Africa In Focus

Africa In Focus: "The mainstream thinking now is that Africa is different and we could get it right if we want. The choice is fully ours, and it is now time for us to define what we want."

African Development Bank (AFDB) President, Dr. Donald Kaberuka.

Wednesday, 31 July 2013

Africa’s Oprah Winfrey, Mo Abudu Launches A New Digital Television Station EbonyLife TV



 Mo Abudu

Nigerian media personality and entrepreneur Mo Abudu has launched EbonyLife TV - a new entertainment television station to reflect the continent’s sophisticated tastes. The new TV station is aimed at the successful middle classes who so far lack programming to cater for their modern lifestyles.

Mo Abudu is the first woman to launch an African TV channel. She is regularly compared to Oprah Winfrey for her all-encompassing vision, drive and commitment.

Mo Abudu’s goal is to change the prevailing conception of an Africa still set in the dark ages. Today’s Nigeria is one of the fastest growing economies in the world, with a burgeoning middle class wielding substantial spending power.

The channel builds on the success of Moments with Mo, the widely-syndicated talk show hosted by Abudu. The show has featured inspirational Africans and guests such as former US Secretary of State Hillary Clinton, former South African President F W de Klerk, British footballer Rio Ferdinand and American fashion designer Diane von Furstenberg.

Stars such as Sade, Seal, the Lighthouse Family’s Tunde Baiyewu and D’Banj all have Nigerian roots. Throughout Nigeria there is a wealth of exciting artistic talent that EbonyLife TV can draw on for its programming.

The launch of EbonyLife TV is a big step for its world-class team of industry experts drawn from the most diverse backgrounds and continents, all committed to the vision of building Africa’s first global black entertainment network. The Keynote Speaker at the launch this month was Steve Forbes, Chairman and Editor-in-Chief of Forbes Media, who presented the first EbonyLife TV Awards to inspiring Africans.

The channel’s key target demographic is the African youth aged 18 to 34. With the tagline “Live the Ebony Life”, the channel is both inspirational and aspirational, celebrating style and success while simultaneously motivating audiences to dream and dream big.

Viewers can look out for the glitzy EL Now, the daily entertainment news show featuring the hottest global black news, the latest celebrity buzz, African success stories and all things ‘Africana cool’ across music, movies, TV, fashion, beauty, design and the arts.

Other programmes created specifically for EbonyLife TV audiences include Screen Divas, where Nollywood Queens Kate, Uche, Funke and Rita combine their star power to produce the short film ‘New Horizon’ tackling the issue of domestic abuse.


Additionally, EbonyLife TV has partnered with Globecast - the leading global provider of content management and worldwide transmission services for professional broadcast delivery. Globecast will provide technical backbone and drive content distribution on Android, Tablets, Mobile and Web. As a result EbonyLife TV is set to enable brands connect passionately with these key drivers of arguably the most vital segment of any economy.

Ghana To Host World Cashew Festival and Expo




 


Ghana is set to host the African Cashew Alliance’s (ACA) World Cashew Festival and Expo in September  to help players in the industry develop the value-chain process.

The four-day programme with the theme: “Value Chain and Gains-Focusing on the Potential to Leverage Profit in Each Sector of the Cashew Industry and in New Markets” will begin on the 16th September, is expected to provide a platform for cashew farmers, processors, traders, exporters, service providers, retailers, equipment manufacturers, bankers and other stakeholders to fashion out innovative ways to improve and sustain the industry.

A statement signed by Xénia Défontaine, Public Relations Manager of the African Cashew Alliance and copied to the Ghana News Agency in Accra yesterday, said the Festival would provide the platform for participants to interact and exchange ideas on international best practices.

The statement said there were innovative ways of exploring business prospects in the cashew industry stressing that farmers could discover new markets by adding beekeeping or producing cashew-apple juice.

“Processors can repurpose the raw cashew shell by selling it to producers of cashew nut shell liquid or husk for dying clothes,” it said.

The statement said even cashew breakages which has been described as a major challenge in the industry could be used to produce gluten free milk as well as vegetarian bean and nut burgers.

“Both farmers and processors can increase their sales by meeting internationally recognized quality, food safety, and social and labour standards,” it said.

The statement said an increase in the consumption of African cashew would boost emerging markets and offer huge business potential to local and foreign investors.

Ghana is said to have produced more than 20,000 metric tonnes of raw cashew nuts in the year 2012, with its production largely centered in the Brong-Ahafo Region.

The country is considered to be the hub for trading cashews from neighbouring countries, including Cote d’Ivoire and Burkina Faso. In total, almost 80,000 metric tonnes of raw cashew nut was exported in 2011. On the processors side, Ghana has an installed processing capacity of about 18,000 metric tonnes.
Formerly neglected as an important force in cashew business, the African cashew sector has become a highly visible contributor during the last 10 years.

With a yield of more than one million tons of raw cashew nut in 2012, representing 45 per cent of the world’s total crop, Africa is now the world’s largest producer of raw cashew nut.

Between 2011 and 2012 processing had increased from 82,000 tonnes to 114,600 tonnes and continues to show rising tendencies with a promising prospect for investor interest worldwide.



