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CTO Tasks Africa on Digital Broadcasting Switchover

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ITU

In his opening address at the Digital Broadcasting Africa Forum 2016 which took on 11 – 13 May in Lagos, Nigeria, the Secretary-General of the Commonwealth Telecommunications Organisation (CTO), Shola Taylor called on African countries to meet their obligations from treaty agreements they have signed up to for ICTs.

“The region should put greater effort at meeting obligations from treaty agreements that they sign up to and in this case, they must accelerate the completion of the digital switchover process. Among other things, they must address the key challenges of funding, adequate regulatory frameworks consistent with new digital multimedia services, as well as the need for effective coordination with their neighbours,” said Taylor about the digital migration process in Africa.

Taylor also called on African countries to better value spectrum as a public good. “One obvious lesson from this process is that with continued advances in radio transmission technologies, we increasingly realise how valuable spectrum is as a finite resource, and regrettably also, how undervalued it has been in some parts of the region. So, whenever possible, while it is countries’ sovereign right to use spectrum as they see fit, it is our view that it must be made available on sound economic grounds first, including for the broadcasting sector itself,” Taylor added.

Speaking about the purpose of the event, Taylor said that it was aimed at reviewing the current state of digital migration in Africa and reflect on emerging trends in digital broadcasting and their likely impact on the continent’s broadcasting sector and on its economic development.

To provide practical support to the region on spectrum valuation, Taylor also announced a series of activities in support of member countries in the region, including a workshop to take place in August in South Africa on spectrum auctions as one means to derive value from spectrum, as well as a forum on spectrum management to take place in November in Cameroon. He also cited the readiness of the CTO to carry out spectrum audit for its members who indicate interest.

The Lagos event, which is attended by around 150 policymakers, regulators and broadcasting executives, focuses on the theme “The Pan-Africa Transition: Achieving Digital Migration Success”.

Discussions focused on:

· Broadcast technology trends
· Next-generation entertainment
· Creation of local content
· Digital migration and spectrum allocation

Co-hosted this year by the Ministry of Information and Culture of Nigeria, the Ministry of Communication Technology of Nigeria, the National Broadcasting Commission of Nigeria and Nigerian Communications Commission, the event builds on the successful Digital Broadcasting Switchover events series the CTO has held over the past 10 years in the region.

Cornerstone Insurance Wins African Innovation Award

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Cornerstone Insurance

Cornerstone Insurance Plc has won the 2O16 Innovation of the Year award at the 2nd African Insurance Awards in recognition of its pioneering innovation in insurance business in Nigeria.

The award instituted by Africa Reinsurance Corporation [Africa Re] was presented to Cornerstone Insurance Plc at the 43rd African Insurance Organisation [AIO] Conference & General Assembly held in Marrakech, Morocco.

Mr. Ganiyu Musa, Group Managing Director/CEO, Cornerstone Insurance Plc described the award as a great honour for the company.

“It is indeed a great honour for us at Cornerstone Insurance Plc. We set out to do things differently. To survive and thrive, you need to innovate. After integrity, we have innovation as our next core value.”

Investec to Manage $670m Fund for Infrastructure in Africa

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Investec

South African assets manager Investec Asset management has been appointed to manage a $670 million fund of Emerging Africa Infrastructure Fund (EAIF), a public-private partnership backed by the governments of UK, Holland, Sweden and Switzerland to finance infrastructure projects in sub Saharan Africa.

The assets manager’s selection resulted from a call to tender to which more than 30 firms worldwide took part. This was mainly due to Investec’s expertise in terms investment in Africa.

“The large demand for funding on the continent and the necessity for effective infrastructure development provides a strong investment backdrop. This offers a compelling entry point into the long-term African growth story. We are very well positioned to take advantage of these opportunities with our extensive experience of investing in emerging markets, underpinned by our heritage, which gives us deep insight into the drivers of African markets”, said Nazmeera Moola, a Senior Executive at Investec Asset Management, who is to head EAIF’s operations.

Established in 2002, EAIF has injected more than $1.2 billion in 63 projects in 19 countries. Moreover, in addition to capital provided by the United Kingdom, Holland, Sweden and Switzerland, lenders include some private financial institutions as well as development-focused financial institutions.

The fund has three main goals, knowingly: to serve as a catalyst for infrastructure projects in Africa, by providing long-term loans and conditioned financing adapted to local needs; investing in sustainable firms that have qualified management teams and proven potential to improve economies and reduce poverty; and by providing opportunities for investment and specific development.

National Human Development Report 2016: Insecurity Threatens Human Development in Nigeria

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undp

“Insecurity remains an ever-present threat to peace and development of the country … and, without a doubt, poses great danger and exacerbates an already fragile economic development landscape as the country grapples with the reality of shifting from over-reliance on oil and gas sector to other sectors,” stated Fatma Samoura, UNDP Nigeria Resident Representative at the launch of the 2016 National Human Development Report in Abuja recently.

During the launch ceremony officiated by Senator Udoma Udo Udoma, Minister, Budget and National Planning, and attended by Ambassadors and High Commissioners accredited to Nigeria, Ms. Samoura stated that the report highlights the link between human security and human development with a proposition that there can be no human development without human security and that, perhaps, insecurity in the country, as in many parts of the region, is a mirror image of the persistent development deficit.

