of success internally, but what kind of relationship would you like to build with the private sector here in Zambia?We will not say no to partnerships; we are always aiming to grow as a service provider. We currently have the much welcomed support from Africonnect who provide us with an Internet connection. We are also looking for people who can offer 2 hours or so to speak at our events or to become mentors to help us grow by throwing challenges our way. One such option is to host ‘hackathons’ to brainstorm about possible Apps solutions for their companies. If they know what they want an App or custom communications platform to help them provide information or services to their clients but they don’t yet know how to do this, we think the best way forward is to work together to brainstorm ideas, put stuff together and then pulling it apart in order to come to a working prototype.

Other than growing your consulting and development services, what are you other long-term plans?Thinking long-term, we want to ramp up entrepreneurial guidance and skills provision into a proper incubation course, so that when people come with a technological or business idea, we will take them through the relevant steps to interrogate it, do the market research, write a business plan, and eventually build it into a prototype that can be used to source venture capital. In addition to this, we hope to grow into a full consultancy with a proper research lab that will allow us to partner with mobile companies to test new Apps for the local market.

Finally, how did you come up with the name BongoHive?The name came up during a brainstorming session we had at the start of the project. The word ‘Bongo’ comes from the Bemba word uBongo, meaning our brain, to which we added the word ‘Hive’ to depict its varied collection of enterprising people. So, the name BongoHive really means a ‘collective of minds’.

Congratulations to the Bantu Babel, Zambian Draft Constitution, Fast Drive and

SCND Genesis Apps for being selected to be one of 400 excellent ventures from all around the world

going through to the second round of the 2013 World Summit Award competition!

To find out how you can be a part of BongoHive or what they can do for you, contact them at [email protected].


PRESIDENT

IMMEDIATE PAST PRESIDENT

TRUSTEE

VICE PRESIDENT (SOUTH)

TRUSTEE

VICE PRESIDENT (NORTH)

TRUSTEE

TREASURER

TRUSTEE

Mr Geoffrey Sakulanda

Mr Hanson Sindowe

Mr Abel Mkandawire

Dr Chabuka J Kawesha

Mr Ashok Oza

Mr Raj Karamachand

Mr Eddie Kapungulya

Mr George Nonde

Dr Francis M Ndilila

ZACCI Executive Committee Members


ZACCI COMMITTEE


Zambia Chamber of Commerce and Industry

Membership Application Form

1.1. Company Name:

1.5a. Town/City:

1.3. Job Title of Contact Person:

1.5c. Fax:

1.2. Contact Address: (a) Postal:

1.5b. Telephone Numbers:

1.4. Name of Managing Director/General Manager:

2.1. Specify Type of Company: (Tick where appropriate)

Public Company

Service

[ ]

[ ]

[ ]

[ ]

[ ]

[ ]

[ ]

[ ]

[ ] [ ]Private Company

Retail

Partnership

Banking

Co-operative

Other

State Owned Other

2.2. Business Sector: [ ] Manufacturing

2.3. Year of Incorporation:

2.4. Certificate of Incorporation Number:

2.5. Ownership:

1.5d. Email Address:

1.5e. Authorised Signature:

(b) Physical:

Contact Phone:

SECTION 1

3.1. Are you a member of any Chamber/Trade Association? [Yes / No)

3.2. If YES, the please specify the name of the Chamber/Trade Assocciation:

SECTION 2

SECTION 3

Local[ ] [ ] [ ]Foreign Government

4.1. Indicate the Type and Range of Products/Services offered:

4.3. Is there any special service that you would like ZACCI to offer to your company? If so, state the nature of service required.

4.2. Indicate any Principal Exports that you are involved in:

4.5. Indicate your views on issues of economic importance you feel ZACCI should be focusing on now and in the future:

Zambia Chamber of Commerce and IndustryP.O. Box 30844, Lusaka, Zambia

Email: [email protected] Tel: +260-211-253007


MEMBERSHIP

Corporate Members Kr 17, 400 VAT Inclusive

District Chambers Kr 11, 600 VAT Inclusive

Affiliate Associations Kr 11, 600 VAT Inclusive

Academia Kr 5, 800 VAT Inclusive

FACTOR

How would you classify your company?

