Author: The Nation

  • Investing in soap production

    Soap, be it antiseptic, toilet or ordinary is a good business. Great potential exist for any investor to make money. The major raw materials required for production include caustic soda, sodium silicate, soda ash, PKO or red palm oil, perfume and colorant. These can be sourced from the local market and exist in abundance and at all seasons. Equipment needed include industrial mixer, sieving machine, weighing scale, measurement utensil and other auxiliaries. The technology for soap production is so simple that a primary knowledge of simple arithmetic would put a promoter through.

    To begin, one needs a certain quantity of caustic soda and other chemicals mixed properly. Added to this, one has to dilute a percentage of perfume to deodorised the odour of the soap. Deodorant and other ingredients must be added (as percentage) to the finished mixture to produce an antiseptic soap.Those who can afford engage an industrial chemist. This will help the business to produce the best quality soap, conforming to international standards. This stands out the product from the poorly produced soaps now flooding the market. A well-prepared soap must be void of palm oil odour, sanities smell, shrinking water shedding, and white substance coverage. It is only on this condition that export sales can be guaranteed.

    For infrastructure, a three-bed room flat would be ideal for a start. The site must have water, electricity and good access road. The capital outlay for soap production is very low. For the project under consideration, N450,000 will be enough for a start. This amount can be scaled down or increased depending on the financial ability of the promoter. Potential investors in need of capital for implementation of this or any of our listed small-scale projects may get in touch for assistance.

    A small scale project will cost between N450,000 and N1 million. This amount can be scaled down or increased depending on the financial strength of the promoter. The market includes distributors who are dealers on soap, supermarkets, factories, hotels, schools and the general public.

    On the international scene, the Economic Community of West African States(ECOWAS) sub-region, central and East Africa Countries are potential/ready markets. Address of established export markets for these products are obtainable on request. To capture and maintain a fair share of the market, the company must ensure that its product is of high quality. Furthermore, the use of effective pricing, wide distributorship, constant stock and aggressive salesmen are encouraged.

    A production capacity of 300 kilogrammes of solid or 2,000 litres liquid soap per day is possible for the project under consideration. This will yield a minimum turnover of N6.5 million per year out of which an after tax profit of 20 per cent N1.3 million is realisable.

    For more details contact: krisedbrilliant@yahoo.com or call 08023381900.

     

  • UN Security Council seeks improved measures against marine piracy

    The United Nations Security Council has called for a com-prehensive regional approach to combat the threat of piracy and armed robbery at sea in the Gulf of Guinea.

    It also reiterated its call on Member States to prosecute perpetrators in accordance with international laws.

    “The Security Council expresses its deep concern at the reported number of incidents and level of violence of acts of piracy and armed robbery at sea in the Gulf of Guinea, in the first half of 2013,” the 15-member body said in a presidential statement.

    The Council also reiterated its deep concern about the threat to international navigation, the security and economic development of states in the region, to the safety and welfare of seafarers and other persons, as well as the safety of commercial maritime routes, caused by the illegal activities off the western coast of Africa.

    It also noted that international law, as reflected in the 1982 UN Convention on the Law of the Sea, sets out the legal framework applicable to activities in the ocean, including countering piracy and armed robbery at sea.

    In the statement, the Council reiterated its calls on States in the region to criminalise piracy and armed robbery at sea under their domestic law, and to prosecute perpetrators, consistent with applicable international law, including international human rights law.

    In addition, it urged the need to investigate and prosecute “anyone who incites or intentionally facilitates such crimes, including key figures of criminal networks involved in piracy who illicitly plan, organise, facilitate, or finance and profit from such attacks.”

    The Council noted that neighbouring governments and regional organisations have taken steps to combat piracy. Most recently, Western African leaders met in June at the Summit of the Gulf of Guinea Heads of State and Government on maritime safety and security in Cameroon to establish an effective framework to combat piracy and armed robbery at sea.

     

     

     

     

    At the Summit, participants adopted the ‘Code of Conduct concerning the Prevention and Repression of Piracy, Armed Robbery against Ships, and Illegal Maritime Activities in West and Central Africa’, which defines the regional maritime security strategy and paves the way for a legally binding instrument. The Council welcomed this move and encouraged the regional members to sign and implement the Code “as soon as possible.”

