Interested Observer
JF-Expert Member
- Mar 27, 2006
- 3,093
- 3,949
Does this Interview answer questions on royalities, taxes etc etc in our mining industry? Is our source of information doubtful? Why media reporters like in IPPmedia, Majira etc can not go direct and have some concrete information from brilliants like these?
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Sunday Interview Mwanyika, shining star at Barrick
Staff Writer SHERMARX NGAHEMERA
Sunday News; Sunday,July 23, 2006 @00:02
BARRICK Gold Corporation, the Toronto-based multinational mining conglomerate, declared established of African Regional Business Unit (ARBU) end of 2005, to oversee mining operations in South Africa and Tanzania. Mr Deodatus Mwanyika, a 44-year-old Tanzanian was appointed Executive General Manager of Barrick Gold Tanzania in April, this year. He is responsible for Corporate and Legal Affairs for all Barrick operations in Tanzania. In this capacity he also covers exploration activities in Tanzania and West Africa.
QUESTION: Your appointment to the most senior post with Barrick Tanzania has generated a lot of interest. How do you take up the challenge?
Answer: I see it as challenge but not a new one. I have got enough experience to handle such a big post. I have been around and abound from early 1989 started as State Attorney trainee with Attorney General Chambers and at the end of that year in October to be precise, I joined the National Development Corporation (NDC) as a Group Legal Counsel. I worked in the fields of corporate and commercial law which also encompasses project financing. In 1992 I joined the Presidential Parastatal Sector Reform Commission (PSRC) as a Legal Consultant and rose to the highest legal position of Principal Legal Counsel and Secretary to the Commission. In this statutory position I was the Chief Advisor for all legal matters affecting the Commission in discharging its privatisation and parastatal reform functions.
I worked extensively in corporate set-ups, corporate restructuring, receiverships, liquidations, conveyance, labour employment, legislative reforms and privatisation in general. I was also instrumental in collaboration with various local and foreign consultants in early stages in designing and setting up of regulatory bodies in the telecommunications and water sectors. In 1999, I was one of the founding partners of IMMMA Advocates, one of the premier law firm in the country.
However, I briefly worked with the law dedicating my services to the budding mining industry and later I joined Kahama Mining Corporation Limited a subsidiary of Barrick Gold Corporation of Ontario Toronto in Canada. I was part of the team of legal counsel that was tasked to advise on various corporate, financial and mining issues on the 280-million-US-dollar mining project. In November 2000, I joined Kahama Mining Corporation Limited as a full-time Senior Legal Counsel assisting the Vice-President, Legal and Government Affairs who was expatriate.
I have been instrumental in getting off the ground all the Barrick investments in Tanzania starting with Bulyanhulu Gold Mine and later Tulawaka Gold Mine. In 2004 following reorganisation of Barrick business worldwide, Tanzania became part of the Australia Regional Business Unit. Following this, I was appointed General Manager, Legal and Regulatory for Tanzania. So, I have passed through many ranks with Barrick group since start of the operations in Tanzania.
So you see I have worked with Barrick since 1990 in many capacities at senior levels.
Q: What is your vision for mining industry in Tanzania?
A: I expect to see and administer a robust mining industry transferring the multiplier effects to the entire economy, offering employment and establishing business opportunities and linkages to other sectors of Tanzanians economy in a sustainable way. Ultimately contributing considerably to the budget of this country. In short I am eager to see a growing, integrated and prosperous mining industry benefiting the country, the people of Tanzania and Barrick shareholders as well.
Q: How are you going to tackle the negative attitude of the public on mining?
A: It is appropriate to say that the problem of negative publicity stems from the fact of lack of proper information and knowledge on the large scale mining industry in the country. There is also lack of corporate governance culture which is a result of many years of state controlled and socialist mind set. The effect is that there is a lot of suspicion with investors. Also, unorganised business movement, unsupportive financial institutions and the blanket fear of the unknown are also contributing to the image.
Precious metal mining of the scale under Barrick is long-term investment, capital intensive and multinational corporate undertaking. The money invested is huge and its recovery also takes time to realise. In short mining is a long term investment which also takes long time to start making profit. Barrick has been in operation only five years ago and that is very little time in any project cycle and delivery. A vibrant industry cannot develop in a decade. In South Africa, the industry has developed the country but that did not take 10 years but over 100 years. The country policies and laws must allow for capital pay back hence the need for fiscal stability. With long-terms investment and magnitude of the capital required in mining, a slight possibility that the regime is unstable and unpredictable will make Tanzania a non-mining destination worldwide.