The report under the theme “Human Security and Human Development” makes a compelling case that unchecked poverty; persistent hunger; uncontrolled diseases; lack of access to basic services; disregard for human rights; sub-optimal response to natural and man-made disasters; unregulated natural resources exploitation and use – among others, pose serious threats to human development today.

The report further highlights the existing gap in human security across the geo-political zones of the country; – the most human security secure geo-political zone is the South-East while the North-West and the North-East geopolitical zones are the least human security secured, with residents of the Federal Capital Territory being the worst in most realms of the Human Security Index. The North-East region of the country has been the most affected by the more than 5-year long military insurgency. It also remains among the least developed parts of the country.

Speaking during the launch, Udoma commended UNDP for the effort in putting together detailed findings of the human development indices for Nigeria. He noted, with great satisfaction, that the report adopted a broader and more holistic view of the issue of human security and its linkage to human development. “From the report, it is clear that human security in Nigeria is mainly constrained by threats of economic access, high unemployment rates, and low perception of job security.” Udoma stated.

The minister noted that the findings contained in the report “lay a strong foundation for not only addressing poverty, reducing unemployment and inequalities, but also rebuilding communities and regions that have been adversely affected by insecurity.”

The Minister stated. He further announced that as part of the measures government is taking to improve the quality of life of Nigerians, N500bn has been allocated as Victims Support Fund and Special Intervention Fund.

Despite a robust economic growth of about seven percent between 2010 and 2014, a large proportion of Nigerians still live in poverty and are exposed to various vulnerabilities. An estimated 61.3 percent of Nigerians are classified as poor with 48.8 percent of them classified as multi-dimensionally poor.

“As you know, our 2016 Federal Government Budget of Changes aims principally at reflating and repositioning the Nigerian economy and addressing the challenges that have placed millions of Nigerians in positions of lack, deprivation and low human security levels.”

Allianz Safety & Shipping Review 2O16

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Allianz

· Piracy – Progress continues in Africa with incidents down in Nigeria and Somalia, although the risk remains high. Attacks continue to increase in South Asia.

·Kidnappings – where crew are taken away and held for ransom – doubled to 19 in 2015, all the result of five attacks off Nigeria.

· During 2015, risks to shipping in the Middle East Gulf and surrounding waters escalated as politically-charged disputes took hold.

· In Yemen, the ongoing war and blockades had not affected ships sailing through the Gulf of Aden at time of writing, but calls at the country’s ports had been curtailed, with Aden accepting a fraction of the calls it handled before the dispute.

· In North Africa, the Egyptian Armed Forces officially declared a “state of war” in July 2015. Again, the war and disputes there has not had a notable effect on shipping, but with Egypt’s control of the critical shipping chokepoint, the Suez Canal, shipping is keeping a watchful eye on events in this country.

· Operators must remember that the provision of war insurance does not mean that the taking of cargo from this area is safe; insurance should not be viewed as a safety blanket

· The industry may need to prepare for a $1bn+ loss in future due on megaships

· Cyber-attacks on the shipping industry are often under-reported as companies opt to deal with breaches internally for fear of worrying stakeholders.

Long-term Decline in Shipping Losses Persist as Economic Pressures, Cyber risk Challenge Safety Progress

85 large ships lost worldwide in 2015, down by 45% over a decade.

Regional disparities remain. Losses up in top global hotspot – South China and South East Asian waters. In 2015, East and West African coasts saw losses of six ships bringing the tally of vessels lost between 2006 and 2015 to 94.

Economic and market conditions are pressurizing costs, raising safety concerns.

Cyber exposure, driven by Internet of Things (IoT), e-navigation and piracy, “mega ship” salvage issues, superstorms and increasing Arctic casualties heighten risk environment. Piracy incidents down in West and East Africa, although the risk remains high.

Shipping losses continued their long-term downward trend with 85 total losses reported worldwide in 2015, according to Allianz Global Corporate & Specialty SE’s (AGCS) fourth annual Safety and Shipping Review 2016, which analyzes reported shipping losses of over 100 gross tons.

Although the number of losses remained stable year-on-year, declining by just 3% compared with the previous year (88), 2015 was the safest year in shipping for a decade. Losses have declined by 45% since 2006, driven by an increasingly robust safety environment and self-regulation. However, disparities by region and vessel-type remain.

In 2015, East and West African coasts saw losses of six ships bringing the tally of vessels lost between 2006 and 2015 to 94.“Shipping safety and security remains a challenge on the continent dueto historic underdevelopment of the maritime industry.

AGCS Africa expects an increase in losses as the industry acquires more ships in line with the African Union’s Agenda 2063, which has prioritized the marine economy as a major contributor to growth within the continent. The insurance industry will continue to play a key role in protecting and growing marine insurance risks on the continent,” said Allianz Global Corporate & Specialty Africa Technical Underwriting Manager, Mark Govender.

More than a quarter of all losses occurred in the South China, Indochina, Indonesia and Philippines region (22 ships). Losses increased year-on-year, unlike other major regions.

Cargo and fishing vessels accounted for over 60% of ships lost globally, with cargo losses up for the first time in three years. The most common cause of total losses is foundering (sinking), accounting for almost 75% of losses, up 25%, and often driven by bad weather.

