RESOLUTIONS 2018 38th Annual Conference - Maun, Botswana - Southern Africa Telecommunications Association
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RESOLUTIONS 2018
In accordance with Article 21 of the CONSTITUTION
38th Annual Conference
Maun, Botswana
27 April 2018
1 | Draft Recommendations 2018
SATA 2018
All rights reserved. No part of this publication may be reproduced, by any means
whatsoever, without the prior written permission of SATA.
2 | Draft Recommendations 2018
PREAMBLE
While the sovereign right of each Member to manage its telecommunications and
Information, Communication and Technology (ICT) business is fully recognized, the provisions
of the Southern Africa Telecommunications Association Recommendations, (hereafter
referred to as “RECOMMENDATIONS ”) compliment the Constitution of the Southern Africa
Telecommunications Association, with a view to attaining the purpose of the Southern Africa
Telecommunications Association in promoting the development of telecommunications and
ICT services and their most efficient operation.
Members affirm their commitment to implement these RECOMMENDATIONS in a manner that
respects and upholds the Constitution.
3 | Draft Recommendations 2018
Implementation of the RECOMMENDATIONS
The Maun RESOLUTIONS 2018 reaffirm the industry commitment to the delivery of
broadband for all and affordable access to telecommunications and information and
communication technologies (ICT) in-line with the adopted theme "ICT Connectivity and
Service Delivery for the Benefit of All: Transforming our Society through Broadband and
ICT Developments" The theme compliments the important role being played by all
countries on the road to providing services within reach of all through broadband.
In adopting this blueprint for telecommunications/ICT development over the year, the
industry commits to working together and not in pockets of excellence.
The RESOLUTIONS are the culmination of the preparatory meetings of the policy & strategy
and infrastructure and technology committees. These comprise a comprehensive package
of activities in the area of telecommunications and information and communication
technologies, including infrastructure and networks, applications and services. In line with
the new strategy, they are built around five core objectives that aim to:
1. foster regional and international cooperation on telecommunications and ICT
issues
2. foster an enabling operator driven digital policy and regulatory environment
conducive to ICT development and the development of ICT networks as well as
relevant applications and services
3. enhance confidence and security in the use of ICTs and the roll out of relevant
applications and services;
4. build human and institutional capacity
5. strengthen regional procurement capacity to benefit on economies of scale
6. contribute to telecommunications and ICT industrialization and standardization
The association calls for the industry commitment to support the implementation of the
RESOLUTIONS by providing all the necessary human and financial resources.
4 | Draft Recommendations 20181. Governance
NOTED 1:
i. According to the provisions of the Constitution, the authorised and accepted
signatory for membership is the Chief Executive Officer/Managing
Director/Director or a nominated representative
ii. Only full members doing business in Southern Africa Development Community
Member States namely:
Angola, Botswana, Union of Comoros, Democratic Republic of Congo, Lesotho,
Madagascar, Malawi, Mauritius, Mozambique, Namibia, Seychelles, South Africa,
eSwatini, Tanzania, Zambia and Zimbabwe.
are eligible to be elected into the Executive Board according to the following
provisions of the CONSTITUTION
1 Chairman Host of the Conference
2 Board Member Host of the Previous Conference
3 Board Member Host of the Next Conference
4 Permanent Board Member Host of the Secretariat
5 Board member Elected for three (3) years
6 Board Member Executive Secretary
For the financial year 2017/2018, the following were the Board Members according to
the provisions of the CONSTITUTION
2 5 3 4 1 6
The proposed host of the Annual Conference in 2019 is Mauritius Telecom and will
replace Botswana Telecommunications Corporation (BTC) while Malawi
Telecommunications Limited (MTL) will be replaced by the new Board Member to be
elected as they have saved their three (3) years. Any full member is eligible for election
into the Board. If more than one member is proposed, then the Annual Conference will
go through a vote to elect the Board Member.
5 | Draft Recommendations 2018NOTED 2:
In support of the new draft strategy, the new members of the Executive Board being
heads of the member organisations or representatives in the Board are called upon to
sign their commitment to be a member of the board during the annual conference
The new draft strategy calls upon commitment by the members in supporting the work
of the association to deliver the desired results. CEOs being heads of the member
organisations or nominated representatives are called upon to sign their commitment
affirming to support the work by the association and the RESOLUTIONS.
RESOLUTION 1
1. Angola Telecom was elected to the Board
2. The Annual Conference directs the Board to consider the new draft strategy as a guide and
come up with the final strategy
3. The new Board Members are requested to sign the affirmation and commitments statements
for being a member of the Executive Board
4. All Members are requested to sign the affirmation and membership commitments
5. For participation during the association programmes, as approved, non-members pay a
registration fee of USD $1500.00 per person or take up sponsorship
NOTED 3:
The new draft strategy calls for a rethink on the governance and activities of the Executive
Board. The current management committees namely:
1. Policy and Strategy Committee
2. Technology and Infrastructure Committee
are technical and experts committees whose main objectives are:
a. To implement the decisions of the Executive Board and the Annual Conference
b. To advise the Executive Board and the Chief Executive Officers' Meeting on strategically
important technical and commercial trends in the ICT sector
c. To recommend changes in the general operations and strategic positioning of SATA to
the Executive Board and the Annual Conference
6 | Draft Recommendations 2018According to international best practices the following new committees at the board level
are recommended to be established to work on specific issues and in support of the new
strategy. The existing technical committees and working groups will still remain doing
their work.