However, it does not mean that the operations are not benefiting the people as they grow. We pay other taxes, wage bill to nationals, the royalty, employment benefit, social pension funds contribution, infrastructure upgrading, provide local goods purchases and many other payments to the economy including levy to the districts where we operate for development activities.
On the corporate culture, the public still believes that foreign companies are here to cheat and make huge profit. This has led to a notion that all foreign companies apply bad tricks such as tax evasion so as to survive in its business. The public needs to know that a company like Barrick does not need to cheat in any of its operations. This is a multinational company operatings 26 mines across the world.
It should also be noted that Barrick is a listed company in various exchanges around the world. The level of transparency and governance leaves no room for the perceived manueuvres. Its executives including myself are subjected to very stringent disclosure obligations and high standard of professionalism. Internal controls designed to detect fraud and irregularities are part of the business requirement and we get audited independently, on top of the usual financial annual audit. In short, not a single big company within our group would cheat so as to gain a benefit because it has a very negative impact on the business.
Q: I am asking this question because the public has been made to believe that a lot of gold is being smuggled out of the country using aeroplanes. How can you talk about this?
A: It is also not true. How can you smuggle gold out of the country? Firstly, we are not in that business. Secondly, there are so many government organs to check on what goes on. The Tanzania Civil Aviation Authority (TCAA) licences all planes and has a way to monitor and audit their operations. Not a single aeroplane can come at our site without the knowledge of TCAA or fly from our site without going through customs clearance at a port of exit. All operators are obliged to file report on their operations every month. The Tanzania Revenue Authority (TRA) and Resident Mines officer also oversee operations from export process side. They issue permits and seal containers after inspection. In addition, the Commissioner for Minerals must receive our reports on the amount of gold which has been processed and exported. Same information has to be submitted to the Bank of Tanzania every month.
So, saying that gold is being smuggled out of the country is a big lie. A company of Barrick status would never apply bad tricks in its operations in Tanzania or any part of the world. Mind you, total production of gold from Tanzanian operations is a small percentage of Barrick's total ounces of gold produced every year in all other mines. To Barrick, reputation is a very valuable asset because once the public loses trust and confidence, the existence of the company itself is threatened.
Q: There have been also claims that mining companies source almost everything including tomatoes from abroad. Is it true?
A: Ignorance of facts is a very big problem and this allegation is one of them. The figures we have indicate that at least 55 per cent of all our procurement is done locally. However, some of the things procured locally could have been imported by local businessmen. For instance, fuel and lubes. In the case of our mine in Tulawaka, procurement on local goods and services show that last year we spent locally 18 million US dollars (about 18bn/-) out of the 20 million dollars spent on total purchases. The mine could have spent the entire 20 million US dollars on local services and purchases if all requirements were available here. This represents 90 per cent of the local purchases compared to just 10 per cent of the foreign purchases. Bulyanhulu in 2005 spent almost 40 million dollars on local procurement.
It must also be understood that mining companies have very strict guidelines on any purchase, be it local or from abroad given their remote location and the need to balance inventory and keep the mine operating 24 hours. First, we need good quality. Second, the quantity must also be good. And third, timely delivery is also a condition. Now, the challenge we face is meeting the expectations. Many local companies or individuals have problems in meeting the challenge on quality and quantity. For example: Our mine at Bulyanhulu offered a local company to supply fresh milk daily. The supplier failed to sustain the business because he could not deliver milk of the quality we wanted. Cheating was discovered as he tried to maximise profit at the expense of quality. This was a big set back.
What is lacking is that other sectors of the economy should take advantage of the mining operations in Tanzania. Our people in business should take advantage of all business opportunities. For example: If someone could start a big and modern poultry farm in the Lake Zone complying with high standard available elsewhere I see no reason why mines will not place all order with him/her.
In short, we are very happy when we get our purchases locally than importing.
My advice to the local businessmen and women: They have to be systematic and improve entrepreneurship and cultivate trust. We are forced to import goods after establishing that the commodities are also from abroad. So, why go to a supermarket in town while we could make our own orders from there?
Q: How about other sectors like the Tanzania Railways Corporation (TRC) and the local transport companies? Have you given them good business?
