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Presentation on theme: "RAME TRAINING SYMPOSIUM 17 TH JUNE 2014 COMMISSIONER H KUZVINZWA."— Presentation transcript:



3 Salutations ◦Training moderator ◦Distinguished Participants ◦Ladies and gentlemen ◦Comrade and friends ◦All protocols observed Welcome to Victoria Falls “the smoke that thunders” one of the seven wonders of the world.

4 Introduction ◦Zimbabwe is a hospitable country its people are friendly the quite serein of the night gives you time to unwind and the chapping of the birds in the morning gently works you up to start the day. ◦It is my pleasure and honour to have been invited to address this august gathering at this prestigious event. ◦FIATA/REMA conferences/ gathering are known for exciting opportunities of learning and sharing industry strategies and best practices among logisticians from far and wide ◦ The membership of FIATA brings together freight forwarders, transporters (air, road, rail and maritime) and customs clearing agents/brokers ◦This a unique association where you find unity in diversity for mutual benefit and service to one client

5 Theme and objectives of the event ◦This session has been dedicated to training/ capacity building ◦My discourse in on training in the perspective of the Revenue authority – Customs ◦It is critical for one to know your vision, mission, objectives and goals and to spell out your mandate ◦Your vision is the desired destination, mission is your purpose, objectives are your strategies to get there, your goals are the results/output and your mandate are your terms of reference ◦These will form and shape your training, competencies and capacity building

6 GLOBAL CUSTOMS ORGANISATION (WCO) VISION MISSION AND GOALS ◦VISION- Borders divide, Customs connects. Dynamically leading modernization and connectivity in a rapidly changing world. ◦WCO Mission - WCO provides leadership, guidance and support to Customs administrations to secure and facilitate legitimate trade, realize revenues, protect society and build capacity. ◦WCO Values ◦We are a knowledge-based and action-oriented organization. ◦We believe in transparent, honest, and auditable governance procedures. ◦We are responsive to our Members, stakeholders in trade, and society. ◦We capitalize on technology and innovation

7 GLOBAL CUSTOMS ORGANISATION (WCO) VISION MISSION AND GOALS o WCO Goals ◦Strategic Goal 1 - Promote the security and facilitation of international trade, including simplification and harmonization of Customs procedures = Economic Competitiveness Package ◦Strategic Goal 2 - Promote fair, efficient, and effective Revenue collection = Revenue Package ◦Strategic Goal 3 - Protect society, public health and safety = Compliance and Enforcement Package ◦Strategic Goal 4 - Strengthen Capacity Building = Organizational Development Package ◦Strategic Goal 5 - Promote information exchange between all stakeholders ◦Strategic Goal 6 - Raise the performance and profile of Customs ◦Strategic Goal 7 - Conduct Research and Analysis


9 FIATA VISION, MISSION AND OBJECTIVES ◦FIATA- International Federation of Freight Forwarders Association founding objectives include: ◦to unite the freight forwarding industry worldwide ◦to represent, promote and protect the interests of the industry by participating as advisors or experts in meetings of international bodies dealing with transportation ◦to familiarise trade and industry and the public at large with the services rendered by freight forwarders through the dissemination of information, distribution of publications, etc.

10 FIATA VISION, MISSION AND OBJECTIVES ◦FIATA- International Federation of Freight Forwarders Association founding objectives include: ◦to improve the quality of services rendered by freight forwarders by developing and promoting uniform forwarding documents, standard trading conditions, etc. ◦to assist with vocational training for freight forwarders, liability insurance problems, tools for electronic commerce including electronic data interchange (EDI) and barcode

11 Doing Business ◦Doing business reports, logistics performance Index and OECD papers point to the impact that border procedures have in international trade. ◦Border procedures start form point of origin to point of destination ( supply chain) ◦This realization of a common destiny has led ZIMRA and Business to coin in a Memorandum of understanding which was singed on ….between the Commissioner General and Business Sector representatives ◦Improving on inter agency cooperation and application of best practice by each player along the supply chain can lead to reduction in trade cost of around 10%

12 Doing Business ◦It is of critical importance for FIATA members and Customs administrations to recognize the importance of balancing supply chain controls and cross border smooth traffic flow ◦Key instruments used by customs administration in improving doing business include Revised Kyoto convention this is a document that sets out best practices in customs procedures.; WCO data Model which is the global standard for the exchange of border regulatory information; single window systems; the revised Arusha declaration without integrity and trust in customs and in business all trade facilitation instruments put together will still prove ineffective. ◦

13 Doing Business – Relationship management ◦ZIMRA Signed a memorandum of understanding to demonstrate commitment to partner and dialogue with business: ◦Collaborate and consult business on compliance issues, policy consultations, capacity building, fostering integrity and the fight against corruption ◦The ZIMRA to Business forum recognizes seven clusters

14 Doing Business ◦Modernized customs procedures can also reduce transaction costs for business The vision and mission, goals and objectives should reflect the shared vision in the industry. ◦Coordinated border management ◦Collaboration and partnership between parties to achieve mutual benefits that include balancing security and facilitation. ◦Capacity building in the WCO packages ◦Reform and Modernisation agenda of the Customs Authorities in the region and at national level dictates shipping and freight forwarder capacity building strategy. SAFE ◦Framework enables a seamless movement of legitimate trade through customs with a new focus on controls at export rather than import control approach.

