BMWU’s Phiri opens up to Mmegi
Chakalisa Dube | Monday May 29, 2023 06:00
Mmegi: Who is Kitso Phillip Phiri?
Phiri: Kitso Phillip Phiri is a Lobatse native with a rich ancestral history that bestrides three (3) countries, namely Botswana, South Africa, and Malawi. I grew up in Lobatse, Peleng to be exact. I did my primary schooling there and later joined my family in Gaborone for my Junior Certificate all the way up to university (UB).
Presently, I serve as the ES of the BMWU, where I am driving the implementation of the union’s transformation strategy, which seeks to strategically position the union as a key economic development partner in the mining sector and in supporting the national development agenda. The objective of the strategy is to turn the BMWU into a leadership development institution.
MmegiI: Could you please share where you all started your journey with trade unionism? Who introduced you to trade unionism?
Phiri: My journey in the labour movement started at DITSHWANELO – The Botswana Centre for Human Rights under the tutelage of Alice Mogwe. Fresh out of university, I was assigned a project, which sought to conduct a situational analysis of the plight of former Batswana ex-miners who had worked in South Africa. The project targeted those who had contracted TB or silicosis and other occupational diseases and never received compensation from their former employers. The outcome was the institution of a regional class action suit which sought damages from gold mining companies for migrant mineworkers who had been exposed to mine dust and ultimately suffered lung impairment during and post employment.
During that period, I traversed the country engaging ex-miners and families of the deceased miners. I quickly observed that there were a whole host of issues that the miners have. Mostly they were old, fragile, lacked documentation proving work in mines, lacked knowledge of the cumbersome administrative processes, had difficulties accessing their cross border benefits. Through extensive research, we learnt that billions in unpaid mine benefits were sitting in various social security institutions in South Africa. Over and above that, these benefits were not owed to only those who worked for gold mines.
Given that these miners were no longer in active employment, they were not affiliated to any trade union locally. The union they were members of was in South Africa and the connection to it severed when their employment with the mines ended. Botswana laws also disqualified them from joining a trade union for the simple reason that they were not employed in any one of the local sectors.
Given their lack of agency and representation, in 2014, I began the process of registering the first ever ex-miners’ association, BoLAMA – Botswana Labour Migrants Association, where I was its first Executive Secretary. Through this association, I began the quest of advocating for former South African mine workers and their family members. We were able to profile the post-employment rights of these miners and began to engage the government of Botswana and South Africa in facilitating portability of their social security benefits.
Mmegi: What would you say were your major highlights at BoLAMA?
Phiri: We managed to register over 10,000 ex-miners and their families who were eligible for compensation from the mines. In 2016 we brought the first ever mobile trucks through the support from the World Bank to conduct benefit medical examinations for sick ex-miners. We also collated data that developed the database currently used at Boswela-Koko Occupational Health Centre in Molepolole. We won the TB/Silicosis Class Action and got P5 billion as an out of court settlement. Furthermore, BoLAMA participated in the development of the SADC Declaration & Code on TB in the Mining Sector.
Mmegi: How has been your journey as BMWU ES?
Phiri: My journey as the BMWU ES is still being written. However, we have achieved a lot within the short time I have been in office. Our transformation agenda is in full effect. We developed the BMWU Strategy, which is driven by three key pillars of transformation, capacity building and sustainability. Our strategy seeks to respond to the ever-changing world of work, the economic, political dynamics and global trends impacting workers in the mining industry. Secondly, we conducted a stakeholder mapping exercise and identified key stakeholders with whom to form sustainable partnerships with over and above mining houses. Our partnership with the Institute for Development Management (IDM) was the catalyst needed to advance our objectives. Thirdly, we began exploring opportunities under the citizen economic empowerment policies where we resuscitated the union’s investment wing to grow and sustain union revenue.
Cascading the strategy to our partners has been a challenge. A lot of it has to do with the general perception stakeholders have about trade unions. Consequently, I have prioritised stakeholder engagement in my plan of action. We have adopted a nuanced approach to trade unionism as part of our transformation strategy.
