Dan Sackey - TheServiceMag

Transcription

Issue 5: Mar — May 2011
www.theservicemag.com
Hindura
Imyumuvire
n’imyi fatire
byawe uyu munsi
Investissez dans
le Branding
Incentives for
the Workforce
NEW!
Your wellbeing
matters
Dan Sackey
Ecobank investing in technology
for growth and improved
service delivery
FOCUS: UN RWANDA - DELIVERING AS ONE
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at competitive terms and for upto 20years.
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• No maximum financing restrictions
Suitable for both individuals and businesses!
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For more information on Fina IPF (Insurance Premium Finance), please contact:
SERVICEMAG March - May 2011| 3
Fina Bank S.A. 20 Bld de la Révolution | B.P, 331 Kigali - Rwanda | Tel: +250The
598601
| Fax: +250 252 573486
e-Mail
[email protected]
Connect with us on
YOUR M@IL
Connect with us on
Email us at [email protected]
SERV
I
MARY CEMAG
TH E
Issue 3: Sept-
Issue
Nov 2010
Iron Sharpe
ns Iron
An interview
Ministry of with the PS,
East Afric
an
Community
in Rwanda,
Mr. Robert
Ssali
Impamvu
Zite
Nabi Abakiri ra Kwakira
ya
En avant pou
de consom r nos droits
mateurs
Motivate You
r Team
BAINE
ALL YO
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TO KN
OW
TO IM
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COMM
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“It ma d Customer NUE AUTHL,
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a year
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TIPS FO
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How to GER:
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L’ENVER
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UBUR
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BEN
KALKMAN
PLUS
CEO, Ban
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e du Rwanda
“Custome
r care
is about effic
iency
! er
W wy sues
NE r Lagal is
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k Oers
AsAnsw
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where r readers
tel
and hothey have l
been
w th
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FREE
COPY
I am new in town and came across your magazine, and enjoyed
reading each page. The quality of print is high; content and use
of language are excellent.
Kindly advise how I can obtain a copy of all past issues.
Your article on being a gazelle or a lion was a very good one for
everyone, not just business people.
Lekan Popoola
For all interested in getting past issues, please email us on letters@
theservicemag.com or read them online at www.theservicemag.com
UMUSANZU WANJYE KUVA
MU BUHINDE
Nkunda gusoma inyandiko zo muri
ServiceMag, ndi umusomyi uhoraho w’iki
kinyamakuru. Ushobora gutungurwa n’uko Umuhindi utuye
mu Buhindi ari umusomyi uhoraho w’iki kinyamakuru. Ubundi,
inshuti zanjye ziba i Kigali zinyoherereza buri gihe ibyanditswe
bitandukanye harimo n’iki kinyamakuru “ServiceMagazine”.
Nifuzaga gutanga umusanzu wanjye mu magambo make
ajyanye na serivisi zo mu nganda, cyane cyane mu mahoteli,
kwakira abantu n’ubukerarugendo.
Mu Buhinde dufite imvugo igira iti: “Atithi Devo Bhava “
isobanura ngo“ umushyitsi wacu ahimbazwe, umushyitsi wacu ni
Imana”.
Icyubahiro cyakagombye kuba buri gihe kigize umutima wa
muntu. Kuva mu bihe bitabarika, twese [abantu]twubashye buri
gihe abarezi bacu, abadukuriye, ababyeyi bacu n’abashyitsi
bacu. Intego y’iyi ndangagaciro fatizo ni iyo gukangura muri twe
ibyerekeye ubukerarugendo no gushishikariza abantu ibyerekeye
gusegasira umurage wacu ukize n’umuco wacu.
Kubaha abashyitsi n’abakugana bizaba isoko y’imigisha kuri
wowe no ku bucuruzi bwawe.
Na Rajesh Vedak- Mumbai
You can follow us on Twitter!
4 | The SERVICEMAG March - May 2011
www.facebook.com/theservicemag
Lyi magasine ni nziza cyane gusa byadufasha
muyidushyiriye mu kinyarwanda kuko ifasha abantu benshi
uburyo bafata aba clients neza murakoze mugire noheri nziza
numwaka mushya muhire, bye bye. Uwimbabazi Irene
I am from Musanze district and I found out about the ServiceMag
recently after reading the fourth issue. I would like to express
my deep gratitude for the useful advice on how to make our
businesses succeed.
I particularly agreed with the seven suggestions you made for
improving businesses. Above all, I loved the “Are you a Gazelle or
a Lion” article.
As you suggested, I now start my day either as a GAZELLE or a
lion, i.e, having something to run for!
Would you kindly write about how to start small businesses in
one of your next issues? Fulgence Kuradusenge
Since the launching of the ServiceMag, I have been an ardent
reader of the magazine. I also wanted to contribute by sharing
a few articles on customer service. Are members of the public
allowed to do this? If so, what are the requirements, as well as
the dos and don’ts? I shall be happy to hear from you.
Dennis Semutakirwa
Articles and contributions are welcome as long as they educate and
sensitise. Send to [email protected]
Bonjour, je viens de visiter votre site internet et franchement,
je voulais vous féliciter. La mise en page est vraiment très
différente et le magazine est très attractif. Etant moi-même
dans le milieu journalistique, j’apprécie particulièrement l’effort
que vous fournissez pour apporter une touche de couleurs dans
l’information et l’éducation. Bon courage à vous tous!
Anjara Harea (Madagascar)
Je suis un fan de ServiceMag mais il y a une page qui me
plaît le plus, c’est le Pictorial. Cela nous met au courant des
événements à Kigali et les photos sont toujours très belles. Mais
je voudrais vous dire de mettre de temps en temps des choses
qui se passent ici dans les districts. Merci et bonne continuation.
Paul de Rwamagana
Ikosora
Mu nimero ya 3 y’ikinyamakuru ServiceMag (NzeriUgushyingo 2010) inkuru yitwa “Ikimenyane mu
Gutanga serivisi” ku rupapuro rwa 17 ntiyari ijyanye na
gato n’ifoto yahashyizwe, nta naho bihuriye. Turisegura
kuba hari abo byakomerekeje
Ese mwakunze inyandiko tubagezaho?
Turabasaba ngo muduhe ibitekerezo.
Kuri: [email protected]
PUBLISHER’S NOTE
Design & Layout
Edward Matovu
[email protected]
Managing Editor
Diana Ramarohetra
[email protected]
English Editors
Aryantungyisa Otiti Elise Milenge
Jean Claude Nkulikiyimfura
Kinyarwanda Editor
Gaspard Habarurema
[email protected]
Photographers
Malik Shaffy, Paul Snijders, Cyril Ndegeya,
Amir Demeke
Cartoonist
Dolph Banza
[email protected]
Contributors
Sam Kabongo, Marie-Louise Beerling, Colleen
Rickenbacher, Efua Hagan, Allon Raiz,
Berna Namata, David Kezio Musoke, Sandra
Idossou, Hubert Rutage, Denise Umunyana,
Anita Haguma, Diana Ramarohetra, James
M. Onyango, Abena Amoako-Tuffour, Katia
Manirakiza, Aba Hagan, Nax Rukatsi, JeanClaude Nkulikiyimfura, Carl Mueller
The following organisations supported us in
producing this issue:
Diamond
RDB, One UN, Ecobank, BCR, SDV Transami
Platinium
Kenya Airways-KLM, RwandAir
Gold
BRD, Fina Bank, Kigali City Tower,
Lemigo Hotel, Satguru, Shokola, Ujenge,
Zen Restaurant
Silver
Datapro
Bronze
Easy Info, Expand
KNOWLEDGE IS POWER
*The opinions, articles and photos in The
ServiceMag and The ServiceMag Online do not
necessarily reflect those of the editor, publishers or
their agents.
Optimism and hard work Key ingredients for success
TWO
dealers in shoes are sent to a faraway destination to hunt for new
business opportunities. Upon their arrival, one
of them calls his head office and says, “You’ve
probably made a big mistake by sending us here.
No one here wears shoes. I’m returning right
away”.
The second person calls and says, “Gee, what a
great opportunity! No one here wears shoes and
this means that there are huge opportunities for
sales. Please replenish our stock”. Guess which
of the two will eventually succeed in business.
Life is full of opportunities, depending on the
way we perceive certain events and situations.
Unfortunately, we tend to spend so much time
and energy focusing on the negative aspects of
our environment. Though it is true that we cannot
always control the circumstances surrounding
us, we can always control the way we feel about
them, the way we react and the way we decide to
tackle them.
Our first issue this year highlights stories of optimism, hard work and determination. When
the Rwanda Development Board (RDB) awarded
Ujenge Rwanda, the Best SME in 2010, not many
could imagine the amount of hard work that
brought this young and dynamic construction company this far.
It is also with optimism that The ServiceMag believes that all these educational articles in English,
French and Kinyarwanda can somehow positively contribute to the change process happening in
Rwanda. Though putting together each issue is a real constant challenge in terms of sponsorships,
we believe that more organizations will understand the need to support this project of sensitizing and
building the capacity of the entire workforce.
Mr Aurelien Agbenonci, the Resident Coordinator of the One UN in Rwanda, shares his thoughts on
what makes Rwanda an ideal place to implement the UN reforms aimed at ‘Delivering as One’. The
One UN intends to be more coherent in its actions, to work more efficiently and produce a stronger
effect on the development of Rwanda as well as the wellbeing of its population.
Hard work, appropriate systems and procedures, training of employees have also made Ecobank
Rwanda one of the greatest financial institutions in Rwanda since its entry on the local market. Today,
the bank has been able to rebuild its brand and customers can now count on the dedicated employees
who always strive to do their best in terms of service delivery.
This issue of your magazine is a combination of many other interesting articles that should help us to
become more professional in our daily activities. The sweet taste of success in our businesses should
drive us forward and help us be optimistic about this year and the future.
Optimists are unquestionably more successful at what they do because the expectation of success
makes them work harder and not wallow in the negative.Optimism makes us believe there is a better tomorrow; that we can go beyond adversity and beyond what we see. In times of difficult challenges, let’s arm ourselves with some of the secret assets shared by all those who have succeeded; (1)
Optimism, (2) Great personality, (3) Ability to focus on the positive and (4) lots of hard work.
Decide today to develop a positive mindset. Work hard to achieve your goals and what you believe in.
The future will prove that you were on the right path.
Enjoy the reading.
The SERVICEMAG March - May 2011| 5
PHOTO: Amir Demeke
Publisher
Sandra Idossou
[email protected]
12
08
56
FEATURES
FOCUS
12 Hindura Imyumvire n’imyi fatire
byawe uyu munsi
20 La qualité de pizzeria
22 Ikinyabupfura cyawe n’umuco
mwiza byagiyehe
23 Fashion: Communicate your
professional abilities
24 3 voices entrepreneurs need
to muffle
14 UN Rwanda: Delivering as One
New!
YOUR WELLBEING
MATTERS
31 Stress management
32 5 Minute makeup for
working women
49
WHERE WE HAVE BEEN
33 Importance of Induction
34 Investissez dans le branding
36 Incentives for the workforce
48 Nyamuneka ita ku
bakugana kimwe
49 Rwandair: Braza, yahageze!
50 Nahitamo kuguma ndwariye
imuhira aho kujya ku bitaro
bimwe ne bimwe!
51 Service sympathique
égale fidélité
53 Fiona does it best
HAVE YOUR SAY
AT YOUR SERVICE
COVER STORY
26 Ecobank Rwanda
FOR YOU MANAGER
38 Facebook à Consommer
avec Modération
42 Ibitera gutinda mu gutanga
serivisi mu Rwanda
44 Graduates’ Dilemma
55 Meet Ronald Kajubi
PLUS: Pictorial, Cartoon,
Et Aileurs & Ask Our Lawyer
20
FEED BACK
Welcome to the Shokola Experience
An intricate fusion of African flavors, textures, sights, sounds and aromas.
Under the magnificent starlit sky of Rwanda, in the shadows of Bedouin tents, Gazebos and cosy
bedlike couches, this nomadic-like village gives you an experience to remember and an opportunity to
savor Rwanda’s natural beauty in a way you’ve probably never imagined before…
Whether you want a place to meet friends over cup of coffee while relaxing in a beautiful serene
garden by the Shisha Bar, a quiet place for your business meetings with free high-speed Wi-Fi or a
romantic venue for that very special occasion - our famously warm hospitality and intricate fusion
of modern African ambience, Moroccan and Mediterranean inspired cuisine will make your Shokola
Experience unforgettable.
Shokola is located in Kiyovu, 5 minutes walk from Kigali City Center, on the first street on your left
downhill from the Hotel des Milles Collines and opposite BNR.
Contact us on +250 755 000 000, [email protected]
Open: Mondays - Fridays: 8 am – 10 pm, Saturdays: 10 am – 10 pm, Sundays: 10 am – 9 pm.
Follow us on Twitter and join us on Facebook, www.shokolacafe.com
Shokola
PHOTO: Malik Shaffy
FEATURE
Improving Service through
Cultural Values
Sam Kebongo
L
ast Christmas, I spent three
days in Mwanza, Tanzania. I
was impressed by the peaceful,
warm and friendly environment;
it was just what an overworked
person like me needed! I stayed at G.J.
Hotel. It was Tanzanian courtesy at its
best, combined with efficient service
and African warmth. I was treated like
a long-lost brother. Indeed, they called
me ‘kaka’- Swahili for brother, which felt
nice. They actually went out of their way
to make me happy and comfortable. They
even gave me a guide to take me around
town to shop for Christmas gifts for my
family. I spent well beyond my budget,
not only would I recommend the hotel
to anyone, but I shall certainly make a
return visit! I was struck by the great
combination between the local culture
and service culture.
This kind of reception is not unique
to Tanzania. You only have to visit an
African home, especially in the rural
areas and you will see it constantly. It
is called ubupfura in Kinyarwanda and
uungwana or ustaarabu in Kiswahili. The
only difference is that the good people
of GJ Hotel took it to a higher level and
combined it with efficiency.
Culture – it is a people’s way of life
that significantly shapes their world view
and philosophy. It affects every aspect of
their lives, thoughts and actions. Culture
has a bearing on our moral values and
ethics and what we consider ‘civilized’
FEATURE
BOOK YOUR
AD SPACE NOW
Service Culture... is an environment
where people are enthusiastic about
providing service beyond the call of duty“
SERVICEMAG
THE
Sam Kebongo is a skills and business
advisory services consultant.
[email protected]
MARY
BAINE
ALL YOU NEED TO KNOW TO IMPROVE YOUR SERVICES
COMMISSIONER GENERAL,
RWANDA REVENUE AUTHORITY
on Good Customer Service in Rwanda
“It may not take a day or even a year
but we will get there!”
Issue 3: Sept-Nov 2010
TIPS FOR THE
MANAGER:
How to ensure your business
delivers exceptional service
L’ENVERS DU SERVICE
Le quotidien d’un employé
Sharpens
IronUBURYO
10Iron
PS,
with the
Budansanzwe
mu
guha
An interview
Africannziza
of Eastservisi
umukiriya
Ministry
Community in Rwanda,
Mr. Robert Ssali
a
Impamvu Zitera Kwakir
Nabi Abakiriya
En avant pour nos droits
de consommateurs
du Rwanda
efficiency
!
W
NE
CEO, Banque Populaire
k
BEN
KALKMAN
sw O
er u
s to r
L
le a
ga w
l is y
su er
es
FREE
COPY
Motivate Your Team
“Customer care is about
PLUS
Our readers
where they havetell
and how they been
were
treated
As
role of the existing culture should be
considered in improving service culture.
First, the speed and efficiency with
which you deliver your product or service
should be at best amazing and at worst
impressive. Shorter delivery time of a
product or service is always better. But
this should not compromise on quality.
Constant improvement of the
service environment is necessary. It
is about getting it right the first time.
Good service culture is a journey, not
a destination. Seek to make buying
convenient to the customer. We typically
purchase goods and services for two
reasons: it makes us feel better or it
alleviates a past discomfort. Convenience
meets these criteria for the customer.
Third, buying is an emotional decision.
Each of us needs to feel appreciated
and important. This is why we must be
courteous, warm and welcoming to our
customers. Like the good people of GJ
Hotel, we should treat customers with
warm African hospitality and they will
identify themselves with you. Fourth,
service culture must be a concerted
effort. The presumption that it is only a
job is not only wrong but is really warped
business thinking. The essence of the
business is the customer. Everything
and everyone’s responsibility should be
geared towards increasing and retaining
customers. It is as simple as that. Use
existing local culture to enrich service
culture and you will go a
long way. TSM
An
or ‘primitive’. Naturally, this affects our
actions and reactions not only in our
places of work but also in our daily life.
The globalization of the world
economy has brought about some very
innovative ways of serving customers.
One of these is the advent of outsourced
call centers across continents serving
customers continents away in a very
personal way. While it works very well, it
does entail the inherent clash of cultures
that you expect when working with
people of diverse backgrounds.
Service culture - It is an environment
where people are enthusiastic about
providing service beyond the call of duty.
This presents challenges that must be
met head-on by every organization.
Unfortunately, this kind of pressure
has led many organizations to seek
‘quick fix ‘solutions without much
thought. This usually involves deploying
wholesale ‘cut and paste’ strategies that
have worked elsewhere; regardless of
differences in the cultural and business
environment. The results are almost
always unsatisfactory. Employees reach
an ‘emotional high’ immediately after
training but this soaring of spirits lasts
only for a short while, whereupon things
slump back to business as usual or
worse.
While it is advisable to share and
put to use best practices in business, it
is not smart to adopt every new thing
that comes your way simply because
it is fashionable without considering
its suitability to your customers.
One shouldn’t throw away one’s own
‘strengths in service’ in favor of new
ideas without proper consideration. The
Issue 2: June - August 2010
Issue 5: Mar — May 2011
om
www.theservicemag.c
NEW! eing
llb
Your weters
mat
Hindura
Imyumuvire
n’imyi fatire
byawe uyu munsi
Investissez dans le
Branding
key
Dan Sac
s its massive
Incentives for
the Workforce
Ecobank expect
to
investment in technology
e
drive growth and improv
service delivery
RING AS ONE
ANDA - DELIVE
FOCUS: UN RW
5,000 COPIES
3 LANGUAGES...
ALSO AVAILABLE ONLINE
+250 788 781 562
+250 785 161 834
[email protected]
KNOWLEDGE IS POWER
Ujenge scoops the RDB 2010 Best SME
and Best Real Estate Awards
The RDB awards are important to us mainly because it is the recognition of our achievements through a strong vision
and objectives that we have set within Ujenge since our beginnings in 2007. Our aim is to ensure the sustainable
growth of our industry with strong mechanisms of self-assessment which will maintain a high level of efficiency and
excellence.
The ingredients of success for our company can be grouped under four main factors:
First, having a strong vision and a clear strategy in achieving our goals in this competitive environment.
Secondly, hard work and accuracy because with limited resources and capacity, we have ensured not to repeat
mistakes. Training our employees has also been very essential.
Then, one cannot realize success without thorough budgeting and control of expenditure. This has made us maintain
rigorous bookkeeping.
Finally, we have tried to remain professional by honoring our commitments.