A: Yes. Transport sector has benefited from mine operations and will continue to benefit more because it is a crucial sector to our operation. For instance, in 2005, Bulyanhulu spend almost 1.63 million dollars on rail haulage while clearing/ forwarding and road transportation we spend almost 5 million dollars.
Q: It's an open secret that the mining industry has revamped some of the companies, which were in financial problems, some of them almost dead.
A: Yes. Bulyanhulu operations have benefited infrastructure companies e.g. TRC by hiring wagons to transport copper concentrate, known by some as "sand" from the mine at Kahama to Tanga port. The port has also made good business with us because our imports pass through Tanga in addition to Dar port. If you ask the Tanga port manager today 'who is giving him good business', he will not hesitate to say it is the mining sector, Bulyanhulu in particular.
Q: How about taxes? These allegations that mining enjoy tax holidays?
A: If these allegations are seen in proper context, then you will realise that they are not justifiable. Mining companies do not enjoy tax holidays as claimed. All tax holidays were scrapped in Tanzania. Mining companies are not exempted from payment of corporate tax for that matter. Indeed, the sector has specific tax incentives which were put in place consciously in order to attract investments in the then dormant sector seen from large-scale operation. The over-ridding question was to make Tanzania a competitive destination. Unfortunately, if Tanzania wants large-scale mining, fiscal incentives will always have to be aligned within the global scale because investors in mining sectors are global players.
On the other hand, even with the current incentives, presence of large-scale mines in Tanzania have, in addition to multiplier effect said above, generated revenue to the government and its institution in terms of royalty, import duties, VAT for non-mining items, employment tax for all employees (local and exparts), pension fund. For instance, revenue to government from Bulyanhulu for 2005 amounted to US$30millon while from North Mara it was 11.0 million dollars. While these payments are being made, the mines are still making losses and the shareholders do not expect any return.
Q: What are specific problems faced by Barrick mining operations in Tanzania and what are the interventions?
A: Like most of the major mining companies, Barrick faces challenges in Tanzania. I would like to mention only a few: Because of the remote location, and undeveloped industrial base, (unlike countries like South Africa) we are forces to import all our major inputs i.e. supplies and equipment. The infrastructure is not very supportive of the mines. This is both for roads and railway line. We also need to transport our products via the port. To us a functional rail and transport system is crucial to making our operation efficient and hence more benefit to the country and the mining companies.
Secondly, reliability and quality of power from Tanesco at our Bulyanhulu plant has been a problem. This has had negative result in our production. Even with this problem of power, in 2005 Bulyanhulu mine paid to Tanesco 10 million dollars for power consumption. This means that with reliable and if quality issues are addressed, Tanesco will earn more from the mine. Our mine in North Mara and Tulawaka are not connected to the grid. This means we are spending more money at current prices to import fuel. The country would save substantial amount of foreign exchange if all mines were connected to the grid. There should be deliberate efforts to address power problems in the country. We understand from discussion with the government that this is now being addressed.
Q: Is there any Barrick future development plan on mining in Tanzania?
A: Yes, we are optimistic that the fiscal regime currently in place will not fundamentally change. This will enable further exploration and development of new projects in Tanzania. Geologically, it seems that Tanzania has not been fully explored and our policies and incentives should be aimed at getting more exploration dollars in Tanzania rather than letting them end in other continents.
Q: Is there any specific call to the public and Business community?
A: The public should refocus and reorient their economic activities towards the mining sector so that local purchases become a significant financial outlay of Barrick businesses in Tanzania. This will bring the required partnership for maximisation of the economic synergies. Only through improved linkages and financial benefits to the local economy could improve the wellbeing of the stakeholders of the mining industry. The business community should be aggressive towards dealing with the mining sector. Also, government policies should be geared towards encouraging and facilitating linkages to harness the business potentials available and provided by the mining companies. The business community can play a role in guiding and advising the governmgnt on this.
Q: How do you feel as a Tanzanian and at your age to manage a big company like this which has resources that are above all the Tanzanian banks' balance sheet put together?
