Monday 18 March 2013

AN ARROGANT OPINION




Forget about the modern or medieval meaning, there is only one word which defines a bank!  What is a bank?  Bank simply means trust.
Can we trust in our banking systems? Are banks still banks?
Looking at the modern trend of financial intermediation it is a startling reality that banks are no longer symbols of trust but mechanisms of frauds, poor governance, regulation sidestepping and insider trading. This has given an impetus to the new banking revolution which is antagonistic to the values of trust.
Call it the heartbeat of the world financial systems, the Canary Wharf hosts some of the greatest financial scandals which have led analyst to question some of the banking practises prevailing in this generation. The LIBOR rigging scandal which was unearthed in 2012 shows that we can and must never again trust in banks or rather bank in banks. The LIBOR ties up almost all the financial systems in the world but a small quartet managed to manipulate it. These are the same people we entrust our investment and deposits with but can they be trusted any further. Fines were tagged to the offence but already the trust is gone and banks have overridden their purpose. Only now the regulatory authorities have seen the importance of coming up with proper conditions with regards to bank rates. http://www.reuters.com/article/2013/03/18/us-bis-libor-reform-idUSBRE92H06G20130318



Canary Wharf- LIBOR rigging was manufactured and perfected here  




In Zimbabwe people have been forced to use pillows and mattresses as bank accounts because of their trust which was abused in 2004 and repeated again in 2012. It is a ridicule to encourage Zimbabweans to place their money in the proper financial system because they have seen it all. Companies and individuals lost their funds as banks were placed under curatorship by the Reserve Bank. The systemic effect led to a near collapse of the banking sector and liquidity challenges were felt. In 2012, three Zimbabwean banks Genesis, Renaissance and Interfin were closed down leading to a situation where the depositor and the investor had to lose everything.
Investigations to the core of these closures point bad corporate governance, abuse of depositor funds and failure to meet regulatory requirements as the main causes. Shareholder influence was the main culprit to this predicament. Seriously a shareholder playing dirty with my money!!!!!!!!!!!
At first the banker is entrusted with depositor and investor funds but only repays through abuse. Should we then trust in banks when they abuse that same trust?
The Deutshe Bank has been rocked by a lot of fraud cases which has left Europe contemplating on how best to deal with bankers. This is just a tip to how modern banking is structured.
Corporate governance in banks is an issue which needs serious attention if we are to curb the ever growing unorthodox means of banking practises. Zimbabwe is one of the countries where lack of corporate governance has manifested some the amateurish ways of banking. The fact that one single shareholder at Renaissance Merchant Bank had the audacity to abuse depositor funds may just point to the fact that a lot may be going on behind the Boardrooms.
When a bank defies the state how best can it promise trust to the consumer. Standard Chartered paid heavy fines (327 million dollars)to the US regulators after making transactions with countries which were on the US sanction list. In clear act of defiance these transactions were wired through the United States.
That points to the fact that banks are only driven by the motivation to make profits and there is no concern as to how these profits come about.
What trust then should we place in banks?
Consumers are forced to trust because banks are not conventional robbers but rather intelligent ones where various dynamics are employed to abuse any single dollar in the name of profit maximisation.
Whenever consumers transact with banks the element of trust is now a thing of the past. Trust has been substituted with risk. Consumers risk their funds because they scepticism has taught them that tomorrow might report that a certain bank is closed.
Even the so called, ‘too big to fail’, banks in the United States and Europe are revelation to the fact that banks can never be trusted anymore. No one ever thought that a one hundred and fifty year old Lehman Brothers would ever come to its knees. In September 2007 clients besieged Northern Rock which was one of the biggest forces in Europe after getting the news that the bank was going under. Even when bank employees practise beyond their mandates it clearly shows that there is a lot of underhand dealings going on in our banking systems. Kweku Adoboli, a trader at UBS Bank single handedly exposed the bank to 12 billion pounds when his unit was only authorised to risk 100 million pounds. This shows the nature of human capital which is the driving force behind banks.



                                                     Kweku Adoboli
Can we trust the banks? Should we let banking hegemony prevail? Is banking the euphemism of robbery? All these questions need urgent attention if we are to see viable financial systems which bridge the surplus and deficit units.  


Thursday 14 March 2013

Dairibord Holdings Limited Profile




Dairibord Holdings Limited is a manufacturer and marketer of quality food and beverage products. The company is listed on the Zimbabwe Stock Exchange (ZSE). The company is a prime example of successful privatization as it was originally a state owned enterprise established for the purposes of processing and marketing milk products which was successfully privatized by the Government of Zimbabwe.