Our challenges for the years to come are multiple in terms of human resources as building capacity is a key issue
in our market. Access to finance, the cost of materials in Rwanda due to transport, marketing our products and
making customers understand that it is not because they use a contractor that their house becomes necessarily more
expensive.
Our advice for young entrepreneurs is to believe in their products and dreams and go for what they believe in.
Starting a new business does not always require huge capital. Patience, determination and lots of hard work are what
are needed most.
PO Box 2869 Kigali | Tel: +250 788 300 484 | [email protected] | www.ujenge.com
BrandSmart
The
World Bank’s
“Doing Business
Report 2011”, The World
Economic Forum’s 2010
Competitiveness Award and
the Commonwealth Business
Council’s African Business Award
2010, are all clear indicators of
what a breeze
it is to do business
in
Rwanda.
DOING BUSINESS IN RWANDA
NOW EVEN BETTER
Reasons why you are better off investing in Rwanda:
One-stop Concept: RDB is a one-stop centre for business registration; registration in 24 hours, online and manual business
registration – register from wherever you are. Construction permits are issued at Nyarugenge district.
E-Regulations: Online access to information on all major doing-business procedures e.g business registration and property
transfer amongst others.
Sustained High Growth – an average 7.1% GDP year-on-year growth since 2004, stable inflation and exchange rate; highest
GDP growth among major African economies
Robust Governance: Political stability, well functioning institutions, rule of law and zero tolerance to corruption (Highest rating
from World Bank Governance Indicator)
Easy Access to the 150 million strong East African Common Market and Customs Union;
at Gatuna and La Corniche.
Untapped Investment Opportunities in Agro-Processing, ICT, Infrastructure, Tourism, Energy, Mining, Services, Real Estate
and Construction
www.rdb.rw
D
r Maya Angelou,
umugore wahebuje mu
mpinduramatwara kandi
akaba n’umwanditsi w’ibitabo
w’akataraboneka, yigeze
kuvuga muri zimwe muri disikuru ze
zuzuye ubwenge, ati: “Niba udakunda
ikintu, gihindure. Niba udashoboye
kugihindura, hindura imyumvire yawe.
Wikwinuba”.
Ni iyihe mu myumvire yawe ukeneye
guhindura uyu munsi kubyerekeye
imitangire myiza ya serivisi? Mbese
waba uzi ko imwe mu myumvire yawe
iguha isura mbi, itanga isura mbi y’ikigo
cy’ubucuruzi ndetse iha isura mbi
u Rwanda? Ingero eshatu zikurikira
zirerekana ku buryo bworoshye ko wowe
ubwawe uri nyirabayazana y’imyifatire
n’imyumvire yawe?
Ubushize igihe najyaga mu biro
bya Leta gutanga ibarwa, nagombye
gutegereza igihe cy’isaha imwe n’igice
mbere y’uko uwo mukozi ava mu kiruhuko
cya saa sita. Yaje ahumura ibiryo,
yihaganyura mu menyo, yishima ku nda
nk’aho yari yariye ibya ngunda.
Mu kindi kigo, umudamu
yansezeranyije kugaruka vuba nyuma
yo kurangiza icyo yakoraga kandi koko
yahise agaruka aza kunyitaho ku buryo
byanshimishije kubera ko atishe
isezerano.
Ikindi gihe, nagize nari mfitanye
umubonano n’umugabo watinze
iminota 40 yose. Aho aziye, yaraje
ariyicarira nta no gusaba imbabazi
kubera gutinda nk’aho iminota 40
yantindije atagombaga kuyisabira
imbabazi.
Breckler na Wiggins
basobanura imyumvire muri
aya magambo: “Ibimenyetso
bishingiye ku bitekerezo no ku
Ibimenyetso bishingiye ku bitekerezo no ku mutima
w’umuntu biterwa n’ibyo umuntu yanyuzemo
biyobora ku buryo butaziguye kandi bukomatanyije
imyifatire y’umuntu”
mutima w’umuntu biterwa n’ibyo umuntu
yanyuzemo biyobora ku buryo butaziguye
kandi bukomatanyije imyifatire y’umuntu”.
Imyumvire myiza ishobora
gusobanurwa nk’uburyo bw’imiterere
ifasha umutima w’umuntu cyangwa
imyumvire yerekana uko umuntu
abona ikintu cyangwa igikorwa runaka.
Yerekana uburyo tubona ibintu bibaho,
ibyo yanyuzemo n’ibindi biba mu buzima
bwacu. Sinzi neza niba tuvukana uwo
mutima, cyangwa niba buri gihe duhitamo
imyifatire tugomba gukurikiza.
Reka tuvugishe ukuri dushyire mu
gaciro noneho turebe mu mutimanama
wacu no muri roho yacu. Mu buzima
bwacu bwa buri munsi, hashobora kuba
haboneka imyumvire mibi tugomba
guhindura guhera ubu. Impamvu ni
ukubera ko imitangire myiza ya serivisi
ishingiye ku myumvire. Si ngombwa
amashuri umuntu afite cyangwa umubare
w’ibitabo umuntu yasomye ndetse
n’urwego rw’umuntu aho atuye. Iyo
udafiye imyumvire ikwiye, ntabwo uzigera
ugira imikoranire y’imitangire ya serivisi
y’indashyikirwa.
Ubahiriza Igihe
Umara igihe kingana iki mu kiruhuko cya
saa sita? Waba rimwe na rimwe wishyira
mu mwanya w’abantu bakugana bashaka
serivisi bagomba kugutegereza mu gihe
ugenda biguru ntege, wiganirira na
bagenzi bawe?
Mu gihe usohotse mu biro, usabwe
gushyira agapapuro ku rugi cyangwa ku
meza ukoreraho kugira ngo abakiliya
bawe bakugana bamenye igihe
uribugarukire.
Reka twibuke ko akantu gato twakwita
ko nta gaciro gafite nko kudatinda mu
kiruhuko cya saa sita gashobora kugira
ingaruka nziza ku bwiza bw’imitangire ya
serivisi uha abakiliya.
Ubahiriza ibyo wiyemeje.
Mbese ubushize igihe usezeranya
umukiliya ko uribumutelefone, waba
warabikoze? Mbese imyumvire yawe
mu kubahiriza ibyo wiyemeje iteye ite?
Tugomba kwitoza kugira imyumvire
myiza guhera uyu munsi twubahiriza
buri sezerano twemereye abakiliya bacu;
N’ubwo icyo twasezeranije umukiliya
cyaba gisa n’aho nta gaciro gifite.
Gira ingoga kandi urusheho gukorana
umurava.
Banyarwanda, musabwe kugerageza
kwihuta. Ejo hazaza hagenewe abantu
bakorana ubwira kandi bubahiriza igihe.
Birambabaza cyane rimwe na rimwe
iyo mbona uko abantu bagenda n’igihe
bamara kugira ngo bakore ikintu runaka.
Imyumvire myiza iboneye idusaba
kwihuta no kugira ingoga no gukorana
umurava; inadusaba na none no gukora
umurimo unoze kandi vuba, nta kuzuyaza;
nta kugenda biguru ntege; nta guta
umwanya mu bintu bidafite
agaciro, bitari ngombwa.
Mu gihe muri iyi minsi dukunze
kuganira ku mitangire myiza ya
serivisi, tugomba kumenya ko
bitoroshye kandi bisaba ubushobozi
n’ubumenyi buhanitse, imyifatire
n’imitekerereze inoze, imibanire myiza
n’imyumvire izira amakemwa mu
gihe dukorana n’ubwoko bw’abakiliya
banyuranye.
Guhindura imyifatire y’umuntu ni
igikorwa kitoroshye kubera ko guhindura
biterwa n’icyemezo cy’umuntu ku giti
cye. David Ambrose abivuga muri aya
magambo: “Niba wowe n’umukiliya wawe
mwembi munyuzwe, bivuga ko ugeze kuri
kimwe cya kabiri cy’igikorwa cyiza. Bitaba
ibyo, uba ugeze kuri kimwe cya kabiri cyo
gutsindwa”.
Guhera ubu none, hitamo kwitoza
imyumvire myiza, kuburyo bizagufasha
gushimangira imyumvire yawe no
kurushaho gushimisha abakiliya bawe no
guteza imbere isura y’ikigo ukorera.
Tugomba buri gihe kwibuka ko turi
ba ambasaderi b’igihugu cyacu kandi
ko imyifatire n’imyumvire yacu ya buri
munsi izagira uruhare mu kwerekana
ku buryo burambye isura nziza y’igihugu
cyacu. Ralph Marston abivuga muri aya
magambo “Kuba indashyikirwa ntabwo ari
ubumenyi n’ubuhanga. Ni imyumvire. TSM
[email protected]
Iwacu kwakira neza
abatugana ni umuco
Ubupfura bwawe burangwa
n’imikorere yawe
Gira
Ubupfura
FOCUS
Delivering as
W
hen world leaders came together
in 1945 to create the United
Nations System, an organization
which is currently composed of 192
member countries, the vision and mission
was clear. Since then member states take
action on a broad range of fundamental
issues ranging from sustainable
development, environment and refugees’
protection, promoting democracy and
peaceful relations among nations, to the
advancement of human rights and gender
equality, governance and socio-economic
development. The issues are addressed
through the General Assembly, the
Security Council, the Economic and Social
Council and other bodies.
Over the years, the UN system has
undergone multiple reforms aimed at
achieving its four main objectives which
are: (i) to keep the peace throughout the
world; (ii) to develop friendly relations
among nations; (iii) to help nations work
together to improve the lives of poor
people, to conquer hunger, disease and
illiteracy, and to encourage respect for
each other’s rights and freedom; (iv) to
be a centre for harmonizing the actions
of nations to achieve these goals.
In view of improving coherence,
effectiveness and relevance of efforts,
the UN has embarked on a new reform,
known as “One UN” in the framework
of “Delivering as One”. The reform goes
back to a High Level Panel Report on
System Wide Coherence launched in
November 2006, which revealed high
fragmentation, high transaction costs,
inadequate and unpredictable funding in
the United Nation’s support to countries.
Upon request from the Government
of Rwanda, the UN in Rwanda became
one of eight pilot countries undergoing
the new reform, and believes that all
four pillars One Programme, One
Budgetary Framework, One Office, One
Leader and One Voice, under the theme
“Delivering as One”, will better support
the country meet the MDGs and Vision
2020.
Under the One Programme, all UN
agencies in Rwanda demonstrate “Unity
in Diversity” through joint support to
the country by using each agency’s
comparative advantages. Operations
are guided by strategic objectives in
line with the national priorities as
defined in Vision 2020 and the country’s
Economic Development and Poverty
Reduction Strategy (EDPRS), under the
UN Development Assistance Framework
(UNDAF).
The One Budgetary Framework
ensures that all UN agencies commit to
the common management framework
while delivering results based on
the One Programme. In addition to
agencies’ own resources, the One UN
Fund receives contribution from donors
and serves to fill funding gaps and
incentivize joint programming.
The pillar of One Office refers to
harmonized business practices and
common services, such as shared
long term agreements with suppliers,
joint recruitment, an inter-agency
knowledge management system, among
many others, and aims at significant
reductions of transaction costs. A One
UN House is planned for which the
Government of Rwanda has donated
more than 4.5ha land in Kigali City.
The One Leader and One Voice pillar
promotes the leadership of the UN
Country Team under the headship of
the UN Resident Coordinator and holds
all participating agencies accountable
to each other. All UN Country Team
members represent the UN system in
Rwanda with one voice supported by a
Joint Communication Strategy.
“UNICEF/2007/Pirozzi”
UN’s Efforts on Food Security and
Climate Change in Developing Countries
T
he United Nations System is committed to support its member states in tackling
the issues and challenges ahead. The UN Secretary General is particularly
committed in food security and climate change, among other global key issues.
On climate change, the United Nations is bringing member states together to fight
for joint commitments that will improve the man-made impacts on the environment.
Examples are the Kyoto Protocol and the recent climate change talks in Cancun in
November/December 2010, which – after the failure in Copenhagen – brought positive
results. The meeting concluded with an adoption of decisions that revived Governments’
commitment for a concrete reduction of emissions and for enhanced action on climate
change in the developing world.
The UN is making similar efforts in the area of food security and has taken
immediate action after demonstrations related to food crisis in several countries. A
High-Level Task Force on the Global Food Security Crisis was established and chaired
by the UN Secretary General. The taskforce aims at promoting a comprehensive and
unified response to the challenge of achieving global food security along the lines of
its Comprehensive Framework for Action. The Food and Agriculture Organization (FAO)
and the World Food Programme (WFP) are – together with other sister agencies –
worldwide active to improve the food security of populations. Many initiatives are also
ongoing in Rwanda itself.
UNDP in One UN Rwanda
T
he United Nations Development Programme (UNDP) works jointly with other
sister UN agencies based on comparative advantages in the spirit of ‘Delivering as
One’. The agency focuses on Governance & Peace Consolidation, Environmental
Sustainability, and Poverty Reduction.
Capacity Development is at the heart of the UNDP’s support to the country. Capacity
is strengthened in several institutions which include the National Electoral Commission,
the National Unity and Reconciliation Commission, the Media High Council, and various
other institutions and key ministries. Capacity building efforts aim at promoting state
accountability, responsiveness, transparency and increased access to justice for all.
From 2011, the UNDP on behalf of the One UN will support the Government of Rwanda
in the implementation of the national Strategic Capacity Building Initiative. The agency
- on behalf of the One UN family – also provides support to the Government in bringing
together development partners for the Joint Governance Assessment.
Since 2000, the UNDP played a key role in supporting the Government to
establish the Decentralization Implementation Programme. The objective has been
to assist the Government in developing institutional capacity for the implementation
of decentralization and also the design and implementation of new administrative
structures and management systems.
In 2005, the Government requested the UNDP to help put in place the Aid
Coordination Unit in the Ministry of Finance and Economic Planning, which has been
up to date very instrumental in strengthening national capacities for effective aid
management.
With regard to environment, UNDP supports the national efforts towards increasing
environmental protection and the use of natural resources. An example could be
the poverty and environment initiative within Rwanda Environment Management
Autority (REMA), which is jointly supported by the UNDP and the UN Environment
Programme (UNEP) aiming at building the capacities of key ministries in environment
mainstreaming into policy making, planning and budgeting.
Violence against women remains a main concern in Rwanda. The National Police
Gender Desk, created in 2005, is the first of other gender desks around the country and
involves communities - men, women, boys and girls - in emphasizing and promoting
behaviours to end gender-based violence (GBV). The GBV Desks are supported by the
United Nations in Rwanda, particularly UN Development Programme (UNDP), UN
Population Fund (UNFPA), UNWomen, and UN Children’s Fund (UNICEF) and ensure
that survivors of GBV have appropriate access to police, medical, psychological and
legal services and care. Rwanda’s Gender Desk also exists within the Rwandan Defence
Forces and has become a regional best practice model for visiting law enforcement
personnel from Burundi, Southern Sudan, Somalia and Uganda. The UN also
supported the set up of the Isange One Stop Centre – which means ‘Feel Welcome’ in
Kinyarwanda - the first centre of its kind in Rwanda where survivors of violence can
find medical, legal and psycho-social help through trained personnel in a comfortable
and confidential setting free of charge.
“UNICEF/2007/Pirozzi”
ONE Programme – Examples of Achievements
In the framework of One UN, the UN Children’s Fund (UNICEF) spearheaded
the shift towards “child-friendly” quality education by transforming 54 schools into
learning centers of excellence. Child-friendly schools center on improved and gender
sensitive teaching and learning environment, competency-based teaching, life skills
enhancement and quality services. The World Food Programme (WFP) assists the
Government to provide meals to students while at school. “If children have food in
their stomach, they are better students. They can concentrate better,” said Jean Pierre
Sinibagiwe, Headmaster of Murama Secondary School. The Food and Agricultural
Organization (FAO) provides agricultural programs to teach communities how to raise
crops. Donated seeds provide additional vegetables to improve the diet of children.
Child-friendly schools have been recognized by the Government as the gold standard
for all schools in the country.
The vast majority of Rwandans do not have access to electricity. The Mutobo
mini-hydro power station project was designed and implemented by the Government
of Rwanda with the support of the United Nations Industrial Organisation (UNIDO), in
close collaboration with UNDP-GEF project, to build institutional, legal, and financial
mechanisms to promote rural energy in Mutobo. The plant runs at a capacity of 200 km,
providing power to Kareba village, health centre, primary and secondary schools and
Cyogo administrative office and is a showcase of affordable, environmental-friendly,
off-grid rural electrification for decision makers in and outside of Rwanda. The UN is
working with Government to see how this plant can be replicated and scaled up in other
parts of Rwanda. In February 2011, the One UN also committed itself to support the
Government of Rwanda in implementing its Integrated Development Program initiative
in the same location and in Kayonza/Rwamagana. The initiative aims at strengthening
the National Human re-settlement policy and strategy for improved living conditions of
the people through improved agriculture, off-farm activities and better service delivery
in order to achieve sustainable socio-economic development, slow down population
growth and accelerate progress towards MDGs and the EDPRS goals.
All other photos are from the One UN Rwanda database.
Fore more information please visit www.rw.one.un.org
Q&A
“Customer Service is Related
to Accountability and a Good
Governance System” – UN Representative
Mr. Aurélien A. Agbénonci is the UN
Resident Coordinator and UNDP
Resident Representative in Rwanda
since 2008.
Under the framework of Delivering as
One, the UN Resident Coordinator is
the leader and chair of the UN Country
Team in Rwanda and – together with
his peer Heads of Agencies – aims
at supporting the country in its
development strides by delivering the
One Programme
Mr. Agbénonci believes that the
coherence of the new system should
be underpinned by clear principles
of national ownership and peoplecentered approaches. The value added
to the reformed UN system lies in
harnessing a comprehensive One
Programme to Rwanda’s development
plans.
It is against this background that
Mr. Agbénonci expressed satisfaction
for the strong partnership between
the Government of Rwanda and the
UN today. Despite the UN’s failure in
Rwanda in 1994, Rwanda wants “a
better UN in a better Rwanda”, he
said, in an exclusive interview with the
ServiceMag.
Mr. Agbénonci commended
Rwanda’s tremendous socioeconomic progress and institutional
transformation over the past one
and a half decades. He noted with
satisfaction the impressive results
achieved on the MDGs targets and
said that the country is on track to
achieving the MDGs.
Mr. Agbénonci also provided
insight on the values of customer
service. “…there is no development
without good customer service in all
sectors”, he said. Below are excerpts
of his interview with The ServiceMag:
TSM: What are some of the challenges
the UN faces in this process of integration
into One UN family?
Our motto is ‘Unity in Diversity’; it
means that we want to be one unified
force using the comparative advantage of
each component of the family. We used
to work on a very fragmented way with
limited impact. Now the most important
thing is to reformat ourselves, to change
all agencies staff mindset in order to
be more effective: UN is about peace,
fostering/helping countries to reach their
development goals. In order to be able to
do this, we need to build synergies around
these tools.