Deloitte Survey: 5 Leading Trends Shaping Talent and HR Strategies


 

The 2013 Deloitte global human capital survey introduces 13 global trends that are driving critical business and human capital decisions. The report provides information on these trends across global markets through a survey of over 1,300 business and HR professionals from 59 countries. The trends were categorized by level of intensity and maturity - from leading trends (those considered highly relevant over the next year) to rising trends (those considered relevant in the next 1 -3 years) to emerging trends (those relevant in the next 3 -5 years).

The Deloitte survey methodologies included conversations with clients, interaction with experts and industry professionals, as well as extensive analysis and discussions with senior Deloitte Human Capital partners and practitioners around the world in order to identify the critical current and emerging trends shaping talent, HR and global business over the next few years.
412 (32%) survey respondents were from the Europe, Middle East and Africa (EMEA) region. The EMEA results clearly identify five leading trends that are currently shaping talent and HR strategies and programs.



The report finds that the EMEA results are almost identical with global findings. These are:

· The war to develop talent: The talent management trend is switching from recruitment to development.

· Transforming HR to meet new business priorities: HR transformation efforts are continuing to shift their focus to business priorities, concentrating on areas such as talent, emerging markets, and the HR organization.

· How boards are changing the HR game: To seize new opportunities for sustainable growth and manage heightened risks, boards of directors at high-performing organizations are pulling Chief Human Resources Officers much deeper into business strategy--and far earlier in the process.

· Organization Acceleration: Faced with tougher, more numerous chal­lenges, today's organizations are demanding more from their change initiatives by pursuing strategies that are customized, precise, and sustainable.

· Leadership.next: Yesterday's leadership theories are not keeping pace with the velocity of today's disruptive marketplace. Organizations are seeking a new model for the age of agility.



In terms of general business outlook for 2013, the Deloitte survey finds that one third of EMEA executives forecast moderate (23%) or strong (7%) growth this year compared with 39% and 12% for global respondents, respectively.
"Only 4 percent of EMEA respondents believe that their HR programs are truly exceptional" said Ghassan Turqieh, partner, management solutions at Deloitte ME. "This reflects a renewed desire to strengthen corporate talent development".

One trend highlighted as of high relevance today by the smaller number of ME participants is 'Branding the workplace' which focuses on enhancing the talent value proposition and innovating the talent brand. Corporate brand and talent brand are two sides of the same coin.


The Deloitte report further examines the top three pressing HR and talent concerns. Both global and EMEA respondents listed the same three concerns by priority as follows:

1. Developing leaders and succession planning: 49% EMEA respondents; 55% global respondents

2. Sustaining employee engagement/morale: 46% EMEA respondents; 39% global respondents

3. Connecting HR and talent with business critical priorities: 35% EMEA respondents; 33% global respondents
"Even small missteps can have big unintended consequences so paying attention to these trends can spell the difference between success and failure" said Turqieh.




Tuesday, 30 July 2013

Network for African Student Entrepreneurs (NASE) Promotes Entrepreneurship In Nigerian Students


Agents of Change
What can you tell us about NASE and what it does?

The Network for African Student Entrepreneurs (NASE) is a network which brings together students who are interested in entrepreneurship from our various universities in Nigeria and, indeed, Africa. It is a platform through which information and resources pertaining to entrepreneurship can be obtained. You can source for articles from leading entrepreneurs, discuss matters across borders through the website of the network which was launched recently – www.nase-kasu.net. During the speech of the Minister of Trades and Investment, he said that the new drive of the UNIDEP (Universities’ Development Programme), which is aimed at powering universities will use the NASE to fulfill some of its objectives.
Also, the NASE will seek from bodies like this, the SMEDAN – as you know, the FG has programmes aimed at industrialisation and poverty alleviation - and we hope to cash in on this – and engage in symposia, roadshows, all aimed at creating the desired consciousness among graduates on considering the angle of entrepreneurship. This is one of the factors which caused the federal government to move to enshrine the teaching of entrepreneurship in our curriculum. The aim is, apart from teaching, to impart it into the lives of the students through development centres which NASE is part of.

We are proud of the Kaduna State University, which will host the NASE on behalf of other state universities.Students have also been asked to create NASE clubs in their schools. These clubs will be the ones to register with the network (www.nase-kasu.net). The importance of this is that individuals cannot register; they can only come in with club identities which had been factored in the website. We believe that in the nearest future, we will see the fruits of NASE.
 Talking about club identities; are they registering in terms of universities or universally? Will that of the KASU be different from, say, that of the ABU, UNICAL and UNN?

Yes, each club will be able to create its own identity and the club will have its own focus based on what the reality is in their immediate environments. However, the clearing house will be the NASE, which provides the opportunity for them to inter-lock with clubs in various parts of the country and in Africa. Make no mistake: NASE is not just a social medium; it is a social medium with a difference. This is because it gives you information which you, otherwise, would have been acquiring from different sources. It puts the information directly on your table, and gives you opportunity to relate to those who matter, as far as entrepreneurship is concerned. It also promises to partake in the federal government’s transformational agenda, particularly, the SURE-P and YouWin initiatives, through which the government can make an impact in the lives of the young people.
How can this be sustained, given that students are not permanent in these universities - with a time-frame of four to five years, depending on the course?