    The Council also welcomed recent regional efforts between the Economic Community of Central African States (ECCAS), the Economic Community of West African States (ECOWAS) and the Gulf of Guinea Commission (GGC).

    These include a plan to establish an inter-regional centre in Cameroon responsible for coordinating the implementation of the regional strategy for maritime safety and security.

     

  • Using blue ocean strategy to make millions

    Using blue ocean strategy to make millions

    It has always been a great challenge to corporate organisations to handle competition effectively, get appreciable market share and achieve profitability. This is why I want us to examine this book titled: Blue Ocean Strategy. It is co-authored by Chan Kim and Renee Mauborgne. Kim is the Boston Consulting Group Bruce D. Henderson chair professor of Strategy and International Management at INSEAD; while Renee Mauborgne is the INSEAD distinguished fellow and professor of Strategy and Management.

    According to Kim and Mauborgne, companies have long engaged in head-to-head competition in search of sustained, profitable growth. They add that companies have fought for competitive advantage, battled over market share and struggled for differentiation, yet in today’s overcrowded industries, competing head-on results in nothing but a bloody “red ocean” of rivals fighting over a shrinking profit pool. These authors say based on a study of 150 strategic moves spanning more than a hundred and thirty industries, tomorrow’s leading companies will succeed not by battling competitors, but by creating “blue oceans” of uncontested market space ripe for growth.

    The text contains three parts of nine chapters. Part one is titled: Blue ocean strategy and contains two chapters. Chapter one is tagged “Creating blue oceans”. According to Kim and Mauborgne here, it will always be important to swim successfully in the red ocean by out-competing rivals. They expatiate that red oceans will always matter and will always be a fact of business life. These authors say but with supply exceeding demand in more industries, competing for a share of contracting markets, while necessary, will not be sufficient to sustain high performance.

    In their words, “Companies need to go beyond competing. To seize new profit and growth opportunities, they also need to create blue oceans. Unfortunately, blue oceans are largely uncharted.” These authors say although the term “Blue ocean” is new, its existence is not and it is a feature of business life, past and present. Kim and Mauborgne educate that despite the fact that economic conditions indicate the rising imperative of blue oceans, there is a general belief that the odds of success are lower when companies venture beyond existing industry space. They add that the issue now is how to succeed in blue oceans, stressing that if one lacks understanding of the opportunity-maximising and risk-minimising principles driving the creation and capturing of blue oceans, the odds will be lengthened against one’s blue ocean initiative.

    Chapter two is based on the subject matter of analytical tools and frameworks. These authors say we have spent the past decade developing a set of analytical tools and frameworks in an attempt to make the formulation and execution of blue ocean strategy as systematic and actionable as competing in the red waters of known market space. Kim and Mauborgne stress that these analytics fill a central void in the field of strategy, which has developed an impressive array of tools and frameworks to compete in red oceans, such as the five forces for analysing existing industry conditions and three generic strategies, but has remained virtually silent on practical tools to excel in blue oceans.

    “Instead, executives have received calls to be brave and entrepreneurial, to learn from failure, and to seek out revolutionaries. Although thought-provoking, these are not substitutes for analytics to navigate successfully in blue waters,” disclose these authors. Kim and Mauborgne add that in the absence of analytics, executives cannot be expected to act on the call to break out of existing competition. They stress that effective blue ocean strategy should be about risk minimisation and not risk-taking.

    Part two is summarily tagged Formulating blue ocean strategy and covers four chapters, that is, chapters three to six. Chapter three is entitled “Reconstruct market boundaries”. According to these experts here, the first principle of blue ocean strategy is to reconstruct market boundaries to break from the competition and create blue oceans. Kim and Mauborgne submit that the challenge is to successfully identify, out of the haystack of possibilities that exist, commercially compelling blue ocean opportunities.

    In chapters four to six, these authors discuss the concepts of focusing on the big picture, not the numbers; reaching beyond existing demand; and getting the strategic sequence right.

    Part three is generically christened: Executing blue ocean strategy and contains three chapters. According to these authors in chapter seven entitled “Overcome key organisational hurdles”, once a company has developed a blue ocean strategy with a profitable business model, it must execute it. They add that the challenge of execution exists, of course, for any strategy. In their words, “Companies, like individuals, often have a tough time translating thought into action whether in red or blue oceans. But compared with red ocean strategy, blue ocean strategy represents a significant departure from the status quo. It hinges on a shift from convergence in value curves at lower costs. That raises the execution bar. Managers have assured us that the challenge is steep.”