For instance, if you go to Bugesera
or Byumba and the population has a
problem, then they want to know who is
solving problems. One UN is about how
to pull together the knowledge that is
available in the different UN organizations
to support the Government facing and
addressing the issue.
So the challenge is; how do you use
the comparative advantage of the whole
network that we have to better assist the
leadership of every country where we
operate to tackle the issues that they are
facing. It is not an easy task because old
patterns are still there leading sometimes
colleagues to the bad temptation of the
prima dona mode or to try to play the one
agency show sometimes.
The challenge is how to make the best
use of the know-how that exists in each
organization and to understand that the
job to be done is not about ourselves but
about serving the people of this country.
We have mandates which should be used
for the ultimate goal which is to support
national development strategies and
help in designing sound policies and in
implementing them.
TSM: Rwanda is among the pilot countries
of ‘One UN’, how would you assess its
performance so far?
First of all, let me recall that the
leadership of this country volunteered,
even requested, to become a pilot country.
The Government of this country has
several reasons to do so, and I think the
main one was that they want a better UN
in a better Rwanda.
To answer your question, based
on what I hear from the Government,
development partners, civil society and
other clients we are dealing with, the
performance so far is very good. With the
support of the Government and a better
dialogue we are making progress. I know
we still have a long way to go but the
direction is the right one and we will make
it happen.
TSM: As the coordinator of all UN
agencies, what are the priority areas in
your work?
I would say three: maintain a quality
dialogue with the host country in order to
better align our assistance to the needs;
make sure UN agencies are really giving
the best they can and are functioning
properly; and continue playing the pivotal
role in policy dialogue by supporting
the coordination among development
partners. I must try to represent the UN
Secretary General and the organization
the best I can, in the country.
Education (MDG2); Gender Equality
(MDG3); Child Mortality (MDG 4); Maternal
Mortality (MDG5), just to mention a few.
While significant progress has been
made so far here in Rwanda, it became
obvious that capacity is one of the key
challenges here in achieving the MDGs.
With support from development partners,
including One UN, the Government is
embarking on a promising Strategic
Capacity Building Initiative. I am
passionate about that and very committed
to support it because it is the right answer
for sustainable solutions to development
challenges!
TSM: The Millennium Development Goals
(MDGs) provide a framework for the
entire United Nations System to work
together with host countries towards
a common goal. How do you view the
progress towards achieving MDGs in
Rwanda?
When H. E. President Paul
Kagame addressed the UN MDG
Summit in September 2010 in New
York, he reiterated his firm belief in
the achievability of the MDGs and
said that evidence had already shown
that “...where governments own their
development, where real partnership
between supporters and those supported
occur, and where the agenda is designed
and executed by the people whom it is
intended for, tangible results are obtained
and livelihoods are improved.”
This is true in Rwanda. Rwanda’s
government has shown this ownership
of the development process and put
much effort in effective partnership with
supporters.
Rwanda is on track on most of the
goals – a lot of progress has been made in
a lot of goals and achieving the MDGs by
2015 is not out of reach.
Where progress is needed, action is
taken and this is encouraging.
TSM: What are the country’s key
challenges to achieving the MDGs?
Let me give a few highlights where
Rwanda is very well on track: Primary
TSM: What are the objectives of the
Development Partners Meetings and the
UN’s role in this bi-annual process?
The Development Partners Meeting
provides a unique opportunity for all
stakeholders involved in Rwanda’s
development to engage in politicallevel dialogue around key constraints
to aid effectiveness and encourage
commitments to overcome identified
bottlenecks, particularly in the run up to
the MDG target year of 2015.
I support the Chair of the Development
Partner Meeting, Honorable Minister of
Finance and Economic Planning, as the
entrusted co-chair. On a regular basis,
we have the Development Partners
Coordination Group, chaired by the
Ministry represented by the Permanent
Secretary and I co-chair. The UN’s role
is mainly being broker and convener on
Development Cooperation issues. It is
not an easy task but it is important to
maintain a balanced approach to this
mission and to be a scorekeeper for the
MDGs vis-a-vis the government and the
Partners!
The strong leadership of the
government is a key ingredient to success.
It is the first country in sub-Saharan
Africa to have a comprehensive Aid Policy.
You probably know that Rwanda is now
holding its donors accountable against
their commitments through a Donor
Performance Assessment Framework
based on the Paris Declaration and the
Accra Agenda for Action that recommend
mutual accountability.
TSM: What do you think of customer
service in Rwanda?
For me, customer service is related to
accountability and a good governance
system in which you need to respect
citizens who are customers, and keep
your promises. People need to get the
service they are paying for in private
sector, public administration and even in
interacting with development partners
and civil society.
Beyond that, it is important to note
that there is no development without good
customer service in any sector. For me,
it is to do the right thing at the right time
everywhere and always.
TSM: How is customer service put in
place in the daily operations in the UN
agencies here?
The UN’s customers are those who
interact with us on a daily basis: citizens,
civil society and the Government. Our
focus is always looking at what is best
for the country and how we can best
support the Government and the people of
Rwanda in achieving their goals.
From time to time, we seek for
feedback, for instance through surveys
or public meetings, on how they perceive
our work and the service we are providing.
This very often helps us to improve on our
performance.
TSM: What are your last words for our
readers and to the ServiceMag team?
First of all, I congratulate the ServiceMag
team for having taken the initiative to
start this type of magazine. For me it is an
indicator of commitment for progress.
To the readers, I have just one word:
Be very sensitive in whichever position you
are, pay attention to what the ServiceMag
is pointing out in order to improve work
and our common interaction. Rwanda is
not only a land of a thousand hills, but
also a land of a thousand opportunities
and to get the best of these opportunities
it is important to be sensitive to quality
and effectiveness which are at the heart
of ServiceMag’s work.
Focus by Berna Namata, Jean-Claude
Nkulikiyimfura and edited by Michaela Winter
www.kigalicitytower.com
Kigali City Tower offers premium-quality
facilities for nearly every type of business.
The development consists of a 20-storey
office tower with over 6,500 square meters
of leasable space, a split-level four-storied
parking bay and a commercial centre housing
over 10,000 square meters of retail.
Retail
This includes the Nakumatt supermarket and
more than 60 other shops.
Office
Entertainment
Kigali City Tower also host banks,
daycare, several restaurants, a
Bourbon Coffee, sports and fitness
facilities and a movie theatre. To further
guarantee there’s always something
new happening, there’s also 740 square
meters of exhibition space.
The buzz goes all the way to the top – a
high-end restaurant and nightclub will
occupy the 18th floor and terraced roof.
The building’s commercial centre
represents the heart of the entire
development and is designed to host a
variety of facilities on five floor levels
operating virtually on a 24-hour basis.
Kigali City Tower is ideally located in
the city’s commercial district, efficiently
connected to public transportation
reaching all parts of the city.
Avenue Du Commerce
P.O. Box 1284 – Kigali, Rwanda
Tel.: +250 788 30 20 99 – fax. +250 280 30 20 99
[email protected]
FEATURE
La qualité
des
La
qualité est un
facteur important,
pour le consommateur
aussi bien que pour une entreprise.
Non seulement, elle fait partie du
“service”. En livrant des produits ou des
services de qualité, une entreprise se
distingue des autres. La qualité attire des
clients et plus une entreprise a de clients,
plus elle confirme sa position dans le
marché.
Mais qu’est-ce qu’on comprend
exactement par “qualité” ? Quels aspects
déterminent la “qualité”?
Prenons, à titre d’exemple, trois
pizzerias dans le même quartier.
• Pizzeria “Roma” est ouverte de 10 h
à 18 h. Les pizzas sont bonnes, en
général, même si le goût peut varier
d’un jour à un autre. Le personnel
oublie parfois de nettoyer les tables.
•
•
Mais ce n’est guère grave, ils sont
gentils et serviables. Le prix des
pizzas est abordable !
Pizzeria “Napoli” est ouverte de 10 h
à 23 h. Pas de problème de propreté,
c’est impeccable : tables, serviettes,
staff en uniforme et attentif … En
plus, les clients sont sûrs que les
pizzas seront toujours très bonnes.
Le restaurant fait aussi des livraisons
à domicile gratuitement !
Pizzeria “Rimini” est également
ouverte de 10 h à 23 h. Comme chez
le voisin, tout y est propre, les tables
soignées, le personnel gentil – sous
la surveillance du gérant lui-même.
Les pizzas sont préparées devant les
clients, dans un four à bois, et ont un
goût incomparable. On livre aussi à
domicile. Et en plus, on garantit une
livraison dans les 40 minutes. Au
delà, vous ne payez pas la facture!
Parmi les trois pizzerias, le Rimini a plus
de clients que les deux autres. Pourquoi ?
Simplement parce que au Rimini, ils vont
au delà des attentes. Les deux autres, ils
font juste ce qu’on attend d’une pizzeria
: ils servent des pizzas. Mais au Rimini
ils vont un peu plus loin. La garantie de
livraison en moins de 40 minutes est un
petit service supplémentaire et originale
qui dépasse les attentes des clients. Et
FEATURE
LISTEN
By Chantal da Silveira
cela augmente la qualité du restaurant !
Les clients ayant envie d’une pizza
ne regardent pas uniquement le goût
des pizzas, mais aussi le service à table,
la propreté, les heures d’ouverture, et
les petits extras … Et c’est la somme de
tous ces facteurs qui détermine la qualité
d’un établissement. Ce que fait la pizzeria
Rimini, c’est anticiper les attentes du
client, et aller au delà. Et les clients
l’apprécient sensiblement !
L’entreprise qui arrive à plus-quesatisfaire ses clients, qui offre un petit
extra, verra sa clientèle augmenter, car sa
qualité est supérieure.
Revenons maintenant à la définition
de “qualité”.
La qualité, c’est tout d’abord un bon
produit, un produit qui répond aux
attentes du client. Dans le cas des
pizzas, il s’agit entre autres de la taille,
la cuisson, la couleur, la croûte, les
ingrédients et leurs proportions, l’aspect
esthétique, la température ...
La qualité c’est, bien sûr, aussi le goût. Il
faut bien qu’une pizza soit délicieuse !
La qualité se montre aussi dans
l’assortiment, la variation. Un client
veut pouvoir choisir, car c’est ennuyant de
manger chaque fois la même chose. Une
bonne pizzeria offre un large choix, de
sorte que chaque type de client y trouve
quelque chose à son goût : du salé au
piquant voire le sucré !
L’hygiène compte beaucoup dans la
qualité, surtout quand il s’agit des
aliments. Un restaurant doit être propre.
Le comptoir, les tables, les couverts, les
chaises, le sol doivent être impeccables,
tout comme le personnel. Et même si les
clients ne verront probablement jamais
la cuisine, si la salle a l’aspect propre, ils
penseront la même chose de la cuisine.
Un autre aspect de qualité est la
fiabilité. On doit vivre ses promesses:
la pizza doit être toujours bonne, et non
quelque fois. Les heures d’ouverture
doivent toujours être respectées. La
caisse doit toujours avoir de la monnaie,
pour éviter les mauvaises surprises aux
clients.
La qualité, c’est encore la transparence.
Annoncer clairement les plats et leurs
prix, ne pas changer le menu trop
fréquemment. Tant mieux, si les serveurs
sont à même d’expliquer aux clients les
ingrédients des diverses pizzas. La facture
doit être, elle aussi, claire et correcte!
Qualité égale service. Le personnel doit
être gentil, attentif, serviable, bien formé.
Ils doivent vraiment s’occuper des clients
et se soucier sincèrement de leur bien
être. Ils doivent aussi savoir comment
résoudre des petits problèmes, comment
réagir de façon adéquate aux cients qui se
plaignent.
Règle d’or : le personnel ne saura être
attentif si le management ne l’est pas…
Bref, la qualité, c’est :
• satisfaire aux attentes du public,
• savoir ce que le client désire,
• anticiper ses exigences,
• voire aller au delà.
C’est ce dernier point qui, plus que les
autres, détermine la qualité.
Rendez-vous compte qu’une
entreprise ne vend jamais seulement son
produit proprement dit, mais qu’elle vend
aussi les aspects environnant, comme
le service, l’hygiène, la fiabilité … Et ces
aspects, ne sont nullement secondaires.
S’il s’agit d’une pizzeria, d’un garage
ou d’un cabinet comptable, chaque
entreprise doit faire attention à la qualité
dans ce sens élargi. Car la qualité attire
les clients! TSM
En collaboration avec Capricorn Projekt BV,
spécialiste en systèmes de gestion
de qualité.
[email protected]
We all have something to sell.
Regardless of whether it is an idea
or a physical product, we do sell
several times a day. Only a few of us
understand that the best approach
to selling is active listening. I believe
all successful people have fantastic
listening skills. Recently, we moved
into a new house that had been vacant
for a whole year. It is a townhouse
within a well-protected estate. Anyone
could have seen that the house needed
to be refurbished before it was handed
over to a tenant. As per the lease
contract, this was the responsibility of
the agency managing the compound.
Surprisingly, almost nothing was
done before we moved into the house
as we had to move out of another
house. Four weeks after we moved into
the house the situation was not much
different.
One day, my husband came back
home furious. When I asked him the
cause of his anger he said: “I met
the agency’s manager in the parking
lot and I decided to talk to her about
our current situation. As she saw me
approaching her, she drifted away and
said, without letting me speak, that
she had had a long day and was very
hungry. She left me standing there
and entered her house.” Nobody was
expecting a miraculous solution that
evening; but just listening carefully and
paying attention to our claims would
have helped a little.
We then concluded that we could
not stay in that house any longer
because we knew the agency was
not reliable and we would not obtain
the services that we needed. We then
requested the management to refund
to us the one year’s lease we had paid
in advance.
Though the landlord never
acknowledged receipt of our
correspondence, we moved out and to
this day, the house has no tenants.
[email protected]
FEATURE
Inkinyabupfura cyawe
n’umuco mwiza
byagiyehe?
Byandutswe na Colleen Rickenbacher
I
kinyabupfura cyawe n’umuco
mwiza bya buri munsi, ubupfura
bwawe no kwita ku bandi byagiye
he? Byararigise. Mu by’ukuri na
none, ibi ntibiba kuri buri wese,
ariko abantu benshi bibagiwe ibikorwa
byo kugira neza bigishijwe na ba mama
wabo, cyangwa biranashoboka ko nta
kinyabupfura bigeze bigishwa na gato.
Dukeneye kunamuka muri za
mudasobwa zacu, tukongera gusabana
no kuganira n’abantu imbonankubone no
kwibuka umuco mwiza wo gushimira uti
“Urakoze” na “karibu”.
Reka tuganire ku muco mwiza n’ubupfura
mu bantu.
Buretse gukinga urugi: mbere yo
gukinga urugi, banza usubize amaso
inyuma urebe niba nta muntu ukugana.
Niba ahari, fata iminota, amasegonda
makeya noneho ubafatire urugi babanze
batambuke. Imyaka yabo cyangwa
igitsina byabo ntabwo ari ngombwa
ahubwo imenyereze umuco mwiza wo
kubareka bakabanza gutambuka mbere
y’uko ufunga urugi. Wenda uwo muntu
azamwenyura kandi agushimire kubera
ubupfura bwawe.
Telefoni zigendanwa: Ugomba
kwibuka umuntu ufite agaciro
kurusha undi; umuntu ukwicaye iruhande
cyangwa uwo muvugana kuri telefoni –
Umuntu ukwicaye iruhande cyangwa uwo
muvugana kuri telefoni? Ibi bisobanura
byinshi ku muco n’ubupfura byawe.
Ndahamya ko ntacyo byagutwara mu gihe
wongeye kuvugana cyangwa kuganira
n’imwe muri abo bantu nyuma y’iminota
15-20.
1
2
3
Iyo uri ku meza ufungura: kuvugana
ibiryo mu kanywa ni ibintu bibiri
bihabanye ku buryo bitagomba na rimwe
kubangikanwa.
Asanseri: Reka abandi bantu
basohoke mbere yawe mbere yo
gutekereza kwinjira muri asanseri. Iyo
umuryango ufungutse, ugomba kuwufata
kugira ngo abantu barimo basohoke,
noneho nyuma ureke ababyeyi n’abakuru
babanze binjire mbere yawe.
Mu muhanda nyabagendwa:
usabwe gukoresha amatara
yerekana ko ugiye gukata kandi ureke
abantu babanze batambuke kandi
ugire impuhwe n’ubupfura. Abantu
bashobora kutihanganira imyifatire yawe
mu muhanda kandi kugira impuhwe
n’ubupfura bituma abantu bagusekera
kandi bakanagushimira.
Iyo watumiwe mu rugo rw’umuntu:
muzanire impano kandi uhagerere
igihe mwavuganye. Ntukaze amara masa
iyo watumiwe ku ifunguro cyangwa mu
birori cyangwa umunsi mukuru. Niba ari
abantu b’incuti zawe wisangaho, bafashe
gutanga igaburo, ikinyobwa kibanziriza
ifunguro cyangwa ikiribwa cyo kwikuza.
Ushobora kuzana impano ntoya cyangwa
icupa rya divayi cyangwa buji cyangwa
akandi kantu gashobora gushimisha
umuntu wagutumiye mu birori cyangwa
ku munsi mukuru.
Amagambo yo gushimira: abantu
bakunda kohererezwa akandiko
kabashimira kandi nawe ugomba
koherereza abandi utwandiko dushimira
umuntu kubera akazi kakozwe neza,
ifunguro ryiza, impano, cyangwa kubera
4
5
6
7.
ikindi kintu cyose cyagukorewe cyangwa
cyakorewe isosiyete yawe. Ubutumwa bwo
kuri mudasobwa bushimira bushobora
koherezwa mu ikubitiro, nyuma
bugakurikirwa n’akabarwa gasinye.
iyo usabwa gusubiza: iyo utumiwe,
ugomba kumenyesha ugutumiye
ko uzaboneka cyangwa utazaboneka.
Birashoboka ko gahunda zawe zahinduka
ariko na none, usabwe kumenyesha
uwagutumiye ko utakije mu butumire
bwe. Nk’uko tubizi, buri muhango, inama,
cyangwa ubusabane bwo gusangira
ifunguro bisaba amafaranga kandi
birahenda cyane cyane iyo uteganirije
abantu ntibaze, bigapfa ubusa, cyangwa
bikaba ngombwa kwita ku bantu nka
20 utigeze uteganyiriza kuko batigeze
bakubwira ko bazaza.
Ubutumwa bwa emails: usabwe
kwibuka ko ari ubutumwa bw’akazi.
Mbere yo gukanda akamenyetso kohereza
ubutumwa kari munsi ya email yawe,
banza wibaze ikibazo gikurikira: “Mbese
ni ngombwa kohereza ubutumwa bwa
email cyangwa ibarwa yanditse isinye?”
Niba atari byo, ugomba kubanza gukosora
amakosa y’ikibonezamvugo, imyandikire
n’umutwe w’ubutumwa bwawe.