There were 2,687 reported shipping incidents (casualties including total losses) globally during 2015, down 4%.Activity is spread across all days of the week, although Thursday sees the most incidents and Saturday the fewest.

The East Mediterranean and Black Sea (484) remains the top incident hotspot. Three vessels share the accolade of being the most incident-prone – a ro-ro in the Great Lakes region, a hydrofoil in the East Mediterranean and Black Sea and a ferry in the British Isles – with 19 incidents over the past decade.

Economic pressures challenge safety advances
While the long-term downward trend in shipping losses is encouraging, the continuing weak economic and market conditions, depressed commodity prices and an excess of ships are pressurizing costs, raising safety concerns. AGCS has seen an increase in frequency losses over the past year which can likely be attributed to some extent to this environment.

“The economic downturn – and its impact on the shipping sector – is likely to have a negative impact on safety,” says Captain Rahul Khanna, Global Head of Marine Risk Consulting, AGCS.

“Many sectors, such as general cargo, bulk and offshore, are already challenged and any drop in safety standards will be a serious case for concern.”It is critical that economic pressures do not allow a “put it off until later” safety mentality to develop, AGCS experts warn. Some shipowners are already stretching maintenance to longest possible intervals while others are laying-up vessels. “Reactivation of these vessels to a market that has moved on technologically may result in a painful exercise.

There is a need for standardised lay-up procedures,” says Captain Jarek Klimczak, Senior Marine Risk Consultant, AGCS.

As well as impacting investment in vessel maintenance, cost pressures can impair crewing conditions, passenger ship safety and salvage and rescue. AGCS has seen an increase in fatigue-related insurance claims over the past decade. With crew numbers already often at their lowest possible level, and a future staffing shortage anticipated, longer shift patterns could exacerbate this issue.

Meanwhile, training remains below par in some areas, such as electronic navigation, which should not be seen as panacea but as a complementary tool.

Although significant progress has been made in passenger ship safety, concerns remain, particularly around non-international voyages. Some parts of Asian domestic trade remain years behind international standards, as evidenced by a number of recent domestic ferry losses in South East Asian waters. Profit pressures mean scheduling maintenance can be challenging.

“Mega ship” salvage issues and superstorm ship sinkings
The appetite for ever-larger container ships has seen cargo-carrying capacity of the largest vessels increase by 70% over 10 years to 19,000+ containers.Two “mega ships”, the CSCL Indian Ocean and APL Vanda were grounded in February 2016, raising questions about a more serious incident.

There are concerns commercial pressures in the salvage business have reduced easy access to the salvors required for recovery work on this scale. The industry may need to prepare for a $1billion plus total loss scenario.

The report also notes that exceptional weather events are becoming more commonplace, bringing additional risks and disruption to supply chains. This year, the effect of a “super” El Niño is expected to lead to more extreme weather conditions.

Meanwhile, bad weather was a factor in three of the five largest vessels lost last year, including the El Faro, one of the worst US commercial maritime disasters in decades. “The fact that superstorms are causing ships to sink is concerning,” says Sven Gerhard, Global Product Leader Hull & Marine Liabilities, AGCS. “We are seeing more and heavier natural catastrophe events.

Weather routing will continue to be a critical component to the safe navigation of vessels.”

Cyber risk evolves, as piracy threat grows
The shipping industry’s reliance on interconnected technology also poses risks. Cyber risk exposure is growing beyond data loss.

There have already been a number of notable cyber incidents and technological advances including the “Internet of Things” (IoT) and electronic navigation means the industry may only have a few years to prepare for the risk of a vessel loss.

“Pirates are already abusing holes in cyber security to target the theft of specific cargoes,” says Captain Andrew Kinsey, Senior Marine Risk Consultant, AGCS. “The cyber impact cannot be overstated. The simple fact is you can’t hack a sextant.”

For the first time in five years piracy attacks failed to decline in 2015[1]. South East Asia attacks rose, accounting for 60% of all incidents. Attacks in Vietnam surged year-on-year. However, progress continues to be made in Africa with incidents down in West and East Africa, although the risk remains high.

Other risks identified in the report include:
Lower emissions safety threat: There have been unexpected safety implications from the shipping industry’s drive to reduce emissions, resulting in power issues related to rising use of ultra-low sulfur fuel. AGCS has seen an increase in machinery claims related to fuel.

Arctic casualties rising: There were over 70 reported shipping incidents in Arctic Circle waters during 2015 – up almost 30% year-on-year, the highest in a decade. The incoming Polar Code is welcomed, but safety questions remain about best practices and clean-up.

Global Airlines Financial Monitor: April 2O16

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Aeroplane

Key Points:

· Global airline share prices fell by 6.9% in April, erasing the gains seen during February and March;

· The financial results released so far from Q1 indicate a robust overall start to 2016 for industry profitability;

· Crude oil prices rose to a six-month high at the end of April, although the market still expects prices to stay below $50/bbl until into 2018;

· We estimate that airfares fell by around 4% in constant exchange rate terms in early-2016. However, with oil prices up 65% since their January low, the biggest stimulus to demand from lower airfares now appears to be behind us;

· Premium airfares have held up better than those in economy on many of the key premium routes so far this year, and premium traffic continues to offer an important buffer for overall airline financial performance;

· The global air passenger market enjoyed a robust start to 2016 during Q1, bolstered, in part, by the leap year. Passenger load factors came in unchanged in year-on-year terms in Q1 2016, but have slipped in recent months;

· After a one-off boost to air freight owing to disruption at US west coast seaports in Q1 2015, air freight volumes fell by 2.1% year-on-year in Q1. The freight load factor in Q1 2016 dropped by 3.8 percentage points compared to the same period in 2015, and this is keeping intense pressure on cargo yields.