    In chapters eight and nine, Kim and Mauborgne analytically X-ray the concepts of building execution into strategy and the sustainability and renewal of blue ocean strategy.

    Conceptually, this text scores a pass mark in that it stresses the need to avoid wasting time on unnecessary competition symbolised by the red ocean and create a virgin space of the blue ocean to stay ahead of competition comfortably.

    Stylistically, the text is a success. For instance, the choice of words employed in this text is very comprehensible and the well-researched concepts, brilliantly articulated. The creativity of these authors is confirmed by the highly suggestive and visually communicative cover design reinforcing the major subject matter of blue ocean strategy. Kim and Mauborgne meticulously use graphics for the purpose of visually enhancing understanding of readers. The title of the text is metaphoric and appealing. Also worthy of note is the use of paradox in the text. For instance, these authors say companies must stop competing with each other, especially that the only way to beat competition is to stop trying to beat the competition. However, some ideas seem repetitive in the text. Probably Kim and Mauborgne deliberately employ this style to create emphasis.

    On the whole, the text is good for everybody and organisations that are prepared for enduring success through strategic knowledge of how to take extra steps to achieve business growth and profitability.

  • FRCN chief praises NICO

    FRCN chief praises NICO

    The Zonal Director, Federal Radio Corporation of Nigeria (FRCN), South-east zone, Mr Chigozie Obialor, has praised the National Institute for Cultural Orientation (NICO), Executive Secretary, Dr. Barclays Foubiri Ayakoroma, for reshaping the outfit.

    At a meeting with the NICO Enugu State team in his office, Obialor identified culture as the vector for information dissemination that ensures social reformation. He appreciated the institute’s management for working towards the fulfilment of its mandate, describing the relationship between NICO and FRCN as necessary for value re-orientation.

    Obialor, who also identified culture as a bedrock in information management since every story is hinged on the culture of any organisation or people, praised NICO for their strong presence in the nation, especially the establishment of the Enugu Office, adding that it had spread to all nooks and crannies of the country.

    He congratulated the office on the successful outing on long vacation four-week Nigeria Indigenous Language Programme (NILP).

    Earlier, the Head, NICO Enugu State office, Mr Nwajagu Nnaemeka, told the media boss that they were in his office to show appreciation on the coverage of the maiden Nigerian Indigenous Language Programme (NILP) organised by the state Office in Enugu, between August 2 and September 6, this year.

    Nwajagu identified the electronic media as powerful tool to reach the people, particularly those in the rural areas, hence a sine-qua non in the propagation of NICO’s vision and mission.

    He said it was up to the owners of any particular culture to ensure it survived or not, and further pointed out that the media was the major channel the Westerners used to infiltrate into our culture and polluted the minds of the young ones; and that there was urgent need to “chase out the owl from the source it came.”

    The NICO Enugu State chief was also said: “We have to let the world know of our culture by introducing new programmes and teaching most of our existing ones in our local dialects, and further observed that culture quiz and essay competitions need to be strengthened through the media to restore our cherished culture.”

    Mr Austin Okezie of the Research and Documentation Department enumerated the programmes of NICO and enjoined FRCN to assist in ensuring that our culture does not go into extinction through regular programmes that will showcase our rich culture.

    He specifically solicited for partnership between the Igbo Unit of FRCN and NICO, in the realisation of this noble objective, expressing worry that our people have been disconnected from their cultures as a result of negative media influence, hoping that the support of FRCN will go a long way in ameliorating the situation.

    The Manager (Programmes), Mr Fidelis Onor, expressed appreciation to NICO for the laudable programmes aimed at bringing back our lost glory and promised to feature NICO activities in the FRCN language programme, “Ka oha malu,” and prayed for the continuing relationship.

    Other FRCN management staff present at the occasion include Jonas Emechebe Deputy Director, Engineering Services; Dr. Vincent Ekwerike, Deputy Director, Programmes; Mr Anthony Umeh, Deputy Director, Finance and Accounts; Mr Innocent Ekwerike, Assistant Director, Administration and Supplies); Mr Frank Okoli, Assistant Director, Internal Audit; Mr Sunny Ekechukwu, Manager, Marketing and Mr. Nath Obikpo, Head, Igbo Unit.