There are always students, and you can belong to any network you wish, and if, at any point, you feel you are not interested anymore, you can opt out. The clubs are permanent, though the students are not. What we are considering, in order to obtain sustainability, is partnership. If there are FG or NGO programmes all the time, you can be sure that sustainability will be there. There is a lot of potential in this programme and, by and large, it can sustain itself. Students on the network can advertise their products for a token fee. We have to look for how to raise funds. In the mean time, we are hosting the secretariat and will keep it going until such a time when it becomes self-sustaining. 
What is NASE’s general strategy?

Our structure is to invite unrestricted partnership. If we are able to get enough partnership, it can help us to sustain ourselves, but we will engage in symposia, lectures and direct exchange of ideas between students – both real and virtual – will be vigorously pursued. This will enable information to reach one side and funding through partnership. Our role, therefore, is to disseminate information effectively and source for partnership. 
How can you supervise the students?

Each student comes from a club – you must not forget this – and for now, the network places before you the kind of information you need. When you have this information, you are supposed to use it to your advantage. What they need is not supervision per se, but the right information and environment. Remember, they are being taught entrepreneurship in their classrooms and they are getting practical information. When you add both angles, the club begins to play a role in the lives of the students. Obviously, from the foregoing, every club has its role and strategy.
NASE was launched recently, in collaboration with the ministries of Education and Trade and Investment, and SMEDAN, but will they offer these young persons loans?
We can say, officially, that this is the beginning. So, things can be worked out in the future. The FG has a lot of micro-credit schemes and we can latch onto any of them for the students to benefit from. An example is the YouWin scheme, which provides funding to graduates with acceptable proposals. Clearly, we believe that this is something the NASE can benefit from. We should be able to source for funding for the students beyond now.
Don’t you think that the NASE is a duplication of the SURE-P, YouWin programmes?

It is no duplication. The difference between this and the YouWin is that money is disbursed to recent graduates, while the SURE-P disburses money to state governments to recruit less-opportune people who can contribute positively to the programme. NASE is aiming to become an effective vehicle through which the financial assistance can be disbursed to particular sectors of the society. YouWin has components for recent graduates, but no consideration for students, but NASE is a vehicle to reach out to this huge class – young people – who play a large-than-life role in our development of our economy. There is no conflict, in anyway. NASE is going to serve as a vehicle for carrying any meaningful objective of either the SURE-P or YouWin to the right people.
Is NASE limited to students of the universities or is it extended to students of polytechnics and colleges of education?

The initial concept was to carry along only students from the university. Once NASE gets off, we believe we can accommodate students from other tertiary institutions.
What is the main objective of NASE?

The main objective is to create a platform for interaction for information and resource sourcing – this resource could be funding, information – for students or recent graduates who may be inclined towards entrepreneurship. The ultimate goal is to create a new crop of entrepreneurs amongst our youths who have potential and from whose hands the Nigerian economy will spring forth. The future lies in the hands of NASE and the success of NASE translates into the success of the Nigerian economy.
What is the structure of the board of NASE?

NASE has a board of trustees, of which I am chairman. It is made up of the executive secretary of the Nigeria Universities Commission (NUC), Dr. Ishaku Ango from Kaduna State University, representative of Covenant University, representative of the Bayero University (BUK), director of students support services, NUC, Hajiya Wadi, and the secretariat where the head of NASE resides. We have a centre for development of entrepreneurial studies in the Kaduna State University, a network administrator, an administrative secretary and the student representatives.

Leadership Newspaper

TD Jakes Is Thinking Of Establishing His School of Leadership In Africa, Asia


 
Megachurch pastor T.D. Jakes says he has been exploring the possibility of taking his School of Leadership curriculum, which offers courses in entrepreneurship, digital media, church media and more, overseas to Africa and Asia, as the Regent University-powered online program prepares to engage its inaugural class.
"We will be sharing some of the curriculum at this year's MegaFest," Jakes told The Christian Post on Wednesday. "We're also, interestingly enough, exploring providing this same curriculum overseas. So we've had some talks with India, we've had some talks with Kenya and various places around the world."
The T.D. Jakes School of Leadership offerings are supported by Regent University's Professional and Continuing Education department and include accredited courses in online certificate programs. As Jakes tells it, the current economic climate makes the leadership school particularly relevant.
"The reason that we did it is that around 54 percent of current executives predict that there's going to be a shortage of leadership in the industries that they work in," he told CP.
"And after the recession, there are so many people that are having to retool themselves around working jobs that are paying less and lesser money, that we thought this convenience would be helpful to them as well as aspiring students that are looking for upper level education."
In addition to Regent University staff directing courses, Jakes plans to deliver a few lectures at the Virginia Beach, Va., campus.
"I'll be coming up there two or three times a year and talking to the students about leadership, corporate leadership as well as spiritual leadership," the Texas minister explained. He added that the program progressed out of the 2013 International Pastors and Leadership Conference from April that provided attendees continuing education credits.
The initial offerings for the T.D. Jakes School of Leadership include online certificate programs in entrepreneurship, digital media, project management and church media. Registration fees range from $149 per course (entrepreneurship) to $1,495 for the full certificate program (project management).
"This collaboration offers our faith-centric audiences a gateway to professional learning tools that advance the work of the ministry while also supporting those laymen looking to enhance their corporate leadership and entrepreneurial credentials," Jakes previously stated.
Regent President Dr. Carlos Campo has called the partnership, facilitated through Jakes' for-profit TDJ Enterprises, a "privilege."
"This relationship with T.D. Jakes provides us with an incredible opportunity to powerfully connect with a broad-based international community, and we look forward to working together on many projects," said Campo.
Regent University, founded in 1978 by Christian Broadcasting Network Chairman and university Chancellor Pat Robertson, has more than 5,800 students enrolled worldwide and is viewed as "one of the nation's leading academic centers for Christian thought and action." More information about the T.D. Jakes School of Leadership, which begins classes this week, can be found on Regent University's website.