Stanford University Business Program Takes Root in East Africa

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Stanford University Business Program

Building on the success of its program in West Africa, Stanford Seed, the Stanford Institute for Innovation in Developing Economies has announced the launch of the Seed Transformation Program in East Africa.

In May, the first group of promising business leaders selected by Stanford Seed will gather in Nairobi to begin a 12-month transformational process led by world-renowned faculty from Stanford Graduate School of Business.

Aimed at driving sustainable growth in the East African regional economy through private-sector-led development, Seed will train these established entrepreneurs from Kenya, Tanzania, Rwanda, Uganda, and Ethiopia, in a yearlong, interactive, educational journey based out of Seed’s new regional center in Nairobi, Kenya.

Seed’s expansion into East Africa is intended to boost and scale established businesses in the region. Thirty-one CEOs, founders, and executives have been chosen to participate in the pioneering program. Each member of the cohort was selected based on their leadership capacity and the growth potential of their business. The mission of the initiative is to leverage the innovative and entrepreneurial mindset that is fostered at Stanford to help businesses in developing economies create new jobs, and ultimately, end the cycle of poverty.

Jesper Sørensen Robert A. and Elizabeth R. Jeffe Professor of Organizational Behavior at Stanford GSB and Executive Director of Seed, states: “At Stanford we believe that some of the most pressing problems we face today can be addressed through leadership and innovation in the private sector.”

The Seed Transformation Program will address specific regional challenges such as leadership, strategy, value-chain innovation, and most importantly, will deliver an invaluable network of like-minded individuals from the Silicon Valley to Sub-Saharan Africa.

Dr. Bécaye Sidy Diop, CEO of Delvic Sanitation Initiatives and past participant from the West Africa program says: “Before coming to the Seed program, our objective was to expand in Senegal and Senegal only. Now we have a big ambition to expand in West Africa. That’s why I say Seed has really transformed our company.”

Drawing on what he learned at Seed, Dr. Diop subsequently signed three separate contracts with the Bill & Melinda Gates Foundation to facilitate a two-stage expansion plan. Within the next two years, Delvic plans to expand into Cameroon, Ivory Coast, Mali, Tanzania and Uganda.

As Seed East Africa welcomes its first cohort, Seed West Africa is accepting applications for their next session (cohort seven) which begins in September 2016. Open to business owners based in West Africa, the deadline for submission is May 31, 2016.

Information sessions will be held in Cote D’Ivoire, Senegal, Nigeria, Benin and Ghana throughout the month of May.

Stanford University, located between San Francisco and San Jose in the heart of California’s Silicon Valley, is one of the world’s leading teaching and research universities. Since its opening in 1891, Stanford has been dedicated to finding solutions to big challenges and to preparing students for leadership in a complex world.

One of seven world-renowned schools within Stanford University, the Graduate School of Business delivers innovative, hands-on management education that pairs best practice with advanced theory drawn from rigorous research.

Graduates of the business school have founded such companies as Nike, Victoria’s Secret, and Electronic Arts, and lead global organisations such as General Motors, Warner Brothers, General Mills, Pfizer, and AmBev.

Based on the belief that business is one of the most powerful engines of change, Seed is committed to changing lives, changing organizations, and ultimately, changing the world.

Africa-Singapore Business Forum for August 24

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Africa Singapore Business Forum
  • The premier platform for fostering investment, trade and thought leadership between Asia and Africa.

International Enterprise (IE) Singapore’s Africa Singapore Business Forum (ASBF) is the premier platform for fostering investment, trade and thought leadership between Asia and Africa. It is slated to return 24-25 August for the fourth time.

This year’s keynote speaker is Mr. Tharman Shanmugaratnam, Deputy Prime Minister of Singapore & Co-ordinating Minister for Economic and Social Policies.

Hosted in Singapore since 2010, the forum has brought together close to 2000 business and government leaders from 30 countries to develop opportunities and partnerships between these two dynamic regions. Notable past attendees include Ivory Coast’s Minister of Commerce, Mr. Jean-Louis Billon, Sudanese philanthropist and businessman, Dr. Mo Ibrahim, and renowned entrepreneur and CEO of Mara Group, Mr. Ashish J. Thakkar.

ASBF 2016 will address critical issues and identify opportunities for the strategic growth of both regions through presentations and panel discussion, as well as provide numerous networking opportunities.

Goldlink Insurance Projects N1Obn Premium by 2O18

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MD -GoldLink Insurance

Goldlink Insurance Plc is projecting premium income of N1O billion by 2O18 from N7.5 billion 2O17 and N5.2 billion in 2O16.

The financial forecast was unveiled yesterday at the company’s Facts Behind the Restructuring session at the Nigerian Stock Exchange [NSE] in Lagos.

Mr. Gbolahan Olutayo, Managing Director and CEO of Goldlink Insurance Plc listed the future plans of the company as follows:

· Source and inject funds to recapitalise the company,v through right issues and/or offer to other interested investor(s).

