Agnes Tsholofelo Khunwana (DBA)

• Successfully implemented strategic initiatives for the 2016-2021 Turnaround Strategy: Organizational restructuring exercise which reduced the size of the workforce from 562 to the current 343, which is now comparable (industry standard), to airlines of similar size.
• Successfully negotiating with the airline Shareholder to Re-fleet or to enhance its fleet before embarking on a Privatization journey, to preserve the value of the airline (this project cost over P500bn)
• Enhancement of airline’s ICT systems, ensuring integrating to the extent possible, negotiating with the Government for funding of ICT systems such as the passenger booking system, revenue management, sage for financial reporting as well as adopting cloud-based servers and saving costs
• Successfully positioned the airline for working from home- since the onset of Covid-19 and during 2020, saved P20miln for utilities. home working and even ensured development of a homeworking and implementation of a home-working policy.
• Significantly reduced the airline costs by around 50%-86% year on year over 3years and properly positioned it for turnaround• Aggressively embarked on cost containment whilst making it more appealing to prospective investors
• Successfully implemented a Performance Management System (BSC) as well as development of a Dashboard and Corporate scorecard and key KPIs
• Registered a 100% wholly owned subsidiary for Air Botswana, being a ground handling company, targeting business from other airlines and to make it immune to Shareholder decision on Air Botswana
• Built capacity within engineering and Maintenance Division to be able to carry heavy maintenance inhouse, which was previously performed in Europe, saving the airline at least USD1million per aircraft.
• Successfully procured and implemented a Passenger Services System: a key system in an airline operation and integrated with Revenue Management system and SAGE, for financial Reporting and Employee Management system,
• Developed a 2021-2024 Cargo Recovery Strategy- for Revenue diversification and recovery from Covid-19 impact.
• Successfully led implementation of safety culture across the airline
• Airline in the process of being privatized- Privatisation strategy approved by Board

• C-Suite, reported to the airline, Key Achievements:
• Successfully led the implementation of the airline’s 5 year strategy- with all key strategic initiatives for the airline’s Turnaround strategy achieved
• Advised the GM on policy matters, on issues around strategy formulation and implementation as well as managing strategic initiative performance to ensure value derivation by the airline
• Able to improve turnaround for External audits and ensured that the timelines were in line with the Air Botswana Act
• Better planning of audits saved costs for the airline
• Also followed up with internal audit issue closure to strengthen the control environment
• Currently the audits closure rates improved from 43% to 98.3% in a space of one year
• Successfully revised the procurement manual to ensure limits of Authority were clear and adhered to and in line with PPADB
• Improve reporting templates especially to the Board and ensured proper Management accounts were presented to EXCO monthly
• Educated the business on limits of authority, controls thereof and ensured that all approvals for procurement were done accordingly
• Ensured training needs of staff were met, in line with their performance improvement plans.
• Established and enforced controls on revenue and expenses to protect company assets.
• Forecasted trends and recommended improvements based on financial risk analyses.
• Analyzed financial statements against forecasts to prepare high-level variance analysis.
• Generated financial and operational reports to assist management with business strategy.
• Supported operations management, sales, and marketing efforts to increase revenue and overall financial health.
• Partnered with IT and operational leadership to develop financial business plans with detailed benchmarks.
• Improved resource utilization with data management systems, reducing costs through strategic coordination and contract analysis.

• Started off as Finance Manager up to April 2014
• Appointed as COUNTRY CONTROLLER reporting to the Group in 2014
• Reported to the Group CFO based in the Netherlands
• Some of the key achievements included:
• Being instrumental to the Transformation from Shell Oil to Vivo energy Botswana
• I was able to give the External auditors for the three parties assurance on the financial affairs of Shell Oil by successfully completing three years audits in one year (2007-, CAMEL model and Risk Based Supervision
• Development of policies
• Timely Preparation and presentation of financial institutions reports on behalf of governor
• Assess Lending applications from financial institutions and make recommendations.

• Management of budgeting, forecasting, consolidation and management reporting processes
• Development of policies and procedures
• Trained to be a trainer on SAP Controlling module.
• Cost management and monitoring· Preparation and presentation of cost reports and performance to TECHO· A member of Joined-Up planning team with Mining engineers to life of mine
• Management of fixed assets, relevant IFRS and policies as well as responsible for internal and external audits
• Preparation and presentation of mine s dashboard to the Managing Director
• Development of policies and procedures
• Trained to be a trainer on SAP Controlling module
• Cost management and monitoring
• Preparation and presentation of cost reports and performance to TECHO
• A member of Joined-Up planning team with Mining engineers to life of mine
• Management of fixed assets, relevant IFRS and policies as well as responsible for internal and external audits
• Preparation and presentation of mine s dashboard to the Managing Director

• Support the CEO in Strategy Development and Cascading across the business.
• Development of budget guidelines, Coordination of budgeting Process, Assumptions in line with Strategy, Guidelines, Timelines, Consolidation, Presentation, and monitoring
• Development of fixed Asset (PPE) policy in accordance with IFRS/IAS16
• Management of External Audits (Relationship, timelines, and cost Management)
• Monthly Group and branch reporting
• Participate in ALCO meetings
• Risk Management and Compliance in accordance with Applicable laws
• Develop Project Management template and controls
• Drive Budgeting and forecasting processes (policies and procedures)
• Manage all Divisional contracts and SLAs
• Ensured compliance by financial institutions with Banking Act
• Regular compilation of risk reports, engagement with management and presentations

• Establishing effective partnerships with other Business units

I was appointed as a Finance Manager designate (to localize the Finance manager position)

My responsibilities included:
- Daily maintenance of accounting records (checking creditors and bank reconciliations;
signing cheques etc)
- Preparation of Management accounts (monthly management pack and year end accounts)
- Planning, budgeting and forecasting (Budgeting) and monitoring of variances on a monthly
basis
- Daily and monthly management of cash book and bank reconciliation
- Fixed Asset management (updating asset register and reconciling it to general ledger)
- Weekly cash flow forecasts
- Treasury Management (mainly transferring funds between accounts in view of exchange
rates). Monthly liaison with local banks to get a better rate to pay for our imported products
and during periods of sporadic exchange rate movements, deciding on simple hedges such
as spot or forwards or even opening a foreign currency account so we are not exposed.
- External relationships i.e. with bankers; auditors ( both audit firms and Govt VAT auditors)
- Stock taking (participates in quarterly and year end stock takes)
- Staffing, training, disciplining, appraising and supervision of finance and administration staff
- There were 32 staff members in the department, indirectly reporting through their three
supervisors to both the finance manager and myself

• Joined as Bank examiner and Promoted to Senior bank examiner in 1996
• Conducted bank examinations for financial institutions to assess their, capital adequacy, asset quality, management, liquidity levels as well as the quality of security held by the financial institutions for the loans granted.
• Senior Banking Supervisor- CAMEL model and Risk Based Supervision
• Ensured compliance wit the Banking Act, 1995
• Development of policies
• Timely Preparation and presentation of financial institutions reports on behalf of governor
• Maintained quality control system and conducted quality assurance reviews of bank's supervisory activities, strategies and products.
• Assess Lending applications from financial institutions and make recommendations.