A: I feel good and honoured to be of service to my company and to my country. This also defeats a notion that big mining companies are managed by foreigners. It's a challenge to my fellow Tanzanians to work hard so that we are trusted to lead not only sections or department within business but also big mining companies and projects as well. My case is a clear demonstration that Tanzanians can grow through the ranks to take high position and responsibilities in these global regional business. I would like to see more Tanzanians working hard and getting promoted. From what I know, Barrick has a program to localise expatriate position and would urge my fellow employees to work hard, learn fast from their colleagues
http://www.dailynews-tsn.com/page.php?id=2331
=====================
Sunday Interview Mwanyika, shining star at Barrick
Staff Writer SHERMARX NGAHEMERA
Sunday News; Sunday,July 23, 2006 @00:02
BARRICK Gold Corporation, the Toronto-based multinational mining conglomerate, declared established of African Regional Business Unit (ARBU) end of 2005, to oversee mining operations in South Africa and Tanzania. Mr Deodatus Mwanyika, a 44-year-old Tanzanian was appointed Executive General Manager of Barrick Gold Tanzania in April, this year. He is responsible for Corporate and Legal Affairs for all Barrick operations in Tanzania. In this capacity he also covers exploration activities in Tanzania and West Africa.
QUESTION: Your appointment to the most senior post with Barrick Tanzania has generated a lot of interest. How do you take up the challenge?
Answer: I see it as challenge but not a new one. I have got enough experience to handle such a big post. I have been around and abound from early 1989 started as State Attorney trainee with Attorney General Chambers and at the end of that year in October to be precise, I joined the National Development Corporation (NDC) as a Group Legal Counsel. I worked in the fields of corporate and commercial law which also encompasses project financing. In 1992 I joined the Presidential Parastatal Sector Reform Commission (PSRC) as a Legal Consultant and rose to the highest legal position of Principal Legal Counsel and Secretary to the Commission. In this statutory position I was the Chief Advisor for all legal matters affecting the Commission in discharging its privatisation and parastatal reform functions.
I worked extensively in corporate set-ups, corporate restructuring, receiverships, liquidations, conveyance, labour employment, legislative reforms and privatisation in general. I was also instrumental in collaboration with various local and foreign consultants in early stages in designing and setting up of regulatory bodies in the telecommunications and water sectors. In 1999, I was one of the founding partners of IMMMA Advocates, one of the premier law firm in the country.
However, I briefly worked with the law dedicating my services to the budding mining industry and later I joined Kahama Mining Corporation Limited a subsidiary of Barrick Gold Corporation of Ontario Toronto in Canada. I was part of the team of legal counsel that was tasked to advise on various corporate, financial and mining issues on the 280-million-US-dollar mining project. In November 2000, I joined Kahama Mining Corporation Limited as a full-time Senior Legal Counsel assisting the Vice-President, Legal and Government Affairs who was expatriate.
I have been instrumental in getting off the ground all the Barrick investments in Tanzania starting with Bulyanhulu Gold Mine and later Tulawaka Gold Mine. In 2004 following reorganisation of Barrick business worldwide, Tanzania became part of the Australia Regional Business Unit. Following this, I was appointed General Manager, Legal and Regulatory for Tanzania. So, I have passed through many ranks with Barrick group since start of the operations in Tanzania.
So you see I have worked with Barrick since 1990 in many capacities at senior levels.
Q: What is your vision for mining industry in Tanzania?
A: I expect to see and administer a robust mining industry transferring the multiplier effects to the entire economy, offering employment and establishing business opportunities and linkages to other sectors of Tanzanians economy in a sustainable way. Ultimately contributing considerably to the budget of this country. In short I am eager to see a growing, integrated and prosperous mining industry benefiting the country, the people of Tanzania and Barrick shareholders as well.
Q: How are you going to tackle the negative attitude of the public on mining?
A: It is appropriate to say that the problem of negative publicity stems from the fact of lack of proper information and knowledge on the large scale mining industry in the country. There is also lack of corporate governance culture which is a result of many years of state controlled and socialist mind set. The effect is that there is a lot of suspicion with investors. Also, unorganised business movement, unsupportive financial institutions and the blanket fear of the unknown are also contributing to the image.
Precious metal mining of the scale under Barrick is long-term investment, capital intensive and multinational corporate undertaking. The money invested is huge and its recovery also takes time to realise. In short mining is a long term investment which also takes long time to start making profit. Barrick has been in operation only five years ago and that is very little time in any project cycle and delivery. A vibrant industry cannot develop in a decade. In South Africa, the industry has developed the country but that did not take 10 years but over 100 years. The country policies and laws must allow for capital pay back hence the need for fiscal stability. With long-terms investment and magnitude of the capital required in mining, a slight possibility that the regime is unstable and unpredictable will make Tanzania a non-mining destination worldwide.