Ifunguro ryateguwe mbere:
Ifunguro ryateguwe mbere si ryo
ryawe rya nyuma! TSM
8
9
10
Byahinduwe mu Kinyarwanda bivuye ku
rubuga rwa interineti www.crspeaks.com
FEATURE
FASHION
communicate your professional abilities through colors
By Efua Hagan
P
rojecting a polished image
regardless of your line of work
should be everyone’s aim and in
all aspects of a professional life.This is
not to imply that you should leave your
personal style at home, on the contrary,
the right amount of charisma to polish up
a competent look will make you a unique
imprint in the corporate world.
Let the colors do the talking
A color is a powerful tool for
communicating your personality and
abilities. Red, for example is a bold
color which implies aggressiveness and
certainty. Navy blue on the other hand
portrays trustworthiness. Gray stands for
modesty while black spells out chic and
elegance.
Always be cautious to draw a
connection between your line of work
and your choice of colors because being
aware of your working environment will
enable you to better portray the image of
the company you represent.
Basic colors consist of navy blue,
black, grey, and brown. These colors
work well in trousers, skirts, suits and
shoes when combined with a top or scarf
in calm colors like ice blue, lilac, soft pink
and ivory. Black is extremely versatile
because it can match with virtually any
color; red, white, purple, yellow and grey.
Use a successful guide
The color wheel is a beautiful place
to start if you are ever unsure about
matching colors.
One way to match colors by using
a color wheel is to identify which ones
sit next to each other. These are known
as analogous colors. Analogous colors
always match. However, getting the
right tones is equally important because
harmonizing colors effectively will
prevent them from fighting each other.
One important tip is to ensure that one
color dominates the other in shade and
density. For instance, green and violet
are analogous colors to blue on the
color wheel, and therefore match. The
colors complement each other best when
lighter shades of green and violet are
worn with a dark shade of blue.
Shop Smart
Spontaneous shopping may be thrilling.
However, you may have to ensure that
you have items that will match your new
clothes. For instance, if you buy five
items of clothing-each complementing at
least three other pieces in your existing
wardrobe, you will have fifteen different
combinations to wear! So shopping smart
will definitely help you to maintain a
coherent and professional look.
Wearing the same shade of the same
color from head to toe with no other color
to break it up has a tendency to make
one look dull. Rather, incorporate your
outfit with smaller elements or simple
accessories in a different color to break it
up. You can do this with a scarf, shoes, or
even a belt.
Matching Mishaps to Avoid
I’m pretty sure we all wished that
we could mix and match whatever
combinations we dreamed up, however
it doesn’t quite work that way. Here are a
few examples of what to avoid.
Clashing colors: Avoid wearing grey,
black, red and dark green with brown
because they don’t match.
Combining Patterns: Don’t combine
different pieces of your outfit with equally
bold prints of different shapes and colors.
For instance, combining a blue and white
striped shirt with a dotted black and
orange tie will not project an organized
and corporate image for yourself. So,
keep prints off shirts and on ties and
choose a decent shade from the tie to
match with a shirt.
Socks: If you are a man, to prevent
attention from being drawn to your feet,
stay away from white socks or ones with
stripes or other loud prints. Instead, stick
to darker colours.
Being able to put together a look for
yourself that makes you feel and look
confident is essential and can be very
rewarding to your professional image.
Using colors and tones to your advantage
to project an ideal image will speak
volumes about your ability even before
you say a word to your clients. Even in
the corporate world, always be sure to
blend in your personal flair with tasteful
moderation. TSM
[email protected]
FEATURE
PHOTO: Getty Images
3
VOICES THAT
ENTREPRENEURS
NEED TO MUFFLE
By Allon Raiz
M
aking the decision to start
your own business is daunting
enough without the persistent
and nagging voices that haunt us as
entrepreneurs. There are three main
categories of “voices” that are “heard”
by most entrepreneurs. These are: the
voices of your family and friends, voices
of the marketplace and voices of your
own mind.
In a risk-averse environment such
as one carrying a history of protected
employment, one of the principal
challenges for entrepreneurs is the
perceptions of their families. It is widely
believed that going the entrepreneurial
route is dangerous and even irresponsible.
Some of these negative remarks may
be borne out of pure concern, some out of
personal issues, and some out of jealousy.
In order to survive, the entrepreneur
needs to identify the motives of these
critics and then decide whether to heed
their advice or discard it.
The second voice comes from the
marketplace. New businesses are treated
with mistrust and suspicion. If you happen
to be young as well, then you have an even
harder uphill task. New businesses tend
to overcompensate for their “newness” by
offering everything under the sun to their
potential client base. To exacerbate the
situation they offer all these services or
products below the market rates and then
Give voice
to your
entrepreneurial
soul and embark on
a journey of selfdiscovery and endless
wonderment in your
own capabilities.
promise the best service to boot. These
businesses are inevitably exploited, and
end up not only chasing every deal but
their own tail as well. The likelihood of
such a company surviving on the market
is extremely low.
Young and new companies need to
enter the market with a clear and specific
offering at the market rate. They are
more likely to survive when offering a
product or service within a smaller niche.
Understanding their real added value will
ensure their positioning in the market.
Compromising on prices should never be
the means to carve out a niche for a small
startup company.
The third voice entrepreneurs have to
contend with is the voices that resound
in their heads. It constantly asks them
whether they are really good enough to
succeed. Many times these voices actually
“tell” the entrepreneur that they are
indeed not good enough. Any temporary
success enjoyed by the entrepreneur is
dulled by these voices whispering that this
may have been a one-hit wonder.
Take control of these voices by feeding
on positive voices. Having a crystal
clear vision of where you are taking
your business will help quash these
voices. Failures are bound to occur on
the way to success, and accepting this
wholeheartedly, or in fact embracing this
concept, will ensure that failure does not
feed your voices.
Taking control of the three voices
is one of the most important things an
entrepreneur needs to do, before and
whilst on the journey of entrepreneurship.
Do not worry if you cannot silence them
completely. Some of the most successful
entrepreneurs are still haunted by them
today. Give voice to your entrepreneurial
soul and embark on a journey of selfdiscovery and endless wonderment in
your own capabilities. TSM
The writer is the founder and CEO of
Raizcorp in SouthAfrica. He also sits
on the board of South Africa’s National
Empowerment Fund. He is the author of
“Lose the Business Plan: What they don’t
teach you about entrepreneurship”.
For more, go to www.raizcorp.com
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COVER STORY
Ecobank expects its massive investment in technology to drive growth and
improve service delivery in the years ahead.
Three and a half years since BCDI was acquired by Ecobank, DAN SACKEY,
the out-going Managing Director, in an exclusive interview with The ServiceMag talks about the
challenges faced in rebuilding a battered brand and restoring confidence in the bank.
Below are excerpts:
By Berna Namata and David Kezio Musoke
I
t’s been four years since Ecobank
took over the former BCDI. How
hard or ‘how simple’ has it been for
you to rebrand an already existing
institution which was negatively
perceived by the market?
You need to look at this in the context of
what Ecobank inherited upon the takeover
of the former BCDI in June 2007. The
major challenges included a huge non
performing loan portfolio, negative net
worth, loss of staff to the competition
and very low morale among the existing
staff. This impacted adversely on service
delivery to customers. Some of the major
clients had either left or were doing very
little business with the bank. Our major
task was therefore to recapitalize the
bank immediately, deal with the huge
non-performing portfolio loan portfolio
(63% as of June 2007), improve the morale
of staff and restore confidence among the
depositors and clients of the bank
Three and half years down the road,
we have basically delivered on all the
objectives that we set for ourselves.
We have restored confidence in the
bank, which is currently one of the top
three best capitalized banks in the
country. This is further reflected by
the improving trend in all the key
indicators namely deposits, loan
Best employee 2010
Customer care service
book, customer numbers and profitability.
Through continuous training, both within
and outside the country, we have been
able to improve the quality and caliber
of our staffing thus impacting positively
on the customer experiences. I believe
our growing clientele and the return to
sustained profitability provides the best
support for this assertion.
Whilst acknowledging that there is still
some work to be done in improving all the
above indicators notably, the customer
experience, I believe that the major part
of the work is done. What is left is for
us to leverage on what we have created
to grow the brand and create increased
brand awareness. Today, I have no doubt
in my mind that the Ecobank brand is well
established on the Rwandan market.
Ecobank is ‘Pan African’, how is this
reflected in your operations?
Pan African Bank refers to our presence
in 30 countries across the African
continent. Today our network coverage
of the African continent is unmatched by
any other bank and what is even more
impressive is that this has been created
within a relatively short period of time.
From its humble beginnings in 1988, the
Ecobank network at December 2010, had
grown to 753 branches and 779 ATMs
across 30 African countries, an affiliate
in Paris and Representative Offices in
Angola, Johannesburg and Dubai with a
total staff strength in excess of 10,000. In
Rwanda, we have expanded the network
to 16 branches and 22 ATMs supported by
total staff strength of 270. Our network
also puts at our disposal a large array
of resources notably highly skilled staff,
cutting edge technology and an adequate
capital base that each country, including
our affiliate here in Rwanda, can call upon
to support its business development
efforts.
In the area of technology we have
benefitted from this pool of highly skilled
technical personnel who provide both
regular off-site and on-site support to
supplement whatever skills are available
in house. This has made it possible
for Ecobank Rwanda to implement
major technological projects/initiatives
within the shortest time possible,
notwithstanding the shortage of such
skills in the country. A case in point
is the recent migration of the core
banking application from ‘Superbank’
to ‘Flexcube’, during which more than
30 technical staff, drawn from several
countries supported the initiation and
completion of the project with little or no
interruption to service delivery.
Ecobank’s experience in running
operations across several countries is
also reflected in the variety of products
that are deployed across our entire
network. We are able to easily export best
practices from one country to another.
We have drawn from lessons learnt in
other countries to refine and reposition
our products in different markets for
maximum effect.
Having worked in different markets, what
is unique about the Rwandan market?
The culture is obviously unique, but
what was immediately striking was the
fact that Kinyarwanda was spoken and
understood by all. I believe that compared
to other countries on the continent, this
represented a unique opportunity to reach
out to a wider market.
With one advert in Kinyarwanda,
channeled through the appropriate media,
you are able to reach a larger audience.
Its role in the appreciation of Government
policy and in particular promotion
of financial literacy cannot be down
played. The average customer is able to
understand our proposals and product
offering better due to the virtual absence
of a language barrier.
Another unique thing about the
Rwandan market is that you have a
government that is focused not only on
delivering on its objectives to its people to
improve the overall business climate but
also in promoting accountability. Contrary
to what pertains in other jurisdictions,
government officials are easily accessible
and this has proved quiet helpful in
addressing quite a large number of
bottlenecks.
For most banks operating in the Rwandan
market between 2008 and 2009 there
were challenges of profitability and
market conditions, specifically due to the
local liquidity crunch, how do you view
the situation now?
The situation has improved significantly
as most banks are now generally liquid.
However it is important to point out that
the fundamentals remain unchanged as
available liquidity is largely short term
in nature, thus constraining the ability of
banks to lend for longer tenors. Corporate
bodies still remain the major providers
of liquidity in the banking system. Any
change in the corporates’ investment
preferences will have an immediate
COVER STORY
impact on the lending capacities of banks.
Whilst this indicates that banks, Ecobank
inclusive, have not done well in the area
of savings mobilization notably from the
informal sector, it is also a reflection of
the low income levels prevalent in large
sectors of the economy. There is still a
lot of work to be done in this area by both
banks and the authorities.
We need to do more to reach out to
the unbanked segments of the population
through appropriate product strategies
whilst tapping on such opportunities
to grow our client base; drastic
improvements are also needed in terms
of educating people and improving the
competence levels of our staff through
training for efficient service delivery.
There is the need to partner with Micro
Finance Institutions to reach out to the
unbanked population. The successful
implementation of these measures will
impact directly on the liquidity structure of
banks. This is the only way to change the
desired liquidity structure.
What is the major challenge affecting
‘service delivery’ in this industry?
Technology remains one of the major
challenges facing service delivery in the
banking sector. The extent of deployment
of technology by banks in the country,
Ecobank included, is a function of both
the state of the technology infrastructure
notably the telecommunication network
(both voice and data) and the level
of investment in technology by each
bank. While the state of the technology
infrastructure in the country, notably in
Kigali is good, additional investments
are required to reduce periodic outages
and improve uptime in other parts of
the country. Banks will also need to
complement this with the appropriate
investments to ensure adequate
redundancy and service continuity when
one network is down.
The skills gap referred to earlier,
is even more noticeable in the area of
adequate product knowledge. Limited
product knowledge affects service delivery
to clients and accounts for some of the
negative customer experiences that
have come to the attention of banks.
The issue of attitude also cannot also
be downplayed. A customer who does
not even receive the required service
level from his bank, is likely to be less
dissatisfied, if the employee delivering the
message does so with the right attitude.
Poor customer service is still a huge
challenge in both public and private
sectors in this country. How is the Bank
tackling this issue?
At Ecobank we see technology as an
enabler in our quest to deliver excellent
customer service to all our clients. The
Ecobank Group has invested more than
$US40 million in a Shared Services Centre
in Accra, to handle the processing of
all back and middle office transactions
across the Ecobank network from one
location. The objective is to ensure
efficiency and consistency in the delivery
of world class banking services to all
our clients irrespective of their location.
We at Ecobank Rwanda have benefitted
immensely from this powerful platform
through faster and easier account
opening, funds transfer and new
product launches among others.
For example our changeover to
flexcube during the last quarter
of 2010, facilitated the immediate
roll out of the following new
products to our clients; internet
banking, e-statements and
alerts for all debits and credit
transactions on client accounts.
What has the bank been doing in
terms of training?
Ecobank’s investment in
technology has gone hand in
hand with continuous human
capital development. At Ecobank,
we believe that our people are
our greatest resource and great
care is taken to equip them
with appropriate skills (through
internal and external training)
to enable them meet client
aspirations. We go to great
lengths to offer our people the best of
training and development opportunities
to equip our people with the best skills
to succeed ethically, professionally
and personally in any challenging
environment.
The Ecobank Group allocates in
excess of 5% of payroll costs to training
and development. This is further
underlined by the strategic training and
development indicator which requires all
staff to undergo a minimum of 40 hours of
training and coaching every year. This is
strongly enforced throughout the Ecobank
Group, including Ecobank Rwanda.
The misconception about customer care
is that many people think it has got more
to do with courtesy (smiling, greeting a
customer), yet customers or clients are
always looking for value for money. What
is your view?
I believe real customer service is about
delivering the required service/product
when the customer wants it, where he
wants it and in the manner required.
Complementing the delivery with a smile
We have
restored
customer
confidence
in our bank
Ecobank
Regional Cards
How about the long
queues in your
banking halls?
Available at your nearest branch
We have addressed
and accepted all across Africa
this and will continue
to do so as part of an
ongoing campaign
SMS-Alert
e-Alert
to decongest our
e-Statement
banking halls. We
Internet Banking
at Ecobank have
identified the following
Terms and conditions apply.
factors as being major
contributors to the
queues in the banking
www.ecobank.com
halls; Salary payments
at month end and other
statutory obligations
that require payment to be made through
averaged in excess of 95% over the
banks. All current account
holders are
past
six months. We are still working
0863_RWA_RC_95x70mm_V2.indd
1
automatically issued with an ATM card
relentlessly to bring this to the desired
that allows them to access their funds
Service Level Agreement target of 99.5%.
around the clock at any of the 22 Ecobank
In spite of the significant improvement
ATMs dotted across the country. It is no
in ATM availability, we still see isolated
longer necessary to be physically present
cases of congested banking halls, whilst
in our banking halls to access your funds.
the ATMs outside those branches had
Ecobank is one of the selected
no users. We will continue with the
banks that collect taxes on behalf of
customer education drive to migrate most
government; Given the preference by
customers from the banking halls towards
most clients to make such payments at
the ATMs.
the last minute, we still see some queues
in our banking halls at mid month or at
What is the future of Ecobank in Rwanda?
the end of the month. We are working
We have spent the past three and a half
with Rwanda Revenue Authority to
years rebuilding the brand, setting up
continuously sensitize clients to pay their
appropriate systems and procedures in
taxes on time and avoid the last minute
addition to building the capacity of our
queues. I believe the time has also come
people. The next stage is the optimization
to look at possible directives requiring
of this network to generate maximum
clients to make all tax payments above a
benefits for all our stakeholders. We will
prescribed minimum, via credit and debit
leverage on our people and our state of
cards.
the art technology platform to introduce
new products, improve turnaround time
Our readers have raised complaints
and the total banking experience with
about ATMs. They say that they seem to
Ecobank. Our employees can look forward
be faulty most of the time, what is your
to working in a challenging and rewarding
response to such complaints?
environment whilst our shareholders can
This complaint comes from the hangover
rest assured that they have made a safe
of the lack of a reliable ATM network in
and profitable investment. In sum the
the past. On the whole there has been
future of Ecobank in Rwanda looks very
significant improvement in ATM uptime
bright. TSM
but I can speak authoritatively for Ecobank
For more info visit www.ecobank.com
where ATM availability has consistently
+
Job number
0863
Designer
CLAIRE
Finished size
95 x 70 mm
Description
Press Ads
Date
11.03.11
Artwork size
95 x 70 mm
Version
Print
PM sign-off
Region and
language
RWA_EN
Design lead
sign-off
CD sign-off
Traffic
becomes the icing on the cake. If the
delivery is not up to standard, a smile will
do very little to appease the customer.
Like all service oriented organizations,
Banks will have to refine their recruitment
and retention methods to weed out staff
who found themselves in the profession
by accident. Banks must implement
measures to attract only staff with
the right background, attitudes and
disposition. Any other deficiencies can
then be complemented with focused
training and continuous education by
banks. To maintain competitiveness,
banks will have to increase investment in
staff development and training. This is the
only way of ensuring that service delivery
within the banking sector can keep pace
with the demands of an increasingly
sophisticated clientele.
Copywriter sign-off
Comments
Client sign-off
11/03/20
Ecobank
Current Account
The value-added account available
in both local and foreign currency
+
e-Alert
e-Statement
SMS-Alert
Standing order
Cards
Terms and conditions apply.
www.ecobank.com
NEW!
YOUR WELLBEING MATTERS
Stress Management in the Workplace
By Carl Mueller
PHOTO: Malik Shaffy
S
tress in the workplace is a reality that most of us have to face
for one reason or another and coping with it is key to longterm career success.
Some careers are more stressful than others and some
companies and managers may give you more stress than you
can cope with.
A certain measure of stress can be helpful because it may
provide motivation that allows you to work with a sense of
urgency and purpose.
When stress in the workplace attains a high level and spills
over into your personal life in a negative manner, this is a sign
that you need to do something to manage it effectively so that it
does not spiral further out of control.
Here are some suggestions for successful stress
management in the workplace:
1. Try to address issues that might be affecting your stress
level; that do not easily come to mind, especially the ones you
can change. Do you drive one hour to work each day and feel
worn out by the time you get into the office each morning? Are
there ways in which you can lighten your workload? Do you need
to learn how to say “no” to certain requests from time to time?
Look for ways of changing how you do things especially those
activities over which you have some control.