· Reinvigorate the marketing workforce to reclaim lostv market share, especially the Oil and Gas sector. Continue to adhere to best standards of regulatoryv compliance and Corporate Governance.

· Improve on the Company’s expenditure profile.

· Returning the company to a solvent position forv competitive businesses.

· Increase the use of Information Technology for efficientv business process and service delivery.

Mr. Oscar Onyema, Chief Executive Office of the NSE commended Goldlink Insurance Plc for blazing a trail as the anchor company for this maiden Facts Behind the Restructuring event at the Exchange.

“Facts Behind the Restructuring is a forum for companies undergoing restructuring to make information available to the investing public. The forum gives restructuring issuers the opportunity to lift the veil on their current financial and operational statuses, inform the investing public of the activities they have been engaging in order to restructure, and speak about the processes of resuscitating their businesses to make them viable in order to come into full compliance with their post listing obligations,” Onyema said.

“In the truest traditions of the capital market, the Facts Behind the Restructuring event is about providing information. As the capital market is information driven, it is our expectation that Goldlink’s interactions with the market through this forum will bring investors up to date on key facts they need to know as they make investment decisions. As with other interactions between issuers and the market, this Facts Behind the Restructuring event will provide the audience with the opportunity to ask Goldlink’s Management relevant questions that arise out of the presentation or howsoever. We are certain that Goldlink and other restructuring companies have a lot to discuss with the market.”

Diamond Bank Reports 78% Decline in Profit

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Diamond Boank

Diamond Bank Plc published its audited FY: 2015 and Q1:2016 results recently on the floor of the Nigerian Stock Exchange (NSE).

While gross earnings growth slowed to record low, N55.2bn credit impairment charges also led to a 77.8% decline in net income on account of huge exposure of loan portfolio to Oil & Gas (29.0%) and General Commerce (20.0%).

We present the highlights of the results and our revised estimates for 2016 below.

Impairment Charges Up 109.2%, PAT Crashes 77.8%.

Diamond reported a N217.1bn gross earnings in FY: 2015, a modest 4.2% Y-o-Y growth compared to N208.4bn in FY:2014.

Although we expected performance to come in weaker, Diamond’s topline was lower than Afrinvest Research’s estimate of N243.9bn by 11.0%. Gross earnings growth was broadly driven by non-interest income (27.3% of gross income) which improved 25.3% Y-o-Y to N59.2bn relative to N47.3bn in FY:2014.

Further inspection indicated that non-interest income was boosted by 466.3% jump in Net Gains from Other Financial Instruments to N11.5bn from N2.0bn in previous year. On the other hand, Interest and related income (72.7% of gross income) declined 2.0% as gross loans and advances tumbled 24.2% Y-o-Y to N823.7bn on the back of toucher operating environment. Gross earnings growth remained constrained in Q1:2016, up 1.8% Y-o-Y to N53.5bn as macroeconomic challenges toughen.

In line with earlier guidance, asset quality deterioration took a huge toll on profitability in FY:2015 as the Bank booked a total of N55.2bn in impairment charges (up 109.2% Y-o-Y from N26.4bn). As a result, PBT and PAT crashed 74.8%and 77.8% Y-o-Y to N7.1bn and N5.7bn (vs. N28.1bn and N25.5bn in FY:2014) respectively.

Profitability remains pressured by loan impairment provisions in 2016, with Q1:2016 PBT and PAT further declining 20.0% and 19.6% to N6.7bn and N5.8bn respectively. Gross earnings growth in FY:2016 will be likely subdued by weaker interest income due to asset quality concerns, while loan loss provision is expected to stay ahead of FY:2012-FY:2014 average of N22.2bn.

Consequently, and in addition to a lower base effect, the likelihood of resurgence in double digit growth in PAT by FY:2016 cannot be over-ruled.

Operating Margins Wane despite Restraints in OPEX
The Bank’s Cost to income ratio (CIR) improved to 61.0% from 64.6% in prior year. This was driven by a considerable reduction in personnel expense, general administrative, adverts and promotional expense component of OPEX, which moderated from N58.5bn in 2014 to N57.1bn in 2015 while operating income strengthened 3.9% Y-o-Y.

Improvement in CIR ratio was however not reflected in the profit margin as PAT margin contracted to 2.6% from 12.2% in FY:2014 due to loan impairment charges. Consequently, ROE and ROA settled at 2.7% and 0.3% in FY:2015 in contrast to 14.5% and 1.5% in FY:2014 respectively.

Risk Assets Shrink 24.2%Y-o-Y on Macroeconomic Dictates
As noted above, performance in FY:2015 was weakened by asset quality deterioration which translated into higher cost of risk (CoR) ratio which increased to 6.7% from 2.4% in prior year as impairment charges jumped by 109.2%.

Significant weakness in the assets quality is traceable to poor credit risk management strategy which left loan portfolio outrageously exposed to the Oil & Gas (29.0%) and General Commerce (20.0%) sectors which accounted for 13.0% and 42.0% of non-performing loans respectively as at 9-month results. Unsurprisingly, domestic and global market instability increased the size of bad loans significantly. In response to the above, Diamond ‘soft pedaled’ on loan expansion, as gross loans and advances fell 24.2% from N1.1tn in FY:2014 to N823.7bn in FY:2015.