Number of Employees

Company’s Turnover

2008 2009 2010 2011 2012

Please indicate the Company’s Total Turnover and Number of Employees for the stated periods:

SECTION 4

Large[ ] [ ] [ ]Medium Small

TYPE OF PRODUCT DESTINATION



NAME OF BOARD

TECHNICAL COMMITTEES

Association of SADC Chambers of Commerce and Industry Chartered Institute of Purchasing and SupplyCopperbelt University CouncilCompetition and Consumer Protection CommissionDesignated National Authority Great Lakes RegionLusaka Business & Technical CollegeLusaka Water and Sewerage Company LtdNWASCOMillennium Challenge Account-ZambiaNational Economic Advisory CouncilNational Governing Council of APRMNational Institute for Public Administration Pensions and Insurance AuthorityPublic Service Pensions FundPatents and Companies Registration Agency Securities and Exchange CommissionNational Institute for Scientific and Industrial Research National Road Fund AgencyTechnical Education, Vocational and Entrepreneurship Training Authority Radiation Protection AuthorityWater BoardZambia Revenue Authority Zambia Environmental Management AgencyZambia Development AgencyZambia Export Development FundZambia Federation of EmployersZAMPOSTZambia Bureau of Standards CouncilZambia International Trade FairZambian Open University

ACF/ATFSecurities and Exchange Commission Compensation Fund CommitteeTrading Across Borders Technical CommitteeTechnical Working Group on IndustryWorking Group on Trade ExpansionEIF National Steering CommitteeTechnical Working Group on TradeCommercial List Users CommitteeAgriculture & Commercial Society of ZambiaClean Development Mechanism - ECZZambia-US Bilateral, Trade, Investment and AGOA Working GroupNTBs National Focal Point Governance Sector Advisory GroupInter-Ministerial Committee to review the National Transport PolicyAudit Committee, Lusaka Water and Sewerage CompanyTechnical Committee of the TEVETA BoardAccountability & Transparency Committee (ATC)National Inter-Ministerial Committee for Regional Trading ArrangementsLusaka Province Dev. Coordinating CommitteeLusaka Solid Waste Steering CommitteeMCTI – Trade Negotiating ForumBetter Education for Africa’s Rise Project Steering CommitteeProject Advisory Committee for Program in Economic Policy Management – UNZAPSD Reform Programme II Steering Committee under Cabinet OfficeMACRO Sector Advisory Group (SAG) under MoFProcurement Committee of the Food Reserve AgencySAG TourismSanitary and Phytosanitary Committee Working Group – Trade FacilitationWorking Group – Trade in ServicesWorking Group – Trade in GoodsEvaluation Committee for the LUSE Corporate Governance AwardsSteering Committee of the Modernisation Project at the Zambia Revenue Authority UNCTAD/ITCZambia Institute for Policy Analysis & Research ZRA Licensing CommitteeOne Stop Shop Steering CommitteeITAS Project Phase2 Steering CommitteeAudit Committee for Ministry of Community Development, Mother & Child HealthAudit Committee for Ministry of Mines, Energy & Water DevelopmentAudit Committee for Ministry of Tourism & ArtAudit Committee for Ministry of Home AffairsAudit Committee for Zambia PoliceAudit Committee for Ministry of DefenceAudit Committee for Ministry of Gender and Child DevelopmentAudit Committee for Ministry of Chiefs & Traditional AffairsAudit Committee for North-Western ProvinceAudit Committee for Northern ProvinceAudit Committee for Luapula ProvinceAudit Committee for Western ProvinceAudit Committee for Lusaka ProvinceAudit Committee for Central ProvinceAudit Committee for Eastern ProvinceAudit Committee for Ministry of JusticeAudit Committee for Ministry of Lands, Environmental Protection & Natural ResourcesAudit Committee for Copperbelt ProvinceAudit Committee for the Board of ZAMSEEDMarketing Committee for the Board of ZAMSEEDRisk Mitigation Committee for the Board of ZAMSEEDProcurement Committee for the Board of ZAMSEED