     

  • Terminal operator gets 30-day ultimatum

    THE Federal Government has read the riot act to terminal

    operators. It gave APM Terminal a 30-day ultimatum to finetune its operations and warned others to stop treating port users shabbily.

    The warning followed the importers’complaints of poor handling of cargo clearing by the operators.

    Speaking during a visit to the APMT and Tin Can Island Container Terminal (TICT), Apapa, the Senior Special Assistant to the President on Maritime Issues, Mr Oyewole Leke, expressed shock over the idle scanning machines at the terminal.

    Leke noted inadequate equipment as the biggest challenge facing both the TICT and APMT. He said: “APMT is similar to TICT in terms of the issues, mainly the equipment is not adequate. They do not have enough equipment to position cargo for inspection, no adequate equipment to move cargoes for scanning. It surprised me to find out that scanners are virtually idle. It is not the fault of the people working there, it is not the fault of the Customs officers it is the fault of terminal operators.

    “In the cause of the tour of Tin Can, we did not see anybody move trucks to go and scan and they have lot of things waiting to be scanned, that is contrary to what we thought is happening at the port.”

    On APMT, he said: “The 30-day ultimatum became imperative as a result of the fact that Ministers have met and had agreement with them; and all they promised to do, until now they have done none. If they cannot honour the Ministers, how can they honour somebody like me. However, I’m taking this to the President.

    “APMT cannot be bigger than Nigeria and the totality of the concessionaires cannot be bigger than Nigeria. We have the masses to protect; it is not their wish, it is not what they desire but it is what Nigerians want.”

    Stakeholders, who participated in the tour, including players in the maritime industry, urged terminal operators to put their house in order by reinforcing their operational tools and human capital.

    All the stakeholders, including truck owners, shipping agents and the Nigerian Ports Authority (NPA) said the terminal operators should ensure that they come up with a strategy to evacuate goods and return empty containers, without hindrance to free flow of traffic.

    The participants promised to come up with their position within 48 hours, which, according to Leke, would be incorporated into the President’s report for further consideration.

     

     

    They urged operators to provide a holding bay, and recommended that the President should direct the NPA to enforce its agreement with the shipping company.

    “Should any of them default, henceforth, services should be suspended for such shipping company,” they said.

     

  • Eskor Toyo and the economics of Neo-Liberalism (2)

    As we noted in the first part of this piece, Prof Eskor Toyo’s book, ‘Economics of Structural Adjustment’, published in 2002 is still of enduring relevance because the country’s current economic policies are still no different from the neo-liberal components of privatisation, currency devaluation, deregulation, removal of subsidies and restriction of the sphere of the state among others. He identifies three types of critiques of SAP. The first sees the programme as necessary but questions the extent to which some of its components have been carried out. The second associated with the Economic Commission for Africa (ECA) is essentially nationalist or post Keynesian and questions the design of SAP and some of its component policies. The third, which Eskor Toyo identifies with, offers a more fundamental critique of SAP as a set of policies designed by western financial institutions supported by neo-liberal western regimes to save capitalism as a global system.

    The latter perspective raises questions about the desirability of capitalism as a system of economic management and its inherently limited capacity to promote positive human values such as “freedom, justice, the welfare of the majority, society’s unity, social stability, individual and collective security, social efficiency and progress”.

    Of course, critics of Eskor Toyo’s ideological position will contend that the socialist states have collapsed and virtually all transformed into free market economies precisely because of the superiority of capitalism as a system of economic organization. Yet, the triumphalism in the West attendant on the collapse of communism has ebbed because of the persistent cyclical crises that continue to characterise capitalist economies throwing millions of people into unemployment, poverty and homelessness while increasing social inequality. But whether or not one agrees with Eskor Toyo’s ideological orientation, he raises certain critical questions which must certainly attract the attention and interest of the managers of a neo-colonial economy like Nigeria.

    For instance, Eskor Toyo raises the key issue of the dichotomy between growth and development. He contends that the two cannot be conflated. The managers of Nigeria’s economy have continuously inundated us with the country’s impressive statistical growth rates which are not reflected either in massive creation of jobs, improvement in infrastructure or the overall well-being of the vast majority of Nigerians. He contends that development means a qualitative change for the better in the capacity of man to control his environment while growth, by contrast, means mere expansion of scale without necessarily any improvement in the environment.