However, it does not mean that the operations are not benefiting the people as they grow. We pay other taxes, wage bill to nationals, the royalty, employment benefit, social pension funds contribution, infrastructure upgrading, provide local goods purchases and many other payments to the economy including levy to the districts where we operate for development activities.
On the corporate culture, the public still believes that foreign companies are here to cheat and make huge profit. This has led to a notion that all foreign companies apply bad tricks such as tax evasion so as to survive in its business. The public needs to know that a company like Barrick does not need to cheat in any of its operations. This is a multinational company operatings 26 mines across the world.
It should also be noted that Barrick is a listed company in various exchanges around the world. The level of transparency and governance leaves no room for the perceived manueuvres. Its executives including myself are subjected to very stringent disclosure obligations and high standard of professionalism. Internal controls designed to detect fraud and irregularities are part of the business requirement and we get audited independently, on top of the usual financial annual audit. In short, not a single big company within our group would cheat so as to gain a benefit because it has a very negative impact on the business.
Q: I am asking this question because the public has been made to believe that a lot of gold is being smuggled out of the country using aeroplanes. How can you talk about this?
A: It is also not true. How can you smuggle gold out of the country? Firstly, we are not in that business. Secondly, there are so many government organs to check on what goes on. The Tanzania Civil Aviation Authority (TCAA) licences all planes and has a way to monitor and audit their operations. Not a single aeroplane can come at our site without the knowledge of TCAA or fly from our site without going through customs clearance at a port of exit. All operators are obliged to file report on their operations every month. The Tanzania Revenue Authority (TRA) and Resident Mines officer also oversee operations from export process side. They issue permits and seal containers after inspection. In addition, the Commissioner for Minerals must receive our reports on the amount of gold which has been processed and exported. Same information has to be submitted to the Bank of Tanzania every month.
So, saying that gold is being smuggled out of the country is a big lie. A company of Barrick status would never apply bad tricks in its operations in Tanzania or any part of the world. Mind you, total production of gold from Tanzanian operations is a small percentage of Barrick's total ounces of gold produced every year in all other mines. To Barrick, reputation is a very valuable asset because once the public loses trust and confidence, the existence of the company itself is threatened.
Q: There have been also claims that mining companies source almost everything including tomatoes from abroad. Is it true?
A: Ignorance of facts is a very big problem and this allegation is one of them. The figures we have indicate that at least 55 per cent of all our procurement is done locally. However, some of the things procured locally could have been imported by local businessmen. For instance, fuel and lubes. In the case of our mine in Tulawaka, procurement on local goods and services show that last year we spent locally 18 million US dollars (about 18bn/-) out of the 20 million dollars spent on total purchases. The mine could have spent the entire 20 million US dollars on local services and purchases if all requirements were available here. This represents 90 per cent of the local purchases compared to just 10 per cent of the foreign purchases. Bulyanhulu in 2005 spent almost 40 million dollars on local procurement.
It must also be understood that mining companies have very strict guidelines on any purchase, be it local or from abroad given their remote location and the need to balance inventory and keep the mine operating 24 hours. First, we need good quality. Second, the quantity must also be good. And third, timely delivery is also a condition. Now, the challenge we face is meeting the expectations. Many local companies or individuals have problems in meeting the challenge on quality and quantity. For example: Our mine at Bulyanhulu offered a local company to supply fresh milk daily. The supplier failed to sustain the business because he could not deliver milk of the quality we wanted. Cheating was discovered as he tried to maximise profit at the expense of quality. This was a big set back.
What is lacking is that other sectors of the economy should take advantage of the mining operations in Tanzania. Our people in business should take advantage of all business opportunities. For example: If someone could start a big and modern poultry farm in the Lake Zone complying with high standard available elsewhere I see no reason why mines will not place all order with him/her.
In short, we are very happy when we get our purchases locally than importing.
My advice to the local businessmen and women: They have to be systematic and improve entrepreneurship and cultivate trust. We are forced to import goods after establishing that the commodities are also from abroad. So, why go to a supermarket in town while we could make our own orders from there?
Q: How about other sectors like the Tanzania Railways Corporation (TRC) and the local transport companies? Have you given them good business?
A: Yes. Transport sector has benefited from mine operations and will continue to benefit more because it is a crucial sector to our operation. For instance, in 2005, Bulyanhulu spend almost 1.63 million dollars on rail haulage while clearing/ forwarding and road transportation we spend almost 5 million dollars.