REPRESENTATIVE

REPRESENTATIVE

Geoffrey Sakulanda Andrew Sinyangwe Rebecca Katowa Simomo S. Akapelwa Justin Chisulo Eddie Kapungulya Chabuka J. KaweshaDora Nyambe Lydiah Sibanda Luke Mbewe Abel Mkandawire Hanson Sindowe Emmanuel Gardner Chabuka J. Kawesha Muna Hantuba Chris KampambaBen ZuluChabuka J. Kawesha Eugene ChunguFrancis M. Ndilila Kakoma MasekaHanson SindoweGeoffrey Sakulanda Eddie KapungulyaWamulume KalaboSimon BotaGuy PhiriYuyo Kambikambi Ashok OzaGeoffrey SakulandaExhilda Lumbwe

Ben ZuluFrancis M. NdililaSajeev NairSimomo AkapelwaSimomo AkapelwaValerie SesiaAndrew SinyangweSandra WamulumePrisca M. ChikwashiKelly KalimukwaPontino Tembo & Sajeev NairPontino Tembo & Simomo AkapelwaPontino TemboHanson SindoweDora NyambeChrispin MazubaSuzyo M. Ng’anduPontino TemboAndrew ChilesheAshok OzaLydiah M. SibandaChabuka J. KaweshaGeoffrey SakulandaGeoffrey SakulandaHanson SindoweMichael BentlyPrisca M. ChikwashiLovemore SievuSimomo AkapelwaLydiah M. SibandaSajeev NairPinalo ChifwanakeniBerry MwangoPontino TemboGeoffrey Sakulanda, Dr. Mashamba, Pinalo ChifwanakeniGeoffrey SakulandaPrisca M. ChikwashiPontino TemboSimon SozaExhildah LumbweExhildah LumbweJohn NsakanyaJohn NsakanyaPontino TemboPrince NkhataPrince NkhataBrenda Kunda MalwaJohn ZuluJonathan MukabilaRichard Wino NdiukuAndrew ChilesheAlfred MumbaCanissius BandaIsaac MusoloIssac MusoloAllan NyirendaLuarian HaangalaJulu SimuuleChris KampambaGideon Mwanza

ZACCI Representations on Boards and Committees


ZACCI MEMBERSHIP

CORPORATE MEMBERS

ACADEMIA MEMBERS

CHAMBER MEMBERS

ASSOCIATION MEMBERS

1. ACE - Audit Control & Expertise Global Ltd2. Action Auto Limited3. African Life Financial Services (Z) Ltd4. Agro-Fuel Investments Ltd5. Airtel Zambia6. Barclays Bank Plc7. Bollore Africa Logistics8. British American Tobacco Plc9. CFAO Zambia Limited10. Copperbelt Energy Corporation Plc11. Eco Bank Zambia Limited12. Engen Petroleum Oil (Z) Limited13. Finance Bank Zambia Limited14. Grant Thornton Associates15. Lapco ‘Z’ Ltd/ Safari Air Service ( 1995) Ltd16. Intercontinental Hotel17. Investrust Bank Plc18. Kobil Zambia Limited19. Lafarge Cement Zambia Plc20. Lusaka Stock Exchange Ltd21. Lusaka Water & Sewerage Company Ltd22. MTN Zambia Limited23. Multi Choice Zambia24. National Breweries Plc25. National Pension Scheme Authority (NAPSA)26. National Road Fund Agency27. Nestle Zambia Trading Limited28. Pick n` Pay Limited29. Prima Reinsurance Plc30. Professional Insurance Corp. (Z) Ltd31. Professional Life Assurance Limited32. Puma Energy Zambia Plc33. Realtime Zambia Limited34. Spectra Oil Corporation Limited35. Sun International Zambia36. TAZAMA Pipelines37. Total Zambia Limited38. Unilever South East Africa (Z) Ltd39. Union Gold (Z) Limited40. Vuran Beverages (Z) Limited41. Walvis Bay Corridor Group42. Zambia National Commercial Bank Plc43. Zambia Seed Company Limited44. Zambia Sugar Plc45. Zambian Breweries Plc