Culled from: Christian Post

LAGBook Founders Explains Name Change To Available.fm





As an aftermath of the 31 December 2012 ‘lagbook.com’ auction on Flippa, Canada’s Gulf Pearl Ltd owned by Shidan Gouran, bought the rights to the brand name ‘LAGbook’ and the domain names of the popular African social network, including the names and emails of its then 800,000 registered members for $10,000 USD. The auction, which started on New Year’s Eve, ended on 21 January 2013 after 6 bids.

According to Chika Nwaogu, one of the founders of LAGbook, ‘we listed LAGbook on Flippa because we wanted to focus on our new game development project. Initially, we wanted to run the game outfit along with LAGbook, and our plans was to release our games on LAGbook, but the game development process inhibited the attention we gave LAGbook.

Though LAGbook was a self-sustaining social community with over four thousand daily signups, we still had to work almost round the clock to ensure that it’s spam free, and new features are added to encourage our existing members to keep using LAGbook. We couldn’t do both, so we had to hand LAGbook over to an equally capable hand and that’s what resulted in the auction listing on Flippa’.

‘The auction closed on the twenty first day of January after six bids, and was sold to Shidan Gouran who owns Gulf Pearl Ltd and Bazaar Media Pte Ltd. Shidan and I spoke over the phone and had a couple of chat sessions via Skype. With my persuasion, he decided to keep LAGbook on the social groupware platform GROU.PS in which LAGbook grew on since 21 July 2010. Shidan told us to make a press release that we had received an investment of $10,000 USD from his company, rather than report it as a total buy-out. LAGbook was to be run by Versamel Limited (registered in the United Kingdom) with my twin and I as the company’s CEOs and CTOs, and Shidan as the company’s Chairman, but we had some incompatible ideas with that of Shidan’s, so we had to discontinue working with Shidan on LAGbook. Shidan decided to let go of the ‘Versamel’ name since my twin coined it. The company was eventually dissolved, and everybody went their separate ways. We were to launch Befondit (a crowd-funding website) and Jamaa (a social blogging utility) under Versamel, but with the dissolution, these projects were abandoned’ Chika continued.

‘Shidan decided to move LAGbook from the GROU.PS platform because he wouldn’t pay what GROU.PS was requesting, which was approximately $3,000 USD when rounded to the nearest thousand. As a result of this, LAGbook was moved on 8 April 2013 to a new platform and its name was changed to PicRate. The move didn’t include the migration of LAGbook’s
over one million registered members, rather, a message was sent out to the members from ‘Frank Ogini’ about the new LAGbook, and a promotional message to encourage them to register to the new network.

The domain names ‘lagbook.com’ and ‘lagbook.net’ started redirecting to ‘picrate.me’ on the same day too’ said Chidi Nwaogu, one of the founders of LAGbook.

When speaking on the restoration of the old LAGbook under a new brand name ‘Available.fm’ Chidi said, ‘Emre Sokullu, the founder of GROU.PS sent us a message containing his messages with Shidan, which made us aware of why LAGbook was moved. In the same message, Emre expressed his interest in partnering with us to restore and administer the old LAGbook under a new brand name. We loved the idea, and named it Available.fm. Before then, my twin brother and I had decided to halt our game development project after Shidan expressed his dissatisfaction in our level of involvement in LAGbook. When Shidan bought the LAGbook brand, he told us that he wanted us to remain involved, as he felt we had done a good job with the network. We took the offer but indicated that we will only remain involved on a part-time basis because of our engagement with our new game development project. But on the long-run, we had to halt the new project for a while because Shidan seemed dissatisfied with our input, and we felt that his team and himself couldn’t get things running smooth without our input so we offered to be involved full-time.

Nevertheless things didn’t work out and we left to set up 2bro, which is a web, desktop, and mobile application development company. Our games will be released under the same name too. Available.fm is LAGbook restored; the same member login with the same member size, the
same contents like photos, videos, files etc. Everything is basically still the same; the only difference is the brand name. We had to change the brand name since Shidan bought the rights to the previous one. Before Emre’s message, many members of LAGbook had contacted us expressing their dissatisfaction in the name change and the new platform, so Available.fm should be good news to such members’.