Dairibord Holdings has 100% ownership in Martindale Trading (private) Limited t/a Lyons, Lavenson Investments (Private) Limited, NFB Logistics (Private) Limited, Kutal Investments (Private) Limited, 60% shareholding in Dairibord Malawi (Private) Limited and 40% in M E Charhons (Private) Limited. Kutal Investments is a property holding company which leases its properties to Group companies. Dairibord Malawi (Private) Limited has 100% ownership in Mulanje Peak Foods (Private) Limited. Lavenson Investments (Private) Limited has a 100% ownership of Dairibord Zimbabwe (Private) Limited.
The Group produces an extensive range of products which include liquid milk products (short and long shelf life milk), food products (yoghurt, ice creams, cheese, ice cream cone shells, condiments and spreads) and beverages (cordials, ready to drink dairy and non dairy beverages, teas, mineral water) which are marketed in both the domestic and export markets.
Dairibord Holdings Limited is one of the largest manufacturing and marketing companies in Zimbabwe with factories in Harare, Chitungwiza, Bulawayo, Gweru, Kadoma, Mutare and Chipinge. The operations in Malawi are located in Blantyre and in the Mulanje District.
Dairibord Holdings has a staff complement of slightly over 1,000 permanent employees. 
History of Dairibord Holdings Limited

1  Parastatal Phase
  • The Dairy Marketing Scheme introduced under the Agricultural Marketing Act  in 1951 established The Dairy Marketing Board on 1 October 1952 to provide for
i. the reception of all milk delivered to it
ii. the manufacture and orderly marketing of milk and dairy products
iii.the administration of regulations applicable to producer registrations
  • Prior to 1952, there were four (4) co-operatives throughout the country. These were:
i.  Manicaland Co-operative
ii. Matabeleland Co-operative
iii. Midlands Co-operative
iv.Mashonaland Co-operative

The Matabeleland, Midlands and Mashonaland Co-operatives amalgamated to form the Dairy Marketing Board.  The Manicaland Co-operative which was based in Gaza in Chipinge only joined later in 1976.
  • 1956 DMB became responsible for the activities of the Rhodesia Co-operative Milk Company  and the Bulawayo Creamery (Pvt) Ltd
  • 1960 a new dairy was commissioned in Harare
  • The Dairy Marketing scheme was incorporated as a schedule of the Agricultural Marketing Council Act in 1956, which remained in effect until 1962
  • Dairy Produce Marketing and Levy Act of 1961 superseded the Dairy Marketing Scheme on 18 May 1962 and applied to Northern and Southern Rhodesia.
  • In July 1962 until dissolution of the Federation, the Board operated dairies in the then Northern Rhodesia as well as Southern Rhodesia
  • In 1962 a new Dairy was commissioned in Kadoma
  • During the same year, the Board took over activities of the Creamery in Mutare
  • On 1 December 1967 the Agricultural Marketing Authority assumed the responsibility of the Board
  • In 1965 extension of Harare Dairy took place and installation of a spray drier was undertaken
  • There were  major extensions at Harare, Bulawayo and Gweru Dairies in 1970
  • In 1978  the Kadoma Cheese plant was commissioned
  • In 1982 bulk collection of milk began
  • 1983,  Chipinge Dairy was constructed
  • The Harare Dairy UHT plant was  commissioned in May 1987
  • Official commissioning of the ice cream plant at Harare factory was done on  July 31 1987
  • 1990,  new Bulawayo Dairy came into stream thereby increasing overall capacity
  • 1994, Chitungwiza milk powder and butter plant was commissioned
  • DMB operated as a state enterprise until the commencement of commercialisation.

2 Commercialisation Phase
  • In January 1991, and under the Government’s Economic Structural Adjustment Programme, new Boards of Directors were appointed to be directly responsible to the Ministry of Agriculture for commercial viability, including subsidies, of each of the Agricultural Sector Parastatals.
  • The Board put in place was tasked with turning around the loss making enterprise to a viable state enterprise.
  • DMB had accumulated in excess of Z$180 million past unserviced debt
  • Break-even was achieved in 1992 and between 1992 and 1994 DMB operated as a viable state enterprise
  • On 1 July 1994 there was a change in DMB’s legal status, from a parastatal to a commercial company, Dairibord Zimbabwe Limited (DZL) under the Companies Act owned by Government 100%.
  • In 1995 preparations for privatisation were undertaken, DZL became profitable, self-financing and with a virtually unencumbered balance sheet, being prepared for listing on the  Stock Exchange
  • On 23 October 1996, Government announced plans to privatise state enterprises

3 Privatisation
  • Process of privatisation was completed by June 1997
  • 1 July 1997, Dairibord became the first state owned company in Zimbabwe to privatise with Government divesting  out 75% to private investors
  • On 15 September 1997, Dairibord Zimbabwe Limited was listed on the Zimbabwe Stock Exchange
  • A record 32 000 shareholders bought shares in the listed company
  • Share offer was at Z$1.20 per share and was oversubscribed.
  • 1998 DZL acquired  60% equity in Dairibord Malawi
  • 1998  Government sold the remaining 25% equity to private investors
  • June 2001 DZL acquired 100% ownership of  Lyons Zimbabwe business
  • In December 2002 DZL acquired 40% shareholding in Charhons, a confectionary company
  • A transport and logistics company NFB Logistics owned 100% by DZL was formed in October 2003

4 Restructuring
  • In 2005 DZL restructured into a holding company with stand-alone efficient subsidiaries.
  • In April 2006, the holding company’s name was changed from Dairibord Zimbabwe  Limited to Dairibord Holdings Limited in order to clearly demarcate the subsidiary Dairibord  Zimbabwe (Private) Limited  from the Holding company and  to clearly reflect the Holding company nature of the restructured entity