As at Q1:2016, loan book stood at N879.0bn while total assets settled at N1.8tn, up 3.9% from N1.75tn in FY:2015 but lower than N1.9tn in FY:2014. Against the backdrop of the relentless challenges in the economy as witnessed up to April 2016, we expect Diamond’s risk assets growth to stay modest.

As a result, we project a loan growth of 1.5% for the Bank. In the interim, we maintain that the Bank must fortify its credit risk management framework by reviewing its criteria for loan origination to ensure portfolio diversification and stricter risk expansion requirements to avert future recurrence.

Nigerian Breweries Digital Head Joins Ventra Group

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NBC

Full-service Digital Media firm Ventra Media Group has just announced the appointment of Tomiwa Aladekomo in the role of Client Service & Strategy Director.

Tomiwa Aladekomo was most recently Senior Digital Manager at Nigerian Breweries Plc where he led digital marketing strategy and execution for a portfolio of some of the largest beverage brands in the country.

The hire, which follows that of Kate Williams (formerly of Fuze.ng) as Head of Creative & Editorial, signals a strong rise in capacity for the agency, which counts the The Guardian, DSTV, Nairabet and Zenith Bank as some of its biggest clients.

As Senior Digital Manager at Nigerian Breweries, Mr. Aladekomo was responsible for the digital execution on campaigns like Star’s “Shine On Nigeria” football campaign, Legend’s #RealManNoFear and Heineken’s Trophy Tour among others.

He also steered the overhaul of the venerable company’s corporate website and digital presence. Mr. Aladekomo has over a decade of media and marketing experience across Nigeria and North America, notably having worked for firms like Atlantic Records and HeadlightVision, where he worked on global strategy briefs for clients like Coca Cola and Unilever.

Ventra Media CEO, Daryn Wober, said of the agency’s new Client Service & Strategy Director, “We’re excited to have Tomiwa join the Ventra Media team. He brings the experience of working on brand’s side for some of the best-known brands in the country. The work he did at Nigerian Breweries showcased a sophisticated understanding of the African digital marketplace and we look forward to putting that skill set to work in service of our clients.”

Ventra Media is a full-service digital marketing and rights agency whose range of services includes digital strategy, growing social media audiences and planning, as well as buying digital media for brands and content owners.

The outfit also specialises in website and apps development, social media management and content production.Ventra’s work on the Guardian was responsible for the site winning the .ng Media Award at the 2016 .ng Web Awards.

Africa: Closing Gap Between Strategy & Execution

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Most major corporations struggle with developing a business strategy that works. Fifty percent of business leaders don’t believe they have a winning strategy to begin with and almost all report missing major opportunities in the market.

About two-thirds of business executives say that their company’s capabilities don’t support the way they create value in the market. And 80% of senior executives say that their overall strategy is not well understood – even within their own company.

These problems are not caused by external forces. They are the outcome of the way most companies are managed. These are some of the findings of ongoing global research on senior executives carried out by Strategy&, PwC’s strategy consulting capability.

Jorge Camarate, Strategy& Partner, says: “Worldwide and across the African continent we are seeing companies battle with how to develop strategies that keep them competitive in an increasingly complex global marketplace. All too often companies don’t think about strategy and execution together.

“We have a number of business leaders who understand this problem, but very few who know how to overcome this.”

There are few companies that are able to successfully close the gap between their strategy and their execution. Those companies that are successful – referred to as ‘coherent’ companies – are the ones that are able to bridge this strategy-to-execution gap by applying the unique capabilities that distinguish them from their peers.

Coherent companies usually have the ability to align their value proposition with their distinctive capabilities and their portfolio of products and services. These elements shape a company’s identity, culture and approach to managing resources.

In the process, we see the following acts of unconventional leadership as being of fundamental importance:

1. Commit to an identity: A true identity expresses what a company does best and why it matters. Choosing and developing an identity requires some reflection, where your company can go in the market- what products and services you can offer and to whom – is a function of who you are and what you do well. Companies should only compete in those markets where they believe their identity and distinctive capabilities will give them the edge over their competitors.

2. Translate the strategic into the everyday: In order to achieve its targeted identity, an organisation must create a blueprint of its capabilities. It must integrate diverse processes and technologies while preserving the strategic value of the enterprise.

3. Put culture to work: An organisation’s culture is multidimensional, complex and influential. Most business leaders understand the power of a company’s culture – but it’s not always clear how to harness that culture. A company’s culture should reinforce the distinctive capabilities and strengths that differentiate it from the competition. Africa poses some challenges when it comes to culture, as labour markets usually lack people with the necessary technical skills and relevant industry experience.

Consequently, companies have to develop their own talent. Since relying heavily on expatriates is not financially sustainable or positively viewed by African governments, finding local human capital is essential.

4. Cut costs to grow stronger: Coherent companies tend to invest heavily in activities that support their identity and distinctive capabilities. They will need to regard costs as an investment and focus on investing in those areas that are necessary for executing strategy. In middle-income African countries with strong institutions, aspirational customers demand premium products and services – but these need to be delivered at a lower cost point.

5. Shape the future: Coherent companies acknowledge that their value proposition is never fully achieved and their capabilities system should always be open for further progression.