2. Look for ways to improve your time management. Often,
stress is a result of simply not having enough time to complete
everything you need to do. Stop wasting time talking to
colleagues and making personal phone calls, stop surfing the
Internet for personal reasons. Eliminate this and other time
wasters. Shut your office door if you have trouble with people
walking in and distracting you; or find a quiet office where you
can work undisturbed where necessary.
3. Find some sports activity in which to participate. I like
working out at the gym but you may find jogging, playing squash
or taking yoga classes more helpful. Try something athletic that
gets your mind off work. Start by going for a walk at lunchtime
just to get out of the office for a bit.
4. Do not neglect your personal life. Remember to try to find the
proper balance between your work life and your life outside of
work. Try when possible to leave work at the office. A separation
between work and personal life is paramount.
5. Carefully consider whether or not you are in the right job. If
successful stress management at work is just not possible and
if you reminisce about your time with a previous employer when
things were better, maybe you’re in the wrong job. Do you like
what do you or is it simply a job to you? If it’s simply a job there
may be other jobs that are less stressful and better suited to
your personality.
Stress management in the workplace is critical to your longterm career and long-term health. When stress management
is simply not achievable through change, consider seeking a
medical opinion in case you are suffering from more than just
stress.
Article Source: http://EzineArticles.com/?expert=Carl_Mueller
NEW!
YOUR WELLBEING MATTERS
5-Minute Makeup
for Working Women
By Sandra Idossou
PHOTO: Getty Images
IN
today’s business world, your
appearance is capital to your
image. In addition to being smartly
dressed, you need to pay attention to your
make-up.
Make-up is a proven way to create
an immediate and lasting impression on
the minds of people you meet. This is
probably bad news for women who don’t
wear make-up, but an American research
shows that people consider well madeup, groomed and stylish women to be
more capable, more confident and more
interesting than those
who are none of the
above!
Another
study revealed
that women
who are perceived
as “good-looking”
usually receive 20%
more in salaries than
those perceived as
“plain” or “homely”. The
question is, is this relevant
in the African business
environment?
Believe it or not, make-up is
an essential tool in creating a professional
image. Simply because our faces can
project our deepest essence, our faces
interact with people when we speak with
them, when we look into their eyes, laugh,
or reveal our opinions.
Contrary to what many people think,
making oneself up doesn’t have to be
complicated or take forever. Wearing
make-up to work doesn’t have to be a
sophisticated affair, comparable to going
for a dinner date or wedding. A make-up
job can be professionally applied in less
than five minutes. Below are essential tips
for busy mornings;
1. Foundation & Powder
Use the lightest foundation at your
disposal. Apply it using your fingertips
or a slightly damp make-up sponge.
Remember to apply it over your eye lids
and lips and spread it just under your chin
(blending away towards your neck). A
natural-looking base gives a working girl
the edge. Try one of the contemporary
foundation-and-powder-in-one mixes
which do both jobs effectively and can be
quickly retouched during the day. Heavily
pigmented powders are outdated as they
usually look artificial.
2. Eyes
Your eyes play an essential role in your
make up. Outline your eyes with a soft
pencil (preferably black, brown or blue).
Use eye shadow that suitably sets off
the colour of your clothes, playing the
shades down rather than up, and
keep the application techniques
simple. A touch of eye pencil is
long-lasting and won’t need
refreshing during the day.
3. Eyebrows
Don’t forget to give your eyebrows the full
treatment. Defining your eyebrows gives
your face more impact. Trim them often.
In the mornings, use a brush or sharp
brow pencil to emphasise them. Blend
the strokes.
4. Mascara
One coat of mascara is sufficient. You may
apply it to the top lashes if you wish. Check
that your mascara is smudge-proof and
defines the lashes without making them
look thick or clogged with make-up. If your
mascara tends to smudge under your eyes,
try applying it only on the top lashes or
consider using a waterproof type.
5. Lipsticks
Now outline your lips with a lip pencil
that matches your lipstick to add finishing
touches to a classic look. Nowadays
many women prefer using lip gloss or
translucent lipstick that allow the texture
and colour of their own lips to show
through. Lipsticks are most effective when
they are in strong, matte shades. It should
help unite the other colours that you have
used and really light up your face.
A good lipstick will moisturize the lips
and shield them from the sun without
interfering with the final sheen of the
lipstick.
If you are looking for the fresh natural
glow that looks right in the open air,
keep your make up neutral. Avoid flashy
colours.
Nails may not be part of your make up,
make sure that your nails are manicured.
Avoid half-peeled off nail polish. Should
you lack coloured nail polish, a simple
transparent top coat is enough to give
your nails that vital, groomed look.
It is important that your working
image and make up remain within the
confines of professionalism. You don’t
need to be extremely glamorous
to be considered professional.
The key to creating a
successful professional image
lies in striking a balance. Pay
attention to the image you
portray; one often has the
possibility of upgrading it or
destroying it. TSM
[email protected]
Importance of
Induction
PHOTO: Malik Shaffy
FOR YOU MANAGER
By Denise Umunyana
R
ecruiting a new employee is
time consuming and often
expensive. Throughout
the recruitment process
expectations have been
laid out by both parties. The new recruit
agrees to a starting date, then what?
When you recruit new employees, it is
important to give them the right induction
course that will benefit them as well
as your business. This induction period
may be considered as the foundation for
getting the most out of the employee and
to kick-start their long term success in
your business.
As defined by BusinessDictionary.com;
“induction refers to the first step towards
gaining an employee’s commitment.
It is aimed at introducing the job and
organization to the recruit, and him
or her to the organization. It involves
orientation and training of the employee
in the organizational culture, and showing
how he or she is interconnected to (and
interdependent on) everyone else in the
organization”.
Some companies make the mistake
of overlooking induction periods. Instead,
they leave the new employee to find their
way with the help of more experienced
employees, and this costs time and
money. It also obstructs the principle
of induction which is to integrate new
employees to enable them to reach their
full potential as soon as possible.
Induction for new employees has a
direct bearing on long-term retention of
good staff. During this time, the quality
of the induction will influence the way
employees visualize the business and
how well they shall be integrated. If you
get it right you will set the foundation for
a positive long-term relationship. If you
get it wrong, the new staff will receive the
wrong impression of your company and
may even consider leaving you as early as
the end of the first week. How can any one
stay ahead of the game?
First of all, involve everyone that
you feel is essential in creating good
relations between new employees and
those that they will come into contact
with. Make the employee feel welcome
and comfortable in all areas that will
involve their presence. A successful
employee induction strategy helps to
create a community in the workplace and
not just a workforce. When employees
are effectively and positively introduced to
their organization, a relationship is built.
This affects their attitude towards their
colleagues and the company’s clients;
and improves customer satisfaction and
service levels.
Secondly, an induction course should
be organised at the start of employment
and may stretch for several weeks, or
even months. Stretch it for as long as
necessary until you believe that the new
employee has been thoroughly integrated
into the business. Have a ‘follow up’
appraisal to sort out any queries that they
(or you) may have.
Thirdly, you may want to prepare for
their arrival by ensuring the availability of
their equipment (workstation, desk, etc). If
you have involved others to assist with the
induction, draw up a timetable to let them
FOR YOU MANAGER
Importance of Induction
continued from pg 31
know when they are required to attend.
A good induction may determine how
quickly your employees settle down into
the business and the speed at which they
develop to reach their full potential.
Without an effective induction
program, new employees get off to a bad
start and never really understand the
organization or the role that they play.
This may lead to insufficient integration
into the team, low morale particularly
on the part of new employees, loss of
productivity and failure to attain their
highest potential. At the worst, the
new employee leaves, either through
resignation or dismissal.
These early departures result in
additional costs for recruitment; time
wasted for the inductor, lowering of
morale for the remaining staff. In general
they are detrimental to their employment
record, having to repeat the unproductive
learning curve of the leaver and damage
to the company’s reputation.
People are the most vital part of any
organization. The way people are treated,
at whatever level, has a significant
impact on the day-to-day activities of a
business and the working environment.
If employees are treated with respect
and courtesy on their first day, they
will immediately feel more loyal to the
organization. The impressions made when
someone starts work for a new employer
have a lasting impact on how they relate
to the company. Remember to value your
employees and this will be rewarded with
more motivated staff and better results
for the organization.
Whether you are a large or small
organization, induction is a valuable
process to go through. It will empower
the employee to be more successful and
ensure loyalty to the business sooner
Managers (with guidance from
HR) need to invest time in inducting
new employees to help them become
productive more quickly and to help
prevent new recruits leaving within their
first six months in the job. TSM
[email protected]
P
our comprendre l’importance du «
branding » ou image des marques,
il suffit de regarder autour de nous.
Le signe
bien visible sur les
chaussures de sport, à quoi vous fait-il
penser? Bravo monsieur/madame, à
Nike! Ce téléphone portable avec le nom
distinct de Nokia dit à tout le monde qui
vous a « brandé ». Ce blue jeans avec un
prominant rouge Levis, ces lunettes de
soleil avec un logo Chanel ou Gucci, ce
stylo bien tenu avec un symbole gravé à
la fin. Tout cela fait partie du branding et
représente toutes des marques, rien que
des marques.
Seulement, en tant que
consommateurs, nous avons plus
tendance à suivre le courant de la mode
et le mouvement des marques sans,
forcément, penser à l’importance de la
marque. C’est justement ce que veulent
les entreprises, qu’on s’identifie à leurs
marques, qu’on les intègre dans notre vie
et qu’on en soit fidele. Pourquoi? Pour
enregistrer d’énormes bénéfices.
Une marque, une identification éternelle
Le meilleur exemple d’intégration d’une
marque dans la vie quotidienne des
consommateurs est celui de Coca-Cola.
Pas besoin de s’attarder sur leur degré de
réussite, tout le monde le sait.
Il est temps pour vous et moi de
prendre quelques leçons des ces grandes
entreprises afin de mieux comprendre ce
qu’il faut faire pour se différencier des
autres et ainsi prospérer dans le monde
du business.
Indépendamment de la position qu’on
occupe ou du type de business, nous
avons tous besoin de comprendre l’impact
du branding sur les affaires. L’image de la
marque est ce qui est de plus important
dans la stratégie marketing, c’est
l’essence même du service ou produit de
l’entreprise.
A la création d’une entreprise, il
importe alors de penser à tous les détails
qui contribuent à la fondation d’une image
de marque :
Mutwandikire
Le nom de d’entreprise doit faire partie
intégrante d’un processus bien réfléchi.
Vous devrez aussi bien tenir compte
des significations du nom que de leur
longueur. Votre marque doit être simple et
unique. Un nom simple est facile à retenir
par les consommateurs. Ceci dit, vous
devrez vous rassurer que le nom choisi ne
fait référence qu’à vous.
Le sens de votre marque, plus important
encore. Pour vous guider, posez-vous
ces questions de base: quelle est la
mission de votre entreprise ? Quelle est
la particularité des services ou produits
de votre entreprise ? Quelles sont les
qualités que reflète votre entreprise ?
Cette dernière question vous permet de
projeter des valeurs positives liées à votre
marque pour que les consommateurs
cherchent à s’associer à votre marque.
Une bonne image de marque crée la
fidélité à la marque et par conséquent
accroit les revenues de l’entreprise.
Valeurs de l’entreprise, il faudra les
traduire en action. Ceci ne peut se faire
qu’avec l’implication de tout le personnel.
Dans ce monde très compétitif, pour
réussir dans les affaires, votre ultime rôle
est avant tout d’être le « marketer » de la
marque nommée «Vous». Pour y arriver,
il suffit de rendre un excellent service
à vos consommateurs ; mieux que ce
qu’offre votre concurrent. En faisant ceci,
non seulement, vous allez apporter une
remarquable contribution au succès de
l’entreprise mais aussi, vous contribuez à
votre propre image de marque.
Restez visible
au travers
de tous les
évènements locaux
qui peuvent faire
voir et connaitre
votre marque.”
La bonne nouvelle est que tout le
monde est susceptible de se distinguer
dans le service, tout le monde à la
possibilité d’apprendre, de s’améliorer,
d’offrir le meilleur de soi et d’atteindre
l’ultime but d’améliorer son image de
marque.
Par quels moyens?
Ce n’est sûrement pas en croisant les
bras ou en restant assis dans votre
bureau que vous allez faire parler de
«Vous» et de votre marque. En restant
toujours sur l’exemple de Coca Cola,
comment ont-ils réussi à se tailler la
part du lion ? Tout simplement par une
campagne de publicité percutante.
Insertion publicitaire, spots
télés, publicités radios, panneaux
publicitaires, tout y est passé. Etre
présent partout, à tout moment ! Tel
est leur secret. Aujourd’hui, malgré 124
ans d’existence, Coca Cola n’a pas pris
une ride et reste le leader de la boisson.
Tout simplement, parce qu’ils n’ont
pas eu peur d’investir dans une page
publicitaire. Rien qu’en Angleterre, leur
budget publicitaire « Presse écrite »,
s’élève à £1.031.625 en 2003. L’intérêt
? Atteindre une grande marge de
population et véhiculer son image.
Slogan et image. De même que le signe
vous fait penser à Nike et non pas
à une virgule ou autre, il est nécessaire
d’associer et de répéter aussi souvent
que possible votre image. Pour cela,
un slogan ou juste une image vous
est nécessaire. Restez visible aussi au
travers de tous les évènements locaux
qui peuvent faire voir et connaitre votre
marque.
En conclusion, retenez que le
succès de vos affaires doit rimer avec
votre branding qui nécessite autant
d’attention que n’importe quel autre
département de votre entreprise. TSM
[email protected]
[email protected]
Namwe turabasaba kutwoherereza
inkuru zishobora gukangurira
cyangwa kwigisha abasomyi bacu
kandi zikanabafasha guteza imbere
ibikorwa byabo.
Murakoze
[email protected].
Quote
The most important
adage and the only
adage is, the customer
comes first, whatever the
business, the customer
comes first.
— Kerry Stokes
- Seven Network Chairman
Australian TV Company
Offer The ServiceMag as
educational material to all
your employees.
To subscribe for larger
quantities as a corporate
institution,
please email us on
subscriptions@
theservicemag.com
or simply call Diana
on 078 516 18 34
KNOWLEDGE IS POWER
FOR YOU MANAGER
Acquiring Good Customers through Performance
PHOTO: Getty Images
By James Onyango
L
et us suppose that you are a
manager of a major establishment.
A lot has been invested in the
facility. The place looks impressive. There
is evidence of smart looking staff and a
great environment. The only problem is;
customers are not happy with the service.
Many ideas have been floated on
how to improve customer service.
Training normally tops the list. However,
a major winner is at times overlooked:
Performance-Linked Pay. This important
connection is not always understood.
Managers might often find it difficult
to come up with an effective incentive
scheme for their staff.
Performance may sometimes look
like an unnecessary expenditure, which
just reduces the bottom line. However,
traditional methods of rewarding
employees through set salaries and
wages does not inspire or motivate
staff to provide good customer service
sometimes. Employees always know that
despite any effort they make towards
their tasks, their remuneration will
always be the same. Hence the need to
link pay with performance. If handled
carefully, Performance Linked Pay is a
virtually guaranteed means of achieving
organizational objectives through aligning
employee needs with those of the
organization. Employees are the biggest
assets of the organisation and their
motivation is key to the success of any
organization.
FOR YOU MANAGER
the incentive should be
able to influence
behaviour throughout
the entire organization.”
The question is; how can we link our
staff’s performance to good service?
This depends on the industry and the
task at hand. It is possible to attach a
performance gauge to any job. It does not
matter if it is a company, a government
institution or a non-governmental
organization. By effectively recognizing
the employee’s contribution, firms can
more effectively encourage outstanding
performance.
In setting up an incentives scheme,
we need to look at the organization
holistically. That means the incentive
should be able to influence behaviour
throughout the entire organization.
The front office staff may be motivated
to improve their service, but if their
counterparts who provide back office
support are not, then there might be a
bottleneck. The front office is an internal
customer of the back office, so the back
office needs to be part of the customer
service initiative.
Managers should recognize the key
thrust of the performance pay: Stimulus.
This has two elements, namely:
1
Informational - Performance
rewards attract employees’
attention and inform or remind them
of the importance of the award. Merely
telling employees that the customer is
important might have some affect on their
behaviour at work. However, including
customer service measures in an annual
incentive plan might be more likely to
convince the employee to emphasize on
customer service. The reward signals the
performance areas that are important
and help employees decide how to direct
their efforts. Because money is almost
universally valued, monetary awards are
highly effective in directing
employees’ attention.
2
MMotivational - Some
employees n need
incentives to bring out the
effort required to perform
tasks well i.e. hard work. Do a good
job and succeed. Sometimes, even
hardworking employees need incentives
to overcome their natural aversion to
some difficult and tedious activity that
is in their organization’s best interest.
When designing an incentive structure,
the organization needs to consider three
points in their reward strategy;
Incentive Scheme – Badly structured
incentive schemes are more likely to
have unintended consequences. More
complete incentives across all important
dimensions of an employee’s job are more
effective.
Incentive Intensity - More intensity is
always better and good incentives can
sometimes be achieved at relatively
low levels beyond which the ‘un’desired
incentive effect may decrease quickly.
Money, money, money? Complement
monetary incentives with various non
monetary rewards which can have a
good effect and are often less costly to
the firm, yet valued by employees. More
Performance pay is not always better.
Performance pay can be applied in all
areas of the organization. The main
point is to understand what the key
deliverables are. It does not matter what
the organization is engaged in. In a
service industry e.g. bank, where quick
and efficient handling of customers is key,
indicators such as number of customers
served per staff per month can be useful.
Other measures such as number of
complaints per staff/team can be used.
In public institutions, document handling
time can be introduced. Waiting time, if
measurable can also be an important
indicator. The indicators are numerous
but need to be identified and carefully
integrated into the scheme.
The scheme also needs to be applied
in a realistic and equitable manner. The
objectives should be achievable and
performance standards easy to measure.
After all is said and done;
performance pay has some ‘caveats’.
Though it is a very important scheme,
one needs to be aware of its positive and
negative effects. The scheme might not
be the ‘panacea’ of the organization’s
customer service issues. There are poorly
designed schemes which managers need
to know about so as to avoid the possibility
of failure.
Finally, the scheme needs to be
understood by all and should have the
required support from top to bottom.
Introduction of such a scheme needs to
be supported by other initiatives, which
will ensure the organizational culture is
changed to one of high performance. TSM
James Onyango is a consultant
in Finance and Strategy.
[email protected]
HAVE YOUR SAY
Facebook à Consommer
avec Modération
Et ce qui
s’avérait
anodin et très
innocent finit par
accaparer 2 voire
même 3 heures
de votre temps
de travail,...”
PHOTO: Google Images
Par Diana RAMAROHETRA
P
lusieurs personnes détestent
Facebook pour différentes
raisons. « Je n’aime pas
comment les gens exposent
leur vie privée. Tout ce que
tu fais, tu es obligé de l’écrire. » explique
Daddy, un anti-Facebook attitré. Une
raison qui, il faut bien l’admettre, n’est pas
totalement fausse.