Governance and Stakeholder Engagement Committee
The terms of reference of the governance and stakeholder engagement committee is:
1. To review and recommend, on a regular basis, the composition of the full board,
and where it appears that the board is lacking in skills or experience in a certain
area
2. Review the CONSTITUTION and recommend to the annual conference
3. Deepen stakeholder relationships by meeting all the stakeholders annually
King III and King IV suggests that the committee should only comprise members of the board.
The ideal situation is for the chairperson of the board to also chair the nomination and
governance committee. The committee is empowered to consider the size and balance of the full
board, and to make recommendations where, in the opinion of its members, improvements could
be made. It remains the responsibility of the full board of directors to consider the
recommendations made and to vote on any nominated appointments or, as the case may be,
suggested removals.
The committee to monitor the association’s activities with regard to matters relating to:
a) Social and economic development, including the association’s standing in terms of the
goals and purposes of: - the 10 principles set out in the United Nations Global Company
Principles;
b) Good corporate citizenship, including the company’s: - promotion of equality, prevention
of unfair discrimination, and measures to address corruption; - contribution to
development of the communities in which its activities are predominantly conducted or
within which its products or services are predominantly marketed; and - record of
sponsorship, donations and charitable giving;
c) The environment, health and public safety, including the impact of the association’s
activities and of its products or services;
The additional functions may include:
1. Reviewing the adequacy and effectiveness of the association’s engagement and
interaction with its stakeholders,
2. Considering substantive national and international regulatory developments, overseeing
their operationalization as well as practice in the fields of social and ethics management,
7 | Draft Recommendations 20183. Reviewing and recommend policies and strategies pertaining to the association’s
programme of corporate social investment for approval by the Board
4. Considering the SADC protocol on inequality to enhance this committee’s work
5. Determining clearly articulated ethical standards (code of ethics), and ensuring that the
association takes measures to achieve adherence to these in all aspects of the business,
thus facilitating a sustainable ethical corporate culture within the association,
6. Monitoring that management develop and implement programmes, guidelines and
practices congruent with the association’s social and ethics policies,
7. Reviewing the material risks and liabilities relating to the provisions of the code of ethics,
and ensuring that such risks are managed as part of the association’s risk management
programme,
8. Reviewing the company’s performance in implementing the provisions of the code of
ethics and the assertions made in this regard,
9. Ensuring that management has allocated adequate resources to comply with social and
ethics policies, codes of best practice and regulatory requirements.
Audit and Finance Committee
i. King III and King IV emphasizes the vital role of an audit committee in ensuring the
integrity of financial controls and integrated reporting (both financial and sustainability
reporting), and identifying and managing financial risk and the proposal is for the Board
Member from the host country of the Secretariat to chair the committee.
ii. The terms of reference will include:
1. Making submissions to the board regarding the company’s accounting policies,
2. Financial controls, records and reporting
3. Nominating an auditor that the audit committee regards as independent
4. Determining the audit fee
5. Ensuring that the appointment of the auditor complies with the international best
practices including the review of rotation of auditors
6. Determining the nature and extent of non-audit services
7. Pre-approving any proposed agreement with the auditor for the provision of non-
audit services
8. Preparing a report to be included in the annual financial statements describing
how the committee carried out its functions, stating whether the auditor was
independent, and commenting on the financial statements, accounting practices
and internal financial control measures of the company
9. Reviewing the cost structure of the association and making a recommendation to
the next annual conference for consideration
10. Any other function designated by the board.
Strategy and Industry Programmes Committee
8 | Draft Recommendations 2018The terms of reference for the committee of the strategy and Industry Programmes
Committee are:
1. Recommending to the Board, for approval, major strategic and policy initiatives that will
impact the direction and the activities of the association. once an initiative is approved
in principle by the board, the committee has overall responsibility for implementation of
the initiative.
2. Recommending industry programmes for approval by the board and implementation
The strategy and industry programmes committee is composed of members selected from
within the Board or outside the Board, as appropriate, to enable the Committee to best
accomplish its remit. The committee will be chaired by a Board Member because board
members are already strategy oriented.
Technology Committee
The purpose of the Technology Committee is to assist the Board in fulfilling its oversight
responsibilities with respect to the overall technology roadmaps advising members, but not
limited to, major technology investments, technology strategies, operational performance and
technology trends that may affect members.
The terms of reference for the committee shall include:
• Reviewing and recommending technology planning and strategies.
• Reviewing significant technology investments and expenditures.
• Monitoring and evaluating existing and future trends in technology that may affect
the members’ strategic plans, including monitoring of overall industry trends.
• Receiving reports from members concerning the technology operations including,
among other things, software performance like billing, technical operations
performance, technology architecture and significant technology investments and
recommending related policies or recommend such policies to the Board for
approval, as appropriate.
• Performing any other activities consistent with this committee, as the Board shall
specifically delegate to the Committee.
9 | Draft Recommendations 2018Notwithstanding anything in this committee, responsibility for the oversight of risks associated
with technology, including risk assessment and risk management, shall remain with the Risk
Portfolios each member organization.