Q: It's an open secret that the mining industry has revamped some of the companies, which were in financial problems, some of them almost dead.
A: Yes. Bulyanhulu operations have benefited infrastructure companies e.g. TRC by hiring wagons to transport copper concentrate, known by some as "sand" from the mine at Kahama to Tanga port. The port has also made good business with us because our imports pass through Tanga in addition to Dar port. If you ask the Tanga port manager today 'who is giving him good business', he will not hesitate to say it is the mining sector, Bulyanhulu in particular.
Q: How about taxes? These allegations that mining enjoy tax holidays?
A: If these allegations are seen in proper context, then you will realise that they are not justifiable. Mining companies do not enjoy tax holidays as claimed. All tax holidays were scrapped in Tanzania. Mining companies are not exempted from payment of corporate tax for that matter. Indeed, the sector has specific tax incentives which were put in place consciously in order to attract investments in the then dormant sector seen from large-scale operation. The over-ridding question was to make Tanzania a competitive destination. Unfortunately, if Tanzania wants large-scale mining, fiscal incentives will always have to be aligned within the global scale because investors in mining sectors are global players.
On the other hand, even with the current incentives, presence of large-scale mines in Tanzania have, in addition to multiplier effect said above, generated revenue to the government and its institution in terms of royalty, import duties, VAT for non-mining items, employment tax for all employees (local and exparts), pension fund. For instance, revenue to government from Bulyanhulu for 2005 amounted to US$30millon while from North Mara it was 11.0 million dollars. While these payments are being made, the mines are still making losses and the shareholders do not expect any return.
Q: What are specific problems faced by Barrick mining operations in Tanzania and what are the interventions?
A: Like most of the major mining companies, Barrick faces challenges in Tanzania. I would like to mention only a few: Because of the remote location, and undeveloped industrial base, (unlike countries like South Africa) we are forces to import all our major inputs i.e. supplies and equipment. The infrastructure is not very supportive of the mines. This is both for roads and railway line. We also need to transport our products via the port. To us a functional rail and transport system is crucial to making our operation efficient and hence more benefit to the country and the mining companies.
Secondly, reliability and quality of power from Tanesco at our Bulyanhulu plant has been a problem. This has had negative result in our production. Even with this problem of power, in 2005 Bulyanhulu mine paid to Tanesco 10 million dollars for power consumption. This means that with reliable and if quality issues are addressed, Tanesco will earn more from the mine. Our mine in North Mara and Tulawaka are not connected to the grid. This means we are spending more money at current prices to import fuel. The country would save substantial amount of foreign exchange if all mines were connected to the grid. There should be deliberate efforts to address power problems in the country. We understand from discussion with the government that this is now being addressed.
Q: Is there any Barrick future development plan on mining in Tanzania?
A: Yes, we are optimistic that the fiscal regime currently in place will not fundamentally change. This will enable further exploration and development of new projects in Tanzania. Geologically, it seems that Tanzania has not been fully explored and our policies and incentives should be aimed at getting more exploration dollars in Tanzania rather than letting them end in other continents.
Q: Is there any specific call to the public and Business community?
A: The public should refocus and reorient their economic activities towards the mining sector so that local purchases become a significant financial outlay of Barrick businesses in Tanzania. This will bring the required partnership for maximisation of the economic synergies. Only through improved linkages and financial benefits to the local economy could improve the wellbeing of the stakeholders of the mining industry. The business community should be aggressive towards dealing with the mining sector. Also, government policies should be geared towards encouraging and facilitating linkages to harness the business potentials available and provided by the mining companies. The business community can play a role in guiding and advising the governmgnt on this.
Q: How do you feel as a Tanzanian and at your age to manage a big company like this which has resources that are above all the Tanzanian banks' balance sheet put together?
A: I feel good and honoured to be of service to my company and to my country. This also defeats a notion that big mining companies are managed by foreigners. It's a challenge to my fellow Tanzanians to work hard so that we are trusted to lead not only sections or department within business but also big mining companies and projects as well. My case is a clear demonstration that Tanzanians can grow through the ranks to take high position and responsibilities in these global regional business. I would like to see more Tanzanians working hard and getting promoted. From what I know, Barrick has a program to localise expatriate position and would urge my fellow employees to work hard, learn fast from their colleagues
http://www.dailynews-tsn.com/page.php?id=2331