Although the African continent offers much potential for investors, it also carries a number of risks and challenges. “It takes a coherent company to successfully and sustainably close the gap between strategy and execution in Africa. Conventional leadership practices of seeking growth at all costs have resulted in many unsuccessful attempts at penetrating this market.

“Coherent companies, on the other hand, improve the likelihood of successful expansion and strategy execution in one of the fastest-growing regions in the world,” concludes Camarate.

Red Star Express Appoints New EDs, MDs for Subsidiaries

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In its bid to offer more comprehensive logistics solutions that will enhance clients’ optimal satisfaction and reposition the brand to consolidate its leading position in the industry, one of Nigeria’s foremost logistics companies, Red Star Express Group has appointed new Executive Directors for the group and Divisional Managing Directors for its subsidiaries.

The subsidiaries are Red Star Logistics, Red Star Support Services, Red Star Freight and the Express arm.

Sola Obabori becomes the Group Deputy Managing Director/Chief Executive Officer.

An astute management professional with long and outstanding Sales and Marketing career, he traversed different spheres in the industry, making landmark contributions in areas of Customer Service and business development, Outsourcing, Logistics, Warehousing and Freight. He was previously the General Manager/Chief Operating Officer of Red Star Logistics Limited.

He is an alumnus of several advanced management and leadership programmes from world class institutions including The School of Business Leadership of the University of South Africa, McGill Executive Institute, Canada, Lagos Business School, Nigeria; Harvard Business School, USA; Haas Business School of the University of California, Berkeley, USA; The University of Westminster, United Kingdom and FedEx Purple Academy, Belgium where he excelled as the Purple Star Award Winner in 2006. He is an Associate member of the National Institute of Marketing of Nigeria (Chartered) and a Fellow of the Institute of Business Development.

Victor Ukwat is the Executive Director, Sales and Marketing for the group. A resourceful professional with strong expertise in revenue expansion and cost reduction through building of a competitive corporate brand, he is passionate about excellent service delivery, building and motivating dynamic teams and creating revenue opportunities.

Victor holds a Bachelor’s degree in Science (B.Sc) from the University of Calabar, M.Sc. from the University of Ibadan and an MBA in Business Administration from the Lagos Business School. He is an alumnus of Senior Entrepreneurship, Management and Leadership Programmes from some Global best institutions, including FedEx Purple Academy Brussel, IESE Business School (Spain), Harvard Business School (USA), Columbia Business School New York , University of Wisconsin (USA) and most recently, Schulich Business School, Toronto Canada.

Auwalu Babura is the Executive Director, Finance and Administration for the group. He holds a first Degree in Accounting (BSc) from Bayero University Kano and an MBA in Business Administration (MBA) from the Lagos State University. He is also an Associate of the Institute of Chartered Accountants of Nigeria. He Joined Red Star Express in 1994, and has served in various capacities as Head of Internal Control and Processes, Head of Treasury and Accounts, Group Accountant, Group Treasurer, Credit Controller among others. He has attended various training programs cutting across Controls, Planning, and Risks& Leadership amongst others both locally and abroad.

Charles Ejekam becomes the Divisional Managing Director of the Express arm of the group. He started his career in Red Star Express as a Commercial Executive in year 2000. He has handled various responsibilities in territorial management, key accounts management, marketing, brand and public relations and regional sales management both in Lagos and Abuja.

He holds a Masters degree in Public and International Relations from the University of Lagos and a Bachelor of Science Degree in Political Science with a Second Class Honours (Upper Division) from the University of Nigeria, Nsukka. He has at various times attended trainings within and outside the country in the areas of leadership, sales and marketing and key account management.

Enoma Ojo is the Divisional Managing Director, Red Star Support Services, responsible for the management of the outsourcing arm of the group. Until recently, he was the Assistant General Manager, Corporate Services, overseeing the recruitment and staffing, learning and development and the management of the group’s fleet and facilities. He has 19 years working experience in the company and has risen through the ranks as a commercial executive, commercial coordinator, assistant commercial manager Port Harcourt, district manager Aba, acting assistant general manager East, and chief operating officer Red Star Support Services.

He is a graduate of Economics & Statistics. He also obtained a Masters of Business Administration (MBA) from the University of Benin. He has attended courses in Management and Leadership, Sales and Marketing, Customer Service, Finance, Manpower Development and Service Management.

Tonye Preghafi, until his appointment to head Red Star Freight Limited was the Head, Learning and Development for Red Star Express Group. He joined the organization in October 2004 and has served in various capacities in both Lagos and Port Harcourt. He started out in Corporate Sales and later on to Learning and Development. In between, he served as President Red Star Express Cooperative and Multipurpose Society. He holds a Bachelors Degree in History from the Lagos State University and a Masters in Business Administration (MBA) from Business School, Netherlands (BSN). He has attended several management and leadership trainings within and outside Nigeria.

Red Star Logistics is headed by Ocholi Etu. Ocholi joined the Red Star group from MDS Logistics where he worked in various capacities, including as a Depot Manager in Calabar in 2007 and later in Kaduna. In 2008, He was transferred to Aba to manage MDS Logistics’ largest distribution center in the eastern region, a position he held for 4 years till 2012. He was twice recognized as ‘The Manager Of The Year’ in 2010 and 2011. In 2012, he was appointed MDS Regional Manager Lagos & West, managing operations spanning 9 states in south south, south west and north central geo political zones of Nigeria.