Des heures de travail perdues. Mais la
question n’est pas là. Mais bien dans la
présence de ce réseau social dans les
bureaux. Car même si tout le monde
s’accorde à être contre cette exposition
massive, tout le monde est friand de
savoir « qui a fait quoi, avec qui et quand
? » Résultats ? Les lundis matins,
parallèlement aux mails, un petit coup
d’œil sur sa page Facebook.
Mais voilà, une fois ouverte, cette
fenêtre est impossible à fermer. « Tiens,
mon cousin est en ligne ! » Ou bien, « Ma
copine au Canada a publié les photos de
son mariage. » Et c’est parti pour une
bonne petite heure. Et ce qui s’avérait
anodin et très innocent finit par accaparer
2 voire même 3 heures de votre temps de
travail, un lundi matin!
Pas étonnant que plusieurs
employeurs, dans certains pays, ont
décidé de supprimer l’accès à ce site dans
leurs locaux. Car au lieu de s’occuper
de leurs tâches, le personnel est plus
actif sur sa page que dans son travail.
Comme cette jeune stagiaire, qui occupe
un ordinateur toute la journée pour
discuter avec ses amis. Un collègue ayant
un besoin urgent d’un poste pour une
journée, je lui demande de bien vouloir
céder son ordinateur. Et quelle ne fut ma
surprise lorsqu’elle me répondit, « J’ai
un travail très urgent à faire ! – Je vois ça
mademoiselle, je n’arrête pas d’entendre
les bips du chat de Facebook à longueur
de journée ! »
Facebook prioritaire par rapport aux
clients. Mais Facebook fait aussi des
siennes dans le service à la réception.
Si autrefois, les personnes chargées de
l’accueil passaient leur temps à jacasser
au téléphone avec leurs amies,
aujourd’hui c’est sur Facebook
qu’elles communiquent. Un
jour, je me présente à une
institution publique. La dame, l’air
contrarié, me demande de patienter
quelques minutes, tape sur son clavier,
éclate de rire, retape sur son clavier et ce
n’est que quand elle a fini sa conversation
qu’elle daigne me répondre. J’ai eu tout
le loisir d’apprécier son humeur avec la
personne en ligne. Dommage que ce n’est
pas avec le même air enjoué qu’elle reçoit
ses clients.
Résultat de ce genre de
comportement ? Un client énervé qui
est obligé d’attendre Facebook. Une très
mauvaise image pour l’institution qu’elle
représente.
Quoi qu’il en soit, Facebook est aussi
un bon moyen de garder le contact avec
ses proches partout dans le monde,
mais comme pour toute chose, l’excès
de réseaux sociaux peut être nocif. A bon
entendeur, salut ! TSM
[email protected]
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• Refinancing Microfinance
ADVERTORIAL
The Leading Logistics Network in Africa
Cargo Agent for ETHIOPIAN AIRLINES.
In a continous search for improved
service delivery to its customers, SDV
offers a “door to door integrated logistics
service”, providing logistics support from
all origins to all destinations in the World.
SDV strong presence at both Dar es
Salaam and Mombasa ports offers more
options to its customers.
What is SDV TRANSAMI Rwanda?
SDV TRANSAMI Rwanda has been
established and operating in Rwanda
since 1965. Formerly known as
TRANSINTRA, SDV TRANSAMI Rwanda
is part of the Bolloré Africa Logistics ( A
Division of the Bollore Group in charge
of all logitics operations in Africa). Since
2002, SDV Transami Rwanda sarl has
been fully integrated in the SDV Transami
East African region and therefore
enjoys the full support of the network
of sister companies located in KENYA
(Mombasa, Nairobi) UGANDA( Kampala),
TANZANIA(Dar Es Salaam), Burundi and
Eastern Congo DRC.
With established offices in Kigali,
Gikondo Industrial Park (Ex Rwandex),
Kigali International Airport, Gisenyi,
Kanyaru, Gatuna and Rusumo, SDV
Transami Rwanda is covering the whole
country and main exit/entry border posts.
As the leading clearing and forwarding
company in Rwanda, what kind of
services does SDV offer?
SDV Transami Rwanda is first and
foremost a reputable international freight
forwarder and transporter for both
import/export , airfreight and seafreight.
The seafreight connection extends from
the main gateways Dar Es Salaam or
Mombasa to transit to all neighbouring
countries such as Uganda, Burundi,
Tanzania and DRC (Kivu).
SDV Transami Rwanda also offers
import and export air freight services from
KIGALI International Airport to all the
main airports worldwide, operating there
as well as General Services and Sales
Prior to 2008, only MAGERWA was
handling cargo under customs bond.
Does it mean that SDV is now offering
similar services to the Rwandan business
community?
That is correct. Since September 2008,
SDV TRANSAMI Rwanda has opened and
operated the first private owned public
bonded warehouse and container terminal
in Rwanda. This has required a significant
investment in land purchase , upgrading
facilities & equipment and the launching
stage successfully ended September 2009.
Currently,the SDV bonded warehouse has
reached the maturity stage, handling an
average 300 trucks loaded with imported
cargo every month.
The SDV bonded warehouse (customs
code 11 SDV ICD) offers a wide range
of services: reception and handling of
imported cargo under customs bond,
warehousing and documentation of cargo
under customs bond until full clearance,
heavy lift and handling of all kind of
goods using specialized machines and
equipment (reachstacker/toploader,
forklift of various capacities, etc),
inventory management under customs
bond, container terminal depot, and all
other related services.
Our bonded warehouse offers all
the convenience required, with in-house
RRA customs office, RBS office and bank
guichet. This is our value proposition,
a one stop point for customers wishing
to process customs documentation,
clearance and payment of customs duties.
Likewise, all our warehouses operations,
as well as customs and RBS services are
open from 07:00 am up to 10:00 pm from
Monday to Friday, and from 08:00 am to
1:00 pm on Saturdays.
Have you already completed the
upgrading of your bonded warehouse
facilities? What value addition will the
upgrading bring to your service users?
The SDV bonded warehouses resumed
operations in February 2011, and very
positive feed back from both customs
authorities and customers on the
improved standards of the warehouse and
container terminal facilities are further
proof of the commitment of SDV to ensure
customer satisfaction at all times.
The most significant features of the
improvement include the reinforcement
of the warehouse floors and container
terminal yard to cope with increased
traffic of machine and trucks, and mostly
the opening of a new transit parking
yard in Gikondo, with far bigger capacity
to receive our customers trucks and
imported vehicles without any risk of
congestion.
In the same logic, we have relocated
our Head Offices to the same compound
with the SDV bonded warehouse since
February 2011, to improve speed and
convenience in service delivery.
Do you have any plans to further expand
your activities and venture into new
busineses?
We have already developed the packing
and removals activity, because we realise
that this is an activity in which SDV
maintains a competitive edge in the East
Africa region. The volumes handled for
this activity have significantly increased,
with mainly embassies, international
organizations, NGOs and personal effects
from individuals coming to Rwanda or
moving from Rwanda to other places all
around the world.
SDV also developed value added
warehouse management services,
including inventory management,
special handling, reverse logistics, and
distribution. This business service is
highly differentiated and has already
become a strategic cost cutting tool for
our service users, such as infrastructure
projects and telecoms operators. The
success of this activity is essentially based
on SDV deep understanding of customers’
needs and their ultimate bottom line
objectives, that is better service at
lower costs. It requires innovation, and
commitment, and SDV has been able to
maintain satisfied customers thanks to
the dedication of its motivated workforce.
Talking of the workforce, how do you
consider the role of your employees in the
achievement of your business objectives,
and what role do they play in the service
delivery?
Employees are of fundamental
importance to both the customer that they
serve and the company. In many cases,
the source of customer satisfaction is the
service employee. To the customer, they
are part of the service. Their ability and
willingness to satisfy, their manners and
appearance, all play a part in determining
how satisfied the customer is with the
service encounter.
Therefore, SDV invests in qualified
and motivated workforce as a general
policy. Currently, the company employs
94 permanent staff and over 80 casuals.
Most of employees have been working
with the company for over 10 years. This
fact, coupled with very low staff turnover,
is strong testimony of employees
motivation and loyalty to the company.
TRANSAMI Rwanda, customer satisfaction
is the driving force of the management
and the service staff. SDV TRANSAMI
Rwanda believes that its ultimate mission
is to win and retain satisfied and profitable
customers. The rest, given reasonable
good sense, will take care of itself.
The secret to SDV TRANSAMI Rwanda
success is based on understanding of
what are the target customers’ needs,
demands, and requirements and then be
pro active to offer them those services
that will satisfy those needs, demands,
and wants. And, most importantly, provide
customers service, convenience, and
value to ensure they keep coming back.
Indeed, the customer is and has to remain
the central focus in the core of our daily
activities.
For more information please contact:
Rodolphe Kembukuswa, Mob (+250) 78 830 0616
E-mail: [email protected]
Roger Nkubito, Mob: (+250) 78 848 9623
Email: [email protected]
And how do you consider the role of
your customers?
Among all the services offered by SDV
HAVE YOUR SAY
Ibitera gutinda mu gutanga serivisi mu Rwanda
Byanditswe na Abena Amoako-Tuffour
Muri resitora,
bishobora kuba
nk’umugati, nko kwa
muganga, bishobora
kuba ibinyamakuru.
bavuga ko niba bataguhaye icyo ushaka
mu gihe runaka cyagenwe, ntiwirirwa
wishyura ifunguro wafashe.
Kuva badashaka ko buri gihe bajya
batanga ibyo kurya ku buntu, bazi ko
bagomba kwita ku babasanga vuba na
bwangu.
Mu ma resitora atari ay’umwuga,
abakiriya usanga nta kibazo bagira
barihangana bagategereza nk’iminota
30, ku biryo biteguwe mu buryo
bw’umwihariko kandi bigaragara neza
ku maso. Ariko muri ibi bihe, ubuyobozi,
abatetsi ndetse n’abatanga igaburo bazi
igihe bitwara gutegura igaburo n’igihe
ababasanze bari buritegereze.
Mu gihe gishize nagiye muri resitora
n’inshuti zanjye, twategereje hafi amasaha
atatu ibiryo bitigeze biza. Mu isaha
imwe mbere y’uko duhaguruka, umwe
mu nshuti yabonye inkoko yari yasabye
mu gihe abandi twese twategereje
umureti udasanzwe, ‘omelette speciale’.
Ntitwigeze dusubirayo kuharira ukundi.
Iyi nkuru izamuye ikindi kibazo
kijyanye n’izarira mu mitangirwe ya
serivisi, ahanini mu nganda z’ibiryo:
kwita ku bantu bari mu itsinda runaka
icyarimwe.Niba itsinda ry’abantu bari
kumwe basabye ibiryo icyarimwe, baba
bashaka gusangira.Gerageza kubazanira
ibyo basabye ku gihe kimwe. Bibuza
amicaro guhabwa ibyo kurya mbere
noneho ugasigara wibaza niba urabirya
mu gihe bigishyushye cyangwa se niba
urategereza abandi, icyo gihe biba bikonja.
Ku rundi ruhande, ntibishimishije
kubona ibiryo byawe nyuma aho uba
umaze iminota igera kuri 30 ufana abandi
barya mbere y’uko ibyawe biza. N’ubwo
ibiryo bigiye bifata igihe gitandukanye cyo
gutegurwa, gerageza guhuza ibikorwa
by’imitekere n’ibyo gutanga ibiryo ku
buryo byose bizira hamwe.
Mu rwego rwo gukemura ikibazo
cyo kugenda gahoro kwa serivisi muri
resitora, abayobozi bazo bakagombye
guteganya ushinzwe kwakira ababagana
akaba ashinzwe ameza umubare runaka.
Muri ubu buryo, bibafasha gukurikira
uwitaweho n’utegereje kwitabwaho.
Bizatuma abita ku bandi batavangirwa,
n’abantu babaganye ntibazategereza
kugeza aho bamara ibyo kurya byabo
ntacyo kunywa barabona.
Ku bakora mu bijyanye na serivisi
muri rusange, iyo utuma abakugana
bategereza, begere, ubashimire k’ubwo
kwihangana bagize ndetse ubahe ikintu
runaka cyo kubashimira kitagutwara
amafaranga menshi.
Muri resitora, bishobora kuba
nk’umugati, nko kwa muganga, bishobora
kuba ibinyamakuru. Ibi bizagusaba
imbaraga nyinshi no kwihangana kurusha
ariko bizaba byiza ari uko abakiriya bawe
bishimye ndetse bakazagarukana n’incuti
zabo. TSM
[email protected]
PHOTO: Getty Images
K
wihangana ni indangagaciro
tugomba kugira mu bihe
bitandukanye by’ubuzima. Kuri
bamwe muri twe, ntibyoroshye, mu gihe
ku bandi byizana. N’ubwo twese dusabwa
gutegereza serivisi aha n’aha, abazitanga
bakagombye kwirinda gutegereza ko
ababagana bakubahiriza iyi ndangagaciro
yo kwihangana. Ikibazo cyagaragaye mu
gihe cyashize cyo kuzarira mu mitangirwe
ya serivisi mu ma resitora yo muri Kigali
cyarantangaje kugeza aho byemerwa
ko abantu bagutegereza utabasabye
imbabazi kuba wabatindiye.
Mu gihe gito, mu cyumweru gishize,
nagiye muri resitora nsanzwe ndiramo
saa sita. Abahakora bakira abantu neza,
baransuhuje igihe nahinjiye. Ariko,
mu rwego rwo kwihuta, no kugira icyo
bageraho, bakeneye impinduka igaragara.
Rimwe na rimwe, umusore uzana icyo
kunywa atubaza icyo dufata hashize
iminota itanu twicaye.
Mu bindi bihe, nko mu cyumweru
gishize, byafashe kugera ku minota 15
ngerageza guhuza amaso n’aye mbere
y’uko atwegera. Birumvikana ko hari aho
ubucuruzi buba bushyushye aho umuntu
agomba gutegereza iminota myinshi
kurusha isanzwe. Ariko, muri iyo minsi
yihariye, resitora yari ifite abakiriya bake.
Iyo abatanga serivisi bitaye ku
gukora iby’ibanze mu bisabwa ku kwita
ku bagusanga, ni byiza kudatuma
abagusanga bategereza igihe kirekire.
Bitewe na serivisi cyangwa ibyo utanga,
ireme ry’ibyo ukora ndetse n’umuco
ukoreramo, wakagombye kugena igihe
runaka cyo gutegereza serivisi zawe kandi
ukiha intego yo kwita ku bakugana muri
icyo gihe wagennye.
Urugero, niba guteka umuceri bifata
iminota 10, wakagombye kuwugeza ku
bakugannye hagati y’iminota 10 na 20,
ntibifate hagati ya 25 na 30. Resitora
zimwe zitegura ibyihuse zimwe bita “ Fast
food restaurants” mu bindi bice by’isi,
It’s very difficult to find top-class chefs these days,
It’s very difficult to find top-class chefs these days,
we found one...
we found one...
... and brought him to Lemigo Hotel.
...
brought
him
to Lemigo
Withand
an exceptional
former
presidential
chef andHotel.
a
Dine at our pool side restaurant and bar set in a cozy
dedicated team, we make two of our Kigali’s finest all
With an exceptional former presidential chef and a
day buffet and all French menu restaurants inspirational.
dedicated team, we make two of our Kigali’s finest all
day
all French
menuyour
restaurants
inspirational.
We buffet
createand
meals
that tempt
tastebuds
and leave
you feeling divine.
We create meals that tempt your tastebuds and leave
you feeling divine.
place with elegant surrounding and eclectic choice
Dine at our pool side restaurant and bar set in a cozy
of cuisine prepared by our team using finest freshest
place with elegant surrounding and eclectic choice
ingredients. If you’re looking for divine dining, luxury
of cuisine prepared by our team using finest freshest
and comfy, it’s time to treat yourself at Lemigo Hotel
ingredients. If you’re looking for divine dining, luxury
because we have it all.
and comfy, it’s time to treat yourself at Lemigo Hotel
have it all.
Everything. Right wherebecause
youweneed
it.
Everything. Right where you need it.
Please call +250 280 300 003/5 to reserve a table or +250 784 040 924 for further information.
Please call +250 280 300 003/5 to reserve a table or +250 784 040 924 for further information.
HAVE YOUR SAY
E
Students
You have to understand that everything
starts from the first day of class in your
freshman year. A degree is a degree;
but what you do with that degree will
determine the difference. It all starts with
attending classes. You must be active
and participate in student organizations;
get involved in several projects; and
basically show leadership! You learn more
about the practical skills (organizational,
communication and leadership skills).
that a job requires you to have on top of
the good grades that you must have.
Make yourself known to the
professors, attend any networking events,
and get business cards from people in the
industry of your choice.
Make sure that you organize your
vacation well for you to get an internship.
The latest (internship) should be done
at least one year before graduation. You
need to be in touch with the career service
center for they can advise on how to write
your CV and motivation letter. They can
also provide training skills on how to be
successful during interviews. The goal for
you while you work towards graduation
is to have one foot in the real world. You
will save time and be effective on your
new job. In the best case scenario, even
before graduation, you will already have
PHOTO: Getty Images
mployers always complain about
the lack of experience of fresh
graduates. Those new graduates’
main argument is: “We need a job to have
experience”.
Obviously, it becomes a vicious circle
and in the minds of young job seekers
without any experience the question is:
Which employer will give me the chance
to prove what I am capable of doing?
a job offer. This will mark the difference
between you and other graduates because
you have been proactive from the very
beginning.
Fresh graduates without a job
If you did not do what was advised above,
it is not too late to at least reinforce your
profile while you are applying for jobs.
Once again, attend networking events;
get to know the people you need to know;
and let them know that you are looking
for a job. You have to work on your CV
and motivation letter because most of
the time, employers do not know who
you are. Therefore, your CV is the first
impression they will have of you. It will
determine whether they will invite you for
an interview or not.
Employers
It is important for you to have an
employee with the right experience,
however, you need to take some risks
by recruiting fresh graduates and giving
them a chance. At one point you have to
prepare your continuity plan by recruiting
fresh graduates, training them and
making sure that they will assure the
future of your institution. Another way of
doing this it is to invest in the creation
of army junior program or management
training program for fresh graduates.
Design a rotational program so that
young employees get to know the general
activities of the company. Thereafter, you
will make an assessment and evaluation
of their work and promote the successful
ones to higher positions. This requires the
employers to be committed to investing in
such programs. It also requires you (the
employer) to work with universities and
organizing career fairs where you recruit
fresh or future graduates on site.
Consequently, it is not really the
chicken or the egg dilemma. Students
are responsible from their first year of
University and they have to be proactive.
It might not be easy for you to face the
real world but the reality is that there
is less room for error in the real world.
Therefore, this is the time for you to
discover yourself, assess your strengths
and weaknesses and work to develop your
potential. TSM
[email protected]
ASK OUR LAWYER
r
e
y
w
a
L
r
u
O
Ask
TRIBUNE LIBRE : petits soucis, grands tracas …
Défaillance, plainte, protection du consommateur, procédure administrative
… notre consultante légale Katia Manirakiza répond à vos questions
Nous sommes une entreprise voulant lancer un projet pour l’année 2011 et
dans ce cadre nous souhaitons faire d’importants investissements. Nous
aimerions savoir s’il est possible d’obtenir un certificat d’investissements en
tant qu’entreprise rwandaise? Si oui, quelles sont les conditions requises?