1. Cavendish University2. Liutebm University-Zambia3. The Copperbelt University4. University of Lusaka5. Zambia Centre for Accountancy Studies6. Zambia Insurance Business College Trust

1. Chililabombwe Chamber2. Chingola District Chamber3. Eastern Province Chamber4. Isoka Chamber5. Kabwe District Chamber6. Kitwe District Chamber7. Luapula Province Chamber8. Lusaka Chamber9. Mazabuka Chamber10. Mbala Chamber11. Mpika Chamber12. Mpulungu Chamber13. Mufulira Chamber14. Ndola District Chamber15. North Western Province Chamber16. Northern Province Chamber17. Western Chamber

1. ABCEC2. Bankers Association of Zambia3. Book Publishers Association of Zambia4. Booksellers Association of Zambia5. Catholic Relief Services6. Insurance Brokers Association of Zambia7. National Association for Medium & Small Scale Contractors8. National Council for Construction9. Zambia Export Growers Association10. ZCFAA11. ZCSMBA


46. Zambian Tower Limited47. ZCCM Investment Holdings Plc48. Zega Limited


Embassy of Angola

Embassy of Cuba

Embassy of Denmark

Embassy of the Democratic Republic of Congo

European Union

France Embassy

Embassy of Finland

Egyptian Embassy

Chinese Embassy

Canadian High Commission

British High Commission

Embassy of Brazil

Botswana High Commission

Belgium Consulate

Phone: (+260) 211 263 697/ 203 627Fax: (+260) 211 292 595

Phone: (+260) 211 250 833 Fax: (+260) 211 254 176Email: [email protected]


Phone: (+260) 211 291 308 Email: [email protected] [email protected]



Phone: (+260) 211 235 679/ 229 045 Fax: (+260) 211 229 045Email: [email protected]



Phone: (+260) 211 250 711/ 251 140/ 255 585Fax: (+260) 211 250 906/ 252 336Email: [email protected]



Phone: (+260) 211 250 555 / 252 895Fax: (+260) 211 253 895Email: [email protected]

Phone: (+260) 211 258 057 / 8Fax: (+260) 211 258 059Email: [email protected]

COUNTRY CONTACT

Foreign Missions Accredited to Zambia

DIRECTORIES

LOCATION

Mumada Road, 660 Olympia Park, CP 3159, Lusaka

Acacia Park, Arcades Shopping Mall, P.O Box 33711, Lusaka

5201 Pandit Nehru Road, Diplomatic Triangle, P.O Box 31910, Lusaka

4 Manenekela Road, WoodlandsP.O. Box 33737, Lusaka

5210 Independence Avenue,P.O Box 50050, Lusaka

5199 United Nations Avenue,Lusaka

7430, United Nations AvenueP.O Box 31975, Lusaka

5574 Magoye Road, Kalundu P.O. Box 33132, Lusaka

5219 Haile Selassie Avenue,P.O. Box 50299, Lusaka

1124 Parirenyatwa Road, Lusaka

5206 United Nation Avenue, Longacres, Lusaka

Plot 4899 & 4987, Los Angeles Boulevard, Longacres, P.O Box 34871, Lusaka

Hail Selassie Avenue, Opposite Ndeke House, Longacres,P.O Box 50819, Lusaka

74 Independence Avenue,Lusaka

Embassy of the Federal Republicof Germany


United Nations Avenue,5209, Lusaka

High Commissionof India


1, Pandit Nehru Road,P.O. Box 32111, Lusaka


DIRECTORIES

CONTACTLOCATIONCOUNTRY

Embassy of Ireland

Nigeria High Commission

Embassy of Norway

Embassy of the Russian Federation

Swedish Embassy

High Commission of Tanzania

South African High Commission

Saudi Arabian Embassy

Namibian High Commission

High Commission of Mozambique

Malawi High Commission

Kenya High Commission

Embassy of Japan

Embassy of Italy

Phone: (+260) 211 291 298/ 291 234/ 291 124, Fax: (+260) 211 290 482Email: [email protected]