Critical areas such as trade and investment, globalisation and supply chains, mineral resources governance, energy, rule of law and governance and human resources development are areas that we are developing capacity in. Our belief is that workers are the economy, and they ought to participate in all aspects of the economy.
Mmegi: On a daily basis when you say you are going to work, what do you really do at the BMWU office?
Phiri: My work is quite broad. Given that my role is full time at the Union office, the ES is the first point of contact on all matters coming to the organisation. The ES is the head of secretariat, therefore staff supervision and monitoring organisational performance are daily responsibilities. I support activities of all the union structures – from the NEC to shop stewards. I attend meetings affecting workers across branches, conduct policy and legal briefs for the political structures of the union. I manage stakeholder relations at various level of governance. I coordinate core union programmes, recruitment, organising and education of members. My job also involves drawing advocacy strategies and mobilising resources for programme activities. I manage trade disputes and where necessary represent the organisation at the Industrial Court. The ES also monitors the investment interests of the union with various institutions including its investment wing.
Mmegi: Would you say the union is serving its members accordingly or what do you think are the challenges?
PHIRI: The union is serving its members well. The BMWU continues to enjoy recognition across all mining houses. Our success rate in labour disputes is at an all time high. Our access to key decision-making authorities and institutions has never been better. Interest in joining the BMWU has increased across all branches. The union has developed social security schemes and post-employment income generation programmes.
There are challenges that have been noted as well, these include refusal by some companies to recognise the union, exclusion from high level consultative fora, non-compliance with labour laws and weak labour institutions. These can inhibit the unions’ ability to serve its members.
Mmegi: What would you consider to be your biggest highlight since taking over as BMWU ES?
Phiri: I have had several highlights:
The IDM -BMWU partnership on capacity building of union members
The incorporation of LERU Energy (Pty) Ltd, a union subsidiary company focusing on oil, gas and energy supply
Representing the BMWU at the Investment in Mining Indaba in Cape Town
Convening the first ever High-Level Dialogue on Government’s UNFCCC Commitments and their Impact on Botswana’s Coal Reserves and Workers
Representation of the BMWU in the soon to be established statutory Mines Quarries Machinery Works Safety Committee
Developed a good relationship with the Competition and Consumer Authority – measures and acquisition department
Mmegi: You came in at a time when the union (BMWU) was not stable and you have since transformed it into an admirable organisation. The union is now known around the country and recognised internationally because of your perceived proactive character. What do you think has changed since you took over or what has made the union flourish under your stewardship?
Phiri: The union simply changed its operation model by employing an Executive Secretary. It also helped that I was young, energetic and a bit of a maverick and shared a winning mentality with the union leadership.
The team and I demanded more from ourselves, our members and social partners. We were driven by the need to bring the glory days back to the BMWU. We recognised our strategic positioning, operating at the nexus of mining, government and labour. For years the union had relegated itself to bread-and-butter issues and that approach had not borne any fruits. Our new approach sought to traverse new frontiers and demanded our inclusion in various programs of our national development agenda. The union was also able to leverage on the international network that I have built over the years as an international development practitioner.
Mmegi: How has been the relationship between government and BMWU? To what extent does the government engage the union on pressing matters with reference to overall dynamics in the mining sector? Previously there were suggestions that the relationship between the government and BMWU is nowhere being cordial.
Phiri: We have a relatively good relationship with government. However, there is room for improvement. We have for years enjoyed an open-door policy with most ministries and departments. Our concerns have been on the government’s commitment to sectoral social dialogue. Mining Sector dialogue has been lacking, at least in so far as consultations with the union is concerned. No formal structure currently exists where the union is routinely engaged on developments in the mining sector.
It is possible that union engagement is viewed as a risk but that is a mindset we need to change. I am personally motivated to reset or re-engineer some of this mindset which is prevalent among government officials. It’s imperative for government to recognise the unions as development agents.
Mmegi: Government has often said that unions should not be part of politics because their main objective is to directly champion the course of their respective members/working class. On the other hand, some union leaders believe that there is an intersection between labour and politics and as such unions should play an active role in politics. What is BMWU’s position on the matter? Should unions be apolitical?