RESOLUTION 2
a) The annual conference approved the establishment of the following Board Committees
1. Technology Committee to be chaired by Broadband Infraco
2. Strategy and Industry Programmes Committee to be chaired by Botswana
Telecommunications Corporation
3. Audit and Finance Committee to be chaired by TDM and MCel Group Mozambique
4. Governance and Stakeholder Engagement Committee to be chaired by Swaziland
Posts and Telecommunications Corporation
b) The new Board Committee Chairpersons should sign their affirmation and commitments.
2. Strategies on reducing the costs of broadband
deployments by Members
NOTED 4
1. Fiber and wireless (4G/5G and satellite) technologies with higher bandwidth speeds can
potentially offer broadband services with far greater economic, consumer, and social
benefits. Governments want fiber and wireless networks with national coverage so that
all their citizens can enjoy high-speed broadband services.
2. Globally, the race for fiber infrastructure has been accelerating in the recent past. The
number of countries that achieved 95 percent fiber-to-the-home (FTTH) coverage
increased from 1 in 2012 to 6 in 2016. Similarly, the number of countries that achieved
higher than 50 percent coverage has increased from 10 in 2012 to 14 in 2016.
3. Operators are building fiber and 4G networks, because revenues and profits from their
existing networks are declining and fiber and 4G/5G networks could potentially be a
source of new income streams and lower costs. Yet fiber and wireless networks are
hugely expensive to build and will be difficult to afford on a nationwide scale without
some kind of new investment models, regulatory concessions or subsidies. In order to
maximize consumer and social benefits from high speed broadband services,
telecommunications policymakers may need, temporarily, to shift their focus from
stimulating competition to facilitating the massive investment required to roll out fiber
and wireless networks with national coverage.
10 | Draft Recommendations 20184. The roll-out of high-speed broadband networks requires substantial investments. Civil
engineering works, such as the digging-up of roads to lay down high-speed broadband,
account for up to 80% of the cost of deploying high-speed networks. Limiting costs on
these works would make broadband roll-out more cost-effective.
5. The broad strategy on broadband deployment aims to facilitate and incentivize the
deployment of high-speed electronic communications networks by reducing its cost. It
includes measures, such as:
a) Sharing infrastructure (active and passive) on commercial terms
b) Re-use of existing physical infrastructure
c) Co-investments and ownership
d) Alternative deployment technologies e.g. direct buried fiber versus ducted fiber
e) Industry collaboration on fiber deployment
These opportunities are expected to create conditions for a more cost-efficient network
deployment. It will help create a digital economy that delivers sustainable economic and
social benefits based on modern online services and fast internet connections.
The measures of the broad strategy are based on four main areas:
• Access to existing physical infrastructure (e.g. ducts, poles, masts or towers) including
those belonging to energy and other utilities, for operators willing to deploy high speed
broadband networks.
• Efficient coordination of civil works.
• Faster, simpler and more transparent permit-granting procedures.
• Equipment of new buildings and major renovations with high-speed physical
infrastructures (e.g. mini-ducts, access point) and access to in-building infrastructure.
The broad strategy supports SADC's broadband targets set out in the Digital SADC 2027
adopted from the ITU Connect 2020.
(i) 1 Mbps minimum entry level broadband access for all citizens.
(ii) 80% of the population to be covered by broadband services by 2020
(iii) Broadband access and usage to all primary and tertiary schools to allow e-learning by
2020
(iv) Broadband access and usage to 70% of the health facilities to allow e-health by 2020;
(v) Broadband access and usage to all public sector agencies to allow for e-governance by
2020
11 | Draft Recommendations 2018(vi) Broadband access to 50% of Households by 2020
(vii) Broadband services should not cost more than 5% of National average disposable
monthly income by 2020.
RESOLUTION 3
a) Operators are encouraged to consider cost efficient network deployment strategies
which can save capital and operational expenditures.
b) The association is directed to carry out an investigation of best practices to inform the
industry by the second quarter of the financial year.
3. Audited Financial Report 2017/2018
NOTED 5
The internal financial statements and the audited financial report for the year ended
31st March 2018 are separate documents. The audit report has a qualification
because some Members did not write to the auditors confirming their membership
dues. Once they confirm, the qualification will be removed and the report signed by
the auditors. The association collected 40.6% of the revenue.
In the financial statements, the net income is $-871 914.19 due to bad debt amounting to $1
120 000.00 which was written off as approved during the 37th Annual Conference (RESOLUTION
36). Although written off, the association should engage those members with bad debt to
recover the debt where possible. The financial statements were adopted by the Board Meeting
on 11 April 2018.
RESOLUTION 4
a) The Members who did not write directly and confirm to the auditors are urgently requested to
sign a template letter to be send by the association confirming their membership dues so that
the qualification on the audit report is removed.
b) The annual conference ratified the financial statements which were adopted by the Board.
c) Waiving of membership dues is not an option as it will create a challenge for the association.
d) The association is directed to send a letter signed by the Chairman to Broadband Infraco
responding to the request for waiving the two years membership dues.
12 | Draft Recommendations 20184. Financial budget for the year 2018/2019
NOTED 6
The proposed budget for the financial year 2018/2019 is a separate document and was
considered by the Board and adopted according to the Constitution, Rules and Procedures.