When speaking on why Emre wanted to partner with them to restore LAGbook, Chika said, ‘while growing LAGbook on the GROU.PS platform, other network owners loved the way we used GROU.PS. They wanted to design their network just the way we did ours, and most times we get messages from other network founders to help redesign their network.

Our network was featured as one of the example networks on GROU.PS because of the way we used the platform. According to GROU.PS, we had built extensively on their platform showcasing the full potential of what GROU.PS can do. Our rapid growth in Africa and beyond eventually
made us the largest social community to be ran on GROU.PS. According to Emre in a Techcrunch article, LAGbook grew to 35,000 members in just six months, so I guess he was impressed with our fast growth and the way we used the network too. According to the Techcrunch article, we were the inspiration to the addition of the ‘Facebook’ template and features, which eventually gave birth to GROU.PS 2.0, and according to Emre, this increased user activity across all their networks by over 200%. Periodically, we would help other founders with codes and tips to customize and grow their network respectively, and GROU.PS will share this with all other founders via their social network pages.

LAGbook was one of GROU.PS superstar networks and Emre said he believes in what we are building’.

LAGbook has be restored on the GROU.PS platform under the new brand name Available.fm for people available for friendship, and or a relationship. The social network, which has over one million registered members, will be run by 2bro. 2bro is a web, desktop, and mobile application Development Company headed by partners, Chidi and Chika Nwaogu, the founders of LAGbook. 2bro was incepted on 20 May 2013, on the brother’s twenty-third birthday. Cloud9, the game development division of 2bro, is currently working on the first Nigerian three-dimension video game ‘Ole’. Ole (a survival game) will be released on Windows, Mac, Android, and iOS. Cloud9 will subsequently release later titles like ‘Boko’.

Announcing The Innovation Prize For Africa 2014


 ipa
The African Innovation Foundation (AIF) announced the call for entries for the 2014 Innovation Prize for Africa (IPA) . The prestigious Prize, presented annually since 2012, aims at encouraging innovations that contribute to sustainable development in Africa. The winning submission will be awarded a prize of USD 100’000, with two additional USD 25 000, one for the runner up with an innovation with the best business potential and the other one for the runner up with the innovation with the best social impact.
In an effort to drive African-led development, the IPA invites African entrepreneurs and innovators to propose projects that unlock new African potential under one of five categories which include: 1) agriculture and agribusiness; 2) environment, energy and water; 3) health and wellbeing; 4) ICT applications; and 5) manufacturing and services industries.
“The IPA team believes that the best way to build Africa’s capacity is to invest in local innovation and entrepreneurship.  This prize encourages Africans to develop creative ways to overcome everyday challenges,” said AIF founder Jean-Claude Bastos de Morais.
The IPA 2013 was awarded to South Africa’s AgriProtein for its innovative approach to nutrient recycling – a method that uses waste and fly larvae to produce natural animal feed.  The 2013 prize also recognized two additional winners for their contributions to African innovation.  In the business potential category, Hassine Labaied and Anis Aouini from Saphon Energy (Tunisia) received USD 25 000 for creating a bladeless wind convertor.   In the social impact category, Sanoussi Diakite (Senegal) received USD 25 000 for developing and distributing a thermal powered machine that husks 5 kilograms of fonio – an important and healthy West African cereal – in just 8 minutes.  This innovation increases accessibility to a nutritious African staple food source and addresses challenges associated with its consumption.
With more than 1350 applications received to date, the IPA aims to support Africans’ efforts to develop new products, increase efficiency and drive cost-savings on the continent. The IPA also provides a platform for African innovators to showcase their solutions to potential investors and seek partners to scale up their marketable concepts. Only innovations by Africans and for Africans are eligible to enter. Africans in the Diaspora can also apply if their innovations are of significance to Africa.
The registration deadline for the 2014 prize has been set for 31 October 2013.
For detailed information of competition categories, conditions of entry, and submission procedures, please visit www.innovationprizeforafrica.org.


Meet Anthony Maina: Kenya’s Corporate Whiz Kid


Anthony Maina during the interview. He is keen on entrepreneurship and mentoring those in business. Photo/Salaton Njau
Anthony Maina has achieved in a span of less than two years what most don’t achieve in a lifetime.
At the age of 17, he was the CEO of a school-run bank. At 18 and still in high school, he had transformed more than 10 dwindling businesses into profit-making ventures and is now eyeing shares at the Nairobi Stock Exchange at the age of 19.
Meet the young entrepreneur with the magic hands and creativity to bet on.
His journey dates back to 2009 when he enrolled at the Strathmore School as a Form One student.
His passion for entrepreneurship saw him at the age of 16 asking his parents for a soft loan to start a business. But they declined; they wanted him to concentrate on his education.
“My parents have been my greatest inspiration and  my achievement is when I create a solution that not only benefits  me but also uplifts other peoples’ lives,’’ said Mr Maina in an interview with Business Daily last week.