Phone: (+260) 211 228 298Fax: (+260) 211 223 353

Phone: (+260) 211 260 407/8 Fax: (+260) 211 263 858Email: [email protected]

Phone: (+260) 211 253 177/253 265 Fax: (+260) 211 253 560/ 252 535Email: [email protected]


Phone: (+260) 211 266 861/2 Fax: (+260) 211 266 863Email: [email protected]


Phone: (+260) 211 253 222/ 253 323/4 Fax: (+260) 211 254 861Email: [email protected]


Phone: (+260) 211 357 000 Fax: (+260) 211 357 224Email: ambassaden.lusaka@foreign.


Phone: (+260) 211 250 722/ 250 742/ 250 751 Fax: (+260) 211 253 829Email: [email protected].


Phone: (+260) 211 250 755Fax: (+260) 211 254 929Email: [email protected]

6663 Katima Mulilo Road, Olympia Extension, P.O. Box 34923, Lusaka

Diplomatic Triangle, Embassy Park,Plot 5211, Lusaka

5218 Haile Salassie Avenue,P.O. Box 34190, Lusaka

5207 United Nations Avenue,P.O. Box 50298, Lusaka

Bishop Road, Kabulonga,P.O. Box 50425, Lusaka

9592 Kacha Road, Northmead,P.O. Box 34877, Lusaka

30B Mutende Road, Woodlands,P.O Box 30577, Lusaka

2503 Haile Selassie Avenue, Longacres, Lusaka

Corner of Birdcage Walk/Haile Selassie Avenue, Plot 245/61, P.O. Box 34570, Lusaka

Diplomatic Triangle, Plot no. 6407,P.O. Box 32355, Lusaka

Leopards Hill Road,P.O. Box 34411, Lusaka

Haile Selassie Avenue, Opposite Ndeke House, Lusaka

D26 Chita Road, Kabulonga,Private bag W369, Lusaka

Ujima House, No, 5200, United Nations Avenue, P.O. Box 31219, 10101, Lusaka

Embassy of the United States of America


Eastern end of Kabulonga Road,Ibex Hill, P.O. Box 31617,Lusaka

Embassy of Zimbabwe Phone: (+260) 211 254 006/ 254 012/ 254 018 Fax: (+260) 211 25446 Email: [email protected]

11058 Haile Selassie Avenue, Longacres, P.O Box 33491, Lusaka

Embassy of Serbia Phone: (+260) 211 250 235 Fax: (+260) 211 253 889Email: [email protected]

5216, Independence Avenue,Diplomatic TriangleP.O Box 333789, Lusaka

DIRECTORIES


Angola 106/108 Rua Rei Katyavala, Maculusso, P.O.Box 1496, Luanda

469 Avenue Moliere, 1950 Brussels

Zambia House 1118 Queens Road, P.O.Box 362, Gaborone

151 Slater Street, Suite 205, Ottawa, Ontario, KIB 5H3

The Embassy of the Republic of Zam-bia % Dongsijie, San Li Tun Beijing

54-58 Avenue De l’ecole, Gombe B.P. 1144, Kinshasa

21 Sheikh Mohamed Ghazali Street of Mosadak Street, P.O.Box 253, Dokki, Cairo 12311

Old airport Area, High 23, Kebele 12, P.O.Box 1909, Addis Ababa

63 Rue Pirre Charron, 5th floor 750003, Paris

Axel-Spring-Str. 54A1, 0117, Berlin

C-79, Anand Niketan, New Delhi

Via Ennio Quirino Visconti, 800193, Rome

10-2, Ebara 1 Chone, Shinagawaku, C.P.O.Box 1738, Tokyo 142-0063

SHIS QL Conjunto 6 Casa 10-Lago Sul, Brasilia, DF-BRAZIL

Egypt

Ethiopia

France

India

Japan

Italy

Germany

China

Democratic Republic of Congo

Canada

Brazil

Botswana

Belgium

Phone: +244-2-44749 / 441763Ambassador: +244-2-323993Email: [email protected]