The provisions for the financial budget for the year 2018/2019 as compared to 2017/2018 are
as follows:
Budget Element 2017/2018 2018/2019 % Variance
(Audited (Proposed)
Actual)
Revenue 560 000.00 560 000.00 0.00%
Operating Costs 312 955.84 453 649.68 +44.96 due to filling of the two (2)
vacant posts (RESOLUTION 40)
Capital Expenditure 5 904.12 500.00 Limited purchase of IT equipment
and software
Bad Debt (Write off) 1 120 000.00 0.00 Do not expect any bad debt write
off
Foreign Exchange 1 041.45 - Depends on the economic factors
Gains/Losses
Net Income -871 914.39 106 350.32 Expectation is a positive net
income
The Strategic programmes budget provision included in the administration costs is as follow:
Budget Element 2017/2018 2018/2019 Notes
Strategic Programmes 31 777.00 30 830.00 -2.98 due to costs transformations
and optimisation
The funding for strategic programmes is for delivering approved programmes for deepening
member relationships and includes travelling and subsistence. For other costs under this new
strategy, the association will solicit for sponsorships and donations by members and the
industry at large to implement and execute programmes derived from the specific member
needs.
13 | Draft Recommendations 2018RESOLUTION 5
a) The annual conference ratified the approved budget for the year 2018/2019
b) The contributions from Members should be received by 30th of June 2018 as approved.
5. Filling of vacant posts and contract renewals
NOTED 7
1. With reference to MATSAPHA RESOLUTION 40, the filling of the vacant posts was
implemented as directed by the Board.
2. The Finance and Administration Officer, Custodio Cossa from Mozambique started work
in January 2018 and is managing the finance and admin portfolio very well.
3. The first candidate on the ranked list for the Programmes Manager Technology and
Policy post, from Malawi, Stella Senti had signed the contract to start work on 1 March
2018 but just a week before coming to Mozambique, she send an email cancelling her
acceptance. We requested for the Chairman’s approval to approach the second
candidate from Swaziland, Nhlanhla Dlamini which was approved. The association
emailed him the offer and he signed the job contract and he is starting work on 1 May
2018.
4. All employees in the Secretariat are employed on a renewable contract basis. For
Regional Posts the contracts are renewable after every four years while for Local Posts
only for Mozambican Citizens, the contracts are renewable after every three years. The
Chairman in consultation with the Board is responsible for considering and
recommending to the Annual Conference the contract renewal for the Executive
Secretary while for the rest of the posts, it is the responsibility of the Executive
Secretary.
5. The contract for Executive Secretary, Jacob Munodawafa is expiring in June 2018 and
applied to the Chairman for contract renewal in accordance with the SATA Constitution,
Rules and Procedures. The Chairman requested for a copy of the current contract and it
14 | Draft Recommendations 2018was submitted by email including the highlights of the association work achievements
and proposed future work and for the survival of the association.
6. The board meeting held on 11 April 2018 deliberated on the contract renewal for the
Executive Secretary and decided that the Chairman will make the recommendation
during the annual conference and the CEOs will make a decision.
RESOLUTION 6
a) The annual conference approved the Executive Secretary’s contract renewal for
another term of office (4 years) following his commitment and excellent job he has
been doing for the association. Now he has a team of experts (finance and technology)
supporting him and he is expected to focus more on strategic issues and programmes.
6. Strategic regional programmes
NOTED 8
The programmes have been segmented into regional and local (specific to countries at operator
level). Operators have different needs and the focus is to address them as per request.
The proposed regional programmes with the respective hosts as approved in Angola are as
follows:
15 | Draft Recommendations 2018Capacity Service and
Broadband and Traffic Network Telecoms
Annual
Host/Service Provider Southern Southern Operations Community
Conference(AN)
Africa (BSA) Africa Southern Africa Forum (TCF)
(CTSA) (SNOSA)
Southern African Development Community (SADC) 2018 -2022 2018-2022
Angola Telecom
Botswana Telecommunications Corporation Limited 2019
Malawi Telecommunications Limited 2020
Mauritius Telecom 2019
Telecomunicacoes de Mozambique 2021
Telecom Namibia 2021 2019
Telkom South Africa
Swaziland Posts and Telecommunications Corporation 2017 2022
Tanzania Telecommunications Company Limited 2020 2022
Zambia Telecommunications Limited 2021
TelOne 2022 2018
Societe Congolaise des Postes et des
2020
Telecommunications
Telecom Italia Sparkle
Broadband Infraco 2018
Botswana Fibre Networks 2018 2017
Angola Cables
16 | Draft Recommendations 2018The following is a brief of each programme:
Annual Conference(AN) It is the annual general meeting of the association.
It is hosted by members on a rotational basis
Broadband Southern Africa (BSA) The forum and gatherings will drive the
implementation of broadband SADC under the
Digital SADC 2027 and held on the sidelines of the
SADC ICT Meetings
Capacity and Traffic Southern Africa (CTSA) It is the gathering of the wholesale community
similar to international traffic and capacity series
and focusing on the local regional market. It is
hosted by members on a rotational basis
Service and Network Operations Southern
Africa (SNOSA)
Telecoms Community Forum (TCF) The forum and gatherings will drive and shape the
future of SADC Telecoms and ICT and held on the
sidelines of the SADC ICT Meetings
The durations of each programme usually three to five days will be decided by the organizers in
consultation with the host.