Phiri: There are varying schools of thought on this matter. Other jurisdictions have seen coalitions or pacts formed between trade unions and political parties. It is difficult to subscribe to one philosophy over the other. I am of the view that unions should drive workers politics. Decent work should drive the political agenda of trade unions.
Mmegi: Many trade unionists have used their positions as a springboard to politics. Does Phiri have ambitions of joining active politics or vying for political office in future?
Phiri: I get asked this question often and my answer remains the same. I have no ambitions of joining politics. My focus is on building a formidable movement with the mine workers union.
Mmegi: Apart from your role at BMWU, you also serve in boards of several organisations. Elucidate on your role in these boards and other interests that you serve in apart from your role at BMWU.
Phiri: I was chapter coordinator of the inaugural alumni committee of the YALI RLC-SA. In this role I oversaw the activities of the chapter committee acting as liaison between the Regional Centre for Southern Africa and BW YALI Alumni. Many young people in Botswana are doing amazing things in the areas of research, entrepreneurship, sports and arts. However, the environment is not enabling for their growth. Through the chapter committee, we sought to consolidate and profile the work of these young people and create an ecosystem of resources as well as opportunities among the chapter.
I serve on the sector advisory committee to the HRDC, representing the interest of workers in the development of national human resources development plans. Our role is to provide sectoral oversight and advice the board on the implementation of sector plans by leveraging on stakeholders lived experiences. These committees are, however, underfunded which limit their effectiveness.
Mmegi: There is no doubt that the closure of BCL and COVID-19 has negatively impacted the growth of the union. There has been a significant decline in the union’s revenue streams and membership. As the ES one of your key roles is to grow the membership and revenue base of the union. How have you fared in this regard?
Phiri: Membership growth is often tied to union performance. The BCL closure undoubtedly affected union membership and coffers. Our strategy in growing membership is heavily linked to our branding and service delivery. Previously, our successes were not published and the union visibility was at an all time low. My first point of action was to build and enhance the union’s public profile. We developed a website and membership database which will be going live in June 2023, increased our social media presence across various platforms. We got closer to media houses by issuing press releases and press conferences on various issues affecting the union and on general development issues. Through this renewed vibrancy, workers in the mining sector are seeing the union as a place of refuge and hence our membership growth.
Further, we resuscitated our investment wing where we are pursuing various economic opportunities to increase our revenue streams and reduce over reliance on membership subscriptions.
Mmegi: The digitisation and green economies are where economies are heading to and the mining industry is no exception. We have seen many major mining firms incorporating the use of technology to optimise their operations including newer ways of generating energy. The introduction of technology in the mining sector has meant that some job would not be needed soon. What is BMWU doing to prepare for this transition as well as influencing progressive policies and laws that would ensure that the introduction of new technology is not used to suppress the workers?
Phiri: We cannot stop digitisation, nor can we stop its integration in mining operations. Our strategic pillar under capacity building, recognises the impact that digitalisation will have on the union’s membership and collective bargaining strength. Apart from encouraging government to formulate sustainable industrial policies, the union intends to provide training and up skilling opportunities to its members, to facilitate their transition to other sectors or gain relevant skills needed in the mining labour market of the future. Through collaborative initiatives with government, industry and the HRDC, programmes such as TVET will become more important in the achieving these plans.
Unemployment insurance fund should be established to cater for those losing jobs to machines. Tax laws should be revised to ensure that companies are taxed for every machine that replaces a human being.
Mmegi: Where do you see yourself in five years?
PHIRI: My affinity to the mining industry has grown over the years. I have always been intrigued by the process of negotiating mining concessions and other investment development agreements. I am equally intrigued by investor-state dispute settlement mechanisms. I do not know many Batswana experts who adjudicate ISDS. I hope to be running an international consulting firm on ISDS and intermediate mining concession negotiations between states and investors.
MmegiI: How do you pass time?
Phiri: I try to spend time with family. I enjoy watching series on Netflix and listening to music. In my past life I used to be in a band.
Mmegi: Thanks so much for your time. It’s been a pleasure talking to you.
Phiri: Thanks so much Sir. I look forward to another interview with you.