    Unlike members of our current economic management team who uncritically regurgitate International Monetary Fund (IMF) and World Bank ideas, Eskor Toyo argues that “It is the facile focus on GDP growth rate as such that enables the World Bank and the IMF to mislead. A country can, in fact, be developing while the growth in per capita income is zero”. He cites the example of a country that decides to save to build an iron and steel industry and train its own scientists and engineers to man it. Even if nothing changes in terms of per capita income during the gestation period of this project, he argues, “because of the crucial transformational role of the character of the investment, the country by that investment has made an incalculable leap in development”.

    If I read him correctly, Eskor Toyo’s view is that it is the non-pursuit of policies that can promote an autochthonous industrial and technological base that has made it impossible for countries like Nigeria to transcend mere growth and achieve genuine, self-regenerating development. In this regard, he makes a crucial distinction between basic and non-basic industries arguing that the engine for any country’s transformational development are it’s indigenisation of the basic industries such as iron and steel, non-ferrous metallurgy, machinery, chemicals, fuel and power and construction material such as cement and glass among others.

    “Each of these industries”, he argues, “produces an indispensable input into the processes of all or most other industries. They constitute the prime movers of industrialisation”. Consequently, a country’s capacity to develop in any meaningful sense will necessarily be a function of its “ability to build, expand and transform its own basic industries by its own skills”.

    To illustrate his thesis, Eskor Toyo cites the example of South Korea and Brazil, two countries that have achieved a commendable level of ‘Dependent Growth’ largely through trade in manufactures. But he points out that the two countries can expand manufactures or increasingly export manufactured capital goods “because there has been built there an industrial base and on the basis of this there is developed a technological base”. In sharp contrast to this, he asserts that Nigeria cannot attain self-sustained growth through current policies that are geared towards expanding trade in light industrial manufactures rather than establishing a solid industrial and technological base for the country.

    In the case of China and India, Eskor Toyo states that the secret behind the economic transformation of these countries is that in the 1950s and 1960s their leaders took the deliberate decision to force their countries’ pace of industrialization. This they did by paying primary attention to the basic industries as a basis for technological self-reliance, developing a local raw material base to avoid the huge debt overhang attendant on heavy importation as well as developing their industries primarily to serve their large internal markets.

    Thus, contrary to neo-classical economic orthodoxy, he submits that “The rapid development of a complete self-reliant industrial base demands a thoughtful restriction of trade, foreign transnational investment and the mere assembly type plant”. He notes in this respect that while they were industrializing, countries like Japan, the Soviet Union and Eastern Europe practiced autarchy while Germany created a customs union to protect its infant industries. In its case, the United States “erected very high rates of tariff to protect her industries and adopted the Monroe doctrine to preserve the whole of the American sphere for herself”.

    Again, contrary to the claim that the economic ‘miracle’ achieved by the so-called Asian Tigers were due to the adoption of neo-liberal policies, Eskor Toyo contends that the key distinguishing feature of the Newly Industrialising Countries including India, Pakistan, Mexico and Brazil “is that as a rule they decided to establish the basic industries as a foundation for all-round development”. Indeed, the High Performing Asian Economies are distinguished by their early decision to break out of the Import-Substitution-Industrialization net in which Nigeria is still trapped. They placed their emphasis rather on manufacturing for export.

    It is against this background that Eskor Toyo trenchantly condemns the lack of seriousness with which the Nigerian ruling elite treat industrialisation and wonders “how a country that consumes so much foreign exchange on luxury imports or whose citizens keep large fugitive funds in foreign countries cannot find the operational or infrastructural capital for its basic industries”.

    One of Prof Toyo’s fundamental disagreements with neo-liberal SAP policies is their assumption that a country like Nigeria can be extricated from poverty, depression and indebtedness without first taking the imperative step towards a real industrialization and modernisation of its industrial base. This is why, he contends, that despite the achievement of many of SAP’s objectives – a positive growth rate, improved capacity utilisation, increased local raw material sourcing, increase in non-oil exports, rescheduling of debts and lightening of the debt burden, increase in saving, more Naira in the hands of the Federal Government and attaining a ‘realistic’ exchange rate – Nigeria remains as dependent and underdeveloped as ever.

    Some would consider Eskor Toyo’s vision and programme for a socialist Nigeria as impracticable and utopian. But then, let us recall the words of the late radical American Political Economist, Paul Baran, “Socialist Europe; there are moments when I ask myself whether it is not a utopia. But each idea not yet realised curiously resembles a utopia; one would never do anything if one thought that nothing is possible except that which already exists”.