RESOLUTION 7
According to the hosting roster and schedule of SADC Meetings:
a) Broadband Southern Africa (BSA) and Telecoms Community Forum (TCF) are slotted to
be held on the sidelines of the SADC ICT Meetings
b) Botswana Telecommunications Company Limited will host the Capacity and Traffic
Southern Africa (CTSA) from 20 to 22 February 2019
c) Mauritius Telecom is going to host the Annual Conference from 24 to 26 April 2019
d) Broadband Infraco is going to host the Service and Network Operations Southern Africa
(SNOSA) in July 2018 and BoFiNet will take over the SNOSA Chairmanship
2018 2019
Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr
17 | Draft Recommendations 20187. Strategic local programmes
NOTED 9
The broad strategy for this initiative is aimed at delivering effective programmes at member
levels
a) Capacity
b) Technology
c) Infrastructure
d) Services
The request for needs from members is structured as follows:
Country
Organisation
Chief Executive Officer’s
Name
For each of the programmes, members complete the details for each programme. Under this
new initiative the “Needs” from Members refer to the gap or discrepancy between a present
state (what is) and a desired state (what should be). The programmes will bridge the gap.
Programmes (Maximum three (3) in order of priority) Delivery Month
(expected)
1
2
3
As a Member of SATA, I confirm that this submission truly represents the needs from
organisation.
Contact Person______________________ Email:_________________Tel:__________________
Signature:_____________________
18 | Draft Recommendations 2018Programme 1
Current Results Desired Results Need
(What is) (What should be)
Estimated budget to support the execution and implementation of the
programme (in your currency)
Programme 2
Current Results Desired Results Need
(What is) (What should be)
Estimated budget to support the execution and implementation of the
programme ( in your currency)
Programme 3
Current Results Desired Results Need
(What is) (What should be)
Estimated budget to support the execution and implementation of the
programme (in your currency)
19 | Draft Recommendations 2018RESOLUTION 8
a) Members should submit their needs to the association during the financial year for
consideration by the Board Committee dealing with Strategy and Industry Programmes.
b) Once needs are considered by this committee and approved by the Board, the association will
proceed to implement programmes to fill the member needs during the financial year.
2018 2019
Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr
8. Purchase of a vehicle
NOTED 10
1. The Executive Secretary is entitled to an association vehicle as part of package. He has
been without a vehicle since 2015 when the old vehicle was disposed off.
2. During the financial year 2017/2018, the budget for two vehicles, for the Executive
Secretary and Pool, amounting to $80 000.00 was approved. The purchase was not
implemented because the Secretariat prioritised core operations of the association due
to cash flows.
3. As a cost cutting measure, the Secretariat decided to reduce the cars to one with a
maximum purchase value of $50 000.00 and the accumulated sponsorship revenue will
be used to buy the vehicle.
4. During working hours, the same car allocated to the Executive Secretary will be used for
office duties.
5. As advised by the auditors, there was no need to accrue the funding for purchase of the
vehicle and repatriation provision in the financial statements. The association will use
the cash reserves as approved.
RESOLUTION 9
The Secretariat is directed consider leasing or purchasing the vehicle following the association
rules and procedures
20 | Draft Recommendations 20189. Launch of a regional corporate responsibility charter
NOTED 11
Child Protection - Minor protection online
1. Network and service providers are strongly committed to protecting the younger
generations. The child protection task team of the association corporate responsibility
working group to be established will steer members' activities in this field. The aim
is to create a knowledge base and to raise awareness so that members may
identify and understand existing and potential risks, adopt new measures and improve
existing ones and thus continue to proactively tackle the threats.
2. The overall aim is to make cyberspace and ICT services safer for the younger generations
and create trust in the new technologies. As part of this
commitment, the association will launch a website, work with all stakeholders
on the protection of younger generations and publish campaign material giving an
overview of in-built security features in broadband, mobile and IP-TV services, examples
of services conceived especially for children and awareness and education campaigns.
3. For this initiative, the members are the providers of the ICT Services and have a key
role to play in policy implementation in our networks e.g our internet
routers and contributing to shaping the future for safer internet not for the younger
generation but for everyone.
4. At the national level, all Members will work with their Governments, NGOs and industry
partners in implementing the activities. The association will need to accept an active self-
nominated and interested Chair for this task team to work with the Association. The budget
for this activity will be catered for under the current programmes, activities and projects.
RESOLUTION 10
a) The annual conference adopted this initiative
b) Telecom Namibia volunteered to chair this task group with SPTC – eSwatini and
BoFiNet - Botswana as members of the group.
21 | Draft Recommendations 201810. Launch of a digital benchmarking engine
NOTED 12
1. Technology is changing every day and thus business and, benchmarking is a well suited
tool in order to:
a) Identify members performance gaps (answering to questions “where” and “how much”)
b) Analyze the root causes, and
c) Exchange on operational performance’s main pillars, e.g. organisations, processes, tools,
knowledge (answers to question “how to”).
2. As enshrined in the membership benefits, members have being doing benchmarking
and doing working visits e.g. on wholesale business, technology and business processes
on a bilateral basis and also the association facilitating.