Mr Maina was among the top-performers from Kenya selected to join the prestigious African Leadership Academy (ALA) late 2011.
The academy based in Johannesburg admits Africans aged between 15 and 18 years, and it targets students who exhibit optimism, entrepreneurship spirit and impeccable academic achievements.
Founded in 2004, the school has a two-year curriculum touching on African studies and entrepreneurship leadership.
Early last year, ALA was going through a phenomenal journey on how best it could create a platform for its students to pitch ideas to revive the struggling Gigavault Bank, a school-owned and controlled financial institution.
Mr Maina, then a Form Three student, was burning with zeal to transform the bank. He had seen its potential, and he knew what was needed were well-calculated measures to unlock its potential and bank on students’ savings.
“Here was the opportunity presenting itself  on how best one can turn around the situation and create an avenue  for more resources. What was needed was to streamline  the management strategies and  work with more able minds.
“The remedy involved studying its performance in back years, research on the best practices and identifying  its leadership  weaknesses, ’’ he said.

At that time, he was inheriting the leadership of a bank that was merely worth around Sh10,000.

Mr Maina introduced loans to the students and advisory information on account management to enable his comrades deposit more as an enabler to quick and easy borrowing.

The concept worked out well and within a month, the bank employed five students and withdrew voluntary services.
“The grants were meant to inspire the students on the need for teamwork and critical thinking to supplement their businesses. The bank enabled other students’ businesses to borrow from us and pay back at a minimal interest,” he said.
“Challenges are important in every situation. They make you go on overdrive and discover the inner potential in you. I have read and heard about billionaires, but their success stories are mostly underlined by persistence, hard work, challenges and strategies,’’ he added.
The bank is now worth nearly Sh1million and Mr Maina is optimistic that the next leadership will take this to greater heights. Mr Maina completed the programme in June this year.
His former teacher and a mentor at Strathmore School describes him as a go-getter and perfectionist who blends well with other students.
“Anthony was a hardworking boy with enviable academic performance. He has a deep passion for others and always saw opportunities even when confronted by challenges.
He had a business sense and more importantly, he believed in his abilities,’’ John Paul Fiboe, the deputy principal at the Strathmore School, told the Business Dailyin a phone interview.

So inspiring is Mr Maina that he has on different occasions shared platforms with renowned business moguls both locally and internationally.
At the Equity Foundation, he has a huge following that refers to him as a business mentor; in the US, he has given motivational talks on what drives success.
“Business mentorship is a recipe to new ventures. It gives you an open  mind on emerging opportunities and creates illusions of what to achieve. I have shared sittings with potential and successful  entrepreneurs  and shared insights on what defines success,’’ he said.
During his leadership tenure at ALA, he was once awarded for the Best Financial Investment of the Year in 2012 by the school administration.
Strengths
“The experiences are humbling but what is important is to take the mistakes as the stepping stone and appreciate other people’s weaknesses and strengths and push together for a common goal’’ says Mr Maina.
At ALA, Mr Maina spearheaded numerous initiatives that made school-based enterprises thrive. The enterprises are coordinated through the institution's Entrepreneurial Leadership Department, which is the student’s enterprise umbrella body.
“I am passionate about finance and computer science. Next month I will be pursuing engineering at the US-based Vanderbilt University on a four-year scholarship programme, but I am keen on Africa developments and in particular Kenya. Kenya is very dear to me; the country is rich but the biggest challenge has been lack of accountability, but despite all this I am optimistic about the future,’’ he said.
Maina says he is in discussions with former students at ALA to join hands and register an investment company later this year.
“The investment group will see us invest in land  and real estate; one thing I have learnt in life is teamwork,’’ he says.


Culled: Kenya’s Business Daily Newspaper.

Four Seasons To Enter SA Market


International hotel brand, Four Seasons, is set to enter the South African market following its acquisition of The Westcliff, Albwardy Investment and Hotels Properties Limited..
The property will reopen as Four Seasons Hotel Westcliff Johannesburg at the end of 2014, following renovations.
This will be the second Four Seasons property in Africa - Four Seasons Safari Lodge Serengeti in Tanzania opened last year.
"Africa's economic growth, improved stability and ease of travel have made the continent increasingly attractive to luxury travellers and the Four Seasons group," said Scott Woroch, Four Seasons Hotels and Resorts Executive VP of Worldwide Development.
"Having a property in Johannesburg - the gateway to southern Africa - is essential as we explore opportunities for growth in South Africa and across the continent."
The reopened Four Seasons Hotel Westcliff will feature a new restaurant and bar, an expanded outdoor terrace, a new spa, a fitness centre and an outdoor pool.