He holds a Bachelors Degree in Economics from Bayero University Kano and an MBA from University Of Wales, Cardiff in the UK. He is a member of Council of Supply Chain Professionals USA, Chartered Member, Chartered Institute of Logistics and Transport, UK (CMLIT), an Expert in Supply Chain Management (ESCM) from Institute Of Supply Chain Management (IoSCM, UK), a Certified Practitioner in Procurement and Logistics (CPPL) from Institute of Professional Financial Managers, London (IPFM, UK).

About Red Star Group
Red Star Express Group is a premium logistics solution provider in Nigeria in area of revenue, network coverage and market share in the domestic and international market. It enjoys a domestic strength of over 240 offices in Nigeria, delivers to additional 1,800 communities, over 2,400 highly trained personnel with over 600 delivery vehicles in its fleet. It operates as the Nigerian licensee of FedEx, which is the world’s largest express transportation company.

7 Ministers Confirm Attendance at Africa Energy Forum 2016

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We’re delighted to announce that 7 Ministers of Energy from across Africa and 14 Heads of Utilities are currently confirmed to speak at the 18th Annual Africa Energy Forum. Latest to confirm is H.E. Honourable Adama Toungara, Minister of Petroleum and Energy from Côte d’Ivoire.

This year’s AEF is set to bring 2,000 investors and decision-makers from Africa’s power sector to the Intercontinental O2 Hotel in London from 22-24 June, for a packed programme of industry sessions and seminars, networking functions and entertainment.

Over 170 speakers are confirmed to participate in the Forum, sharing their knowledge, presenting case studies and engaging in productive discussions. Below are some of the African Ministers & decision-makers you can expect to meet in under 8 weeks’ time:

• H.E. Honourable Adama Toungara, Minister of Petroleum and Energy, Côte d’Ivoire
• H.E. Honourable Motuma Mekassa, Minister of Water, Irrigation and Electricity, Ethiopia
• H.E. Honourable John Abdulai Jinapor, Acting Minister of Power, Republic of Ghana
• H.E. Honourable Mamadou Frankaly Keita, Minister of Energy and Water, Republic of Mali
• H.E Honourable Alfa Oumar Dissa, Minister of Energy, Mines and Quarries, Republic of Burkina Faso
• H.E. Honourable Patrick Sendolo, Minister of Lands, Mines and Energy, Republic of Liberia
• H.E. Honourable Onkokame Kitso Mokaila, Minister of Minerals, Energy and Water Resources, Botswana
• Nick Hurd, Parliamentary Under Secretary of State for International Development, Government of the
• United Kingdom
• Brigadier General Emeldah Chola, Permanent Secretary, Ministry of Energy and Water Development, Zambia

Global Smartphone Shipments Decline 3% in Q1 2016

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mobile phone

According to the latest research from Strategy Analytics, global smartphone shipments fell 3 percent annually to reach 335 million units in Q1 2016. It is the first time ever in history the global smartphone market has shrunk on an annualized basis.

Samsung maintained first position with 24 percent global smartphone marketshare.

Linda Sui, Director at Strategy Analytics, said, “Global smartphone shipments fell 3 percent annually from 345.0 million units in Q1 2015 to 334.6 million in Q1 2016. It is the first time ever since the modern smartphone market began in 1996 that global shipments have shrunk on an annualized basis. Smartphone growth is slowing due to increasing penetration maturity in major markets like China and consumer caution about the future of the world economy.”

Neil Mawston, Executive Director at Strategy Analytics, added, “Samsung shipped 79.0 million smartphones worldwide in Q1 2016, dipping 4 percent annually from 82.7 million units in Q1 2015. Samsung maintained first position with 24 percent share for the quarter, broadly around the same level as a year ago. Samsung’s new Galaxy S7 flagship and its popular J series models are helping to hold steady its smartphone leadership. Apple fell 16 percent annually and shipped a disappointing 51.2 million smartphones worldwide in Q1 2016. Apple’s global smartphone marketshare has softened from 18 percent to 15 percent in the past year. Apple is facing iPhone fatigue and pressure is mounting for Apple to innovate a new wow design beyond its standard rectangle formfactor.”

Woody Oh, Director at Strategy Analytics, added, “Huawei maintained third position with 8 percent global smartphone marketshare in Q1 2016, up from 5 percent a year ago. Huawei grew 64 percent annually to ship an impressive 28.3 million smartphones worldwide in the quarter. Huawei is closing the gap on Apple, but Huawei itself is now being chased hard by ambitious rivals like OPPO and Vivo.”

Linda Sui, Director at Strategy Analytics, added, “OPPO shipped 15.5 million smartphones and soared to fourth position with 5 percent global smartphone marketshare in Q1 2016. OPPO has been well known in the smartphone industry for several years, but it is finally breaking into the wider public consciousness with its popular range of 4G models like the R9 across Asia and elsewhere.

Xiaomi maintained fifth place with 4 percent global smartphone marketshare in Q1 2016. Xiaomi remains under pressure from OPPO, Vivo and others across Asia, while it is still very weak in North America and Western Europe and the vendor will need to target these regions more aggressively if it wants to catch Huawei and others in the future.”