3. Currently there is no formal structured benchmarking where the results of the
benchmarking should be an independent report, white paper or study to assist
members.
4. For more value to members, there is a need to establish a working group
to champion benchmarking, develop a benchmarking engine and identify a third party
for blindfolded studies considering that members’ data and information is sensitive.
5. The ultimate goal is the adoption and adaptation of best practices coming from other
members. The methods and tools developed will provide a potentially substantial
impact on the economic performance, competitive position of the members and
offering positive opportunities for our countries.
6. The working group to be established will be promoting and facilitating benchmarking
activities between members by:
a) Providing a mechanism to help recruit participants for specific studies introduced by
individual members
b) Actively encouraging both quantitative and qualitative benchmarking studies ;
22 | Draft Recommendations 2018c) Providing rules and methods in order to manage the benchmarking studies in an
efficient way while protecting confidential information
d) Exploiting the use of benchmarking expertise within the constituent member operators.
e) Providing a centre-of-excellence forum for staying abreast of best practices in respect
to benchmarking skills and techniques.
7. This initiative is aimed at contributing to the improvement of the regional
telecommunications operations in general and operators making informed decisions
and benefiting in particular. Operators will save millions of dollars on current
consultancy work and outsourcing.
8. The working group will establish links with other operators in other regions of the world,
industries and administrative bodies to widen data capture and also enable members to
pursue their own benchmarking studies more effectively.
9. Our committees, working groups and task forces are the engine of the Association. The
bottom-up approach when formulating recommendations, resolutions, and position
papers ensures that all member interests are captured. A motivated and interested
Chair for this working group needs to be nominated and the Chair will sign up the group
members and start the work. There is no direct funding required to kick start this work.
RESOLUTION 11
a) The annual conference adopted the initiative
b) Telkom accepted to chair this task group.
11. Digital training, up-skilling, studies and
consultancy services
NOTED 13
1. This initiative is anchored on the use of regional experts and partners to provide
training, up-skilling and consultancy services.
23 | Draft Recommendations 20182. The experts and partners from the region will be hired when opportunities arise. The
partners can be individuals or companies.
3. The association will solicits, identifies and bids for consultancy projects jointly with the
partners and the actual delivery of the work will be done by the partners and experts.
RESOLUTION 12
a) Members should submit their digital training, studies and up-skilling needs to the association
for consideration by the Board Committee dealing with Strategy and Industry Programmes.
b) Members are requested to share on commercial terms their training /centers of excellence
programmes and curriculum.
c) Members are requested to participate in the establishment of a common center of excellence
and skills expertise database.
12. Active designated member focal points
NOTED 14:
Pursuant to ARTICLE 18 of the Constitution, under 'OBLIGATIONS OF ALL SATA MEMBERS',
Members are required to appoint a Designated Focal Point /Permanent Contact Point within
the Member's organization, who, shall mediate on all SATA matters and shall inform the
Secretariat promptly about any changes interim, or permanent. Members are required to send
the official communication to the Secretariat by fax to +258 21 431 288 or e-mail (sata@sata-
sec.net). It is important to note that self-nominations will not be considered.
• To coordinate and support Member participation in the activities and projects by the
association
• Coordinate the processing of Membership contributions
• Coordinate the hosting of meetings
• Update information concerning Member company and persons
• Participate in meetings of designated focal points
Members are investing in the association and expect benefits from these membership
investments. An internal function which is the Designated Focal Point plays a key role in
monitoring the benefits and report to Management.
24 | Draft Recommendations 2018In the past, the association faced communication challenges with Members as most of the
designated focal points where not active or had left the organisations. The Secretariat ended
up broadcasting communication to whoever was on the mailing lists.
RESOLUTION 13
a) All Members should update the association quarterly by providing the contact details
of the designated focal points (DFPs)
b) All designated focal points must sign an affirmation to commitment form
13. Traffic and Signalling Hub
NOTED 15:
1. The Capacity and Traffic Southern Africa forum formerly SADC
Telecommunications Operators Bilateral Meeting (STOBM) held in 2015 from 24 to
27 February 2015 at Le Meridien Ile Maurice, Port Louis, Mauritius hosted by
Mauritius Telecom identified the challenges of traffic routing within SADC
transiting through other parts of the world yet SADC is fully surrounded by
submarine optic fibre cables and fully interconnected with terrestrial optic fibre
cables implemented through the SADC Region Information Infrastructure (SRII) and
Back Haul Links initiatives.
2. The forum recommended the establishment of the SADC Traffic Hub for
Interconnection and Traffic Exchange especially voice. A few operators were
selected to work on the proposal. The Terms of Reference for the task team were to
consider:
25 | Draft Recommendations 2018a) The technology and solutions for establishing the traffic hub and consider similar
initiatives being done in the region under the regional internet exchange points
programme funded by the African Union Commission.
b) Possible location of the SADC Traffic Hub considering existing Data Centers
c) The equipment and connectivity required for e.g IPX and funding for the
procurement of the equipment
d) Management Team of the SADC Traffic Hub including its funding
e) Procurement and Installation of the traffic hub
f) Maintenance of the Traffic Hub
Following the study on signalling which was done by the association for SADC, it was
decided that the voice and signalling hub be implemented as part of the regional exchange
points project which is being funded by the African Union. The project is now being
handled at SADC level.