South Africa Citrus Grower To Deepen markets Into BRICS Nations


 Image: postwesternworld.com
The government has made a commitment to help South Africa's citrus farmers forge trade links with the country's BRICS partners, particularly, China and India, Agriculture, Forestry and Fisheries Minister Tina Joemat-Pettersson said at the weekend.
Joemat-Pettersson was speaking after a meeting with the Citrus Growers' Association and AgriSA in Johannesburg on Friday.
"On the part of the ministry ... we've agreed that as government, we will be assisting the citrus industry to deepen market access in the BRICS [Brazil, Russia, India, China and South Africa] nations, especially with India and China," Joemat-Pettersson said.
"When we meet as BRICS agriculture ministers later in the year, we will discuss this further."
South Africa is the world's biggest exporter of oranges and the largest shipper of grapefruit.
However, South Africa's citrus exports to the European Union (EU) are struggling due to citrus black spot, a fungal disease that affects the external appearance of the fruit, and which occurs in citrus plants throughout subtropical climates, causing a reduction in both fruit quantity and quality.
Joemat-Pettersson said the trade regime of citrus with China was "a bit complicated", but that the government was committed to entering negotiations with China to help ease matters.
However, the minister emphasised that broadening citrus trade relations with BRICS countries was not an attempt to replace the EU market.
"This is not a replacement of the EU market, but the broadening and expanding of the citrus industry to access the BRICS market as well. The EU and the United States of America remain our traditional markets," she said.
Joemat-Pettersson said the African continent was another new export destination for South Africa's citrus industry. "Trade on the continent has also grown significantly, with Zimbabwe being one of the top importers of our citrus."
The minister said Friday's meeting also looked at transformation in the industry, adding that that government's ambition was to grow the industry through increased market access.
The chairperson of the Citrus Growers Association, Pieter Nortje, said: "This is a great day for the citrus industry. It is wonderful that we agree and share absolute common goals with our government.
"We are the biggest employer of unskilled labour in the rural areas," Nortje added. "All that we are asking for as the industry is to be assisted with trade links to access various markets as we are unable to enter into those agreements by ourselves."


Fastjet To Launch First International Route On September 27


Fastjet crew, Tanzania
Fastjet is launching its first international route, between Tanzania and South Africa, on September 27.
The African low-cost airline today announced that tickets for the Dar es Salaam to Johannesburg service go on sale later this week. The route is currently only served by South African Airways.
Flights will initially operate three times per week but this will be increased "in line with market demand".
Fastjet, which currently operates domestic flights within Tanzania, said it expects to add further international destinations including Lusaka and Zambia in the near future.
CEO Ed Winter said: "Despite a number of challenges, Fastjet is now able to respond to huge consumer demand and provide an alternative and affordable link between Dar es Salaam and Johannesburg, having secured all required permissions to do so.
"For far too long it has been difficult and prohibitively expensive to fly between these two extraordinary cities. We expect our lower fares to stimulate a huge increase in the numbers of passengers travelling on this route, as has been the case on our domestic routes in Tanzania.
"We hope that the obvious desire for a change in the competitive landscape will result in fastjet soon being awarded licenses in more African countries, bringing consumers the benefits of choice and lower prices on many more international routes."


Monday, 29 July 2013

KEYNOTE SPEECH BY THE DEPUTY CHIEF OF MISSION OF THE REPUBLIC OF SIEERA LEONE, IBRAHIM S. CONTEH, AT ‘THE DOING BUSINESS IN AFRCA” SEMINAR SERIES AT THE AFRICA TRADE DEVELOPMENT CENTER, MIAMI FREE ZONE, FLORIDA, JULY 25, 2013.



 MR. CHAIRMAN,

YOUR EXCELLENCIES MEMBERS OF THE DIPLOMATIC CORPS,

DISTINGUISHED LADIES AND GENTLEMEN,

Let me first of all thank the Africa Trade development centre, under whose auspices we are assembled here today, for organizing this seminar on issues so pertinent to trade and investment between the United States of America and Africa.

As a continent, Africa has been known for myriads of problems. To most people, Africa is still a place for charity, not investment. But thankfully, in recent years, there has been some major positive transformation particularly in democratization, good governance, and the observance of the rule of law. Indeed these rapid changes have helped prepare the continent for private sector-led growth and many African countries, including Sierra Leone, have either privatized or are in the process of privatizing state-owned enterprises and creating the best possible investment climate that would strengthen and expand the continent’s link to the rest of the business world.
The new momentum for development and the successes Sierra Leone has been achieving as a nation are directly the result of policies elaborated by the Government of President Ernest Bai Koroma, under a policy framework called the AGENDA FOR CHANGE.  The Agenda for Change captures the developmental aspirations of the country and defines five priority areas for development namely:- Agriculture, Energy, Infrastructure, Health and Education. In the ongoing process to turn around the Agricultural sector, the Government has increased spending from two to over ten per cent and launched a National Agriculture Development Plan. In Energy, the Government is investing in hydroelectric power and has completed the construction of the first phase of the Bunbuna Hydroelectric Dam with a generating capacity of fifty megawatts, and, indeed, energy generation capabilities are being expanded throughout the country. In infrastructure, the Government has ensured a turn-around in the road network by the construction of new roads, networking provincial and district headquarter towns, and widening existing ones. In Health, The Government has introduced free health care initiative for pregnant women, lactating mothers and children under five. The number of healthcare facilities in the country has been increased by over thirty per cent. In education, Government is putting in place appropriate measures through the adoption of the Professor Gbamanja Commission of Enquiry Report to improve the system of education at all levels and make it available to all, especially the Girl Child.