Le code d’investissements de 2005 régit les investissements au Rwanda.
Les entreprises rwandaises sont totalement éligibles pour l’obtention dún
certificat d’investissements. La loi précise que le niveau d’investissement
pour une entreprise rwandaise est de 100,000 USD au minimum, soit
l’équivalent de 59.000.000 Frw (pour un taux de 1 USD= 590 Frw). Précisons
juste que pour une entreprise étrangère, le niveau d’investissements
minimum est de 250,000 USD soit l’équivalent de 147.500.000 Frw.
La loi préconise un certain nombre de pièces à fournir pour déposer
votre dossier de demande auprès du Rwanda Development Board (RDB) :
• Une lettre d’application : cette lettre doit renseigner la RDB sur
la nature de votre projet, le niveau d’investissements, le nombre
d’employés à recruter, de la nature et du volume des déchets que
votre projet va générer et de la façon dont vous allez les gérer.
• Un business plan suffisamment clair et précis. Cet outil est
dáutant plus important dans la vie du projet qu’il sera d’une utilité
fondamentale dans la vie de votre entreprise. Le business plan doit
surtout présenter le projet sur une période de 5 ans au minimum.
• Une copie des statuts de l’entreprise
• Une copie du registre du commerce
Lorsque vous avez pu rassembler tous ces documents et que votre
demande a été approuvée, il ne vous reste plus qu’à payer 500 USD et dans
les deux jours votre certificat est prêt. Attention! Pour qu’un projet soit
éligible, il doit démontrer qu’il pourra apporter une plus-value certaine au
Rwanda, notamment par rapport au niveau d’investissement, à la création
d’emplois de qualité, au transfert de compétences et à l’utilisation de
nouvelles technologies, à l’utilisation de matériaux locaux, etc…
Les principaux avantages qu’offre le certificat sont de plusieurs ordres,
d’un point de vue fiscal, nous pouvons citer un taux forfaitaire de 5%
d’impôts sur la valeur CIF des biens, des exemptions sur un certain nombre
d’équipements importés.
Pour de plus amples informations, n’hésitez pas à passer au RDB ou à
consulter leur site. www.rdb.rw
Maze gukora ibazwa, nabonye inyandiko inyemerera
akazi ku uzaba umukoresha wanjye. Ibaruwa yavugaga
neza ko mfite iminsi 7 yo kwanga cyangwa kwemera
akazi. Mbere y’uko iyo minsi 7 ishira, nohereje ibaruwa
yemeza ko niteguye; sinatunguwe no kwakira telefone
imbwira ko uwo mwanya utakiri ku isoko. Ni izihe
nzego nakwitabaza cyangwa nakorera iki icyo kigo
cyangenje utyo?
Tumaze kubona ko hari umubare munini w’amakosa
ajyanye no gukora amasezerano y’umurimo.
Ubwo bwoko bw’amakosa bugaragaza ko buri
gihe biba bitoroshye gusobanura uburyo bw’itangwa
ry’itangazo ryo gutanga akazi, haba ku bagatanga haba
no kubagashaka; abagatanga bashyigikiye ko ibyo
bavuga bigize bike mu byerekeye akazi; abandi, bavuga
ko bafite icyizere cyo kubona akazi, ndetse n’itangazo
ry’akazi bemeye ibiririmo.
Kugira ngo rigire agaciro kuzuye, itangazo ry’akazi
rigomba kuba ryatekerejweho. Mu by’ukuri, ni byiza
kugira itangazo ryo gutanga akazi ryanditse kuko iyo
ritanditse, bizaba bigoye kugaragaza ko ryabayeho.
Mu gihe itangazo ryo gutanga akazi rigenewe
kuzatanga amasezerano y’akazi ku mpamvu imwe
yo kwemerwa, rigomba kuba risobanutse ku buryo
kwemerwa kwaryo n’urigenewe biba bihagije kugira
ngo habeho kugira amasezerano mu buryo bwemewe.
Ku byakubayeho, umukoresha ntiyigeze akubwira
ku mpinduka iyo ariyo yose mu minsi 7 noneho atanga
umwanya wawe awuha undi muntu.
Twakugira inama kubwira ushinzwe umurimo
ku karere kugira ngo yamagane ku mugaragaro iyo
myitwarire itari myiza kuko ukwemera kwawe kwagize
ingaruka mu mategeko yo gukora amasezerano
y’akazi . Ukwo kwemera kwawe kwagombye tuma
ugana inzego z’ubutabera zibifitiye ububasha niba
bidakemuwe mu bwumvikane.
If you have legal issues, write to: [email protected] or [email protected]
ASK OUR LAWYER
Our company occasionally deploys the services of individual consultants for specific projects. However, it appears that most of them
do not agree with the principle of withholding 15% of their fees. What should our position be on this?
Many companies choose to recruit consultants for specific assignments or because they don´t have the required skills within their
company. Companies also recruit consultants within specific fields where there is great potential for improvement.
A large number of individual consultants are not registered service providers. Some of them have fulltime jobs, and do
consultancies in their free time. Many of them are hardly aware that the activity they are undertaking is taxable.
In your case, you should inform the hired consultant that you shall withhold 15% on each payment. In order to avoid
misunderstanding, you need to specify it in the contract.
You will be required to file a withholding tax declaration within the first fifteen working days of the following month the tax is
withheld. In order to be paid, the consultant must provide an invoice for the amount owed to him, but he is under no obligation to
indicate the withholding tax.
Let me seize this opportunity to talk about the employee v. consultant distinction in the eyes of the employer. It is well known
that companies have many legitimate reasons for hiring consultants instead of employees. The main reason is that companies pay
only 15% withholding tax on the consultant’s fees, in contrast with the 30% Pay as You Earn (PAYE) for an employee. In the case of
employees, companies are also obliged to pay social security contributions.
Be careful, however; a consultant cannot retain his or her consultant’s status within the company if the employer is treating him
or her like an employee. For instance, if the employer dictates how, where, and when work must be accomplished, or if the client
provides training to the consultant or if the engagement does not have clear terms; or even when the client keeps employing the
consultant’s services time and again, these examples could be construed as an employer-employee relationship.
Offer The ServiceMag as
educational material to all
your employees.
To subscribe for larger
quantities as a corporate
institution,
please email us on
subscriptions@
theservicemag.com
or simply call Diana
on 078 516 18 34
KNOWLEDGE IS POWER
WHERE WE HAVE BEEN
Nyamuneka ita ku bakugana kimwe
M
M
Byanditswe na Aba Hagan
u myaka irindwi namaze I
Johannesburg ubunararibonye ku
kwita ku bantu bwari bwiza hafi
mu bice byose. Abakora aho berekanira
za sinema bashoboraga kwita ku nshuti
zanjye na njye baseka kandi banadusetsa
ndetse n’abakora mu masoko yitwa
“supermarket” bashoboraga kureka
ibyo barimo bakaza kungira inama ku
birungo nagura. Abakora mu maduka
bajyaga banshimira rimwe na rimwe uko
nsetse kuko babaga bazi ko serivisi mbi
zabagiraho ingaruka –nko kwirukanwamu gihe serivisi nziza zakabaye zishimwa
ndetse akenshi bakagenerwa ishimwe
runaka.
N’ubwo mu byo nabonye byinshi ari
byiza , hari bike byanteye gusubiza amaso
inyuma.
Mu 2006, mushiki wanjye yaje kunsura
i Johannesburg, nka mukuru we nari
nishimiye kumwereka ahantu hashyushye
kandi hagaragara. Ni bwo namujyanaga
mu isoko ry’inkweto!
Mumbabarire kubivuga, uko twakiriwe
n’abirabura bakira abandi bo muri
Afurika y’epfo byari biteye ubwoba.
Mu isoko twinjiyemo bwa mbere
harimo umukobwa munini w’umwirabura
wo muri Afurika y’epfo wadukankamiye
(sinshatse kuvuga ko yavuze) ati “muraho
?’ubwo twinjiraga mu cyumba. Ahari twari
aho tutagomba kuba, ariko aho kugira
ngo dukomeze, twahisemo kugenza
gahoro ibyari bituzanye!Twari twenyine
muri iryo duka mu gihe kigera ku minota
15 kandi muri icyo gihe cyose twamaze
aho yari yubitse umutwe we adashaka
ko twahuza amaso. Ubwo twamubazaga
inkweto zidukwiye yazunguzaga amaso
ye, nk’utabishaka agakuraho izo nkweto
twamubazaga. Kugeza aho undi muntu
yinjiraga muri iryo duka, umugore
wera, aza amusanga, arahinduka
pe! Yaramusekeye, amusuhuza aseka
akamusubiza uko amubajije. Murumuna
“Abakiriya bose bafite uburenganzira bwo
kwitabwaho neza kimwe baba ari abazungu
cyangwa abirabura”
wanjye nanjye twabonye ibyo mu gihe
twari hafi yo kwisabira ubufasha kuko
twari tuhamaze igihe kinini nta bufasha.
Ku byishimo byacu no gutungurwa, wa
mubyeyi wera, agira inama wa mugore
ukora mu iduka yo kudufasha kuko
twari twahageze mbere ye. Ibyo ni icyo
byasabaga kugira ngo tubone ubufasha
bunoze: Umuzungu yamusabye gukora
ikintu kizima.
Indi nkuru yabereye muri resitora
iherereye ku kibuga mpuzamahanga
cy’indege cyitiriwe Oliver Tambo. Twari
tweretswe kwicara ahantu hitegeye indege
umuntu yirebera ikirere cyizihiye amaso.
Mu gihe twari tugisaba icyo twifuza, uwita
ku bantu aho yihutiye kwicaza no kwita
ku itsinda ry’abazungu. Birumvikana ko
ibi byababaje murumuna wanjye. Yari hafi
guhaguruka akagana kuri ya meza yarimo
atangaho ibyo bakeneye akamubwira nabi,
ubwo namusabaga kwihangana ntabigire
birebire ahubwo ko yategereza akagaruka
kutwitaho akabona kumubwira.
Igitekerezo cyanjye ni iki, iyo uba uwo
kubaza iryo tsinda rya ba mukerarugendo
b’abera bari bicaye hakurya y’ameza
yacu uko bumva uko bakiriwe aho kuri iyo
resitora, bashoboraga kuvuga ahari ko
byari byiza cyane kandi ko uko bakiriwe
aho ari intangarugero. Ariko, abakora mu
gutanga serivisi, bakagombye kwita ku
babagana mu buryo bungana nta vangura
rishingiye ku ruhu.
Abakiriya bose bafite uburenganzira
bwo kwitabwaho neza kimwe baba ari
abazungu cyangwa abirabura, baba ari
bazima cyangwa babana n’ubumuga,
ibyiciro ni byinshi ntawabivuga ngo
abirangize. TSM
[email protected]
WHERE WE HAVE BEEN
Brazza, on est là!
PHOTOS: Rwandair
Par Diana Ramarohetra
Les authorités Rwandaises et Congolaises sur le tarmac de l’aéroport Maya Maya
Samedi 5 mars 2011, une date à marquer
d’une pierre blanche dans les carnets
de voyage de la compagnie aérienne
RwandAir.
De Kigali à Brazzaville en survolant
Goma, c’est en compagnie de ServiceMag
que les passagers du vol WB 213 passent
2 heures et 20 minutes en direction
de Brazzaville. A bord, les discussions
fusent autour des nouvelles opportunités
commerciales entre hommes d’affaires,
agents de voyage et de nombreux invités.
Car au-delà de l’ouverture de l’espace
aérien, c’est une conquête de l’Afrique
qu’entame RwandAir. Etre une référence
dans le transport aérien et faire de Kigali
l’escale vers le monde, ce sont les défis
à long terme de la compagnie. Une
intégration dans la région en douceur et
une manière d’être aussi à la portée de
la République Démocratique du Congo.
Après Brazzaville, d’autres destinations
sont déjà au programme, vers l’Afrique
Centrale comme vers l’Ouest. Des
ouvertures qui permettront aux voyageurs
de faire un gain considérable. En effet,
au lieu de près de 10 heures de vol (en
comptant le transit à Nairobi), le trajet
Kigali-Brazza se réduit à 2h 30! Une
aubaine à saisir. Une aubaine aussi
économique car le Congo et le Rwanda
entendent fructifier leurs échanges
commerciaux grâce à cette nouvelle ligne
ouverte 3 fois par semaine.
Mais l’heure n’est pas au calcul pour
le moment mais à l’extase du dessert.
Une forêt noire savoureuse qui égaie
les papilles. Rien de tel pour entamer la
descente vers l’aéroport Maya-Maya de
Brazzaville.
Ambiance congolaise et danse
traditionnelle rwandaise.
Il est 14 heures lorsque le tonnerre
d’applaudissements retentit dans le
737-500. Un atterrissage parfait et une
liesse générale. Et comme pour tout vol
inaugural, l’avion frappé des couleurs
du Rwanda effectue son entrée sous
le traditionnel jet d’eau. L’expression
“arrosage” prend, ici, tout son sens. “J’ai
l’impression d’avoir 12 ans” s’exclame
une dame toute excitée en attendant
l’ouverture des portes.
« Bienvenue à Congo-Brazza! » semble
dire la chaleur à la descente de l’avion.
Au sol, les autorités congolaises
accueillent ceux du Rwanda. Quelques
incompréhensions dues à la langue et
après des fous rires.
Dans le rang des officiels, l’ambiance
est tout aussi conviviale. Le discours
en parfait lingala du Ministre des
infrastructures rwandais, Vincent Karega,
saupoudré de quelques blagues fait
effet dans l’assistance. Et comme le
dira son homologue congolais Thierry
Mungalla, “Si on ne mettait pas le titre
lors de la retransmission, on croirait que
c’est un ministre congolais qui parle.”
Rire et applaudissements. Preuve d’une
intégration sous régionale bien réussie.
Mais une cérémonie n’en serait
pas une sans la danse traditionnelle
rwandaise. Car pour cette première,
RwandAir a tout prévu: projection vidéo
sur la destination Rwanda, bannières
de promotion de toutes les destinations
desservies par la compagnie, danse
et musique typiques du Rwanda. Les
congolais sont ravis et conquis!
“L’arrivée de RwandAir est vraiment
une bonne chose pour nous. Surtout que
beaucoup de congolais sont attirés par les
destinations asiatiques et surtout Dubaï.
Avant pour y aller, on passait toujours par
Addis Abeba, mais si cela revient moins
cher et avec moins de temps, les gens
préfèreront sans aucun doute passer par
Kigali” explique un directeur de Congo
Handling. “Moi, je veux surtout faire des
affaires. Le Rwanda est une opportunité
à saisir” répond ce chef d’entreprise
taquin. Le Président de la Chambre de
Commerce, coiffé de son chapeau et ses
grandes lunettes de soleil, évoque quant à
lui les opportunités du Congo, entre deux
blagues. Pour ceux qui doutaient encore,
on est bien à Brazza!
Avant de se quitter, “Nous vous
souhaitons un bon séjour et merci d’avoir
choisi RwandAir!” TSM
[email protected]
AHO TWAGEZE
Nahitamo kuguma ndwariye imuhira
aho kujya ku bitaro bimwe na bimwe!
Byanditswe na Nax Rukatsi
N
akunze kumva ibyerekeye ibibi
bibera ku bitaro bimwe na
bimwe ariko nahoze ntekereza
ko abantu baba bahwihwisa ibirenze
urugero. Ndavuga nkomeje, bimwe na
bimwe mu bijyanye no kubaho, abantu
bamwe bagomba kuba nta mutima
bagira… kugeza ubwo njye ubwanjye
byambayeho ku buryo nari niteguye
kujya ku ruhande rw’ abanga ibitaro.
Kuva icyo gihe, inshuti yanjye
yambwiye ibyo yanyuzemo ubwo yari
aherekeje nyirasenge ku bitaro ubwo
yari atwite. Yari ababaye ari hafi kubyara
ariko ububabare bwari burenze. Ariko
uko yitaweho n’abaforomo bamwe
na bamwe byari bibabaje. Abaforomo
bamwe bageze aho bamubwira
ngo naceceke, ubwo yatabazaga
kubw’ububabare, bavuga ngo si we wa
mbere ugiye kubyara ko yakagombye
kwikomeza. Byatwaye umwanya munini
kugira ngo hagira umuntu uza kumuha
ubufasha. Njya numva ababyeyi benshi
babura ubuzima bwabo muri ubu buryo.
Aha, umwaka ushize cyari igihe
cyanjye cyo guhura n’ibyo byose kwa
muganga. Muri Mutarama nararwaye pe,
nirukira ku bitaro bya Kibagabaga nijoro.
Mu cyumba cy’indembe kucyitegereza
byo byonyine byagatumye umuntu
arwara. Aho hose hari akavuyo, ibitanda
byuzuye umwanda nta mashuka ari kucyo
nagombaga kuryamaho.
Iyo mba ntafite umuriro mwinshi,
ntashobora kuvuga, mba narahise
nsaba kuhavanwa vuba na bwangu…. Mu
gihe najyanywe mu cyumba cyihariye,
nahasanze igitanda cyavunitse nta
n’ishuka iriho...noneho! Kandi byari nijoro
cyane ku buryo nta buryo bwo kugira
uwo wabaza ngo akuzanire amashuka
avuye imuhira. Namaze ijoro ryose kuri
iyo matera iriho uruhu kuri icyo gitanda
gicuritse. Kandi ubwo mu cyumweru
cyose sinashoboraga kubona umuntu wo
kumpindurira icyo gitanda, kitafashaga
umuntu urwaye. Ariko ugereranije
n’ubufasha nabonaga, igitanda cyari
akabazo gato.
Abaforomo bari bafite umushiha
kandi bakakaye. Ubwo umurwaza wanjye
yabahamagaraga,
byatwaraga igihe
kugira ngo baze
barebe ikibazo icyo
aricyo; cyangwa
bagasubizanya
umunabi bavuga
ko twakagombye
kwibonera imiti
twe ubwacu. Ubwo
binjiraga bakambaza ibibazo
bimwe na bimwe, kuba ntavuga
ikinyarwanda neza, byo
byonyine byari impamvu
yo gutangira kumvuga bavuga ko ndi
ikiburaburyo.
Nariryamiraga, nkumva nta bufasha
ubundi nkarira. Ikindi ni uko bamvuraga
Malariya kandi barasanze ntayo mfite
nyuma yo kumpima. Murumuna wanjye
yahoraga ababaza ko bampima ibindi
nka tifoyide ariko bamubwiye ko mfite
ibimenyetso byose bya malariya kandi
ko bazi akazi bakora. Gutyo, umunsi
k’uwundi, ibinini bya kinine ku bindi,
nagendaga mpfa amatwi aho koroherwa.
Byageze n’aho ntajya mbumva kubera
umunabi wabo.
Ubwo rero byagera ku bashinzwe
isuku ntibari beza na gato. Byasabaga ko
tujya kubashaka ngo baze gukora isuku.