RESOLUTION 14
The association will carry out an investigation into the utilisation and benefits of
IXPs and RXPs and recommend best practices to the industry.
14. Partnerships and Collaboration
NOTED 16
1. The regional and international cooperation includes Lobbying Governments, Regulatory
Authorities and stakeholders of interest in the promotion of ICTs for development
supporting the ICT industry
2. While technology continues to evolve over time – from the telegraph to telephone,
radio, television, satellites, the internet, internet of things (IoT) and beyond – one thing
has remained constant: operators, regulators, governments and industry collaborate
together to nurture new technologies and spread them around the world
3. By collaborating:
26 | Draft Recommendations 2018• Industry members have an opportunity to influence the decisions that impact the
sector and their business
• Members can enjoy of some of the following benefits:
a. the opportunity to network with other operators, ICT regulators, policy-
makers and experts from industry and academia
b. contribute to global standards and best practices
c. advise governments on ICT strategies and technologies
d. participate in and lead studies and research on emerging issues in the ICT
field
e. gain visibility on the international stage
f. share expertise and access training and specialized seminars
g. participate in global and regional conferences and debates
h. launch innovative public-private partnerships
i. get free access to world-leading ICT statistics, studies and information
4. The markets are undergoing a rapid phase of transformation, with market players
facing new challenges and new business opportunities
5. The sustainability of the internet development model is, in particular, a key issue that
research and academic work should look at and how policies should evolve is crucial.
RESOLUTION 15
Partnerships and collaboration provide an opportunity for the growth of the industry and
members should embrace partnership and collaboration with industry players.
15. Key regional and international programmes and events
NOTED 17
1. The key regional and international programmes and events are those not listed in
this document. These include:
a) SADC ICT Meetings
b) International Telecommunication Union (ITU)
c) Telecom and ICT industry series like Africa Com
d) Regional and international programmes and events by development partners
2. These are important events for participation by members in their capacity and by
the association as an industry body representing the interests of members.
27 | Draft Recommendations 20183. The most important asset in any organisation is human capital comprising of the
skills, experience and knowledge of the employees and exposing the employees will
result in huge savings because the human capital will have grown.
RESOLUTION 16
Published studies highlight investments for human capital development as a
percentage of the total budget and in the context of the region and industry, the
association will carry out an investigation which will recommend the best practices
to be used for benchmarking by the Members.
16. Implementing latest and recommended
industry broad strategies
NOTED 18
The industry is transforming at a very fast rate. A lot of industry predictions about the
future are being made available and published. Below are some selected broad
recommendations picked up from the industry which Members are encouraged to consider
and incorporate into organisational menu of options.
As a Business:
a) Breaking out of the deflationary price spiral and move to pricing models that better
reflect the value of the customer. The markets are different where some are more
regulated than others and bridging the operator – policy/regulatory gap by
engaging the policy and regulatory authorities makers will yield better results
b) Raising the effectiveness of innovation and launching new services that can compete
with global champions. There is no magic which these champions do. They simply
innovate, automate and be the best. Operators can do much better if they take the
bold decision to change.
c) Moving beyond the pursuit of incremental efficiency gains and pursue the path of
consolidation and transformation
The following are some opportunities for growth:
1. Developing innovating pricing models to accompany the new services
28 | Draft Recommendations 20182. Building business around infrastructure (Infrastructure and Wholesale business
models) and differentiating it from launching a service over that infrastructure
3. Internet of Things (IoT) and Machine two Machine (M2M) offers operators the
opportunity to price for the value of information and not the volume of bytes. At the
moment internet pricing is volume based with limited value of information pricing
4. Pricing and promoting more advanced services as a bundle, as online competitors
do.
5. Implementing 100% business online and automation
On policy and regulatory frameworks, the following are some freedoms which the
association and the members have to lobby for so that the regulations and policies evolve
with the industry.
a) The freedom to develop retail pricing propositions that are customer –centric and
unconstrained by regulations on bundling or restrictions on rebalancing
b) The freedom to innovate on the same terms as a non-telecoms operator
c) The freedom to pursue scale in operations, whether in country or cross-border
RESOLUTION 17
1. The association will identify industry partners to carry out an informed research
on “ICT Growth Opportunities for Business Transformation” and the report to be
ready by the third quarter of the financial year for distribution to members.
The approach and methodology will involve
a) Interviews with members of the association structured around
• Trends in services provided by members
• Opportunities for growth
• Regulatory and policy interventions
b) Quantitative analysis of the trends and opportunities for members of the
association
• Revenues and cost trends
• Potential growth opportunities for the members of the association
• Business operational structures and transformation savings
29 | Draft Recommendations 20182. The association to submit to the Board for approval, the funding options to carry
out this research
17. Supporting the building of “Future Regulatory and Policy
Framework”
NOTED 19
1. The industry is evolving at rapid pace and policy and regulatory frameworks have to
evolve with industry. Regulatory authorities play a key role in the development and
growth of the industry and must play the game and support the players and not only
focusing on interventions. The latest view is that the regulatory authorities
represent the interest of both the players and customers.
