Featured Project

A NATIONAL PRIORITY
In June 2006, the Namibian Cabinet approved the Business Plan and Turnaround Strategy (TAS) for Namibia Wildlife Resorts (Cabinet Decision No. 12th/2006.06/006).  Subsequently a New Managing Director Mr Tobie Aupindi was appointed and AMSCO intervention asked for. AMSCO Seconded Mr Najeeb Khan as Group Executive Advisor, a Canadian professional Hotelier with a vast global span of Hotel management excellence. Najeeb at that time had already spent around 6 years with AMSCO in other countries developing successful organizations. The mission was simple and focused: To turn NWR from a loss-making to a profit-making enterprise, and to achieve the vision within three years.
 
STABILISATION IMPACT
Since intervention, significant progress on NWR’s Business Plan and Turnaround Strategy has already been achieved; an organization that was running into serious losses is today a profitable organization employing 850 staff and impacting the secondary and tertiary industries in the country in a major way, as NWR is one of the major buyer and consumer of goods, a tourism services organization catering to around 300,000 tourists annually.
 
The income stream of the company has already shown a positive trend, and it is anticipated to continue to improve.  An improved income stream will allow the company to undertake the upgrade of most of the remaining facilities using own financing, or financing obtained through the financial market.  The growth potential of this company, if given a reasonable chance should not be underestimated, nor should the ripple effect that will emanate from an NWR that is capable to quickly and effectively implement its turn-around strategy.  
 
SKILLS TRANSFER IMPACT
NWR now runs under tight International Hotel Management business principles. And scientific programs introduced and developed by Najeeb , programs like Six Sigma, FFA ( Force field Analysis,) PCMM (peoples capability maturity model,) Good financial management models and business models to control 5 critical success factors,  (i.e. Finances, infrastructure, Management capacity building , staff capacity building and increased inflow of customers), Balance score cards, Strategic planning, EOQ and TQM etc.
 
Some new members of management were also introduced and one of the key deficiencies found in the company by new management was the complete lack of control systems and accountability.  This was systematically addressed through establishing proper policies and procedures, and instituting appropriate control and monitoring measures.  
 
In addition, Namibia Wildlife Resorts has proven its ability to successfully undertake significant development projects within defined time periods, and its dedication to achieving its stated objectives.  All projects identified in the TAS (Turnaround Strategy) have either been completed, or are in the process of completion.  The implementation of the NWR TAS has already contributed to National Objectives, by creating almost 200 new jobs and improving the financial outlook of the company.
 
Namibia Wildlife Resorts has now positioned itself to contribute to the National objectives of sustainable economic growth and job creation, as identified in key documents such as Vision 2030.  The growth of NWR is in turn ensuring that tourism as a sector continues to grow, bringing with it the related job creation, and further injections into the local and national economy. The company is currently employing 850 staff.
 
Vision, Mission and Goals
Namibia Wildlife Resorts defined its vision, mission and objectives in the turnaround strategy developed in 2006, as follows:

VISION
To become the provider of a reliable, welcoming and appealing tourism service in the prime tourism destinations of Namibia [and in so doing, to become a profitable enterprise that is able to pay dividends to its shareholder].

BRAND IMPACT
A brand value proposition was developed, and employees throughout the company are systematically being induced to this brand value proposition, with the aim of ensuring that every employee of the company recognizes and understands the common vision, and maintains high levels of personal commitment and integrity in carrying out their duties. Pivotal to the brand value, are the NWR EPIC core values: Excellence, Passion, Integrity, Customer-driven
 
Excellence: Visionary; Accurate – (First time right); Just in Time (JIT) – pace; Proactive
 
Passion: Committed; Knowledgeable - understand the business – know product; Dedicated; Respectful; Unique
 
Integrity: Honest – truthful; Reliable; Consistent; Responsible; Sustainable
 
Customer-driven: Caring; Efficient; Professional; Adaptable (flexible)
 
PEOPLE IMPACT
NWR depends on a foundation of well-trained, motivated employees.  The key ingredient in superior service delivery in the hospitality industry is people, and there is no substitute for friendly, courteous and efficient employees.  A key success factor is therefore to have an effective human capital (HC) environment that provides opportunities and recognition to good performers, and adequately addresses poor performers.  Ultimately, one of the biggest challenges is to retain good staff, and this can be achieved by providing a stimulating and exciting working environment for these individuals, with good prospects of career advancement.  
 
A wellness coordinator was appointed under the Human Resources Development component to monitor and manage the wellbeing and both physical and emotional health of NWR personnel.  This involves the development of a drug and alcohol policy and peer education programme; HIV/AIDS policy and strategies and general health and safety issues.  The company is currently embarking on a voluntary HIV prevalence testing to better guide the wellness programme.
 
NWR also reviewed its medical aid scheme, and has changed the medical aid provider to offer employees a better range of medical aid services, including a mobile clinic that was recently launched.
 
Empowering staff with the necessary skills to successfully carry out their duties has been a strong focus of attention during the past year, and remains an ongoing priority.  Intensive on-site on going hospitality training commenced in June 2006 in all resorts & HQ is being conducted mainly by Najeeb and some external trainers and will continue on a monthly basis for more years to come.  

A SUSTAINABILITY PHILOSOPHY
The Namibia Wildlife Resorts Company Act (Act No. 3 of 1998) mandates NWR to promote the development of environmentally sustainable tourism with a view to preserving the assets and attractions on which the tourist industry depends, and in particular safeguard and maintain ecological processes, biodiversity, aesthetic and cultural qualities for the long term benefit of the tourism industry and Namibian people.  This is particularly important due to its positioning within the protected areas of Namibia.   It is therefore of the essence that the company adopt environmentally responsible approaches to operations and management, including aspects such as the use of renewable energy and energy efficiency, waste management, water use and the use of environmentally friendly products amongst others.  It also implies contributing positively to the management of the protected areas in question, in order to ensure sustainable tourism development.
 
A recycling project has been implemented in three camps in Etosha, and guidelines are being developed, in order to roll this out to all NWR facilities.
 
An environmental management policy as well as practical guidelines for environmental management has been developed and forms the basis for training of staff, as well as information dissemination to tourists.  It also provides an environmental guideline for procurement of supplies and services. This is being headed by a senior manager environment.
 
TOWARDS A BRIGHTER FUTURE
With Najeeb’s experience and expertise, development and redevelopment projects, as identified in the TAS, are in advanced stages of completion and no less than eight resorts have been developed or upgraded.
 
In the two and a half years since the approval by Cabinet of the NWR turnaround strategy, a great deal of progress has been achieved, as outlined in this report, and the financial trends are starting to reflect the upward turn .  Nonetheless, the company has faced and continues to face a number of constraints that have negatively affected the rate at which the change could be achieved.  
 
Nevertheless, Namibia Wildlife Resorts has proven its ability to successfully undertake significant development projects within defined time periods, and its dedication to achieving its stated objectives in large part to the efforts of an exceptionally talented AMSCO Manager, Mr Najeeb Khan. AMSCO has developed a solid reputation in Namibia because of the NWR successes.