  • CBN probes Consolidated Discount books

    CBN probes Consolidated Discount books

    The Central Bank of Nigeria (CBN) is checking the books and accounts of Consolidated Discount Limited (CDL) over liquidity challenges being experienced by the company.

    In a letter to CDL Interim Administrator obtained by The Nation, CBN Director of Banking Supervision, Tokunbo Martins, informed lenders and unsecured depositors of the discount house of the probe. She said the CBN will pay the principal sums constituting the deposit liabilities of CDL to them after the verification.

    “This is to intimate all lenders and unsecured depositors of Consolidated Discount Limited (CDL) of on-going investigation into the books and accounts of the discount house by the CBN. We assure such lenders/unsecured depositors that the CBN shall, without prejudice, pay the principal sums constituting the deposit liabilities of CDL to such lenders / unsecured depositors after the verification expected to be concluded soon,” she said.

    Tokunbo advised the lenders not to panic as no funds deposited with the discount house would be lost, adding that the investigation will be accorded ‘speedy conclusion’.

    Confirming the development, Head of Research and Corporate Development, Consolidated Discounts Limited (CDL), Jimi Ogbobine, told The Nation on phone that the duration of investigation is not yet known but confirmed that the CBN team is examining the books and accounts of the discount house.

    He said CDL Managing Director, Adeleke Shittu has stepped aside to allow the regulators do their work, adding that an acting managing director has been appointed.

    CBN had, in July this year, withdrawn the licence of Express Discount Limited for serial abuses and failure to meet the required minimum capital base. Tokunbo had said the revocation, which took effect from July 19, was in compliance with the provisions of Section 2(d) of the CBN Act 2007 and its mandate under the Banks and other Financial Institutions Act (BOFIA) 2004.

    Information from CDL’s website said it was incorporated on November 16, 1995 as a limited liability company, and was licensed by the CBN on August 14, 1996 to carry out the functions of a discount house. CDL claims it ‘parades an array of seasoned and tested professionals to cater for the financial intermediary needs of its clients and target market.’

    CDL also said it is wholly owned by a consortium of five local banks and a leading pension fund management institution.

    It said its objectives are to provide safe and secured shelter for surplus short-term funds in the financial system.

    The firm said its mandate is to cater for the liquidity needs of the financial community through acceptance of placements, duly secured, and with qualify as liquid assets for statutory reporting purposes in the case of banks.

    The company also said it enhances clients’ profitability by facilitating their ability to invest idle overnight balances without compromising on liquidity.

     

  • From queen’s land with artworks

    From queen’s land with artworks

    Youths have been urged not to wait for the government to provide jobs for them. But rather, they should provide jobs for themselves.

    An artist Princess Funmi Opanubi-Alasholuyi spoke at a preview session of her exhibition in Lagos.

    The theme of the exhibition, which opens on Friday, is My journey from the queen’s land to Daystar.

    “If you start somewhere, no matter how little, you will make it at the end of the day”, she said.

    Mrs Opanubi-Alasholuyi said the event was not only an exhibition for her artworks, but that she tagged it A motivational and inspirational exhibition.

    Explaining the theme, she said it all started when she attended a conference with Pastor Sam Adeyemi of Daystar Christian Centre, Lagos. She also linked it to when she saw artworks by Funsho Omojola, owner of ‘Ekitikete’ who later taught her the process of making artworks.

    The exhibition will open on September 28 and end on October 1. The four-day exxhibition will feature works by Funmi Opanubi-Alasholuyi, which include The Aquarium, photodrama, King of the jungle, Day and night, and Flower inside the box. Over 60 works that comprise 30 paintings, 300 prints and 20 patches will be on display.

    Dignitaries expected at the exhibition include Senior Pastor of Daystar Christian Centre, Pastor Sam Adeyemi and his wife, Nike, Chief and Chief (Mrs.) Rasheed Gbadamosi, Senator Muniru Muse, former Managing Director of Berger Paints, Mr. Adebowale Thompson, Chief and Chief (Mrs.) C. N. Nweke, Aare Kola Oyefeso and Biodun Dabiri.