Badusubizaga ibisubizo nka “twari muri
rwinshi” cyangwa “twari dufite ibindi
byiza byo gukora” cyangwa “iki ni igihe
cy’uko mutangira kwiga kubyikorera”.
Byarangiye twivanira amashuka imuhira
kuko ayandi yose yari yanduye.
Ikibabaje kurusha ibindi ni ukubona
uwo nise” Uwishyuza’! Ni byo, nahasanze
umuntu umwe ubishinzwe muri ibi bitaro.
Uwo mugore yazaga akomanga ku rugi,
asaba ko twishyura. Yabaga asakuriza
hanze, avuga ko yadusohora hanze.
Icyumweru cy’umuruho kirangiye,
ntacyo nahindutseho, nasabye ko
nasezererwa. Natekerezaga ko byaba byiza
mfiriye imuhira mu bantu bafite urukundo
aho kuguma aho hantu hateye ubwoba
hagombaga kumpitana byanze bikunze.
Naratashye mu minsi ibiri gusa nahise
njya mu bindi bitaro aho bansuzumye
bagasanga mfite tifoyide n’ubundi burwayi
Sinzibagirwa ibyo nanyuzemo,
ndetse no gutekereza iby’ibyo bitaro
bituma nongera nkagwa mu gahinda
kugeza mvuyemo umwuka. Ariko
ndashaka kwibariza abaganga, ni iki
kibatera kwita ku barwayi n’umunabi
no gukakara. Ese biterwa n’uko baba
batakaje umuhamagaro wabo cyangwa ni
amaganya n’ibibazo baba bavanye imuhira.
Abarwayi ni abantu bakeneye
ubufasha, uburyo mubavugisha bufite icyo
byongera mu gukira kwabo. TSM
[email protected]
WHERE WE HAVE BEEN
PHOTO: Malik Shaffy
Les toilettes
peu sanitaires
du Laico Hôtel
Service sympathique égale fidélité
Si il y a un endroit que j’apprécie ici à Kigali, c’est bien le cyber link de UTC. Certes,
la connexion connaît parfois des problèmes, comme partout ailleurs, mais le service
est toujours sympathique.
Serviables et souriants, les garçons s’arrangent toujours pour répondre aux
demandes ou aux plaintes des clients. Et même si un client s’énerve ou ne connaît
pas grand-chose à l’informatique, ils n’ont jamais perdu leur calme et essayent
autant que possible de rester cordiales. Et ils ne prennent jamais un air hautain, ce
qui est assez rare.
Pour ma part, je n’ai jamais eu à me plaindre. Bien au contraire! Pas besoin de
revendication, lorsque la connexion est exécrable, ils me préviennent d’avance. Si
j’oublie un objet, ils n’hésitent pas à m’appeler pour m’en informer.
Au fil des mois, je suis restée fidèle à leur cyber. J’en ai essayé d’autres mais
aucun n’a la même amabilité. Je leur fais confiance et je n’hésite pas à les conseiller
à des amis. Distribué sur place, The ServiceMag y connait aussi un vif succès. Les
garçons me transmettent les commentaires des lecteurs. En somme, un climat de
convivialité et fidélité ont fini par s’instaurer.
Cela fait des années que je
fréquente le Laico et je voudrais
attirer l’attention des responsables
sur un fait inadmissible pour
un hôtel de cette envergure: les
toilettes! Celles de la terrasse sont
dans un tel état. Et même si elles
sont publiques, cela n’est guère
une excuse.
Les chasses d’eau coulent tout
le temps. Par terre, un amas de
papier hygiénique barbotant dans
une flaque d’eau. A chaque fois
que je vais manger au restaurant,
j’ai la hantise de me rendre aux
toilettes pour me laver les mains,
de peur d’attraper d’autres
microbes sur la poignée de la
porte.
Après la rénovation des
ascenseurs, il est grand temps
aussi de nettoyer comme il se doit
cet espace sanitaire et de faire un
effort pour redonner un coup de
neuf à ses toilettes.
[email protected]
[email protected]
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WHERE WE HAVE BEEN
PHOTO: Flickr.com
THE POLICE SHOULD
HAVE A HOTLINE FOR
BOTH ENGLISH & FRENCH
SPEAKERS
It’s Friday afternoon and I am happy the
week is over. I drive to my husband’s office
to pick him up. As soon as I arrive, he
looks at the car and frowns. I get out of
the car and walk backwards to see what
he is looking at. I see a dent on the right
corner of the back bumper. I trace my
movements backwards through the day
and realise that the only place where this
could have happened is at MTN Centre
where I was earlier in the day.
Since we have an insurance policy, all
we need to do is draw up a police report
and present it to our insurance. I head
back to MTN centre to discuss with the
security guards in the hope of finding a
witness to the accident. A kind bystander
offers to translate and I am informed
that a cleaner saw a car hit my car under
heavy rain.
We now have proof that it (the
accident) happened at MTN centre, so I
resolve to find a police officer to report my
issue. We drive back to the traffic lights
beside the Rwanda Development Board
(RDB) to find a traffic policeman with
whom we had difficulty communicating
in English or French. His colleague,
however, is able to inform us that it is
necessary to have the license plate of the
vehicle that caused the damage for them
to start an investigation.
Unsatisfied with this information (I
only need a police report; not to catch
the person who hit my car), we head to
a police station in Kimihurura. We are
greeted by a policeman who speaks
French, but told we are in the wrong place
and should go to Remera Police Station.
Once at the Remera Police
department, an officer advised us to make
our claim at the traffic police office in
town. I was very frustrated but resilient
enough to obtain the service that I need.
Downtown, no one seemed to be in
the office except for two guards at the
entrance. One of the guards made a
call; he handed me the phone and I felt
relieved to speak to someone who would
possibly find a solution to our problem.
He arrived there within 10 minutes. He
was very helpful and polite. He explained
to me the entire procedure on how to
proceed with my claim. I was satisfied
with the policeman’s assistance even
though I had spent about 3 hours running
around town from one police station to
another.
I do understand that there can be
misunderstandings when people do not
speak the same language; but it would
be easier, in this particular case, if public
institutions established a hotline in both
English and French to provide nonRwandans with key information whenever
such circumstances occur. TSM
[email protected]
QUOTES
“This may seem simple, but
you need to give customers
what they want, not what you
think they want. And, if you do
this, people will keep coming
back.”
— John Ilhan Founder
Crazy John’s mobiles Australia
(richest young Australian 2005)
“We see our customers as
invited guests to a party,
and we are the hosts. It’s
our job every day to make
every important aspect of the
customer experience a little bit
better.”
— Jeff Bezos
Founder, Amazon.com
CITATION
“Ne vous plaignez jamais
d’un client difficile car il est la
cause de vos progres. Traitez
les autres mieux encore; ils
seront les raisons de vos
benefices.”
— Auguste Leboeuf
WHERE WE HAVE BEEN
Fiona does it best!
By Jean-Claude Nkulikiyimfura
J
uly 2008 I am lounging on a warm
Sunday afternoon in my front yard
with JP, a close friend of mine. The
breeze is cool under a sunny, delightful
blue sky. I love the scent of the freshly
cut soft and green lawn across the
fence. The scenery is priceless and
gives me the illusion of lying on a handwoven Persian carpet. The moment is
cherished; I sense our innate closeness
and belonging to this natural world that
nurtures bodies and souls.
The silent moment of total
disconnect to the outside world is rudely
broken by a loud Nokia tune. It is my
phone ringing.
I reluctantly answer one of those
‘unknown numbers’ that many of us hate
replying to. Five minutes later, I hang up
the phone with a smile. I have just been
offered the consultancy deal I’ve been
waiting for for months! Needless to say,
I’m delighted!
However, there’s a catch. I have to
be in Nairobi the next day for an 8am
business meeting. It’s Sunday, and
banks are closed. So are the travel
agencies! My heart has barely skipped a
beat when JP tells me he has a solution.
“Fiona can fix that”, he says. I stop for
a second to question his sanity and in
quiet disbelief, wait to hear more about
Fiona and her magic bullets.
JP immediately dials Fiona’s number
while telling me that she works at ITA,
a local travel agency he has used for
years. I have never heard of ITA but to
my surprise, she answers the call (on a
Sunday afternoon!). I listen to JP as he
explains the situation to her. A roundtrip
ticket to Nairobi is urgently needed
for a friend. About 5 minutes into the
conversation with Fiona, directions are
being given for the taxi that will bring my
airline ticket home. I stood puzzled as he
said “done deal!”
Less than two hours later, a taxi
driver shows up at my house with a
sealed envelope branded ITA. Inside is
my ticket and a complimentary card
from ITA wishing me a safe journey and
inviting me to come to their office at UTC
to settle my bill upon my return from my
trip.
This happened almost three years
ago. To this day, I have used ITA for
about a dozen trips. The service I have
received has been impeccable in many
respects. I will only mention two. First,
they treat you like you are their only
customer. Then they strive to identify,
in due time, the most cost-effective
package suitable for your travels.
I have often shared my experience
with ITA with friends who travel. I
thought I was exceptional, but each of
them has told me of a similar experience
with Fiona’s colleagues. A relative who
lives thousands of kilometers away from
Rwanda still uses ITA for his personal
travels.
ITA has a distinctive attribute; the
company has an exceptional ability
to create interpersonal relationships
whereby professionalism and solidarity
are ingrained in their core values. Each
client has a unique experience.
Nadou and Tony together with Fiona,
Priscilla, Rosine, Floride and Silas go
out of their way to ensure unparalleled
customer satisfaction.
For me, Fiona does it best! This
account justifies the reason I gave ITA a
10 / 10 on my score card. What will you
give them? TSM
Ngaragaze ibyiza
nakorewe na
Joy ukorera
mu Murenge
wa Kacyiru
n’abayobozi bo mu
Mudugudu ntuyemo
Byanditswe na Sandra Idossou
Mu rwego rwo kwishyura umusoro
w’ipatanti ya sosiyete yanjye no kugira
ngo mpindure icyicaro cyayo gikuru,
negereye ubuyobozi bw’Umurenge
wa Kacyiru kugira ngo mbasabe
amakuru. Kubera ikibazo cy’ururimi,
naherekejwe n’uwo mbera mu nzu
ye kugira ngo ansobanurire. Ku
bw’amahirwe nahasanze Joy ufite
umuco wo kwakira abantu vuba
na bwangu kandi akaba akorana
ubuhanga butangaje. Mu cyongereza
cyiza yampaye amakuru yose
ashoboka ansaba kujya gushaka
icyongambwa cyo gutura ku mukuru
w’umudugudu.
Jye n’uwo mbera mu nzu
twerekeje ku mudugudu. ( Imana
ishimwe ko uwo mubyeyi Anyesi
yumva neza akamaro ko kwita ku
bakiriya bamubera mu nzu). Tugeze
ku mudugudu_ uyoborwa na komite
y’abantu 5 b’abakorerabushake
batorwa mu gihe cy’imyaka 5 umwe
muri bo yavugaga igifaransa. Yafashe
igihe ansobanurira ibyo bashinzwe.
Natashye nishimye kubera serivise
bampaye.
Nizeye ko Joy ukorera mu karere
ka Gasabo na ya komite y’abantu
5 ku mudugudu baha serivisi nziza
abakiriya babo buri munsi uko
babagannye. TSM
[email protected]
[email protected]
ET AILLEURS
Week end au Rythme Effréné
de Kampala
Les
fêtes de fin d’année sont
toujours l’occasion rêvée de
s’évader un peu du quotidien. Avec un
budget assez serré et ne disposant pas de
trop de temps, la destination de Kampala
s’avéra comme une évidence.
Dès mon arrivée, le dépaysement est
total. Embouteillages, bruits incessants,
motos-taxis intrépides … On est bien loin
du calme et de la discipline rwandaise.
Finalement, était-ce vraiment le bon choix
? Qu’importe, l’heure est à la découverte.
Pause déjeuner de 30 minutes
Et qui dit découverte, dit gastronomie. Je
demande au hasard à des passants, ravis
de m’aider, qui m’indiquent le Garden
City. Quelques minutes plus tard, me voici
assise sur une grande terrasse bondée de
monde. Autour de moi, huit restaurants
et un bataillon de serveurs et serveuses,
prêts à faire tout leur possible pour me
contenter. “De la cuisine chinoise? Nous
sommes les meilleurs”, “La cuisine
cubaine chez nous!”(ndrl: en anglais, bien
entendu)
En tee-shirt frappé du nom du
restaurant qu’ils représentent ou en tenue
spécial, ils courent à droite et à gauche,
zig-zaguant entre les tables, attrapant
un verre par ci, prenant une commande
par-là, nettoyant une table à la vitesse
de l’éclair. Homme ou femme, ici, la
concurrence est rude et les serveurs
n’ont guère l’intention de laisser un seul
client leur échapper.
Et apparemment, c’est la mission
de cette serveuse debout à côté de moi,
sourire aux lèvres. “Je vais vous laisser
un peu de temps pour choisir mais en
attendant, voulez-vous quelque chose
à boire? Nous avons des sodas et du
jus(orange, mangue, pomme, cocktail)?
-1 Coca, merci! (ndrl: traduction libre)
Tout cela en même pas une minute
chrono!
Sans m’en rendre compte, je me
retrouve avec 8 cartes différentes, avec
chacune des réductions sur certains
plats. Rapidement, un serveur me vient
en aide pour expliquer ses plats, mais
uniquement les siens ! Les autres n’ont
qu’à se débrouiller. Mon coca en main,
la serveuse me conseille directement
un plat, le sien! Cette fois, je suis
perdue devant autant de choix et ma
gourmandise s’accentue. Finalement, je
me décide. Et après quelques minutes,
mon plat arrive. Assez simple, classique
dans le goût mais … rapide. Car de la
commande à la digestion, j’en ai eu
pour 30 minutes. Et en prime, le grand
sourire de la serveuse qui a mérité un bon
pourboire.
Vive les réductions
Le ventre bien rempli, je continue ma
découverte dans les rues de Kampala.
Et là … je m’arrête. Non, je ne rêve pas !
Personne ne me regarde, ne me dévisage
... Le bonheur total ! Légère, le sourire
aux lèvres, je déambule dans les centres
commerciaux, les magasins, des offres
de Noël partout, parfois même des jeux.
Comme dans ce magasin de Mr Price où
une fois à la caisse, on éclate un ballon
pour découvrir à l’intérieur le montant de
la réduction. Trop marrant!
Moi qui cherchais l’évasion et le
dépaysement, la capitale ougandaise
m’en a mis plein les yeux. Mais malgré
tout, c’est avec plaisir que je retrouve la
quiétude de Kigali. TSM
[email protected]
Vous aussi, faites nous part de vos
expériences de services ailleurs…
écrivez à etailleurs@theservicemag.
com. Cette section peut être an
Anglais, Français ou en Kinyarwanda.
AT YOUR SERVICE
meet...
Ronald Kajubi
airline. He acknowledges that this is
a straightforward job with very clear
guidelines. He also points out that being
a good listener, with a constant desire
to help are what makes his personality
perfectly suited to his job.
Security and safety measures
including document verification are
usually questioned by passengers.
One has to remain cool, composed
and approachable while reassuring
passengers who sometimes think that
the agent on the counter is acting in a
discriminatory manner.
“Missing luggage is a real challenge
to deal with. In most cases, clients are
very upset and doubtful of the quality of
service offered to them. Restoring missing
luggage to the owners in the shortest
possible time is always utterly motivating”
says Roland when asked about the
challenges he meets.
Roland begins his day by scheduling
his activities by order of priority. “On flight
days, for example, I spend the afternoon
planning how best I can carry out my
flight handling processes. On my days
off, I go and sharpen the saw once in a
while”.
There are probably many young
people who would love to be in
his shoes. Roland’s advice
to them is to “be focused
Share your story with our readers in ‘At Your Service.
Write to us on [email protected] and tell us how
you chose your career, developed it and what you enjoy
most about it and also the challenges you face at work.
...it is important
to be ambitious
and open to new
opportunities.
and composed”. He also says that it
is important to be ambitious and open
to new opportunities. He concludes by
adding that “through hard work and
determination, it is possible for one to
advance from one job to another”. TSM
PHOTO: Malik Shaffy
R
onald Kajubi is the Air France
KLM station manager at
Kigali International Airport.
He is in charge of the entire
flight handling process.
Having started on the job five years
ago, Ronald worked his way up, moving
through several echelons of hierarchy in
Entebbe, Uganda, before finally moving to
Rwanda in October 2010 when Air France
KLM launched its operations here.
Family members often constitute
early role models for children, and
Ronald was initially inspired by his
uncle who was an aircraft engineer. He
grew up with his uncle, near Entebbe
Airport, and developed a passion for the
airline industry that later evolved into an
ambition.
As the saying goes, “opportunity favors
a prepared man”. When Ronald was
offered the position of load controller with
the ground handler Entebbe Handling
Services (ENHAS), he promptly seized the
opportunity. Ronald built on his skills and
went on to become a senior licensed load
controller in charge of weight and balance
of different kinds of aircraft. This was his
stepping stone to joining Air France KLM.
Being an airport manager can
be quite challenging but Roland has
reason to be motivated, working with
Air France KLM which is a distinguished
PICTORIAL
RDB Awards, un
palmarès distingué
Le monde de l’entreprenariat et du monde
des affaires réunis pour une cérémonie, et
pas des moindres, celle de la RDB Awards.
Une soirée sobre avec du jazz comme
fond musical. Mais surtout une occasion
de récompenser les meilleurs sociétés et
investisseurs de l’année 2010. Un palmarès
distingué signe de la bonne santé de
l’investissement dans le pays. Parmi eux,
Thousand Hills Expeditions, Axius ou
encore BPR élu Investisseur de l’année.
The ServiceMag vous présente à tous ses
félicitations!
Pluie de cadeaux pour
Service Night 4
Dernier cocktail de l’année 2010, c’est avec une
tombola exceptionnelle (35 prix dont 7 billets
d’avion) que The Service Mag accueillit ses
invités au Mille Collines Hôtel. Pluie de
cadeaux et convivialité colorées à l’image du
magazine. Un grand merci à tous nos généreux
donateurs.
PICTORIAL
Organisation Internationale de la Francophonie
Diana Ramarohetra
récompensée
Alors que Service Night 4 battait son plein, de l’autre côté de
l’hémisphère sa directrice de rédaction Diana Ramarohetra
recevait un prix au siège de l’Organisation Internationale de
la Francophonie en France. Son article fut sélectionné lors
du Concours Epistolaire de la « Déclaration de Bamako, vue
et vécue par les jeunes francophones » qui vit la participation
des jeunes de tout le continent africain.
Corporate Nights
A Chacun son Événement
Les sociétés se suivent mais ne se ressemblent. Couleur orange commune,
objectifs communs pour Cogebanque et Rwandatel. Ces derniers mettent à
l’honneur leurs clients. Des événements toujours très suivis et appréciés dans
la capitale. Sans oublier la petite pose pour nos lecteurs!
Vous aussi faites partie de notre
prochain “Pictorial”. Faites-nous
part de vos nouveautés sur:
[email protected]
CARTOON

Dan Sackey - TheServiceMag

Transcription

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