2. At the Parliament Level, there must be a body like a commission (example of
Europe) which monitors the successes and failures of the industry where the actors
are:
a) Operators (players)
b) Regulators
c) Policy Makers (Ministries)
d) Customers (Consumer Associations)
3. Historically the focus was only on customer side and that is why pricing regulation
was adopted in many markets. Markets which had adopted International
Termination Rates (ITR), Inter-Operator Termination Rates (IOTs) and wholesale
regulation have learnt from their experience and have now taken a different
approach for the market to regulate itself and compete.
4. Regulation imposes costs on operators and gives them little flexibility to optimize
and transform their businesses. Policy makers and regulatory authorities should
concentrate on encouraging competition and striking the balance between
competition and regulation. Competition helps cultivate discovery and innovation.
5. Competition is superior to regulation in dealing with the unexpected for example
research and development. A good example is the internet. The internet started in
the US and is all over the world. If it was regulated, we would not be talking of this
great invention.
6. For the growth of the industry as we navigate towards 2020 with 5G and latest NGN
expectations, operators should be granted:
30 | Draft Recommendations 2018• The freedom to develop retail pricing propositions that are customer –
centric and unconstrained by regulations on bundling or restrictions on
rebalancing
• The freedom to innovate on the same terms as a non-telecoms operator
• The freedom to pursue scale in operations, whether in country or cross-
border
RESOLUTION 18
a) The association will engage Communications Regulators Association of Southern
Africa (CRASA) to establish a “SATA - CRASA Co-operative Initiative on Regulatory
Reform” and hold a workshop on the side-lines of the next SADC ICT Meetings hosted
by the Member States whose theme will be “STRIKING THE RIGHT BALANCE BETWEEN
COMPETITION AND REGULATION: THE KEY IS LEARNING FROM THE PREVIOUS
MISTAKES”
b) SATA working with CRASA will identify a facilitator for this workshop.
c) SATA will invite all industry players with interest.
18. Balanced Scorecard
NOTED 20
1. Performance Management (PM) is more than the end of the year appraisal. It’s about
translating goals into results. Performance Management focuses not only on individual
employees, but also on teams, programs, processes and the organization as a whole.
2. A well-developed PM program addresses individual and organizational performance matters
necessary to properly create and sustain a healthy and effective results-oriented culture with
the requisite strategy being critical in the management of the organization
3. The association has a clearly defined Performance Management system aimed at achieving
greater organizational success where the processes designed are placed to measure and reward
the abilities of the workforce to meet and exceed goals/targets.
4. The performance management approach is organized around:
a) Individual goals and corporate strategy defined and communicated association-wide.
31 | Draft Recommendations 2018b) Progress on goals is monitored bi-annually, and management provides coaching on
performance.
c) Individual performance is appraised with feedback and formal documentation.
d) Compensation is given based upon performance. If performance meets or exceeds the
desired standard, a reward is given. If performance does not meet the desired standards, a
performance development plan is created to address the gap, and a new performance date
is scheduled.
5. The revised strategy and Balanced Scorecard went through the Board and through the
committees.
RESOLUTION 19
a) The annual conference adopted the Balanced Scorecard for implementation by the
association
b) All members are directed to cooperate and support the association in its work in order to
meet the targets of the Balanced Scorecard
19. Short to medium term collaborative initiatives
to support better and secure service delivery
and great customer experience
NOTED 21
These are initiatives targeted at
a) Improving service delivery
b) Creating great customer experience
c) Strengthening partnership and collaboration
It is has been realised that pockets of excellence cannot survive into the future whilst
collaborative approaches will yields positive results and a sustainable future.
Content Delivery Networks (CDNs) are a layer in the internet ecosystem. Content owners such
as media companies and e-commerce vendors pay CDN operators to deliver their content to
their end users. In turn, a CDN pays ISPs, carriers, and network operators for hosting its servers
in their data centers.
The following areas were identified as short initiatives which can help grow the sector:
32 | Draft Recommendations 20181. Aggregation of connectivity and capacity to content delivery networks (CDN) and
Content Owners
2. Enhanced collaboration on addressing Cyber Security
3. Creation of business environments to attract investments in digital services
4. Cooperation and Collaboration
RESOLUTION 20
a) The association will carry out a regional study to determine traffic volumes between
the region and
• Content Owners
• Over the ToP Services (OTTs)
• Content Delivery Networks CDN’s
• Social media networks
The traffic will include and not limited to Youtube, Facebook, Akamai, Netflix, Google,
whatsapp and the results of this study will enable the region to decide on collectively
interconnecting directly with the CDNs at the regional level with reciprocity regarding
local / regional content
b) SATA to work with CRASA and policy makers:
1) To establish the minimum capabilities at national level to strengthen
cooperation between member states and oblige service providers and critical
digital services to report serious cyber incidences.
2) Develop appropriate policies to support the privacy and protection of user data
and information and attract investment in digital services
c) Members will support and cooperate during the following strategic industry events
and summit going to take place in South Africa
• ITU Telecom World
• BRICS Summit
• SADC ICT Ministers Meeting
i. By attending and participating during the special sessions
ii. SATA and Telkom will co-sign a letter to the host country (South Africa) for
commitment and support during these events.
iii. The agenda of the special sessions will be decided in consultation with the
members
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