    The event is geared towards creating awareness that there is beauty in arts. She said that she is trying to bring the beauty of the western world to Nigeria. “I want people to admit during the exhibition that my art works are needed in their homes,” she added.

    Princess Opanubi-Alasholuyi is a graduate of Business and Business Information Technology of London Metropolitan University. She had her primary and secondary school education at Lara Nursery and Primary School, Lagos and Ikeja High School, GRA, Ikeja, Lagos. She returned from the Unites States in 2003 to take over the affairs of Ereke Paints Limited as General Manager.

  • Ministry, Airforce partner on museum

    The Nigeria Air Force (NAF) has  promised to partner with the Ministry of Culture, Tourism and National Orientation on its proposed building of an Air Force Museum.

    The Chief of Air Staff, Air Marshal Alex Badeh, said the partnership would encourage a proper documentation of relics of past experiences.

    Speaking when he visited the Culture and Tourism Minister, Chief Edem Duke, he asked for the ministry’s support in helping to provide the resources that would lead to the actualisation of the project.

    “In 2010, when reviewing the statutory of the Air Force, we thought it wise to build an air force museum and that this required a symbiotic relationship,’’ the service chief said.

    Badeh said having a museum was important as it helps in telling where the organisation was coming from.

    “Upon my appointment last year, I was invited to Pakistan and when I saw the museums, I was so impressed.

    “Doing such a project requires people of knowledgeable experience about the establishment of such a project.

    “Of course, this has prompted the Nigeria’s air force to collaborate with the tourism ministry for the actualisation of this great project,’’ he said.

    NAF, he said, would build the museum, regardless of limited resources.

    Responding, the Minister said the ministry was irrevocably committed to ensuring that NAF realised its dream.

    He said the ministry would also collaborate with the National Commission for Museums and Monuments (NCMM) to support the Air Force in the project.

    The minister called on other bodies like the Nigerian Army and the Nigerian Navy to take a cue from the Nigerian Air Force.

    “If we can get this done, children in military schools will have the

    spirit to desire to want to work with the armed forces when they see the history of their parents in the archives,’’ he said.

    Duke, however, commended the contribution of the air force in the restoration of peace and stability in the country.

     

  • National Assembly promises to improve business climate

    National Assembly promises to improve business climate

    The National Assembly has pledged to improve the operating environment for industries.

    Chairman, House of Representatives’ Committee on Industries, Hon. Mohammed Onawo, said the National Assembly understands the challenges facing companies in terms of infrastructure and it is working to improve the operating environment for companies.

    Speaking during a visit to PZ Cussons Nigeria, Onawo said the legislators were considering appropriate legislative steps to improve operating environment for companies.

    The courtesy visit to PZ Cussons Nigeria was part of the Committee’s oversight function on Industrial Training Fund (ITF) and it was specifically meant to appreciate the company’s prompt statutory contribution and support to ITF in human resource training and development.

    Onawo commended industries like PZ Cussons, who in spite of these challenges, continue to create employment for teeming youth in the country.

    He urged the company to provide more support to the Fund through provision of information and communication technology (ICT) infrastructure and other equipment to assist ITF in realising its goals of training young graduates.

    According to him, the company will benefit from the pool of trained youth.

    In her opening remarks, Director, Human Resources, PZ Cussons Nigeria, Ms. Joyce Folake Coker, thanked the Committee for recognising the contribution of PZ Cussons and for finding it worthy of the visit.

    She gave an overview of the company’s activities including her new investments and strides in employee engagement and capacity building.

    She noted that these investments underscore the commitment of the company to economy.

    Executive Director, Corporate Affairs and Administration, Mrs. Yomi Ifaturoti, pointed out that PZ Cussons’ activities have gone beyond production and sales of renown house hold products and payment of statutory dues to encompass the wellbeing of the larger society through impactful corporate social responsibility projects.

    According to her, the company undertakes projects in appreciation of her host communities in the areas of education, health, provision of potable drinking water and road development.

    “We are sponsoring PZ Cussons Chemistry Challenge to encourage secondary school students in the study of science education,” Ifaturoti said.

    Managing Director, Family Care, PZ Cussons Nigeria, Mr Alex Goma said the Committee to consider the impassable state of Ikorodu–Shagamu road urging the legislators to take up the matter with Federal Ministry of Works and Federal Road Maintenance Agency (FERMA) to improve its condition to enhance productivity.

    According to him, the road requires urgent attention.