15 Supply Chain Security Management role of shipping and freight forwarders SAFE Framework of Standards- ◦Customs to Business relationship ◦C2B Partnership framework – ZIMRA to Business Forum, SADC ◦Advance information at every stage ◦Risk management purposes ◦Need for strong interconnectivity network ◦Harmonisation of data models for effective data interchange ◦AEOs regime/programme and AEO mutual recognition SellerForwarderTransporter Clearing Agent CustomsBuyer

16 Scope for Capacity Building ◦Standardize training curriculum ◦Benchmarks your training with global best practice ◦Register your institutes of learning at national level ◦Have your institutes of learning accredited ◦Affiliate your institute with institutions of higher learning ◦Have an accredited examination board ◦Exchange trainers and reserve space at your institutes for outside students from member countries

17 Capacity Building Path ◦Need for a clearly defined learning path that gives the industry Identity ◦The following path is worth noting: Technical training that addresses the operational requirements such as Customs -HS coding, Valuation and Origin, Customs Procedures and practices and this could be at certificate level ◦Professional training this should provide the graduates with the essentials of the profession. To mirror the likes of Chartered Accountants, CIS, charted tax practitioners. These should be controlled by institute ◦Academic training – Degree programme which is purpose designed to meet the demands and expectations of the industry. ZIMRA partnered University of Science and Technology and designed a degree programme other universities contemplating to offer such designed degree programmes include Solusi, ◦ ◦To produce a 360 degree practitioner there is need to include Entrepreneurship, business management and taxation law and practice, strategic export control

18 Integrity initiatives. ◦It take two to tangle, the giver and the receiver. Lets encourage our businesses to Stop paying bribes and pay duties and taxes and build our economies. ◦Business should incorporate Integrity as part of their Capacity building programmes so as to have impact on the fight against corruption. ◦ZIMRA maintains a determined stance of “Zero Tolerance to Corruption”, and it walks the talk.

19 Reference Source material for Capacity Building ◦Customs Administrations have a lot of instruments such Revised Kyoto Convention, the WTO GATT and TRIPS Agreements, the SAFE Framework of Standards and on integrity matters as provided for in the Revised Arusha Declaration. ◦The capacity building curriculum for Customs Administrations is intensive focusing on Valuation, Origin, HS Coding, Risk management, Procedures, rebates, controls of prohibited and restricted goods among other issues. ◦As ZIMRA we have also incorporate soft skills like Integrity and Ethics, Client care, Gender Mainstreaming.

20 Reference Source material for Capacity Building ◦The Arusha Declaration makes some interesting but critical best practice recommendations which are also applicable to your industry such as: ◦development of Code of Conduct. ◦Setting up standards of professional behaviour ◦Penalties for engaging in corrupt behaviour among others.

21 Capacity Building Initiatives: Collaborated Capacity building initiatives ◦The IATA-FIATA collaboration e.g. International Cargo Agents Training Program ◦IATA -Cargo Introductory Course, Dangerous Goods course … ◦Train the Trainer Course –multiplier effect of expertise transfer in the Regions ◦Partnering with other Customs Administrations in capacity building ◦Partnering with WCO regional offices for capacity building (ROCB East and Southern Africa) ◦Partnering with Universities or other institutions of higher learning ◦Participate in PICARD initiatives

22 Capacity building partnerships Partner Organisations include : ◦International Organisations – WTO, FIATA, Interpol… ◦Regional Intergovernmental Organisations- AU, EU, ◦UN Systems – UNCTAD,WIPO,IMO, …. ◦Donor Organisations – WB, ADB CIDA ◦Business Organisations- ISO, IATA…. ◦Academic Organisations – INCU, UNIVERSITY OF CANBERRA, MUENSTER ….. NUST

23 FIATA- Capacity Building Initiatives Management of capacity building initiatives- ◦Customs Affairs Institute arms of FIATA focuses on customs issues and formalities ‘s strategic objective “To leverage a partnership between global customs authorities and FIATA members in protecting trade and industry from customs related fraud and security threats”. ◦RAME should inaugurate its training programmes and regional chapter of FIATA.

24 Way forward ◦Clearly defined FIATA –REMA chapter Vision, Mission, objectives and goals ◦Corporate Governing tools – Business code of conduct and ethics. Is it binding? o Full utilisation of networks, synergies and partnerships in the supply chain- ◦Adoption of international best standards which can be achieved through targeted training at national, region and international level- Regional Training Centres ◦Standardization of training curriculum and respective accreditation ◦Contribution to international, regional and national agenda on economic development ◦Affiliation to institutes of higher learning ◦RAME to consider having a legal framework as a chapter or affiliate of FIATA so that it can influence global events in the area of its competence.



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