Phone: +861 065 321 554Fax: +861 065 321 891Email: [email protected]

Phone: +243-9999437 / 8845106Email: [email protected]

Phone: +202- 7610281 / 2 / 3Charge d’affaires: +202-3876784Email: [email protected]

Phone: +251-11-3711302Ambassador: +251-1-3710889Email: [email protected]

Phone: +49-30-2062947Ambassador : +3049916660Email: [email protected]

Phone: +1- 56- 881272Ambassador : +1- 47-207192

Phone: +81-33491012 / 334910123Ambassador : +81-33943-7447

Phone: +91-112-4101289 / 4101520High Commissioner: +9111-26111400Email: [email protected]

Phone: +1-613-232440 / 23244101st Secretary: +1-613-2499405

Phone: (5561) 3248-3494Email: [email protected]

Phone: +267-3851951 / 3953952High Commissioner: +267-3953166Email: [email protected]

Phone: +32-2-3435649 / 3474333Ambassador: +32-2-3541910 Email: [email protected]

COUNTRY LOCATION CONTACT

Zambia Diplomatic Missions: Contacts

Phone: +39 06 36002590 / 36006903Fax: +39 06 97613035Email: [email protected]

COUNTRY LOCATION CONTACT

Russia

South Africa

Sweden

Tanzania

United Nations, Permanent Mission

United States of America

Zimbabwe

United Kingdom

Switzerland

Nigeria

Namibia

Mozambique

Malawi

Libya

Kenya

Phone: +264-61-237610 / 228162High Commissioner: +264-61-252998

Phone: +234-9-2347060 / 2348855High Commissioner: +234-9-23488Email: [email protected]



Phone: +41-22-7885330 / 7885340Ambassador : +41-22-7820953Email: [email protected]

Phone: +46-8-6799040 / 679650Ambassador : +4667551103Email: [email protected]

Phone: +1-212-8885770 / 8885213Email: [email protected]




Phone: +255-22-2125529High Commissioner: +255-22-2666837Email: [email protected]

Phone: +258-2-1-492452 / 493292High Commissioner: +258-2-1-491332Email: [email protected]


Phone: +218-21-4834709Email: 1st Secretary: +218-214771362

Phone: +254-20724796 / 202710664High Commissioner: +254-204447846Email: [email protected]

Nyerere Road, P.O.Box 48741, Nairobi

10 Maldina El Syahiya Gyrgaeeh, P.O.Box 01860, Dhat el emad, Tripoli

Area 40/2 P.O.Box30138, Lilongwe 3

Avenida Kenneth Kaunda 1286, P.O.Box 4655, Maputo

22 Sam Nujoma Drive, cnr. Mandune ndemufayo rd, P.O.Box 22882, Windhoek

Plot 351 Mission Road, Central Area District, P.M.B 5055, Wuse, Abuja

5700 Ziervogel Street off Hamilton Street, Arcadia P.O.Box 12234, Pretoria

Engelbrektsgatan 7, P.O.Box 26013, Stockholm

17-19, Chemin du Champ d’anier, 1209, Geneva

P.O.Box 2525, Dar es Salaam

Zambia House, 2, Place gate, London W85NG

237 East 2nd Street, New York, NY 10022

2419 Massachusetts Avenue, N.W, Washington D.C 20008

Zambian House, 48 Kwame Nkruma Ave, P.O.Box 4689, Harare

Prospect Mira 52 A, Moscow


DIRECTORIES

Documents

ZAMBIA CHAMBER OF COMMERCE AND INDUSTRY • The ZACCI …