Sierra Leone is only beginning to tap into the full potentials of what it can contribute to the business world. Its natural relevance to a very wide expanse of business sectors cannot be overstated. There is a host of benefits for the investor who makes Sierra Leone his or her destination. This is because we have an open-arm trade policy and the Government invites and indeed encourages foreign investors to invest in a country that will soon be ‘the’ place to be in terms of investment opportunities. To create a conducive investment climate, the Government embarked upon a holistic review of the regulatory framework necessary for easing business establishments and operations. All foreseeable administrative barriers to investment have been removed. Consequently, the average number of days it takes to start a business in Sierra Leone is between ten and fourteen days; far less than the global average of 35 days. For this reason, Sierra Leone has become the top performer in West Africa in the “Business Startup’ indicator on the World Bank Doing Business index. The country’s Investment Promotion Act ensures that no distinction is made between foreign and domestic investors in investment procedures. The Investment Promotion Act further guarantees the right to remit profits, and all private firms, foreign and domestic are protected against expropriation of property. Further, there are no performance requirements for foreign investors, proscribing export amounts, domestic inputs, investment levels, or limiting access to foreign exchange, etc. But more importantly, because we recognize corruption’s corrosive effect and that it can stifle enterprise and choke off economic growth, we have revised the Anti-Corruption Act to give the Anti-Corruption Commission more teeth with robust prosecutorial and conviction powers to combat corruption. I can say that these measures, including incentives of tax and duty waivers among others, aimed at cultivating a business friendly environment has caught the attention of our development partners, including the United States to the extent that President Obama was able to state in his Millennium Development Goals (MDG) United Nations address, and I quote:

“we know that countries are likely to prosper when they encourage entrepreneurship; when they invest in their infrastructure; when they expand trade and welcome investment. So we will partner with countries like Sierra Leone to create business environments that are attractive to investment.”

Sierra Leone Continues to manage its economy and the public finances prudently and steadily, introducing reforms to make the country a better place to do business, based on the principles of openness, fairness and transparency. Untapped opportunities for investment do exist in Sierra Leone. They include, first of all, Freetown’s natural harbor, Africa’s best natural harbor, and indeed one of the best in the world, providing access to a regional market of millions of consumers. As ours is an agrarian economy, with more than 5 million hectares of arable land, less than 20 per cent of which is under cultivation, the country is sitting on an agribusiness boom poised for take-off. The Government has substantially increased spending in Agriculture and is rapidly commercializing the sector. Specific agribusiness potential areas are sugar, oil palm and other edible oils for which the Government launched an outreach campaign a few years ago for investments and is offering substantive incentives.. Other potential agribusiness areas include cacao, coffee, cotton and all of those crops that can prosper in a tropical climate.
 For the extractive industries, I may say that this sector encompasses way beyond diamonds for which, for better or for worse, many may associate Sierra Leone, partly due to movies like Blood Diamonds and the war it depicted.. The Sierra Leone portrayed in that movie is certainly a different country from the Sierra Leone of today. There is a full-proof international certification system for diamonds in place, the Kimberley Process, and for the past ten years, diamond revenues have gone to benefit the people of Sierra Leone. Diamond cutting and polishing fall within the value adding industries the Government is desirous to promote. In addition to diamonds, there are proven deposits of iron ore, rutile,  petroleum, bauxite, gold,  platinum etc. Proven bauxite reserves stand at 300 million tons and over 146 million tons of iron ore..
Other potential opportunities include industrial fishing, construction, tourism, and ecotourism.
 Following his re-election last year for a second five-year term, President Koroma, has, a few days ago, precisely July 12,2013, launched a follow-up policy framework as a sequel to the Agenda for Change, the Agenda for Prosperity which will, for the next five years be the country’s road map towards meeting our goal of becoming a middle income country and donor nation within the next 25 to 50 years.
The Agenda for prosperity will guide our collective aspirations to doing more to sustain the transformation of our country, complete residual projects in the Agenda for Change and address recurring and emerging challenges, especially unemployment among the youth.
 All these developments are sustained upon the bedrock of peace and stability, a stable democracy with a tropical climate, duty free market access to the United States for a number of products through AGOA (African Growth and Opportunity Act), and access to the European Union Market through the Everything But Arms (EBA). Sierra Leone, has, with solid determination, moved on from its bitter experience with rebel war and now ranks among the most peaceful countries in the world as attested by the 2010 Global Peace Index.
 It is therefore important that African Diaspora Communities amplify the opportunities they have now and play the role of bridging trade between their countries of origin and the United States as a means to an end; that “end” being functional partnership characterized by balanced trade flows. In this connection, I firmly believe that the impact of a formidable business collective like the Africa Trade Development Center (ATDC) cannot be overstated in promoting the goals of the win-win situation that characterize fair trade. I therefore urge you today to press on further with your noble ideals so that Africa can win, and the United States of America whose ideals laid the foundation for the great success our diaspora communities are now enjoying can also be a sure winner.
I thank you.